Top Performing Companies 13th Edition by Topco Media

Top Performing Companies listed inside

To view these companies, please visit: www.topperforming.co.za or www.topco.co.za with over 4 million hits last year.

TOP PERFORMING COMPANIES

TOP PERFORMING COMPANIES 2013 EDITION 13

2000

TOP PERFORMING COMPANIES

THE NATIONAL BUSINESS AWARDS HONOURS TOP PERFORMERS INTERVIEWS WITH SA’s TOP CEOs SOFT SKILLS AND OUTPERFORMANCE INNOVATION AND THE TRIPLE BOTTOM LINE

EDITION 13

RSA: R195.00 (INCL. VAT)

A TOPCO MEDIA PUBLICATION

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THE LEADER IN PEOPLE BENEFITS IN AFRICA Today NBC is a leading force in the South African employee benefits arena, providing a comprehensive range of employee benefits products and services to 120 registered pension and provident funds, representing the retirement fund savings of more than 350 000 members. The services and products offered by NBC include: • Retirement Fund Administration, Fund Accounting, Consulting, Legal and Actuarial services. • Home Loans, Health Risk Management, Investment Consulting, Negotiated Solutions Umbrella Retirement Fund (NSRF), Unclaimed Benefits Fund, Beneficiary Umbrella Fund, Voluntary Funeral Cover, Compulsory Funeral Cover, Credit Life, Personal Financial Planning Advice, Vukani Member Education. NBC Free Seminars - as an added value we provide free: • Legal seminars and Retirement seminars.

With a presence across the African continent, we can be contacted at: Tel: +27 (0)10 206 0000 or I Fax: +27 (0)86 688 5566 I email: info@nbc.co.za

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CONTENTS FOREMATTER 5 Editor’s note 6 Contributors 8 Foreword – Edwin Construction

THE SOFTER SIDE

EDITORIAL 56 The softer side of life Soft skills are important, but they are only part of the talent management equation, writes Carol Butcher. 62

In the loop with coaching circles New research shows that Coaching Circles are emerging as the natural successor to action learning as the best way to develop people and build strong, resilient organisations, writes Janine Everson and Craig O’Flaherty.

An innovation hub Enabling innovation across the business landscape is critical to sustainable businesses, and goes a long way to creating the ideal environment, says Dr Audrey Verhaeghe.

Companies must innovate or perish – a global perspective HMV, Comet, Oddbins, all good companies, but companies that couldn’t change their business models fast enough to survive in a modern age, writes Campbell Macpherson.

Public sector progress with BPM Technological innovation in the public sector is driving service towards a more performanceoriented, outcomes-driven, and people-focused service delivery model, writes Patrick Shields.

Business intelligence just got smarter Just when you thought it was safe to assume you have a handle on digital data storage, along comes another whole new way of doing things, writes Gavin du Venage.

SA waste by numbers The third national waste baseline shows that South Africa generated approximately 108m tonnes of waste in 2011, of which 98m tonnes was disposed of at landfills. 59m tonnes is general waste, 48m tonnes is currently unclassified waste and the remaining 1 million tonnes is hazardous waste.

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COMPANIES MUST INNOVATE OR PERISH – A GLOBAL PERSPECTIVE

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CONTENTS FOREMATTER

BUSINESS INTELLIGENCE JUST GOT SMARTER

BACK-END REVIEWS 90 Leisure Living Radisson Blu - Waterfront and Oyster Bar Hotel - Durban 94 Extreme Play and Gadget Jet Skiâ&#x20AC;&#x2122;s, motorcycles and gadgets for the professional 96 Motoring About Peugeot, Bentley, Porsche and the Phantom NATIONAL BUSINESS AWARDS 98 How to get nominated 99 2012 Sponsors 100 Top Businesswoman Award winner: Dawn Rowlands 102 Top Businessman Award winner: Chris Griffith 106 Who was seen at the awards

LEISURE LIVING

MOTORING ABOUT

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We create chemistry that makes mosquitoes love to stay away.

In villages where malaria is a lethal threat, we supply Interceptor® nets that stop mosquitoes and keep children safe. But the nets save more than childrens’ lives. With the dramatic decrease in infection, everyday activities like playing or going to school are possible again. A healthier, more educated population is key to reducing poverty. When mosquito nets help communities flourish, it’s because at BASF, we create chemistry.

www.wecreatechemistry.com

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ED LETTER FOREMATTER

INNOVATION,

COMPETITIVENESS, GROWTH

I THINK WE ALMOST ALL understand that driving growth through innovation is critical to realising the potential our brands and businesses are holding onto. In the financial services sector, with businesses such as banks for instance, flexible models for improving delivery of services and products is what differentiates those with huge growth and moderate growth. Just take a look at FNB. What they’ve done well is give their existing and new clients easier access to their services through the use of modern technology. (Read our case study on page 82 ). Being more flexible is the only way to ensure a competitive edge, because let’s face it; there’s not much that can change in terms of why they are in business. So it baffles me when businesses don’t jump on the band wagon and go about investing in key innovative practices and methodologies to remain competitive in this economy. With a consumer wanting faster and easier access to services and products, surely the speed and efficiency with which brands begin to adapt to their customers changing needs, must begin to change. The ‘to market’ cycle must adapt or die. And by all accounts, the South African economy is well placed for this change. According to the 2012/13 World Economic Forum’s Global Competitiveness Index, South Africa was ranked as the 52nd most competitive country out of 144 surveyed,

making it the second highest ranked country in Africa. It was placed third among the BRICS’ economies, with China at 29 and Brazil at 48. The index report also shows up well for business sophistication, ranking 38th overall, and innovation, ranking 42nd overall - benefiting in the latter case from good scientific research institutions (34th) and strong collaboration between universities and the business sector in innovation (30th). The index report also indicates that South Africa benefits from the relatively large size of its economy, ranking 25th overall for market size. It also scores well for the quality of its institutions, ranking strongly for strength of auditing and reporting standards (1st), efficacy of corporate boards (1st), protection of minority shareholders’ interests (2nd), efficiency of legal framework (17th), intellectual property protection (20th), property rights (26th), and judicial independence (27th). More impressive, is the country’s financial market development - it ranks 3rd overall, “indicating high confidence in South Africa’s financial markets at a time when trust is returning only slowly in many other parts of the world”. In the World Bank and International Finance Corporation’s “Doing Business 2013: Smarter Regulations for Small and Medium-Size Enterprises”, an annual survey of the time, cost and hassle involved in doing business in 185 economies around the world, South Africa ranks 39th. And in the year under review, South Africa was a strong performer when it comes to getting credit (1st), protecting investors (10th) and payment of taxes (32nd). It was ranked at an impressive 39 for dealing with construction permits, and starting a business in South Africa is also easier (53rd). According to the Emerging Markets Opportunity Index based on research by international advisory firm Grant Thornton, South Africa has been ranked as the leading emerging economy in Africa and the only country on the continent to be ranked in the top 15 worldwide. Overall, South Africa was ranked 14th out of 26 emerging economies, with China, India and Russia claiming the top three spots. We certainly are well placed for growth, and together with our top performing companies profiled in this issue, we are all excited to begin to share in the spoils of the innovative strategies businesses are undertaking for its own growth as well as the growth of the domestic and global economies.

CREDITS

PRODUCTION Group Editor Raina Julies: editor@topco.co.za Creative Director Jayne Mace´ Design Unit Lesley-Ann Van Schalkwyk Traffic Manager Raeesah Mcleod: artwork@topco.co.za Research Haley Fletcher Editorial Assistant Mvano Cengani: Mvan.Cengani@topco.co.za Contributors Carol Butcher, Gavin Du Venage, Janine Everson, Balbalwa Mkobeni, Craig O’Flaherty, Patrick Shields, Dr Audrey Verhaeghe. ONLINE Web Unit Greg Du Plessis, Darren Rolls SALES Project Manager Judy Twaambo Chileshe Senior Business Development Managers Jeanette Nicholson, Lizel Jonker Key Accounts Managers Babalwa Mkobeni, Lee – Ann Arendse TOPCO MEDIA Chairman Richard Fletcher CEO Ralf Fletcher Production Director Van Fletcher Financial Manager Haley Fletcher Finance Unit Deidre Daniels Distribution & Subscriptions Ingrid Johnstone, Jackie Hartman HR Manager Janine Salick HR Assistant Ananda Laubscher Printers Paarl Media Images ©shutterstock® Head Office Topco Media (Pty) Ltd 17 Bree Street Studios 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 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 Topco Media (Pty) Ltd Reg. No. 2007/002190/07. 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

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FOREMATTER CONTRIBUTORS

CONTRIBUTORS

GAVIN DU VENAGE is a Cape-based business writer specialising in African commodities and energy issues. He’s a former foreign correspondent turned business writer. He has been shot at, half drowned in cyclone, and bitten by leaches and a very angry bat. He’s also interviewed bankers, an experience he prefers not talk about. In this issue he writes about Business Intelligence and says that just when you thought it was safe to assume you have a handle on digital data storage, along comes another whole new way of doing things.

BABALWA MKOBENI is the Brand Manager of Top Women, a Topco Media brand, and also managers key accounts with a core focus on strategic partnerships. She contributes to various publications on the Topco Media stable. In this edition of Top Performing Companies she focuses on a comprehensive retrospective view of SA‘s finance sector.

CRAIG O’FLAHERTY is a highly experienced Integral Coach who has coached senior executives in leading South African organisations and trained prospective business and life coaches for the past 10 years. He is the director of a centre of excellence – The Centre for Coaching – at UCTs Graduate School of Business, as well as director of Coaching Matters, a consulting and executive coaching practice.

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PATRICK SHIELDS is the Deputy Chief Technology Officer at Software AG, focusing on the African continent. He has 27 years of experience managing the delivery of technology solutions. In this issue he shares that there is a great deal of excitement about the work that the Ekurhuleni Metropolitan Municipality has done to by enable their citizens to apply for services and track the progress of their applications via the internet or their cellphones, using Business Process Management Technology.

DR AUDREY VERHAEGHE is CEO of the Research Institute for Innovation and Sustainability and has dedicated her career to the awareness and realisation of innovation as a means to grow and sustain business. She cites her standout achievements as having started the SA Innovation network, RIIS, and the SA Innovation Summit.

CAROL BUTCHER has 19 years’ experience as a professional writer and editor. Prior to “venturing out on her own” in October 2002, she was the editor of Professional Management Review. She also spent a stint as resident case study writer at Wits Business School. Carol is passionate about skills development, talent management and global competitiveness; she is also a petrol-head.

JANINE EVERSON is a certified professional integral coach and academic director of the Centre for Coaching. She holds the position of senior lecturer at the UCT Graduate School of Business, where she lectures to MBA and executive education students. Janine has delivered and published research papers, and has published several book chapters and articles on the topic of coaching in leadership development.

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With over 25 million listeners, SABC Radio stations are on Top Form RAMS (August â&#x20AC;&#x201C;December 2012 Diary)

www.sabc.co.za

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FOREWORD CONSTRUCTION & BUILDING MATERIALS | HEAVY CONSTRUCTION

R3,3 TRILLION FOR INFRASTRUCTURE Eddie Maila contends that the support government is directing to the construction industry lends itself to the potential for huge growth and development in the sector.

he world economy as a whole is going through a slowdown following the great recession of 2008-2009. The recovery is taking longer than initially anticipated and has, in many respects, signs of stagnation. Even China, India and other emerging economies that were initially driving the recovery, in the immediate aftermath, have now been affected by the general crisis and have also slowed down. The South African economy has continued on a positive yet dull recovery, with GDP growth of 2.5 percent in 2012 and anticipated to be 2.7 percent in 2013. The 2013 MTE7 fiscal framework is very constrained and thus presents government with the opportunity to lock a concerted focus on key priorities that are designed to yield better economic growth prospects, increase employment creation and the re-prioritisation of budget to high impact services. R3,3 trillion has been earmarked by government for large-scale project developments due for completion by 2020 in the infrastructural arena. Additionally, budgeted infrastructure plans of R845 billion have already been approved. R47 billion has also been budgeted over the next three years towards the development of infrastructure in the 12 major cities as part of the strategic integrated plans programme. This is encouraging news as Edwin Construction has developed a solid track record and reputation for quality work delivered in the civil, roads and earthworks construction sector. The fact that we are a truly empowered and progressive company stands us in good stead to participate in a large portion of the proposed infrastructural development. Our strategic plans remain fixed, although our long-term objectives have been affected by the general slowdown in the industry as a result of the global credit crunch and the lack of provincial government infrastructure spending.

Our BEE strategy saw us retain a Level 2 B-bBEE scorecard. Continuing transformation policies, investment in skills training and social initiatives, and a firm focus on our objectives contributed to this achievement. The June 2012 results are commendable considering the tough market conditions prevailing and the reduction of Joint Venture inputs as in the past. Edwinâ&#x20AC;&#x2122;s own work share has increased and once again highlights our ability to be a leading example to the construction industry. It is an honour to be associated with the Top Performing Companies publication for the fifth year running. We enjoyed excellent exposure throughout. The publication is one that showcases business achievements at being exceptional in their sectors. It is important and critical that success and excellence is identified and recognised as a way of acknowledging the attempts and efforts made by many who want to see development and growth in our country, and, in particular, the industry in which we operate. We are operating under conditions of severe financial pressure, and when we are about to come out of a recession that has had negative effects on growth, economic developments in other parts of the world threaten a regress to conditions of recession through ripple effect impact. On behalf of the directors, management and the entire staff of Edwin Construction, I thank the talented and committed people who work on putting a magnificent publication together under the leadership of Ralf Fletcher.

Eddie Maila Chief Executive Officer of Edwin Construction

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A-Z LISTING FOREMATTER

COMPANIES FEATURED A

Airports Company South AFrica

Afrigis (Pty) Ltd

Aldes Business Brokers

Berco Express

McDonalds

Motorite Insurance Administors

NBC

IFC

BASF

Pfizer Labs (Pty) Ltd

Bestmed

Postbank

Bidvest Prestige Group

Productivity SA

Bonitas Medical Fund

Club Leisure Group

CTI Education Group

Edwin Construction

Research Institute for Innovation and Sustainability

SAFM

SAMSA - (South African Maritime Saftey Authority

Skills Train Distribution

Software AG

Foskor (Pty) Ltd

Freedom Park

Kintetsu World Express

Department of Enviromental Affairs

Rena Business Solutions

The Effectiveness Company

Tongaat Hulett

U Umso Construction

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TOP PERFORMING COMPANIES Topco Media proudly presents South Africaâ&#x20AC;&#x2122;s Top Performing Companies for the year 2012-2013. These companies passed our strict research criteria, and the companies that have chosen to feature themselves are highlighted below in grey.

PRIMARY

Northam Platinum Limited

Resources

(011) 759 6000

Du Pont De Nemours (Pty) Ltd

Coal ARM Coal (Pty) Ltd

(011) 779 1440

Coal of Africa Limited

(011)806-8700

011 218 8600

Diamond

Delmas Coal (Pty) Ltd

(013) 665 7000

Alexkor Limited

(027) 831 1330

Exxaro Coal (Pty) Ltd

(012) 307 5000

De Beers Consolidated Mines Limited

(011) 374 7000

Optimum Coal Holdings Limited

(011) 459 2300

Ekapa Mining (Pty) Ltd

(053) 831 2672

Richards Bay Coal Terminal (Pty) Ltd

(035) 904 4911

Petra Diamonds Southern Africa (Pty) Ltd

(011) 702 6900

Sasol Mining (Pty) Ltd

(017) 610 1111

Rockwell Diamonds Incorporated

(011) 481 7200

Trans Hex Group Limited

(021) 937 2000

Sentula Mining Limited

(011) 656 1303

Sumo Coal (Pty) Ltd (Klippoortjie)

(011) 684 2764

Wescoal Holdings Limited

(011) 954 2721

(011) 779 1000

Assore Limited

(011) 770 6800

AngloGold Ashanti Limited DRD Gold Limited

(011) 470 2600

Aveng Manufacturing

(011) 876 5000

First Uranium Corporation

(011) 278 7006

Cape Precious Metals (Pty) Ltd

(021) 551 2066

Gold Fields Limited

(011)398 8000

Foskor (Pty) Ltd

(011) 347 0600

Revertex Chemicals (Pty) Ltd t/a Synthomer Revertex

(031)480 8100

Kumba Iron Ore Limited

(012) 683 7000

Rand Refinery Limited

(011) 418 9000

Merafe Resources Limited

(011) 783 4780

Simmer & Jack Mines Limited

(011 234 2474

Westdawn Investments (Pty) Ltd t/a JIC Mining Services

(011) 564 9400

Anglo American Platinum Limited

Metorex Limited

(011) 215 4000

Murray & Roberts Cementation (Pty) Ltd

(011) 201 5000

Palabora Mining Company Limited

(015) 780 2911

Richards Bay Minerals

(035) 901 3111

Sallies Limited

(018) 642 8400

(011) 373 6111

Agro-Serve (Pty) Ltd t/a Efekto

(011)287-5700

(011) 245 1000

(011) 463 0050

Samancor Chrome Limited

Eastern Platinum Limited

Stalcor

(011) 871 6900

Impala Platinum Holdings Limited

(011) 731 9000

Lonmin PLC

(011) 516 1300

TWP Projects (Pty) Ltd

(011) 218 3000

(011) 779 1300

Anglo American South Africa Limited

(011) 638 9111

BHP Billiton South Africa (Pty) Ltd

(011) 376 9111

Exxaro Resources Limited

(012) 307 5000

Moolmans (a division of Aveng Africa Limited)

(087) 310 0096

Petmin Limited

(011) 706 1644

Sishen Iron Ore

(012) 683 7000

Siyanda Resources (Pty) Ltd

(011) 832 2543

Oil & Gas

Afric Oil (Pty) Ltd

Assmang Limited (011) 637 6000

Platinum

African Rainbow Minerals Limited

Oil Gas - Integrated Other Mineral Extractors & Mines

Gold Mining

(014) 590 6000

General Mining

Mining Finance

Mining

Xstrata South Africa (Pty) Ltd

(011) 784 5583

BP Southern Africa (Pty) Ltd

(011) 488 5111

C & N Petroleum Equipment (Pty)Ltd

(011) 397 8416

Calulo Investments (Pty) Ltd

(011) 996 0600

Central Energy Fund (Pty) Ltd

(010) 201 4700

Chevron South Africa (Pty) Ltd

(021) 403 7911

Engen Petroleum Limited

(021) 403 4911

KZN Oils (Pty) Ltd

(031) 570 0550

Masana Petroleum Solutions

(011) 544 6300

PetroSA (Pty) Ltd

(021) 929 3000

Reatile Gaz (Pty) Ltd

(010) 593 2394

SACOIL Holdings Limited

(011) 575 7232

South Africa (Pty) Ltd

(011) 996 7000

Total South Africa (Pty) Ltd

(011) 778 2000

Transnet Pipelines (a division of Transnet Limited

(031) 361 1456

Tullow South Africa (Pty) Ltd

(021) 400 7600

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INDUSTRY CLASSIFICATION BY SECTOR LISTING

Women of Africa Fuels & Oils cc

(031) 563 0502

Alternative Energy Alternative Fuels

Boitshoko Road Surfacing cc

(011) 908 4589

Afrimat Limited

(021) 917 8840

Bombela Concession Company (Pty) Ltd

(011) 446-6800

AfriSam (South Africa) (Pty) Ltd

(011) 670 5500

Edwin Construction (Pty) Ltd

(011) 524 7000

Allens Meshco (Pty) Ltd

(021) 905 1205

ELB Group Limited

(011) 306 0700

Building & Construction Materials

Biotech Fuels (Pty) Ltd

(033) 330 2161

Ash Resources (Pty) Ltd

(011) 657 2300

Empyreal Construction (Pty) Ltd

(086) 143 6264

Renergy Technologies (Pty) Ltd t/a Rentech

(011) 437 4444

Atlas Copco (SA) (Pty) Ltd

(011) 821 9000

Esor Africa (Pty) Ltd

(011) 822-3906

Austro Group Limited

(011) 222 8300

EXR Construction (Pty )Ltd

(031) 539 9100

Brikor Limited

(011) 739 9000

Fikile Construction (Pty) Ltd

(012) 664 1910

SECONDARY

Buildmax Limited

(086)169-1177

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

(011) 466 2644

Basic Industries

Ceramic Industries Limited

(016) 930 3600

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

(011) 466 2644

Chemicals

Cobra Watertech (Pty) Ltd

(011) 951 5000

G4 Civils (Pty) Ltd

(011) 396 1793

Corobrik (Pty) Ltd

(031) 560 3111

Group Five Limited

(011) 806 0111

Dekro Paints (Pty) Ltd

(021) 903 3131

Hare & Liddell Construction (Pty) Ltd

(021) 531 0913

Distribution and Warehousing Network Limited (Dawn

(011) 323 0000

DPI Plastics (Pty) Ltd

(011) 345 5600

Erbacon Investment Holdings Limited

(011)238-2667

Chemicals - Commodities African Oxygen Limited t/a Afrox

(011) 490 0400

Atlas Consolidated Industries (Pty) Ltd t/a Industrial Urethanes

(021) 931 8621

Bayer (Pty) Ltd

(011) 921 5911

Easigas (Pty) Ltd

(011) 389 7700

Fluor South Africa (Pty) Ltd

(011) 519 6000

Freeworld Coatings Ltd

(011) 549 8000

Hosaf, a division of Feltex Holdings (Pty) Ltd

(031) 450 4111

ICI Dulux (Pty) Ltd

(011) 861 1000

Omnia Group Investments Limited

(011) 709 8888

Prominent Paints (Pty) Ltd

(011) 389 4600

(011) 466 2644

Martin & East (Pty) Ltd

(021) 761 3474

Iliad Africa Limited

(011) 847 7300

Mazor Group Limited

(021) 556 1555

Kaydav Group Limited

(021) 704 7060

Motheo Construction Group (Pty) Ltd

(011) 789 8440

Kopano Brickworks Limited

(011)871-8600

Murray & Roberts Holdings Limited

(011) 456 6379

(0860) 523 274

NMC (Pty) Ltd

(021) 551 2640

Protech Khuthele Holdings Limited

(011) 301 5599

(011) 657 0000

Lafarge Industries South Africa (Pty) Ltd Lubbe Construction (Pty) Ltd

(011) 825 1886

Flsmidth (Pty) Ltd Meshcape Screen Media

(011) 609 1120

Masonite (Africa) Limited

(031) 534-1700

Massbuild (Pty) Ltd t/a Builders Wharehouse, Builders Express; Builders Trade Depot

(011) 797 0400

Monier Roofings SA (Pty) Ltd

(011) 222-7300

Much Asphalt (Pty) Ltd

(021) 900 4400

Ampaglas Holdings (Pty) Ltd

(011) 398 8000

Nampak Liquid a division of Nampak Limited

(011) 249 5200

Revertex Chemicals (Pty) Ltd t/a Synthomer Revertex

(031) 480 8100

Safripol (Pty) Ltd

(011) 575 4549

Natal Portland Cement Company (Pty) Ltd

(031) 450 4411

Tioxide South Africa (Pty) Ltd

(031) 910 3611

PG Bison Limited

(011) 445 3000

PG Group (Pty) Ltd

(011) 417 5800

Pretoria Portland Cement Company Limited

(011) 386 9000

abe Construction Chemicals (Pty) Ltd

(011) 917 2520

Rocla (Pty) Ltd

(011) 670 7600

AECI Limited

(011) 806 8700

Safintra Cape (Pty) Ltd

(021) 981 3130

Agro-Serve (Pty) Ltd t/a Efekto

(011) 287 5700

Saint Gobain Construction Products South Africa (Pty) Ltd

(011) 345 5300

Salberg Concrete Products (Pty) Ltd

(011) 357 7600

Stratabolt (Pty) Ltd t/a Minova RSA

(011) 923 1900

(011) 203 2400

Brenn-o-kem (Pty) Ltd

(023) 231 1060

Buckman Laboratories (Pty) Ltd

(031) 736 8800

(012)993 5129

Chemical Specialities Ltd t/a ChemSpec

(032) 541 8600

Top Fix Holdings Limited

Croda SA (Pty) Ltd

(011) 397 2380

Uni-span

(011) 462 8965

Dow Southern Africa (Pty) Ltd

(011) 575 0808

Wahl Industries (Pty) Ltd

(011) 474 0220

Du Pont De Nemours (Pty) Ltd

(011) 218 8600

Weir Warman Africa (Pty) Ltd

(011) 617 0700

Egoli Gas (Pty) Ltd

(011) 356 5000

WG Wearne Limited

(011) 459 4500

Wiehahn Formwork and Scaffolding (Pty) Ltd

(021) 880 7777

Henkel South Africa (Pty) Ltd

(011) 617-2400

Nalco Africa (Pty) Ltd

(010) 590 9120

NCP Chlorchem (Pty) Ltd

(011) 921 3111

NCS Resins (Pty) Ltd

(031) 713 0600

Sasol Chemical Industries Limited

(011) 441 3400

Sasol Gas Limited

(011) 889 9000

Sasol Limited

(011) 441 3111

House Building Mathote Modula Building Systems (Pty) Ltd

(011) 363 0970

Uvuko Civils Maintenance and Construction cc

(011) 660 3663

Stoncor Africa (Pty) Ltd

(011) 254 5500

Clariant (Pty) Ltd

(011) 929 5800

Nulandis(a division of AECI)

(021) 868 4063

AEL Mining Services (Pty) Ltd

Vital Aire (Pty) Ltd

(0861) 114 578

Aster International South Africa (Pty) Ltd

(011) 581 9400

Aveng Grinaker-LTA

(011) 578 6000

Building & Construction Materials Builders Merchants Cashbuild South Africa (Pty) Ltd

(011) 248 1500

(012) 658 0082

Liviero Civils (Pty) Ltd

(011) 823 5341

BASF South Africa (Pty) Ltd

(031) 372-9700

Kaulani Civils (Pty) Ltd

(011) 806-0111

(011) 386 7100

Chemicals - Speciality

J.T Ross (Pty) Ltd

(043) 783-3000

Spanjaard Group of Companies

Chemicals - Advanced Materials

(011) 487-3200

Hardware Warehouse Limited

Servochem (Pty) Ltd

(031) 266 3865

(011) 237 3000

Imbani Projects (Pty) Ltd

Everite (Pty) Ltd t/a Everite Building Projects

Lafarge Cement - a division of Lafarge South Africa

Spring Lights Gas (Pty) Ltd

Hilti South Africa (Pty) Ltd

Heavy Construction (011) 606 0000

Aveng Group

(011) 779 2800

B & W Instrumentation and Electrical Limited

(011) 907 1663

Basil Read Holdings Limited

(011) 418 6300

Racec Group Limited

(011)845-5300

Raubex Group Limited

(051) 406 2000

Refraline (Pty) Ltd

(011) 392 0700

Ruwacon (Pty) Ltd

(051) 403 0400

SA French Limited

(011) 822 8782

Stefanutti Stocks Holdings Limited

(011) 571 4300

The Power Group of Companies

(021) 907 1300

Trencon Construction (Pty) Ltd

(011) 974 4464

Trollope Mining Services 2000 (Pty) Ltd

(011) 281 6000

TTR General Building Construction (Pty) Ltd

(011) 403 3045

Umso Construction (Pty) Ltd

(043) 748-4747

Vela VKE Consulting Engineers (Pty) Ltd

(012) 481 3800

Waco Africa (Pty) Ltd

(011) 842 4000

WBHO Construction (Pty) Ltd

(011) 321 7200

WK Construction (Pty) Ltd

(011) 206 2000

Other Manufacturing Other Manufacturing (011) 806 2000

3M South Africa (Pty) Ltd Academy Brushware (Pty) Ltd

(011) 873 1266

African Explosives Limited

(011) 606 0000

AMC Classic (Pty) Ltd

(021) 763 5400

Beier Envirotec (Pty) Ltd

(031) 710 0400

Beka (Pty) Ltd

(011) 238 0000

Bidvest Afcom (Pty) Ltd

(011) 627 7000

Bic South Africa (Pty) Ltd

(011) 474 0181

Chet Industries Limited

(011) 971 5300

Colas South Africa (Pty) Ltd

(021) 531 6406

Columbit (Pty) Ltd

(021) 593 3161

Crown National (Pty) Ltd

(011) 201 9000

Eveready (Pty) Ltd

(041) 401 2500

Fiberpipe

(011) 864 2040

Franke Kitchen Systems (Pty) Ltd

(031) 450 6300

Inmins Trading (Pty) Ltd

(011) 345 9800

Kaymac (Pty) Ltd t/a Kaytech Engineered Fabrics

(031) 717 2300

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 3

11 2013/04/08 3:00 PM

Kwikot (Pty) Ltd

(011) 897 4600

MacSteel Service Centres SA (Pty) Ltd

(011) 871 0000

Lion Match Products (Pty) Ltd

(031) 308 1711

Nedsteel

(021) 905 3612

Macadams International (Pty) Ltd

(021) 907 1000

O-Line Holdings Limited

(011) 378 3700

Marley Pipe Systems (Pty) Ltd

(011) 739 8600

Pro Roof Steel Merchants (Pty) Ltd

(016) 450 5800

Maxam Dantex South Africa (Pty) Ltd

(011) 831 1300

Scaw South Africa (Pty) Ltd

(011) 842 9000

Metmar Limited

(011) 267-3000

Steeledale Mesh a division of Aveng Manufacturing

(011) 401 6300

Conlog (Pty) Ltd

(031) 268 1111

Metso Minerals SA (Pty) Ltd

(011) 961 4000

VR Laser Services (Pty) Ltd

(011) 306 8000

Dartcom (Pty) Ltd

(012) 345 7530

Electronic Equipment ABB South Africa (Pty) Ltd

(010) 202 5000

ACTOM (Pty) Ltd

(011) 820 5111

Bid Information Exchange (Pty) Ltd t/a Oce SA

(011) 661 9555

Bytes Document Solutions (Pty) Ltd

(011) 928 9111

Natal Rubber Compounders (Pty) Ltd

(033) 387 1330

Hazard Bonako (Pty) Ltd

(011) 608 1383

Plastic Industries (Pty) Ltd

(011) 873 9991

(011) 545 0700

Pretoria Metal Pressings (a division of Denel) (Pty) Ltd

General Industries

Ifihlile Aircon Corporation (Pty) Ltd t/a Gree Air

(012) 318 1911

Aerospace & Defence

Itec Group SA (Pty) Ltd

(011) 236 2000

(011) 462 0222

Aerospace

(011) 285 2255

Process Automation (Pty) Ltd

Itec Converge (Pty)Ltd Jasco Electronics Holdings Limited

(011) 266 1500

Jasco Trading (Pty) Ltd

(011) 266 1500

Kopano Copier Company t/a Nashua Kopano (Pty) Ltd

(011) 232 8600

Prowalco (Pty) Ltd

(011) 617 6000

Aerosud Holdings (Pty) Ltd

(012) 662 5000

Regma South Africa (Pty) Ltd

(011) 957-2024

Denel Aviation

(011) 927 9111

Rheinmetall- Laingsdale (Pty) Ltd

(021) 508 9400

SA Point of Purchase (Pty)Ltd

(011) 796 0600

Defence

Kyocera Mita South Africa (Pty) Ltd

(011) 540 2600

Somta Tools (Pty) Ltd

(033)355 6600

Advanced Technologies & Engineering Company (Pty) Ltd

(011) 266 7600

LG Electronics SA (Pty) ltd

(011) 323 8000

Sondor Industries (Pty) Ltd

(021) 959 5900

Nashua Limited

(011) 232 8000

(031) 538 8700

ARMSCOR (Armaments Corporation of South Africa ) Limited

(012) 428 1911

Strand Group Holdings Limited

BAE Systems Land South Africa (Pty) Ltd

(011) 747 3300

Sun Chemical South Africa (Pty) Ltd

(021) 590 5100

Denel (Pty) Ltd

(012) 671 2700

USABCO Industries (Pty) Ltd

(021) 917 2000

Way Up Front Point of Sales Promotions (Pty) Ltd

(021) 905 9461

Welfit Oddy (Pty) Ltd

(041) 404 6600

Wispeco (Pty) Ltd

(011) 389 0000

Wurth South Africa

(011) 281 1000

Zodiac Pool Care South Africa (Pty) Ltd

Denel Land Systems (a division of Denel) Rheinmettal Denel Munition (Pty) Ltd

012 620 9111 (018) 299 8500

SAAB Grintek Defence (Pty) Ltd t/a SAAB Avitronics

(012) 672 6000

Thales Defence Systems (Pty) Ltd

(011) 313 9000

(011) 237 3900

Diversified Industrials

PanSolutions Holdings Ltd

(011) 313 1400

Philips South Africa (Pty) Ltd

(011) 471 5000

Power Technologies (Pty) Ltd

(011) 706 7184

Reutech Radar Systems (Pty) Ltd

(021) 880 1150

Ricoh South Africa (Pty) Ltd

(011) 723 5000

Samsung Electronics South Africa (Pty) Ltd

(011) 549 1500

Set Point Group (Pty) Ltd

(011) 923 7000

Sony South Africa (Pty) Ltd

(011) 690 3200

UTC Fire and Security Africa

(021) 506 6000

Diversified Industrials

Forestry & Paper Forestry Cape Sawmills (Pty) Ltd

(021) 808 7442

York Timbers Holdings Limited

(013) 764 9200

Paper Mondi Limited

(011) 994 5400

Sappi Limited

(011) 407 8111

Steel & Other Metals Non-Ferrous Metals

Argent Industrial Limited

(031) 584 7702

Engineering & Machinery

Barloworld Limited

(011) 445 1000

Commercial Vehicles & Trucks

Eqstra Holdings Limited

(011) 966 2000

600 SA Holdings (Pty) Ltd

Imperial Holdings Limited

(011) 372 6500

KAP International Holdings Limited

(021) 808-0900

Southey Group (Pty) Ltd

(031) 533 0700

The Bidvest Group Limited

(011) 772 8700

(011) 394 6005

Agrico (Pty) Ltd

(021) 950 4111

Bell Equipment Company SA (Pty) Ltd

(035) 907 9111

Bell Equipment Limited

(035) 907 9111

BLC Plant Company (Pty) Ltd

(011) 555 2000

Isuzu Trucks South Africa (Pty) Ltd

(011) 806 4600

Electronic & Electrical Equipment

Iveco (Pty) Ltd

(011) 205 3990

Electrical Equipment

John Deere (Pty) Ltd

(011) 437 2600

(011) 396 8000

Komatsu Southern Africa (Pty) Ltd

(011) 923 1000

(011) 821 0700

Aberdare Cables (Pty) Ltd

(033) 395 6911

Altech UEC (Pty) Ltd

(031) 508 2800

Rovic & Leers (Pty) Ltd

(021) 907 1700

Hulamin Limited Insimbi Refractory & Alloy Supplies Limited

ARB Holdings Limited

(012) 663 7989

Babcock Target Plant Services (Pty) Ltd

(021) 951 8088

(011) 902 6930 (011) 971 1600

CBI-electric: african cables (a division of ATC)

(016) 430 6000

UD Trucks Southern Africa (Pty) Ltd

(012) 564 9500

Robor (Pty) Ltd South African Mint Company (Pty) Ltd

(012) 677 2777

Circuit Breaker Industries Limited t/a CBI-electr

(011)928-2000

Colcab (Pty) Ltd

(021) 907 2800

Control Instruments Group Limited

(011) 627-2627

Delta EMD Limited

(013) 759 3500 (031) 534 1300

Copalcor (Pty) Ltd

Iron & Steel Alert Steel (Pty) Ltd

(012) 800 0000

ArcelorMittal South Africa Limited

(016) 889 9111

Engineering - Contractors Babcock Equipment a division of Babcock Africa

(011) 601 1000

Barloworld Equipment (a division of Barloworld South Africa (Pty) Ltd)

(011) 929 0000

Dura Solentanche Bachy

(011) 226 8400

Aveng Manufacturing Steeledale Mesh

(011) 401-6300

Edison Power Electrical (Pty) Ltd

Aveng Trident Steel

(011) 861 7111

Ellies (Pty) Ltd

(011) 490 3800

Bohler Uddeholm Africa (Pty) Ltd

(011) 571 2300

Home of Living Brands (Pty) Ltd

(011) 267-3300

BSI Steel Limited

(033) 846 2222

Mandlakazi Electrical Technologies (Pty) Ltd

(013) 755 2257

Hitachi Power Africa (Pty) Ltd

(011) 260 4300

Cape Gate (Pty) Ltd

(016) 980 2121

Malesela Taihan Electric Cable (Pty) Ltd (M-Tec)

