17th Edition
PROPERTY AND WEALTH CREATION BUYING INTO SOUTH AFRICA
INFLUENCER MARKETING GET TRENDING
TRAINING YOUR STAFF CAN YOU AFFORD NOT TO?
MEET BONANG MOHALE – LIFT AS YOU RISE –
14 NOVEMBER 2019
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ON THE COVER
16
BONANG MOHALE An interview with CEO of Business Leadership South Africa Cover photo by Charlemagne Olivier
IN THIS ISSUE
LIFESTYLE South African celebreneurs in the spotlight
95
2
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CONTENTS
CONTENTS
80 UPFRONT 7
44
10
Featured clients Editor ’s letter
SECTOR OVERVIEWS 30 34 44 48 54 58 68 80 86
Mining Construction and engineering Energy Manufacturing ICT Financial services Training and education Tourism Transport and logistics
ARTICLES 22
G et trending Influencers are changing the face of marketing
52
B ig wins for small business Government grants, incentives and funding
66
B uying into South Africa Creating wealth through property investment
74
70
S kills development Can you afford not to?
74
P rivate Education and the National Skills Development Agenda
Top Performing 17 th Edition
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CONTENTS
THOUGHT LEADERSHIP 12
Social entrepreneurship The business of doing good
13
The business of prosperity Creating growth that benefits all South Africans
15
Lessons in leadership Creating an inspiring culture breeds business greatness
INTERVIEWS 16
Bonang Mohale
AT THE BACK
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CONTRIBUTORS
Ran Neu-Ner In 2001, Ran Neu-Ner started The Creative Counsel, South Africa’s leading activations agency with an annual turnover of R500-million. In 2015 Ran concluded the biggest business transaction in the country when he sold The Creative Counsel to a French-owned international business, Publicis Groupe, for just over R2-billion.
CONTRIBUTORS Bonang Mohale Bonang Mohale was, until his new BLSA appointment, Vice President Upstream and the Chairman of Shell Downstream South Africa; Shell South Africa Holdings; Shell South Africa Refinery and South African Petroleum Refinery. He was awarded the Momentum Friendship Blazer in 2015 in recognition of being the first RSA Nation Building Champion. Bonang also took home both the country (RSA) and SADC Regional trophy for CEO Magazine’s Titans – Building the Nation award in 2014. He was conferred an honorary professorship in marketing management by the University of Pretoria, where he serves on their advisory council.
Jay Ramnundlall
Jay Ramnundlall is the CEO of Richfield Graduate Institute of Technology – the largest, registered private education provider in South Africa. Offering full higher education qualifications, Richfield operates higher education and further education campuses across major cities and rural areas in Southern Africa.
Michelle Marais
Michelle Marais is the Head of Campaign Design and Execution at R-Squared Digital, one of the fastest growing influencer marketing agencies in South Africa. Many of the largest and most recognised local and international brands partner with R-Squared Digital for their expertise in driving highly engaging and authentic content that will protect the brand equity.
He continues in his role of Co-CEO at The Creative Counsel Group, living by the philosophy “Brilliance or Nothing”.
Rishad Ahmed Rishad Ahmed is the CEO and cofounder of Incentives SA, a company that specialises in the acquisition of funding and finance from various financial institutions. The company has successfully raised over R1-billion for companies in South Africa. He is also involved in a number of projects, including saving the African honeybee. As an executive business coach and speaker, he advises companies and individuals on reaching their full potential.
Thuli Madonsela Professor Advocate Thulisile (Thuli) Nomkhosi Madonsela held the office of Public Protector of South Africa from 15 October 2010 until October 2016. She has been the recipient of a number of prestigious awards, such as the Law Society of South Africa’s inaugural Truth and Justice Award. In 2014, she was listed as one of TIME magazine’s top 100 most influential people in the world. Professor Advocate Madonsela currently holds the chair of social justice in the Faculty of Law at Stellenbosch University.
Xoliswa Daku
Xoliswa Daku, founder and CEO of the Daku Group of Companies, has always had a passion for developing women in business. She served as the National Chairperson for the South African Women Enterprise Network (SAWEN) and was instrumental in the formation of women empowerment institutions by national departments.
Top Performing 17 th Edition
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EDITOR’S LET TER
In its latest report, the bank projected the economic growth rate for South Africa to be 1.7% in 2020. It takes a while to recover after being devoured from the inside out. For over a decade and a half, through the good times and the challenging ones, Topco Media has been celebrating success among South African businesses, government departments, organisations and individuals. We have a long view of the stamina, resilience, perseverance and active citizenry that characterise our country. Our front cover this year is graced by CEO of Business Leadership South Africa, Bonang Mohale (who described the Investment Summit chaired by President Ramaphosa as an embarrassing success), and our lead article is an interview with this dynamic South African whose book, Lift as you Rise, reflects his commitment to transformational leadership. In this the 17th edition of Top Performing Companies & Public Sector, R-Squared Digital looks at the growing trend of influencer marketing, and how, by having the correct alignment with your brand, you can grow your business in leaps and bounds. The health of the economy is directly linked to the burgeoning of the
A GROWING SENSE OF OPTIMISM
SME sector and Rishad Ahmed from Incentives SA has written a valuable overview of the government incentive packages available for startups. The winner of Top Entrepreneur of the Year at the National Business Awards in 2017, Xoliswa Daku, has penned an insightful article on property and wealth
There is a growing sense of optimism in South Africa, with President Ramaphosa tackling head on the corruption hydra that
creation. Jay Ramnundlall, CEO of Richfield Graduate Institute of Technology (National Business of the Year 2018), looks at the crucial contribution that private education makes to the National Skills Agenda.
nearly brought our country to its knees.
Is training your staff a worthwhile investment? Read the article on measuring
Supporting this road to recovery, Minister
the return you get from investing in your people. As Richard Branson said:
Mboweni delivered a no frills budget, tightening the collective belt. Ours will not be a heady meteoric catapult into doubledigit figures, rather it will be a steady journey, ensuring that we slowly but surely win the race. The World Bank forecasts that South Africa’s economic growth will accelerate to 1.3% in 2019 from an estimated 0.9% in 2018, citing the implementation of
“Train people well enough so they can leave, treat them well enough so they don’t want to.” Our lifestyle section turns the spotlight on celebreneurs – a fabulous collection of celebrities who have given full rein to the their entrepreneurial gees.
Heartfelt thanks go to our Advisory Committee, contributors and clients; and the amazing in-house production team: editors Elske Joubert and Nicole Forrest, designer Christine Siljeur and traffic manager Daniel Bouwer. I hope you enjoy the read as much as we enjoyed creating it.
structural reforms announced last year. FIONA WAKELIN GROUP EDITOR
Local Excellence Global Appeal
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THOUGHT LEADERSHIP PIECES FROM OUR ESTEEMED ADVISORY COMMITTEE
SOCIAL ENTREPRENEURSHIP THE BUSINESS OF DOING GOOD BY THULI MADONSELA
W
hen the architects of our democracy drafted the Constitution, I think they had in mind a society similar to that which exists in Massachusetts. One where
the government makes a concerted effort to create an enabling environment; one that is predicated on social justice, where people believe that cruelty is wrong and kindness is the ethos. I won’t pretend it’s a perfect system, but what I love about it is that the people who live there have a conscious desire to do good and make other people feel good about themselves. It is a society of
conscious good-doers constantly looking to eliminate social injustice. Our Constitution – one of the best in the world – with its particular focus on equality, human dignity and freedom, has all the ingredients of a society similar to the one in Massachusetts. However, we face the triple challenges of poverty, inequality and unemployment, all of which need to be addressed in ways that resonate with the spirit of our Constitution. In addressing the issue of unemployment in South Africa, human solidarity is going to be extremely important. An emerging industry in the US is social entrepreneurship. In South Africa, we need to find a way to provide services to communities; this means that government and companies offload some of their corporate social investments to genuine social enterprises. This, in turn, becomes another source of employment and adds value to humanity. Social entrepreneurship at Harvard is no longer seen as something reserved only for bored housewives or good-hearted rich people. It’s seen as a niche area for alternative employment in which value can be added to society. You get a sense of feeling good for doing good and, at the same time, you’re improving employment, poverty and inequality.
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A DV I S O R Y C O M M I T T E E E D I T O R I A L
THOUGHT LEADERSHIP PIECES FROM OUR ESTEEMED ADVISORY COMMITTEE
THE BUSINESS OF PROSPERITY CREATING GROWTH THAT BENEFITS ALL SOUTH AFRICANS BY BONANG MOHALE
I
n his 2018 State of the Nation Address, President Cyril Ramaphosa committed to set South Africa on a new growth path towards inclusive
development. “As we pursue higher levels of economic growth and investment, we need to take additional measures to reduce poverty and meet the needs of the unemployed. This year, we will be initiating measures to set the country on a new path of growth, employment and transformation,” he said. This statement is a direct challenge to the conventional belief that we have achieved progress thanks to growth. The evidence is much more nuanced. As a matter of fact, Tabea Kabinde, Chairperson of the Employment Equity Commission, launched a devastating report in June 2018 that demonstrates a deterioration in the representation of blacks in positions of leadership from 14.4% in 2017 to 14.3% in 2018. This, at a time that the country and Business Leadership South Africa (BLSA) are calling for the redoubling of efforts, is not only disappointing but sad, tragic and regrettable. Statistics like these defeat nation-building and prolong the journey towards social cohesion. Countries that succeeded in achieving high levels of human development, from Scandinavia to South Korea, did so because of purposeful restrictions on the growth-at-all-costs model. They pursued income and wealth redistribution, protected families and communities, guaranteed a good work–life balance and invested heavily in social welfare.
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THOUGHT LEADERSHIP PIECES FROM OUR ESTEEMED ADVISORY COMMITTEE
The simple fact of massive inequality
structural underpinnings, prosperity
compels us to rethink the conventional
for all will remain a mirage. The role
growth path. But what does inclusive
of BLSA is to be a conscientious voice
growth mean? Obviously, the idea
of business, responsible citizenry,
that the ‘pie’ can grow indefinitely is
patriotic capital, thought leadership
alluring. It means everybody can have
and partner of choice – doing
a share without limiting anybody’s
everything in our power to
greed, which is the underlying driving
ensure that this ANC-led
force of modern societies. A rising tide
government is a capable
lifts all boats: while the rich get richer,
state.
the poor are also expected to benefit from what trickles down.
In our ‘Contract with South Africa’, launched
The reality, however, is that very little
in September 2017, we
trickles down from the wealthy to the
recommitted to creating
poor. The reason is that the poor, who
jobs and investing in the
struggle to operate in the new ‘growth
acceleration of small business
economy’, where everything has a
development because SMEs
price and money dominates social
create jobs in large numbers.
relations, are kicked out of the system.
Business cannot flourish when
What is needed instead of benign neglect is an agreement that rewarding employment for a full spectrum of people should be a fundamental goal of business and government. Indeed, with that objective as a starting point, it will be necessary to develop ways to increase both the competitiveness and the inclusiveness of the economy. A new growth path is needed. This includes forms of business that reconcile human needs with production processes, investment models that emancipate people from passive roles as consumers, and systems of social organisation at the local level that reconnect individuals with their communities and their ecosystems.
the rest of South Africa is failing. Business cannot stand as an island of prosperity in a sea of poverty. Equally, business should be at the nexus of socioeconomic development. Instructively, no country has seen prosperity where business is pushed to the sideline. Thus, the role of business extends to constructively engaging with all key stakeholders including government, labour, communities and civil
This will be an important step
societies. Business
forward. If we do not help business
success is positively
to transform and address the skewed
linked to social
distributional effects and their
cohesion.
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A DV I S O R Y C O M M I T T E E E D I T O R I A L
THOUGHT LEADERSHIP PIECES FROM OUR ESTEEMED ADVISORY COMMITTEE
LESSONS IN LEADERSHIP CREATING AN INSPIRING CULTURE BREEDS BUSINESS GREATNESS BY RAN NEU-NER
A
s a 25-year-old, multi-
80% in a single year. In my arrogance,
how employees behave in the absence of
degreed founder of a fast-
I attributed the high turnover to the very
a leader, particularly in tough times.
growing and highly profitable
thing that made us successful: our high-
business, it never occurred to me that I might be my own worst enemy.
performance culture.
If a team can win consistently without the involvement of the leader, the leader has
I used to liken business to football, a game
truly succeeded in their role. The absence
I was highly driven, competitive
where every player needs to play at 100%
of the leader in daily tasks alludes to the
(especially with myself), obsessed
for the full 90 minutes of every match. One
reliance on a management layer that is
mistake could cost you the game and if you
empowered and makes decisions in the
made mistakes, you simply couldn’t be kept
moment that are aligned with the culture
on the field or the team.
that the leader has inspired.
After one particularly heated management
Every organisation needs a good mix
meeting, I agreed to hire a consultant to
between leaders and managers.
with winning and high on success. I knew every detail of every part of my business and made sure that no move was made without my approval. And, if the staff couldn’t do something the way I wanted it, I believed that I could do it faster and better. Pitches won, staff hired and, of course, money in the bank were the only metrics that mattered. It seemed to be a winning formula. The harder we worked, the higher we scored on each metric. The Creative Counsel was the industry disruptor and quickly became the biggest advertising agency in South Africa; in fact, at one point we had over 50% market share in our industry. We built a business with a highperformance culture. We worked harder than anyone else, handed over brilliant work at all costs and always delivered more than our clients expected. But what were the real costs of this strategy and the
take a deep look into our business and assist us with correcting our course. We couldn’t keep losing our staff in batches. We were spending our lives hiring and training new staff all while trying to run a successful business.
At one stage, our staff turnover was
(leader) spends hours in training, drills and scenarios, communicating his/her creating the culture.
after just two weeks in the business. His conclusions were clear and direct. There was only one thing wrong with our business: its founder. He wasn’t a leader – he was a manager on steroids. In fact, he was often a micromanager.
On game day, though, the leader is not on the pitch with the team, but inspiring from the sidelines. The game is in the hands of the captain (manager) and the team. If the leader has played their role, his/her inspiration will be seen in every move the
After months of engagement with an
team makes – including when they raise
executive coach, I was humbled and
the trophy at the end of the match.
realised the true definition and importance of leadership and the clear line between
As the business grew, cracks began to
of high-calibre staff we could attract.
for the full 90 minutes. The coach
thought process to the team, thereby
CHARACTERISTICS OF GREAT LEADERSHIP
bad employer, which limited the number
the ones that perform at their peak
the consultant called a meeting with me
leadership and management.
had developed a reputation for being a
analogy after all: the best teams are
Despite committing to a four-week project,
focus on the metrics I had chosen?
show. We struggled to retain key staff and
I may have been right in my football
The Creative Counsel began bringing home the trophies, winning every business award that the continent has to offer, including a National Business Award. But the success came only after
The only role of the leader is to create
I was humble enough to accept that
and inspire the culture of the team and
I needed the guidance to understand
the organisation. Ultimately, the culture of
that my role was to inspire through
a team or organisation can be gauged by
compassion, empathy and example.
Top Performing 17 th Edition
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# BUSINESS BELIEVES
#BUSINESSBELIEVES EDITORIAL
A
fter studying at Wits Medical School, Bonang Mohale spent 10 years in the pharmaceutical industry building his wealth of
business and management knowledge. Since his beginnings as a sales representative, Bonang’s business acumen has taken him to the helm of some of South Africa’s biggest companies. Now, he’s the head of Business Leadership South Africa (BLSA), an independent association that encourages business leaders and key players in South Africa to exchange ideas in the national interest. “We believe that business and government must commit to creating the conditions necessary for South Africa to succeed, so the economy can grow. As a result, we promise that we will do all we can to ensure this happens.
We s p e a k to B o n a n g M o h a l e a b o u t h i s p a s s i o n fo r S o u t h Africa, Business Leadership S o u t h A f r i c a , h i s b i g fi ve a n d w h o h e wo u l d i nv i te to d i n n e r.
“At BLSA, we love our country. We believe in South Africa’s future. We share the values set out in its Constitution. And we say humbly: we want to play our part in ensuring that South Africa works for everyone. “That’s why, on 23 August 2017, we signed a contract with South Africa, to commit to playing
B Y F I O N A WA K E L I N
our part in creating a South Africa of increasing prosperity for all by harnessing the resources and capabilities of business partnerships with government and civil society to deliver economic growth, transformation and inclusion.”
Top Performing 17 th Edition
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Why has BLSA chosen the clauses set
the end of World War II, and our
out in its contract with South Africa?
own ‘new dawn’.
Business really believes in South
We have to work with the private
Africa and that, with very little
sector because the private sector
effort, we can get the type of
has a disproportionate voice and
double-digit growth numbers we
disproportionate resources. For
see in the rest of the continent.
instance, of the 15 million people
Business is heavily invested in this
that are gainfully employed,
country and, as said in the contract,
13.5 million of them are employed
we are going to create jobs, grow
by the private sector while the state
the economy and, in particular,
directly employs 1.3 million. If you
invest in small and medium
expand it to provinces and local
enterprises. Because that is where
municipalities, it is still less than
jobs are created in large numbers.
2.3 million.
Secondly, we will continue to
The 17 million people that are on
invest in young people, black
social security will only come out
executives in particular, as well as
of that self-perpetuating cycle of
the communities in which we have
abject poverty when we create
a presence. This is the notion of
jobs and when the economy grows.
shared faith. It is business that
And, indeed, when our people have
must ensure that we pay our people
gained self-worth and self-respect,
decent wages so they can afford
and they are able to fend for
the goods and services we as South
themselves and their families.