(016) 450-8200

Kairos Industrial Holdings Limited

(012) 342 1980

Cape Town Iron and Steel Works

(021) 903 2141 (011) 254 6400

Kentz (Pty) Ltd

(011) 203 9600

Clotan Steel (Pty) Ltd

(016) 986 8000

Schneider Electric S.A. (Pty) Ltd

Manhattan Corporation (Pty) Ltd

(011) 748 8800

Columbus Stainless (Pty) Ltd

(013) 247 9111

SA Earthworks

(011) 314 2446

Evraz Highveld Steel & Vanadium Limited

(013) 690 9911

Geo Stott & Company (Pty) Ltd

(011) 474 9150

Tension Overhead Electrification (Pty) Ltd t/a Tractionel Enterprise

(011) 768 7373

UEC Solutions (Pty) Ltd t/a Altech UEC

(031) 508 2800

Zest Electric Motors (Pty) Ltd

(011) 723 6000

Enviroware Construction (Pty) Ltd

(011) 315 1332

Haw & Inglis (Pty) Ltd

(021) 976 1110

Shaft Sinkers (Pty) Ltd

(011) 445 4300

Tenova Pyromet (Pty) Ltd

(011) 480 2000

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 4

2013/04/08 3:44 PM

(012) 521 2500

Iliso Consulting (Pty) Ltd

(012) 685 0900

MA Automotive Rosslyn (Pty) Ltd

Duys Engineering Group

(031) 713 1700

Jeffares & Green (Pty) Ltd

(011) 807 0660

Metair Investments Limited

(011) 646 3011

Elgin Engineering

(031) 274 0000

Kantey & Templer (Pty) Ltd

(021) 405 9600

Pasdec Automotive Technologies (Pty) Ltd

(012) 250 2910

Federal Mogul Friction Products (Pty) Ltd

(031) 913 3500

Knight Piesold Consulting (Pty) Ltd

(011) 806 7111

Robert Bosch (Pty) Ltd

(012) 381 3300

Formex Industries (Pty) Ltd

041 453 2343

Lesedi Nuclear Services (Pty) Ltd

(021) 525 1300

Spicer Axle South Africa

(011) 618 1074

Mott MacDonald South Africa (Pty) Ltd

(087) 310 5000

TFM Industries (Pty) Ltd

(011) 316 4161

Nyeleti Consulting (Pty) Ltd

(012)361 3629

Valeo Systems SA (Pty) Ltd

(041) 995 3111

ZF Auto Industrial (Pty) Ltd

(011) 922 5600

Engineering Fabricators

Genrec Engineering (Pty) Ltd

(011) 876 2300

Insulated Structures (Pty) Limited

(011) 462 2130

John Thompson, a division of Actom (Pty) Ltd

(021) 959 8400 (021) 529 5760

PD Naidoo & Associates Consulting Engineers (Pty) Ltd

(011) 566 8300

MTU South Africa (Pty) Ltd Nustart Holdings

(011) 824 2183

Read, Swartman & Voigt (Pty) Ltd

(011) 373 8200

SRK Consulting (South Africa) (Pty) Ltd

(011) 441 1111

SSI Engineers & Environmental Consultants (Pty) Ltd

(011) 798 6000

Stefanutti Stocks Civils (Pty) Ltd

(011) 571 4300

Continental Tyre South Africa (Pty) Ltd

(041) 406 5111

Stemele Bosch Africa (Pty) Ltd

(031) 535-6000

Leader Rubber (Pty) Ltd

(011) 473 8200

Thuthuka Group Limited

(086) 184 8848

Max T Solutions (Pty) Ltd

(011) 387 2000

UWP Consulting (Pty) Ltd

(011) 709 8420

Michelin Tyre Company SA (Pty) Ltd

(011) 579-0300

WorleyParsons KV3 (Pty) Ltd

(021) 912 3000

Pirelli Tyre (Pty) Ltd

(012) 665 5676

WSP Group Africa (Pty) Ltd

(011) 361 1300

Tiger Wheel & Tyre - a division of TiAuto (Pty) Ltd

(011) 256 4040

TrenTyre South Africa (Pty) Ltd

0860 943 351

Siyahamba Engineering (Pty) Ltd t/a Nustart Holdings

(011) 824 2183

Unique Hydra (Pty) Ltd

(021) 534 3600

Van Reenen Steel (Pty) Ltd

(011) 864 7630

Engineering - General

Tyres & Rubber Autoquip (Pty) Ltd

(011) 634 7600

Bridgestone SA (Pty) Ltd

(011) 932 7500

Afripower (Pty) Ltd t/a Hytec

(011) 975 9700

ASSA Abloy SA (Pty) Ltd

(011) 761 5000

Aveng Engineering & Projects Company

(010) 205 1000

DCD Dorbyl (Pty) Ltd

(016) 428 0000

Cyclical Consumer Goods

Demag Cranes & Components (Pty) Ltd

(011) 898 3500

Automotive & Parts

Vehicle Distribution

Deutrans Industrial & Mining Supplies cc

(017) 647 1191

Automobiles

Ottery Toyota

(021) 703 9174

Dupleix Liquid Meters Limited t/a DLM

(011) 457 0500

Accordian Investments (Pty) Ltd, distributor of Tata Vehicles

(011) 398 9000

AAD Truck & Bus - Not on CRM

(021) 535 1820

Hellermann Tyton (Pty) Ltd

(011) 879 6600

(011) 398 9100

Andre Dreyer (PtY) Ltd t/a Auto Bavaria Midrand

(011) 697 4700

Associated Motor Holdings (Pty) Ltd

Honeywell Southern Africa t/a ADI Global Distribution

(011) 574 2500

Bentley South Africa (Pty) Ltd

(011) 361 6600

Associated Automotive Distributors (Pty) Ltd t/a AAD Truck & Bus

(012) 522 3000

Boundless Trade 154 (Pty) Ltd

(012) 653 8945 (011) 817 8000

(021) 905 1250

Howden Africa Holdings Limited

(011) 240 4000

BMW South Africa (Pty) Ltd

Hudaco Industries Limited

(011) 345 8200

Fiat Group Automobiles South Africa (Pty) Ltd

(011) 205 3700

China Auto Manufacturers (Pty) Ltd

Hyflo SA (Pty) Ltd

(021) 514 3000

Ford Motor Company of Southern Africa (Pty) Ltd

(012) 842 2911

Eastvaal Motors (Pty) Ltd

(013) 656 1511

Hytec Holdings (Pty) Ltd

(011) 979 4630

General Motors South Africa (Pty) Ltd

(041) 403 9111

Fosters Motor Group Limited

(011) 945 1104

Joy Global South Africa (Pty) Ltd

(011) 406 6100

Honda (SA) (Pty) Ltd

(011) 847 9400

Hillcrest Toyota (Pty) Ltd

(031) 765 5140

Kone Elevators SA (Pty) Ltd

(011) 997 4000

Jaguar Land Rover South Africa (Pty) Ltd

(012) 842 3333

Hyundai Automotive South Africa (Pty) Ltd

(011) 372 0800

(011) 397 3780

Man Truck and Bus (SA) (Pty) Ltd

(011) 928 6800

McCarthy Limited

(031) 268 9200

Liquid Automation Systems (Pty) Ltd

Mercedes-Benz South Africa (Pty) Ltd

(012) 677 1500

Mekor Motors Sandton (Pty) Ltd

(011) 540 3000

Molapo Technology (Pty) Ltd

(012) 621 8200

Nissan South Africa (Pty) Ltd

Peugeot Citroen South Africa (Pty) Ltd

(011) 879 7400

(011) 923 6000

(012) 529 6000

(011) 820 7600

(011) 301 7000

Renault South Africa (Pty) Ltd

Osborn Engineered Products SA (Pty) Ltd

Rolls Royce Motor Cars Sandton (Pty) Ltd

(011) 607 7300

Toyota South Africa Motors (Pty) Ltd

(011) 809 9111

Rola Motor Group of Companies (Pty) Ltd

(086) 123 7652

Otis (Pty) Ltd

(011) 878 6000

Volkswagen Group South Africa (Pty) Ltd

(041) 994 4111

Salvage Management & Disposal (Pty) Ltd

(086) 112 1110

Reutech Solutions a division of Reutech Limited

(011) 652 5555

Thutha Motors cc t/a Halfway Toyota Ottery

(021) 703-9174

Viglietti Motors (Pty) Ltd

(021) 464 3560

Multotech Process Equipment (Pty) Ltd

SA Five Group (Pty) Ltd

(021) 905 4110

Auto Parts

Schindler Lifts (SA) (Pty) Ltd

(011) 681 8888

Alfred Teves Brake Systems (Pty) Ltd

(011) 898 1800

SEW Eurodrive (Pty) Ltd

(011) 248 7000

Algorax (Pty) Ltd

(041) 402 4100

Household Goods & Textiles

Sulzer Pumps South Africa (Pty) Ltd

(011) 820 6000

Apollo Tyres South Africa (Pty) Ltd

(031) 242 1111

Clothing & Footwear

Tecroveer (Pty) Ltd

(011) 752 1191

Armstrong Hydraulics South Africa (Pty) Ltd

(041) 401 7200

Bibette Clothing Manufacturers (Pty) Ltd

Unique Engineering (Pty) Ltd

(011) 826 6111

Aunde South Africa (Pty) Ltd

(031) 913 8000

Bolton Footwear (Pty) Ltd -See note

(044) 620 2111

West Rand Engineering (Pty) Ltd

(011) 952 9800

Automotive Leather Company (Pty) Ltd

(012) 564 3200

Green Cross Manufacturers (Pty) Ltd

(021) 507 9700

Autoparts Distributors (Pty) Ltd t/a Autozone

(011) 620 2700

HI-TEC Sports Distributors (Pty) Ltd

(021) 555 0707

Behr South Africa (Pty) Ltd

(031) 719 7600

House of Monatic (Pty) Ltd

(021) 442 9400

Bosal Afrika (Pty) Ltd

(012) 391 1000

Intimate Apparel SA (a division of Seardel Group)

(021) 505 5000

D&A Power Products (Pty) Ltd

(011) 828 0370

M1 Latex Products (Pty) Ltd t/a The Kit Group

(011) 538 0000

DD Power (Pty) Ltd-see note

(011) 923 0600

Monviso Knitwear (Pty) Ltd

(021) 505 3600

Donaldson Filtration Systems (Pty) Ltd

(021) 530 2900

MSA Africa (Pty) Ltd

(011) 610 2600

Faurecia Emissions Control Technologies (Cape Town)

(021) 710 0200

New Balance SA (Pty) Ltd

(021) 705 6224

GB Bearings (Pty) Ltd

(031) 792 5900

Nike South Africa (Pty) Ltd

(011) 256 0700

Glasfit Holdings (Pty) Ltd

(011) 607 3000

Puma Sports Distributors (Pty) Ltd

(021) 551 0832

Halberg-Guss South Africa (Pty) Ltd

(012) 250 2920

Reebok South Africa (Pty) Ltd

(031) 459 8800

Kia Motors SA (Pty) Ltd

(011) 457 0200

Rex Trueform Clothing Company Limited

(021) 460 9400

KZN Gearbox & Propshaft Centre cc

(031) 701 8078

Seardel Investment Corporation Limited

(021) 505 5261

Lumotech (Pty) Ltd

(041) 995 3111

Trubok (Pty) Ltd

(011) 321 6500

Consulting Engineers AECOM SA

(012) 421 3500

Arup (Pty) Ltd

(011) 218 7600

Aurecon South Africa (Pty) Ltd

(012) 427 2000

Babcock Africa (Pty) Ltd

(011) 601 1000

Bateman Africa (Pty) Ltd

(011) 899 9000

BVI Consulting Engineers (Pty) Ltd

(012) 940 1111

Gibb (Pty) Ltd

(011) 519 4600

Golder Associates Africa (Pty) Ltd

(011) 254 4800

Hatch Africa (Pty) Ltd

(011) 239 5300

HHO Consulting Engineers (Pty) Ltd t/a HHO Africa

(021) 425 2870

Igoda Projects (Pty) Ltd

(031) 536 7300

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 5

(021) 691 8930

13 2013/04/08 3:11 PM

United Frams Footwear - a division of Feltex Holdings (Pty) Ltd

(011) 332 1500

Zhauns Group of Companies

(021) 447 3665

Furnishings & Floor Coverings

Distell Group Limited

(021) 809 7000

Agrana Fruit South Africa (Pty) Ltd

(021) 705 0210

Namaqua Wines (Pty) Ltd

(027) 213 1080

AH-Vest Limited t/a All Joy Foods Limited

(011) 496 1800

Orange River Wine Cellars Co-op Limited

(054) 337 8800

Astral Foods Limited

(012) 667 5468

Robertson Winery (Pty) Ltd

(023) 626 3059

Bakkavor SA (Pty) Ltd t/a Spring Valley Foods

(011) 571 7800

Swartland Wynkelder (Pty) Ltd

(022) 482 1134

Brenner Mills (Pty) Ltd

(021) 342 0744

The Company of Wine People (Pty) Ltd

(021) 881 3870

Cadbury South Africa (Pty) Ltd

(011) 253 4000

CN Business Furniture

(011) 345 1500

Alpine Lounge-a division of Bravo Group Manufacturers

(021) 951 7150

Belgotex Floor Coverings (Pty) Ltd

(033) 897 7500

Soft Drinks

Bravo Group Ltd

(011) 661 1315

Appletiser SA (Pty) Ltd

(011) 263 9250

Coricraft Group (Pty) Ltd

(021) 505 6640

Ceres Fruit Juices (Pty) Ltd

(021) 807 0000

Floorworx

(043) 701 5800

Coca-Cola South Africa (Pty) Ltd

(011) 644 0666

Quality Beverages 2000 (Pty) Ltd

(021) 534 8070

Shoreline Beverages cc

(031) 914 8400

Legacy Modutec (Pty) Ltd

(011) 445 9830

Seating (Pty) Ltd

(011) 474 1393

Simmons SA (Pty) Ltd

(032) 437 5700

Steinhoff Africa Holdings (Pty) Ltd

(011) 445 3000

Steinhoff International Holdings Limited

(011) 445 3000

Afgri Limited

(012) 643 8000

Weylandts

(021) 914 1433

Agricol (Pty) Ltd

(021) 981 1126

Food Producers & Processors Farming

Betko Fresh Produce cc

(028) 840 2313

Ciro Beverage Solutions (Pty) Ltd

(011) 287 6700

Clover SA (Pty) Ltd

(011) 471 1400

Dairy World (Pty) Ltd

(012) 327 0416

Dairybelle (Pty) Ltd

(012) 810 2700

Danone Southern Africa (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

Fair Cape Dairies (Pty) Ltd

(021) 557 7600

Fercon Foods (Pty) Ltd

(021) 551 9151

Foodcorp (Pty) Ltd

(011) 549 1030

General Mills South Africa (Pty) Ltd

(011) 608 0880

Gledhow Sugar Company (Pty) Limited

(032) 437 4400

Country Bird Holdings Limited

(011) 778 0658

Gull Foods

(013) 933 6100

(031) 460 9711

County Fair Foods a division of Astral Operations

(021) 505 8000

Illovo Sugar Limited

(031) 508 4300

Electrolux SA (Pty) Ltd

086 0234 481

Crookes Brothers Limited

(039) 978 3850

Imana Foods SA (Pty) Ltd

(031) 719 0400

Hendler & Hart (Pty) Ltd

(011) 898 6300

Daybreak Farms (Pty) Ltd

(013) 661 1036

Ina Paarman's Kitchen (Pty) Ltd

(021) 705 6440

Homechoice (Pty) Ltd

(021) 680 1290

Denny Mushrooms (Pty) Ltd

(011) 707 7500

Iqlaas Foods (Pty) Ltd

(031) 569 2122

Home of Living Brands (Pty) Ltd

(011) 267 3300

Dotcom Trading 988 t/a Heidel Eggs

(013) 751-3897

Isegen South Africa (Pty) Ltd

(031) 913 3200

Nu-World Holdings Limited

(011) 321 2111

Kraft Foods (Pty) Ltd

011 253 4232

(011) 663 5300

Earlybird Farm a division of Astral Operations Limited

(011) 206 0600

Whirlpool South Africa (Pty) Ltd

Eggbert Eggs (Pty) Ltd

(087) 940 2025

Langeberg & Ashton Foods (Pty) Ltd

(023) 615 1140

GWK Limited

(053) 298-8200

McCain Foods South Africa (Pty) Ltd

(011) 856 6000

Household Appliances & Consumer Electronics Defy Appliances (Pty) Ltd

Leisure Equipment Prima Toy & Leisure Trading (Pty) Ltd

(021) 818 2000

Other Textiles & Leather Goods Alnet (Pty) Ltd

(021) 530 2400

BKB Limited

(041) 503 3111

Colibri Towelling (Pty) Ltd Glodina Black Label (Pty) Ltd

Heidel Eggs

137513897

Kaap Agri Limited

(022) 482-8000

Klein Karoo Limited

(044) 203 5100

KLK Landbou Beperk

(054) 337 6289

Meadow Feeds Clearwater - a division of Astral Operations

(011) 991 6000

(041) 995 3400

Meadow Feeds Paarl - a division of Astral Operations Limited

(021) 807 8700

(031) 736 7600

NTK Limpopo Agriculture

(014) 719 9052

Ninian & Lester (Pty) Ltd

(031) 303 1422

NWK Ltd (Beperk)

(018) 633 1000

Presles (Pty) Ltd

(021) 672 3100

Overberg Agri Limited

Sheraton Textiles Holdings (Pty) Ltd

(021) 707 5555

OVK Bedryf Beperk (OVK Operations Ltd)

SRS Industex Beltings (Pty) Ltd

(041) 406 8700

Stucken & Company (Pty) Ltd The Goodhope Textile Corporation (Pty) Ltd t/a Da Gama Textiles

(011) 285 2206

NestlĂŠ Purina Petcare (Pty) Ltd

(011) 889 6000

Nestle South Africa (Pty) Ltd

(011) 889 6000

Oceana Brands Limited

(021) 415 8500

Parmalat SA (Pty) Ltd

(021) 809 1400

Pioneer Food (Pty) Ltd

(021) 807 5100 (011) 565 4300

Rhodes Food Group (Pty) Ltd

(021) 870 4000

(028) 214 3800

Roelcor Meat (Pty) Ltd

(021) 851 2694

(051) 923 4500

Rooibos Limited

(027) 482 2155

Rainbow Chicken Limited

(031) 242 8500

Ruto Mills - a division of Foodcorp (Pty) Ltd

(012) 308 3000

(041) 397 4700

Senwes Limited

(018) 464 7800

Rymco Africa (Pty) Ltd t/a Anchor Yeast

(011) 248 8200

(040) 608 6200

SSK Sentraal-Suid Kooperasie Beperk

(028) 514 8600

Sasko Bakeries

(021) 807 5100

Tuinroete Agri Limited

(044) 601 1200

Southern Oil Limited

(028) 514 3441

Umlimi Holdings (Pty) Ltd

(086) 111 3797

Sovereign Food Investments Limited

(041) 995 1700

Villiersdorp Kooperasie Beperk

(028) 840 1120

The Blenders (Pty) Ltd

(031) 573 1028

Vrystaat Corporation Limited (VKB)

(058) 863 8111

Tiger Brands Limited

(011) 840 4000

Beverages Beverages - Brewers Amalgamated Beverage Industries, the soft drink division of SAB

(011) 676 9500

Halewood International SA (Pty) Ltd

(011) 422 5880

KWV South Africa (Pty) Ltd

(021) 807 3911

The South African Breweries Limited

(011) 881 8111

United National Breweries (SA) (Pty) Ltd

(011) 315 7337

Beverages - Distillers & Vintners

Fishing

Tongaat Hulett Limited

(032) 439 4114

TSB Sugar Holdings (Pty) Ltd

(013) 791 1000

Blue Continent Products (Pty) Ltd

(021) 508 9600

Universal Industries Corporation Limited

(011) 462 2130

Irvin & Johnson Limited

(021) 402 9200

Willowton Oil & Cake Mills (Pty) Ltd

(033) 355 7800

Marpro Trawling

(021) 440 5600

Oceana Group Limited

(021) 410 1400

Health

Pioneer Fishing (Pty) Ltd

(021) 421 5368

Health Maintenance Organisations

Premier Fishing SA (Pty) Ltd

(021) 419 0124

Agility Global Health Solutions (Pty) Ltd

Sea Harvest Corporation Limited

(021) 417 7900

Allcare Administrators (Pty) Ltd

African Terroir (Pty) Ltd

(021) 869 8103

Brandhouse Beverages (Pty) Ltd

(021) 442 7100

Food Processors

DGB (Pty) Ltd

(011) 653 1000

Kellogg Company of SA (Pty) Ltd

TP 13 TH EDITION

(011) 707 7000

Nedan Oil Mills (Pty) Ltd

Premier Foods (Pty) Ltd

Non-Cyclical Consumer Goods

National Brands Limited

Bankmed

(011) 233 6600

(012) 663 2445 (011) 290 6200 (080) 0226 5633

Bathabile Holdings (Pty) Ltd

(012) 673 8600

Bestmed Medical Scheme

(012) 339 9800

Bonitas Medical Fund

(011) 262 7000

MCG Industries (Pty) Ltd

(012) 657 8600

Durbell Pharmacies

BSN Medical (Pty) Ltd

(031) 710 8111

Megapak (a division of Metal Box SA Limited)

(011) 206 1200

Eli Lilly (SA) (Pty) Ltd

(011) 510 9300

Clinix Health Group Limited

(011) 429 1000

Mpact Limited

011 994 5500

Fresenius Kabi South Africa (Pty) Ltd

(011) 545 0000

Dental Information Systems (Pty) Ltd

(021) 528 5300

Nampak Limited

(011) 719 6300

GlaxoSmithKline SA (Pty) Ltd

(011) 745 6000

Fedhealth Medical Scheme

(086) 000 2153

Peninsula Beverage Company (Pty) Ltd

(021) 936 5500

Gulf Drug Company (Pty) Limited

(031) 538 8700

Hosmed Medical Scheme

(011) 290 6200

Polyoak Packaging Group (Pty) Ltd

(021) 710 9200

(012) 673 8600

Pride Pak Packaging (Pty) Ltd

(011) 830 1607

Mediscor Pharmaceutical Benefit Management (Pty) Ltd

(012) 674 8000

HMI Health Corporation Limited (Pty) Ltd

Merck SA (Pty) Ltd

(011) 372 5000

Rheem South Africa (Pty) Ltd

(031) 910 6900

(011) 929 9111

Safepak (Pty) Ltd

Novartis South Africa (Pty) Ltd

(021) 530 7300

Transpaco Limited

(011) 887 0430

Kaelo Consulting (Pty) Ltd

(011) 778 4340

Life Esidimeni (Pty) Ltd

(011) 219 9000

Medihelp Medical Scheme

(012) 334 2000

Medscheme Holdings (Pty) Ltd

(011) 671 2000

Metropolitan Health (Pty) Ltd

(021) 480 4511

Pharmaplan (Pty) Ltd

(011) 652 0950

Personal Care & Household Products Personal Products

Private Health Administrators (a div of Sweiden Trust (Pty) Ltd)

0860 742 2273

Amka Products (Pty) Ltd

(012) 674 0400

ProSano Medical Scheme

(021) 917 4440

Annique Skincare Products (Pty) Ltd

(012) 345 9800

Avon Justine South Africa (Pty) Ltd

(011) 245 7000

Sechaba Medical Solutions (SMS)

(011) 353 0000

Siemens Healthcare Diagnostics (Pty) Ltd

(011) 652 2000

Avroy Shlain (Pty) Ltd

(011) 655 3500

Transmed Medical Fund

(011) 381 2000

Beiersdorf Consumer Products (Pty) Ltd

(031) 267 8500

Beige Holdings Limited

(011) 976 0900

Black Like Me (Pty) Ltd

(012) 674 0400

The Careways Group (Pty) Ltd

(011) 847 4000

(021) 979 1600

NTP Radioisotopes (Pty) Ltd

(012) 305 5115

Pfizer Laboratories (Pty) Ltd

(011) 320 6000

Pharma Natura (Pty) Ltd

(011) 445 6000

Pharmed Pharmaceuticals Limited

(031) 571 2800

PR Botha cc t/a 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) 502 5000

Sanofi-Aventis South Africa (Pty) Ltd

(011) 256 3700

SpecPharm Holdings (Pty) Ltd

(011) 652 0400

Ultimate Sports Nutrition (Pty) Ltd (USN)

(086) 1111 876 (011) 470 1000 (021) 903 3151

Colgate-Palmolive (Pty) Ltd

(011) 898 2300

UPD a division of New Clicks South Africa (Pty) Ltd

Community Investment Holdings (Pty) Ltd

(012) 348 4295

Dermalogica South Africa (Pty) Ltd

(011) 268 0018

Vital Health Foods (Pty) Ltd

Joint Medical Holdings Limited (JMH)

(031) 314 3000

Elizabeth Arden (SA) (Pty) Ltd

(021) 591 1241

Life Healthcare Group Holdings Limited

(011) 219 9000

Estee Lauder Companies t/a (Pty) Ltd

(011) 516 3000

Biotechnology

Medi-Clinic Southern Africa Limited

(021) 809 6500

GBP Cosmetic Brands cc t/a Clarins

(011) 809 6300

The Scientific Group (Pty) Ltd

Melomed Hospital Holdings Limited

(021) 699 0950

HPC a division of Tiger Brands Limited

(011) 579 5000

Netcare Limited

(011) 301 0000

Indigo Cosmetics (Pty) Ltd

(021) 507 8500

Tobacco

Johnson & Johnson (Pty) Ltd

(021) 710 4111

British American Tobacco SA (Pty) Ltd

Kimberly Clark South Africa (Pty) Ltd

(011) 456 5700

Hospital Management & Long-Term Care

Medical Equipment & Supplies

(011) 652 4000

TERTIARY

Arjohuntleigh SA (Pty) Ltd

(012) 527 2000

Lil-Lets SA (Pty) Ltd

(031) 313 0700

BD (Becton Dickson & Company) (Pty) Ltd

(011) 603 2660

L'Oreal South Africa Holdings (Pty) Ltd

(011) 286 0700

Dinaledi Medical (Pty) Ltd

(011) 206 5950

Cyclical Services

Procter & Gamble (Pty) Ltd

(010) 001 9650

Litha Healthcare Group Limited

Hiring Supply

(011) 516 1700

Quality Products (Pty) Ltd

(031) 461 9500

Marcus Medical (Pty) Ltd

Plants & Equipment Rental

(011) 314 0503

Revlon South Africa (Pty) Ltd

(011) 971 0800

Qualiprod (Pty) Ltd

Millners Dental Suppliers Cape (Pty) Ltd

(021)530 8800

Unilever South Africa (Pty) Ltd

(031) 570 2911

Myriad Medical Holdings Limited

(011) 516 1735

Union Swiss (Pty) Ltd

(021) 424 4230

Synthes (Pty) Ltd

(011) 450 3520

Umsinsi Health Care (Pty) Ltd

(086) 188 8842

Household Products Bliss Chemicals (Pty) Ltd

Other Health Care Lancet Laboratories (Pty) Ltd

(011) 358 0800

Metropolitan Health Risk Management (Pty) Ltd

(021) 480 6833

Pharmaceuticals & Biotechnology

Pharma Dynamics (Pty) Ltd

(021) 701 6080

Pharmaceuticals

Zimmer South Africa (Pty) Ltd

(011) 675 0444

Packaging Packaging

(011) 474 2626

(021) 888 3500

(086) 178 2547

Electronics Equipment Rental Rena Business Solutions (Pty) Ltd

(011) 403 2714

Gearhouse South Africa (Pty) Ltd

(011) 216 3000

Media Film Service (Pty) Ltd

(021) 511 3300

Rentworks Africa (Pty) Ltd

(011) 549 9000

Industrial Goods

Abbott Laboratories SA (Pty) Ltd

(011) 858 2000

Material Handling

Adcock Ingram Holdings Limited

(011) 635 0000

Jorpe (Pty) Ltd

Alcon Laboratories South Africa (Pty) Ltd

(011) 840 2300

Alpha Pharm Eastern Cape Holdings Limited

(041) 404 6800

General Retailers

Amalgamated Healthcare (Pty) Ltd

(011) 309 2700

Shopping Centres

Amalgamated Pharmaceuticals Limited

(011) 309 2700

Aspen Pharmacare Holdings Limited

(011) 239 6100

AstraZeneca Pharmaceuticals (Pty) Ltd

(011) 797 6000

(011) 849 4375

APL Cartons (Pty) Ltd

(023) 348 5000

Astrapak Limited

(011) 615 8011

Bevcan - a division of Nampak Ltd

(011) 519 7700

Bowler Metcalf Limited t/a Bowler Plastics (Pty) Ltd

(021) 704 2223

B Braun Medical (Pty) Ltd - See note

(011) 548 5500

Ciba Packaging (Pty) Ltd

(021) 529 3800

Be-Tabs Pharmaceuticals (Pty) Ltd

(011) 495 0100

Lexshell 44 General Trading (Pty) Ltd t/a Victoria & Alfred Waterfront

(021) 408 7500

Consol Glass (Pty) Ltd

(011) 874 0000

Biotech Laboratories (Pty) Ltd

(011) 848 3050

Menlyn Park Shopping Centre

(012) 348 8766

Corruseal Corrugated KZN (Pty) Ltd

(031) 910 9400

Bristol-Myers Squibb (Pty) Ltd

(011) 456 6400

Sandton City Shopping Centre

(011) 217 6000

Cipla Medpro South Africa Limited

(021) 914 0520

Comed Health (Pty) Ltd

(012) 813 9400

Discount & Superstore & Warehouse

Dis-Chem Pharmacies (Pty) Ltd

(011) 708 9500

Boxer Superstores (Pty) Ltd

Golden Era Group of Companies (Pty) Ltd

(011) 661 0800

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

(011) 323 1900

Canal Walk Shopping Centre

(021) 529 9600

Eastgate Shopping Centre

(011) 616 2209

Gateway Theatre of Shopping

(031) 566 2332

(031) 275 7000

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 7

15 2013/04/08 3:12 PM

Massmart Holdings Limited

(011) 517 0000

Retailers eCommerce Glomail t/a Limited Edition (Pty) Ltd

(011) 554 3000

Homemark (Pty) Ltd

(011) 444 8800

Verimark (Pty) Ltd

(011) 699 8000

Retailers - Hardlines 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

Bearing Man Group (a division of Humulani Marketing (Pty) Ltd

(031) 576 6200

Bromide Technologies a division of EOH Mthombo (Pty) Ltd Capi-lux South Africa (Pty) Ltd

Tuffy Brands (Pty) Ltd

(021) 385 1626

Malls Tiles (Pty) Ltd

Voltex (Pty) Ltd

(011) 879 2043

Melbro Holdings (Pty) Ltd

(021) 505 5500

Wakegem (Pty) Ltd t/a African Romance

(011) 384 5600

Nizams

(012) 666 7509

Waltons (Pty) Ltd

(021) 442 2800

Prime Fastener (Pty) Ltd

(021) 442 3200

Yarona Cash & Carry cc

(011) 248 7700

Broadline Retailers Woolworths Holdings Limited

(021) 407 9111

Edcon Holdings (Proprietary) Limited

(011) 495 6000

Heneck Sacks - a division of Melbro Wholesale (Pty) Ltd

(021) 505 5500

Retailers - Soft Goods

(031) 469 4224

U & G Fabrics

(031) 275 3100

Sovereign Steel (Pty) Ltd

(011) 392 1348

Starke Ayres (Pty) Ltd

(011) 748 3550

Supreme Electrical Supplies

(021) 791 1668

Universal Footwear & Trading Company (Pty) Ltd

(021) 510 4707

Voltsing Electrical (Pty) Ltd

(011) 699 3900

Ackermans (a division of Pepkor Retail Limited)

(021) 900 1000

African & Overseas Enterprises Limited

(021) 460 9400

Distributors

(011) 545 6000

African Sales Co. (Pty) Ltd

(011) 809 4000

Toolquip & Allied

(011) 370 2727

(011) 390 2339

Dunns (Pty) Ltd

(011) 541 3000

Axiz (Pty) Ltd

(011) 654 6000

Chas Greig & Son (Pty) Ltd t/a Charles Greig

(011) 501 3244

Foschini Limited

(021) 938 1911

(031) 461 2222

Levi Strauss South Africa (Pty) Ltd

(021) 403 9400

Bearings International (a division of Hudaco Trading (Pty) Ltd)

(011) 899 0000

Chipkins Catering Supplies (Pty) Ltd

(011) 433 2686

CompAir South Africa (Pty) Ltd

(011) 345 2200

McDonalds South Africa

(011) 236 2300

Beswick Office Products (Pty) Ltd

Comztek (Pty) Ltd

(011) 848 9000

Mr Price Group Limited

(031) 310 8000

Connection Group Holdings (Pty) Limited t/a Incredible Connection

(011) 258 8300

Diamonds Discount Liquors (Pty) Ltd

(021) 511 3228

Dot Office Supplies (Pty) Ltd

011 347 1000

Ellerines Furnishers (Pty) Ltd

(010) 201 2000

Emergent Office Solutions (Pty) Ltd

(011) 282 2500

Forms Media Independent Africa (Pty) Ltd

(011) 229 1300

Grundfos (SA) (Pty) Ltd

(011) 579 4800

Hirsch B t/a Hirsch Appliances

(031) 242 2600

Hisense SA Development Enterprise (Pty) Ltd

(011) 314 7718

Pep (a division of Pepkor Retail Ltd)

(021) 937 2300

S Surtee Esquire (Pty) Ltd

(011) 884 8208

The Foschini Group Limited The Platinum Group (Pty ) Ltd Truworths International Ltd

(011) 922 2000 (033) 846 9700

(021) 937 5820

Invicta Holdings Limited

(021) 929 4780

(021) 461 1207

Omnimed (Pty) Ltd

(011) 792 7120

(021) 460 7911

Kreepy Krauly

(011) 252 1019

Roco Fittings (Pty) Ltd - a division of Dawn Kitchen Fittings

(011) 444 9120

Trade Import & Export Afrifresh Group (Pty) Ltd

(021) 763 7600

Broadway Sweets (Pty) Ltd

(011) 615 7120

(011) 565 8600

Capespan Exports (Pty) Ltd

(021) 917 2600

(017) 624 5105

Connoisseur Electronics (Pty) Ltd

(011) 417 3000

Introstat (Pty) Ltd

(011) 723 7500

Geodis Wilson SA (Pty) Ltd

(011) 396 1830

Italtile Limited

(011) 510 9050

Heaton Valves Africa (Py) Ltd

(011) 418 4800

Ithuba Valves & Industrial Supplies cc

(011) 864 2582

Irizar Southern Africa (Pty) Limited

(012) 661 1927

JDG Trading (Pty) Ltd

(011) 408 0408

ITT Water & Wastewater South Africa (Pty) Ltd

(011) 609 5240

K Carrim Builders Hardware (Pty) Ltd

(012) 323 3925

Katlego Solutions (Pty) Ltd

(011) 266 7000

LA Group Limited

(021) 683 1786

Lewis Group Limited

(021) 460 4400

Matus (a divison of Brandcorp)

(011) 681 9440

Midmar Liquors Limited

(021) 949 4550

National Dairy Equipment (Pty) Ltd

(011) 791 0630

OK Furniture, a trading division of Shoprite Checkers

(011) 456 7000

Osram (Pty) Ltd

(011) 207 5600

Mahindra & Mahindra South Africa (Pty) Ltd

(012) 661 3161

Marshall Monteagle PLC

(031) 566 7600

MBT South Africa (Pty) Ltd

(011) 455 2889

Metal & Tool Trade (Pty) Ltd

(011) 570 1800

Nu-World Industries (Pty) Ltd

(011) 321 2111

Oreport (Pty) Ltd

(011) 233 7300

Pernod Ricard South Africa (Pty) Ltd

(021) 880 8800

TATA Automobile Corporation SA (Pty) Ltd

(011) 255 9600

Vendome Distributors SA (Pty) Ltd

(011) 317 2600

Pambili Document Solutions (Pty) Ltd

(011) 787 8566

Wholesale

Picardi Hotelle (Pty) Ltd t/a Picardi Rebel Liquors

(021) 469 3300

Advance Seed (Pty) Ltd

Plastomark (Pty) Ltd

(011) 706 4646

Amway South Africa LLC

(021) 405 1700

Robinson Liquors (Pty) Ltd t/a Ultra & Solly Kramers

(011) 486 1736

ARB Electrical Wholesalers (Pty) Ltd

(031) 910 0200

(011) 581 6600

Edward Snell & Co. Limited

(021) 506 2600

Saicom Pay Phones (Pty) Ltd

FAHB Cash & Carry

(011) 493 8000

Seartec (Pty) Ltd t/a Sharp Electronics

(021) 404 2600

Nikon South Africa

(011) 466 2500

Tasmyn General Enterprises (Pty) Ltd

(011) 673 7553

The JR Watkins Company (Pty) Ltd t/a 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 a division of Humulani Marketing (Pty) Ltd

(021) 511 3125

(011) 762 5261

Global Source (Pty) Ltd

(031) 207 4400

Ideal Fastener Corporation (Pty) Ltd

(021) 442 3200

Kromco (Pty) Ltd

(021) 850 6700

Macdonald Steel SA (Pty) Ltd

(031) 450 5200

Macneil Plastics (Pty) Ltd

(011) 465 9959

Husqvarna South Africa (Pty) Ltd

Intervalve (Pty) Ltd

(011) 244 2777

(011) 626 3336

Drager Safety CSE & Northmec

Ingersoll-Rand Company SA (Pty) Ltd

Lexmark International South Africa (Pty) Ltd

Hulamin Building Systems

(021) 507 3070

SA Biomedical (Pty) Ltd

(011) 531 5000

Southern African Master Distributors (Pty) Ltd (SAMD)

(021) 788 2212

Terex Africa (Pty) Ltd

(011) 966 2000

The Cold Chain (Pty) Ltd

(011) 216 3800

Unichem Services (Pty) Ltd

(031) 576 0600

Leisure, Entertainment & Hotels Gaming Afrisun Gauteng (Pty) Ltd t/a Carnival City

(011) 898 7000

Akani Egoli (Pty) Ltd t/a Gold Reef City Casino

(011) 248 6800

Emperors Palace

(011) 928 1000

Gidani (Pty) Ltd

(011) 564 0000

Gold Circle (Pty) Ltd

(031) 314 1500

Gold Reef Resorts Limited

(011) 248 6800

Peermont Global (Pty) Ltd

(011) 557 0557

Phumelela Gaming & Leisure Limited

(011) 681 1500

SunWest International (Pty) Ltd t/a Grandwest Casino & Entertainment World

(021) 505 7777

Tsogo Sun Caledon (Pty) Ltd t/a The Caledon Casino Hotel & Spa

(028) 214 5100

Tsogo Sun Holdings (Pty) Ltd

(011) 510 7700

West Coast Leisure (Pty) Ltd t/a Mykonos Casino

(022) 707 6000

Home Entertainment Nu Metro Filmed Entertainment (Pty) Ltd

(011) 340 9300

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

(011) 445 7700

Times Media Group

(011) 280 3020

Hotels City Lodge Hotels Limited

(011) 557 2600

Hilton International SA (Pty) Ltd t/a Sandton Hollton Hotel

(011) 322 1888

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 8

2013/04/08 3:45 PM

Legacy Hotels and Resorts (Pty) Ltd

(011) 806-6800

Lennoxley Investment Holdings t/a The Don Suite Hotels

(011) 709 1700

Newmark Hotels (Pty) Ltd

(021) 427 5900

Protea Hospitality Group (Pty) Ltd

(021) 430 5000

Primi World (Pty) Ltd

(021) 433 1380

Media Agencies

Scooters Pizza (Pty) Ltd

(011) 608 1999

Aegis Media SA

(021) 442 5600

Alliance Media SA (Pty) Ltd

(011) 880 4664

Ad Outpost Africa (Pty) Ltd

(011) 253 9000

Spur Corporation Limited

(021) 555 5100

Yum! Restaurants International (Pty) Ltd

(010) 001 7100

Sandton Sun Hotels (Pty) Ltd

(011) 780 5000

Tourism Bodies

Southern Sun Hotels (Pty) Ltd

(011) 510 7500

Cape Town Tourism

Sun International Limited

(011) 780 7000

Durban Tourism

(031) 304 4934

Sun International Management Limited

(011) 780 7000

Eastern Cape Parks & Tourism Agency

(043) 742 4450

Three Cities Management Limited

(031) 310 3333

Travel & Related Services

Eastern Cape Tourism Board

(021) 487 6800

(043) 701 9600

Gauteng Tourism Authority

(011) 639 1600

Johannesburg City Parks

(011) 712 6600

Brand SA

(011) 483 0122

Carat

(021) 442 5600

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

Demographica (Pty) Ltd

(011) 447 7373

Draftfcb South Africa (Pty) Ltd

(011) 566 6000

Element Six Production (Pty) Ltd

(011) 812 9000

Eurocom (Pty) Ltd

(011) 612 3169

Exp SA

(011) 549 5340

Astra Travel (Pty) Ltd

(051) 447 6352

KwaZulu-Natal Nature Conservation Board t/a Ezemvelo KZN Wildlife

Beachcomber Marketing (Pty) Ltd

(021) 850 5300

Kwazulu-Natal Tourism Authority

(031) 366 7500

Fima Films SA (Pty) Ltd

(011) 761 7500

Club Travel SA (Pty) Ltd

(021) 446 1700

Limpopo Tourism & Parks

(015) 290 7300

JWT SA (Pty) Ltd

(011) 806 8000

086 0111 667

Duma Travel (Pty) Ltd

(033) 845 1000

Mpumalanga Tourism and Parks Agency (MTPA)

(013) 752 7001

Leo Burnett Group (Pty) Ltd

(011) 235 4000

Executive Club Travel (Pty) Ltd

(021) 200 8419

North West Parks and Tourism Board

(018) 397 1500

Magna Carta Public Relations (Pty) Ltd

(011) 784 2598

FCM Travel Solutions

(021) 525 2400

Northern Cape Tourism Authority

(053) 832 2657

Marc Group Ltd

(011) 347-1300

Flight Centre SA (Pty) Ltd

(011) 778 1770

Robben Island Museum

(021) 413 4200

Media Direction OMD SA (Pty) Ltd

(011) 303 2000

Flywell Travel Agencies Cape (Pty) Ltd

(021) 761 5044

South African National Parks (SANParks)

(012) 426 5000

Media Edge CIA (Pty) Ltd

(011) 582 6000

Gooderson Leisure Corporation Limited

(031) 368 1511

South African Tourism

(011) 895 3000

Media Inventions (Pty) Ltd t/a Mercury Media

(011) 502 1000

Harvey World Travel Southern Africa (Pty) Ltd

(011) 532 8050

The Johannesburg Tourism Company

(011) 214 0700

(011) 582 6600

HRG Rennies Travel (Pty) Ltd

Mediacom South Africa (a division of Grey Group SA

(011) 407 2800

The Johannesburg Zoo

(011) 646 2000

MindShare South Africa (Pty) Ltd

(011) 582 6400

Singer Group

(021) 424 2288

(012) 654 7525

South African Airways City Center (Pty) Ltd t/a South African Travel Centre

Tourism Business Council of South Africa TBCSA

(011) 616 7956

Sure Holdings Limited

(021) 410 5700

Thebe Tourism Group (Pty) Ltd

(021) 551 0288

Thompsons Travel - a division of Cullinan Holdings Tourvest Holdings (Pty) Ltd

Ajax Cape Town

(021) 930 6001

(011) 770 7555

Athletics South Africa

(011) 880 5800

(011) 728 0540

Cricket South Africa

(011) 880 2810

Kaizer Chiefs (Pty) Ltd

(011) 941 1465

Tourvest Travel Services (a division of Tourvest Holdings Ltd)

(011) 790-0000

Travel with Flair (Pty) Ltd

(012) 424 3300

Uniglobe Travel Sub Saharan Africa (Pty) Ltd

Sports Bodies

National Soccer League t/a Premier Soccer League

(011) 482 9111

SA Rugby (Pty) Ltd

(021) 659 6700

(011) 444 8910

Media & Photography Leisure Facilities

Broadcasting Contractors

Artscape

(021) 410 9800

Century Casinos Caledon ( Pty) Ltd

(028) 2145100

Club Leisure Group (Pty) Ltd

(031) 717 7300

Cullinan Holdings Limited

(011) 770 7700

Durban Marine Theme Park (Pty) Ltd t/a uShaka Marine World

(031) 328 8000

Forever Resorts South Africa (Pty) Ltd

(012) 423 5660

Mangwanani Group (Pty) Ltd t/a Mangwanani Private

(032) 946 0223

Planet Fitness Holdings (Pty) Ltd

(011) 327 1808

Plattner Golf (Pty) Ltd t/a Fancourt Hotel & Count

(044) 804 0000

Rovos Rail Tours (Pty) Ltd

(012) 315 8242

Spier Holdings (Pty) Ltd

(021) 809 1100

The South African Ballet Theatre

(011) 877 6898

Virgin Active South Africa (Pty) Ltd

(021) 684 3000

Restaurants & Pubs Chickenland (Pty) Ltd t/a Nando's

5 FM

(011) 714 2905

Africa on Air (Pty) Ltd a division of Primedia

(011) 506 3947

African Media Entertainment Limited

(086) 123 7234

Channel Africa

(011) 714 4541

East Coast Radio (Pty) Ltd

(031) 570 9495

Electronic Media Network Ltd t/a M-Net

(011) 686 6000

Endemol South Africa (Pty) Ltd

(011) 799 2200

Etv (Pty) Ltd

(021) 481 4500

Good Hope FM - a division of PSC

(021) 430 8276

Jacaranda FM (Pty) Ltd

(012) 673 9100

Morris Jones & Company (Pty) Ltd

(011) 486 1284

Naledi Network BBDO (Pty) Ltd

(011) 912 0000

Nota Bene (Pty) Ltd

(011) 582 6200

Oasys Innovation (Pty) Ltd

(011) 210 2500

Octagon Marketing (Pty) Ltd

(021) 486-6000

Ogilvy South Africa (Pty) Ltd

(011) 709 6600

Outdoor Network Limited

(031) 563 5966

Primedia @ Home (Pty) Ltd

(011) 789 2874

Primedia Outdoor (Pty) Ltd

(011) 475 1419

Radmark (Pty) Ltd

(011) 235 7600

Saatchi & Saatchi SA (Pty) Ltd

(011) 548 6000

SAIL Rights Commercialisation (Pty) Ltd

(011) 347 1300

Scan Display Solutions (Pty) Ltd

(011) 447 4777

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 Media Shop (Pty) Ltd

(011) 258 4000

Virtual Davinci Creative Room

(012) 425 5800

VWV Group

(011) 799 2600

Wideopen Platform (Pty) Ltd

(0860) 200 300

Photography New Teltron (Pty) Ltd

0861 375 2000

Kagiso Media Limited

(011) 537 0600

Kaya FM (Pty) Ltd

(011) 634 9500

Primedia Broadcasting (Pty) Ltd

(011) 506 3200

Publishing, Printing & Reproduction

Sasani Africa (Pty) Ltd

(011) 719 4000

Bidpaper Plus (Pty) Ltd

(011) 706 6751

Sentech Limited

(011) 691 7000

Associated Magazines (Pty) Ltd

(021) 464 6200

South African Broadcasting Corporation (SABC)

(011) 714 3866

Avalon Group (Pty) Ltd

(011) 280 3000

Ukhozi FM

(031) 362 5111

Avusa Limited

(011) 280 3000

Umoya Communications (Pty) Ltd t/a Algoa FM

(041) 505 9497

BDFM Publishers (Pty) Ltd

(011) 280 3000

(011) 216 3300

Famous Brands Limited

(011) 315 3000

Hentiq 2517 (Pty) Ltd t/a Cape Town Fish Market

(021) 556 7070

King Consolidated Food Services (Pty) Ltd

(043) 707 1700

Cable & Satellite

King Consolidated Holdings Limited - KINGCO

(043) 707 1700

Multichoice South Africa (Pty) Ltd

McDonald's South Africa (Pty) Ltd

(011) 236 2300

Supersport International (Pty) Ltd

Bidpaper Plus (Pty) Ltd

(011) 706 6751

Burlington Dataprint (Pty) Ltd

(011) 493 7200

(011) 289 3000

Caxton & CTP Publishers & Printers Limited

(011) 889 0600

(011) 686 6000

Caxton Printers a division of CTP Limited

(011) 249 7000

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 9

17 2013/04/08 4:00 PM

Creda Communications (Pty) Ltd

(021) 505 6100

Maponya Incorporated

(012) 342 0523

CTP Printers Cape Town, a division of CTP Limited

(021) 929 6200

Norton Rose (Pty) Ltd

(011) 791 1610

EMI Music

(011) 911 1500

Routledge Inc t/a Eversheds

(011) 286 6900

Shepstone & Wylie Attorneys

(031) 5757 000

Metrofile (Pty) Ltd

(011) 677 3000

Midway Two Contractors (Pty) Ltd

(011) 699 3900

Midway Two Holdings (Pty) Ltd

(011) 699 3900

OneLogix Group Limited

(011) 396 9040

Ferroprint (Pty) Ltd

(031) 705 1739

Formeset Print (Pty) Ltd

(021) 507 9000

Smith Tabata Buchanan Boyes Attorneys INC

Heinemann Publishers (SA) (Pty) Ltd

(011) 322 8600

Spoor & Fisher

Hirt & Carter (Pty) Ltd

(031) 203 3333

Hirt & Carter Omnigraphics (Pty) Ltd

(031) 203 3333

Ince (Pty) Ltd

(011) 241 3000

Independent Newspapers Cape Town (Pty) Ltd

(021) 488 4911

Interactive Africa (Pty) Ltd

(021) 465 9966

Exhibition & Conference Facilities

Juta & Company Limited

(021) 659 2300

Cape Town International Convention Centre Company

(021) 410 5000

LexisNexis (Pty) Ltd

(031) 268 3111

Gallagher Convention Centre (Pty) Ltd

(011) 266 3000

South African Institute for Chartered Accountants (SAICA)

(011) 621 6600

Max Nathan Interests (Pty) Ltd t/a Fishwicks Printers

(031) 268 7300

ICC Durban (Pty) Ltd

(031) 360 1000

Storage Technology Services (Pty) Ltd (Stortech)

(011) 808 6000

Media 24 Limited

(021) 406 2121

Tsogo Sun Casino's (Pty) Ltd t/a Sandton Convention Centre

(011) 779 0000

Syntell (Pty) Ltd

(021) 710 2081

Mondi Shanduka Newsprints (Pty) Ltd

(031) 451 2111

Teba Limited

(011) 353 6000

Nasou Via Afrika (Pty) Ltd

(021) 406 2121

Naspers Limited

(021) 406 2121

Paarl Labels (Pty) Ltd

(021) 877 6200

Paarl Media Group (Pty) Ltd

(021) 550 2500

Primedia (Pty) Ltd

(011) 506 3000

Roto Label(A division of Bidvest Paper Plus (Pty) Ltd )

(021) 532 5540

Business Support Services

Tandym Print (Pty) Ltd

(021) 505 4200

East London Fresh Produce Market

(043) 705 9500

Trudon (Pty) Ltd

(011) 677 6000

Achievement Awards Group (Pty) Ltd

(021) 700 2300

Universal Print Group (Pty) Ltd t/a Uniprint

(031) 560 2200

Aegis BPO Holdings South Africa (Pty) Ltd

(011) 461 9100

TNS Research Surveys (Pty) Ltd

(021) 657 9500

Automotive Industry Development Centre SOC Ltd

(012) 564 5300

Tshwane Fresh Produce Market

(012) 352 2398

Perishable Products Export Council Board

(021) 930 1134

(021) 406 9100

Productivity SA

(011) 848 5300

(012) 676 1111

Platinum Micro (Pty) Ltd

(011) 553 2600

Webber Wentzel

(011) 530 5000

RiiS

(012) 844 0671

Werksmans Incorporated

(011) 535 8000

White & Case LLP (Pty) Ltd

(011) 341 4000

Management Consulting Accenture South Africa (Pty) Ltd

(011) 208 3000

Alexander Proudfoot (Pty) Ltd

(011) 582 1200

The Resolve Group (Pty) Ltd

(011) 325 4556

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

The Effectiveness Company (Pty) Ltd

(011) 513 5300

The Event Production Company (Pty) Ltd

(011) 883 0470

The Fuel Logistics Group (Pty) Ltd

(011) 552 2600

The Innovation Hub Management Company (Pty) Ltd

(012) 844 0000

The LR Management Group (Pty) Ltd

(087) 941 5764

The Nielsen Company (Pty) Ltd

(011) 495 3000

Thebe Exhibitions & Projects Group (Pty) Ltd

(011) 549 8300

Bidvest TMS Group Industrial Services

(011) 554 8600

Support Services

Altech Netstar (Pty) Ltd

(011) 207 5000

Turner & Townsend (Pty) Ltd

(011) 214 1400

Catering Services

Aucor Sandton (Pty) Ltd

(011) 237 4444

Upstage Productions (Pty) Ltd

(011) 463 8021

Auction Alliance (Pty) Ltd

(021) 443 6000

Uwin Iwin Incentives (Pty) Ltd

(011) 557 5700

Automated Fuel Systems Group (Pty) Ltd

(011) 856 3600

Wisdom Keys Group (Pty) Ltd

(011) 463 7792

Battery Technologies (Pty) Ltd

(011) 437 4500

3663 First for Food Services Limited

(031) 571 2400

Air Chefs (Pty) Ltd

(011) 397 1331

Compass Group Southern Africa (Pty) Ltd

(011) 209 2400

Feedem Pitseng (Pty) Ltd

(011) 439 2300

RoyalServe Catering (Pty) Ltd

087 803 3500

Sodexo Southern Africa (Pty) Ltd

(011) 803 6600

Tsebo Holdings & Operations (Pty) Ltd

(011) 441 5300

Vulcan Catering Equipment (Pty) Ltd

(011) 249 8500

Wembley Group Holdings (Pty) Ltd

(021) 697 1430

Facilities Management Drake & Scull FM

(011) 577 8600

Total Facility Management Company (Pty) Ltd

(012) 641 8000

Law Services Adams & Adams

(012) 432 6000

Bell Dewar Inc

(011) 710 6000

Bowman Gilfillan Incorporated

(011) 669 9000

Cliffe Dekker Hofmeyr Inc.

(011) 526 1000

Edward Nathan Sonnenberg Inc

(021) 410 2500

ENS (Edward Nathan Sonnenberg) Inc.

(021) 410 2500

Fluxmans Attorneys

(011) 328 1700

Garlicke & Bousfield Inc.

(031) 570 5323

Legal Aid South Africa

(011) 877 2000

Legal Expenses Insurance Southern Africa Ltd t/a Legal Wise

(011) 670 4500

BidAir Services (Pty) Ltd

(011) 383 9420

Bidfood Ingredients (a division under Bidvest Group)

(011) 201 9100

Bosasa Operations (Pty) Ltd

(011) 662 6000

Bumelana Advisory Fund

(011) 612 2000

Claremart Auction Group (Pty) Ltd

(021) 425 8822

Daimler Fleet Management South Africa (Pty) Ltd t/a Debis Fleet Management

(012) 677 1500

Premier Verification (Pty) Ltd

(010) 591 0591

My Personal Trainer Wellness (Pty) Ltd

(082) 338 9090

DesSoft cc

(012) 644 2974

Education & Business Training ADvTECH Ltd

(011) 676 8000

Artisan Training Institute (Pty) Ltd

(011) 472 3443

Bytes People Solutions (Pty) Ltd

(011) 205 7000 (012) 654 0001

Digicall Solutions (Pty) Ltd

(010) 211 5000

Desto (Pty) Ltd

Direct Channel Holdings (Pty) Ltd

(011) 399 6000

Educor Nomandla (Pty) Ltd

(031) 251 9300

Durban Fresh Produce Market

(031) 311 5100

Interactive Tutor (Pty) Ltd t/a Media Works

(011) 803-0575

Eskom Enterprises (Pty) Ltd

(011) 800 8111

Knowledge Quest Consulting Services

(011) 329 9000

Federal Mogul Aftermarket South Africa (Pty) Ltd

(011) 630 3000

PC Training & Business College

(031) 304 9340

Global Telesales (Pty) Ltd

(021) 415 3550

Skills Train Distribution

(011) 467 2730

Gold Group (Pty) Ltd t/a SA Gold Coin Exchange

(011) 784 8551

South African ABET Development Agency

(015) 295 9670

Grant Thornton THL Consulting (Pty) Ltd

(011) 322 4580

Indgro Holdings (Pty) Ltd

(016) 932 5636

Employment Agencies

Innovation Group (Pty) Ltd

(011) 790 5200

Adcorp Holdings Limited

(011) 244 5300

Armstrong Appointments cc

(082) 777 5520

Interaction Market Services Holdings (Pty) Ltd t/a RSA Market Agency

(011) 613 4391

Ayanda Mbanga Communications (Pty) Ltd

(011) 548 6006

Inter-active Technologies (Pty) Ltd

(011) 767 4000

Capital Outsourcing Group (Pty) Ltd

(031) 362 8300

Intertrading Limited

(011) 454 5998

Cozens Recruitment Services (Pty) Ltd

(011) 442 4503

Johannesburg Fresh Produce Market (Pty) Ltd t/a Joburg Market

(011) 992 8000

CRS Holdings (Pty) Ltd t/a Riskcon Security Service

(011) 035 9000

Marine Data Solutions (Pty) Ltd

(021) 386 8517

Ipsos Markinor

(011) 709 7800

Bembani Group (Pty) Ltd

(011) 312 1480

DAV Professional Placement Group

(011) 217 0000

Drake Personnel South Africa (Pty) Ltd

(011) 883 6800

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 10

2013/04/08 3:47 PM

Isilumko Staffing (Pty) Ltd

(021) 461 3609

Interwaste Holdings Limited

(011) 792 9330

Venus Africa (Pty) Ltd

(012) 665 3719

Courierit SA (Pty) Ltd

(011) 001 7188

Crossroads Distribution (Pty) Ltd

(021) 912 6100

Kelly Group Limited

(011) 722 8000

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

(011) 961 4700

Landelahni Business Leaders (Pty) Ltd

(086) 011 5995

All About Expert (Pty) Ltd

(011) 549 8600

DHL Global Forwarding SA (Pty) Ltd

(011) 928 0400

M&S Projects (Pty) Ltd

(017) 638 0140

Ariya Project Managers (Pty) Ltd

(021) 462 6047

(011) 921 3600

(086) 144 2222

Boogertman & Partners (Pty) Ltd

(011) 790 1600

DHL International (Pty) Ltd t/a DHL Worldwide Expr

Manpower SA (Pty) Ltd

Digicore Fleet Management SA (Pty) Ltd

(012) 450 2222

Odgers Berndtson SA (Pty) Ltd

(021) 418 1516

Padero Investments cc t/a Electrical Projects

(031) 564 1081

Elliott International (Pty) Ltd

(011) 256 3000

Pikitup Johannesburg (Pty) Ltd t/a Pikitup

(011) 712 5200

Stratabolt (Pty) Ltd t/a Minova RSA

(011) 923 1900

Professional Assignments Group - PAG

(011) 269 8800

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

(011) 628 0300

Renwick Talent (a division of The Kelly Group Ltd)

(011) 269 8870

Ram Transport South Africa (Pty) Ltd t/a Ram Hand

(011) 977 5000

Tedcor (Pty) Ltd

(011) 463 0731

South African Post Office Limited (SAPO)

(012) 649 7637

The New Reclamation Group (Pty) Ltd

(011) 880 6410

Professional Services

Post, Parcel & Courier

The Workforce Holdings Limited

(011) 532 0000

Transport

Transman (Pty) Ltd

(011) 628 8300

Airlines, Airports & Air Charter

Environmental Control

Air Traffic and Navigation Services Company Ltd

(011) 607 1000

Airlink (Pty) Ltd

(011) 451 7300

Collect-a-Can (Pty) Ltd

(011) 466 2939

Airports Company South Africa Limited (ACSA)

(011) 723 1400

Enviroserv Waste Management Limited

(011) 456 5660

Comair Limited

(011) 921 0111

The Waste Group (Pty) Ltd

(012) 562 0330

Emirates Airline (Pty) Ltd

(011) 303 1951

Execujet South Africa (Pty) Ltd

(011) 516 2300

Laundries & Cleaners First Garment Rental (Pty) Ltd

(011) 392 1095

Contract Cleaners & Hygiene Services Bidserv Services (Pty) Ltd

(011) 519 8430

Supercare Services Group (Pty) Ltd

(011) 709 8100

Bivest Prestige Cleaning Services (Pty) Ltd

(011) 796 0000

Rentokil Initial (Pty) Ltd

(021) 670 4700

RoyalServe Cleaning (Pty) Ltd

(010) 223 3600

Servest (Pty) Ltd

(011) 608 1888

Bidvest Steiner Hygiene (Pty) Ltd

(011) 923 9490

Security & Alarm Services ADT Security (Pty) Ltd

(011) 259 3501

(011) 821 5500

Intercape Ferreira Mainliner (Pty) Ltd

(021) 380 4444

Kintetsu World Express South Africa (Pty) Ltd

(011) 573 5700

KN Tsepisa Logistics (Pty) Ltd

(011) 396 2341

(011) 417 5500

South African Civil Aviation Authority

(011) 545 1000

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

(011) 928 3000

South African Express Airways (Pty) Ltd

(011) 978 5577

Virgin Atlantic Airways Ltd

(011) 340 3500

Car Hire Eqstra Fleet Management

(011) 4587555

Amasondo Fleet Services (Pty) Ltd

(011) 458 7836

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

Passenger Rail Agency of South Africa (PRASA)

(011) 773 1600

Pickfords Removals South Africa (Pty) Ltd

(021) 505 9000

Sasfin Premier Logistics (Pty) Ltd

(011) 573 9000

Putco Limited

011 602 0300

Quad International Logistics (Pty) Ltd

(011) 974 4813

Roadwing (Pty) Ltd

(011) 613 2270

(011) 923 3500

Rohlig Grindrod (Pty) Ltd

(011) 409 0300

McCarthy Limited t/a Budget Car and Van Rental

(011) 398 0000

SA Roadlink Passenger Services (Pty) Ltd

(011) 994 9000

(031) 335 8400

Tempest Car Hire (Pty) Ltd

(011) 552 3700

Unitrans Automotive (Pty) Ltd t/a Hertz Rent a Car

(011) 677 4000

Zeda Car Leasing (Pty) Ltd t/a Avis Fleet Services

(011) 552 9000

(011) 617 0300

Imperial Logistics (a division of Imperial Group )

(011) 971 1000

(012) 450 2222

(011) 654-8000

(011) 306 6000

Megafreight Service (Pty) Ltd

C-Track South Africa (Pty) Ltd

Maxidor (Pty) Ltd

(011) 879 5400

HFR Schaefer Vervoer (Pty) Ltd

Manica Africa (Pty) Ltd

(011) 574 1000

MiX Telematics Africa (Pty) Ltd

Heneways Freight Services (Pty) Ltd

(011) 978 1908

Europcar SA (a division of Imperial Holdings (Pty) Ltd

(031) 201 4011

(011) 928 7000

(011) 707 4000

(021) 511 5109

Kwazulu-Natal Security Services (Pty) Ltd

(011) 249 8700

Hellmann Worldwide Logistics (Pty) Ltd

South African Airways (SAA)

(011) 761 7000

(011) 309 7310

Greyhound Coach Lines (Pty) Ltd

Solenta Aviation (Pty) Ltd

Command Security Services SA (Pty) Ltd

Hlanganani Protection Services (Pty) Ltd

(021) 507 8800

(011) 898 6800

Chubb Securitie (011) 654-8000 s SA (Pty) Ltd

(012) 431 3700

(011) 922 2600

Golden Arrow Bus Services (Pty) Ltd

(041) 487 0699

(011) 458 7781

G4S Secure Solutions (Pty) Ltd

Globeflight Worldwide Express (SA) (Pty) Ltd

Makhubu Logistics (Pty) Ltd

Eqstra Holdings Ltd

(011) 763 9000

(011) 392 5364

Lennings Rail Services (Pty) Ltd

(011) 555 4949

Fidelity Security Group (Pty) Ltd

(011) 523 4300

Forward Air and Sea (Pty) Ltd

(021) 935 6100

(016) 365 5404

(031) 573 7600

Fleet Africa (Pty) Ltd

(011) 928 0008

Bidvest Magnum (Pty) Ltd

(012) 450 2222

(021) 528 3200

SAFAIR (Pty) Ltd

Afri Guard (Pty) Ltd

Enforce Security Services (Pty) Ltd

(011) 976 7000

Imperial Logistics Refridgerated Services (Pty) Ltd

Express Air Services (Pty) Ltd

CMH Car Hire (Pty) Ltd t/a First 011 928 0008 Car Rental

DigiCore Holdings Limited

Expeditors International (SA) (Pty) Ltd

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

SACD Freight

(021) 812 7223

Santova Logistics Limited

(031) 374 7000

Savino Del Bene (South Africa) (Pty) Ltd

(011) 437 3000

Schenker South Africa (Pty) Ltd

(011) 971 8400

Siyaduma Auto Ferriers (Pty) Ltd

(011) 979 0216

Stuttaford Van Lines (Pty) Ltd

(021) 505 9000

Supaswift (Pty) Ltd t/a Fedex

(011) 923 8333

Super Group Limited

(011) 523 4000

TFD Network Africa (Pty) Ltd

(011) 842 3000

(031) 451 9200

The Courier & Freight Group (Pty) Ltd

(011) 961 3000 (021) 505 9000

Algoa Bus Company (Pty) Ltd

(041) 404 1200

Anderson Transport

(021) 864 2222

The Laser Transport Group (Pty) Ltd

Automobile Association of South Africa

(011) 799 1000

TNT Express Worldwide South Africa (Pty) Ltd

(011) 437 3300

Bakers Transport (Pty) Ltd

(033) 846 2700

Transnet Freight Rail (Pty) Ltd

(011) 544 9584 (011) 308 3000

Mutual Safe & Security Group (Pty) Ltd

(012) 803 6051

Omega Risk Solutions (Pty) Ltd

Bakwena Platinum Corridor Concessionaires (Pty) Ltd

(011) 519 0400

(012) 654 9690

Transnet Limited

Red Ant Security (Pty) Ltd

(011) 444 9226

Berco Express (Pty) Ltd

(011) 457 3000

Transnet Rail Engineering

(012) 391 1387

Riskcon Security Holdings

(011) 035 9000

Bigfoot Express Freight (Pty) Ltd

(031) 700 8030

Unitrans Holdings (Pty) Ltd

(011) 445 3000

Stallion Security (Pty) Ltd

(011) 533 8888

Buscor (Pty) Ltd

(013) 753 6000

EOH Security & Building Technologies (Pty) Ltd

(011) 844 3200

Cargo Carriers Limited

(011) 485 8700

The Protea Coin Group (Pty) Ltd

(012) 665 8000

Cargocare Freight Services (Pty) Ltd

(011) 822 4111

Tracker Network (Pty) Ltd

(011) 380 0300

Trellicor (Pty) Ltd

(031) 508 0800

Clear Freight (Pty) Ltd Commuter Transport Engineering (Pty) Ltd

Unitrans Passenger (Pty) Ltd

(011) 249 8700

UPS SCS South Africa (Pty) Ltd

(011) 922 9200

UTI SA (Pty) Ltd t/a UTI Sun Couriers

(012) 673 2000

(011) 856 6600

Value Group Limited

(011) 570 2000

(021) 461 3064

WorldNet Logistics (Pty) Ltd

(011) 608 0100

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 11

19 2013/04/08 3:48 PM

Xinergistix Management Services (Pty) Ltd

(021) 981 2100

Shipping & Ports

Cell C (Pty) Ltd

(011) 324 4000

Insurance

Ericsson South Africa (Pty) Ltd

(011) 844 2000

Insurance Brokers

Altech Fleetcall (Pty) Ltd

(012) 663 4440

Gemalto Southern Africa (Pty) Ltd

(011) 458 0000

ABSA Insurance & Financial Advisers (Pty) Ltd - Not on CRM

(086) 0111 555

Anchor Industries

(021) 531 0525

Berry & Donaldson (Pty) Ltd

Itouch SA (Pty) Ltd

(021) 406 8686

AFS Distributions

(011) 350 4000

(021) 464 8000

Bidfreight Port Operations (Pty) Ltd

(031) 274 2400

MTN Group Limited

(011) 912 3000

FNB Insurance Brokers (Pty) Ltd

(011) 645 8000

Ceva Logistics South Africa (Pty) Ltd

(011) 396 9400

Nashua Mobile (Pty) Ltd

(011) 207 8000

Glenrand MIB Limited

(011) 329 1111

Contract Forwarding (Pty) Ltd

(011) 392 2002

Lion of Africa Insurance Company Limited

(011) 645 1900

DCD-Dorbyl Marine (Pty) Ltd

(021) 486 2400

Marsh (Pty) Ltd

(011) 506 5000

Thebe Employee Benefit (Pty) Ltd

(011) 544 8300

Dormac (Pty) Ltd

(031) 274 1500

Elgin Brown & Hamer (Pty) Ltd

(031) 205 6391

Gallery Clearing & Forwarding (Pty) Ltd

(011) 830 2767

Grindrod Limited

(031) 304 1451

Grindrod Tank Terminals

(031) 205 6226

Kuehne & Nagel (Pty) Ltd

(011) 574 7000

Mediterranean Shipping Company (Pty) Ltd

(031) 360 7911

Mitchell Cotts Maritime a dvision of Grindrod Ship Agencies (Pty) Ltd

(031) 302 7555

Ocean Africa Container Lines (Pty) Ltd

(031) 302 7911

SA Bulk Terminals (Pty) Ltd

(031) 327 5000

Safcor Freight (Pty) Ltd t/a Safcor Panalpina

(011) 922 9600

Safmarine (Pty) Ltd

(021) 408 6911

Seaways (Pty) Ltd t/a SA Express Lines (SAEL)

(011) 396 0300

Sebenza Forwarding & Shipping (Pty) Ltd

(011)571 0600

Smit Amandla Marine (Pty) Ltd

(021) 507 5777

Spectrum Communications (Pty) Ltd

(021) 551 5800

Vodacom Group Ltd

(011) 653 5000

Utilities

Insurance Non-Life

Power & Water Electricity Supply & Distribution City Power Johannesburg (Pty) Ltd

(011) 490 7000

Eskom Holdings Limited

(011) 800 8111

Iskhus Power (Pty) Ltd

(011) 822 1112

Water Supply & Distribution VWS Envig (Pty) Ltd

(011) 663 3600

Amatola Water Board

(043) 707 3700

Bloem Water - see note

(051) 430 0800

East Rand Water Care Company (ERWAT)

(011) 929 7000

Johannesburg Water (Pty) Ltd

(011) 688-1400

South African Bulk Terminals (Pty) Ltd

(031) 327 5000

Mhlathuze Water

(035) 902 1000

Southern African Shipyards (Pty) Ltd

(031) 274-1800

Rand Water

(011) 682 0911

Southern Wind Shipyards (Pty) Ltd

(021) 637 8043

Rare Holdings

(011) 906 8000

Thrutainers International cc

(031) 460 4800

Sedibeng Water

(056) 515 0200

Toll Global Forwarding (SA) (Pty) Ltd

(011) 565 2600

Umgeni Water

(033) 341 1111

Transnet National Ports Authority of SA

(011) 351 9001

Working for Water

(021) 411 2700

Transnet Port Terminals

(031) 308 8333

Trencor Limited

(021) 421 7310

Alternative Electricity Aggreko Energy Rental (Pty) Ltd

(011) 357 8900

Non-Cyclical Services

Aon South Africa (Pty) Ltd

(011) 944 7000

Assupol Life

(012) 362 5000

Auto & General Insurance Company (Pty) Ltd

(011) 489 4000

Centriq Insurance Holdings Limited

(011) 268 6490

Chartis South Africa Limited

(011) 551 8000

CIB Insurance Solutions (Pty) Ltd

(011) 455 5101

Credit Guarantee Insurance Corporation of Africa

(011) 889 7000

Guardrisk Holdings Limited

(011 669 1000

Hollard Insurance Company (Pty) Ltd

(011) 351 5000

Indwe Risk Services (Pty) Ltd

(011) 912-7300

Lombard Insurance Company Limited

(011) 551 0600

Miway Finance (Pty) Ltd t/a Miway

(011) 990 1000

NBC

(010) 206 0000

Motorite Insurance Administrators (Pty) Ltd

(011) 259 4800

Mutual & Federal Insurance Company Limited

(011) 374 9111

Outsurance Insurance Company Limited

(012) 673 3000

Regent Insurance Company Limited

(011) 879 0400

Safrican Insurance Company Limited

(011) 778 8000

Santam Limited

(021) 915 7000

Takafol South Africa (Pty) Ltd

(011)630 3800

The Hollard Insurance Company Limited

(011) 351 5000

Food & Drug Retailers

Financial

Trustco Group International (Pty) Ltd

(011) 644 6500

Food & Drug Retailers

Banks

Zurich Insurance Company South Africa Limited

(011) 370 9111

Optipharm Healthcare (Pty) Ltd

(011) 251 9400

Banks

Busy Corner Meat Wholesalers (Pty) Ltd

(021) 703 6444

ABSA Corporate and Business Bank (ACBB)

(011) 556-6000

Re-Insurance

Fruit & Veg City Holdings (Pty) Ltd

(021) 532 5400

ABSA Group Limited

(011) 350 4000

Hannover Reinsurance Group Africa (Pty) Ltd

(011) 481 6500

Hoxies Food (Pty) Ltd

(012) 319 0100

Albaraka Bank Limited

(031) 366 2800

Munich Reinsurance Company of Africa Limited

(011) 242 2000

Kirsch Pharma South Africa (Pty) Ltd

(011) 392 5171

Capitec Bank Holdings Ltd

(021) 809 5900

Pick n Pay Stores Limited

(021) 658 1000

China Construction Bank Corporation Johannesburg

(011) 520 9400

Shoprite Holdings Limited

(021) 980 4000

Development Bank of Southern Africa (DBSA)

(011) 313 3911

Spar Group Limited

(031) 719 1900

Sparkport Group Pharmacies

(031) 308 0400

Telecommunication Services Fixed-Line Telecom Services

First National Bank (a division of First Rand Bank Ltd)

(011) 371-2111

FirstRand Limited

(011) 282 8000

Grindrod Bank Limited

(031) 333-6600

Land and Agricultural Development Bank of South Africa

(012) 686-0500

Other Insurance Alexander Forbes Risk & Insurance Services (Pty) Ltd

(011) 669 3000

Discovery Holdings Limited

(011) 529 2888

Rand Mutual Assurance Company Limited

(011) 497 6600

Telesure Investment Holdings (Pty) Ltd

(011) 489 4000

Life Assurance

Neotel (Pty) Ltd

(011) 585 0000

Mercantile Bank Holdings Limited

(011) 302 0300

Life Assurance

Telkom SA Ltd

(012) 311 3911

Nedbank Group Limited

(011) 294 4444

ABSA Life Limited

(011) 330 2111

Postbank

(051) 412 9523

African Unity Insurance Limited

(041) 582 4577

Societe Generale Johannesburg Branch

(011) 448 8800

South African Reserve Bank (SARB)