Africans make. We say all of these things with the intention to lift the lower end of the economy into the middle class, because if we did that all of us would sleep better at night.
BIG 5
BONANGMOHALE’S MOHALE’S BIG FIVE BONANG
Bonang Mohale firmly believes that South Africa is open for business. However, to ensure we are not only open, but booming, five burning issues need to be addressed:
How do we ensure the private and public sector work together to ensure inclusive socio-economic growth? No economy, anywhere in the world, has ever attempted the type of social experiment we are attempting without the public and
What five tips do you have for aspiring business leaders? First and foremost, if you are an aspiring businessperson, before you worry about finance and fulfilling an existing need, I would say develop a product or service that the world needs so that you can name your price. Secondly, you need to have access to the value chain of big companies – like our members – because that’s
1. Governance
private sectors working hand in
2. The defeat of state capture
glove. From Roosevelt’s new
3. Reduction of debt
deal in response to the Great
4. Fixing state-owned enterprises and
Depression of the 1930s to the
Thirdly, of course, you need a
Marshall Plan that helped rebuild
sellable and sustainable idea that
western European economies after
the banks will be able to fund if
reducing the size of the civil service 5. The South African educational system
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Top Performing 17 th Edition
where at least 40% of the economic value and utility is concentrated.
#BUSINESSBELIEVES EDITORIAL
you are thinking of scaling up. It doesn’t matter where you operate from – whether it’s from a garage, an old RDP house or the boot of your car.
AND LASTLY, IT DOES HELP TO KNOW THE DIFFERENCE BETWEEN INCOME AND CASH, AND UNDERSTAND THAT YOU NEED TO INVEST FOR GROWTH, REINVEST FOR JOBS AND REINVEST FOR SCALING UP. Most small and medium enterprises do not scale, and some of the companies that are founder-run or managed do not necessarily scale because all of us get married to the things we’ve created; we don’t want to let go. So when you do grow, let go. Go and get yourself an absolute professional who’s passionate about what you do, allow them to innovate and watch your business fly.
BONANG MOHALE’S TIMELINE 1 994–1996 Sandoz Products (now Novartis)
–
Member of Executive Committee, Head of Public Affairs and Communications Department
1994
1996–2000 Otis (Pty) Ltd – Managing Director and member of management team for South Europe, the Middle East and West Africa Area
1996
1997
1 997 Otis (Pty) Ltd wins Black Management Forum’s Progressive Company of the Year Award Named Black Management Forum’s Manager of the Year
2001 –2002 Sanlam – Chief Executive,
Corporate Marketing; Member of the Executive Committee
2001 2001 South African Airways – Executive Vice President, Strategic Alliances, Network Management and Global Sales Presidential Award for Servanthood in South African Industry and the Economic Empowerment of Previously Disadvantaged Individuals
Top Performing 17 th Edition
19
Your book, Lift as You Rise, has an interesting title considering you are businessman operating in a capitalist environment. Can you give us some insight as to what’s on the inside? “Lift as you rise” is an African adage that says you don’t have to wait until you are king, queen, MD, CEO or president to be beneficent. As you take two steps forward, extend a hand. Lift as you rise because that’s what contributes to the well-being of the community, and the well-being of society. We have to reinvest in the communities that made us who we are. Lift as you rise is a commitment, a call to action, that says we can make a huge difference if all of us made our own contribution. It reminds me of the parable of the loaves and fish: we have more than the world needs but are holding it and keeping it to ourselves. The world will be a better place if ubuntu is normalised into daily practice. If you could choose six people to ask for dinner, past and present, who would they
enterprise and did a good job of it. The
Lastly, being a wannabe writer, I would
second would be Mrs Redientse ‘Redi’
like to spend some time with the young
Tlhabi. I just love the way her mind works.
Rekgotsofetse Chikane, the leader of
Third is Dr Reuel Khoza, who had
the #EverythingMustFall movement
temerity in the assessment of his facts
(not just the fees must fall). There is
to put an absolutely honest message on
intersectionality between race, class,
the annual report of Nedcor about the
gender and Fees Must Fall, and even
type of leadership we have and to look
though all of us are worried about
at the trouble that this leadership has
the continuance and the success of
plunged us into.
our student class, our perception is a negative one.
The next is Eusebius McKaiser, an
be and why?
Oxford graduate and talk show host
I think the first person I would love to
articulate patriotic who raises issues
For dessert (because I’m trying to be
have dinner with is Ms Phuthi Mahanyele,
sharply and forces South Africans to
healthy), I would have a fruit salad with
the young lady who ran the Shanduka
look at themselves in the mirror.
a little bit of homemade custard.
What would you have for dessert?
who wears his heart on his sleeve, an
B o n a n g M o h a l e ’s T i m e l i n e c o n t i nu e d 2002–2017 Sanlam Chief Executive: Shared Services & Associated Companies
2002
2004–2008 Drake & Scull FM SA – CEO and member of the Executive Committee
2004
2006
2006 Hollard Insurance
– Company Director
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Top Performing 17 th Edition
2007 South African Facilities Management Association Personality of the Year
2009–2014 Shell – Chairman and Vice President: Sales and Operations Downstream
2007
2009
2007–2017
Marketing Association of South Africa – Chairman
#BUSINESSBELIEVES EDITORIAL
BUSINESS LEADERSHIP SOUTH AFRICA’S
CONTRACT WITH SOUTH AFRICA CREATE JOBS BY GROWING
INVEST IN COMMUNITIES
THE ECONOMY
Business owes it to South
Between 1993 and 2015, South
Africans to do more to ensure
Africa’s private sector created
the communities in which they
2.65 million jobs. Our aim is to
operate thrive and prosper.
create even more jobs.
SUPPORT SMALL
ENCOURAGE AND EMPOWER
BUSINESSES
SENIOR BLACK LEADERSHIP
They should be the lifeblood
Ultimately, the best way to close
of our economy, but too often
the opportunity gap is to invest
they struggle. It is our duty
in more businesses owned by,
to help them succeed by
run by and employing black
financing new businesses
South Africans. We pledge
and training and mentoring
to grow a new generation of
entrepreneurs for success.
black business leaders and
CONDEMN AND ROOT OUT
entrepreneurs.
CORRUPTION
INVEST IN SOUTH AFRICANS
Corruption and state capture
South Africa can only meet
are the cancers that are eating
the challenges of the future
away at our society. They must
with a highly skilled workforce.
be rooted out, crushed and
We will train South African
punished where we find them
managers and workers for the
in the public or private sector.
challenges ahead.
2012 Institute of People Management CEO of the Year Conferred Honourary Professorship in Marketing Management by the University of Pretoria
2012
2013
2013–2017 South African Travel Centre – Chairman Black Management Forum – Non-executive Director
2014 South African and Southern African Development Community Titans: Building the Nation Award
2014 2014–2017 Shell – Vice President Upstream
2017 – PRESENT Business Leadership South Africa – CEO
2015
2017
2015 Momentum Friendship Blazer: Republic of South Africa Nation Building Champion
Top Performing 17 th Edition
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GET TRENDING INFLUENCERS ARE CHANGING THE FACE OF MARKETING
I t ’s ra re to fi n d c o n s u m e r s w h o s t i l l t r u s t o n l y t ra d i t i o n a l m e d i a a n d a d ve r t i s i n g fo r m a t s. Wi t h t h e d e m o c ra t i s a t i o n o f k n ow l e d g e i n t h e a g e o f s o c i a l m e d i a , u n d e r s ta n d i n g h ow to u s e t h e s e p l a t fo r m s to e n g a g e w i t h a u d i e n c e s i s o f v i ta l i m p o r ta n c e .
BY MICHELLE MARAIS
A
s consumers use the internet and social media to research almost everything marketed to them,
companies are realising the importance of social media in communicating to their audiences – both existing and emerging – more effectively. The shift from traditional marketing models to those that use influencers has profoundly impacted brands and companies. The reality is, however, that most marketers still don’t understand how to incorporate influencer marketing into their overarching brand strategy. While the concept still eludes many brands, it can provide a nearly 800% return on investment, making it one of the most important tools in a marketer’s box. WHAT IS INFLUENCER MARKETING? Influencer marketing focuses on creating awareness on an individual level by word-ofmouth marketing. Influencers have credibility and influence over a large network of people. These individuals have a significant impact on vertical markets and/or social media platforms. Brands and agencies partner with influencers in order to create authentic engagement and awareness around products and services.
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Top Performing 17 th Edition
GET TRENDING EDITORIAL
In its ‘Trust in Advertising’ report, Nielsen
Engagement is essentially an interaction
is definitely posing a problem for today’s
stated that 92% of consumers trust
that the target audience has with your
marketer. “As consumers, our attention
recommendations above all other forms of
content, whether it’s favouriting a tweet,
is divided across different screens and
advertising, and of those, 83% take action
commenting on a post or visiting your
multitasking so the fight for our attention
as a result of recommendations. As a
website. This metric is more relevant
is tougher than ever,” he says.
result, marketers who are using influencer
to measure the effectiveness of your
content see a massive difference between
communications as it indicates how many
Influencer marketing is based on people
the performance of brand content and
people are actually interested in the
talking to people. The personalised
influencer content.
content or product you’re selling.
messaging is tailored to the influencer’s audience, which means different audiences
CHOOSING THE RIGHT INFLUENCER Ask yourself the following questions
Reach, on the other hand, is only a
in the same target market might see
reflection of how many times a post
completely unique content and messaging
appears on a consumer’s feed –
for the same campaign depending on the
regardless of whether they see it or scroll
influencers they’re following.
straight past it. Conventional marketing as a stand-alone
to establish whether a particular influencer would be the right fit for
The percentage of an influencer’s
your brand or business:
followers who interact with a post is
• Which platform would be the most effective for my needs? Is the influencer active on this platform? • What does this influencer usually promote? • Do their ideals align with those of my brand or business? • Are their followers real or are there many bots? • What is this influencer’s reach? • How much engagement do they usually generate with a post?
the most reliable indication of how well your post is received. • Under 1%: Disappointing
strategy just doesn’t work as well as it used to. “The preference consumers have towards traditional advertising has more to do with digital. The reason consumers don’t see the value is that it’s not personalised or relevant. That
• Between 1 and 2%: Good
relevancy creates an affinity,” says
• Between 2 and 3%: Very good
Adobe Managing Director: Australia and
• Between 3 and 6%: Excellent • Above 6%: Exceptional
New Zealand, Paul Robson. That doesn’t mean that brands or companies can’t communicate their
INFLUENCER VS TRADITIONAL MARKETING The biggest difference between conventional marketing and influencer marketing is the method of delivery. While conventional marketing offers
The paradigm has shifted from mass
a generic campaign message to a
marketing to understanding the market
static audience, influencer marketing
and pinpointing the influencer who
involves personalised content directed
speaks directly to your audience. When
at a specific audience. These content
influencers speak with passion about
creators deliver a unique message that
your product or service, it can create
will be relevant to their followers.
virality and cause your brand message to be spread to a large audience of
Audiences are constantly fed advertising
potential customers. While it is tempting
messaging. Academic Director of Market
to only look at the reach – how many
Research and Consumer Behaviour at
people see your content – that an
the IE School of Human Sciences and
influencer can enable, what is more
Technology, Jaime Veiga Mateos, confirms
important to consider is engagement.
that the growing number of distractions
authenticity via internal management of influencer marketing. However, you do need to have the right skillsets at your disposal. If the right tools aren’t available, it can lead to your influencer marketing looking scripted and inauthentic, which reduces the impact and lessens the value of the marketing campaign.
G R E AT I N F L U E N C E R M A R K E T I N G CA M PA I G N S D O N ’ T LO O K L I K E A DV E R T I S I N G. T H E Y ’ R E S TO R I E S A R O U N D B R A N D S T H AT YO U R I N F L U E N C E R S S H A R E O R GA N I CA L LY. Top Performing 17 th Edition
23
To run effective campaigns internally,
as brand ambassadors and as industry
you need to:
experts. All three of these methods
• Define the influencer marketing strategy
require that the influencer and their
• Select the correct influencers for a
audience are perfectly matched with
specific message or brand based on a deep understanding of your target audience • Translate your influencer marketing strategy to influencers clearly and concisely, ensuring that your agency or brand integrity and reputation is increased • Manage your campaigns and
a brand. The influencer will create articles, post images or take over the social media platforms of the brand, leveraging their own reach to increase the reach of the company.
THE PRIMARY TYPES OF INFLUENCERS WHO SPEAK TO THE B2B MARKET 1.
Content creators
to completion.
2.
Brand ambassadors
3.
Industry experts
as though they lack authenticity and put
Select influencers creating original content
a dent in your brand’s credibility with your
can make your brand stand out from the
audience. As an example, Microsoft was
crowd in a parity market. As a result, these
convinced it had the ultimate influencer
campaigns have the potential to make a
marketing campaign when it contracted
huge impact by generating impact and
Oprah Winfrey. The irony? Oprah’s tweet
engagement, and ultimately creating lead
extolling the virtues of the new Microsoft
and revenue opportunities.
Surface were sent from Twitter for iPad. The digital space is dynamic and INFLUENCER MARKETING FOR B2B
provides many ways in which to
COMPANIES
communicate your brand messaging.
In the B2C environment, it’s easy to
You can incorporate influencer
engage audiences using influencers.
marketing into your B2B enterprise
YouTubers and Instagrammers creating
through blog posts, e-books and
video footage around the usage and
live question-and-answer sessions.
application of cosmetics, for example,
Employees can also be great conduits
are typically an easy sell compared to
for brand advocacy; after all, who knows
the B2B audience.
your company better than the people who work there?
B2B marketers know that engaging with potential buyers during the prospection
There is no one-size-fits-all approach;
process and anticipating their
the most important factor to focus on is
requirements are imperative to building
that your brand messaging, identity and
a trust relationship, and through that, to
personality are aligned with those of
becoming a preferred vendor.
your influencers. An influencer marketing strategy that ensures your target
Influencers can speak to a B2B market
audience is the focus of your promotions
in three primary ways: through content,
is the key to a successful campaign.
Top Performing 17 th Edition
AMBASSADORS short interactions with brands, but will rather establish relationships with non-competition clauses and perpetual rights for content and remarketing.
2
AUTHENTICITY IN ENGAGEMENT Influencers will endorse products
it can cause your influencers to appear
24
1
BUILDING LONG-TERM BRAND Influencers will no longer have
influencer content from inception
When the strategy isn’t conveyed correctly,
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INFLUENCER MARKETING TRENDS
because they believe in them, not just as a result of being compensated.
3
PRESENTING TO TARGETED DEMOGRAPHICS PER SOCIAL MEDIA CHANNEL The opportunity to speak to your direct audience and the ability to measure real return on investment (ROI) will continue to reduce the effectiveness of traditional media channels.
4
INFLUENCERS WILL BEGIN TO UNDERSTAND THEIR ROLE IN THE MARKETING CYCLE Influencers, like Nadia Jaftha of Birdline Blog and Aisha Baker of Baked Online, reflect how honest opinions can create monetising
5
possibilities. INFLUENCER CONTENT CREATION Brands will see a drop in brandcreated content and a growth in sharing and remarketing of influencer-created content, especially using original photos and videos.
GET TRENDING EDITORIAL
6
ENGAGEMENT VALUED MORE THAN REACH An increase in demand for quality metrics will reveal the real return on investment of influencer marketing
AHEAD OF THE CURVE Influencer marketing has outranked organic search and email marketing as the most cost-effective and fastest-growing online acquisition channel. It’s a vital tool for brands to integrate into their marketing strategies.
campaigns. In-depth metrics and
92% of consumers
insights will indicate how effective campaigns are against the key performance indicators.
7
CROSS-CHANNEL MARKETING
VIDEO
TRUST RECOMMENDATIONS
is the most powerful tool to increase sales
The audience will define the selection of platforms utilised for cross-channel marketing; this will require deep analytical insight of each influencer during the influencer selection process.
8
INSTAGRAM STORIES AND TV
Bloglovin’ research showed that
67%
OF MARKETERS
Instagram is experiencing phenomenal growth in user numbers, with Stories and the newly launched Instagram TV on a meteoric rise. According to HubSpot, there was a 197% increase in influencer marketing
surveyed think influencer marketing campaign helped them reach a more targeted audience
and
83% TAKE ACTION
as a result of recommendations
$7.65 ROI FOR EVERY $1 of influencer marketing paid media
on Instagram in 2017.
9
• 92% OF INFLUENCERS prefer Instagram
GUIDELINES REGARDING DISCLOSURE OF REIMBURSEMENT The appearance of #ad or #sponsored tags in social media posts reveal reimbursement. All influencers should disclose that they’ve been reimbursed for their content. This creates authentic messaging and builds trust with the influencer’s audience.
10
LARGER POOLS OF INFLUENCERS We see a move away from restricted
INSTAGRAM is the most popular influencer marketing platform
Knock-on effects of influencer content creation include: • Lower costs of brand content production • More authentic content • Higher engagement rates
• 95-MILLION PHOTOS AND VIDEOS uploaded daily • 4.2-BILLION LIKES per day
UTM and URL TRACKERS , PROMO CODES and branded HASHTAGS are important to ensure campaigns are effective and deliver on key performance indicatiors (KPIs).
pools of influencers on platforms and a search for the most appropriate influencer per campaign, regardless of whether they’re listed on a specific platform or not.
According to Launchmetrics, 78% of marketers who launched influencer marketing campaigns in 2016 worked with influencers for at least 1 year
01 YEAR
Top Performing 17 th Edition
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INNOVATIVE & COLLABORATIVE INTERVIEW WITH SAVINO DEL BENE SOUTH AFRICA MANAGING DIRECTOR, KOBUS MAREE
S a v i n o D e l B e n e h a s b u i l t a re p u ta t i o n ove r t h e p a s t 1 0 0 ye a r s a s a re l i a b l e p a r t n e r fo r b u s i n e s s e s re q u i r i n g s h i p p i n g a n d t ra n s p o r ta t i o n s e r v i c e s, o p e ra t i n g i n 5 4 c o u n t r i e s w i t h fa c i l i t i e s i n A m e r i c a , A f r i c a , A s i a , E u ro p e a n d Au s t ra l i a . Fo u n d e d o n i n n ova t i o n a n d a d e te r m i n a t i o n to d e l i ve r, i t s b u s i n e s s a c t i v i t i e s a re fo c u s e d o n p rov i d i n g a to ta l l y i n te g ra te d l o g i s t i c s s e r v i c e .
Please give a brief summary of the
This approach enables us to offer
and respond to them positively. We
company, its products / services and
a personalised service with the
believe that with this attitude it is possible
markets.
understanding of what needs to be
to turn challenges into opportunities. We
Savino Del Bene South Africa is part of a
delivered. We are able to offer strategic
focus on the delivery of a solution rather
worldwide corporate network, specialising in
recommendations based on data and
than spending energy on the problem.
global logistics, freight forwarding, clearing
intelligence gathered in the process.
and supply chain management.
In summary, our value proposition in
Savino Del Bene, established in Florence
processing and analysing data is used to
in the early 1900s, has more than 5 000
create business intelligence. This allows
employees in a network of over 285
us to implement global best practice as
commercial offices. The company offers
part of a truly intelligent, integrated
advanced shipping services, customs
end-to-end supply chain.
clearance, warehouse management and a wide range of logistics support products.
Running a company can be quite
The company’s expertise extends to the
such positive results?
following industries: automotive and tyre,
We follow a very structured approach with
fashion, food and beverages, fresh fruit
clear business drivers and core values to
and vegetables, marble and ceramics,
implement the Savino Del Bene Way – the
pharmaceuticals and healthcare, and
culture that exists within the company. We
project cargo.
continuously strive to uphold and improve it.
challenging – how have you achieved
We identify the culture in four terms: What distinguishes Savino Del Bene from its competitors – what differentiates you?
• Excellence – We don’t accept mediocrity and strive to be perfect in all things. • Partnering – Having a mutually beneficial
• No surprises – We strive to meet all expectations. How important do you regard innovation in business? Our business activities are focused on providing a totally integrated logistics service. Therefore, innovation is of primary importance, contributing 87% to the company’s growth. Labour and capital represent the balance. This is why we create and live by innovative transformational strategies. We follow a methodology presented by Anthony W. Ulwick, in his book Jobs To Be Done Theory To Practice, to analyse possible improvement while leading
We differentiate ourselves by focusing
relationship with everyone involved.
the market in technology and customer
on developing a close and personal
Externally, this means that our clients and
service. The basic precepts are:
relationship with each customer:
our suppliers are our partners. Internally, it
• Learn from mistakes
• We develop an intimate knowledge of
means that everyone in the company, as
• Give ideas credit
well as the rest of the Savino Del Bene
• Look beyond the immediate context
the client’s business • We analyse all the client’s business process data available to us. • We introduce and integrate operations to transform the client’s supply chain to realise maximum efficiencies.
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Top Performing 17 th Edition
Group, is our partner. • Execution – Complete each task to the last detail. Do what you say you will do. Don’t procrastinate. • Positive attitude – We accept challenges
• Encourage learning • Inspire acceptance of the challenge • Set a quality standard in service delivery and ensure continuous improvement • Understand the job to be done
S AV I N O D E L B E N E
INTERVIEW
From left: Mr. Munesh Maharaj, National Sales Manager and Mr. Kobus Maree, Managing Director. Photographer: Maryke Beukes
It is hard enough to attract good talent,
them with the knowledge and skills they
trade route that connects China, India and
let alone retain it – please elaborate on
need to successfully transition from the
Europe with Africa.
strategies that worked.
education system to the formal economy.
Savino Del Bene adheres to the following fundamental strategies in order to attract
Our people expect that we:
and retain staff:
1. Act like leaders
• Focusing on the experience of the
2. Give them hope for a better future
employee by monitoring and improving the employee experience on the job and the organisational culture • Shifting responsibilities and increasing accountability of employees • Shifting ownership of engagement
will to make it happen. To prove this point, Savino Del Bene has
4. Give them direction
24 000 m² on the R21 between OR Tambo
5. Give them the opportunities to learn and grow Please identify six key points for someone embarking on fulfilling a
engagement conversations
CEO’s post 1. Define direction – have a vision
workforce by implementing a high-
2. Decide priorities
quality training and development
3. Acquire, develop and align resources
strategy that governs learning activities
4. Drive action
in the organisation
5. Foster learning
• Creating and implementing a substantial
have the knowledge, skills and political
3. Give them a sense that we know what we are doing
to leaders and encouraging frequent • Building competence within the
Africa is the continent of the future – we
built a state-of-the-art facility of International Airport and Tshwane to facilitate the future. What are your key social responsibility initiatives? Savino Del Bene has achieved B-BBEE level 2 status with 125% preferential procurement recognition. Savino Del Bene’s commitment to diversity in the supply chain and logistics industry
6. Motivate and build confidence
incorporates 26% black women equity.
What message do you have for potential
Savino Del Bene contributes to the EDI
overseas investors looking to invest?
trust which develops disadvantaged
These learners also undergo orientation
South Africa is the gateway to Africa due
communities.
and work-readiness programmes to equip
to its strategic location. It is a strategic
number of learnership programmes for young people
Top Performing 17 th Edition
27
S AV I N O D E L B E N E P R O F I L E
2 0 1 9 : A B E N C H M A R K Y E A R F O R S AV I N O D E L B E N E S O U T H A F R I C A Savino Del Bene South Africa is benchmarking
ocean carriers in order to provide the highest
2019 for becoming a leader in its field, having
quality and flexibility services at the most
chalked up top honours in the recent National
competitive rates for customers.
Business Awards as the 2018 winner in the transport and logistics category and embracing
Savino Del Bene South Africa, as a
a new expanded headquarters* this year.
successful, growing business, contributes to
Savino Del Bene South Africa is part of Savino
and assists in raising the standard of living for
Del Bene – a global company specialising in
all South Africans through trade facilitation.
logistics and supply chain management, offering
We build excellent facilities and provide
a variety of services in the form of ocean, air
skills upgrades to our employees so they can
and truck shipments around the world. The
contribute to their communities.
parent company founded more than 100 years ago has 5 000 employees, 172 own branches
wealth creation in South Africa, provides jobs
The company has achieved B-BBEE level 2
and 113 subsidiary offices.
status with 125% preferential procurement
The company offers advanced shipping
to diversity in the supply chain and logistics
services, customs clearance, warehouse
industry incorporates 26% black women equity.
recognition. Savino Del Bene’s commitment
management and a wide range of logistics
Photographer: Maryke Beukes
KOBUS MAREE Managing Director: Kobus Maree Financial Director: Juanita Maree Human Resources Director: Elvera Pitt National Sales Manager: Munesh Maharaj
CONTACT DETAILS Physical address: Eastport Logistics Park, Cnr R21 Expressway and R25, Witfontein Ext. 75, Glen Marais, Kempton Park
support products. We constantly strive to
* State-of-the-art facility of 24 000 m² on the R21
enhance our relationships with core air and
between OR Tambo and Pretoria.
Telephone: +27(0)11 437 3000 Email address: headoffice.jhb@savinodelbene.com Website: www.savinodelbene.com
C O M PA N Y S TAT I S T I C S / DEMOGRAPHICS / HISTORY
Africa (BUSA) and the South African
EMPOWERMENT STATUS
Association of Freight Forwarders (SAAFF)
Empowerment rating: Level 2
Founding members:
BUSINESS & FINANCE
Preferential procurement
Kobus and Juanita Maree
Turnover: R1.12-billion
Employees: 426
Financial year-end: December
Branches: Johannesburg, Cape Town,
Holding company: SDB Benelux SA
Durban and Port Elizabeth
Bank: Nedbank
Trade affiliations: Business Unity South
Auditors: Ernst & Young
Year founded: 1996
Black women equity: 26% recognition: 125%
AWARDS & RECOGNITION AWARDS: • Transport & Logistics Award 2018 • Freight & Logistics Company Award 2017
TRAINING & CSI
• Logistics Achievers Silver Award 2015
• Training programmes: Learnership programme, mandatory trainings such as firefighting,
• Logistics Achiever Platinum Award 2013
first-aid, forklift and reach operator, CRM, business intelligence • Employee incentive schemes: Commission-based for sales & KAM staff, finder and placement incentives • Empowerment initiatives: EDI empowerment trust • CSI initiatives: SA Cares for Life – Nutribands, Project Flamingo, Operation Healing Hands, Karos, Kambro Men’s Ministry in Eersterust
RECOGNITION: • Institute for Quality: ETD Recognition Award 2016 • Top Performing Companies 2007 & 2018 Top Performing 17 th Edition
29
MINING SECTOR
GOING FOR GOLD BY ELSKE JOUBERT The mining industr y in South Africa remains a vital component of the countr y’s economy. The sector contributes approximately R8 for ever y R100 produced by the national economy and employs 2.5% of the national workforce. Mining remains the largest industr y in Nor th West, Limpopo, Mpumalanga and Nor thern Cape.
2018: A MIXED BAG OF PERFORMANCE The 2018 financial year was a challenging year for the mining industry in South Africa; however, commodities like iron ore, coal, manganese and chrome performed well. Says Michal Kotzé, PwC Africa Energy Utilities & Resources Leader: “2018 can be described as a mixed bag of performance for South Africa’s mining industry, with bulk commodity prices continuing to rise during 2018 from the lows at the beginning of 2016, while precious metals continued to struggle. Together with the gold and platinum impairments, it meant that the industry recorded a loss for 2018.”
SA’S LATEST MINING CHARTER South Africa’s latest Mining Charter is aimed at sharing the benefits of the country’s mineral wealth more equally among its citizens. However, according to AngloGold Ashanti Chairman Sipho Pityana, the Charter doesn’t provide solutions to the industry’s challenges and will make it difficult for companies to buy and sell assets. “South Africa risks driving away new investment and crippling its mining sector if ‘reckless’ new rules are implemented. When the industry says to you that what you are proposing will kill the industry, you should sit up and listen,” Pityana said in an interview at Bloomberg’s Johannesburg office. “Layers and layers of these things make mining an uninvestable proposition and you are talking about an industry that basically has its back up against the wall.”
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Top Performing 17 th Edition
Negative perceptions about the new mining regulations could have ripple effects through the entire South African economy. “If you have gold miners desperately looking for investors and you say, ‘by the way, you also have to contend with this,’ I don’t think you are going to have a long queue of suitors,” Pityana said. “Consensus is not just about protecting the mining industry, but it’s also about protecting the image of the country that we don’t do things in a reckless way.”
2019 INVESTING IN AFRICAN MINING INDABA
President Cyril Ramaphosa, the first South African president to speak at the Indaba, relayed the importance of the mining industry as a key player in our economy. This year’s Indaba focused on, among other themes, resource nationalism, innovations in technology, battery metals, and diversity in mining and sustainable development. “We have prioritised the restoration of a policy and regulatory environment that is stable and predictable. Significant work has been done to remove the uncertainty that held back the development of the industry. “We have emerged from a period of strained relations where the courts became the main platform of engagement between the industry and government. We recognise the critically important role that mining can and must still play in shaping the future of our country,” Ramaphosa said.
M I N I N G S E C T O R OV E R V I E W
2 0 1 9 A N D B E YO N D The Top 40 mining companies are enjoying a bounce back; however, temptations loom for industry and stakeholders. They will need to stay focused and deliberate towards achieving the long-term goal of creating sustainable value for all stakeholders. In particular, a watching brief will be on the following issues: Financial capital • Manage increased shareholder demands • Consider response to more private equity entrants on an investment-for- value basis and subsequent disruption Intellectual capital • Maintain relentless focus on costs Human capital • Manage technology and workforce considerations Market disruption • Ongoing macro-economic fluctuations including sanctions and tariffs • Increased vertical integration as
• •
commodity users position themselves in anticipation of price increases Consolidation in the steel industry might create greater purchasing power and pressure on prices User trends, such as single sourcing versus spot buying
Manufacturing capital • Address deficit in CapEx and exploration levels while maintaining investment disciplines Social and relations • Address stakeholder demands, including changing environmental regulation and tax regimes
T O P 1 0 M I N I N G I N D U S T R Y M U S T- D O S 1. Bring digital to life
Mining companies need to understand how digital technologies, including autonomous vehicles, drones, 3D printing, wearable technologies and the Internet of Things (IoT) will influence the future and the way they do business.
2. Overcome innovation barriers
Innovations with high start-up costs that may impact cash flow or the licence to operate are often dismissed. Mining companies are disinclined to collaborate with one another because of concerns about maintaining a competitive advantage and protecting intellectual property.
3. Consider the future of work
The industry needs to consider how to create new employment opportunities, and to reskill and retrain employees in the latest technology and tools.
4. Promote the image of mining
Mining companies must take proactive steps to address, and change, the industry’s image.
5. Transform stakeholder relationships
The mining industry must adopt new approaches to the communities in which they operate to meet increasing demands for local employment opportunities, improved infrastructure and greater environmental protection.
6. Manage water usage
Innovative methods need to be found to reduce, reuse and recycle water in water-scarce regions.
7. Change shareholder expectations
As shareholder expectations grow, mining companies need to re-establish their credibility in the investor community.
8. Reserve replacement woes
Mining companies are struggling to free up the exploration and development budgets required to exploit new resources. At the same time, they remain hesitant to engage in acquisitions to feed the exploration pipeline.
9. Realign mining boards
Mining boards need to embrace the full power of digitisation and innovation to help drive change in the industry.
10. Be future-focused
Miners need to track fluctuating consumer demands, global demographic and economic shifts, the effects of environmental change, and the emergence and adoption of new technologies.
Sources w w w. p w c . c o . z a w w w. s a i i a . o r g . z a w w w. s t a t s s a . g o v. z a w w w. t h e r m o f i s h e r. c o m
Top Performing 17 th Edition
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G O D I M O N G C O N S U LT I N G E N G I N E E R S A DV E R T O R I A L
GODIMONG CONSULTING ENG INEERS Committed to excellence
The firm is fully computerised and some of the design software utilised by the company includes: • AutoDesk 3D Map • AutoCad • Surfmate • Watermate • Pipemate • Ribermate • Ms Project • Utility Programs for Drainage • EPA SWMM software for runoff analysis • Other design software.
Godimong Consulting Engineers (GCE)
field of civil engineering and project
Pty Ltd is a South African wholly black-
and programme management.
Over and above this, GCE is committed to long-term relationships with clients based
owned multi-disciplinary engineering company, established in 2009. It is a
It has since expanded to offer a
on excellence, professionalism, honesty as
specialist consulting company that aims
wide range of consultancy and other
well as shared expertise; and provides total
services, which include:
quality, cost-effective and timely engineering
to provide a wide range of development services to the public, government and private developers, with extensive expertise, pursuing turnkey, customised solutions for projects.
solutions and products to satisfy the business • Construction management and
needs of its customers.
project management • Civil engineering (bulk/township services, housing, roads etc.)
The company also aims to provide high-quality services to clients, with the goal of maintaining their reputation for quality and timely responses. GCE offers sustainable engineering solutions and specialises in buildings, structures and sports stadia, waste and water management services, environmental engineering, geotechnical engineering, urban and
• Structural and geo-technical engineering • Environmental, community development and facilities management • Appropriate technology. GCE offers a wealth of experience and expertise that is rooted in both technology and management know-how.
GODIMONG CONSULTING ENGINEERS Founder: Norman Modisane Mongae
CONTACT DETAILS Address: 5 Dadford Street, Mahikeng, 2745
rural development and municipal
In its fields of specialisation, the
infrastructure.
company intends to establish a track
Tel: +27 (0)18 381 1478
record of soundness, reliability, quality
Fax: +27 (0)18 381 0488
The company was established in order
service and delivery, innovation, and
Email: info@godimong.com
to provide professional services in the
timeous implementation.
Web: www.godimong.com
Top Performing 17 th Edition
33
CONSTRUCTION AND ENGINEERING SECTOR
L AY ING THE RIG HT FOUNDATI ONS BY ELSKE JOUBERT According to the Steel and Engineering Industries Federation of Southern Africa (SEIFSA), the metals and engineering sector saw some growth for a second consecutive year in 2018. In 2017, confidence in South Africa’s construction industry fell to a 17-year low, owing to policy uncertainty, slow economic growth and an underperforming rand. However, despite low investor confidence, the sector’s output value is set to rise at a compound annual rate of 1.5% over the next four years.