(012) 313 3911

Wireless Telecom Services Afrihost (Pty) Ltd

(011) 612 7200

Altech Alcom Radio Distributors (Pty) Ltd

ClientĂ¨le Life - IFA Division

(011) 320 3333

Covision Life Limited

(086) 126 5433

(011) 807 7551

Standard Bank Capital - a division of Standard Bank Limited

(011) 636 9111

Liberty Holdings Limited

(011) 408 3911

Altech Autopage Cellular (Pty) Ltd

(011) 650-5111

Standard Bank South Africa Limited

(011) 636 3984

Metropolitan Holdings Limited

(021) 940 5911

Broadband Infraco (Pty) Ltd

(011) 235 1600

Standard Chartered Bank Johannesburg Branch

(011) 217 6600

Momentum Group Limited

(012) 671 8911

Buongiorno SA (Pty) Ltd

(021) 415 2100

U Bank

(011) 518 5000

Nestlife Assurance Corporation Limited

(011) 783 9112

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 12

2013/04/08 3:49 PM

Old Mutual Life Assurance Co South Africa Limited

(021) 509 9111

Sanlam Limited

(021) 947 9111

Clicks Group Limited

(021) 460 1345

Combined Motor Holdings Limited

(031) 580 4200

Command Holdings Limited

(021) 511 5109

Educor Holdings Limited

Investment Companies

Enviroserv Holdings Limited

Investment Companies

(031) 251 9300 (011) 456 5660

EOH Holdings Limited

(011) 607 8100

African Access Holdings (Pty) Ltd

(011) 699 2000

Excellerate Holdings Limited

(011) 523 2980

Altius Investment Holdings (Pty) Ltd

(021) 531 2195

JD Group Limited

(011) 408 0408

Amabubesi Investments (Pty) Ltd

(011) 483 1120

PSV Holdings Limited

(011) 828 7789

Batsalani Holdings (Pty) Ltd

(011) 656 6816

Reunert Limited

(011) 517 9000

Brimstone Investment Corporation Limited

(021) 683 1444

Rolfes Technology Holdings Limited

(011) 874 0634

Cadiz Holdings Limited

(021) 657 8300

South Ocean Holdings Limited

(011) 864 1606

Cape Empowerment Trust Limited

(021) 683 9050

Taste Holdings Limited

(011) 608 1999

Grand Parade Investments Limited t/a Grand Parade Investments

(021) 418 5552

Hans Merensky Holdings (Pty) Ltd

(011) 381 5750

Hosken Consolidated Investments Limited

(021) 481 7560

Incwala Resources (Pty) Ltd

(011) 566 3000

ISA Holdings Limited

(011) 326 2242

JP Morgan Chase Bank

(011) 507 0300

JSE Limited

(011) 520 7000

Lidonga Group Holdings (Pty) Ltd

(011) 501 2800

Look & Listen Group (Pty) Ltd

(011) 587 7200

Makalani Management Company (Pty) Ltd

(011) 428 0680

Maluleke Investments (Pty) Ltd

(011) 315 2019

MGK Operating Company (Pty) Ltd

(012) 381 2800

Mineworkers Investment Company (Pty) Ltd

(011) 484 6814

Motseng Investment Holdings (Pty) Ltd

(011) 282 2500

Newbond Capital

(011) 684-2652

Nkunzi Investment Holdings (Pty) Ltd

(032) 525 7991

Paladin Capital Limited

(021) 887 9602

Peu Group (Pty) Ltd

(011) 447 9745

Primeserv Group Limited

(011) 691 8000

Remgro Limited

(021) 888 3000

Royal Bafokeng Holdings

(011) 530 8000

SABvest Limited

(011) 268 2400

Safika Holdings (Pty) Ltd

(011) 483 0840

Sakhumnotho Group Holdings (Pty) Ltd Salt Employee Benefits

TBWA Hunt Lascaris Holdings (Pty) Ltd

(011) 322-3100

Teljoy Group (Pty) Ltd

(011) 357 5000

Broll Property Group (Pty) Ltd

(011) 441 4000

Pam Golding Properties (Pty) Ltd

(021) 710 1700

RE/MAX of Southern Africa (Pty) Ltd

(021) 761-1110

Seeff Property Services (Pty) Ltd

(021) 686 9991

Sotheby's International

(011) 502 1900

Specialty & Other Finance Asset Managers Advantage Asset Managers (Pty) Ltd

(011) 575 4450

Allan Gray Limited

(021) 415 2300

Alpha Asset Management (Pty0 Ltd

(021) 683 1354

Brait South Africa Limited

(011) 507 1000

Coronation Fund Managers Limited

(021) 680 2000

Tsebo Outsourcing Group (Pty) Ltd

(011) 441 5300

Element Investment Managers (Pty) Ltd

Ukhamba Holdings (Pty) Ltd

(011) 454 1710

Ethos Private Equity

Real Estate

(021) 426 1313 (011) 328 7400

Futuregrowth Asset Management (Pty) Ltd

(021) 659 5300

Investec Asset Management (Pty) Ltd

(021) 416 2000

Investment Solutions Holdings Limited

(011) 505-6000

(021) 859 8000

Momentum Investments

(021) 940 6001

Abland (Pty) Ltd

(011) 510 9999

Oasis Group Holdings (Pty) Ltd

(021) 413 7860

Acucap Properties Limited

(021) 702-2745

Old Mutual Investment Group (South Africa) (Pty) Ltd (OMIGSA)

(021) 509 5022

Real Estate Holding & Development Realcor Cape

Afhco Holdings (Pty) Ltd

(011) 224 2400

Attfund Retail (Pty) Ltd

(012) 424 5000

Billion Group (Pty) Ltd

(011) 511 5335

Calgro M3 Holdings Limited

(086) 122 5476

Capital Property Fund (Pty) Ltd

(011) 612 6870

Cluttons

(021) 702 3175

Coessa Holdings (Pty) Ltd

(021) 421 2010

Colliers South Africa Holdings Limited

(011) 340 3333

Crowie Holdings (Pty) Ltd

(011) 803 7000

Diphuka Consulting (Pty) Ltd

(018) 384 1810

Emira Property Fund

(011) 775 1000

Peregrine Financial Services Holdings Ltd

(011) 722 7400

Pragma Africa (Pty) Ltd

(021) 943 3900

Pragma Holdings (Pty) Ltd

(021) 943 3900

Prescient Holdings (Pty) Ltd

(021) 700 3600

Prudential Portfolio Managers (South Africa) (Pty) Ltd

(021) 670 5100

PSG Fund Management (Pty) Ltd

(021) 799 8000

Stanlib Limited

(011) 448 6000

Thembeka Capital

(011) 886 6578

Vantage Capital Group (Pty) Ltd

(011) 530 9100

Consumer Finance

Eris Property Group (Pty) Ltd

(011) 775 1000

Extrabold (Pty) Ltd

(011) 994 6320

ABSA Vehicle and Asset Finance

(086) 0669 669

Fortress Income Fund Limited

(011) 612 7500

African Bank Investments Limited

(011) 256 9000

FountainHead Property Trust

(021) 441 4140

Blue Financial Services Limited

(012) 990 4300

Growthpoint Properties Limited

(011) 944 6000

(011) 793 1915 (011) 544 8300

Property Agencies

Sekunjalo Investments Limited

(021) 427 1400

Hyprop Investments Limited

(011) 325 4340

Cape Consumers (Pty) Ltd

(021) 419 5650

SHM Group of Companies (Pty) Ltd

(011) 880 7884

Ingenuity Property Investments Limited

(021) 674 5170

Compuscan (Pty) Ltd

(021) 888 6000

Southern Africa Enterprise Development Fund

(011) 367 0900

Investec Property Agency Group Limited

(011) 286 7000

Diners Club SA (Pty) Ltd

(011) 358 8400

The Shanduka Group (Pty) Ltd

(011) 305 8900

JHI Property (Pty) Ltd

(011) 911 8000

Thebe Investment Corporation (Pty) Ltd

(011) 447 7800

Experian South Africa (Pty) Ltd

(011) 799 3400

Tiso Foundation

(011) 784 4111

Orion Real Estate Limited

(011) 718 6452

Tiso Group (Pty) Ltd

(011) 549 2400

Pareto Limited

(011) 258 6800

Winhold Limited

(011) 345 9800

Premium Properties Limited

(012) 319 8811

Wiphold Limited

(011) 715 3500

Proximity 64 cc t/a Cluttons

(021) 425 8989

Zungu Investments Company (Pty) Ltd (ZICO)

(011) 217 3300

Holding Companies

Integer (Pty) Ltd

(011) 504 6300

Nedbank Card

(011) 667 8000

Quince Capital (Pty) Ltd

(011) 232 8364

The Maravedi Group (Pty) Ltd

(011) 990 4000

Rabie Property Group (Pty) Ltd

(021) 550 7000

Redefine Properties Limited

(011) 283 0110

TransUnion Credit Bureau (Pty) Ltd

(011) 214 6000

RPP Developments (Pty) Ltd

(011) 244 8000

Wesbank ( a division of FirstRand Group)

(011) 632 6000

Allied Technologies Limited (Altech)

(011) 715 9000

Accentuate Limited

(011) 406 4100

Sycom Property Fund Managers Limited

(021) 702 2745

Aveng Limited

(011) 779 2800

Tongaat Hulett Developments (Pty) Ltd

(031) 560 1900

Bigen Africa Group Holdings (Pty) Ltd

(012) 842 8700

(011) 308 3884

Capespan Group Holdings Limited

(021) 917 2600

Transnet Property (a division of Transnet Limited)

CIC Holdings Limited

(011) 807 0109

Vukile Property Fund Limited

(011) 288 1000

Investment Banks Absa Capital a division of ABSA Bank Limited

(011) 895 6000

Afrifocus Securities (Pty) Ltd

(011) 290 7800

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 13

21 2013/04/08 3:50 PM

Barnard Jacobs Mellet Holdings Limited BOE Private Clients a division of Nedbank Group Ltd

(011) 750 0000

(021) 416 6000

Citadel Investment Services Limited

(011) 722 7600

Citibank N. A. South Africa

(011) 944 1000

Credit Suisse Standard Securities (Pty) Ltd

(011) 384 2000

Deutsche Securities (Pty) Ltd

KPMG South Africa (Pty) Ltd

(011) 647 7111

Nkonki Incorporated

(011) 517 3000

PKF (JHB) Inc.

(011) 384 8000

PricewaterhouseCoopers Inc.

(011) 797 4000

(011) 286 7000

Merrill Lynch (SA) (Pty) Ltd

(011) 305 5555

Novare Holdings (Pty) Ltd

(021) 914-7730

(011) 318 1244 (011) 266 5111

Sizwe Ntsaluba VSP

(086) 117 6877

Bytes Technology Group South Africa (Pty) Ltd

ImproChem (Pty) Ltd

(011) 971 0400

CA Southern Africa (Pty) Ltd

(011) 417 8699

CHM Vuwani Computer Solutions (Pty) Ltd

(011) 790 4400

Computer Storage Services (Pty) Ltd

(011) 541 9900

Investment Entities Investment Entities Business Partners Limited Humulani Investments (Pty) Ltd

(011) 922 2000

(011) 282 8000

Industrial Development Corporation of SA Limited

(011) 269 3000

RMB Private Bank (a division of First Rand Limited )

(011) 303 5000

Kagiso Trust Investment Company (Pty) Ltd

(011) 537 0537

(011) 778 6000

Makalani Holdings Limited

(011) 428 0680

MSG Afrika Investment Holdings (Pty) Ltd

(011) 463 7555

Royal Bafokeng Administration

(014) 566 1200

PA Group (Pty) Ltd

(011) 516 5500

Finbond Group Limited

(012) 460 7288

Information Technology

(021) 481 7300

Information Technology Hardware

Computershare Investor Services (Pty) Ltd

(011) 370 5000

Concilium Technologies (Pty) Ltd

(012) 678 9200

ConvergeNet Holdings Limited

(012) 809 3368

(011) 713 6600

(021) 887 9602

Ooba (Pty) Ltd

Belay Solutions (Pty) Ltd

(011) 236 9500

Rand Merchant Bank Limited

Mortgage Finance

(087) 310 2867

(012) 682 8800

SAB&T Inc. Chartered Accountants SA (Pty)

PSG Group Limited

Sanlam Capital Markets (Pty) Ltd

(011) 235 7000

Atos (Pty) Ltd

Business Connexion (Pty) Ltd

(011) 775 7000

Investec Bank Limited

Atio Corporation (Pty) Ltd

Computer Hardware

Cornastone Technology Holdings (Pty) Ltd

(011) 463 2636

CSS Tirisano Computer Systems (Pty) Ltd

(012) 621 3000

Datacentrix Holdings Limited

087 741 5000

Datatec Limited

(011) 233 1000

Dimension Data (Pty) Ltd

(011) 575 0000

Dynamic Technology Holdings Limited

(011) 759 5930

Dynamic Visual Technologies (Pty) Ltd t/a Ectic Trading

(021) 467 5400

Eclipse Networks (Pty) Ltd

(011) 232 9400

Other Financial

Acer Africa (Pty) Ltd

(011) 233 6100

EMC Computer Systems SA (Pty) Ltd

(011) 581 0000

ABSA Technology Finance Solutions (Pty) Ltd

(011) 463 9500

Blue Label Telecoms Limited

(011) 523 3000

EOH Consulting (Pty) Ltd

(011) 607 8100

Actis Africa Ltd

(011) 778 5900

Compact Disc Technologies a division of Gallo Africa Limited

(011) 315 4061

EOH Mthombo (Pty) Ltd

(011) 318 1244

African Dawn Capital Limited

(011) 341 0860

Exponant (Pty) Ltd

(012) 663 0100

Aldes Business Brokers Franchise Africa (Pty) Ltd

(012) 361 2690

Alexander Forbes Limited

(011) 269 0000

All Pay Consolidated Investment Holdings (Pty) Ltd

(011) 532 2125

AMB Capital Limited Bidvest Bank Ltd

Dell Computer (Pty) Ltd

(011) 709 7700

Hewlett-Packard South Africa (Pty) Ltd

(011) 785 1000

IBM South Africa (Pty) Ltd

(011) 302 9111

Rectron (Pty) Ltd

(011) 203 1000

(011) 666 7300

Sahara Computers (Pty) Ltd

(011) 542 1000

(011) 407 3000

Sahara Holdings (Pty) Limited

(011) 542 1000

Conduit Capital Limited

(011) 686 4200

Sybase South Africa (Pty) Ltd

(011) 804 3740

Coris Capital (Pty) Ltd

(012) 683 3400

Tarsus Technologies (Pty) Ltd

(011) 531 1000

Corocapital Limited

(011) 566 5300

First Technology Holdings (Pty) Ltd

(011) 790 4400

GijimaAst Group Limited

(012) 675 5000

Glacier Consulting (Pty) Ltd

(011) 262 8660

Ibhubesi Information Technologies cc

(012) 993 3679

Integr8 IT (Pty) Ltd

(011) 555 9300

KSS Technologies (Pty) Ltd

(011) 545 6300

Lechabile Information Technology Services (Pty) Ltd

(011) 738 3600

Marpless Communication Technologies (Pty) Ltd

(012) 657 0191

MB Technologies (Pty) Ltd

(011) 259 9500 (011) 479 6300

Credit Agricole CIB

(011) 448 3300

Telecomms Equipment

Edu-Loan (Pty) Ltd

(011) 670 6100

Alcatel-Lucent South Africa (Pty) Ltd

(012) 648 3000

M-IT Mthombo Managed Services (Pty) Ltd

INCA

(011) 202 2200

Allied Electronics Corporation Limited (Altron)

(011) 726 3060

Morvest Business Group Limited

(011) 231 1300

Indequity Group Limited

(011) 475 0816

Altech Alcom Matomo (Pty) Ltd

Mthombo IT Services (Pty) Ltd

(011) 479 6300

Iquad Group Limited

(041) 391 0600

Dark Fibre Africa (Pty) Ltd

(012) 345 7540

Mustek Limited t/a Mustek

(011) 237 1000

Louis Group South Africa Ltd

(021) 529 4600

Maredi Telecom & Broadcasting (Pty) Ltd

(012) 657 0201

Nambiti Technologies (Pty) Ltd

(011) 318 4445

Mayibuye Group (Pty) Ltd

(011) 504 6222

Nokia South Africa (Pty) Ltd

(011) 234 0971

PBT Group Limited

(021) 551 0937

NBC Holdings (Pty) Ltd

(010) 206 0000

Siemens SA Limited

Pinnacle Micro (Pty) Ltd t/a Pinnacle Africa

(011) 265-3000

NMG Consultants and Actuaries (Pty) Ltd

(011) 509 3000

Systems Designs (Pty) Ltd

(011) 719 6000

Pinnacle Technology Holdings Limited

(011) 265 3000

Octodec Investments Limited

(012) 319 8811

Tellumat (Pty) Ltd

(021) 710 2911

SAB&T Business Innovations Group (Pty) Ltd

(012) 686 8800

PSG Konsult Limiited

(028) 316 4735

Afrigis (Pty) Ltd

(087) 310 6400

SAGE Computer Technologies (Pty) Ltd

(011) 466 3361

Purple Capital Limited

(011) 214 8000

SAP South Africa (Pty) Ltd

(011) 235 6000

Real People Investments Holdings (Pty) Ltd

(043) 702 4600

Software & Computer Services

Securedata Holdings Limited

(011) 790 2500

Sasfin Holdings Limited

(011) 809 7500

Computer Services

Sithabile Technology Services (Pty) Ltd

(011) 848 7350

Strate Limited

(011) 759 5300

ESET Southern Africa

(021) 687 9185

Spartan Technology Rentals (Pty) Ltd t/a Spartan

(011) 886 0922

TPN Credit Bureau (Pty) Ltd

(0861) 876 000

Acctech Systems (Pty) Ltd

(012) 663 2474

The IQ Business Group (Pty) Ltd

(011) 259 4000

Vunani Limited

(021) 481 6200

Adapt IT Holdings Limited

(031) 514 7300

Torque Technical Computer Training (Pty) Ltd t/a Torque-IT SA

(011) 602 9000

Advanced Channel Technologies (Pty) Ltd

(011) 695 1600

Tradebridge (Pty) Ltd

(011) 581 1200

T-Systems South Africa (Pty) Ltd

(011) 254 7400

Accounting & Consulting Deloitte

(011) 806 5000

Ernst & Young

(011) 772 3000

Fifth Quadrant Actuaries & Consultants Holdings (Pty) Ltd

(021) 681 3700

Gcabashe Inc.

(031) 360 0800

Gobodo Incorporated

(011) 358 5000

011 235 7640

(011) 652 2000Ă&#x;

Advancenet (Pty) Ltd

(011) 367 9000

UCS Group Limited

(011) 712 1300

African Legend Indigo (Pty) Ltd

(011) 808 6300

Unisys Africa (Pty) Ltd

(011) 233 4000

Aptronics (Pty) Ltd

(011) 577 0800

Vukani Technologies (Pty) Ltd

(012) 348 8888

Waymark Infotech (Pty) Ltd

(012) 369 0000

World View Technologies (Pty) Ltd

(011) 805 1555

Asbis Africa (Pty) Ltd

(011) 848 7000

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 14

2013/04/08 3:22 PM

Internet

Logistic Solutions

Atlantic Internet Services Provider (Pty) Ltd

(087) 805 0000

Blue Turtle Technologies (Pty)Ltd

(011) 206 5600

DataPro (Pty) Ltd t/a Vox DataPro

(011) 809 1500

Hetzner (Pty) Ltd

(021) 970 2000

iBurst (Pty) Ltd

087 780 7200

I-Net Bridge (Pty) Ltd

(011) 280 0600

Internet Solutions (Pty) Ltd

(011) 575 1000

MTN Business Solutions (Pty) Ltd t/a MTN Business

(011) 235 6500

MWEB Connect (Pty) Ltd

(021) 596 8300

Swiftnet (Pty) Ltd t/a Fastnet

(012) 686 3000

Vox Datapro

(011) 809 1500

Web Africa Networks (Pty) Ltd

(021) 464 9500

Software Accsys (Pty) Ltd

(011) 719 8000

Altech Card Solutions (Pty) Ltd

(011) 879 5700

DataNet Infrastructure Group (Pty) Ltd

(011) 990 6000

Easypay (Pty) Ltd

(021) 680 0100

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

(011) 401 6700

Epi Use Africa (Pty) Ltd

(012) 470 2200

FrontRange Solutions South Africa (Pty) Ltd

(011) 325 5600

Ideco Group Limited

(011) 745 5600

Meditech SA

(011) 805 1631

Microsoft SA (Pty) Ltd

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

Mzanzi Africa Logistics (Pty) Ltd

(021) 418 6161

PUBLIC

Beaufort West Local Municipality

(023) 414 8100

Bela-Bela Local Municipality

(014) 736 8000

Bergrivier Local Municipality

(022) 913 1126

Bitou Local Municipality

(044) 501 3000

Blouberg Local Municipality

(015) 505 7100

Blue Crane Route Local Municipality

(042) 243 1333

Breede Valley Local Municipality

(023) 348 2600

Buffalo City Local Municipality

(043) 705 2000

Bushbuckridge Local Municipality

(013) 799 1851/7

Camdeboo Local Municipality

(049) 892 2121

Government Organisations

Cape Agulhas Local Municipality

(028) 425 5500

Local Government

Cederberg Local Municipality

(027) 482 8000

Unicities/Metro Municipalities

City of Matlosana Local Municipality

(018) 487 8000 (058) 303 5732

Ekurhuleni Metropolitan Municipality

(011) 999 7108

Dihlabeng Local Municipality

City of Cape Town Metropolitan Municipality

(021) 400 1111

Dikgatlong Local Municipality

(053) 531 0671

City of Johannesburg Metropolitan Municipality

(011) 407 6111

Dipaleseng Local Municipality

(017) 773 0055

Ethekwini Metropolitan Municipality

(031) 311 1111

Dr JS Moroka Local Municipality

(013) 973 1101

Nelson Mandela Bay Metropolitan Municipality

(041) 506 3111

Drakenstein Local Municipality

(021) 807 4500

Edumbe Local Municipality

(034) 995 1650

Elias Motswaledi Local Municipality

(013) 262 3056 (045) 932 1085

District Municipalities OR Tambo District Municipality

(047) 501 7000

Elundini Local Municipality

Alfred Nzo District Municipality

(039) 254 5000

Emadlangeni Local Municipality

(034) 331 3041

Amathole District Municipality

(043) 701 4000

Emalahleni Local Municipality

(013) 690 6911

Bojanala Platinum District Municipality

(014) 590 4500

Emfuleni Local Municipality

(016) 950 5000

Cacadu District Municipality

(041) 508 7111

Emnambithi-Ladysmith Local Municipality

(036) 637 2231

(011) 361 9000

Cape Winelands District Municipality

(021) 888 5100

Emthanjeni Local Municipality

(053) 632 9100

Minolco (Pty) Ltd t/a Konica Minolta South Africa

(011) 661 9000

Capricorn District Municipality

(015) 294 1000

Endumeni Local Municipality

(034) 212 2121

Net 1 Applied Technologies South Africa (Pty) Ltd

(011) 343 2000

Central Karoo District Municipality

(023) 449 1000

Engcobo Local Municipality

(047) 548 1221

Novell South Africa (Pty) Ltd

(011) 322 8300

Chris Hani District Municipality

(045) 808 4600

Fetakgomo Local Municipality

(015) 622 8000

Oracle Corporation South Africa (Pty) Ltd

(011) 319 4000

City of Tshwane Metropolitan Municipality

(012) 358 9999

Gamagara Local Municipality

(053) 723 2261

Paracon Holdings Limited

(011) 460 6000

Dr Ruth Segomotsi Mompati District Municipality

(053) 927 2222

George Local Municipality

(044) 801 9111

Eden District Municipality

(044) 803 1300

Ikwezi Local Municipality

(049) 836 0021

Prism Holdings Limited

(011) 343 2000

SAS Institute (Pty) Ltd

(011) 713 3400

SilverBridge Holdings Limited

(012) 360 0200

Softline (Pty) Ltd

(011) 304 1000

Softline VIP (Pty) Ltd

(012) 420 7000

Software AG SA (Pty) Ltd

(011) 317 2900

Technology Corporate Management (Pty) Ltd

(011) 848 6000

Total Client Services Limited

(012) 450 1300

Telecommunications Solutions Beget Holdings Limited

(086) 112 3483

Ehlanzeni District Municipality

(013) 759 8500

Fezile Dabi District Municipality

(016) 970 8600

Jozini Local Municipality

(035) 572 1292

Kouga Local Municipality

(042) 200 2201

Frances Baard District Municipality

(053) 838 0911

Joe Gqabi District Municipality

(045) 979 3000

Lejweleputswa District Municipality

(057) 353 3094

Mopani District Municipality

(015) 811 6300

Motheo District Municipality

(051) 407 3200

Siyanda District Municipality

(054) 337 2800

Maluti a Phofung Local Municipality

(058) 718 3700

Thabo Mofutsanyana District Municipality

(058) 713 4485

Merafong City Local Municipality

(018) 788 9500

Ugu District Municipality

(039) 668 5700

Mogalakwena Local Municipality

(015) 491 9630

uThungulu District Municipality

(035) 799 2501

Mogale City Local Municipality

(011) 668-0500 (028) 313 8000

Lekwa Local Municipality

(017) 712 9600

Lekwa-Teemane Local Municipality

(053) 441 2206

Mafikeng Local Municipality

(018) 389 0111

Mafube Local Municipality

(058) 813 1051

Makana Local Municipality

(046) 603 6133

Broadband Communications Technologies (Pty) Ltd

(011) 881 5541

Waterberg District Municipality

(014) 718 3300

Overstrand Local Municipality

Celcom Group Limited

(011) 357 8600

West Coast District Municipality

(022) 433 8400

Prince Albert Local Municipality

(023) 541 1320

Clickatell (Pty) Ltd

(021) 910 7700

West Rand District Municipality

(011) 411 5000

Randfontein Local Municipality

(011) 411 0000

Foneworx Holdings Limited

(011) 293 0000

Zululand District Municipality

(035) 874 5500

Rustenburg Local Municipality

(014) 590 3111

Sakhisizwe Local Municipality

(047) 877 0167

Saldanha Bay Local Municipality

(022) 701 7000

Setsoto Local Municipality

(051) 933 9300

Huge Telecom (Pty) Ltd

(011) 603 6000

Interconnect Systems (Pty) Ltd

(011) 886 9481

Multisource Telecoms (Pty) Ltd

(011) 321 0333

TeleMasters Holdings Limited

(086) 111 2001

Trans Africa International Telecommunications (Pty) Ltd trading as Emcom Wireless

(031) 312 9288

Local Councils/Municpalities Khara Hais Local Municipality Abaqulusi Local Municipality

054) 338 7000 (034) 982 2133

Aganang Local Municipality

(015) 295 1400

Albert Luthuli Local Municipality

(017) 843 4000

Stellenbosch Local Municipality

(021) 808 8111

Steve Tshwete Local Municipality

(013) 249 7000

Thaba Chweu Local Municipality

(013) 235 7000

Theewaterskloof Local Municipality

(028) 214 3300

Vox Orion (Pty) Ltd

(011) 808 1000

Amahlathi Local Municipality

(043) 683 1100

Thembelihle Local Municipality

(053) 203 0005

Vox Telecom Limited

(011) 809 1500

Ba-Phalaborwa Local Municipality

(015) 780 6300

Tsolwana Local Municipality

(045) 846 0033

Westcon SA (Pty) Ltd

(011) 233 3333

Baviaans Local Municipality

(044) 923 1004

Umdoni Local Municipality

(039) 976 1202

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 15

23 2013/04/08 3:24 PM

Umhlathuze Local Municipality

(035) 907 5000

North West Gambling Board

(018) 381 5305

Department of Water Affairs

Umzimvubu Local Municipality

(039) 255 6000

(021) 487 8600

(013) 665 6000

Department of Women, Youth, Children and People with Disabilities

(012) 300 5200

Victor Khanye Local Municipality

Western Cape Investment and Trade Promotion Agency Trade & Investment KwaZulu-Natal

(031) 368 9600

Freedom Park

(012) 336 4000

Local Government Agencies & Bodies City of Joburg Property Company (Pty) Ltd

(011) 339 2700

Coega Development Corporation (Pty) Ltd

(041) 403 0400

Durban Investment Promotion Ageny

(031) 336 2540

(012) 336 7500

Eastern Cape Gambling & Betting Board

(043) 702 8300

Eastern Cape Development Corporation

(043) 704 5600

Government Communication & Information System

(012) 314 2911 (012 )392 0400

(051) 404 0300

Independent Complaints Directorate

Gauteng Enterprise Propellar

(011) 521 9800

National Library of South Africa

(012) 401 9700

Blue IQ Investment Holdings (Pty) Ltd

(011) 689 1600

National Treasury

(012) 315 5111

(012) 441 6000

(012) 366 2600

Free State Gambling and Racing Board

East London Industrial Development Zone (Pty) Ltd

(043) 702 8200

Mpumalanga Economic Growth Agency

(013) 752 2440

Johannesburg Development Agency

(011) 688 7850

Invest North West South Africa

(014) 594 2570

Public Administration Leadership and Management Academy (PALAMA)

Johannesburg Housing Company

(011) 241 6900

Limpopo Business Support Agency

(015) 287 3000

SAMSA

Johannesburg Roads Agency (Pty) Ltd

(011) 298 5000

Roads Agency Limpopo (Pty) Ltd

(015) 291 4236

South African Police Service (SAPS)

(012) 393 1000

Mafikeng Industrial Development Zone

(018) 381 0836

Trade & Investment Limpopo

(015) 295 5171

South African Revenue Services - SARS

(012) 422 4000

Sport & Recreation South Africa (SRSA)

(012) 304 5000

Statistics South Africa (Stats SA)

(012) 310 8911

Free State Investment Promotion Agency

(015) 410 0880

Provincial Government

Limpopo Economic Development Enterprise

(015) 633 4700

Provincial Government Departments

Western Cape Gambling & Racing Board

(021) 480 7400

Department of Agriculture - Free State

(051) 596 1400

Casidra (Pty) Ltd

(021) 863 5000

Department of Agriculture - Limpopo

(015) 294 3000

Ithala Development Finance Corporation Limited

(031) 907 8911

Department of Agriculture - Western Cape

(021) 808 5111

KZN Gaming & Betting Board

(033) 345 2714

Department of Agriculture & Rural Development - Eastern Cape

(040) 609 3471

Department of Agriculture & Rural Development - Gauteng

(011) 355 1900

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

(018) 389 5111

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

(033) 355 9100

Free State Development Corporation

(051) 400 0800

National Government

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

(053) 838 9100

Department of Agriculture, Rural Development and Land Administration - Mpumalanga

(013) 766 2067

National Government Departments Department in the Presidency: Performance Monitoring, Evaluation and Administration in the Presidency

(012) 300 5331

Department in the Presidency: National Planning Commission

(012) 300 5200

Department of Agriculture, Forestry and Fisheries

(012) 319 6000

Department of Arts and Culture - KwaZulu-Natal

(033) 341 3600

Department of Arts and Culture

(012) 441 3000

Department of Community Safety - Western Cape

(021) 483 3911

Department of Basic Education

(012) 357 3000

Department of Community Safety and Liaison KwaZulu-Natal

(033) 341 9300

Department of Community Safety, Security and Liaison - Mpumalanga

(013) 766 4062

Department of Co-Operative Governance and Traditional Affairs - Mpumalanga

(013) 766 6087

Department of Co-Operative Governance, Human Settlement and Traditional Affairs - Northern Cape Department of Cooperative Governance, Traditional Affairs & Human Settlements Free State Department of Cultural Affairs and Sport Western Cape

(053) 830 9400

(051) 405 5719

Department of Communications

(012) 427 8000

(012) 316 7700

Export Credit Insurance Corporation of South Africa

(012) 471 3800

Financial Services Board

(012) 428 8000

Government Employees Medical Scheme

(012) 362 6321

Human Sciences Research Council

(012) 302 2000

Independent Development Trust

(012) 845 2000

National Heritage Council

(012) 348 1663 (011) 483 0122 (012) 319 1911

Independent Communications Authority of South Africa

(011) 566 3000

Department of Economic Development

(012) 394 3799

Department of Energy

(012) 444 4269

Department of Environmental Affairs

(012) 336 8733

Department of Health

(012) 395 0000

Department of Human Settlements

(012) 421 1311

(053) 839 4000

Department of International Relations and Cooperat

(012) 351 1000

Department of Economic Development & Environmental Affairs - Eastern Cape

(040) 609 3094

Department of Justice & Constitutional Development

(012) 315 1111

Department of Labour

(012) 309 4000

Department of Mineral Resources

(012) 444 3000

Department of Public Enterprises

(012) 431 1000

Office of the Premier - Gauteng

(011) 355 6000

Department of Public Service & Administration

(012) 336 1000

Office of the Premier - KwaZulu-Natal

(033) 341 3300

Department of Public Works

(012) 337 3000

Office of the Premier - Limpopo

(015) 287 6000

(012) 312 8911

Office of the Premier - Mpumalanga

(013) 766 2473

Department of Rural Development and Land Reform

Office of the Premier - Northern Cape

(053) 838 2600

Department of Science & Technology

(012) 843 6798

Office of the Premier - Western Cape

(021) 483 4705

Department of Social Development

(012) 312 7479

(043) 735 1673

(012) 622 5700

Electricity Distribution Industry Holdings

Government Employees Pension Fund

Department of Economic Development Northern Cape

AsgiSA Eastern Cape (Pty) Ltd

Electoral Commission of South Africa (IEC)

"(012) 355 6999

(012) 312 5911

Provincial Government Agencies

(012) 482 7200

Department of Defence and Military Veterans

(012) 810 8911

(051) 405 5799

(012) 394 3200

Construction Industry Development Board

(012) 305 8219

Department of Home Affairs

Office of the Premier - Free State

Competition Commission

(012) 334 0600

Department of Higher Education and Training

(015) 293 8300

(012) 426 8000

Department of Correctional Services

(013) 766 5242

(040) 609 6301

(012) 427 9700

Auditor-General South Africa

Department of Cooperative Governance

(021) 483 9502

Office of the Premier - Eastern Cape

Agricultural Research Council (ARC)

The International Marketing Council of South Africa

Department of Culture, Sport & Recreation Mpumalanga

Department of Economic Development, Environment & Tourism - Limpopo

National Government Agencies

Department of Sport & Recreation South AfricaGuateng

(012) 304 5000

Department of State Security

(012) 427 4000

Ithemba Labs

(021) 843 1000

Khula Enterprise Finance Ltd

(012) 394 5560

Land Claims Court

(011) 781 2291

Media Development and Diversity Agency

(011) 643 1100

MINTEK

(011) 709 4111

National Agricultural Marketing Council

(011) 341 1115

National Arts Council of South Africa

(011) 838 1383

National Development Agency

(011) 018 5500

National Economic Development and Labour Council

(011) 328 4200

National Electronic Media Institute of South Africa

(011) 484 0583

National Empowerment Fund

(011) 305 8127

National Energy Regulator of South Africa

(012) 401 4600

National Film and Video Foundation

(011) 483 0880

National Heritage Council of South Africa

(012) 348 1663

National Home Builders Registration Council

(011) 317 0000

National Housing Finance Corporation

(011) 644 9800

National Lotteries Board

(012) 432 1300

National Research Foundation

(012) 481 4000

National Student Financial Aid Scheme

(021) 763 3232

National Youth Development Agency

(011) 651 7000

Pan South African Language Board

(012) 341 9638

Gauteng Gambling Board

(011) 581 4800

Department of Tourism South Africa

(012) 310 3911

Gauteng Economic Development Agency

(011) 833 8750

Department of Trade & Industry

(086) 184-3384

Petroleum Agency SA (Pty) Ltd

(021) 938 3500

Trans Caledon Tunnel Authority

(012) 683 1200

Department of Transport

(012) 309 3000

Productivity South Africa

(011) 848 5300

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 16

2013/04/08 3:25 PM

Public Investment Corporation (PIC)

(012) 742 3400

Public Service Commission

(012) 352 1000

Railway Safety Regulator

(011) 417 0000

Sasria Limited

(011) 881 1300

SEDA Technology Programme

(012) 441 1000

SITA (Pty) Ltd (State Information Technology Agency

(012) 482 3000

Small Enterprise Development Agency (SEDA)

(012) 441 1000

South African Human Rights Commission (SAHRC)

(011) 484 8300

Non-Government Organisations

The Institute of Bankers in South Africa

(011) 481 7000

Tshikululu Social Investments

(011) 377 7300

Wines of South Africa (WOSA)

(021) 883 3860

Women's Legal Centre Trust

(021) 424 5660

Section 21 Section 21 Foundations

Education

South African Astronomical Observatory (Pty) Ltd

(021) 447 0025

Anglo American Zimele Empowerment Initiative Limited-Not on CRM

South African Bureau of Standards (SABS)

(012) 428 7911

Amy Biehl Foundation Trust

(021) 462 5052

Universities

South African Cities Network

(011) 407 6471

BHP Billiton Development Trust

(011) 376 9111

Durban University of Technology

(031) 373 2000

South African Forestry Company Ltd (SAFCOL)

(012) 481 3500

Dell Development Fund

(012) 660 3903

(021) 959 6911

Rand Water Foundation

Cape Peninsula University of Technology

(011) 682 0806

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 Nuclear Energy Corporation-see note

(012) 305 4911

Sasol Siyakha Trust

(011) 638 4172

Tertiary Institutions

(017) 631 1683

Telkom Foundation

(012) 311 2186

The Nepad Business Foundation

011 884 1888

Vodacom Foundation Trust

(011) 653 5000

Central University of Technology - Free State

(051) 507 3911

Monash South Africa Limited

(011) 950 4000

Nelson Mandela Metropolitan University

(041) 504-1111

Tshwane University of Technology

(012) 382 5911

University of Cape Town

(021) 650-9111

University of Fort Hare

(040) 602 2011

University of Johannesburg

(011) 559-2911

South African Weather Service (SAWS)

(012) 367 6104

Technology & Human Resources for Industry Programmes - THRIP

(012) 481 4000

Section 21 Companies & Organisations

The Freedom Park

(012) 401-6600

Public Servants Association of South Africa

(012) 303 6500

The New Partnership for Africa's Development - NEPAD

(011) 256 3600

Africa Institute of South Africa

(012) 304 9700

Afrikaanse Taal & Kultuur Vereeniging

(011) 919 9000

Board of Healthcare Funders of Southern Africa

(011) 537 0200

Business Unity South Africa (BUSA)

(011) 784 8000

Cape Town Partnerships

(021) 419 1881

University of the Free State

(051) 401 9111

Casino Association of South Africa

(021) 409 2460

University of the Western Cape

(021) 959-2911 (015) 962-8000

The Road Traffic Management Corporation

(012) 809 5200

The South African National Roads Agency (SANRAL)

(012) 426 6000

SETAs

Section 21

University of KwaZulu-Natal

(031) 260-1111

University of Limpopo

(015) 268-9111

University of Pretoria

(012) 420 4111

University of South Africa (UNISA)

(012) 429 3111

University of Stellenbosch

(021) 808-9111

AgriSETA

(012) 325 1655

Catholic Welfare & Development

(021) 425 2095

University of Venda

BANKSETA

(011) 805 9661

086 1242 000

University of Witwatersrand

(011) 717-1000

CETA

Consumer Goods Council of South Africa (CGCSA)

(011) 265 5900

Durban Chamber of Commerce & Industry

(031) 335 1000

University of Zululand (Unizulu)

(035) 902 6000

CHIETA

(011) 726 4026 (011) 607 9500

(016) 950-9000

(011) 217 0600

Engineering Council of SA (ECSA)

Vaal University of Technology

CATHSSETA

Estate Agency Affairs Board (The)

(011) 731 5600

Walter Sisulu University

(047) 502-2111

ETDPSETA

(011) 628 5000

FASSET

(011) 476 8570

Film and Publication Board (FPB)

(011) 483 0971

FIETA

(011) 712 0600

Financial and Fiscal Commission

(011) 207 2300

FOODBEV

(011) 253 7300

Independent Municipal & Allied Trade Union - IMATU

(012) 460 6276

HWSETA

(011) 607 6900

Kouga Development Agency - KDA

INSETA

(011) 544 2000

Mindset Network

LGSETA

(011) 456 8579

MAPPP SETA

(010) 219 3000

MERSETA

(011) 551 5202

MICT

(011) 207 2600

Mining Qualifications Authority

(011) 832 1022

SAQA

(012) 431 5000

SASSETA

(011) 347 0200

SERVICES SETA

(011) 276 9600

South African Qualifications Authority (SAQA)

(012) 431 5000

TETA

(011) 781 1280

THETA

(011) 217 0600

Umalusi Council for Quality Assurance in General

(012) 349 1510

Wholesale & Retail SETA

(012) 622 9500

Chapter 9 Institutions

Gordon Institute of Business Science (GIBS)

(011) 771 4000

(042) 200 6400

Graduate School of Business - University of Cape Town

(021) 406 1922

(086) 100 6463

IMM Graduate School of Marketing (Pty) Ltd

(011) 628 8100

National Business Initiative

(011) 544 6000

Milpark Business School (Pty) Ltd

(021) 673 9100

National Urban Reconstruction & Housing Agency (Nurcha)

(011) 214 8700

Regent Business School

(031) 304 4626

New Lovelife Trust (Pty) Ltd

(011) 523 1000 (011) 327 7778

UNISA Graduate School of Business Leadership (SBL)

(011) 652 0000

Proudly South African

University of Cape Town Graduate School of Busines

(021) 406-1922

Purchasing Consortium Southern Africa (PtY) Ltd

(012) 349 0850

Rand Aid Association

(011) 822 2510

South African Banking Risk Information Centre (SABRIC) South African Chemical Workers Union (S.A.C.W.U)

Commission for Gender Equality (CGE) Commission on Restitution of Land Rights

(012) 312 8911

Office of the Public Protector

(012) 366 7000

(011) 847 3000 (011) 838 6581

South African Institute for Entrepreneurship

(021) 447 2023

South African Institute of Race Relations

(011) 482 7221

South African Municipal Workers Union (SAMWU)

(021) 697 1152

South African Property Owners Association -SAPOA Southern African Institute of Mining and Metallurgy Southern African Institute of Steel Construction

(011) 403 7182

Graduate Schools

University of Stellenbosch Business School (USB)

(021) 918-4111

USB Executive Development Ltd

(021) 918 4480

Wits Business School

0861 000 927

Colleges Colleges (011) 883 0679

College of Cape Town

(021) 404 6700/ (021) 462 2053

CIDA City Campus (Pty) Ltd

(011) 887 4495

011 834 1273 (011) 726 6111

Southern African Music Rights Organisation (SAMRO)

(011) 712 8000

Strategic Partners in Tourism t/a Tourism Enterprise Partnership (TEP)

(011) 880 3790

Intec College South Africa

(021) 417 6700

Management College of Southern Africa (MCOSA)

(031) 300 7200/ (011) 853 3000

CTI Education Group

(011) 467 8422

TP 13 TH EDITION

Industry Classification Top Performing2012-01.indd 17

25 2013/04/08 3:28 PM

53 tp-key index.indd 2

2013/03/25 11:45 AM

SECOR INDEX SECTOR OVERVIEW

35 tp-key index.indd 3

Technology The government has created many opportunities for learnerships in the IT industry, because the more students who take interest in the technological advancement of the country, the better for the development of the country’s complete infrastructure, with the ever advancing, changing needs of society, technology is ever progressive, and will never suffer from a shortage of opportunities.

Finance South Africa’s inclusion in Citi’s World Government Bond Index and a continuing hunt for higher yielding emerging market debt has fuelled increased demand for local bonds. The Treasury will target $1.5 billion from overseas markets over the next three years.

Automotive South Africa’s aim is to become an automotive investment destination of choice. Modernisation and upgrading of key elements in the automotive industry are required to keep pace with achieving international competitiveness.

Manufacturing Through diversifying the manufacturing landscape, SA has permitted its manufacturing base to develop and yield global economic competitiveness. Not only does SA manufacturing sector actively compete in the global economic community but it delivers a platform for SA progression in achieving specific outcomes in services such as job creation and economic development in the country.

Health The bulk of health-sector funding comes from the South Africa’s National Treasury. The health budget for 2012/13 was R121-billion, which was aimed at improving hospitals and strengthening public health ahead of the National Health Insurance scheme.

Education and Training The framework for 2013 outlines a 15-year rollout of improved and expanded teacher education and development opportunities with the aim of improving the quality of teaching and learning in schools.

TP 13 TH EDITION

27 2013/03/25 2:12 PM

SECTOR OVERVIEW TECHNOLOGY

TECHNOLOGY

The world is constantly changing, being improved. Mankind has a reputation for never being satisfied.

he definition of technology is any object created after the birth of the dominant generation of the time that makes performing any task easier. In 2013, the world has become so efficient and accessible that we can now communicate across the globe at the click of a button. World leaders in technology are Apple, Blackberry and Samsung. With the dawn of the smartphone, companies engaged in legal battles, comparing similarities in applications, design and other frivolous features. A huge debacle was the case of Samsung verses Apple, which saw Apple raking in billions for Samsung allegedly copying a patented design. The Global Technology Outlook (GTO) is an annual study conducted by IBM Research that identifies significant technology trends. It looks for high impact disruptive technologies that will lead to game-changing products and services over a 3-10 year horizon. Technology thresholds identified in the GTO demonstrate their influence on clients, enterprises and industries, and have high potential to create new businesses. Trends • We have become the text generation. More and more phones are emerging with functions steering away from calling and video-dialling to the inexpensive chatting applications that have taken the world by storm. People around the world are opting to buy smartphones that allow consumers to chat 24/7 for a fraction of the cost of smsing or calling. • Android and smartphones, which act as computers, have become the norm, bringing the prices of laptops down substantially. • Technology in schools is now a necessity instead of the privilege it was just a mere 10 years ago. It is now necessary that each pupil is equipped with a laptop, and has

“With the ever-advancing, changing needs of society, technology will never suffer from a shortage of jobs/opportunities. ”

the basic skills of at least MS Office Suite. This is now as standard as reading. • Government has created many opportunities for learnerships in the IT industry, because the more students who take interest in the technological advancement of the country, the better for the development of the country’s complete infrastructure. With the ever-advancing, changing needs of society, technology is ever progressive, and will never suffer from a shortage of jobs/opportunities.

TP 13 TH EDITION

TP_sector-technology.indd 2

2013/03/22 1:00 PM

Achieve business results—faster Optimize and modernize your existing technology to get results faster by working Achieve business results—faster Achieve business results – fastertechnology company and with Software AG. We are the world’s 7th fastest-growing Achieve business ranked a “Leader” in 14 analyst results—faster categories, including SOA and BPM. Our industryOptimise and modernise your existing technology to get results faster by working

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2012/11/26 2013/03/20 9:02 5:51 AM PM

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TP_interview-freedom park.indd 1

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FINANCE SECTOR OVERVIEW

FINANCE

FDI flows to Africa grew 5.1 percent to $23,1b in the first half of 2012 after three consecutive years of decline, according to the UN’s Conference on Trade Development report.

n the fourth quarter of 2012, South African real GDP at market prices increased by 2.1 percept quarter on quarter. The main contributors were the agriculture sector, manufacturing industry, and finance, real estate and business services. Agriculture, forestry and fishing industry expanded 10 percent in the fourth quarter of 2012, mainly due to an increase in animal products. The manufacturing industry increased 5 percent due to a strong development in the production of petroleum, chemical products, rubber and plastic products; wood and wood products, paper, publishing and printing; basic iron and steel, non-ferrous metal products and machinery; and glass and non-metallic mineral products. Finance real estate and business services grew 2.9 percent as a result of increased activities in commercial banks and general government services expanded 2.6 percent. Wholesale, retail and motor trade expanded 1.5 percent due to increases in turnover, while the catering and accommodation industry and the transport, storage and communication industry increased 1.9 percent. The economic activity in the mining and quarrying industry reflected negative growth of 9.3 percent due to lower production in gold and mining of other metal ores including platinum; and the electricity, gas and water industry reflected negative growth of 2.2 percent, due to lower consumption in electricity and water. The largest industries in the fourth quarter of 2012 were finance, real estate and business services accounting for 21.1 percent of total output, wholesale, retail and motor trade; catering and accommodation industry (17.8 percent), general government services (16.9 percent) and the manufacturing industry (12.4 percent). 2012 Surprise Cut in Repo Rate SA Reserve Bank governor Gill Marcus surprised economic analysts when she announced a cut in the repo rate from 5.5 % to 5 % July 2012. This was on the back of improved inflation figures and no end in sight for the Eurozone crisis. While Gill Marcus recognised that such a move on its own would not overcome the challenges facing the economy, it was felt that it could alleviate some of the pressures faced by some sectors. The inflation rate was recorded at 5.7 percent in December 2012 and decreased to 5.4 percent in January of 2013, well below the market’s expectations mainly due to a reduction in food and transport prices. On the month-on-month basis the inflation rate was recorded at 0.3 percent in January 2013, compared with 0.2 percent

in December 2012, lower than market consensus of 0.55 percent. Foreign direct investment flows to SA dropped to 43.6 percent in the first half of 2012 compared to the first half of 2011. However, FDI to the continent as a whole rose by five percent according to the United Nations report October 2012. The decline in FDI to Africa’s biggest economy came during an 8 percent drop in global FDI inflows due to intensified global economic uncertainty, according to the UN’s Global Investment Trends Monitor. As South Africa battled its worst labour unrest, the figures suggested that the country faced increased competition from its fast growing neighbours. FDI flows to Africa grew 5.1 percent to $23,1b in the first half of the 2012 after three consecutive years of decline, according to the UN’s Conference on Trade Development report. Government’s intention to increase debt South Africa’s inclusion in Citi’s World Government Bond Index and a continuing hunt for higher yielding emerging market debt has fuelled increased demand for local bonds. The Treasury will target $1,5b from overseas markets over the next three years. Treasury said it would also draw down on its own cash reserves to fill its borrowing requirements. Cash balances are likely to decline to 151,4b in 2014/15 from 194,8b in 2011/12, and increase in 2015/16 to pay redemption.

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AUTOMOTIVE INDUSTRY SECTOR OVERVIEW

MOTORING ON

The automotive industry is one of South Africa’s most important sectors. It incorporates the manufacture, distribution, servicing and maintenance of motor vehicles, playing a vital role in South Africa’s economy.

espite its distance from some of the major markets, Africa, and particularly South Africa, produces high quality products at prices competitive with other automotive manufacturing and assembly centres. The South African automotive and components industry is growing rapidly and is perfectly placed for investment opportunities. Vehicle manufacturers such as BMW, Ford, Volkswagen, DaimlerChrysler and Toyota have production plants in the country, while component manufacturers (such as Arvin Exhust, Bloxwitch, Corning, and Senior Flexonics) have established production bases in the country. South Africa’s aim is to become an automotive investment destination of choice. Modernisation and upgrading of key elements in the automotive industry are required to keep pace with achieving international competitiveness. The outlook for the vehicle industry is bright in terms of both exports and the domestic market. A key challenge will be to raise local content, particularly in the vehicles now being exported in large volumes. Outlook for 2013 On balance, 2012 turned out to be a year of relatively solid growth. In the event, aggregate industry sales for 2012 at 623 921 vehicles registered an improvement of 51 680 units, or 9.0% relative to the 572 241 units recorded for 2011. New vehicle sales during 2013 would remain a function of the performance of the domestic economy and, in the case of export sales, the performance of the global economy. Prospects for the industry for 2013, at this stage, remain reasonably positive; however, volume growth is expected to be more subdued than the annual growth in total sales recorded over the past three years, namely, 24.7% year on year in 2010, 16.1% in 2011 and 9.0% in 2012. On the assumption that the South African economy would grow, in real terms, by about 2.5% and taking account of the prevailing historic low interest rates, improved vehicle affordability, new model introductions and easier access for consumers to vehicle financing, as well as continued strong demand by the car rental industry, NAAMSA’s projection for 2013 translates into an expected improvement of about

“South Africa’s aim is to become an automotive investment destination of choice.” 8.1% in domestic sales volumes for the year. Domestically, sales of commercial vehicles over the balance of the year could surprise on the upside, supported by the roll-out of infrastructural development projects. Export sales would remain a function of the performance and direction of global markets. Vehicle exports into Europe were likely to remain under pressure as a result of the recession and debt crisis in the Eurozone; however, projected higher exports to African countries – and factoring in the contribution of various new export programmes – should enable the industry to record growth. In 2013 aggregate exports are estimated to reach about 361 000 vehicles compared to the 277 893 vehicles exported in 2012. Source: National Association Of Automobile Manufacturers Of South Africa - Quarterly Review Of Business Conditions: New Vehicle Manufacturing Industry /Automotive Sector: 4Th Quarter 2012

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Interview with Commander Tsietsi Mokhele Chief Executive Officer In this wide ranging Q and A, SAMSA CEO Commander Tsietsi Mokhele outlines the objectives of the organisation that he has turned around in the past five years and gives a sense of the direction the South African Maritime landscape is taking. The year 2008 was a big year for yourself, as you took over as CEO of SAMSA. Back then, you stated that the maritime industry in South Africa received “inadequate attention” from the government. Already five years later, however, we see speeches from the Minister of Transport Mr Ndebele for example, stating how “seafarers are, in effect, the lubricant without which the engine of trade would simply grind to a halt.” It seems that there is some recognition today. Would you agree, and – from a broader perspective – what is your overall assessment of the situation today? In 2008, the state of awareness at citizen, investor and public policy level was very low, which affected the private sector and the growth opportunities of our economy. In the following years, we have therefore spent significant efforts in three specific areas of interest. First, we worked toward raising the awareness of South Africans about the opportunities that the maritime sector has to offer. A second area of focus was to continue developing the excellence of the country. We had to enhance the capability and capacity of the country and have completed several studies in this regard, including the Maritime Skills Study. We looked into what would be needed to create a center of excellence from a capability point of view. A third

and last focus area consisted of our efforts to influence both public policy and the different investment options available to national and international investors. Before these analyses, South Africa never had a construct of what the maritime sector in the country constitutes. We therefore needed to develop a framework to identify the industries and streams that form the maritime sector, and sketch the profiles of each of these sectors. Our plan to enhance our capabilities has now penetrated the different subsectors, which includes clusters such as inland connectivity, the offshore oil and gas industry across the value chain, and so on. These are subsectors rather than industrial clusters. Out of these subsectors, the industry players can then form different clusters to drive any priority programs they have chosen to implement. We also looked into the fishing sector, which is very important for the survival of many of South Africa’s different communities. We needed to look at turning this subsector more sustainable, capitalise its fleet, providing schooling, enhancing safety, and so on. Another area for enrichment has been marine tourism, for which we have looked at the cruise industry in particular. The Department of Tourism has conducted studies in this regard, which also looked into sports and recreation elements.

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SAMSA INTERVIEW

“IF WE WOULD HAVE DONE THINGS DIFFERENTLY, THE MARITIME SECTOR WOULD HAVE DONE MUCH BETTER, BECAUSE 98% OF OUR TRADE IS BEING CARRIED ON SHIPS.” Having identified these different subsectors, we were able to identify the potential of each, seek common issues with policy and identify the levers to promote the maritime sector in South Africa. This initial framework has triggered parallel streams of work. We have also created a second framework which cuts across all these different sectors. We looked at aspects such as manufacturing, logistics support, sustainability and so forth. This has brought us to a point where I can now be pleased to say that the maritime sector today is being discussed in the Presidency. We have presented our findings to the President and Parliament and are busy drafting and redrafting our national legislation on issues such as incentives to make it easier for business to invest and make profits. We also looked at how we can create business models that would increase the impact of these investments. South Africa today still faces issues of inequality, poverty and unemployment. We try to unlock different sector initiatives to find answers to these issues that the country needs to cope with. We then realized that the investments we were making into the upskilling of South African labour in these sectors were not optimal. The Maritime Skills Programme has now been adopted by our Human Resource Development Council, which is chaired by the Deputy President of South Africa. This is now a priority skills programme, for which we will soon be meeting with the different vice-chancellors of the universities. If you compare today to 2008, I think that – from an awareness point of view – we have moved to a readiness to attract and convert investment into real developments.

The South African skills shortage is surely an issue that you need to keep working on daily. What makes this an attractive sector for young people to join in the first place? The maritime sector is a world on its own, is one of those sectors that has global appeal and is able to sustain jobs for a very long time. Maritime companies are generally highly diversified, which makes it possible for people to be active in the sector for a lifetime without constantly doing the same thing. What you learn in one area will be very useful in the other, which increases the transferability of capabilities across the sector. To young South Africans in particular, I would say that through participation in the maritime sector, you get to see the world. Young people can find good jobs that are mostly dollar-denominated, sustainable, exciting and carrying a bright future. A key aspect for the sector remains the number of ships that can be registered in the country. You already made the comparison five years back… in 1990 we had 50 vessels and 3000 fishing vessels registered in the country. By 2008, there was hardly one vessel in the register and only around 500 fishing vessels. What went wrong? If you look at a country that lacks awareness about the importance of certain sectors, this is exactly what happens. South Africa had lost sight of the fact that 58% of our GDP comes from trade. If we would have realised in the 1990s that trade is the future of our country, we would have created an open and export-oriented economy. Instead, we kept on focusing on commodities. If we would have done things differently, the maritime sector would have done much better, because 98% of our trade is being carried on ships. The policy became uncompetitive and the instruments that served to implement the shipping policy became very blunt. We also stuck to a normal taxation regime on profits, for example. Secondly, our investment into skills went down. We closed some of the facilities that had to nurture the maritime skills of the country. Shipping as a sector of investment was generally not being promoted in South Africa. The logical consequence was that legislation was not being amended on time, there were no tax incentives, no competitive upskilling programmes,

and so on. We have now reversed this entire cycle. At present, we are investing heavily in taking young people to sea. SAMSA for example launched a national cadetship programmes last year, of which hundreds have already gone to sea. We are increasing the number of intakes at our maritime universities and will soon launch the National Maritime University of South Africa. On the policy side, we are also finalising our shipping policy and are adjusting the taxation policy accordingly. We are recreating South Africa as a center of excellence when it comes to shipping. Apart from tax-related changes, what other incentives will attract more investment to the South African maritime sector? Crewing and gaining access to skilled people is currently an expensive side of the maritime business in South Africa. As the State will now increasingly carry the burden of skills development, the pressure on private owners has lightened. Furthermore, we are trying to build a concentration of shipping services companies. You will not get many of the services that you require – such as financiers, insurers and so on – in the South African market. At the same time, we also work towards legislation that makes labor more competitive and flexible. Our industrial policy is also oriented towards a reduction of input costs which will decrease the cost of shipping services such as repairs. Minister of Trade and Industry, Rob Davies can allude to the fact that we are growing bigger on the manufacturing and fabrication side. For the maritime sector, this mainly relates to ship repair services, rather than the shipbuilding sector itself. This sector is set to benefit from the Industrial Development Zone (IDZ) approach for example, which supports and enhances the availability of such service clusters. With all these aspects in place, we are enabling those shipping lines that are registered in South Africa to be competitive. How do you view South Africa’s global competitiveness in the maritime field? When I started in 2008, the first thing I put forward in the mission statement as a commitment to the country and the industry, was to develop South Africa as an international maritime sector. The intention of this was to position South Africa as an international shipping services center. Taking tankers as an example, the potential is quite clear.

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Tankers leaving the Arabian seas have a very long voyage to do and pass around the Cape on their way to South America for example. One of the points that our international maritime services centers will focus on, is turning South Africa into a major bunker point.

“TO YOUNG SOUTH AFRICANS IN PARTICULAR, I WOULD SAY THAT THROUGH PARTICIPATION IN THE MARITIME SECTOR, YOU GET TO SEE THE WORLD.” Another strength is South Africa’s connectivity by air. We have several flights coming in from Asia and Europe directly. Becoming an international maritime shipping services center requires a great sense of speed and efficiency of business. A key advantage in this sense is, for example, the fact that we have one of the most advanced banking sectors in the world. This is of great support to the companies that our IDZs aim to attract. The reason Singapore has become so competitive lies in special planning, more than the quality of the services alone. They have created spaces that provided them with centers of excellence within the country. Here in South Africa, I am currently pushing for a reconceptualisation of the Special Economic Zones. I have raised the question of why we have not included Cape Town and Durban. Richards Bay, Port Elizabeth, East London, etc. are all included, yet we leave out these two locations that are still major repair centers today. I truly believe that in the next five to eight years, South Africa will be well positioned as an international maritime services center, because we have the traffic, the human capital and the systems. We are yet to implement better policies to increase the overall attractiveness of the sector, which is an area we are continuously working on. Another area SAMSA has been progressing on within its extended mandate is to promote the use of technology. You have, for example, been

working on long-range identification and tracking of ships (LRIT). How important was it to bring in this technology? This was very important. Part of becoming a center of excellence implies that you have to play with the best at the cutting edge. Technology is a friend of development and we have invested heavily in the so-called Center for Seawatch and Response. This is our hightech center that operates with satellites, radars, unmanned airborne vehicles, the LRIT, etc. We also have the Automatic Identification Systems, both satelliteand radar-based. We have basically weaved everything into one center of excellence in technology. The center has helped SAMSA to monitor shipping activity, traffic, and environmental pollution, etc. We have also just completed the creation of a marine highway in the Indian Ocean on the eastern side of our country, largely aimed at carrying the oil traffic from the Arabian seas around the Mozambican channel. Just a few weeks ago, I was invited by the Mediterranean Basin government, both on the European and African side who wanted to create a marine highway similar to ours. They wanted to pick up from the model we deployed. We are a role model as far as this is concerned. Our marine highway is already operational. Because of the technological advancements at the Center for Seawatch and Response, South Africa will provide the regional co-ordination center to respond to any incident. Another very important part of your efforts goes to combating pollution at sea. What makes SAMSA a champion in this area? Looking at the history of pollution incidents, around three of the 10 main ones happened along the South African coastline. Our coastline carries 30% of the total world production of crude oil. This is over 5 000 tanker voyages per annum, in excess of 20 million tonnes. We know that if we do not become a center of excellence in oil pollution management, we will expose our country to a very serious risk. We do not only engage in policing and monitoring, as South Africa was the first country in the world to have a stand-by salvage tug positioned permanently along the coast line for preventative purposes. Our efforts come at three levels. The

“IF THE WORLD WANTS TO OBTAIN ACCESS TO ROUGHLY ONE BILLION PEOPLE IN THIS PART OF THE WORLD, IT NEEDS TO BE AWARE THAT SOUTH AFRICA WILL BE A VERY GOOD PLATFORM TO DO BUSINESS FROM.” first level is having the ability to manage the traffic and having orderly movement of traffic along the coast line. This heavily cuts out the chances of having any accidents at sea. Our coastline is highly visible and vessels can make contact with authorities at any time. If there is any problem, we are able to send our salvage tugs to bring the vessels and their crews to safety. Second, we see that the Central Energy Fund (CEF) has also created a center of oil pollution combating – (OPC SA). Third, is another facility that the National Ports Authority has created, called the Emergency Response. With a fleet of almost 30 big tugs, they can get to any ship as fast as they can. These different levels of capabilities has turned us into one of the countries that have the capability to manage oil pollution. Marine environmental promotion is key, particularly as we have significant biodiversity that needs to be protected, for example for future pharmaceutical research. If we combine all of these aspects, I would say that the state of our marine environment – for the kind of traffic we have – is in a very good condition. One of the big mandates of SAMSA remains to protect the marine environment. It is a sector where cross-border activity seems inevitable. Through the Maritime Rescue Co-ordination Centre (MRCC), you already have certain agreements with countries such as Madagascar and Mozambique. How do you see this regional co-operation playing out, and do you still see particular challenges in this regard? If you are part of a region with less wealthy neighbors, you will always have challenges. UNCLOS, the Universal Law of

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the Sea, is a beautiful instrument that not only gave obligations to coastal states, but also gave rights of development of exploitation and commercial benefits to these states. In developing countries however, it is easy to pick up on the obligations, but there is no one to remind you that you need to develop your maritime sector. This side is yours to act upon. What we do with our neighbours is enhancing the capabilities of the region to be able to respond to their obligations, using our infrastructure and financial resources. For example, there is no country in our region that is compliant with LRIT legislation. Through the International Maritime Organisation (IMO), we have offered our LRIT to be freely used by all countries in Africa. Ghana and Ethiopia have already joined in on this front, while Mozambique is making similar efforts. While we bring them into the LRIT, we do not use their data. Because of this, they do not see us as the big boys that come in to control their waters. With regards to the aforementioned maritime highway, South Africa has already been nominated to act as the regional co-ordination center. This is because we are the only ones with combating capability in terms of salvage tugs that can be sent out to sea to move ships to safety, and are the only ones to have significant ship building and repair facilities to serve as a refuge for ships that are in distress. A last thing worth mentioning is that border issues generally involve the military. There is a forum of the chiefs of the navy in the southern African community which has approached South Africa to do two things mainly: one is to deploy the antipiracy capability on behalf of the SADC and the second is the request for South Africa to set up a Maritime Domain Awareness center. In this way, there is only one center that serves as the eyes and ears at sea on behalf of those different countries. This single mandate for deployment and common center for awareness has lowered the level of border disputes. Speaking about the Navy, you obviously have a past there yourself before joining the NPA. How do you see these past experiences benefiting you in your current role at SAMSA? My daughter is currently in Grade 11 and was telling me yesterday that she is wondering what to do later in life. She is passionate about several different paths, but thinks she should only have one. I told

her that life is not about what course you take up at university, but rather about what you want to do with your life. At some point, these things that look unconnected now are just dots, but one day, they form a constellation. You need to follow the pattern of your heart. Maybe certain moves seem bad now; in hindsight they will make you a complete person. Personally, I have not moved consciously to cover the different maritime subsectors in my career. There was a call by the country for me to be involved in the Navy back in the days. Somebody needed to create the new leadership in the Navy in 1993-1994, which was an assignment given to me as the joint chairperson for the establishment of the new navy. By 1996-1997, we came back from a long voyage which was the first time that a naval vessel was allowed into the USA since 1976. Once back, I felt my job was done and I was once again ready for a new challenge. The National Ports Authority at that time was in a state of near-collapse, losing 80% of its senior staff within 18 months while there was no skills development plan in place. The technology was all outdated, there were no women in the sector, etc. I was recruited by the CEO to come and deal with those matters and once they had been addressed, I once again felt that my job was done. When the challenge at SAMSA came up, I saw a strategic asset of the South African people that was highly underutilised. Our failure to position ourselves as a maritime economy – whereas we are a maritime country by location – was not something that would solve itself automatically. Instead, a link had to be built. While I did not know the scope of this challenge beforehand, it has been a very interesting journey. It is my passion to work on the development that my country needs. Doing so, you were even elected Business Man of the Year! What prevents you from becoming “bored” with the job though? There is a trajectory that any country that wants to reposition itself needs to complete. During the struggle for liberation, leadership had been one thing that came to a fall. After having been spoilt with leaders such as President Nelson Mandela, we have sort of drifted into a state of thinking we can sit on a course while the ship will sail itself. I think we have underinvested or underleveraged the asset of leadership in the country. The chaos that we sometimes see is the result of this lacking. When we look at

“I TRULY BELIEVE THAT IN THE NEXT FIVE TO EIGHT YEARS, SOUTH AFRICA WILL BE WELL POSITIONED AS AN INTERNATIONAL MARITIME SERVICES CENTER, BECAUSE WE HAVE THE TRAFFIC, THE HUMAN CAPITAL AND THE SYSTEMS.”

investors that need to come into the sector, we see that they mainly seek credibility, integrity and sustained leadership. They do not have the time to analyse your sector and it is up to you to sell the sector to them. This makes me believe that, despite my own personal achievements that may tempt me to move on and do other things, we have not yet positioned the sector well enough for one to call it a day. While one will never be 100% done, it is first and foremost important to ensure that the ship has turned. At the moment, I do not think we have reached this point yet. Would you like to add any final message on behalf of SAMSA? SAMSA has just celebrated its 15th birthday. One gift to South Africa would be that we can share the message that South Africa is good for business. South African maritime is open for business. It is cheap to do business here and the country can be used to obtain access to the African region by setting up regional offices here, using South Africa as a gateway to the continent. The entire African market is open to shipping because we do not yet have the infrastructure to trade via road and rail. If the world wants to obtain access to roughly one billion people in this part of the world, it needs to be aware that South Africa will be a very good platform to do business from. As Premier Helen Zille said, I think we will succeed in repositioning very particular services in a very concrete manner. I am very passionate about the oil and gas sector in particular, as we have all the elements to become a major oil and gas services center.

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CORPORATE PROFILE FINANCIALS | INSURANCE | INSURANCE – NON-LIFE

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. Chairman Marsh Shirtliff founded Motorite 29 years ago, and Managing Director Justen Cooper joined the company in 1998. Under their guidance, Motorite has become a formidable force in the Warranty and Maintenance Plan Administration industry. JUSTEN COOPER Fortunate to show high progressive MANAGING DIRECTOR growth over the last 11 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. 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.

Founded: 1984 Founding member: Marsh Shirtliff Employees: 200 Branches: Johannesburg, Cape Town, Durban, Namibia, Botswana, Swaziland Current customer base: Absa Vehicle & Asset Finance, Fiat Group Automotive SA, Barloworld Motor Group, Combined Motor Holdings, General Motors SA, Halfway Group, Iveco SA, UD SA, Reeds Group, The Super Group, Hino SA, Toyota Financial Services, Unitrans Motor Group, Volkswagen SA, WesBank, Mekor Motor Group, Scania International, MiWay, Sandown Motors, Ancot Trust, Rola Motor Group, Kelston Motor Group

NATURE OF BUSINESS Activity: Insurance administrator Products/services offered: Products and services within the motor vehicle insurance industry, including The Options Formula range of Motor Vehicle, Truck and Motorcycle Warranties, Options Motor Drive Maintenance Plans, Options Motorway Service Plans, and The Options Range

1 FOUNDED IN 1984 BY MARSH SHIRTLIFF

MANAGING DIRECTOR JUSTEN COOPER JOINED THE COMPANY IN 1998

BRANCHES:JOHANNESBURG, CAPE TOWN, DURBAN, NAMIBIA, BOTSWANA, SWAZILAND

4 LARGEST INDEPENDENT ADMINISTRATOR IN SOUTHERN AFRICA

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COMPANY PROFILE STATISTICS/ DEMOGRAPHICS/ HISTORY

FAST FACTS

of Value Added Products. Motorite is a registered financial service provider. FSP License No: 9140.

CONTRACTS & AWARDS Industrial standards: FAIS Compliant, Readability Mark Recent awards: Top300 Company 2004-2012; Motorite Racing: 2005, 2006, 2007, 2009 and 2012

“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.”

CEO: Marsh Shirtliff Managing Director: Justen Cooper Financial Director: Jonathan Vogelzang Regional Director: Steve Ray Physical address: Motorite House, 69 Nanyuki Street, Sunninghill, Johannesburg 2157 Postal address: PO Box 1034, Gallo Manor 2052 Telephone: 0860 66 22 11 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

With the QR-Code you can visit:

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NISTRATO RI N G

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

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FM O IN D M

2013/03/18 3:04 PM

CORPORATE PROFILE TRANSPORT | RAIL, ROAD & FREIGHT

Berco – an Aramex Company is a logistics solutions provider and offers a broad range of services including: International Express, Freight, Logistics Solutions, Domestic, eCommerce & Automated Mailroom Solutions. The business comprises of 16 branches and 3 warehouses nationwide, and employs more than 870 people. In December 2011, Berco was acquired by Aramex, a global logistics and transportation solutions provider. Founded in 1982, Aramex is a publicly traded company on the Dubai Financial Market (DFM: ARMX). Aramex employs more than 12 300 people in over 353 locations, across 60 countries, and leads a strong alliance network by bringing together 40 independent express companies from around the world. Aramex now has a strategic entry into Africa’s largest and most developed economy, thereby helping it to cement its leading position in emerging markets. The official name change to Aramex South Africa will take place mid-2013. Improved technology, best logistics practices and a committed global team are only some of the benefits that the acquisition has brought to the company, its customers and its suppliers. The full range of services offered by Aramex will be introduced to the local market, following a phased approach. These include integrated logistics solutions, secure records and information management solutions, as well as e-services such as e-business solutions, and Shop and Ship™. In addition, there are finite plans to expand across southern Africa with the opening of additional offices and warehouses. At the same time, South African employees will receive additional training to support the expansion strategy across Africa. Investment in infrastructure and technology is a key driver for the business in order to capitalise on increasing demand in emerging markets for outsourcing of supply chain and information management services. Investment in people is equally important for sustainable growth. Value creation for customers is central to the company’s strategy and the dedicated business solutions team’s focus is on service improvement, innovation and tailored solutions. The Drop Box is a prime example of such innovation – offering a fast, reliable and convenient store-to-door courier service to consumers and small businesses. The Drop Boxes are available at over 215 Pick n Pay stores nationwide, with a plan to install another 200 before the end of the year. Courier sleeves are available for purchase over the counter on a prepaid basis and the packages are delivered throughout SA to main centres, Monday to Friday before 10h30.

FAST FACTS 1 BERCO WAS ACQUIRED BY ARAMEX IN DECEMBER 2011

EMPLOYEES: BERCO – AN ARAMEX COMPANY: 870 AND ARAMEX: 12 300

3 OFFICES: BERCO – AN ARAMEX COMPANY: 16 AND ARAMEX: 334

4 THE DROP BOX SERVICE IS A FIRST FOR SOUTH AFRICA AND WAS LAUNCHED IN 2010

CONTACT INFORMATION HEAD OFFICE Physical address: 1 Quark Crescent, Linbro Park, Sandton 2065 Postal address: PO Box 260584, Excom 2023 Telephone: +27 (0)11 457 3000 Fax: +27 (0)11 457 3126 Website: www.aramex.co.za

COMPANY PROFILE STATISTICS / DEMOGRAPHICS / HISTORY Founded: Berco: 1992 and Aramex: 1982 South African CEO: Andy van der Velde South African Country Manager: Dianne Chamberlain

Purpose: To enable and facilitate regional and global trade and commerce

NATURE OF BUSINESS

Activity: International Express, Freight, Logistics Solutions, Domestic, eCommerce & Automated Mailroom Solutions Mission: To be recognised as one of the top five global logistics and transportation companies

With the QR-Code you can visit:

www.facebook.com/ AramexSA www.twitter.com/ @AramexSA

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SECTOR OVERVIEW MANUFACTURING

MANUFACTURING

NUMBERS

Source:www.SouthAfrica.info

R5,75 BILLION Offered by the DTI as an incentive to the manufacturing sector

451 000

No. of employed people in agri-processing in the formal sector

1,4 BILLION

Ranking of SA telecommunications development in the world

4% 5% Agriculture’s contribution to GDP

SA growth rate of the cellphone market per year

SA’s ranking as the largest steel producer in Africa

4TH

Fastest growing cellphone market in the world

+-7%

in South Africa OVERVIEW Manufacturing comprises six industry sectors: Textiles & Clothing Production, Information & Communication Technology (ICT) & Electronics, Chemicals, Automotive, Agriculture and Mining & Metallurgy. Through diversifying the manufacturing landscape, SA has permitted its

2,5 BILLION

Exports accounting for textiles

The telecommunications industry contribution to GDP

Approximate contribution of agri-food complex in SA to GDP

50%

Exports accounting for apparel

R124 BILLION

GDP contributed by chemical industry

60%

Contribution to Africa’s total steel production

manufacturing base to develop and yield global economic competitiveness. Not only does the SA manufacturing sector actively compete in the global economic community but it delivers a platform for SA progression in achieving specific outcomes in services such as job creation and economic development in the country.

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CONSTRUCTION & BUILDING MATERIALS | HEAVY CONSTRUCTION INTERVIEW

Celebrating 17 years of business Umso Construction was built on the ethos that success is achieved over time… and that tough and rough times are to be ridden with caution and diligence, says Umso Director, Tollo Nkosi. About us Umso Construction (Pty) Ltd has grown steadily over the past 16 years from a company that started with a R5m turnover to a R400m+ concern today. Our focus over the years has primarily remained civil engineering construction services to the public sector, although our operational footprint has expanded across South Africa (SA) and into our neighbouring countries.

Name Tollo Nkosi Postion Director

Our strategy and experience Our strategy has been to grow the business, not just in terms of turnover and revenue alone, but by ensuring that our growth is equally matched with competent skills and construction equipment to support and meet our clients’ needs. We find ourselves in markets that are particularly new to SA given the rapid response to Renewable Energy Interventions by government and other stakeholders. These are extreme contracting conditions, but we also know that lessons learned in these markets will enable our teams to function better in similar conditions in the future. We deploy employee development programmes designed to ensure personnel are more than equipped to deal with all our operational needs, and In-house and OnJob programmes are tailored specifically to company standards, but where necessary, we do make use of external service providers. Our partnerships Umso Construction has aligned itself with numerous JSE listed and other major construction companies to address technology transfer needs and particularly to pursue partnerships that strengthen our ability and exposure to deliver on major projects. Our continuous involvement in these partnerships has further ensured confidence in our ability to deliver and perform well on large scale projects such as the construction of the Gautrain, Gauteng Freeways Improvement Programme, Solar and Wind Energy Project across SA, and others.

Our outreach projects We continue to support localised social development programmes. We work specifically in the areas in which we operate in as we believe these communities best benefit from our support and nurturing. This also allows us easy oversight of the projects we align ourselves with, and we foster the relationships between the sponsors, the communities and beneficiaries, by using social networking platforms such as Facebook and twitter. Our future It is evident that our government acknowledges the crucial role the construction industry plays in infrastructure development and, in particular, job creation. And for this reason, we have undertaken to invest in long-term strategies to ensure our role within the sector is visible and that we also support government initiatives and interventions that are aimed at curbing the scourge of poverty and joblessness. The global market is also beginning to show signs of revival post the 2008 global financial crisis and so we remain positive about the future. Governments further commitment to increase financial spending and support on the construction sector for medium- and long-term projects, including renewable energy and transport infrastructure between economic hubs such as Johannesburg and Durban, is also an ever-encouraging reality that we look forward to.

“…WE HAVE UNDERTAKEN TO INVEST IN LONG-TERM STRATEGIES TO ENSURE OUR ROLE WITHIN THE SECTOR IS VISIBLE….”