TOUGH MARKET The infrastructure sector is facing an embattled business environment and while there are spurs of growth, the country is not recovering as fast as it should. SEIFSA Chief Economist, Michael Ade, addressing
infrastructure projects are expected to further sustain growth, as are urbanisation and semimigration. The demand for middle- and high-income housing continues, while densification policies in cities like Cape Town are manifesting in a building boom of sorts.
and Engineering Sector Report 2018 to 2019, said
DTI’S R500-MILLION INCENTIVE SCHEME
the metals and engineering sector was predicted
The Department of Trade and Industry (dti) is set to
to grow by 1.1% in 2018, following a growth of
launch a R500-million incentive scheme for the metal
2.7% in 2017. This prognosis, according to Ade, is
and engineering industry in response to the steel
supported by global economic growth that remained
glut. Minister Rob Davies tabled the budget vote in
robust in 2017 – aided by a rebound in investment
Parliament in May 2018, where he shared some of
trade, generally accommodative policies, improved
the department’s top priorities.
delegates at the launch of their State of the Metals
confidence and the impact of the earlier commodity price collapse.
GOVERNMENT SPEND
34
Minister Davies explained that providing support for the metal and engineering value chain is a key priority, which has been especially troubled
The moderate growth in the engineering and
by electricity price hikes and the slowing demand
construction industry can partially be attributed to
from the mining sector. Said Davies, “The use of
government’s plan to spend approximately
incentives and other industrial policy tools could
R940-billion on infrastructure development.
stabilise sectors in distress, as was seen in the
Social housing, renewable energy and roads
clothing and textiles industry.”
Top Performing 17 th Edition
C O N S T R U C T I O N A N D E N G I N E E R I N G S E C T O R OV E R V I E W
TRENDS FOR THE CONSTRUCTION INDUSTRY Tommy Strydom, CEO of Inyatsi Construction Group Holdings, predicts the following for the South African construction industry. The industry will:
Continue to embrace cost-
Embrace modular construction
saving measures in order to
methods, with elements built
remain competitive.
off-site to allow for faster, more cost-effective building
Make better use of mobile,
construction.
cloud and even augmented reality technologies, which
Meet continuing demand for
make it easier to communicate
green building methods and
and to manage sites remotely.
materials.
SOUTH AFRICAN GDP CONTRIBUTION FROM CONSTRUCTION
2019 BUDGET SPEECH TAKEAWAYS
GDP from construction in South Africa decreased to R108 161.67-million in the
● National Treasury will reprioritise
first quarter of 2018 from R108 677.89-million in the fourth quarter of 2017. GDP from construction in South Africa averaged R53 384.1-million from 1960 until 2018, reaching an all-time high of R109 909.36-million in the fourth quarter of 2016 and a record low of R14 702-million in the first quarter of 1960.
resources towards President Cyril Ramaphosa’s infrastructure fund ● Government is committing R100-billion over the next decade towards the building and operation of infrastructure assets
SOUTH AFRICA GDP FROM CONSTRUCTION
● R526-billion of on-budget projects
110 000
will be accelerated by bringing in the private sector
109 500
108 500
ZAR million
109 000
● R625-million will be allocated in 2019/20 to the Development Bank of Southern Africa, the Government Technical Advisory Centre and the Presidential Infrastructure Coordinating Commission
Jul 2015
Jan 2016
Jul 2016
Jan 2017
Jul 2017
Jan 2018
108 000
Sources
www.seifsa.co.za
www.khplant.co.za
www.pressreader.com
www.tradingeconomics.com www.fin24.com
www.gibb.co.za
www.engineeringnews.co.za
Top Performing 17 th Edition
35
LEADERS IN SPECIALIST INSPECTIONS INTERVIEW WITH DIRECTOR OF STANLEY INSPECTION SOUTH AFRICA, STHOKOZILE CLEOPATRA NDLOVU
STANLEY Inspection provides turnkey inspection and testing services nationally
Please give a brief summary of the
This ambition developed and motivated me
company, its current products and/or
to start helping other people achieving great
services, and which markets it caters to.
things as well.
and internationally while
At our core, STANLEY Inspection South
enhancing productivity,
Africa exists because we provide solutions to
improving project quality, and
what our industry needs. We strive to be the
guaranteeing peace of mind.
most innovative, creative and transformed company is South Africa. We specialise in Non-Destructive Testing and Heat Treatment services. We pride ourselves in cutting-edge technologies, exceptional customer service and worldwide expertise. STANLEY Inspection South Africa provides turnkey solutions and testing services to our customers while enhancing productivity, improving project quality, and guaranteeing peace of mind. STANLEY Inspection keeps quality high when time is of the essence. Ambitions and motivations are complex; what has driven you in the past,
36
Top Performing 17 th Edition
Running a company in the present environment can be quite challenging yet you have met high criteria entry level for the Top Performing Companies publication. Tell us why you think you have achieved such positive results? Our success is in our results. We are only as good as our clients believe we are. If your clients are confident in your ability, you will be given the opportunity to succeed. Define your management strategy and how it has assisted in achieving your goals. Appreciative. I believe in continually showing appreciation to my team. After all, they are at the forefront of the business and if they don’t feel recognised and appreciated, customers will notice it immediately. Achieving your level of success has traditionally been considered a stressful journey – is that the case, and how do you manage it? We need to continuously strive to find a solution for our clients. If we don’t, our clients will surely look for someone who can. The key is in the perseverance, regardless of the trials and stress along the way.
and what drives you
What are your strategies to sustain your
now that you have
business during these trying times?
achieved success?
Every business has trying times but only
Since childhood I
the successful ones endure. If you are
enjoyed success, no
working towards a goal and have the right
matter how difficult it
culture, you and your employees can
was to achieve.
overcome any obstacles.
ANCED G
S TA N L E Y I N S P E C T I O N S O U T H A F R I CA I N T E R V I E W
st advanced inspection and
ated Ultrasonic Testing (AUT) for
to be part of a journey
are hardworking and we are the most
. By combining Phased Array (PA)
as contributor and not
innovative country in Africa. Investment
tion (ToFD), outstanding software,
just doing a job. Each
in South Africa often comes at a fraction
employee has their
of the price for foreign investors.
Inspection delivers comprehensive
h production
purpose or reason
ry.
for being at work and the company has its
tion also
ces including
purpose or reason for
netic Particle
servicing its customers.
), digital
itization,
n be provided
nspection
part in marketing. Please identify three key points to someone embarking on fulfilling a CEO’s post? Passion, commitment and purpose. If you could advise government on policy, what critical suggestion would
always willing to go the extra mile to ensure
you make right now? Allow more growth in conventional energy and renewable energy. This starts with policy considerations. Plan, implement and maintain.
quality. They will appreciate you for it.
What do you see as your main growth
How important do you regard
Building relationships with different
innovation in business? It is at the forefront of our minds. We
College in Lephalale, the second one Mpumalanga.
motivated team. Flair also plays a big
customer. Let your clients know that you are
we have opened up a STANLEY
entrepreneurial flair in business? And
drive the business forward. You need a
Ensure quality at all times for your
We love uplifting communities, so
is in the process of being opened in
Absolutely. You continuously need to
hard to ignore; how do you define it?
responsibility initiatives?
Do you believe there is still room for how important is it to business?
Sustainability in business is becoming
TP: What are your key social
areas for the year ahead and why? sectors through customer satisfaction.
Soccer is the biggest sport in South Africa. We have donated to two soccer teams in informal settlements in Cape Town and Mossel Bay. We look forward to doing the same in Mpumalanga. Lastly, we try to encourage women to join our team and break the entry barriers in a male dominated industry by participating in an annual ‘bring a girl to work’ day initiative. Why is “going green” important for your company and the country? Going green is everyone’s responsibility. It will ensure longevity for the company and for our generation as a whole. Everyone can make a difference by changing one thing and sustaining it. That is most important. What is your business philosophy? Continuous improvement What is your best and worst
have brought in five new service offerings
What’s next for you (or your
decisions?
in the last two years and have plans to
company)?
The best decision I’ve made was joining
bring two more innovative techniques
To become the best Non Destructive
STANLEY Inspection South Africa and
before the end of this year.
Testing and Heat Treatment service
the worst would be choosing the wrong
provider in Africa, offering full turnkey
shoes for a meeting which required a site
solutions for our customers.
visit around the plant.
It is hard enough to attract good talent, let alone retain it. Please elaborate on any strategies which
What message do you have for
have worked for your company.
potential overseas investors looking
We believe that our company’s values and
to invest in South Africa?
behaviour retain our employees. We also
South Africa is the best country in
live a culture that allows for each employee
the world with the best people. We
Top Performing 17 th Edition
37
STANLEY Inspection PROVIDING PEACE OF MIND
S TA N L E Y I N S P E C T I O N S O U T H A F R I CA A DV E R T O R I A L
GUARANTEEING PEACE OF MIND STANLEY Inspection utilises industryleading inspection and testing technology to provide clients around the world with turnkey pipeline evaluation and analysis solutions both on- and offshore.
STANLEY Inspection provides solutions to the engineering industry. With 175 years of innovating, creating and transforming our economic and global landscape, we
coopErhEAT oF AFrIcA
are constantly earning our respect as an
Using advanced equipment and emerging heat treatment technologies, Cooperheat Africa develops innovative
international leader in Non-Destructive
heat treatment solutions to enhance the performance of manufacturing materials and processes.
Testing and Heat Treatment services. We
Cooperheat is staffed, certified, and equipped to provide a full range of quality heat treatment services for a
pride ourselves in cutting-edge technologies,
variety of materials, including metals, non-metals, composites, coatings, and refractories.
exceptional customer service and worldwide
coopErhEAT oF AFrIcA SErvIcES
expertise. STANLEY Inspection provides
Cooperheat of Africa is a specialist heat treatment company delivering a range of onsite services that adhere to
global turnkey solutions and testing services while enhancing productivity, improving project quality and guaranteeing peace of mind. STANLEY Inspection maintains a high
the highest quality standards. Primary services include: • Electrical Resistance
InspectioncoNTAcT processes or Fuel component DETAILS • High-Velocity
MIDDLE EAST DETAILS
• Refractorycomplex Dryout issues often Headdemand Office
OUR SERVICES PIH Services ME Ltd / Stanley Inspection
coopErhEAT oF AFrIcA
• Temporary Furnaces 27 Brunton Circle, Founders View
(Middle East)
level of quality when time is of the essence.
investigative solutions that require a Modderfontein
We are proud to be a Level 2 certified
• Heat Treatment variety of personnel materials, including metals, coatings, and refractories. • Electrical Industrial Heating Our engineering work in non-metals, composites, • Guided Ultrasonic Testing Mpumalanga Gauteng • Pyrotenax Fire Survival Power Cables Tel: (017) 631 5338 Tel: (011) 453 4115 conjunction with our project management • Hardness Testing
B-BBEE company with 51% black female ownership. We are currently the only NonDestructive Testing and Heat Treatment company in the country with a female owner
qualified
406 - 407, Sobha Ivory 1 • Induction Heat Treatment Automated Ultrasonic Testing Using advanced equipment and emerging heat treatment • technologies, 1609 Business Bay Cooperheat Africa develops innovative third-party perspective. South Africa Dubai, U.A.E materials and processes. heatElEctrical treatment solutions to enhance the performance SurfacE HEating DiviSion of manufacturing • Phone: Radiography Tel: (011) 453 4115 Fax: (011) 453 0738 +971 4 818 0500 • enquiriesmea@sbdinc.com TraceisHeating e-mail: sales@pihme.com Cooperheat staffed, certified, and equipped to provide aEmail: full range of quality heat treatment services for a
• Chemical LeakSErvIcES Detection Fax: (017) 631 5227Industrial Fax: (011) 453 0738 coopErhEAT oF AFrIcA
teams to deliver innovative solutions that
Western Cape Cooperheat of Africa isFreestate a specialist heat treatment company delivering a range of onsitein services that adhere to innovators thermal technology
Tel: (021) 552 9807 Tel: (016) 971 2714 encompass theinspection highest quality applications standards. Primaryand services include: Fax: (021) 552 9808
Fax: (016) 971 2139
Lephalale
Kwazulu-Natal
and Level 2 B-BBEE certification.
the challenges that come with them. Our • Electrical Resistance
STANELY Inspection provides solutions and
integrity, safety and efficiency throughout
services that no other company is able to offer. Each of these services will be inclusive of a fully qualified team that will come out to your site and inspect your project to ensure it is safe and operating smoothly.
COO PE R H EAT
• Magnetic Flux Leakage Testing
proven
Tel: (011) 453 4115 Tel: (035) 797 5389 • High-Velocity Fuel engineering expertise ensures Fax: (011) 453 0738 Fax: (035) 797 5389
• Refractory Dryout
• Temporary Furnaces
• Magnetic Particle Inspection contact theUltrasonic following for all enquiries: • Please Manual Testing Tel: (011) 453 4115
(011) 453 0738 Testing • Fax: Penetrant e-mail: enquiriesmea@sbdinc.com
• Positive Material Identification
For more information aboutFloor the service we supply ©2015 STANLEY Inspection. All rights reserved. • Tank Testing all phases of •operation. Engineering Induction Heat Treatment and our company please visit our website at:
11/15
personnel areElEctrical availableSurfacE for bothHEating longand STANLEYinspection.com or contact us on the DiviSion details given on the back of this brochure. • Traceassignments. Heating short-term project Areas • Electrical Industrial Heating
of focus include piping, mechanical,
• Pyrotenax Fire Survival Power Cables
electrical, and projectLeak engineering. • overall Chemical Industrial Detection
COO PE R H EAT innovators in thermal technology
Top Performing 17 th Edition
For more information about the service we supply and our company please visit our website at:
39
CONFERENCE 2019 CONFERENCE 2019 CONFERENCE 2019
10 - 1 1 APR IL 2019 JOHA N N ES BURG 10- 1 1 AP R IL 2019 JO H A N N ES BURG 10- 1 1 AP R IL 2019 JO H A N N ES BURG
GEARING SOUTH AFRICA GEARING SOUTH AFRICA GEARING AFRICA TOWARDS ANSOUTH ALL-INCLUSIVE ECONOMY THROUGH TOWARDS AN TOWARDS AN ALL-INCLUSIVE ALL-INCLUSIVE ECONOMY ECONOMY THROUGH THROUGH TRANSFORMATION TRANSFORMATION TRANSFORMATION
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A FEW OF THE PARTICIPATING TRANSFORMATION INFLUENCERS A FEW OF THE PARTICIPATING TRANSFORMATION INFLUENCERS A FEW OF THE PARTICIPATING TRANSFORMATION INFLUENCERS
TASHMIA ISMAIL SAVILLE TASHMIA ISMAIL TASHMIA CEOISMAIL SAVILLE YOUTHSAVILLE EMPLOYMENT CEO CEO(YES) SERVICE YOUTH EMPLOYMENT YOUTH EMPLOYMENT SERVICE (YES) SERVICE (YES)
TRUDI MAKHAYA ECONOMIC ADVISER TRUDI MAKHAYA TRUDI MAKHAYA TO PRESIDENT CYRIL ECONOMIC ADVISER ECONOMIC ADVISER RAMAPHOSA TO PRESIDENT CYRIL TO PRESIDENT CYRIL RAMAPHOSA RAMAPHOSA
JEFF RADEBE JEFF RADEBE SOUTH AFRICAN JEFF RADEBE SOUTH AFRICAN MINISTER IN THE SOUTH AFRICAN MINISTER IN THE PRESIDENCY MINISTER IN THE PRESIDENCY PRESIDENCY
NALEDI PANDOR MINISTER NALEDI PANDOR NALEDI PANDOR DEPARTMENT OF MINISTER MINISTER HIGHER EDUCATION DEPARTMENT OF DEPARTMENT OF & TRAINING HIGHER EDUCATION HIGHER EDUCATION & TRAINING & TRAINING
THEMES AROUND TRANSFORMATION THEMES AROUND TRANSFORMATION AROUND TRANSFORMATION •THEMES Unpacking the critical role that youth • •
• • •
Unpacking the critical role that youth play in shaping our economy – How Unpacking the critical role that youth play in shaping our economy – How participating enterprises can enhance play in shaping our economy – How participating enterprisesand can enhance their B-BBEE scorecards participating enterprises cancertificates enhance their scorecards and certificates up toB-BBEE two levels? their B-BBEE scorecards and certificates up to two levels? up topublic-private two levels? How partnerships (PPP’s) How public-private partnerships (PPP’s) will get SA back on track How public-private partnerships (PPP’s) will get SA back on track will get SA back on track
• • •
• • •
WASEEM CARRIM CEOCARRIM WASEEM WASEEM NATIONAL YOUTH CEOCARRIM CEOYOUTH DEVELOPMENT NATIONAL NATIONAL YOUTH AGENCY (NYDA) DEVELOPMENT DEVELOPMENT AGENCY (NYDA) AGENCY (NYDA)
LEE NAIK LEECEO NAIK LEECEO NAIK TRANSUNION CEO TRANSUNION TRANSUNION
Transformation in the education sector Transformation the education sectora – how can it bein to make Transformation infast-tracked the education sector – how can it be fast-tracked to make a bigger contribution towards realising – how can it be fast-tracked to make the a bigger contribution towards realising the goals the National Development biggerofcontribution towards realisingPlan the goals of the National Development Plan by 2030? goals of the National Development Plan by 2030? by 2030? Opportunities to radically transform the Opportunities to radically economy through foreign transform investmentthe and Opportunities to radically transform the economy through foreign investment and why Africa is still a good investment? economy through foreign investment and why Africa is still a good investment? why Africa is still a good investment?