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CONSTRUCTION & BUILDING MATERIALS | HEAVY CONSTRUCTION CORPORATE PROFILE

Edwin Construction (PTY) LTD is a multidisciplinary company. The company is well represented and associated with leading construction companies in South Africa. We support government’s initiatives and strongly endorse the RDP principles which aim to uplift all communities. We are a company of vision. A company with a unique idea of where we want to be and what we want to achieve. From the very heart of our corporation, to the boundaries of the globe, we at Edwin Construction have broadened our vision of the future in the interests of giving a sustainable but prosperous future for the people of our great land. We do this through our core values of teamwork, leadership and excellence. EDDIE MAILA Like that of our company, the future of CEO this country lies in its people, and Edwin Construction takes pride in the numerous projects it is involved in, which are aimed at alleviating the harsh economic conditions our people endure. Our company realises the importance of implementing an affirmative action and empowerment programme for underprivileged communities. The implementation of this type of programme entails possible changes within the company, but ultimately it’s about the empowerment and upliftment of underprivileged communities. Therefore Edwin Construction’s affirmative action and empowerment plan has both an internal and external focus. Internally: The company strives to be an equal opportunities employer in order to ensure that the staff reflects the whole spectrum of the South African community. Presently the company employs a number of previously marginalised civil engineers and engineering technicians. These staff members form an integral and highly respected part of the company. Externally: We offer scholarships to engineering students from underprivileged communities, thus ensuring quality tertiary education for these potential engineers. Obstacles to the successful implementation of our affirmative action programme, as well as addressing past imbalances where talent in the female and marginalised area has largely been neglected, are addressed on an ongoing basis. Edwin Construction strives, through our training, affirmative action and empowerment programme, to develop emerging engineering contractors, consulting engineers as well as individuals in the field of construction, and other positions traditionally held by nondesignated groups. We strongly believe that by implementing this programme on an ongoing basis our company will be part of an equal opportunities South African economy.

COMPANY PROFILE STATISTICS/ DEMOGRAPHICS/ HISTORY

NATURE OF BUSINESS

Founded: 1997 Founding member: Eddie Maila Employees: 1 800 Memberships: SAFCEC

Activity: Civil engineering, roads and earthworks and contract mining company offering construction services.

BUSINESS & FINANCE

Major contracts: Major rehabilitation of various roads in the Free State, Limpopo, Mpumalanga and North West provinces.

Budget Turnover: < R1 billion Operating profit: R100 million Financial year-end: June Holding company: Edwin Construction Bank: ABSA Corporate, Merchant Bank, Standard Bank Corporate, Investec Auditors: BDO Spencer Steward Inc. Customer base: Mining houses, national and provincial government departments Major accounts: SA National Roads Agency, Road Agency Limpopo, Mpumalanga Provincial Government (Department of Roads and Transport), North West Department of Transport, Roads and Community Safety, Graspan Colliery, Free State Provincial Government Department of Roads and Transport.

CONTRACTS & AWARDS

FAST FACTS 1 FOUNDED IN 1997

A MEMBER OF SAFCEC

ENJOYS A PROFIT OF R103 MILLION PER YEAR

4 ONE OF THE LARGEST BLACK EMPOWERED CIVIL, ROADS AND EARTHWORKS COMPANIES

5 AIMS TO OPTIMISE ITS EXISTING ASSETS AND GRADUALLY INCREASE THE SIZE OF ITS BUSINESS THROUGH ORGANIC GROWTH

CONTACT INFORMATION CEO: Eddie Maila 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, Johannesburg Postal address: PO Box 8692, Edenglen 1613 Telephone: +27 11 524 7000 Fax: + 27 11 524 7001 Email: information@edwin.co.za Website: www.edwin.co.za

TRAINING & CSI

Training programme: Engineering skills training, generic training and entrepreneurial training.

EMPOWERMENT STATUS

Shareholding: >50.1% executive directors; >50.1% total staff Empowerment rating: Level 2 Contributor – EmpowerLogic B-BBEE Verification Agency

With the QR-Code you can visit:

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SECTOR OVERVIEW HEALTH

HEALTH SECTOR

BY NUMBERS 4 200

Health care in South Africa varies from the most basic primary health care, offered free by the state, to highly specialised, hi-tech health services available in both the public and private sector.

No. of public health facilities in South Africa

1 600

No. of clinics built or upgraded since 1994

165 371

No. of practising doctors in the private sector for every 4 219 people South Africans

No. of qualified health practitioners in both public and private sectors

38 236 No. of doctors

1 200 Average number of medical students who graduate annually

5 560 No. of dentists

Age cut-off for free health care for children

.77 PER 1 000

The doctor-to-population ratio

265

No. of national laboratories, serving 80% of South Africans The bulk of health sector funding comes from South Africa’s National Treasury. The health budget for 2012/13 was R121b, which was aimed at improving hospitals and strengthening public health ahead of the National

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Health Insurance scheme. In 2011, total spend on health was R248.6b – or around 8.3% of GDP – way above the 5% recommended by the World Health Organisation.

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PHARMACEUTICALS & BIOTECHNOLOGY | PHARMACEUTICALS INTERVIEW

Brian Daniel “Living our full potential in striving for a healthier southern Africa” is Pfizer South Africa’s vision, and it puts the company at the forefront of healthcare in the country.

Name Brian Daniel

Please give a brief summary of the company and its services and which markets it caters to. The company’s new vision, ‘living our full potential in striving for a healthier southern Africa’ forms part of Pfizer’s ethos where we strive for every southern African to have access to quality healthcare. Pfizer is the world’s largest Research and Development Pharmaceutical multi-national that covers a wide range of medicines and treatments. These include oncology, vaccines, cardiovascular, biological medicine, neuroscience, urology, anti-inflammatory, pain medication, anti-coagulation, anti-infectives, ophthalmology, consumer health and nutritionals. Our key stakeholders include government, associations and healthcare professionals.

Qualifications Aviation background. MBA - I spent 10 years in Australia, five years in Hong Kong, 2 years in Japan and the past four and a half years in South Africa.

“WE ARE A FAMILY AT PFIZER AND SO THIS BUILDS INTO OUR SUCCESS.”

Occupation Country Manager for Pfizer South Africa’s Biopharmaceutical division Steps to success 1) Clear Vision 2) Performance 3) Engaging all levels of Management Philosophy The foundation is always built on people and respect – so my philosophy is people. Best decision Joining Pfizer Worst decision On first arriving in Hong Kong I thought it was the worst decision I had made in accepting the position but once I got settled the place grew on me. Pfizer history Founded by cousins Charles Pfizer and Charles Erhardt in 1849, our pharmaceutical company has remained dedicated to discovering and developing new, and better, ways to prevent and treat disease and improve health and wellbeing for people around the world.

Ambitions and motivations are complex; what drives you? Success, transparency and trust, and being able to address potential failure before it is realised. Running a company is very challenging and so is the entry criteria for the Top Performing Companies publication. Why do you think you have achieved such positive results? Passion, teamwork and respect for others. We are a family at Pfizer and so this builds into our success. Define your management strategy? Having a clear long-term vision for the company. This is attained by conducting strategic workshops at least every 18 months. In the shorter time frame we select 10 - 15 top line issues every year that if not managed correctly would lead to failure for that particular year - we refer to these as our “Must Win Battles.” Which comes first, people or profit? Always people! We remain committed to investing in our people, processes and

communities in which we operate. Our efforts have not gone unnoticed and last year, the Department of Social Development recognised our outstanding CSR contributions. How do you manage stress? I have a very pragmatic approach, and always find that it helps to involve other people when I feel stressed. What are your talent management (attraction and retention) strategies? Pfizer continuously focuses on talent management. What we look at is: 1. Passion 2. Strong team work 3. Will to work hard Identify three key points to someone embarking on fulfilling a CEO’s post? 1. Listen and learn 2. Make the necessary changes 3. Be sure to test the water What’s next for your company? Making a positive contribution to the South African healthcare landscape, and in so doing, ensuring that the team realises growth and revenue opportunities for 2013 and beyond.

“OUR LIFE’S WORK IS TO ENSURE THAT INNOVATIVE MEDICINE REACHES THE SOUTH AFRICAN MARKET, THEREBY CONTRIBUTING TO QUALITY HEALTHCARE PROVISION IN THE COUNTRY AND BEYOND.” Standout achievement for 2013 One good example is our support of the North West University’s Hypertension Clinic, Pfizer South Africa has sponsored a 16-seater minibus to the new centre and additional funding, which will go towards the vehicle’s maintenance and running costs for the next three years starting from 2013. Such successes are key and point to a social commitment strategy that does not merely work, but works well.

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Dr Bobby Ramasia – Bonitas Medical Fund

Principal Officer Dr Bobby Ramasia is a medical doctor to a professional football team and medical adviser to the South African Olympic team.

Date of birth 30 December 1960 Occupation and position Principal Officer – Bonitas Medical Fund Steps to success • Qualified as medical doctor • Achieved an MSc degree in Sports Medicine • Practiced as a family practitioner • Medical Commissioner National Olympics Committee of South Africa • Director of Lethimvula Investments • Executive Director Medscheme Principal Officer – Bonitas Medical Fund Standout achievements Medical Commissioner National Olympics Committee of South Africa. Team Doctor for the South Africa Football Association and Orlando Pirates Football Club. Principal Officer – Bonitas Medical Fund. Business philosophy To constantly identify and exploit new opportunities within one’s chosen field. Best decision Broadening my horizons within the healthcare industry.

Give a brief summary of the company, its current products, services and the markets it caters to. Bonitas Medical Fund is a registered medical scheme run by a Principal Officer and the Board of Trustees who are elected by members during an annual general meeting. Established in 1982, Bonitas Medical Fund celebrates its 30th anniversary and the scheme has grown to become the second largest ‘open’ medical scheme in South Africa. Bonitas recently amalgamated with Pro Sano Medical Scheme and has over 300 000 principal members and over 700 000 beneficiaries. This represents a market share of about 9 percent based on the numbers of beneficiaries covered by private medical schemes in South Africa. Bonitas provides a broad range of medical scheme options that are suitable to people from all walks of life – from a CEO of a large corporate to the home executive. What differentiates Bonitas from other medical schemes is its focus on providing value-for-money medical scheme benefits. Ambitions and motivations are complex; what has driven you in the past and what drives you now that you have achieved success? I strongly believe that every individual is responsible for developing their potential to the full. That philosophy means you must know yourself well, be comfortable in your own skin and keep working hard to stretch your own personal envelope to discover your limits. There is always room for improvement no matter what you may have achieved in life and that continues to motivate me. Running a company in the current environment can be challenging. Tell us why you think you have achieved such positive results. I decided early in life that I wanted to follow a career in healthcare. This has driven me to do my best at whatever I undertake. One of my other passions in life is sport and I am fortunate that I have been able to combine the two as medical doctor to a professional

“A CEO IS A LEADER AND AS MENTIONED A LEADER MUST BE VISIONARY, CHARISMATIC AND HAVE GREAT PERSONAL INTEGRITY.” football team and as medical adviser to the South African Olympic team. Define your management strategy and how it has assisted in achieving your goals. My management strategy is consistent with my personal philosophy. I have a participative management style that encourages those working with me to be the best they can be. This filters through to their performance, which has in turn helped me achieve my goals. In your experience, what comes first – people or profit? People. Without profits, a business cannot be sustainable so profits are crucial – but ultimately people are the source of profits, so the focus in any business must be the people first. Achieving your level of success has traditionally been considered a stressful journey. Is that true in your case and how do you manage it? It is true in my case as well, but it’s important to keep your feet firmly on the ground. My family, as well as my passion for sport and wildlife, give me the balance and perspective I need. In your role as the new CEO, what are your strategies to sustain your business during these trying times? Bonitas’ core differentiator has always been our value-for-money offering which

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HEALTH | HEALTH MAINTENANCE ORGANISATION INTERVIEW

is particularly relevant in difficult financial times, so I don’t see that changing. However, Bonitas does not have the market acceptance it deserves and I believe our focus must be on our brand and building a positive market perception. Sustainability in business is becoming hard to ignore; how do you define it? Sustainability is particularly relevant in the healthcare environment and in this context the word has a specific meaning. Healthcare systems worldwide are grappling with the issue of sustainability due to a number of factors, including ageing populations, the high cost of new medical technology, the burden of disease and, more recently, the influence of lifestyle diseases. Finding solutions to these issues are key to achieving sustainability in the healthcare environment.

“BONITAS RECENTLY AMALGAMATED WITH PRO SANO MEDICAL SCHEME AND HAS OVER 300 000 PRINCIPAL MEMBERS AND OVER 700 000 BENEFICIARIES. THIS REPRESENTS A MARKET SHARE OF ABOUT 9 PERCENT BASED ON THE NUMBERS OF BENEFICIARIES COVERED BY PRIVATE MEDICAL SCHEMES IN SOUTH AFRICA.”

How important do you regard innovation in your business? It is crucial in any business as it is the most difficult competitive advantage to replicate. It’s needed to develop relevant products, vital in benefit design as well as the various interventions being developed to promote sustainability in this industry. What skills do you think leaders of the future are going to need? Leaders in any business environment must be visionary and charismatic so employees can believe in their leader so the vision becomes a reality, and leaders must also possess great personal integrity so that employees and customers can believe in the company and the products and services it sells. How important is self-analysis and selfresearch within the operating infrastructure of the business? I believe it is critical from a personal and business perspective. The healthcare landscape is extremely dynamic and competitive and if you don’t keep your eye on the ball, the medical scheme can become irrelevant in a very short space of time.

Do you believe there is still room for entrepreneurial flair in business? Absolutely! Without entrepreneurial flair, innovation cannot develop beyond being nothing more than an idea. It needs substance, development, an element of risk taking, courage and implementation; that is the essence of entrepreneurial flair. Identify three key points to someone embarking on fulfilling a CEO role. A CEO is a leader and, as mentioned, a leader must be visionary, charismatic and have great personal integrity. A strong personal work ethic is not a bad trait either. If you could advise government on policy, what critical suggestion would you make right now? A few months ago I would have said work more closely with the private healthcare industry but the launch of the Social Compact Forum on 8 November 2012 seemed to have addressed my concerns in that area. I believe our government is getting it right. Where do you hope to expand and improve business strategies and objectives? Bonitas has among the strongest key indicators in the market. We have the critical mass, financial strength, and the ratios to position us to take advantage of the current market consolidation while driving penetration into specific target markets. What change is in store for the company? The healthcare market in South Africa is extremely dynamic and faces fundamental change as the government and the Department of Health continue to implement the 10-point plan to transform the healthcare industry. In this environment, Bonitas will be challenged to fundamentally change the way we do business so our products remain relevant in a market which will be dominated by a National Health insurance system launching in 2025.

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ard decisions.

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THE OLD SHANGHAI FIRECRACKER FACTORY 702654

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Appreciate the little things. For more information on the best suited medical cover and preventative benefits, for you and your loved ones, contact us on 086 000 2378 or visit www.bestmed.co.za

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EDUCATION SECTOR OVERVIEW

EDUCATION

A new Strategic Planning Framework aimed at improving teaching is set in motion.

he framework for 2013 outlines a 15-year rollout of improved and expanded teacher education and development opportunities with the aim of improving the quality of teaching and learning in schools. It is a collaborative effort of the Department of Basic Education; the Department of Higher Education and Training; teacher unions; the Education Labour Relations Council; the South African Council for Educators; the Education, Training and Development Practices Sector Education and Training Authority; and the Higher Education South African Education Deans’ Forum. The Teacher Development Summit held in Johannesburg in 2009 was a milestone in the transformation of the South African teacher education system. The Summit gathered together 350 participants, many of whom were practising teachers, to debate and find solutions to the urgent needs in teacher education and development. The Summit resolved that a new, strengthened, integrated plan for teacher education and development be prepared. As a result, all the roleplayers came together to develop the new Integrated Strategic Planning Framework for Teacher Education and Development in South Africa 2011-2025. The Plan puts forward improved and expanded teacher education and development opportunities in order to improve the quality of teaching and learning in schools. It addresses the call to “reopen the colleges” in a variety of ways, so as to improve teachers’ – and prospective teachers’ – access to quality education and development opportunities. The principal stakeholders who worked together to produce the Plan include the national and provincial education departments, the national teachers’ unions (the South African Democratic Teachers’ Union, the National Professional Teachers’ Organisation of South Africa, the Suid-Afrikaanse Onderwysunie/South African Teachers’ Union, Professional Educators Union, and the National Teachers Union, the Education Labour Relations Council, and the South African Council for Educators.

“The Summit resolved that a new, strengthened, integrated plan for teacher education and development be prepared.”

Much of what the Plan offers will start immediately and unfold over the next 15 years. Teachers will be kept informed of available teacher development opportunities as they unfold over time. Our country needs to take care of our education needs today, as well as to build a solid foundation for future generations of teachers who follow in our footsteps.

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CTI Education Group provides private higher education across 12 campuses in South Africa • • • • •

Registered with the Department of Higher Education and Training (DHET). Reg. No. 2004/HE07/004 (South Africa) Accredited by the Council on Higher Education (CHE) (South Africa) Accredited by the British Accreditation Council (BAC) (UK) CTI has degree-conferring status in South Africa CTI’s qualifications are registered on the National Qualifications Framework (NQF) by the South African Qualifications Authority (SAQA)

Why students choose CTI • • • • • • •

Locally and internationally recognised degrees Degree-conferring private institution Student loan assistance available 12 campuses in South Africa Job placement assistance High pass rates Small classes

We pride ourselves on offering technology-enhanced learning through the use of tablets and eBooks – one of the benefits of being part of Pearson, the world’s leading learning company. From 2013 all 1st-year CTI Degree and Higher Certificate students will be provided with a Samsung Galaxy Tab2 10.1 – a tool for the duration of their studies.

Bedfordview campus 011 450 1963/4 | Bloemfontein campus 051 430 2701 | Cape Town campus 021 674 6567 Durban campus 031 564 0570/5 | Durbanville campus 021 914 8000 | East London campus 043 721 2564 Nelspruit campus 013 755 3918 | Port Elizabeth campus 041 374 7978 | Potchefstroom campus 018 297 7760 Pretoria campus 012 348 3060 | Randburg campus 011 789 3178 | Vanderbijlpark campus 016 931 1180 International Office +27 11 467 2396 | Group Head Office 011 467 8422

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SUPPORT SERVICES | EDUCATION & BUSINESS TRAINING INTERVIEW

Linda Ann Botha Top Performing delves into the strategy and thinking behind SkillsTrain Distribution’s performance.

Name Linda Botha Born 3 February 1961 Occupation and position Managing Director Steps to success • Optimism and always being hopeful and believing in oneself • Resilience in the face of setbacks or challenges • Continual persistence • Keeping up-to-date and moving with the times Standout achievements • Starting the business – Impact Consultants • Being awarded the agency for IFSTA fire protection publications together with the South African Fire Services Institute • Coming 3rd in the Ernst & Young Business Mover of the Year 1995/1996 • Sale of Impact Consultants under contract, bought business back and relaunched as SkillsTrain in 2006 • Winning the RT4 government tender 2010-2013 • Nominated as a finalist in three categories in the National Business Awards 2012

Give a brief summary of the company, its current products and/or services, and which markets it caters to? SkillsTrain Distribution imports and distributes training products such as DVDs, textbooks, instructor resources, specialised journals, or, a virtual university that offers training via a training centre, or any individual worldwide who meets system requirements. The company ensures that it helps clients up their game. It represents most major publishers and producers in the UK, USA and Europe. The company further specialises in niche market areas such as fire, emergency medical services, disaster management, industrial health and safety, risk management, technical training, and maritime and mining, etc. What drives you? What drives me are the opportunities the success of the business has given me. It has enabled me to make a difference, and assist our people and departments, and this has enabled the company to create a platform that gives back. I find the challenge extremely stimulating and it is rewarding watching the growth and levels of professionalism that emerge from our various departments. In your experience, which comes first: people or profit? Without a doubt, people. If one gets that right, profit will follow through word of mouth!

thoughts and yourself. Solid relationships, staying fit and healthy, and relaxing with family and friends over a candlelit dinner gets me through most days. How do you define the South African business culture? Friendly, but difficult to break into. However, if you build bridges with trust and integrity, and deliver consistently high service levels, then doing business becomes easier over time. What are the drivers of economic growth in South Africa? Supporting small to medium sized businesses, and from there, new markets, products, people, and opportunities will emerge. Sustainability in business is becoming hard to ignore; how do you define it? One has to be creative, look for new products, market opportunities, and move with what that market segment requires at that given time. You need to be able to think on your feet. If you could advise government on policy, what critical suggestion would you make right now? Take a step back and try to speed up the process in assisting small to medium sized businesses to tender or register on a national database and/or licence or patent products, as this is a big deterrent to innovation in this country.

What are you passionate about? Consistent change, all the time. New products, new opportunities, continuously changing technologies and information. That’s my passion!

What’s next? Next, we plan to grow the existing segments of the business and develop new niche market areas.

Achieving your level of success has traditionally been considered a stressful journey; is that the case, and if so, how do you manage it? The importing and tendering business has always been stressful. One has to get used to pressure, and learn how to master your

“IF YOU BUILD BRIDGES WITH TRUST AND INTEGRITY, AND DELIVER CONSISTENTLY HIGH SERVICE LEVELS, THEN DOING BUSINESS BECOMES EASIER OVER TIME.”

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THE SOFTER

SIDE OF LIFE Soft skills are important, but they are only part of the talent management equation, writes Carol Butcher.

Globally, the business operating environment is very tough. “If organisations want to survive and prosper, they need to employ people with the necessary expertise, professionalism and leadership,” says Fasset CEO Cheryl James.

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uman Capital Institute Africa Managing Executive, Suzy Boucher, says this can prove very difficult and very expensive, if not impossible: “I do not think we are being realistic, and this is not only limited to South Africa, if we be-

lieve that we can find an individual with the requisite expertise, professionalism and leadership for the majority of jobs we seek to fill.” Expertise is acquired through a combination of formal learning and workplace experience. Formal learning at

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SOFT SKILLS EDITORAL

educational institutions and employers that will help identify what skills or expertise need to be taught to service the workplace now and in the future,” Boucher explains. Experience vs Exposure Boucher equates experience with exposure to new opportunities and experiences, which enable one to grow one’s skills repertoire; experience has nothing to do with years of service. Unfortunately, new entrants into the job market and workers at the lower rungs of the organisation often struggle to increase their experience set. Boucher attributes this to the fact that the older generation holds all the cards in terms of experience and, generally, position. Because they are so busy, time is seldom set aside to pass on experience and open the way to new experiences to the younger generation. The consequences of this approach are dire. Boucher paints two possible, but very different, scenarios which organisations may have to confront in the not-too-distant future: “We will not have enough experienced people to hold down the key jobs that make organisations work, or the younger generation will simply re-write the rule book to suit their ability and capability, so it really will not matter.”

universities and many business schools does not equip individuals with the expertise that employers are looking for. “There is a gap in conversation between formal learning institutions and the workplace. I do not see concerted efforts to create a conversation between

Professionalism Expecting to employ people with the necessary professionalism is also problematic. Not only does the notion of professionalism differ from sector - to - sector, but expectations shift as one climbs the corporate ladder. Boucher cautions that recent appointees are unlikely to have mastered the professional behaviours associated with their new position. Instead of expecting professionalism to be a given, employers should recognise that there will inevitably be an adjustment period while the incumbent learns the “new language.”

“CEOs, CFOs and COOs are often accused of being deficient in the area of soft skills. This has impacted very negatively on the way in which the HR function is perceived.”

There are also serious constraints in terms of leadership, as leadership skill is almost entirely dependent upon the leadership team and the organisational culture. “An individual not properly inducted into this code or culture will find that their individual leadership ability is undermined or ineffective. Does this mean that the individual does not have the requisite leadership skill? They are simply different, and different is generally neither effective nor accepted,” Boucher contends. Soft Skills Not only are there enormous challenges, globally, around finding employees with the requisite expertise, professionalism and leadership, there are also serious challenges around finding employees with the requisite soft skills, which enable individuals to “hit the ground running”, in the workplace. Illustrating the importance of soft skills, Head of ACCA SA, Nadine Kater, describes soft skills as “the lubricant which oils and ensures the sound functioning of any organisation”. Boucher says CEOs, CFOs and COOs are often accused of being deficient in the area of soft skills. This has impacted very negatively on the way in which the HR function is perceived. “This seems to have given them an excuse to look down on their colleagues tasked with taking care of the soft aspects of business, such as the people. The CHRO has more often than not had a mammoth job just trying to keep his or her monthly meeting with the CEO, let alone convincing the CEO of placing more focus on these HR activities.

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“Expecting to employ people with the necessary professionalism is also problematic. Not only does the notion of professionalism differ from sector - to - sector, but expectations shift as one climbs the corporate ladder.”

For decades now HR has been trying to secure a seat at the table and, in so doing, have lost sight of what they need to do to remain relevant, not only to the CEO and executive team, but to the employees who succumb to HR processes.” James attributes many of the workplace challenges associated with talent management, remuneration, employee engagement, succession planning, and project management to poor communication skills, poor time-management skills, and a lack of employee engagement. Kelly Group Executive: HR, Bev Jack, sheds some light on the term “soft skills”. “Soft skills is a sociological term relating to a cluster of personality traits, social skills, communication, personal

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habits and behaviours which characterise relationships with other people. These soft skills complement the hard technical skills which are the vocational/ occupational requirements of a job. These soft skills are personal attributes, which enhance the individual’s interactions, including job performance. As these often relate to a person’s ability to engage effectively, they are more broadly applicable; they are not limited to the workplace and relationships with co-workers and customers, but also apply to life and how one interacts with others.” Jack cites communication skills, conflict resolution, personal effectiveness, teamwork, influencing skills and persuasion/selling skills as

highly sought after skills. “Often these behavioural competencies, over the longterm, can add much value to professional success, over and above the occupational skills acquired. These soft skills are increasingly sought out by employers in additional to occupation qualifications.” For Boucher, the value of personal and interpersonal skills lies in the fact that these skills help to create a sense of belonging, a shared understanding, congenial and respectful work environments, preserve dignity and also promote a desire to work together towards a common purpose or goal. However, soft skills and technical skills are not enough. Boucher says individuals also require global resilience skills, such as agility, the ability to deal

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“The increased complexity of our world has multiplied exponentially. To deal with, survive through, and succeed with all this complexity; we need to develop new skills, different ways of seeing things, essentially, we need to adapt and evolve.”

with ambiguity, cultural sensitivity, appreciation of diversity and change leadership. “We now operate across the globe, across time zones, with people who speak different languages, who have different ways of behaving; we have access to limitless amounts of information. The increased complexity of our world has multiplied exponentially. To deal with, survive through, and succeed with all this complexity, we need to develop new skills, different ways of seeing things, essentially, we need to adapt and evolve,” Boucher argues. Global Resilience While individuals may additionally require global resilience skills, the reasons for the current soft skills deficit

should not simply be glossed over. James attributes the soft skills deficit in part to the fact that individuals are being promoted into management and leadership positions much earlier, and are possibly losing out on the opportunity to develop soft skills over time: “Whereas baby boomers and generation x had to wait a number of years until they were promoted, individuals are being promoted into positions of leadership much earlier. This is a two-edged sword”. While organisations often benefit from young, energetic leadership, where leaders have been appointed because of their technical skills, you may find there is a skills gap in terms of some of the softer skills, particularly people - skills. Kater, on the other hand, believes the soft skills deficit is a generational issue. “Generation x and generation y employees often lack good interpersonal skills, good communication skills, preferring sms and email to one-on-one communication. This is problematic particularly when these individuals are called upon to engage, and to negotiate to resolve very real, difficult problems, perhaps around non-performance, remuneration, or succession planning.” Remuneration Boucher says the way in which we remunerate individuals is contributing to the soft skills deficit: “Remuneration systems today favour rewarding for the achievement of results, with very little, if any, attention paid to how an individual goes about achieving results, the soft skills.” She cites the banking sector as a case in point. Examples of very senior executives receiving enormous rewards and bonuses, despite unprofessional and unethical behaviour, abound. Although

action has been taken against some culprits, the example has been set – that you need to be like this to get to the top. “We are actually rewarding the lack of appropriate soft skills in the workplace, and not adequately rewarding the use of requisite soft skills. There is simply no reward, and the soft, decent approach to getting something done just takes longer and requires more effort and energy, so these skills become latent and underdeveloped,” Boucher observes. Development Kater says the situation is exacerbated by the fact that organisations do not necessarily understand the true value of soft skills training. “Soft skills training is simply a way to tick the box, confirming that junior employees have been trained.” Perhaps even more grave, is the fact that managers and professionals, arguably the people who need soft skills the most, are often left out of the soft skills training loop completely. Jack believes responsibility for developmental programmes lies with both the individual and the organisation. “Each person is different, unique, complex and special, and the aim of any developmental programme should be mutually beneficial, addressing the needs of the individual as well as the organisation.” Boucher adds an additional dimension, arguing that responsibility lies with the organisation, the individual and with leadership. She cautions, however, that the definition of skills is not static, it is developing. “We should develop with it. No one has the answers yet. We should learn these skills as a community. We should evolve the skills, try things, freshen up our approaches, encourage conversation. Only then will we all learn what we need from each other across

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these borders of country, race, gender, time, religion and culture. We will have a better chance of learning how to cope with all these new concepts and demands. We will build more resilience as we become more familiar with the different ways in which people do and see things. We will become more agile as we develop conversation networks and support structures to tap into to unravel the complexity of situations and information overload, and we will be able to feel safer, not having all the answers, in dealing with a bit of ambiguity and forging on and succeeding. The skills that we need now are evolving; they are not really well-researched and defined and do not fit nicely into Maslow’s hierarchy or Herzberg’s theory.”

“Soft skills is a sociological term relating to a cluster of personality traits, social skills, communication, personal habits and behaviours which characterise relationships with other people. These soft skills complement the hard/ technical skills which are the vocational/occupational requirements of a job.” Bev Jack.

Talent Management James provides some insight into possible reasons for the skills and talent deficit: “Research in the US seems to indicate that very few companies in the US have developed a comprehensive talent management strategy. This may be true for many companies around the world, including South Africa.” The situation is exacerbated by the fact that there also appears to be a knowledge gap in terms of what the concept talent management means. Boucher says talent management is often mistakenly equated with human capital, or what was previously referred to as human resource management or personnel management. This is misleading: “Talent management, in its purest form, is about the management of the talented individuals in an organisation.” To complicate matters further, there is no common understanding of what constitutes talent. Boucher defines a talented individual as “someone who contributes in an above average way to the results of the organisation, regardless of role, has the potential to grow, move up within the organisation’s structures, and has an attitude geared for success”. She cautions that managing talent is not only about soft skills development; it is also about ensuring that that individual is exposed to diverse opportunities in order to develop his or her skills and experience set: “It includes identifying, with the individual, where they are going,

their career path, and putting plans in place to enable them to achieve that plan. It is also about being frank and reviewing the current incumbents in the organisation and identifying where the talented individual might take over a job, be the successor. Talent management is an individualised process. There can never be a “one size fits all” approach, and it cannot be applied in a blanket manner across all members of the organisation. For some talented individuals, much of the talent management process will be about developing soft skills; for others it may be more focused on providing them with the ability to expand their experience.”

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A Holistic Approach Are there any best practices for soft skills development and people development in general? James says organisations should always adopt a holistic approach. Organisations should always strive to develop the whole person. She adds the caveat that while it is important to ensure that an organisation develops and

nurtures both hard skills and soft skills, cognisance should also be taken of the need to ensure a good work-life balance. In a similar vein Kater urges organisations to develop well-rounded individuals: “Take cognisance of both the need to develop soft skills, and the need to develop hard, technical skills. Emotional intelligence is the currency of the future. Organisations, which will flourish in the future, will not be led by technocrats, but by managers and leaders who are able to inspire, motivate and engage their people”. As far as Jack is concerned, crafting a shared vision is key: “Shared visions supported by team learning can accelerate development. Benefits include improved problem-solving capacity through greater access to knowledge and expertise. Learning organisations also encourage openness and transparency in an environment of respect and empathy.” Boucher does not believe in best practice: “The better way forward is to develop soft skills in community or networked structures, with a strong emphasis on practice and exposure to experience. The critical thing is that soft skills are underpinned by behavioural traits and mind sets. To develop soft skills, you essentially have to re-wire a person’s baseline behaviour and terms of reference. You cannot do this by lecturing to them, and you cannot tell them to read about it in a self-help book, especially not these new global resilience skills. “A person has to do things differently, experience how it feels, see how other people react to this new approach and be safe while doing it. It has to be continually reinforced, formally through reward, and informally through praise, recognition and achievement. Organisations are going to have to take a leap of faith and exercise some patience. The organisation is going to have to be a parent providing the environment and guidance to the child while they grow and learn. This is an evolution. You cannot send people off on a course and expect them to come back to work and do things differently. Above all, these new soft skills need to be practised by the leaders. People need to see the leaders behaving this way before they will be motivated on a large scale to grow.”

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SUPPORT SERVICES | BUSINESS SUPPORT SERVICES CORPORATE PROFILE

The Effectiveness Company is an outsourcing/insourcing company, within the industry known as “business transformation outsourcing”. The company delivers sustainable operational performance improvement and optimisation to its clients through an outsourcing/insourcing execution model. Its vision of the company is to be a leader in the delivery of world-class operational implementation using total quality management processes in order to deliver a predictable outcome. The mission is to provide dynamic and innovative professional outsourcing/ insourcing services, which enable customers to excel in operational SUZANNE RAVENALL effectiveness while enriching the lives of all CEO stakeholders and having fun. All these are achieved because of what the company’s staff deliver. It is what people choose to deliver to customers and to each other that makes the company who it is. It starts with what the company agreed on as its vision, mission and values – all of which were created by the people of the company. The Group CEO, Suzanne Ravenall, has excelled in the arena of leadership: 2009 to 2011: Nominated and featured in Top Women; 2003 to 2008: Nominated and featured in Leading Managers of South Africa; 2007: Honouree award for Top Women Entrepreneurs in World; 2006: Nominated for the National Business Leader Award; 2005: Nominated for Ernst & Young Entrepreneur of Year; 2005: African Investor Award finalist; 2004: Finalist in Nedbank Business Woman of the Year; and 2004: African Investor Award runner-up.

FAST FACTS 1 FIRST COMPANY TO PROVIDE FIELD MARKETING WITHIN THE SERVICE INDUSTRY

TODAY PEOPLE, PROCESSES AND TECHNOLOGY NEED TO BE AT FORMULA 1 LEVELS

SEES ITSELF AS THE PIT CREW THAT KEEPS CUSTOMERS THE NECESSARY SECONDS AHEAD

4 TODAY ONLY SECONDS SEPARATE THE WINNER FROM THE TOP FIVE

COMPANY PROFILE

STATISTICS/ DEMOGRAPHICS/ HISTORY Founded: 1997 Founding members: Suzanne Ravenall Employees: 300 Branches: Head Office in Kyalami Office Park Current customer base: Corporate 5 Top brands: Labour managed services, Customer relationship management, management consulting, Execution Box and field management services New products: Business Process Outsourcing (BPO)

NATURE OF BUSINESS Activity: Offering an outsourcing service to its customers Products/services offered: Labour managed services, outsourcing and insourcing

CONTRACTS & AWARDS Environmental health & safety standards: Operates and abides by the Health and Safety Policy. The company provides and maintains a working environment that is safe and without risk to the health of its employees. ISO rating: ISO 9001:2008 – last audit 7 commendations Recent awards: 13/12/2012: Featured in Best Companies to work for; 2011+ 2012: Top Support Services Company; featured in Best Companies to Work For; 2010: Nominated and featured in Best Companies to Work For; 2010:

SA’s Top Companies; 2009: Top Business Support Services Company in Best Companies to Work For; 2009: Placed and featured in the Top300 Best Performing Companies; 2003 to 2008: Nominated and featured in Best Companies to Work For; 2007: Placed in the Top 10 Best Companies to Work For; 2003 to 2007: One of Most Promising Companies

TRAINING & CSI Empowerment initiatives: Offers equal opportunities to all by embracing diversity within a fair and honorable environment. These efforts are equally supported by a mentorship programme that aims at flourishing its employees capabilities of developing from “good to great”. CSI initiatives: Actively involved in the positive transformation of SA’s realities, particularly through various social, community and health programmes. The Effectiveness Company has launched a host of CSI initiatives to assist in the upliftment and empowerment of people throughout South Africa. Suzanne Ravenall has a passion for community upliftment and her role as Nkosi Haven’s patron shows just that.

EMPOWERMENT STATUS

5 THIS NEEDS TO BE DONE CONSTANTLY BECAUSE BUSINESSES ARE DESIGNED FOR THE LONG HAUL, NOT JUST ONE RACE OR A SEASON

CONTACT INFORMATION CEO: Suzanne Ravenall COO: Pramod Otham Physical address: 10 Monte Carlo Crescent, Kyalami Office Park, Kyalami Postal address: PO Box 32662, Kyalami 1684 Telephone: +27 (0) 11 513 5300 Fax: +27 (0) 86 556 2602 Email: info@effectivenesscompany.com Website: www.effectivenesscompany.com

With the QR-Code you can visit:

Black Empowerment Level: shareholding: >35.1% non-executive directors: >50% Executive Directors; >50.1% total staff Empowerment rating: Level 3

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IN THE LOOP WITH

COACHING CIRCLES New research shows that Coaching Circles are emerging as the natural successor to action learning as the best way to develop people and build strong, resilient organisations. By Janine Everson and Craig O’Flaherty

Ask any HR professional what their number one concern is and they are likely to tell you: talent – how to recruit it and how to develop it. Organisations today demand leaders and managers who are adaptive, resilient and intelligent and able to solve complex problems under extreme pressure, and it is getting harder to find and motivate people who are up to the task.