T O P E M P O W E R M E N T . C O . Z A T O P E M P O W E R M E N T . C O . Z A T O P E M P O W E R M E N T . C O . Z A @topempowerment @topempowerment @topempowerment @topempowerment @topempowerment
Top Empowerment Top Empowerment T oapr kEe mt ipnogw rm n tp o w e r m e n t . c o . z a m @et o pem marketing@topempowerment.co.za marketing@topempowerment.co.za
S TA N L E Y I N S P E C T I O N S O U T H A F R I CA P R O F I L E
C O M PA N Y O V E R V I E W STANLEY Inspection prides itself on providing solutions to what our industry needs. With 175 years of innovating, creating and transforming our economic and global landscape, we are constantly earning respect as an international leader in nondestructive testing and heat treatment services. We pride ourselves in cutting-edge technologies, exceptional customer service and worldwide expertise. STANLEY Inspection provides turnkey solutions and testing services while enhancing productivity, improving project quality, and guaranteeing peace of mind. WE PROVIDE BESPOKE SOLUTIONS TO THE FOLLOWING INDUSTRIES: • Oil & gas
CLEOPATRA NDLOVU
• Power generation • Mining
Director/Owner: Cleopatra Ndlovu
• Construction
Managing Director: Manoli
• Renewable energy
Coumbias
• Petrochemicals
Financial Director: Hildah Ngobeni Marketing & Communications Manager: Shereene Meyer Human Resources Manager: Dimitri Coumbias
C O M PA N Y S TAT I S T I C S / DEMOGRAPHICS / HISTORY
Market share: 25% of NDT
Year founded: 2016
Subsidiaries: Stanley Inspection
Founding members: Cleopatra Ndlovu
South Afrcia, De-Tect Unit Inspection,
Physical address:
Employees: 480
Cooperheat of Africa.
Branches: 10
Holding company: Stanley Black &
27 Brunton Circle, Founders View,
Trade affiliations: Non-Destructive
Dekker
Testing & Heat Treatment
Bank: Citi Bank
Memberships: SAINTS, ASNT, SAIW
Auditors: UHY Hellmann
Top brands: Stanley Black & Dekker
Key clients: SASOL & ESKOM
BUSINESS & FINANCE
TRAINING & CSI
Turnover: R381-million 2018
Training programmes: Stanley
Operating profit: R44-million
College & Mer-Seta
Net profit: R25-million
CSI initiatives: Two soccer teams
Linkedin: Stanley Inspection South
Financial year-end: 31 December
Paint a school in Alex
Africa (Pty) Ltd
CONTACT DETAILS
Modderfontein, 1609 Postal address: P.O. BOX 1703 Bedfordview Telephone: 011 453 4115 Email: dimitri.coumbias@sbdinc.com Web: stanleyblackanddecker.com Social Media:
Top Performing 17 th Edition
41
BUILDING BRIDGES INTERVIEW WITH TOLLO NKOSI, CEO OF UMSO CONSTRUCTION
Raubex plans to form an economic
our position in the market and develop our
S ta n d i n g u p to t h e te s t s o f t h e
alliance with UMSO. Please explain what
strategy. Five years ago we decided as a
i n d u s t r y a n d t h e e c o n o my,
the agreement is about and how it will
company that we have to engage on an
U m s o C o n s t r u c t i o n i s a s re s i l i e n t
impact on the SA construction sector?
aggressive growth strategy, which will see us
a s t h e s t r u c t u re s t h ey b u i l d . We
The Raubex-Umso partnership came about
grow from a R200-million turnover to at least
h e a r f ro m To l l o N ko s i , C E O o f
as a result of the Competition Commission
a R1-billion turnover.
Umso Construction, about the
findings some five years ago in which Raubex
key s to t h e c o m p a ny ’s s u c c e s s.
and six other listed companies were found to
What’s the current status quo of South
have contravened the competition laws.
Africa’s construction sector, and what is your role in this sector?
Please provide a brief background on
As a result, one of the outcomes of the
The South African construction sector is still
yourself and the company, and what sets
settlement arrangement was that they enter
primarily depressed. There are a number of
your company apart from the rest?
into agreements with smaller construction
large listed companies that have closed shop.
I’ve been with the business for over 17
companies – classified as emerging
years, since 2001. I started with the
contractors – to build on that and expand
That in itself is an indication that there
company as a manager and worked my way
the participation of these companies. I can
isn’t enough work for everyone. However,
up to my current position as CEO, which I’ve
confirm that the Competition Tribunal has
this results in opportunities for smaller
held for two years.
since approved the agreement and we are in
companies to grow. As these larger
the process of implementing it.
companies exit the industry, it leaves gaps
Umso Construction has been around for 22 years – from humble beginnings in Port
for companies like Umso Constructionto fill. UMSO has an illustrious and long-standing presence in South Africa. What is key to
What are the challenges currently facing
has grown from strength to strength. Initially
the company’s resilience?
the South African construction sector?
we were a regional company, but then
The key to our resilience is our commitment
The main challenge facing the sector is the
expanded to become a provincial company.
to the industry. There are times when the
lack of work, which translates into the inability
About 10 years ago we got involved with
economy and the industry are underperforming.
to hone skills and develop a skills pool for the
national key projects.
We do not quit during these periods, rather we
country. When companies close, people are
stay and fight.
retrenched. In many instances, those people
Elizabeth in 1996. Since then the company
The Gautrain project was one of the first projects we undertook in a joint venture with
never make their way back into the industry What do you attribute the company’s
again. Those skills are lost forever.
other listed companies like Murray & Roberts.
success to?
Later we got involved with the Gauteng
Our ability to increase profitability and
What are the more noticeable trends in
improvement projects under SANRAL. Umso
growth is primarily driven by the fact that
the local and global construction sector?
Construction has gained experience across
annually we gather our executive teams
There’s a time when government focused
the entire industry spectrum.
for a two-day session where we review
mainly on developmental infrastructure,
42
Top Performing 17 th Edition
UMSO CONSTRUCTION INTERVIEW
which was necessary because we needed
becoming a success. If we are to change
to deliver basic infrastructure. However,
anything, it has to be in our ways and how
recently we’ve seen a slight shift towards
we do business. Umso Construction, being
highly technical infrastructure.
one of the companies post 1994, it was only natural that we navigated the terrain
We need to maintain a certain level of
differently from our predecessors.
technology improvement, innovation and implementation, while bearing in mind
We developed our culture and business
that we have to create jobs.
processes with transformation and empowerment in mind.
Does Umso Construction’s footprint extend into Africa?
Is Umso Construction involved in any
South Africa is certainly a gateway to
community outreach, youth
the African continent. What one quickly
or skills development programmes,
finds is that for those African markets to
or with any other CSI project in line
thrive, the South African market should
with the National Development Plan’s
also be thriving.
mandate?
TOLLO NKOSI
Umso Construction is involved in a number
BUSINESS PHILOSOPHY
Many say that the key to unlocking
of projects. Some of them are projects
Africa’s economic potential is through
where we have a long-term relationship
construction and infrastructure
with stakeholders in terms of corporate
Sound business demands commitment and dedication reaching beyond the very founding dream.
development, would you agree?
social investment; some of them are ad
There is no doubt that there is a lot of
hoc, depending on the communities that
potential out there. What drives that
we work in.
Physical address:
have to understand what drives the
We also have a bursary programme – we
Office Estate, 167 14th Road,
foreign investors.
have no less than 20 students at varsity.
potential? If it’s foreign investors, you
Half of our managers today are people We’ve seen that China has actively been
that have trained with us.
sponsoring projects, especially in East Africa. The strategy from the Chinese
Do you believe that government’s NDP
is that they look at projects that would
will effectively alleviate poverty, create
improve their trade routes with those
jobs and provide equality?
specific countries. Their investment is
The government’s NDP alone will not
driven by the investors’ interests
alleviate poverty. It would require all of
beyond infrastructure.
us – private sector, government, NGOs
CONTACT DETAILS
Block C, Northwing, Whitby Manor Midrand, 1685 Postal address: Private Bag X121, Halfway House, 1685 Telephone: (+27) (0)11 318 7661 Fax: (+27) (0)11 318 6123 Email: info@umso.co.za Web: www.umso.co.za
– to make South Africa an environment Please outline Umso Construction’s
conducive for growth. Growth then
commitment to transformation in
translates into job creation, and job
South Africa?
creation therefore helps in the alleviation
Transformation is key to South Africa
of poverty.
Top Performing 17 th Edition
43
ENERGY SECTOR SECTOR
L I G H T AT T H E END OF THE TUNNEL BY ELSKE JOUBERT South Africa’s energy demand is decreasing year-on-year. Demand is 30% below what 2010 estimates had projected, indicating that a big nuclear build will likely be unnecessar y. Now it seems that Eskom will provide less energy as private suppliers dominate the renewable sphere.
STATE OF THE NATION ADDRESS 2019 In his 2019 address, President Ramaphosa clarified two major issues in the South African energy sector: the commitment to investing in the growth of clean energy and the restructuring of Eskom. To prevent the ailing state-owned enterprise from causing irreparable damage to the economy, three separate entities will be established under the umbrella of Eskom Holdings. The division between generation, transmission and distribution, according to President Ramaphosa, is an important step towards procuring “smarter, cleaner and more affordable energy” for South Africa.
THE NATIONAL DEVELOPMENT PLAN By 2030, South Africa will have an energy sector that promotes economic growth and development, as envisaged by the National Development Plan (NDP). The NDP also envisages that South Africa will have sufficient supplies of electricity and liquid fuels to ensure that economic activity is not disrupted. In addition to this, approximately 95% of South Africans will have access to electricity. The plan also regards renewable energy sources like wind, solar and hydro-electricity as viable alternatives to coal, with the capability of supplying at least 20 000 MW of the 29 000 MW of electricity needed by 2030.
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Top Performing 17 th Edition
WHAT WILL SOUTH AFRICA’S ELECTRICITY GRID LOOK LIKE BY 2030?
Coal:
Gas: 11
Wind:
11 442 MW
Solar:
7 958 MW
Hydro-electric:
Pumped storage:
Nuclear:
34 000 MW
930 MW
4 696 MW
2 912 MW
1 860 MW
E N E R GY S E C T O R OV E R V I E W
SMART GRID TECHNOLOGIES
RENEWABLE ENERGY South Africa has a competitive advantage in
According to the Department of Energy, South Africa needs to be swift in the deployment of smart grid technologies to take advantage of
renewable energy and could become a strategic destination for electricity-intensive industries. In 2018, Minister of Energy
the Fourth Industrial Revolution.
Jeff Radebe signed 27 power purchase
Says Mokgadi Modise, Deputy Director-
energy power producers amounting to a total
agreements with independent renewable
General for Clean Energy: “Renewable energy and energy efficiency are the main pillars
investment of R56-billion. The wind energy sector secured R50-billion
of the energy transition. Together, they can provide more than 90% of the energy-related carbon dioxide emission reductions that are
in investments in the same year, creating 32 000 jobs; a further 61 000 jobs could be added if renewable energy programmes are
required, using technologies that are safe,
adopted by the government.
reliable, affordable and widely available.”
T H E R E N E WA B L E E N E R G Y I N D E P E N D E N T P O W E R P R O D U C E R P R O C U R E M E N T P R O G R A M M E ’ S G E N E R AT I O N O B J E C T I V E S
(MW)
Today
Concentrated sol ar energy
3 357 1 200
600
Photovoltaic
14 725 MW Final target for all sources
2 292
Small hydroelectric, landfill gas and biomass
27 power purchase agreements signed with renewable energy independent power producers
R50-billion
6 225
75.6
of South Africans will have access to electricity by 2030
generated by renewable energy sources by 2030
6 360
(MW)
95%
20 000MW
Final target
Wind power
IN NUMBERS
540
investment secured by the wind energy sector in 2018
32 000
Technology used
jobs created by the wind sector Onshore wind
Concentrated solar power (CSP)
Photovoltaic
Biogas
Biomass
Landfill gas
Small hydro-electric
Economic, social and environmental investments _Attracted investments (equity and bond) for R201.8-billion _Funds for socio-economic development to date amount to R403.7-million _Funds for business development to date amount to R129.8-million
Carbon emissions reduced by
17.25 Mton
Jobs a year created
32 532
Sources www.iol.co.za www.fin24.com www.mg.co.za www.energy.gov.za
Top Performing 17 th Edition
45
AN INTERVIEW WITH THE CEO OF CONTIPOWER MHOLI MAJOLA
In 2 0 1 5 , M ho li M a j ol a j o i n e d t h e exe c uti ve te am at Conti Powe r as CEO. H e re m ai ns a pra c tis in g en gine er and h a s c on t r i b u te d to ma j or confe re nce s he l d by organi sati ons su ch as the S outh A f r ic an I ns t it u te for E n e rg y E ffi c i e n c y ( SAEE) and the Sou th Af ri can Col l i e r y E ngi ne e rs A s s oc ia tion (S ACE A ) – o n t h e to p i c o f e n e rg y ma n age m e nt.
Please give a brief summary of the
Running a company in the present
Secondly, just like you wouldn’t go to war
company, its current products and/or
environment can be quite challenging,
without a battle plan, you will not remain
services, and which markets it caters to.
yet you have met the high criteria entry
ahead of your game in business without
Established in 2006, ContiPower is a
level for the Top Performing Companies
a strategy.
leading HV electrical supplies and service
publication. Tell us why you think you
company that provides a variety of
have achieved such positive results?
electrical products, energy management and on-site engineering services to the power utility, mining and industrial sectors.
This would not have been possible without the firm guidance and strong mentorship from the trailblazers who have gone
Our success is built on the foundation of a solid, researched strategy with an implementation plan and tangible tactics to optimise opportunities and counteract threats.
With an uncompromising approach
before me – the founding shareholders
to quality, our products are designed,
of our company. It is important to learn
This strategy is dynamic; it remains a
manufactured and tested according to the
from mentors with proven expertise and
work in progress that keeps on evolving
highest international standards such as
to constantly tap into the unparalleled
as our marketplace and circumstances
IEC, ISO, BS and ANSI.
insights they bring to the table.
change. Finally, there always has to be
46
Top Performing 17 th Edition
C O N T I P OW E R A DV E R T O R I A L
an ideal bigger than yourself and bigger
stagnant in an ever-changing
than the business that drives you. What
environment, will lead to negative
you do needs to have a meaningful
growth. Ultimately, your business
purpose. For us, it is our overall vision
will become completely redundant.
to ultimately power Africa. Please identify three key points to What are your strategies to sustain your
someone embarking on fulfilling a
business during these trying times?
CEO’s post?
Our strategy to steer through the economic challenges comprises three main components: i. E nsuring that the current business is sustained as best as possible ii. C ontinuing to develop solid and reliable products that meet our clients’ needs and exceed their expectations iii. D rawing on our strengths to
i.
Good leadership and governance
ii. S trong emphasis on business development, strategies and growth iii. S trong customer focus and customer relations What do you see as your main growth areas for the year ahead and why? To date, we have been positioned in highly specialised fields. Going forward,
maximise opportunities, minimise
our focus will be on the diversification
risk and diversify the business and
of our business to minimise risk and
its offerings
leverage opportunities to the maximum. Now is the time for us to align our
The global markets seemed to be
business in such a manner that we
stabilising. It looks like Europe is not
are able to address the need for
as stable as was thought and China is
sustainable infrastructure for the
gaining ground. What impact is that
electrification of Africa.
having on business in South Africa? Global recovery and stability has a positive effect to promote and catalyse
What are the next steps for you (or your company)?
growth in South Africa. The potential
To be attuned to potential for growth and
instability of Europe can only bolster the
be prepared to explore new markets in
concepts and policies of local production
alignment with our business strategies
and manufacturing, which will in turn
and vision, while supporting and
grow our economy.
enabling power utilities, municipalities and the private sector to achieve their
How important do you regard innovation in business? As mentioned above, for us at
business goals and vision too.
STAND-OUT ACHIEVEMENTS: • Starting businesses while at school • O utstanding academic accomplishments which led to a bursary from Exxaro • E arly appointment at Exxaro for excellent achievement • M ultiple winner of the prestigious Exxaro Evergreen Awards • K ey speaker at the SAAEE conference • Key speaker at the SACEA conference • A ppointment as CEO of ContiPower at a relatively young age • S teering ContiPower to consistent growth and top financial results in spite of tough economic climate
CONTACT DETAILS Address: Ground floor, Block B, MLC Building, 50 Sixth Road, Hyde Park, Johannesburg Telephone: +27 (0)11 025 1340 Email: sales@contipower.co.za info@contipower.co.za Website: www.contipower.co.za
“
ContiPower, it is not just an important
Our success is built on
element of business, it is an absolute
the foundation of a solid,
essential element of it. Remaining
CEO: MHOLI MAJOLA
researched strategy
Top Performing 17 th Edition
47
MANUFACTURING SECTOR
MANUFACTURING A SOLUTION BY ELSKE JOUBERT Historically, local production, manufacturing and beneficiation has languished in South Africa, with growth near zero and the sector struggling to gain traction. With the increase in local consumption, more products are being imported, exposing the country to exchange rate movements and increasing South Africa’s dependence on other countries. The volume of goods produced in South Africa has been near the no-growth mark for the last couple of years.The yearon-year growth in the value of goods produced has declined and growth has been minimal over the last 20 years.