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n South Africa, with large numbers of under-skilled people entering the workforce – combined with intense competition from international business – the challenge is even greater. One organisation that is doing something novel in the talent war is Absa. The bank is in the process of rolling out an

ambitious coaching programme for its African operations that is using Coaching Circles to develop and motivate its managers and high potential employees while they learn how to coach others. Coaching Circles is a relatively new modality that has been around for less than a decade. They involve groups of managers working together to coach and

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COACHING EDITORIAL

“One organisation that is doing something novel in the talent war is Absa. The bank is in the process of rolling out an ambitious coaching programme for its African operations.”

dialogue with each other in a supportive environment as each in turn raise a challenge that they are struggling with in the workplace. In essence, the Absa project seeks to develop an army of in-house coaches who are not only themselves on a coaching journey and a development path, but are able to manage their teams more

effectively by using coaching techniques as well as provide one-on-one coaching to other employees from other divisions within the bank. The approach is paying dividends for them. New research from the UCT Graduate School of Business, which used the project as a case study, shows that it is having a remarkable impact on the

organisation. Managers who participated in the 18-month Coaching Circles programme reported increased empathy, tolerance of others and self-confidence, which translates into a more harmonious workplace with better business outcomes. Although there is plenty of anecdotal evidence that Coaching Circles are effective, this is one of the first formal studies to test the validity of this relatively new development tool. The research, which was carried out by MBA student Nadia Barsch, used a mixed methods approach involving both qualitative and simple quantitative analysis of a sample of participants from the Absa in-house integral coaching programme. Specifically it contrasted Coaching Circles with action learning – a tried-and-tested leadership development tool – in order to find out if Coaching Circles were as effective. Action learning has been recognised since the 1950s as one of the most powerful, action-oriented problem solving tools available to organisations. Michael Marquart, one of the leading theorists in the field, says that it is the “primary methodology utilised by companies around the world for developing leaders, building teams and improving corporate capabilities”. Action learning almost always involves small groups of people solving real organisational problems in real time. The key to its success lies in the fact that it creates safe spaces, which allow people to participate and ask questions. Coaching Circles do this and more. As with action learning, Coaching Circles involve small groups of people, who share a project or an activity, and meet regularly

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to work on problems. But unlike action learning, which has problem solving as its prime goal, Coaching Circles have a triple focus on solving problems, empowering individual members of the team, and teaching and embedding coaching skills in the organisation during the process. Under the watchful eye of a skilled professional coach trained in this methodology, participants in the circle will raise a topic and others will ask insightful questions designed to shed new light on the issue and help their colleague arrive at their own solution. The questions are also designed to reveal limiting beliefs and assumptions that could be blocking their colleague from solving the problem. Most adults struggle to learn and change under conditions that make them feel vulnerable, defensive, or open to judgment. Coaching Circles, like action learning, create a haven for real-time problem solving and learning, whether personal or professional, by allowing participants to

“Coaching Circles have a triple focus on solving problems, empowering individual members of the team, and teaching and embedding coaching skills in the organisation during the process.”

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reflect on their behaviour and receive immediate feedback. Evidence from the GSB study revealed that 90% of participants felt that the Coaching Circles offered the ideal space to make mistakes and be corrected in a safe environment; while 100% thought that it enabled them to develop a sense of camaraderie and teamwork; and 100% felt they developed more self-awareness along with better listening skills and skills to ask the right questions of others. How this translates into organisational benefits is simple: Expanded networks and greater tolerance across the organisation leads to better teamwork, communication and problem solving. “Participants described how they were able to develop empathy for the people they coached during the process, how they learned to be more tolerant of others and self-aware, and how they had been given the opportunity to form stronger friendships with people from outside their departments,” says Barsch. Empathy helps form greater cohesion in the workplace, and strengthens teams, as does tolerance. In order for someone to be truly empathetic they need to be confident in who they are, and aware of the different assumptions they make about other people. “The sense of safety, support, and understanding of confidentiality allowed coachees to openly share, build mutual trust, and build respect within the group,” says Barsch. Coaching as a business tool When making coaching an integral part of a business strategy, whether to develop competencies, leverage diversity or retain talent, the GSB study highlights three keys for success. First, cycles of action – processes of action, reflection, and learning that focus on reality – have to become embedded in the coaching programme. Second, there has to be constancy between observance of behaviour and real-time feedback. Third, the capacity to ask in-

depth questions has to be nurtured to improve an individual’s understanding of their true circumstances, professional or personal. “When adults feel safe we tend to explore issues, while embracing a degree of vulnerability,” says Barsch. The Absa project is in its early stages. Since 2010, Absa has fostered a core of 40 internal coaches, who undergo ongoing coaching supervision and master classes to maintain high coaching standards. The programme was developed and is run by the Centre for Coaching at the UCT Graduate School of Business. Absa’s talent development expert, Maria Cussell Humphries, says that the application of Coaching Circles in the organisation has had a profound impact because it is embedding coaching expertise – essentially a specialist HR tool – throughout the organisation. “We realise coaching is a powerful tool for unlocking talent and is a core skill to have internally,” says Cussell Humphries. “So far we have found it extremely beneficial in terms of talent retention and leadership development,” she said. She adds that developing in-house coaching expertise – rather than buying in external coaching – saves the organisation money, whilst boosting its in-house human resource capabilities. Since the initiative started, more than 300 individuals have benefited from receiving coaching whilst the delegates were completing their training, with around 100 more receiving coaching since the delegates qualified. Had these coachees been provided with external coaching, at an average cost of R60 000 per coaching contract, the total cost to Absa would have been around R25m. The cost of providing the training to internal coaches was around R35 000 per delegate or a total of R350 000. This translates into a saving of R24,6m. As the demands on top talent increase, so too does the need for effective talent management interventions. Coaching Circles, which synthesise two already proven techniques – action learning and integral coaching – appear to allow organisations to tap into the best of both worlds and develop individuals while building more resilient organisations.

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CORPORATE PROFILE SUPPORT SERVICES | BUSINESS SUPPORT SERVICES

The Research Institute for Innovation and Sustainability (RiiS) was born out of a passion for the successful and sustainable management of innovation. It offers a total business solution for planning, managing and sustaining innovation in the private as well as public environments. They call this solution the Total Innovation Programme, also referred to as TIP. RiiS provides guidance and practical insight and assist their clients in building resilient organisations that are geared for future success. Innovation can be proactively managed and measured. Through successful implementation, innovation should become everyone’s business and an organisational core competency. RiiS has a track record for DR AUDREY VERHAEGHE CEO successfully assisting clients to effectively implement innovation. Innovation implementation is not only their core business, it’s their core passion. Success demands pro-activeness, recognising what the future will ask from you and doing what you have to do to ensure lasting impact and unprecedented growth. RiiS further has leading edge experience in integrating innovation systems into the existing and future innovation networks, culture and innovation assets that ultimately position and empower entrepreneurs, SMME’s, industries and society to develop innovation outputs for the betterment of mankind. This includes appreciation and first-hand insight into the national, public, private, industrial and international policies, instruments, funding mechanisms and support initiatives that ultimately comprise South Africa, Africa and international capacity and readiness for innovation. Compared to the here and now, the future is a very different playing field. One of the most important decisions senior managers have to take right now is whether they want to tell their organisation: “The environment has changed, we need to adapt fast” or rather: “The environment will change, let’s plan for it”. We work in challenging times of constant change, new expectations and increasing competitiveness. Business success demands being the best at what you do, recognising what the future will ask from you and doing what you have to do to ensure that you will be the best in the future. To be one step ahead is just not enough anymore. RiiS has earned a singularly enviable reputation across a wide variety of industry sectors. Our expertise is demonstrated by the success stories of the organisations that have benefited from the founders’ passions for overcoming the obstacles that impede corporate innovation and future success.

COMPANY PROFILE STATISTICS/ DEMOGRAPHICS/ HISTORY Founded: 2006 Founded by: Audrey Verhaeghe and Henra Mayer Employees: 8 Branches: 1 CEO: Audrey Verhaeghe Membership: SA Innovation Network

Business and Finance Turnover: 4,7 million Financial year end: February Bank: FNB Auditors: RTS Customer base: Utilities, services organisations, mining, transportation, fast moving consumables.

NATURE OF BUSINESS Activity: Enabling innovation, new product

development, research and development and idea to market. Products/ services offered: Innovation strategy work, measurement and planning of innovation activities, open innovation campaigns, innovation competitions, training and culture interventions to enhance innovation. Contracts and Awards: Eskom Open Innovation Pilot Project, The Gauteng Open Innovation Exchange, Spinning out the SA Innovation Network establishment and maintenance of the SA Innovation Summit. Training and CSI: RIIS mentors five to eight m-level students each year. We participate in an internship programme. We undertake a CSI project each year. In 2012 we renovated a crèche in Limpopo.

FAST FACTS 1 OFFERS A TOTAL BUSINESS SOLUTION FOR BOTH THE PRIVATE AND PUBLIC SECTORS FOR ENABLING INNOVATION

OVER 20 YEARS OF INNOVATION RELATED EXPERIENCE

KEY PLAYER AND OWNER OF THE SA INNOVATION SUMMIT ESTABLISHED IN 2008

4 BOASTS OF AN INTERNATIONAL TEAM OF INNOVATION EXPERTS AS ASSOCIATES

5 RIIS NOW REPRESENTS NINESIGMA IN SA

CONTACT INFORMATION CEO: Dr Audrey Verhaeghe Physical Address: 2nd Floor, Innovation Centre, The Innovation Hub, Brummeria, Pretoria 0087 Postal Address: P.O. Box 38409, Faerie Glen, Pretoria 0043 Tel: +27 12 844 0671/2/3 Fax to e-mail: 086 605 7714The RIIS Office E-mail: E-Mail: riette@riis.co.za or jonathan@riis.co.za Company Registration Number: 1996/009896/23 VAT number: 4270239264

With the QR-Code you can visit:

Empowerment Status: B-bBEE lev 4 (Turnover less than 5 Million)

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INNOVATION EDITORIAL

country can do for you; ask what you can do for your country” – we need more of that.

AN INNOVATION HUB Enabling innovation across the business landscape is critical to sustainable businesses.

CREATING A CULTURE OF INNOVATION Innovation is the idea to market cycle. It involves creativity, inventiveness and implementation roles that very seldom resides in one individual. Therefore it has to be managed and measured to be successful. It is the most important cycle if a company wants to own ideas that give them a unique position in local and international markets. It therefore is important for business growth, economic growth and wellbeing and job creation. THE VALUE CHAIN First of all awareness of its importance and its power to create value. Also awareness of the tax breaks such as tax returns on money spent on Research and Development; How to protect new ideas and the Intellectual Property laws; Funding mechanisms and basic innovation funnel management competencies; and risk management techniques. SUSTAINABILITY There is a direct link between how many new ideas you have in your funnel and how many ideas you actually realise

that impacts the bottom line. The more new products or processes a company launches that causes growth, the more revenue is created and the more spending occurs and the more tax is paid which all feeds into the wellbeing of the economy in terms of equity, job creation and self-feed. There are many factors that play into this very simplistic explanation. But the bottom line is you have to own the rights of some new invention to be able to protect it to drive growth. The link to sustainability is that you need to be able to do this continuously like companies such as Microsoft, Apple, Google, Tata, Proctor and Gamble and many more. All of these companies have well-established innovation programmes and the management of innovation is part of their DNA. THE CHALLENGE We do not celebrate innovators and entrepreneurs. Their stories should be written up and they should become our role models. We are stuck in politics and entitlement, instead of saying: “What can I do for this country?” You know the famous saying: “Ask not what your

THE SOLUTION Our future impact, economic growth and overall sustainability will depend on how well we are able to develop our own innovative capabilities as well as harness the innovative opportunities that present itself in other organisations. The need for organisations to embed continuous corporate renewal has become imperative for sustainability in the current modern and dynamic business environment. The value and impact of innovation in the organisational context further needs to be strategically and visually demonstrated. THE IDEAL SCENARIO A well-established culture for innovation in the country, enough early stage support and funding mechanisms. A respect and a demand for entrepreneurship and good service delivery across the board. Accountability and a seriousness to build and contribute.

FAST FACTS 1 CO-INNOVATION – WHERE DEFINED GROUPS OR ALL INVENTORS ARE CALLED UPON TO HELP SOLVE A PROBLEM. THEY ARE REWARDED WITH EITHER A CONTRACT OR KNOWLEDGE OR A PRIZE. INTELLECTUAL PROPERTY CAN BE CO-OWNED OR SOLD ON THE PLATFORMS AND MODELS DIFFER FROM PROBLEM TO PROBLEM.

WHO’S BENEFITING FROM INNOVATIVE STRATEGIES IN SA? FNB, IDC, ANGLO AMERICAN, AND SAPPI TO MENTION A FEW, BUT NOT THAT MANY AS MOST COMPANIES HAVE RESEARCH AND DEVELOPMENT, AND NOT INNOVATION, CAPABILITIES.

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Fana Jiyane Leading a culture of peace and reconciliation at Freedom Park.

Name Fana Jiyane Born 18 January 1968 Occupation and position CEO: Freedom Park Steps to success Enrich yourself with knowledge and wisdom. Respect the dignity of all human beings. Lead with integrity. Standout achievements Leading a team that drove the socioeconomic development of the Cradle of Humankind World Heritage Site and Dinokeng, transforming them from rural areas with limited opportunities into vibrant tourism destinations impacting thousands of lives. Business philosophy My personal philosophy is to be both fair and firm. Today’s organisations exist in a complex, highly competitive and fastchanging global environment where both results and people matter. I believe that today’s leaders must be very knowledgeable, ethical and agile in order to respond appropriately to contemporary business, social and political challenges. Best decision The best decision I have ever made is a spiritual one – the decision to make Christ the centre of my life. Worst decision Not following my calling to the ministry.

Give a brief history of the company and your current products and markets? In 1999, Dr Nelson Mandela said “…the day should not be far off when we shall have a people’s shrine, a Freedom Park, where we shall honour with all the dignity they deserve, those who endured pain so we could experience the joy of freedom.” It is a product of the government’s response to the Truth and Reconciliation Commission and the nation urging government to create a monument and memorial to celebrate those who sacrificed their lives for a free and democratic South Africa. Situated close to our capital’s city centre, Freedom Park stands as a memorial to what we have achieved as a nation. It tells the story of our past conflicts and how we have overcome them, and challenges us to value our freedom by working for national healing, reconciliation, social cohesion and nation-building, which are necessary for the prosperity of the nation and the continent. The Park is divided into different areas or elements, and the names of these elements reflect various South African languages: •Isivivane – a sacred space, the spiritual resting place of those who played a part in our freedom; •S’Khumbuto – the main memorial, signifying a place of remembrance for those who died during our struggles. It includes the Wall of Names, the Gallery of Leaders, an Eternal Flame, and the Sanctuary, a serene environment for the outpouring of emotion; •Uitspanplek – a peaceful picnic area where families can spend the day together or visitors can relax and reflect after a tour; and •//hapo – our living museum scheduled to open at the end of April 2013, where the historical, cultural and spiritual resources of South Africa will come alive. As a thought leader and innovation champion, what strategy would you adopt to differentiate your current position in the market? Unlike other traditional museums and memorials, and as a first of its kind, nationally and internationally, Freedom

Park’s approach to knowledge production is distinct. It integrates history, culture and spirituality, and is anchored within the Indigenous Knowledge Systems perspective. This is truly African – an African story, told by Africans themselves, from an African perspective, thus emancipating the African voice. As a symbol of reconciliation, Freedom Park provides a space for healing the past wounds. The storyline, the architecture and landscape, the ambience – all create an environment for deep contemplation and physical and spiritual spaces for healing. You cannot visit Freedom Park and leave unchallenged. What have you done to improve productivity, performance and sustainability in the organisation? I have been CEO of Freedom Park for just over 15 months. For the past 10 years, since the inception, focus was on construction of the Park. My mandate is to complete all remaining construction and to transition the Park from its construction phase into an operational phase. There are many inherited challenges in this process. What has been the latest development in the company and what are your futureplans? The completion of our interpretive museum, //hapo, is the last element of development in the Park. The museum showcases the African story from an African perspective unfolded in seven epochs. This dates back 3,6 billion years ago, from creation, to the freedom we currently enjoy today. The Park will be handed over to the nation by the President at the end of April 2013. We are planning to use the museum to attract national and international tourists. Are you involved in any social development programmes? Yes. Our mandate is twofold: to honour heroes and heroines in the struggle for liberation and to foster reconciliation, social cohesion, and nation building in the country. Our work therefore, has a tremendous impact on social development programmes, in so far as addressing strife and conflict in our nation. Social cohesion

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GOVERNMENT ORGANISATION | NATIONAL GOVERNMENT INTERVIEW

is a necessary condition for beneficial social and economic change. What strategies separates your company from similar operations? Freedom Park has various outreach programmes such as a Youth Day programme in Delft in the Western Cape, as well as a reconciliation project, and the emancipation of slaves in Calvinia (which was run in December). The intention is to roll out such interventions throughout the country, starting in KwaZulu-Natal, Mpumalanga and the Free State. How has your leadership impacted your peers and the industry in general? I arrived at Freedom Park with a vision to make Freedom Park visible, thereby growing the number of visitors. Teamwork, focus and accountability are the hallmark of how we do things. There is greater visibility for Freedom Park and the park is in demand from other museums in South Africa and foreign governments around sharing its experience of a park dedicated to peace and freedom. We have implemented a number of key partnerships with like-minded institutions.

“THE BEST ADVICE I HAVE EVER RECEIVED IS THAT A GOOD LEADER MUST LOVE THE PEOPLE HE LEADS... LEADING WITH LOVE IS AT THE CORE OF TRUE SERVANT LEADERSHIP.”

Does your company have a development programme that develops, moulds and strengthens its talent? Yes, although there is potential for specialised focus, improvement and growth. Management have attended a number of focused training programmes to improve their key competencies so as to gear the institution towards service delivery. Attendance at conferences and seminars is encouraged, and all staff have access to training and development opportunities. As the CEO, what is your current three-year business plan to sustain growth and maintain shareholder/ investor confidence? I have a three-year contract, and I spent my first year correcting the past mistakes and preparing the organisation for the next phase. As previously indicated, I have to deliver the last aspect of the construction phase, //hapo to the President, which is currently about 98 percent complete. I

also have to complete the realignment of the organisational structure. Once that is complete around June 2013, I will spend the remaining time marketing the destination and developing strategies that will ensure that the organisation is self-sustainable. What are your views on social networking? Freedom Park has a presence on various social media networks – Facebook, Twitter, LinkedIn, flickr, YouTube and TripAdvisor. What makes Freedom Park an innovative concept? The whole concept of Freedom Park and its content is unique in this country and on the continent. It integrates history, culture and spirituality in a special way and the storyline is infused in the design, architecture and landscape. That is why no person who enters Freedom Park can stay unaffected by the experience. What key or important innovations do you have in mind for the future? The most important innovation will be the digitisation of our archives and the establishment of a knowledge centre linked to our Pan Africa Archives. How do you manage conflict in the workplace? Freedom Park is based on values of ubuntu, which takes the need to respect the dignity of the human person very seriously. So, we encourage our staff to internalise these values in their interaction with one another and with others, and this minimises a lot of conflict. What is the best advice you have ever received? The best advice I have ever received is that a good leader must love the people he leads. Love creates conditions for peace and progress and reinforces a virtuous cycle of success. Too often leaders treat their followers or subordinates without dignity, respect or accountability, by showing disdain, lording it over them or abusing their positions for self-enrichment. Leading with love is at the core of true servant leadership.

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71 2013/03/25 10:13 AM

COMPANIES MUST INNOVATE OR PERISH

â&#x20AC;&#x201C; A GLOBAL PERSPECTIVE HMV, Comet, Oddbins, all good companies, argues management consultant Campbell Macpherson, but companies that couldnâ&#x20AC;&#x2122;t change their business models fast enough to survive in a modern age.

The vital importance of innovation is the key lesson I have learnt from watching HMV join the long list of household brands that have gone to the wall in recent months.

MV is in good company. Comet, Oddbins, Woolworths, Blockbuster, Jessops, Virgin Megastore, Habitat, Focus, Adams, Waterford Wedgewood, Setanta, Silicon Graphics, Read-

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ers Digest, Borders, Game, Lehman Brothers, Bear Stearns, among others, have all gone into administration and disappeared from our social consciousness (apart from a smattering of HMV, Blockbuster and Game stores, which are clinging on for dear life). EMI is being broken up and consumed, Northern Rock has been painted red and the once-all-powerful RBS and Lloyds banks are now shadows of their former selves. Whilst the demise of the banking

sector can be put down to an acute case of hubris and even outright dishonesty, the other failures were caused by an inability to change quickly enough; an inability to innovate. There is nothing inherently new in this. Most of the corporate failures in the past (British Leyland, Polaroid, Rover, MG, etc) came to grief through an inability to adapt to a changing market. What is new is the speed at which companies now need to adapt.

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INNOVATION: A GLOBAL PERSPECTIVE EDITORIAL

“It is easy to change your business when you have a ‘burning platform’ (to coin that well-worn phrase). A true innovator changes their business when they are at the top of their game.”

Don’t be led by dinosaurs Creating an innovation culture is the key to success and, as with any culturechanging exercise, success starts at the top. The leadership must genuinely see the need to change and be committed to doing things differently. This requires a degree of honesty and analysis that can be difficult for many long-established leadership teams to do effectively. Leaders need to be clear and rational as to why the status quo is not an option, but they also need to be emotionally committed to changing the business – and they must stand firm once the first obstacles start to appear.

In today’s business world, the pace of change is faster than it has ever been and new competitors appear from the most unlikely of places. Innovation is now more important than ever. If an organisation doesn’t continually innovate, it will swiftly become irrelevant and, ultimately, cease to exist. “That’s all very well in theory,” I hear you say. “But how do I get my business to start innovating?” Here are a few tips:

Always question your company’s right to be successful Successful innovators are never complacent. Complacency is the killer disease every CEO needs to inoculate their organisation against. The moment your business becomes number one in its market is the moment you need to work out what you need to do differently in the future. It is easy to change your business when you have a “burning platform” (to coin that well-worn phrase). A true innovator changes their business when they are at the top of their game. And yet I know of several organisations that have expended so much energy in getting to the top that they find it almost impossible to believe that their battle has only just begun. They want so badly to believe that everything will be fine as long as they just keep doing the basics well. But it won’t. Their industries are changing around them and, if they don’t innovate, they will soon become yesterday’s leaders.

Question your industry’s right to exist Thanks mostly to the web, entire business models are becoming defunct. Yours may be next. I recommend using rigorous scenario planning to help you prepare for the future and work out how to change your business accordingly. No-one at Encyclopaedia Britannica saw the CD-ROM coming (let alone Wikipedia) until it was too late. The web lacks an authoritative content provider. Could this have been Encyclopaedia Britannica? We will never know. It’s difficult to change your business model. Just ask any of the companies above. Internet downloads tore the heart out of HMV and they simply didn’t want to believe it was happening. By the time they had made the decision to morph into a more general consumer electronics store, this industry had also moved on so quickly that this strategy too, was unsustainable. One of the best examples of a company that successfully changed its entire business model is Microsoft. The internet caught this all-conquering giant napping in the mid-1990s. An upstart start-up by the name of Netscape ruled the fledgling internet and the mighty Microsoft failed to foresee the importance of the web. But as soon as Bill Gates and Steve Ballmer realised what was happening, they acted –investing an extortionate amount on revamping their business to be at the centre of the online world. Microsoft remains one of the world’s largest companies today and innovation is at its core. Anyone remember what happened to Netscape? Innovate or perish? It’s not too hard a choice when you think about it.

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McDonald’s Greg Solomon and Jo-Ann de Wet Give a brief history of the company and your current products and markets? McDonald’s Corporation is the world’s largest chain of hamburger restaurants, serving around 68 million customers daily in 119 countries. The first McDonald’s restaurant opened in South Africa 18 years ago and today we are equally proud of our success serving over seven million customers every month through 177 restaurants in all nine provinces of South Africa.

Name Greg Solomon Occupation and position Managing Director (South Africa) Standout achievements McDonald’s South Africa won best performing country within the 37 APMEA markets in 2011. A close second would be the Best Company to work for award in 2009, 2010 and 2011. Business philosophy We place the customer experience at the core of all we do; we are committed to our people; we operate our business ethically; we give back to our community; we grow our business profitably and we always strive continually to improve. Best decision My best decisions have always been related to the right people at the right time. Worst decision My worst decision was closing some restaurants in 2000. A consolidation was required at the time, but looking back we could have done things differently. We lost good people and strategic momentum.

“WE CONSIDER OURSELVES MOSTLY A ‘PEOPLE BUSINESS!’” – GREG SOLOMON

As a thought leader and innovation champion, what strategy differentiates your current position in the market? We are a franchise business and proud to be associated with outstanding entrepreneurs. We have a solid property portfolio and some of the best suppliers in South Africa. We have a “threelegged stool” strategy that is a robust partnership between the corporate office, franchisees and our suppliers. This unique model is a major differentiator for us. What have you done to improve productivity, performance and sustainability in the organisation? We have a high performance culture in the organisation. We have built a team of people that have skills and qualities that differ from each other. A team of strong individuals who work well when they lead and when they follow; a team that believes in a coaching management style and develops talent from within. We have a clear vision and a five-year business plan. We consider ourselves mostly a “people’s business!” We formally train more than 1 000 people per year and our restaurant training systems up-skill over 5 000 people every year. Our rich talent management and succession planning develops leaders from within. What has been the latest development in the company and what are your future plans? Since 1995, we’ve been proud to serve South Africa some of its favourite food, and along the way we’ve managed not just to live history, but create it. We brought Drive-Thru to the Quick Service Restaurant experience; founded bundle meals, and were the first to brand a meal offering for our young customers with Happy Meals.

We took value offering to the next level with our Extra Value Meals. More recently, we were the first franchised Quick Service Restaurant to operate 24/7. We brought handheld breakfast on the go to customers and today breakfast contributes significantly to our revenue. Coffee and McCafe is also equally significant. How do you think your leadership has impacted on your peers and the industry in general? My role is to influence and be influenced. This is made up of trust in my vision and commitment. And, secondly, respect in how I manage change, what the results are and my commitment to growth and development. I aim to influence and have a positive impact on those people’s lives that I touch and want to be known as a good person who does good things. “A good father, a good husband and a good friend.” What is your strategy for success? I believe one must always balance the tension between patience and persistence as well as the conflict between great results and great loyalty. What drives your business focus? It all starts and ends with being customercentric and this will continue to be the driver of our business focus. Flat management structures seem to be becoming more popular. How does this work at your organisation, and what are the advantages? We’ve adopted flat, decentralised structures as this allows us to be more nimble while staying aligned and focused around a single plan. Empowered people in a learning, consultative environment who are accountable will produce a high-performance company. What is the best advice you’ve ever received? There has not been one single piece of advice that has shaped my life. Many small lessons from a variety of family, friends and business people have steered me on my leadership journey and shaped who I am today. Like a puzzle pieced together, I have tried to adopt the “good” and avoid the “bad”.

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GENERAL RETAILS | RETAILERS – SOFT GOODS INTERVIEW

“WE BROUGHT DRIVE-THRU TO THE QUICK SERVICE RESTAURANT EXPERIENCE; FOUNDED BUNDLE MEALS AND WERE THE FIRST TO BRAND A MEAL OFFERING FOR OUR YOUNG CUSTOMERS WITH HAPPY MEALS.” – GREG SOLOMON What is the McDonald’s SA story? In South Africa, McDonald’s opened its first restaurant in 1995, and we’ve grown to 177 restaurants in all the nine provinces. We serve the world famous Big Mac, Quarter Pounder with Cheese, French fries and desserts – the McFlurry being the most popular.

Name Jo-Ann de Wet Occupation and position Director of Operations (South Africa) Standout achievements 2009 McDonalds Global “Circle of Excellence Award” for my role on the APMEA Women’s Leadership Network Steering Committee. Business philosophy “Yes, how versus. No/Yes but” …The business is constantly changing and this philosophy challenges me and my team to think differently and be innovative in our thinking. Best decision Relocating to Johannesburg. Moving from a “Micro to Macro McDonald’s business environment”. Worst decision Going against my intuition.

“OUR TRAINING MODULES IN OPERATIONS ARE ALIGNED WITH THE GLOBAL MCDONALD’S SYSTEM AND BEING A PART OF A GLOBAL ORGANISATION GIVES US THE BENEFIT OF SHARING THESE BEST PRACTICES.” – JO-ANN DE WET

What drives McDonald’s success? From the very beginning, McDonald’s has understood that our people are the drivers of our success; that as an underlying pillar, along with our key values of Quality, Service, Cleanliness and Value (QSC&V), is what drives this business. Our training modules in Operations are aligned with the global McDonald’s system and being a part of a global organisation gives us the benefit of sharing these best practices. What are your core operations differentiators? Operations Excellence: this is my priority as it supports the brand promise of delivering good food fast. Our committed people are also our biggest differentiators. We have a clear business plan that supports our vision. We have a highperformance culture that is enabled by a performance management system that rewards top performers. Furthermore, our EVP appeals to our top performers. What are some of the innovative changes McDonald’s has in store? We are on a journey towards a high impact re-image of our restaurants. This is complimented by the re-engineering of our kitchen to a new platform to accommodate the expanded menu choices we’ve recently introduced. Are you involved in any social development programmes? Ronald McDonald House Charity (RMHC) is the charity of choice for McDonald’s globally. The South African chapter was launched in November this past year. Our restaurants, over the past 18 years, have been involved in the communities we operate in.

“WE HAVE A HIGHPERFORMANCE CULTURE THAT IS ENABLED BY A PERFORMANCE MANAGEMENT SYSTEM THAT REWARDS TOP PERFORMERS.” – JO-ANN DE WET How do you think your leadership has impacted on your peers and the industry in general? I have over 18 years of operations experience and have led many people during this time. I put a lot of emphasis on providing “on-thejob” coaching as I have found this to be the best way to lead operations-focused people. As the Director of Operations, I am responsible for the successful running of our restaurants and to consistently deliver on the customer’s restaurant experience. Can you detail one kind of success that innovative thought leadership in your company has brought about? We really believe that innovation and great ideas can come from anywhere in the organisation, and something like going 24/7 in South Africa was driven by Owner Operators and our crew. What is the best advice you have ever received? Be curious and always ask why. If you aren’t questioning, you can’t innovate.

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75 2013/04/08 8:58 AM

EDITORIAL PUBLIC SECTOR INNOVATION

PUBLIC SECTOR

PROGRESS WITH BPM Technological Innovation in the Public Sector is driving service towards a more performance-oriented, outcomes-driven, and people-focused service delivery model, writes Patrick Shields.

here is a great deal of excitement about the work that that Ekurhuleni Metropolitan Municipality (EMM) has achieved by enabling their citizens to apply for services and track the progress of their applications via the internet or their cellphones, using Business Process Management Technology. EMM determined that it needed to transform public service towards a more performance-oriented, outcomes-driven, and people-focused service delivery model, so it needed to standardise its operation and acquire departmental solutions to enable EMM employees to perform their jobs seamlessly and focus on service delivery. Ekurhuleni adopted a Business Process Management and Integration solution as a strategic enabler for both business and technology rationale. Ekurhuleni first acknowledged that, from a business perspective, the municipality required: • Secure, clarified and simplified business processes • Increased productivity, business performance and access to information • Improved service delivery and reduced municipal operating costs • A move toward a modern and smart way of serving citizens where Departments and ICT are aligned • Implementation of online citizen self-service. After weighing the business mandate, Ekurhuleni determined that, from a technical perspective, the municipality required: • Documentation of targeted municipal business processes • Elimination of duplicate business processes when handling applications for public services • Reduced maintenance costs by

eliminating redundant software applications • Standardisation of the municipality’s software user interfaces • An enterprise architecture blueprint • Establishment of an integration platform so that their systems can communicate with each other. Ekurhuleni embarked on a Business Process Management (BPM) Implementation Programme that included enterprise architecture, process digitisation and change management. Ekurhuleni first sought to establish an enterprise architecture capability that would provide a methodology and framework for automating business processes. On the foundation of enterprise architecture, Ekurhuleni then created a

“Ekurhuleni adopted a Business Process Management and Integration solution as a strategic enabler for both business and technology rationale.”

“Ekurhuleni embarked on a Business Process Management Implementation Programme that included enterprise architecture, process digitisation and change management.” business infrastructure committee to prepare the way for their BPM initiative. The business infrastructure effort included training, up-skilling and new technology education for municipal staff. Lastly, Ekurhuleni implemented the core of their BPM initiative which included business process analysis and modeling. The modeled processes were then automated, tested and deployed using visual tools that municipal staff found easy to understand. One worker stated: “This was the first time we were ever invited to assist with the design of our own business processes and screens. I feel empowered and can’t wait to use the new system.”

BUSINESS PROCESS MANAGEMENT Implement Analyse, Model, Development, Test and Deploy

Support and Maintenance

Business process management Training changes Management

Develop the Roadmap

Established EA Capability EA Methodology Processes and framework

Architecture Building Blocks, Solution Building Blocks

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2013/03/18 3:10 PM

BUSINESS INTELLIGENCE JUST GOT SMARTER

Just when you thought it was safe to assume you have a handle on digital data storage, along comes another whole new way of doing things. By Gavin Du Venage

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2013/03/19 2:51 PM

BUSINESS INTELLIGENCE EDITORIAL

Remember the millennium bug? As the countdown towards the end of the 20th century began, experts everywhere warned that computers around the world would expire because they contained source coding that did not allow their internal clocks to move beyond 12pm on December 31, 1999.

omputer-dependent systems would, as a result, simply stop working. Planes would fall out of the sky. Electricity plants would grind to a halt. Nuclear power units would commit suicide, plunging into uncontrolled meltdown. Corporations spent millions of dollars upgrading otherwise perfectly functional systems. The cost to global business was phenomenal. A collective panic pushed even the most sober-minded of executives to toss out hardware and software and upgrade to new systems. Coming so soon after the dot-com bust, the millennium bug was a welcome boost to the IT industry, struggling to recover from the hangover that followed a decade of excess. “This is not a prediction, it is a certainty – there will be serious disruption in the world’s financial services industry... It’s going to be ugly,” The Sunday Times of London said in a contemporary editorial. “After studying the potential impact of Y2K on the telecommunications industry, healthcare, economy, and other vital sectors of our lives, I would like to warn that we have cause for fear,” US senator Patrick Moynihan noted. “For the failure to address the millennium bug could be catastrophic.” Soon after the clocks struck midnight the corporate world realised that it had been taken for a very expensive ride. Nothing happened. Computers kept functioning as they did previously. No aircraft dropped from above. Survival-

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“No surprise then that anytime the IT industry has spoken of a revolution, the rest of humanity has raised an eyebrow and changed the channel.”

ists who had dragged emergency rations to fortified cabins in the woods crept sheepishly back into town. No surprise then that anytime the IT industry has spoken of a revolution, the rest of humanity has raised an eyebrow and changed the channel. Wolf in the wings The thing is that every so often the boy crying wolf really has a big hairy creature in his view. Sure, the Y2K disaster was a false alarm. But warnings given to sceptical captains of industry just a few years later that the internet and computers were about to change in ways they could not even imagine proved stunningly correct. Within a very short space of time dial-up was replaced with broadband, and internet 2.0 swept away everything we knew about online communication. The combination of bandwidth increase and supercharged computing cre-

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ated social media, instant information and connectivity on the move, providing CEOs with a whole new set of variables to worry about. Many of these changes are still being digested. “Enterprises that are able to connect Business Intelligence (BI) to overall enterprise objectives become intelligent enterprises,” says Prashant Pant of Deloitte Consulting in his latest report ‘BI – How to build successful BI Strategy.’ “Business Intelligence is all about providing people with the information they need to do their jobs more effectively.” Getting there, though, takes some tricky navigation. Pant notes that, as a first step, companies need to figure out what their current technology and governance procedures are. Analysis of how staff receives information and how they use it is also necessary before embarking on the journey towards BI capability. “If you are starting to build BI capabili-

ties in your enterprise and you are not sure how to proceed, you aren’t alone. It is a challenge to design a successful BI enterprise by selecting the right combination of people, processes, and technology. To overcome this challenge, you need to build an effective BI strategy, which is driven by business objectives, enables stakeholders with better decision-making capabilities and helps the enterprise achieve desired goals. It is common for an enterprise to build a BI strategy only to find it on the shelf later, as it is not acceptable across the enterprise. “Current state analysis helps you in highlighting the pain points, which makes it easier to address them,” explains Pant. For wary executives who fear yet another cash-burning fad, it’s worth keeping in mind that the volume of data flowing into companies now exceeds

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what else they look at and, as a result, spot emerging trends. Point-and-click shopping by its nature leaves a trail of information that physical stores could only dream of. This data gap, however, is narrowing fast. It is not only the volume of information that companies now have access to: it’s also the speed with which they can acquire that information. Real-time or nearly real-time information makes it possible for a company to be much more agile than its competitors. McAfee recalls how a colleague at the MIT Media Lab used location data from mobile phones to infer how many people were in Macy’s parking lots on Black Friday—the start of the Christmas shopping season in the United States. This made it possible to estimate the retailer’s sales on that critical day even before Macy’s itself had recorded those sales. Rapid insights like these can provide an obvious competitive advantage to Wall Street analysts and Main Street managers.

anything that has ever gone before in corporate history. Walmart, the US retail giant that moved into South Africa recently, collects more than 2.5 petabytes of data every hour from its customer transactions. A petabyte is one quadrillion bytes, or the equivalent of about 20 million filing cabinets’ worth of text. An exabyte is 1,000 times that amount, or one billion gigabytes. This is according to a widely discussed article which appeared in The Harvard Business Review late last year “Big Data: The Management Revolution,” by Andrew McAfee, principal research scientist at the MIT Center for Digital Business. McAfee notes that stores such as Amazon were able to outstrip bricksand-mortar stores because online retail had access to so much more information than traditional rivals. Amazon is able to see not only what customers buy, but

Trends to look for So what should the savvy company information officer be on the lookout for? To begin with, an acceleration of developments that has already begun to manifest themselves. But now, the trickle will become a flood, predicts Tableau Software. Tableau is a US-based company that includes one of the founders of Pixar (the ground-breaking animation studio) Pat Hanrahan as one of its co-founders. This will be the year that mobile, social networking and the cloud go from being buzzwords to being part of the mainstream business environment. The staid old world of databases is developing faster and faster, with start-ups addressing new data problems and established companies innovating on their platforms. Web-based analytics tools are connecting to web-based data. And everything’s mobile. The organisation that has all its data in one place does not exist, says Tableau. Nor should it. Big data could be in places like Teradata and Hadoop while transactional data might be in Oracle or SQL Server. “The right data stores for the right data and workload will be seen as one of the hallmarks of a great IT organisation, not a problem to be fixed,” Tableau says. Next, a curious result of this new direction is that companies will become self-reliant. Once they have access to the

data they need, decisions can be made without outside consultants. As this happens, people will become self-reliant with their business questions and IT can focus on providing the secure data and solutions to get them there. Text analysis is also on the precipice of coming of age. For years companies have built up vast stores of jumbled information – emails, documents, web analytics and customer feedback. Companies struggling to deal with their structured data felt it best to leave the monster in the cupboard, but now, with the rise of open-source systems such as Hadoop, they finally have a place to put it all. Over the next few years companies will have the text analysis tools to manage the avalanche of data from social media such Facebook, as well as their vast pile of unsorted electronic documents. The cloud. Yes, you knew it would come up eventually. Tableau says the cloud will now become the primary BI management tool. In the coming year companies will begin to collaborate with it in the same way they do with their sales force or help desk data. Business analytics will be stored and managed not by a server humming away in the basement, but across the digital atmosphere. Everyone wants to see the future. Forecasting, once the domain of scientists and little old ladies with crystal balls wearing shawls, is now entering mainstream business. Forecasting tools are reaching the point where individual businesses can identify emerging trends and plan better for the future. Tableau expects forecasting and predictive analyses to become common as people use them to extract more value from their data. The tools built into forecasting applications let you avoid guessing at what the future holds and help you make more accurate predictions, based on real data. And what small business won’t benefit from a more educated and data-driven approach? 2012 was the year that BI went mobile as more and more people have access to smartphones and tablets. The trouble was it was a little lightweight to be taken too seriously. But as everyone from salespeople to shop floor managers embraces the technology, this will change. The consumption of mobile data, limited largely to the consumption of reports, will respond to the need for better information management by people who use technology on the move.