MARKET OVERVIEW In April 2018, manufacturing production rose by 1.1% yearon-year, preceded by an upwardly revised 1.6% decline in May. Output rebounded for rubber and plastic, chemical
products, petroleum (4.0% vs -6.0%); metal and machinery, and basic iron and steel (0.3% vs -2.4%); and glass and non-metallic minerals (3.3% vs -6.9%).
The drop in output for wood, paper, publishing and printing was less (-5.1% vs -7.1%) while clothing and footwear fared better than expected (-1.7% vs -9.9%).
Food and beverage production fell (2.6% vs 6.0%), as
well as motor vehicles and parts (0.9% vs 4.8%), while
production for communication apparatus and professional equipment took a nosedive (-19.9% vs -12.6).
Manufacturing output declined by 0.6% on a monthly basis. The slow-to-no growth of the manufacturing industry can be attributed to manufacturers struggling to sell goods at higher margins, resulting in the South African economy growing moderately. GDP figures showed a quarter-onquarter decline of 6.4%.
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Top Performing 17 th Edition
M A N U FAC T U R I N G S E C T O R OV E R V I E W
WHAT IS THE REASON FOR THE DECLINE IN MANUFACTURING IN RECENT YEARS?
Lack of foreign direct investment
and local company investments in South
Africa. Companies are not investing in
new plants and factories in South
Africa. There are various reasons for
this, which include:
• Restrictive laws and union sway, which
makes SA a difficult employing market
• Power supply constraints in recent
years as well as the cost of electricity
• Political instability, including the latest
issues regarding expropriation of land
Increased open economy
South Africa is trading more with the rest
of the world and therefore importing
more fully manufactured goods.
Lack of skills and know-how
Partly due to the ‘brain drain’ where
skilled people have left South Africa
for greener pastures, and lack of
investment in development
without compensation
The 2018 summary below shows the main sub-sectors of South Africa’s manufacturing industry, the number of employees in these sub-sectors and their contribution to the total number of employees in the manufacturing industry. Basic metals, fabricated metal products, machinery and equipment: 260 917 (22.13%) Food, beverages and tobacco: 236 515 (20.06%) Coke, refined petroleum products and nuclear fuel: 163 720 (13.89%) Wood and products of wood: 133 170 (11.29%) Transport equipment: 115 888 (9.83%)
Textiles, clothing and leather: 85 019 (7.21%) Furniture, manufacturing n.e.c.; recyling: 67 531 (5.73%) Non-metallic mineral products: 56 226 (4.77%) Electrical machinery and apparatus n.e.c.: 41 716 (3.54%) Radio, television and communication equipment: 18 319 (1.55%)
A ‘NEW DAWN’ FOR MANUFACTURING
In his 2019 State of the Nation Address, President Ramaphosa said the government will address the decline of the country’s manufacturing capacity, which has affected jobs and exports. “We will seek to re-industrialise on a scale and pace that draws millions of job seekers into the economy.” The government will forge ahead with the localisation programme to further stimulate manufacturing. “Products like textile, clothing, furniture, rail rolling stock and water meters will be designated for local procurement.” Ramaphosa said the process of industrialisation must be underpinned by transformation. “Through measures like preferential procurement and the Black Industrialists Programme, we are developing a new generation of black and women producers that are able to build enterprises of significant scale and capability.” Sources www.southafricanmi.com www.tradingeconomics.com www.engineeringnews.co.za
Top Performing 17 th Edition
49
I N V I N C I B L E VA LV E S P R O F I L E
C O M PA N Y O V E R V I E W Invincible Valves is a proud supplier of quality valve products and ancillary equipment, backed by service excellence. The company was established in 1982 and has grown to a medium-sized enterprise located in Knights, Germiston. We pride ourself on service excellence and flexibility by striving to enhance our customers’ bottom line. Our facility is fully equipped to offer a one-stop resource for valves and ancillary equipment, which we transport globally. As an approved supplier to all major industries within South Africa, we maintain expertise and experience across a broad spectrum of industries and applications with a wide range of products. We offer a fully comprehensive range of local and imported valves and accessories for the mining, petro-chemical, power generation, water, sewerage and general industries. We have agents in all major centres around the country and service all four corners of the globe. We offer an in-house rubber lining service for valves, pipes, fittings and vessels, which is utilised by many of the country’s major valve manufacturers. In addition to this, we offer complete service, repair and valve reconditioning services for all types of valves.
COMPANY MANAGEMENT MD: Pamela du Plessis Projects Director: Michael Gomes
CONTACT DETAILS Physical address: 33 Shaft Road, Knights, Germiston, 1406 Telephone: 011 822 1777 / 011 027 1831 Fax: 086 715 4292 Email: enquiries@invalve.co.za Website: www.invalve.co.za
PRODUCTS AND SERVICES • Coating, painting, sealing and grouting services • Control, process and measurement instrumentation • General electrical equipment
C O M PA N Y M I S S I O N To provide quality service that exceeds the expectations of our esteemed customers.
and parts • Hydraulics and pneumatics • Lining and resistant materials • Maintenance and repair services
C O M PA N Y C O R E VA L U E S We believe in treating our customers with respect. We grow through creativity, invention and innovation. We integrate honesty, integrity and business ethics into all aspects of our business functioning.
• Valves
COMPANY PURPOSE To be a leader in the valve industry by providing enhanced services, customer service and profitability.
Top Performing 17 th Edition
51
BIG WINS FOR
SMALL BUSINESS GOVERNMENT GRANTS, INCENTIVES AND FUNDING F O R E N T R E P R E N E U R S ccording to a recent report
Donna Rachelson, CEO of Seed Engine,
by Global Entrepreneurship
the ICT accelerator that runs Seed
Monitor, South Africa’s
Academy, says: “Some entrepreneurs
entrepreneurial activity is at the highest
indicated that they simply don’t know
level since 2013. This can be partially
where to go for funding especially in
attributed to the high unemployment rate
light of the fact that most early-stage
and new opportunities that have become
business funding requirements are
available to small business owners.
below the R100 000 threshold.
Bolstering these factors are the Department
“There is certainly a case to be made
of Trade and Industry’s (dti’s) Preferential Procurement Regulations, which require government procurement departments to favour historically disadvantaged individuals, with a particular focus on youth-
for funding providers to revise certain requirements to better accommodate the unique needs of small and early-stage businesses. Of course, one unfortunate implication of self-funding is that growth
and woman-owned businesses.
potential is limited to the owner’s own
“Those who work in procurement
small business to increase capacity, hire
departments within government must see themselves as enablers to achieve service delivery promises,” says eThekwini Deputy Mayor, Fawzia Peer. “Under the Preferential Procurement Regulations, one of the new requirements is that at least 30% of the value of contracts above R30-million must be sub-contracted to assist in the development of emerging suppliers. We would actually like to see all suppliers subcontracting to SMMEs, cooperatives, as well as township and rural enterprises, irrespective of project value.” A survey of more than 1 200 entrepreneurs conducted by Seed
pocket and diminishes the ability for a more staff and make a more meaningful
finance) provide development finance on a national level. Regional and smaller development finance agencies, Agency (MEGA), the Gauteng Growth and Development Agency (GGDA), Wesgro in the Western Cape and the KZN Growth Fund, focus on particular provinces. Other institutions are sectorspecific, for instance, the Technology Innovation Agency (TIA), which aims to stimulate technological innovation in South Africa. Incentives and grants are provided by Seda, the Department of Small Business Development (DSDB) and the dti. Such funding helps to catapult small businesses into the mainstream economy by subsidising their investment into core business activities such as machinery, business support services and software. DEVELOPMENT FINANCE AGENCIES The Small Enterprise Finance
FOCUSED ON FUNDING
to development finance in the
The South African government has created several departments and agencies focused on business development by providing assistance in the form of either finance or grants. Loans, which must be serviced and repaid in full, fall under the umbrella of finance. Incentives or grants, on the other hand, are non-repayable contributions to a business and are typically disbursed as a percentage of the overall cost of an intervention. By way of example, if an abattoir owner
respondents have attempted to secure
purchased a new meat processing plant
funding from banks or development
at a cost of R10-million, government
funding institutions like the Industrial
would provide a percentage of the
Development Corporation (IDC) or dti.
investment amount as funding
Top Performing 17 th Edition
and the Land Bank (for agricultural
impact on the South African economy.”
Academy revealed that only 18% of
52
Development Agency (Seda), the IDC
like the Mpumalanga Economic Growth
BY RISHAD AHMED
A
Agencies such as the Small Enterprise
Agency (SEFA) provides access form of loans. While interest rates vary depending on the applicant’s risk profile, rates are higher than commercial banks. Loan sizes vary from R50 000 to R5-million and borrowers should expect to pay between 2% and 5% above the prime lending rate in interest. Entrepreneurs seeking loans exceeding R5-million need to approach the IDC. Focusing on key industries driving our economy, the institute funds startups and existing businesses with minimum funding requirements of R1-million to R1-billion. The IDC provides a variety of funding instruments such as debt, equity,
BIG WINS FOR SMALL BUSINESS EDITORIAL guarantees and bridging finance.
Some of the programmes worth exploring
Siyakha Fund and the Anglo American
Again, interest rates depend on
are the Black Industrialist Scheme (BIS),
Zimele Fund, among others.
the applicant’s risk profile and, in
the Agro-processing Support Scheme
certain instances, can be lower than
(APSS), 12I Tax Incentive scheme and the
those offered by SEFA and other
Strategic Partnership Programme (SPP).
finance agencies. When combined with a grant from the dti, significant savings and favourable payment structures can be achieved for businesses.
Entrepreneurs throughout modern economic history… have been disproportionately responsible for truly radical innovations – the airplane, the railroad, the automobile, electric service, the telegraph and telephone, the computer, air conditioning, and so on – that not only fundamentally transformed consumers’ lives, but also became platforms for many other industries that, in combination, have fundamentally changed entire economies. – Robert Litan and Carl Schramm, Better Capitalism
GRANTS AND INCENTIVES AGENCIES The dti is the primary source for grants and incentives. In 2014, the DSBD was created to focus on small business development; Seda and some programmes offered by the dti were integrated into this newly formed department. GRANTS OFFERED BY THE DTI There are a number of grants offered by the dti; many are sector-specific.
South African entrepreneurs are privileged to have access to such a large variety of funding options. There is, however, room
The BIS is a cost-sharing grant, offering
for improvement when it comes to making
a grant of 30% to 50% to approved
funding accessible to all businesses.
entities, up to a maximum of R50-million.
Entrepreneurs need to be better informed
The grant will depend on a number
about available funding options and
of factors, including the level of black
government needs to be proactive in
ownership and management control,
simplifying the process for applying for
and the project value. The grant may
finance and incentives.
be utilised for capital investment costs, feasibility studies towards a bankable business plan, post-investment support and business development services.
ENTREPRENEURSHIP
GRANTS OFFERED BY THE DSBD
IMPROVES PRODUCTIVITY
The Black Business Supplier Development
Entrepreneurship injects the
Programme (BBSDP) is another cost-
economy with a fresh batch
sharing grant offered to black-owned
of higher productivity firms,
small enterprises. It is aimed at assisting
increases competition among
these companies in improving their
existing businesses and pushes
competitiveness and sustainability to
out less productive ones.
become part of the mainstream economy and create employment. The programme provides grants to a maximum of R1-million on a cost-sharing basis.
ENTREPRENEURSHIP SPURS INNOVATION New firms are disproportionately responsible for commercialising
The Co-operative Incentive Scheme (CIS)
new innovations, particularly radical
is a 100% grant for registered primary
innovations that spawn entirely new
co-operatives that consists of five or more
markets or substantially disrupt
members. The objective is to improve
existing markets.
the viability and competitiveness of cooperative enterprises by lowering their cost of doing business through an incentive that supports Broad-Based Black Economic Empowerment. The maximum grant that can be offered to one co-operative entity
ENTREPRENEURSHIP CREATES JOBS New and young businesses, not small businesses, are the engine of net job creation in the economy.
under the CIS is R350 000. AN ENTREPRENEURIAL OUTLOOK Apart from government agencies, there are seed investors, crowdfunding organisations and other private enterprises
Find out more about funding online SEFA: www.sefa.org.za
When applying for a grant, it is
that provide financial assistance as
IDC: www.idc.co.za
prudent to verify its status, as many
part of their corporate social investment
dti: www.dti.gov.za
that are still listed on the website have
contribution. These include the Old Mutual
been closed or placed under revision.
DSDB: www.dsdb.co.za
Foundation, Masisizane Fund, Sasol Top Performing 17 th Edition
53
ICT SECTOR
ALWAYS CONNECTED BY ELSKE JOUBERT The overall global information and communication technologies (ICT) sector is set to reach approximately USD23.4-billion ( ± R338-billion) by 2021, resulting in a 2.9% compound average growth rate over the next three years. Mark Walker, Associate Vice-President at the International Data Corporation (IDC) for
G LO B A L P R E D I C T I O N S F O R S U B - S E C TO R S
sub-Saharan Africa, says: “If you consider the
AUGMENTED REALITY (AR)
GDP growth rate for 2018, South Africa is looking
• Over 1 billion smartphone users will create content with AR by 2030
at a growth rate of between 0.7% and 1.5%. So, many organisations are pricing this weak
• 300 million monthly creators by 2030 • $1-billion direct revenue by 2020 (10 times more than in 2018)
economy into their discussions, as it means that hardware and imported equipment will be more expensive. There are also murmurs around adding VAT to petrol and potential increases in taxes, so the technology sector could very well be an easy target from a tax point of view.”
G LO BA L R A N K I N G South Africa has ranked 46th out of 79 countries in terms of progress and performance made in broadband, data centres and cloud services in 2018. Walker says South Africa compares favourably with developed economies, but is slower than some emerging countries
SMARTPHONE STATISTICS • Penetration of smartphones (adults in developed countries): 2018: 85% | 2023: 90% • 1.5 billion units produced per year,
$ $
up 19% compared to 2018 • Two-thirds of 18–24-year-olds feel they use their phones too much
• More than 3% are truly addicted to their smartphones DIGITAL MEDIA • 580 million subscriptions and about 350 million subscribers. This should be a 20% increase year-on-year. 375m
150m
35m
20m
Video o n deman d
Music
Games
News
like Uganda, Tanzania, Egypt and Ethiopia. “Compared with high-growth economies globally, South Africa would need to significantly increase investment in both technology itself and, importantly, training and skills, to utilise the technology investment to maximum effect.”
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Top Performing 17 th Edition
• 20% of adults in developed markets will have 10 subscriptions by 2020 (compared to 5 subscriptions in 2018)
I C T S E C T O R OV E R V I E W
THE STATE OF WI-FI IN SOUTH AFRICA According to Ruckus Networks, 97% of corporations and 95% of small businesses use Wi-Fi internally, with over half of these respondents ranking the need for Wi-Fi access everywhere as very important. This statistic indicates that Wi-Fi has become critical to employee activity and further demonstrates that trends for small businesses are in line with larger enterprises. “The research reveals the growing importance of Wi-Fi for both business use and local smart-city project roll-outs,” said Arthur Goldstuck, Managing Director at World Wide Worx. “While the need for Wi-Fi is growing, there are still a few hurdles that South Africa needs to overcome if we are to truly reap the benefits of pervasive connectivity.” HERE ARE SOME OF THE STATS:
LARGER ENTERPRISES HAVE MORE CLEARLY WI-FI HAS BECOME CRITICAL TO BUSINESS AND EMPLOYEE ACTIVITY ACROSS SMALL AND LARGER BUSINESSES.
97%
95%
of corporate
SMEs use Wi-Fi
business use
internally
DEFINED NEEDS AND USES FOR WI-FI THAN SMEs. THE TOP FOUR REASONS INCLUDE:
86%
80%
IoT security and
Connection to
surveillance listed as
intranet
Wi-Fi internally
most impor tant use
IT’S CLEAR THAT MOST BUSINESSES WOULD RATHER PAY MORE FOR A BETTER SERVICE –
73%
70%
Wireless
Cloud intergration
environment
/adoption
INDICATING THAT WI-FI HAS BECOME CRITICAL.
92%
For SMEs it was connection to the intranet
Listed maintenance and suppor t
at 95%, followed by cloud adoption and IoT
as the 2nd most impor tant factor
intergration at 80% respectively.
83% Ranked price as impor tant but 7th overall
94% Listed quality of service as most impor tant
WHAT DO BUSINESSES
94%
92%
Quality of throughput
Speed and constant connectivity
LOOK FOR IN THEIR WI-FI SOLUTION?
81% Costs involved
93% Said a combination of all four were impor tant
SMART CITIES SENTIMENT While South Africa is still a long way from having a true smart city, business decision-makers have strong awareness of its benefits and believe that Wi-Fi is one of its defining features. 95.3% OF BUSINESSES BELIEVE THAT WIDER AVAILABILITY OF WI-FI WILL CONTRIBUTE TO A SMART CITY STRATEGY. The business case for smart cities is clear, with the following cited: 39% Boost the economy
38% Attract new businesses
31% Reduce operating costs
Sources
www.itweb.co.za 25% Improved infrustructure
19% Improved living conditions
So, what is holding South Africa back?
www.huawei.com
www2.deloitte.com Ruckus Networks’ State of Wi-Fi in South Africa
LACK OF FIBRE INFRASTRUCTURE (76%), FUNDING (71%) AND COST OF ACCESS (40%)
Top Performing 17 th Edition
55
WE SOLVE, WE AUTOMATE, SO THAT OUR CLIENTS CAN PROSPER
BSC APPLIED
BSC SYSTEMS
BSC CAPITAL
Business Science Corporation is a 4th industrial revolution enablement company with a single objective – to enhance the prosperity of our clients We are committed to ensuring our clients have a significant competitive advantage through the application of practical analytics and smart technologies. The last 19 years demonstrate exactly how we have mastered the application of analytics and technology to significantly amplify enterprise performance, and we are dedicated to improving every day.
Visit our website at bscglobal.com
B U S I N E S S S C I E N C E C O R P O R AT I O N A DV E R T O R I A L
APPLYING ANALYTICS AND SMART TECH FOR CLIENT PROSPERITY Being competitive is an elusive goal chased by organisations in every
operational reality to economic consequences; data science, which
sector; yet, few can determine exactly what needs to be done to gain
focuses on developing analytics, artificial intelligence and machine-
a competitive advantage.
learning solutions; and reporting and diagnostics, a unit that designs
The Business Science Corporation (BSC), a Sandton-based company
and implements business intelligence to support decision-makers.
with a global footprint, is dedicated to doing just this – helping
The third BSC business division, BSC Capital, houses the company’s
clients be more competitive – by applying practical analytics and
ever-growing portfolio of high-tech businesses and products, including
smart technologies.
Qerent Modeller, the financial and operational modelling platform of
BSC has spent 19 years refining these techniques, amplifying enterprise performance across a range of complex, highly competitive industries. BSC bills itself as “a Fourth Industrial Revolution enablement company with a single objective – to enhance the prosperity of our clients”. “We solve and we automate, so our clients can prosper,” says BSC CEO Elton Bondi. “Whether we’re deploying business intelligence diagnostics to understand past performance and reveal bottlenecks, or applying virtual reality technology to training, it all distils to increasing the prosperity of people.” The BSC group consists of three business divisions. BSC Applied is a data-science advisory business that applies analytical methods
choice across several global industries. BSC has spent 19 years enabling superior returns for clients across the globe. The company has shown a compounded annual growth rate of 20% (all organic) and now has more than 100 staff. Clients consistently recognise the difference BSC has made to their businesses. The executive head of products at a leading telecoms firm said BSC is “dedicated to helping organisations realise real benefits for their customers through groundbreaking analytics tools and approaches”. A cable TV company general manager said BSC “uncovered invaluable insights into our data”, while the CFO of a global mining firm calls BSC “my go-to guys for life-of-mine planning”.
and technologies to solve complex client problems and find growth
BSC has developed deep and wide industry experience across six
opportunities. It comprises two practice areas, namely revenue
major industries – ICT, retail, mining, financial services, media and
science, which discovers ways for clients to grow revenues; and
manufacturing – developing a scalable, proven business formula.
productivity science, which discovers credible ways of improving the
“When our clients prosper, we prosper,” says Bondi. “It’s about ethical,
efficiency and effectiveness of all operations and processes.
responsible and sustainable wealth creation for all stakeholders.”
BSC Systems, the second business division, sees data engineers and software developers employing new technologies to enhance existing capabilities and create new capabilities. This includes decisionsupport technologies; simulation technologies, which validate current plans, optimise operations and explain business performance; and the automation of processes through robotic, transitional and virtualreality technology.
CONTACT DETAILS Call: +27 (0)11 595 2500 Email: sales@bscglobal.com
Other systems include reality science, where virtual reality is
Address: 1st Floor, North Wing, 90 Rivonia Road, Sandton
employed to drive behavioural change; planning science, which links
Website: bscglobal.com
Top Performing 17 th Edition
57
FINANCIAL SECTOR
MAKE IT COUNT BY ELSKE JOUBERT Eight banks from South Africa were included in global brand research group Brand Finance’s 2019 Global 500 Banking report, making the cut as some of the most valuable banks in the world.
SOUTH AFRICAN BANKS TAKE TOP HONOURS
America, Citibank and Chase. The UK’s HSBC is the only non-US and Chinese bank in the top 10.
THE TOP 10
SOUTH AFRICA’S WINNERS
American and Chinese banks are on top of Brand
First National Bank (FNB) is the highest placed local
Finance’s list, with Chinese banks for the first time
bank at 141 on the list – the same position as the
taking up the top four places in the ranking.
2018 ranking. FNB grew 20% from 2018 and is the most valuable banking brand from Africa. Absa closely
The Industrial and Commercial Bank of China (ICBC)
follows FNB, ranking 150th.
takes the top spot, followed by China Construction Bank and Agricultural Bank of China, with the Bank of China coming in at fourth place.
Standard Bank is in 156th position, followed by
The next four places are made up of US banks, with
moved up from 377th to 371th. In 2019 WesBank made
Wells Fargo leading the way, followed by Bank of
its debut on the list at 457th.
Nedbank, Investec and Capitec. Rand Merchant Bank
GLOBAL RANKING OF SOUTH AFRICAN BANKS Brand name
Rank 2018
Rank 2019
First National Bank
141
141
Absa
143
150
Standard Bank
144
156
Investec
177
186
Nedbank
182
188
Capitec
254
273
Rand Merchant Bank
377
371
–
457
Wesbank
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Top Performing 17 th Edition
F I N A N C I A L S E C T O R OV E R V I E W
DIGITAL DISRUPTORS
New digital players are increasingly shaping South Africa’s banking sector, driving innovation and challenging the status quo.
$ $ $
New entrants to the local market: • Discovery Bank • African Bank • TymeBank • Bank Zero PwC named three trends developing in the market and impacting the local banking sector:
The emergence of digital solutions with lower-cost models launched by adjacent financial services players.
The emergence of sector- and industry-specific banks, closely integrated with broader supply chains, launched by non-financial services players.
Ongoing transformation of the four universal banks to address changing customer, regulatory and technology needs.
PWC LOOKED AT THE IMPACT OF DIGITAL BANKS IN THE LOCAL BANKING SECTOR AND IDENTIFIED FOUR IMPORTANT FACTORS THEY WILL NEED TO SUCCEED: BE CLEAR ON CUSTOMER SEGMENTATION AND DIFFERENTIATION
BE AGILE: QUICKLY LAUNCH MINIMUM VIABLE PRODUCTS (MVP S ), TEST AND ADAPT
Digital entrants will need to develop effective customer segmentation frameworks. With an effective customer segmentation approach in place, digital entrants can focus on what differentiates their services from existing legacy players.
Entrants must be agile in order to achieve rapid innovation cycles and focus on understanding the MVP needed to test customer adoption of new products and solutions.
CAPTURE CUSTOMER DATA INSIGHTS FROM THE OUTSET TO ENABLE BROADER PLATFORM PLAY
CREATIVELY BUILD HYPE AROUND PRODUCT WHILE MINIMISING ABOVETHE-LINE MARKETING SPEND
Using the knowledge collected by processing customers’ banking transactions to develop customer insights is often the goal of leading digital banks. These banks then use the insights garnered to market an array of other products and services.
New entrants to the banking sector need to focus on building a community of digital-savvy early adopters who are looking for new and differentiating features. This community will expand by word of mouth as new products and features are added.
Sources www.businesstech.co.za www.pwc.co.za www.consultancy.co.za
Top Performing 17 th Edition
59
THE LEADERSHIP CHALLENGE
Therefore, investors are becoming increasingly focused on how companies are managing these issues and potentially unlocking new opportunities. This is specifically relevant in emerging markets, where 65% of
BY HYWEL GEORGE, DIRECTOR OF INVESTMENTS AT OLD MUTUAL INVESTMENT GROUP
studies have found a positive correlation between ESG factors and financial performance. As a result, there is a strong business case for those companies willing to take leadership positions regarding the management of ESG issues. GREAT EXPECTATIONS Asset managers have a long-term lens and, as such, should aim
From income inequality and high indebtedness to unemployment,
to secure a more sustainable allocation of capital. Old Mutual
governance failures and ravaging droughts, we are living in a time
Investment Group consistently engages with business leaders
characterised by complexity. It’s within this context that allocators
around how we can create an enabling market ecosystem. To
of capital and business leaders must work towards driving inclusive
that end, we have some very clear expectations of SA Inc.’s
growth and financial performance.
leadership within the context of ESG management.
ALIGNED INTERESTS
GOOD CORPORATE GOVERNANCE IS NON-NEGOTIABLE
South Africa is at a point where it has a significant opportunity
For those of us in emerging markets, governance has specifically
to regain high levels of economic growth – if we can turn market
been tagged as one of the biggest influencers of performance.
inflows into real foreign direct investment in our economy. Global
Moreover, recent local examples have highlighted the immense
growth is also supportive when it comes to enabling stronger
costs associated with failures in corporate governance.
export performance. However, these objectives can only be met with support from a stable government aligned with a private sector that exhibits strong governance and a long-term mindset.
Good corporate governance is essentially about effective and ethical leadership. Although leadership starts with each individual director and executive, it expresses itself through the board as
As an investment management business, Old Mutual manages
a collective via the implementation of appropriate policies and
money for a range of institutional clients with long liability horizons.
practices. This ethical culture then permeates throughout the
Ultimately, our responsibility lies with our end clients, who have
organisation.
real concerns about being able to retire with sufficient financial resources in a world that is safe, just and environmentally sound for their children.
We expect company directors to operate in a transparent and ethical manner and, importantly, ensure clarity in how the company strategy aligns with its rewards and incentives. We are specifically
Globally, we are seeing an increased interest from businesses in
interested in how human capital is managed, particularly with
understanding the impact environmental, social and governance
regard to skills development, succession planning, and health and
(ESG) factors have on financial performance. This interest is not
safety. Given that the tone is set at the top, we expect leadership
born of baseless optimism; there is growing evidence that proper
teams to take clear responsibility for the ethical issues associated
ESG management can lead to superior performance.
with the company’s operations and its goods and services.
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Top Performing 17 th Edition
O L D M U T UA L I N V E S T M E N T G R O U P A DV E R T O R I A L
ACCOUNTABILITY EXTENDS BEYOND DELIVERING SHORT-TERM EARNINGS Generating positive investment returns is our fundamental objective, but that does not absolve us from our shared responsibilities. We all need to recognise the connectivity between the economic, social and biophysical systems that guide our world and which will ultimately determine our collective future. We need business leaders who consider ESG factors in everything they do. Indeed, evidence points to the fact that businesses that intentionally integrate ESG issues typically reap the benefits of stronger growth prospects, enhanced operating efficiencies, stronger social licence to operate, enhanced staff retention, lower cost of capital, better innovation, and ultimately, stronger and longer competitive advantage. A CLEAR, LONG-TERM SUSTAINABLE CORPORATE STRATEGY IS CRITICAL We need leaders who are applying their minds to the long-term strategic challenges of decarbonisation, social inclusivity, job creation, healthcare, education and skills development. It is critical to fully understand and incorporate ESG considerations at a company and industry level. It’s about understanding where we can make the most impact and how we can influence our businesses, communities and environment in the most positive way.
OLD MUTUAL INVESTMENT GROUP MD: Khaya Gobodo Director of Investments: Hywel George
CONTACT DETAILS Address: Mutualpark, Jan Smuts Drive Pinelands, Cape Town, 7405 Tel: +27 (0)21 509 5022 Website: www.oldmutualinvest.com
Top Performing 17 th Edition
61
119455L
R116.3 BILLION INVESTED IN SUSTAINABLE INVESTMENTS ON BEHALF OF OUR CLIENTS
INVEST IN A FUTURE THAT MATTERS Your investment has the power to make an impact on the world. That is why we incorporate environmental, social and governance factors into all our investment and ownership decisions. And why we have committed over R116.3bn of our clients’ capital to sustainable investments that generate long-term returns while solving the biggest challenges facing society and the environment. Choose to make a positive impact today, for tomorrow.
READ MORE at oldmutualinvest.com
INVESTMENT GROUP DO GREAT THINGS EVERY DAY
The following entities are licensed Financial Services Providers (FSPs) within Old Mutual Investment Group Holdings (Pty) Ltd approved by the Financial Sector Conduct Authority (www.fsca.co.za) to provide advisory and/or intermediary services in terms of the Financial Advisory and Intermediary Services Act 37 of 2002. These entities are wholly owned subsidiaries of Old Mutual Investment Group Holdings (Pty) Ltd and are members of the Old Mutual Investment Group. • Old Mutual Investment Group (Pty) Ltd (Reg No 1993/003023/07), FSP No: 604. • Old Mutual Customised Solutions (Pty) Ltd (Reg No 2000/028675/07), FSP No: 721. • Old Mutual Alternative Investments (Pty) Ltd (Reg No 2013/113833/07), FSP No: 45255. • African Infrastructure Investment Managers (Pty) Ltd (Reg No 2005/028675/07), FSP No: 4307. • Futuregrowth Asset Management (Pty) Ltd (Futuregrowth) (Reg No 1996/18222/07), FSP No: 520. • Marriott Asset Management (Pty) Ltd (Reg No 1987/03316/07), FSP No: 592. Figures as at 31 December 2017 unless otherwise stated. Sources: Old Mutual Alternative Investments; African Infrastructure Investment Managers (AIIM); Old Mutual Specialised Finance; Futuregrowth Asset Management; UFF African Agri Investments; Old Mutual Investment Group.
T H E T R I B U T E P U B L I CAT I O N C E L E B R AT I N G S U C C E S S I N S O U T H A F R I CA
The year 2019 marks the countdown to the 25th anniversary of South Africa’s freedom and democracy. To pay tribute to this journey, we embark on one of our most prestigious projects: 25 Years of Success – South Africa’s Top Organisations. Endorsed by the South African Chamber of Commerce and Industry, this publication celebrates South Africa’s top organisations and their continued commitment to democracy, redressing inequality, active citizenry and the incorporation of social responsibility in their growth strategies. Join your peers and share with clients how you have significantly impacted on the growth of our country’s economy in an often shifting and challenging economic environment. We want to tell your story, celebrate your achievements, recognise the challenges you have faced and provide inspiration for others.
Endorsed by:
www.25years.co.za
C I G FA R O I N T E R V I E W
RESPONSIBLE & ACCOUNTABLE INTERVIEW WITH CIGFARO PRESIDENT, PEET DU PLESSIS The Chartered Institute of Government Finance and Risk Officers (CIGFARO) is recognised by the South African Qualifications Authority (SAQA) as a professional body furthering the interests and best practices regarding financial management in the public sector. CIGFARO seeks to further the interests of the public sector in the financial, internal audit, and related monitoring and management professions by advising institutions, commissions, and other bodies and persons. They advise within the national and provincial government spheres, as well as at related institutions and other recognised national associations, on matters affecting the public sector and financial viability and sustainability in particular.
What steps have been taken or
hold our members to be fully accountable,
processes put in place by CIGFARO
to showcase an excellent work ethic and
to ensure corruption is rooted out?
mentor our future government
Last year, we had a very successful 89
th
annual conference with an appropriate theme: “A new dawn for the public sector”. Key highlights of the conference were the constant reflection on the ethical behaviour and integrity of officials. CIGFARO as a professional body takes this matter seriously and subscribes to any initiative that will eradicate and prevent unethical behaviour.
finance officials. How has technology helped CIGFARO? Has it posed any challenges? Introducing social media platforms to our members has been an exciting journey from which I believe we are all learning. We cannot ignore artificial intelligence and are continuously striving to optimise content relevant to our audience. This helps us to
In my address there was a call for us to be
understand our customers and respond to
responsible and accountable managers who
their requirements.
embrace the code of ethics which requires professionalism in the public sector.
What needs to be done in the broader
PEET DU PLESSIS
sense to guarantee municipalities and
CONTACT DETAILS
How do you measure the institute’s
other government departments are
success?
financially sustainable?
Physical Address: 28 Fortress Street, Kempton Park, Johannesburg, 1620
The success of professional institutions and
Local government is in the unique position
associations is mainly reflected behind the
of being able to raise funds. This privilege
scenes. We measure our success by how
is not afforded, to the same extent, at
Telephone: +27 (11) 394 0879
well our stakeholders are doing; our main
provincial and national government levels –
role is to further the interest of the public
where the main income streams come from
Fax: +27 (0)11 394 0886 +27 (0)11 975 8487
sector in the financial and related professions
taxation and the raising of funds falls within
Email: ceo@cigfaro.co.za
by advising institutions, commissions, and
the domain of a small number
other bodies and persons.
of departments.
Website: www.cigfaro.co.za
Are there any strategies CIGFARO has
In order to ensure sustainability, local
in place to promote accountability and
government needs to look at the level of
good governance?
services required, the economic constraints
The institute would like to ensure that
and revenue potential for their particular
CIGFARO members are recognised
area. This will determine the administrative
nationally as adhering to a strict ethical code
systems and processes to be implemented,
of conduct and work standard. Through
thereby ensuring correct and accurate
this national recognition, we would like to
billing and recovery.
Postal Address: PO Box 4003, Kempton Park, 1620
Social Media: Twitter: @cigfaro_editor Facebook: @InstituteMunicipalFinanceOfficers
Top Performing 17 th Edition
65
BUYING INTO SOUTH AFRICA: CREATING WEALTH THROUGH PROPERTY INVESTMENT B Y X O L I S WA D A K U
According to results from the latest studies undertaken by the Property Sector Charter Council, the South African property sector is worth R5.8-trillion, with a further R520-billion’s worth of land officially zoned for commercial and residential development. The burgeoning market not only has the ability to drive investment and transformation, but also to create true wealth in the country.