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Case Study: FNB’s digital strategy electrifies banking Banks are not usually at the forefront of change. Usually, they have to be dragged by their three-piece suits into a new era. But one institution, First National Bank, has shown that it can change the relationship between clients and the bank. In 2011, FNB launched an app at a time when many of its clientele were not even at the Angry Birds stage. The result was one of the biggest shake-ups in domestic finance that the country has seen in years. Competitors stood dumbfounded as clients abandoned them in droves, lured to FNB by giveaway gadgets such as tablets and smartphones, and the first banking app in Africa. Since its launch, the FNB app has had more than 330 000 active users, which is one of the fastest channel adoption rates seen in this country, says Farren Roper, Head of FNB Connect ISP and Business Operations at First National Bank. “The growth with the App has been exponential and we are now adding more than 40 000 users a month,” Roper says.

“We see smartphones and tablets as the future and one day all banking will be done this way.” It was a bold move considering the relatively low internet penetration rate within South Africa. The project was given an enormous push by providing tablets such as the iPad to clients at zero interest rates. Since then, the Apple iPad has emerged as the most popular device sold on FNB’s online platform. The Apple device is offered along with a range of other tablets, computers and smartphones and FNB has sold in excess of 100 000 since launching the platform. Not surprisingly, the bank is very pleased with the result of the project. “We do consider it to be a success,” Roper notes. “Upon launch it skyrocketed to no 1 in the Apple App store and remains one of the most downloaded South African Apps. The App has also been met with critical acclaim, having been voted the best IOS app, best Blackberry app, best Android app and best overall app in South Africa at the MTN App of the year awards. The App also won a gold award

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for best handheld app at the Bookmark awards. The most important thing though is the reception we have had from our clients.” For FNB, the gamble has paid off handsomely. It did so because the company’s BI strategy ensured customers were not being sold a new product stream. They also felt they were getting a good deal. “Part of the reason for the reception is the fact that the app is designed to offer value to our clients beyond just banking. We, for instance, offer our clients free calls on the App to other app users as well as FNB through a VoIP solution built through our in-house team, FNB Connect.” There’s nothing people like more than getting something for nothing. Especially from a bank. Internet connectivity is on the rise. Price of data is falling. FNB also has its own Internet service provider called FNB Connect which gives thousands of FNB clients free Internet data of up to 5 gigabytes a month for account holders. “So we are offering the full value chain (device and app and Internet) and we see this as a significant competitive advantage.” First off the block Developing the first banking app in Africa was a risk, but one that, in the current climate of dizzying digital change, was probably not as radical as it may seem. And once FNB began the path to moving its clients to a digital platform,

“Business Intelligence is all about providing people with the information they need to do their jobs more effectively.”

“Since its launch, the FNB app has had more than 330 000 active users, which is one of the fastest channel adoption rates seen in this country.” the bank picked up new skills on the way. One of the difficulties in designing an app is that there are not a whole lot of people in South Africa who can do it. The bank had to go it alone. “FNB had also invested in app development skills,” says Roper. “Our app was built 100% in-house by our FNB Connect team which means that we can also be more agile and innovate from within.” No doubt others will soon follow. And to stay in the game, FNB will need to keep coming up with fresh ideas that are not only new, but continue to serve client needs. “We see smartphones and tablets as the future and one day all banking will be done this way,” says Roper. “In the next few years most consumers will own a smartphone especially as the price of smartphones begin to fall. We are also doing our part to grow smartphone adoption through our innovative smartphone and tablet offer. We are seeing the benefits now in terms of our clients moving to self-help digital channels, which unlock efficiency benefits.” FNB is ahead on social media too. Roper says it holds the largest banking brand on Facebook in South Africa, with more than 270 000 fans on its page. “We see this as a great mouthpiece from our clients to us which tells us what we are doing right and more importantly what the room for improvement is.”

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SUPPORT SERVICES | CONTRACT CLEANERS & HYGIENE SERVICES CORPORATE FEATURE

Keeping it Prestige Bidvest Prestige Group strives to provide only the best for its customers, has a Level 2 B-BBEE rating and offers an elite service to corporate companies.

he Bidvest Prestige Group, established in 1969, has over the years evolved to become the largest and most specialised cleaning company in South Africa. Our business philosophy is centered on first-class service delivery and ethics. While contract cleaning across all industries remain the Bidvest Prestige Group’s core service offering, the Group also provides an array of diversified services such as: • Caregivers in the healthcare sector and old age homes • Inaccessible window cleaning • Specialised floor care maintenance • Staff such as barmen, chefs, waiters, etc. for the hospitality and entertainment industries • Soft skills, technical and health and safety training through Edge Performance Improvement • Mobile toilet facilities • Liquid waste removal Adding value to our clients Bidvest Prestige Group believes its clients can focus on their core business, while we take care of their non-core service requirements. By managing clients’ cleaning and related services, we enable our customers to: • Better deploy human resources in areas of the business that have a direct impact on operations • Achieve greater business efficiencies as its outsourcing model brings with it cost and operational efficiencies • Improve response management as we are on-site to quickly respond to any issues that may arise thus improving the client’s customer complaint management processes • Improve service levels • Provide a basket of services that go beyond cleaning • Through our national footprint of 35 000 employees, the Bidvest Prestige Group has unconstrained human capital capacity to mobilise and deliver services anywhere in South Africa B-BBEE Bidvest Prestige Group cannot achieve

Paul Roux (Group Director: Human Resources), Erzanne Steyn (Group Director: Finance), Johan du Toit (Group Managing Director), Mpumi Madisa (Group Director: Sales) and Rob White (Group Director: Operations).

sustainable economic growth without addressing the social and economic imbalances that exist in the country. The role of redressing these imbalances cannot be left to government alone, and as a major contributor to economic growth and development, business has a key role to play. The company has a Level 2 B-BBEE rating, which it has maintained for three consecutive years. Innovation & technology Having recently returned from the ISSA/ INTERCLEAN Trade Fair in Amsterdam, the Bidvest Prestige Group is excited about the new developments with respect to integrated cleaning systems, and green chemicals, etc. The Group continues to drive innovation through the introduction of new cleaning processes using waterless cleaning systems and processes, standardisation, and nano technology, etc. All these innovations contribute to efficiency, increased productivity and therefore greater value for money. Sustainability Everyone in the country, individuals, households and businesses have a role to play in making a positive contribution towards the national energy challenge. This challenge is not limited to energy

alone, but as the Group is aware of the international global warming issues, an overall sustainability focus in the way we live and do business is now nonnegotiable. The Bidvest Prestige Group is committed to sustainability and has already implemented various initiatives including usage of green chemicals, reduction in water and electricity usage, recycling initiatives, reduction in fuel consumption and travel in an effort to reduce its carbon footprint. The Bidvest Prestige Group’s Carbon Footprint Greenhouse Gas (GHG) Protocol Corporate Accounting and Reporting Standard Emissions per employee: 0.19 Emissions per cleaning staff: 0.21 Emissions p/m² of office space: 0.25 Emissions p/m² of total space: 0.16 Emissions per Million Rand Revenue: 4.32

www.bidvestprestigegroup.co.za

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June is Environment Month

The theme for this yearâ&#x20AC;&#x2122;s World Environment Month celebrations is: Think.Eat.Save. Think.Eat.Save is an anti-food waste and food loss campaign that encourages you to reduce your foodprint. Take action & see how each of our decisions to reduce food waste will save money, minimise the environmental impact of food production & force food production processes to become more efficient. Learn more at: www.environment.gov.za

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or call us on: 086 111 2468

2013/03/18 2:57 PM

WASTE EDITORIAL

SA WASTE

BY NUMBERS

The third national waste baseline shows that South Africa generated approximately 108 million tonnes of waste in 2011, of which 98 million tonnes was disposed of at landfills. General waste accounted for 59 million tonnes, 48 million tonnes is currently unclassified waste and the remaining 1 million tonnes is hazardous waste.

2,8 MILLION

10%

TONNES

Of all waste generated in South Africa was recycled in 2011

4.7% Annual glass waste

0.4 %

Plastic sector annual contribution to GDP means any substance, What is waste? Waste whether or not that substance can be reduced, re-used, recycled and recovered, that is surplus, unwanted, rejected, discarded, abandoned or disposed of; which the generator has no further use of for the purposes of production; that must be treated or disposed of; or That is identified as a waste by the Minister by notice in the Gazette, and includes waste generated by the mining, medical or other sector. A by-product is not considered waste; and any portion of waste, once re-used, recycled and recovered, ceases to be waste. General waste means waste that does not pose an immediate hazard or threat to health or the environment, and includes:

1,35 MILLION TONNES

Annual plastic consumption in SA

domestic waste; building and demolition waste; Business waste; and inert waste. Hazardous waste means any waste that contains organic or inorganic elements or compounds that may, owing to the inherent physical, chemical or toxicological characteristics of that waste, have a detrimental impact on health and the environment. Building and demolition waste means waste, excluding hazardous waste, produced during the construction, alteration, repair or demolition of any structure, and includes rubble, earth, rock and wood displaced during that construction, alteration, repair or demolition.

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S o u r c e : P a c k a g i n g â&#x20AC;&#x201C; G a t e w a , P R A S A , P l a s t i c I n f o , PA C S A , T h e D e p a r t m e n t o f Tr a d e a n d I n d u s t r y

The projected number of packaging of all kinds SA disbursed in 2011

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Foskor – the determined delivery of value Founded by the IDC in 1951 to produce phosphates for South Africa’s agricultural sector, Foskor is the only vertically integrated producer of phosphate rock, phosphoric acid and granular fertiliser in South Africa.

oskor (Pty) Limited is a proudly South African producer of phosphates and phosphoric acid with international exposure. Foskor unlocks shareholder value through the profitable, responsible and sustainable beneficiation of phosphate rock into either phosphoric acid or phosphatebased granular fertilisers sold globally. Products Phosphate rock is mined and produced in Phalaborwa. Foskor imports sulphur from Canada and the Middle East to produce sulphuric acid, a raw material used in the production of phosphoric acid. Foskor manufactures granular fertilisers, namely coated and uncoated diammonium phosphates (DAP); monoammonium phosphates (MAP) and monoammonium phosphates with zinc (MAPzn). Foskor also sells magnetite, a by-product of phosphate rock beneficiation. Mining division in Phalaborwa, Limpopo.

Vision

Foskor is internationally respected for competing with determination in the profitable and responsible beneficiation of phosphates to the sustained benefit of all stakeholders.

Markets

Mission

Foskor continues to earn the respect of stakeholders by competing internationally in the beneficiation of phosphates. We take pride in our heritage of creating value through profits. Values

• Resolved: as per our competitive advantage; • Responsibility: handled and followed through with impeccable execution; • Respected: considered, advised and delivered; and • Rewarded: generously and consistently Foskor Best Employers South Africa 2012/13 The Best Employers Certification is only awarded to organisations that meet the highest standard in HR. Foskor received the Best Employers Certification. Independent

research into their employee offerings shows Foskor has outstanding working conditions. Foskor is committed to adhering to the employment equity act. Foskor is one of the largest suppliers of phosphoric acid to India, known to be the world’s largest phosphoric acid market. Domestically, Foskor is the leading supplier of granular fertilisers i.e. diammonium phosphates (DAP) and monoammonium phosphates (MAP) and variations thereof. The phosphate rock concentrate is sold locally to other fertiliser producers and used as a raw material to produce phosphoric acid, the latter of which is exported to India, Japan, the Netherlands, Bangladesh, Dubai and Mexico. Geographic scope

Foskor is one of the world’s few vertically integrated companies. The Mining Division in Phalaborwa mines and beneficiates phosphate rock concentrate from phosphate bearing ores. The rock is then railed to the Acid Division in Richards Bay

where the phosphate rock concentrate is used to manufacture phosphoric acid and phosphate based granular fertilisers. The head office is located in Johannesburg. Foskor has no international operations. Strategic business partners

• Industrial Development Corporation holds the controlling stake in Foskor, with 59% ownership; • The Manyoro Consortium, Foskor’s

FAST FACTS 1 YEAR ESTABLISHED: 1951

NO OF STAFF: 1 857 (AS AT 31 MARCH 2012)

REVENUE: R5.1-BILLION (AS AT 31 MARCH 2012)

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MINING | OTHER MINERAL EXTRACTORS & MINES CORPORATE FEATURE

CONTACT INFORMATION KEY CONTACT PEOPLE CEO: MA Pitse CFO: TJ Koekemoer

FOSKOR HEAD OFFICE Physical address: Riverview Office Park, Block G, Janadel Avenue, Midrand 1685 Postal address: PO Box 2494, Halfway House, Midrand 1685 Tel: +27 11 347 0600 Fax: +27 11 347 0630

FOSKOR MINING DIVISION Physical Address: 27 Selati Road, Phalaborwa, Limpopo Province, 1390 Postal Address: P.O. Box 1, Phalaborwa, 1390 Tel: +27 15 789 2000

FOSKOR ACID DIVISION Physical Address: 21 John Ross Parkway, Richards Bay, KwaZulu-Natal, 3900 Postal Address: P.O Box 208, Richards Bay, 3900 Tel: +27 35 902 3111

Email: commsdesk@foskor.co.za Website: www.foskor.co.za

BEE status Foskor retained its level 3 black economic empowerment (BEE) rating; The Company plans to achieve level 2 in the next verification with the following elements identified for improvement: preferential procurement, enterprise development and socio-economic development/corporate social investment.

Acid division in Richards bay, KwaZulu-Natal.

black economic empowerment partner, has a 15% interest in the company; • Coromandel International Limited in India is a business partner with 14% ownership of Foskor; • India’s Sun International Group has a 1% stake in Foskor; • The Foskor Group owns 29,9% of Foskor Zirconia, having sold a 51% stake to Carborundum Universal Limited in 2008; • Phosphert Marine and Phosphate Shipping are 100% owned by the Foskor Group; and • Odjfell Makana is contracted by Foskor for the group’s India shipping requirements. Sustainability

The King III report, effective 1 March 2010, is a milestone in the evolution of corporate governance in South Africa. King III brings significant opportunities for organisations that embrace the principles of discipline, transparency, independence, accountability, responsibility, fairness and social responsibility. Foskor (Pty) Ltd strives to uphold King III’s corporate governance

standards and complies materially with the King Code’s governance principles. Foskor’s operations and policies are aligned stringently to the recommended corporate governance framework. The Board of directors is responsible to shareholders for the performance of the company. Its role includes the establishment, review and monitoring of strategic objectives. The Board approves major acquisitions, disposals and capital expenditure, while overseeing the group’s systems of internal control, governance and risk management. Foskor aspires to

• supply sufficient high grade phosphate rock concentrate, merchant grade phosphoric acid and granular fertilisers competitively; • increase production capacity and output; • manage operational costs, constraints and risks effectively; • expand domestic consumer base; • raise exports to niche markets; • eliminate logistical problems and reduce the associated costs;

Granualar Fertilizer

• develop and successfully implement the market and product diversification strategy; • achieve world-class safety, health, risk, environment and quality capabilities and attain a zero disabling injury frequency rate; • expand the use of environmentally friendly technologies to sustain operational excellence; • attract, develop and retain scarce skills; and • be a socially responsible corporate citizen.

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CORPORATE PROFILE LEISURE, ENTERTAINMENT & HOTELS | LEISURE FACILITIES

Club Leisure Group incorporates a variety of points-based leisure and accommodation products structured around the specific needs of its customers. Since its establishment in 1990, Club Leisure Group has become one of the world’s largest leisure management companies, operating across five continents. The Group has a portfolio currently valued at over R5,5 billion and is led by directors with more than 60 years of collective experience. Club Leisure Group creates, designs, finances and administers a host of worldwide vacation clubs, holiday resorts and hotels. It provides a variety of related services including property development, SHAUN E LAMONT resort management, membership and MANAGING DIRECTOR vacation property sales, holiday and travel reservations, as well as financial services and asset management. The Group consciously adopts a business philosophy of surpassing the ever-changing leisure expectations of its members and partners. Products are strategically designed to enhance each holiday experience, resulting in a “Partners for Life” philosophy. The leisure consumer of today is more discerning, sophisticated and demanding than ever before and it is the Group’s ongoing objective to continually enhance services to exceed expectations, thereby achieving and elevating loyalty year after year. Successful long-term relationships with its members, partners and staff are paramount to the Club Leisure Group and new leisure products are continuously being developed to closely match 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. The unyielding support structure of Club Leisure Group comprises an extensive administrative and operational infrastructure which includes the entire spectrum of industry services including: product acquisition, marketing, sales, technology, reservations, resort development, and resort and club management.

COMPANY PROFILE STATISTICS/ DEMOGRAPHICS/ HISTORY Founded: 1990 Founding members: Stuart J Lamont, Anthony N Ridl Employees: 2 200+ Branches: Spread across Africa, Europe and the United Kingdom Trade affiliations: VOASA, OTE, ARDA, ATHOC, NZHOC, IATA, Fedhasa, Durban Chamber of Commerce

BUSINESS & FINANCE

Financial year-end: 31 December Approximate market share: 40% Holding company: Club Leisure Holdings (Pty) Ltd Subsidiaries: Club Leisure Group (Pty) Ltd, Club Leisure Sales (Pty) Ltd, Club Leisure Management (Pty) Ltd, First Resorts Management (Pty) Ltd, Club Leisure Development (Pty) Ltd, Club Leisure Administration (Pty) Ltd Bank: Absa, First National Bank, Standard Bank Current customer base: 200 000

NATURE OF BUSINESS

Activity: Engaged in the leisure industry, property development, vacation club management, resort and hotel management, sales, marketing,

reservations, financing and asset management Products/ services offered: Vacation clubs, central reservations, club resort and hotel management, information technology, property development and acquisitions, developer and marketing agency support, financing and collections, communication, marketing and sales, a registered credit provider

CONTRACTS & REWARDS

Joint ventures: SA Army Foundation (Rainbow Holiday Club), Development Trust for members of the SAPS (Off Beat Holiday Club), RCI, Club Leisure Management, Club Leisure Development (Pty) Ltd

TRAINING & CSI

Training programmes: Provide opportunities to school-leavers by designing and conducting an inhouse educational tourism programme, offer sales and management courses CSI initiatives: Assist local underprivileged communities, AIDS orphanages, environmental preservation organisations and Christel House

FAST FACTS 1 FOUNDED IN 1990

LEADER IN ITS FIELD – OPERATING ACROSS FIVE CONTINENTS

SERVICES A MEMBERSHIP BASE IN EXCESS OF 200 000

4 DEVELOPS AND MANAGES 16 VACATION CLUBS

5 OPERATES VIA 36 BRANCHES ACROSS THE WORLD

CONTACT INFORMATION Executive Chairman: Stuart J Lamont Managing Director of Holding Company Anthony N Ridl Managing Director: Shaun E Lamont Directors: Morgan Chetty, Ron Haylock Director Strategy, Training and Communications: Rioma Cominelli Director - National Sales Operations: Mike O’ Sullivan Human Resources Manager: Lize van Zyl 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: celestet@clubleisure.co.za Website: www.clubleisure.co.za

With the QR-Code you can visit:

EMPOWERMENT STATUS

Black Empowerment Level: Total staff: 80%

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REVIEW LEISURE LIVING

THE

OYSTER BOX A luxury seaside hotel that offers you more than just another hotel experience. The iconic lighthouse, direct beach access and the view of the Indian Ocean are some of the many things that makes it one of South Africa’s most cherished hotels. Reviewer Mulalo Nemataheni Name: The Oyster Box Hotel and Ocean Terrace Restaurant Location: The hotel is located within easy access to KwaZulu-Natal’s finest attractions, the Midlands and Drakensberg Mountains, world-renowned game parks and historic battlefields. King Shaka International Airport: 15 minutes

Review

Colleagues mentioned that it is more than just an ordinary hotel, but I wasn’t convinced. But on my arrival, I realized they were in fact correct. Guests are treated like kings and queens in their own palace. The warm welcome and genuine smiles when arriving at the hotel made me feel part of the family. The hotel is able to cater for different occasions: weddings, birthday celebrations, business conferences or a spa date with your loved one. The sea or garden-facing rooms, suites and villas are perfect for business trips, a honeymoon or that annual family holiday. The sea-facing room I was in had a large private balcony area with a great view of the iconic lighthouse and coastline. The rooms are spacious and individually designed. A fully stocked mini bar, complementary internet and Wi-Fi, built-in international adaptors and daily newspapers are some of the room facilities worth mentioning. The hotel facilities include two heated pools, a 24-seater cinema and wine and whiskey tastings, all with direct access to a swimming and body-boarding beach. The Promenade is a great place to take a walk or jog, and deep-sea fishing, diving excursions and other activities can be arranged. The spa is dedicated to restoring beauty and balance through individual treatments and spa journeys, personalised for each guest by

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exceptionally skilled therapists. A Private Fitness Centre and in-room treatments are also available for hotel residents. This includes a tranquility lounge at the health bar. The spa facility is also available to non-hotel guests. There are five state-of-the-art function rooms: the Pearl Room, Shell Room, Union Castle Room, Durban July Room and The Colony Room. The Oyster Box Hotel offers you more than just another hotel experience. This is an environment for special moments and the creation of memories to keep for life. It is no doubt that it is part of The Red Carnation Hotel Collection. Red Carnation is an award-winning collection of 13 five-and four-star familyrun boutique hotels. The Oyster Box deserves the 5-star rating associated with it, as they meet expectations and go beyond the call of duty. Staff: The Oyster Box Hotel goes beyond your needs and expectations through their passionate service and commitment, making you feel comfortable and at home away from home. View: Spectacular views of the Indian ocean. Restaurant and Bar: The Ocean Terrace Restaurant and Grill Room menu and service is simply sublime! Best Features: Service, food, and view!

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EASY LIVING REVIEW

DEFINITELY NOT A BLUE AFFAIR

AT THE RADISSON

This Cape Town harbour view hotel is situated along the Atlantic Ocean, with Table Mountain and Robben Island providing a beautiful backdrop. This idyllic destination sits within walking distance to the Victoria & Alfred Waterfront and is only a 10-minute drive from the central business district. Name: Radisson Blu Location: Cape Town GPC Co-ordinates: 33°53’57”S 18°24’33”E Cape Town International Airport: 21 km only hotel in Cape Town situated on the Brief description The edge of the Atlantic Ocean, the Radisson Blu Hotel Waterfront offers sweeping views of Table Mountain, Robben Island and Victoria & Alfred Waterfront. All 177 rooms come furnished with first-class amenities such as coffee and tea provisions, free high-speed, wireless internet access and mini bar. The hotel also boasts an on-site spa and fitness centre, delicious dining options, rim flow pool and excellent meeting facilities.

Review

If you’ve ever wanted to surprise your partner with a romantic proposal, I would definitely suggest this hotel. On a hot Sunday morning, before preparing for a week’s break up the coast, I decided to take my girlfriend to a surprise location to “seal the deal”; afterall it had been eight years. The reason I chose the Radisson was because of the associated class, location, service, views, and more importantly, the fact that it rests on the waters edge next to rolling waves, and just a stone’s throw from the waterfront. I had pre-arranged with the hotel to have the concierge adorn our master suite with petals and a bucket of champagne for the proposal and, on arriving at the hotel foyer, we were greeted by two personal concierges who offered to take care of all our needs they also confirmed all was ready for the big question.

Our room was perfectly decorated and the ambience that the staff had created set the right mood for the early morning proposal. After the proposal was accepted, and taking in the splendour of the suite, we celebrated our big decision basking in the sun on the pool chairs, sipping champagne and feeling like movie stars. In the evening we skipped across to the waterfront for a quick spot of shopping and then came back for dinner and a few more celebratory drinks at the bar. The staff were very professional and friendly, and genuinely happy for our special occasion.

www.radissonblu.com

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Chhatrapati Shivaji International Airport, Mumbai – India

Reg No. 1993/004149/30.

AIRPORT SOLUTIONS - WORLD-CLASS RESULTS Experience gained through managing airports of different capacities has resulted in the development of a broad pool of skills, prompting Airports Company South Africa to seek business opportunities outside South Africa. This has led to the successful partnerships in two consortiums to invest and manage Chhatrapati Shivaji International Airport in Mumbai, India (from 2006) and Guarulhos International in São Paulo, Brazil, the largest international airport in Latin America (from 2012). Each of these airports processes approximately 30 million passengers per annum. India Airports Company South Africa’s involvement at Chhatrapati Shivaji International Airport in Mumbai is a flagship demonstration of the growing economic ties between India and South Africa. It is a shining example of co-ordinating experience and skills for the benefit of two nations. The 30-year concession started in 2006 and is in conjunction with the Airports Authority of India, a 26 percent shareholder. The first six years of the concession have already seen a positive transformation of the airport. A new domestic passenger terminal was completed and inaugurated on 17 April 2010. The Southwest Pier and the overlaying of the runway intersection have been completed, as was the realignment of taxiway B1 to meet code F standards to accommodate large aircraft such as the A380.

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The construction of a 24-metre wide channel for widening the Mithi River is nearing completion, while the construction of the Sahar access road and the new airport security force building and police station are also well under way. As a result of this successful partnership, the following accolades have been received by Chhatrapati Shivaji International Airport since 2006: • •

• • • •

Rated the third best airport globally and second best airport in India in the 25-40 million passengers per annum category, by Airports Council International (ACI) for 2011 Rated the best airport in India for airports above 15 million passengers per annum in the Airport Service Quality survey carried out by ACI and ranked fourth amongst all airports globally in the 15-25 million passengers per annum category for the second quarter of 2010 Best Managed Airport from CNBC AWAAZ Travel Awards for 2009 The airport’s proposed Air Traffic Control Tower won the ‘Autodesk Hong Kong Building Information Modelling’ Award in 2009 Frost and Sullivan Asia Pacific Aerospace and Defence Awards – ‘Aeronautical Excellence Airport of the Year’ in 2008 Voted ‘Best Airport in Public-Private Partnership’ for two consecutive years (2006 and 2007) by the Air Passengers Association of India.

2013/03/18 2:56 PM

Guarulhos International Airport, São Paulo – Brazil

Brazil Airports Company South Africa and Invepar formed a consortium that was awarded a 20-year concession in 2012 to develop, finance, operate and manage Guarulhos International Airport in São Paulo, Brazil. Airports Company South Africa is primarily responsible for airport operation and management within the concessionaire. The consortium with Invepar (of which Airports Company South Africa holds 10 percent) owns 51 percent of the airport concession. A number of milestones have already been achieved since the announcement of the successful bid winners in Brazil in April 2012. In May 2012, the concessionaire (which includes Airports Company South Africa, Invepar and Infraero) signed a contract with ANAC, the Brazilian Civil Aviation Authority. This was followed by the approval of the Operational Transition Plan to ensure a successful transition from Infraero as the current airport operator to becoming part of the concessionaire.

Key deliverables during the transition include the uninterrupted transfer of the airport operations from Infraero to Airports Company South Africa as per the implementation timetable, as well as the assessment and improvement of the operational safety, security and environment, in line with the relevant legislation in Brazil. Fundamental infrastructure projects are also planned for completion in March 2014, ahead of the FIFA World Cup in June 2014. One of the priorities for the next two to three years for Airports Company South Africa is to transfer skills and share experience with the Brazilians, especially from an operations perspective. Airports Company South Africa is ideally positioned to provide the necessary expertise to assist in the transformation of existing airport infrastructure, management and service provision to world-class standards. Whether as stand-alone projects or long-term partnerships, Airports Company South Africa can make the difference. www.airports.co.za

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2013/03/18 2:56 PM

REVIEW GADGETS AND

EXTREME PLAY

EXECUTIVE PLAY

Yamaha’s new Lord of Adventure XT1200Z Super Tenere (First Edition) is fitted with a bag displacement parallel twin engine with shaft drive, utilising 270® crankshaft technology to offer unsurpassed levels of power, torque and traction – perfect for the extreme African conditions you may encounter on your adventure. Features • Shaft drive inline 2-cyl – 270- degree crank • Mass kept low and central for agile handling • Intelligent unified Brake System and ABS • YCC-T with 3- stage traction control plus Yamaha D-mode • First edition adventure pack • Tough spoked, tubeless aluminium rims • Adjustable front and rear suspension • Adjustable seat height Price: R118 000 to R149 000

YAMAHA’S XT1200Z

HAPIFORK Designed by French engineer Jacques Lepine, HAPIfork, the world’s first smart connected fork, knows how fast you’re eating and helps you slow down using patentpending technology. By eating slower, you will improve the way you feel after every meal, enhance your digestion and reduce your weight. This smart electronic fork, which comes in five fun colors, is part of a suite of devices, applications and services from HAPILABS aimed at improving your overall health, wellbeing and happiness. How HAPIfork works When you are eating too fast, HAPIfork sends you gentle vibrations and indicator lights flash so that you become aware of when you’re not eating at a pace that is optimal for your health. In an unobtrusive way, the smart fork helps you slow down without a disruption to your meal or conversation.

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HAPIfork monitors the following activities • The exact start and end time of your meal. • The amount of “fork servings” taken per minute and per meal. • The specific duration of each “fork serving” interval. • Your overall meal duration.

TP 13 TH EDITION

2013/03/28 11:27 AM

GADGETS AND EXTREME PLAY REVIEW

ACER ASPIRE S7 ULTRABOOK This machine with its White Gorilla® Glass 2 is super slimline, supremely strong, scratch resistant and easy to clean. The Aspire S7 Series’ crisp, Full HD display generates deep detail, and 10-point touch puts control at your fingertips. Able to open 180 degrees, this Ultrabook™ can be laid flat and used from both sides for terrific teamwork. In the park, on the bus, out camping or wherever it’s dark, you can rest assured that there will be light. The Aspire S7 Series’ electroluminescent backlit keyboard illuminates automatically, optimising its glow to suit the ambient light and keep your eyes comfortable. As an added extra, the laptop has one fan pulling in cool air and another releasing warm air. Comfortable in your lap and under your palms.

SONY’S SMARTWATCH x

As part of their marketing campaign on their website, Sony ‘sells’ their new SmartWatch by cleverly asking how many calls you’ve missed while out and about in a busy or noisy place or in an area that’s not safe to check your phone. Saying you need “never miss a thing” with their new smart device. Well, who wouldn’t be interested in a wristwatch that promises to keep you connected to your mobile… if its within 10m of where you are at that is. Like a mini version of your smartphone, SmartWatch reflects what is happening in your world and lets you know. When a call, message or other notification comes in, your Sony SmartWatch acts as an Android remote and gently vibrates on your wrist to let you know that there’s activity in your social world.

SmartWatch specifications • Android • Bluetooth™ • Watchband and clip • Music player control – track information on display

• Can read texts, email and calendar reminders on display • Social networking services: Facebook, Twitter • Charging connector: USB cable • Reject and mute calls, pre-defined texts, take call and use headset

JET SKI - FX 1800 SUPER CHARGE CRUISER y The FX Cruiser brags and entails the whole kit and caboodle a water enthusiast has ever hoped for in a watercraft. The driver is blessed with an information provider in front of him that provides data such as air temperature, course navigation and water temperature, and, for specific observation of fuel productivity, it also provides information on fuel flow. The cruiser seat provides comfortable three-way spaces for three people to enjoy the thrilling experience for everyone on the cruise. The performance and efficiency of this beauty communicates that an all-package watercraft is necessary.

Price: @ R 211000.00 incl

TP 13 TH EDITION

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95 2013/03/22 2:33 PM

PEUGEOT

4008

If it’s a value-for-money SUV with French flair you’re after, look no further: The Peugeot 4008 ticks all the boxes

Review

Peugeot has just raised the bar of the already highly contested SUV market with the launch of the 4008 which stands out with its distinctive, high-end elegant appearance, expressing both vivacity and reactivity. Peugeot has managed to squeeze a level of standard equipment into the base model of its SUV comparable with what most rivals in the segment include on their higher-spec variants. The exterior panels are unique to the 4008 with an off-road character accentuated through a vertical grille, body sill protectors and protruding wheel arches accommodating 18inch wheels. The 4008 gets extra features like speed-sensitive power steering, six speakers, a cooled glove box, rain sensors, illuminating fade technology, metallic finish inserts on doors, automatic headlamps and LED daytime running lights. The interior emanates a rich feel with soft touch surfaces, piano black trim and chrome highlights with plenty of storage spaces.

The 4008 has been designed with maximum safety measures embedded in its deformable body structure with reinforced waist line, which provides a high level of energy absorption in the event of a front, rear or side impact. It is fitted with six airbags with a range of safety systems, including a bluetooth interface allowing the driver to connect to their mobile by voice control. The 4008 has a 2.0 litre engine producing 110kW of power with front-wheel drive, four-wheel drive or lock mode. Driver and passenger accommodation is comfortable with easy access and plenty of legroom, and the extra sound deadening material provides a quiet cabin. The 4008 is incredibly solid on the road and manoeuvres easily through traffic, turning effortlessly around tight corners and circles. The engine is smooth and refined, giving the 4008 more off-road capability. It is definitely the French flair without the price tag. I can safely conclude that the 4008 is indeed a good value proposition.

Specs

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PEUGEOT 4008

Active 2.0 Petrol/CTV

Allure 2.0 Petrol/ CTV

Power (kW@r/m in)

110@6000

Torque (Nm@r/m in)

197@4200

Cubic capacity

1998

Consumption urban/rural/combined

10.5/6.8/8.1

10.2/6.9/8.1

CO2 emissions (g CO2/Km)

191

Wheel base

2.670

Alloy wheels

18”

Automatic wipers with rain sensor

Cielo roof and roof bars

Rear parking sensor

USB box & bluetooth

5 Yr/100 000 km maintenance plan

5Yr/ 100 000 km warranty

TP 13 TH EDITION

2013/03/28 11:26 AM

ROUND UP

MOTORING ABOUT REVIEW

BENTLEY

GTV8

Key stats Bentley GT V8 Engine Capacity: 3993cc Continuous: all-wheel drive Eight-speed: automatic transmission Max. speed: 303kmh (188mph) Acceleration: 0 - 60mph 4.6 seconds Acceleration: 0 - 100km/h 4.8 seconds CO2 emissions: 246g/km Boot volume: 358L/12.6cu-ft Fuel tank: capacity 90L

PORSCHE

PANAMERA DIESEL Key stats Engine: V6 engine Porsche Panamera Diesel Engine capacity: 2967 cc Engine power: 184 kW (~250 hp) at 3,800 – 4,400 rpm Power output per litre: 62.0 kW/litre (~84.3 hp/litre) Maximum Revs: 4, 600 rpm Eight-speed: Tiptronic S. Brakes: Dual-circuit braking system with separate circuits for front and rear axles. Luggage compartment volume according to VDA 445 to 1, 263 litres Fuel tank capacity 80 litres (~18 gal.) Top speed 242km/h (~150 mph) Acceleration: 0 – 100km/h (62 mph) 6.8 sec. Acceleration: 0 – 160km/h (99 mph) 16.8 sec. Acceleration: 0 – 200km/h (124 mph) 30.4 sec. CO2 emissions: Total 172 (167) g/km

ROLLS-ROYCE

GHOST

Key stats Rolls Royce Ghost Engine Capacity: 6592cc Boot volume: 490 litre/17.3 cu ft Fuel tank capacity: 82.5 litre/18.15 Imp gal Engine/cylinders/valves: V/12/48 Power output @ engine speed: 563 bhp/420 kW/570 PS @ 5250 rpm Top speed: 155mph/250km/h (governed) Acceleration: 0-60mph 4.7 sec Acceleration: 0-100km/h 4.9 sec Acceleration: 0-1000m 23.1 sec CO2 emissions: 327 g/km With run-flat tyres, you can continue for a distance of at least 100 miles at speeds up to 50mph.

www.radissonblu.com

TP 13 TH EDITION

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97 2013/03/22 3:12 PM

THE

THE OSCARS OF SOUTH AFRICAN BUSINESS The African Access National Business Awards was introduced in 2002 to recognise the success, innovation and ethics of South African companies and organisations across all industry sectors. The awards recognise the important social and environmental contributions made by organisations through excellence of service, commitment to their customers, ethical behaviour and environmental sustainability.

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Annual Awards

2013/03/28 9:19 AM

THANK YOU TO OUR SPONSORS M E D I A PA RT N E R S

PA RT N E R S