A
t R534-billion, retail property
Add to this South African REITs’ (SA
in South Africa carries
REITs’) exposure to global markets, and
the highest value in the
PA R T N E R I N G F O R G R O W T H
their continued popularity in Europe,
While current business confidence could
property sector; this is followed by office
Australia and the Far East, and it is clear
be described as cautiously optimistic,
properties at R357-billion and industrial
that these companies and trusts make
many investors are waiting to see
properties at R281-billion. Hotels and
the South African market relevant to
whether there will be resolutions around
other property account for R94-billion of
international investors while cementing the
policy uncertainty and how structural
the market value.
idea that Africa is indeed an investment
changes will be implemented.
destination. Although this is positive, it A key finding of the Property Sector
should be noted that the current trend of SA
The property sector is not just a result of
Charter Council’s research shows that
REITs investing outside of South Africa will
the outcome of the state of the economy,
formal residential property still accounts
likely continue for the foreseeable future,
but it is a catalyst for economic growth
for nearly three quarters of property
as international markets have higher GDP
in South Africa. A recent report from
owned in South Africa, with the sector
growth rates than those seen at home.
PwC indicated that worldwide growth in the property industry until 2020 will
having grown from an estimated R3-trillion to R3.9-trillion over a four-year period.
While growth is slow and global risk factors
largely be driven by developments
are elevated, the world economy continues
resulting from far-reaching economic
Real estate investment trusts (REITs)
to provide a supportive platform for South
and social changes. As a result, it is
have been found to be another important
Africa to expand trade and investment. With
important that policy interventions
component in the South African property
world economic growth at its highest level
are used to ensure the creation of an
market. These investment vehicles hold
since 2014 and continuing to gather pace,
economic environment that is ripe for
a combined market capitalisation of more
South Africa continues to attract investors
investment, growth and employment.
than R422-billion; with more than 25
who are looking for opportunities outside
countries across the world using a similar
of their traditional investment baskets.
Land is intrinsically linked to economic
REIT model, nearly 45% of the FTSE/JSE
Combine this with the attractiveness of
sustainability and the strength of
SAPY Index earnings attracted by these
emerging markets and South Africa is a
the country, and, on a wider scale,
investment vehicles come from outside of
great candidate for investment. There are,
contributes to the overall national and
South Africa.
however, challenges.
global economy. As more individuals
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Top Performing 17 th Edition
B U Y I N G I N T O S O U T H A F R I CA E D I T O R I A L need access to land, it appears that
use precincts around major transport
In the current climate, investment
more diverse opportunities with greater
nodes and along major transport
in rental stock usually guarantees
risks and new value drivers, such as
corridors. eThekwini has also begun
high returns, provided a purchase is
affordable residential developments,
inner-city developments, focusing on
made in the right location and proper
appear to be developing. At a
refurbishments of old buildings in order
collection strategies are implemented.
transformational level, the public sector
to revitalise the CBD – a tactic that has
remains the key strategic partner to
proven successful for driving investment
I am a firm believer in emerging markets
drive transformation — including the
in the two cities.
– take the risk and invest in new nodes
implementation of a comprehensive land
where no one else is focusing and your
strategy framework. It must continue this
There has also been a transition towards
returns will be confirmed.
drive in order to foster job creation and
‘green’ or sustainable developments
transformation, enterprise development
as pricing pressures resulting from
Considering the growth in South
for women and youth development.
prolonged droughts and rising electricity
Africa and on the African continent
tariffs push consumer demands towards
as a whole, it is imperative that we
Partnerships between the public and private
water- and energy-efficient living.
create an economic environment
sectors relating to public land are essential
Despite the strain on resources,
where companies build sustainable
in order to contribute to the achievement
sub-Saharan Africa is experiencing
local business platforms that stimulate
of these sustainable development goals,
population growth, urbanisation and
labour demand and provide the
as provision of land for socio-economic
migration at an unprecedented rate.
financing required for supply-side
purposes is a vital component of a healthy
With the demographic profile leaning
programmes. This, in combination
and growing economy.
towards younger individuals as well as
with increased investment, will likely
positive economic conditions, the local
have the ultimate outcome of creating
To this end, the investment community
real estate sector should remain stable,
wealth and stability for South Africa
and developers are partnering
albeit a tougher market.
and its people.
with government to mitigate the risks involved in schemes that might otherwise be uneconomic. Ongoing trends towards investment in metropolitan hubs are mixed-use
SOUTH AFRICAN PROPERTY MARKET VALUATIONS
developments as well as secure private estates and sectional title complexes to incorporate the growing popularity of a convenient lifestyle within reach of all
RESIDENTIAL
R3.9-TRILLION
RETAIL
R534-BILLION
OFFICE
R357-BILLION
INDUSTRIAL
R281-BILLION
amenities and transport.
With empowerment, transformation and collaboration remaining at the core of South African growth strategies, provinces and metropolitan municipalities around the country have adopted densification as a core concept in their urban development strategies.
COMMERCIAL
TRANSFORMING THE SOUTH AFRICAN LANDSCAPE
HOTELS
R94-BILLION
OTHER
R34-BILLION
UNDEVELOPED URBAN LAND
R520-BILLION
Both Johannesburg and Cape Town are encouraging the development of mixed-
Top Performing 17 th Edition
67
EDUCATION AND TRAINING SECTOR
LESSONS LEARNED BY ELSKE JOUBERT According to Soria Hay, Head of Corporate Finance at Bravura, South Africa’s historic spend on education (6% of GDP) is an appropriate percentage of the country’s budget compared to the rest of the developing countries. On average, Brazil spends approximately 5.8%, China 4% and India 3.3%. Hay goes on to say that few countries spend as much as South Africa and that the issue of quality remains problematic.
F E E - F R E E E D U CAT I O N In the 2018 Budget Speech, a commitment was made towards fee-free education. An implementation plan was proposed that will guarantee access to higher education and training for South Africans who meet the set criteria. The South African government will spend approximately R1-trillion on education in the next three years. The education budget is R89-billion, of which:
B U D G E T A L LO CAT I O N I N T H E MEDIUM TERM FOR FEE-FREE H I G H E R E D U CAT I O N A N D TRAINING The budget of R57-billion was allocated in the following ways: • R12.4-billion in 2018/19 • R20.3-billion in 2019/20 • R24.3-billion in 2020/21 Fee-free higher education and training will first be aimed at first-year students from poor and working-class backgrounds (a total family income of less than R350 000 per year). Says Hay, “As a result of the fee-free education programme, the number of tertiary students who benefited in 2018 were 340 000 university students and over 420 000 full-time
•
R38.6-billion goes towards university transfers
equivalent students at TVET colleges. By the end of 2018
•
R20.5-billion towards NSFAS
approximately 760 000 students benefited from higher
•
R16.9-billion towards skills development
education and training.”
•
R10.7-billion towards TVET colleges
•
R2.3-billion towards CET colleges
Post-school education and training was the fastest growing spending category for the 2018 budget, with a predicted annual growth rate of 13.7%.
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NECESSARY INFRASTRUCTURE University student numbers are near capacity and plans are in place to grow the current number of universities (26) that accommodate approximately one million students in order to ensure the inclusion of a further 500 000 students by 2030.
E D U CAT I O N A N D T R A I N I N G S E C T O R OV E R V I E W
B AC K TO BA S I C S A total of R792-billion, in aggregate, will be spent on basic education over the medium term. A total of R31.7-billion will be allocated by the education infrastructure grant, and R3.8-billion will be allocated to the School Infrastructure Backlog Grant to replace 82 unsafe schools and to provide 325 schools with water and 286 schools with sanitation. R21.7-billion will be set aside over the medium
term to provide daily meals to 19 800 schools; 39 000 Funza Lushaka bursaries will be given over the next three years (at a cost of R3.7-billion for the training of mathematics, science and technology teachers). A further R15.3-billion will be allocated to provide printed and digital content to teachers and learners, which includes 183 million workbooks and textbooks.
L a te s t e d u c a t i o n s ta t i s t i c s f ro m t h e G e n e ra l H o u s e h o l d S u r vey ( G H S ) The table below, published by Statistics South Africa, shows various metrics related to education. INDICATORS
WC
EC
NC
FS
PROVINCE KZN NW
GP
MP
LP
RSA
Age-specific enrolment ratio (ASER) expressed as a percentage Primary school
99.0
98.7
98.3
99.4
99.3
98.9
99.7
99.5
99.9
99.3
All
93.2
95.3
92.2
96.6
96.7
94.4
96.1
96.3
98.8
96.0
Repitition rate (RR) Grd 10
19.9
17.1
19.1
31.4
16.1
32.1
18.7
19.1
35.5
22.2
Repitition rate (RR) Grd 11
13.7
22.7
25.3
18.9
20.4
24.4
15.4
21.7
26.5
20.5
Repitition rate (RR) Grd 12
8.4
10.3
0
6.5
8.3
14.0
7.2
11.8
16.9
10.2
77.8
85.3
74.1
87.1
88.2
79.9
85.4
88.0
95.0
86.0
4.8
16.2
11.2
8.2
18.4
2.8
2.2
7.7
0.6
7.7
% of learners in public schools that do not pay school fees
50.6
79.4
62.4
76.5
68.1
69.8
55.9
65.1
94.7
69.7
% of learners in schools receiving social grants
51.0
73.4
67.2
68.4
70.3
66.6
46.6
63.0
67.3
62.9
Numbers of learners enrolled (16–18) in any institution N (*000)
232
298
49
123
536
137
531
225
327
2459
% of 16–18-year-olds who attend any institution % of children with special needs aged 7–15 NOT enrolled in educational institutions
The table below is a continuation of the table above, showing additional metrics related to education in South Africa.
INDICATORS
WC
EC
NC
FS
KZN
NW
GP
MP
LP
RSA
of learners in schools who walk for more than 30 minutes to % the nearest school of its kind
1.2
12.2
5.5
6.3
22.2
10.4
4.1
10.4
9.7
11.4
% of learners in public schools benefiting from free scholar transport
5.2
4.5
4.4
1.3
1.3
1.8
3.0
3.8
1.6
2.8
% of learners in public schools benefiting from the nutrition programme
55.9
90.2
86.0
80.3
80.5
80.5
54.8
87.7
92.2
77.3
of learners attending school who reported incidents of % corporal punishment
1.1
12.7
8.6
12.6
10.1
7.4
1.3
6.7
4.5
6.8
Adult literacy rates (persons 20 years and older with less than Grade 7 as highest level of education)
8.4
20.5
19.1
15.3
16.4
17.5
7.4
17.2
19.7
13.8
In total, 11.4% of households reported children walk for longer than 30 minutes to get to the nearest school. In KwaZulu-Natal, 22.2% of households reported children walk for more than 30 minutes to get to school, while only 1.2% of households in the Western Cape reported children walked more than 30 minutes to get to school.
Sources www.fin24.com www.cliffedekkerhofmeyr.com www.southafricanmi.com www.statssa.gov.za
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F i n d i n g a re t u r n o n i nve s t m e n t
SKILLS DEVELOPMENT – CAN YOU AFFORD NOT TO?
i n s k i l l s d eve l o p m e n t i s a b o u t m e a s u re m e n t a s we l l a s e n s u r i n g a c c o u n ta b i l i t y a n d re s p o n s i b i l i t y fo r t h e p a r t i c u l a r i nve s t m e n t i n t ra i n i n g .
BY ANTON PRETORIUS
T
wo managers are talking about training their employees. The first asks,
“But what if we train them, and they leave?” The second responds, “What if we don’t, and they stay?” Deon Oberholzer, CEO of Gestalt Growth Strategies and co-founder of ProudAfrique Human Capital, believes asking how a company can effectively see a return on investment (ROI) through skills development and training is the wrong question. “The real question is: How can a company not see a significant ROI by investing in their own people. Businesses have to do their part to employ people with the potential to be skilled to meet their requirements and then invest in those people.” He adds that companies must take ownership for developing their
Legislation has had an impact on
as part of many organisations’
employees — and that a company is
the way organisations view training,
employment equity and workplace
more likely to help a person who is
its purpose and its value. Over the
skills plans.
already helping themselves.
last eight years, South Africa has
Linda Chonco, senior manager of training and skills development at Transnet Port Terminals, is of the
been investing substantially in skills development under the requirements of the South African Qualifications Authority Act, the Skills Development
“The future of work requires new skill sets as well as robust transformative approaches. We have, over the years, embraced the opportunities offered
Act and Skills Development Levies Act.
by youth, women and persons with
due to progressive legislation that
Training budgets are growing and
through this inclusive approach, we
has allowed for a more inclusive and
additional training and development
can recognise their full potential,”
transformative approach.
programmes are being implemented
says Chonco.
opinion that skills development in South Africa has grown exponentially
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disabilities. We understand that
S K I L L S D E V E LO P M E N T E D I TO R I A L
However, training and skills should
Posthumus adds that meaningful
through a cost-benefit analysis by
not be the end state. It is imperative
implementation of skills development
determining the cost (investment in
for line managers to take the lead in
will result in a sharp rise in a
training) versus the benefit of the
driving a life-long learning culture that
company’s B-BBEE levels, “which will
learning that has taken place.
translates learning into practice.
ultimately result in more business”.
“Once a company or institution knows
“By absorbing unemployed learners,
and a lack of skills, it’s vital that
its baseline and the envisaged
companies receive bonus points for
corporates come to the party by
desired outcomes, they need to
skills development. This could be
up-skilling and helping with the
reinforce the learnings and offer
the determining factor between your
reduction in unemployment,”
stretch projects that will have an
organisation and your competitors when
Posthumus says. He adds that
impact on the business. This ensures
it comes to obtaining business from
preferring to do business with
accountability and ROI. Through such
government or private companies.”
B-BBEE compliant companies only
applications, you can show the value
“With a gap in the education system
forces other organisations that aren’t
of the programme.”
Training is not a once-off event, but
Chonco adds that Transnet has
organisational effectiveness.
“The codes incentivise companies
successfully achieved this through
The ultimate aim of any training
to do business with qualifying
the implementation of Lean and Six
programme is to improve
small enterprises (QSEs) and
Sigma projects that “translate into the
organisational performance that will
exempted micro enterprises (EMEs),
reduction of waste in our processes”.
add to effectiveness and profitability.
resulting in the growth of smaller
How do you performance manage
organisations and ultimately creating
staff if training has not taken place?
more employment opportunities,”
In order to measure performance, the
Posthumus adds. Training is a crucial
monetary value of the performance in
part of this equation.
According to Jaco Posthumus, head of operations for LFP Training, there are many ways an organisation can achieve ROI through skills development. “Companies not only
compliant to come to the party.
a continuous process in achieving
its current status must be determined.
Measuring ROI is a powerful tool
receive incentives through SARS (or
After the training intervention
that enables managers to prove
funding from their Sector Education
has taken place, the employee’s
the value of training, and understand
and Training Authority), but they will
performance must then be measured
whether the value it provides is
see an increase in productivity when
again to determine whether there
persuasive enough to justify further
employees apply new skills more
was an improvement and, if so, the
training and contribute to achieving
effectively in the workplace.”
level achieved. ROI is then calculated
organisational effectiveness.
MEASURING ROI The good news is that ROI can be determined
ROI is a key indicator of the value of training investments and costs. It’s a ratio
by using a simple formula. It is the measure
of net benefits to costs, expressed as a percentage. The formula is as follows:
of the monetary benefits obtained by an
[(monetary benefits – the cost of the training) / cost of the training] x 100
organisation over a specific period in return for a given investment in a learning programme. In other words, it is the extent to which the benefits (outputs) of training exceed the costs (inputs).
ROI (%) = BENEFITS – COSTS COSTS
x 100
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71
RICHFIELD G RADUATE INSTITUTE OF TECHNOLOGY:
KNOWLEDGE POWERHOUSE South Africa’s most affordable higher education institution,
IBM AFRICA
Richfield Graduate Institute of Technology (RGIT), won the 2017
IBM’s Africa Skills Initiative is a skills development programme that
National Business of the Year award. The ceremony was held on
aims to develop the Africa IT ecosystem with world-class skills. The
16 November 2017 at Emperors Palace, Gauteng, and marked the
global multinational technology giant, IBM, is partnering with Richfield
15th anniversary of the National Business Awards.
to develop the next generation of technical talent in Africa and beyond
Richfield is South Africa’s leader in affordable and technologically enhanced learning. Richfield began in 1990 as PC Training and Business College in Tongaat, KwaZulu-Natal, as a small enterprise. At that time, hardly anyone knew the term “e-learning”, or how big it was to become. Since then, this pioneering company has evolved in tandem with the explosion of digital across almost three decades, to becoming the knowledge powerhouse it is today, with 33 higher education campuses and 40 TVET campuses countrywide. Having recently won several international awards in Oxford (UK), Geneva (Switzerland), Rome (Italy) and London (UK) – ranging from “perfection, quality and ideal performance” to “sustainability, quality achievements and technology integration” – it was therefore not surprising that Richfield took South Africa’s top business award for 2017. The institution is registered with the Department of Higher
by making Richfield a hub for next-generation market-driven skills. Students and staff of Richfield are set to benefit with advanced hands-on skills in a range of Information Technology courses such as Cyber Security, Mobile Application Development, Business Analytics, Cloud, Big Data technologies, Internet of Things and Block Chain, which are crucial to Africa’s social and economic development. This IBM-Richfield partnership programme will provide Richfield students with critical entry-level job skills that are in high demand by employers in South Africa and globally. WIL CONFERENCE South African Society for Cooperative Education (SASCE) hosted the third WIL Africa Conference from 18–20 July 2018 at the Coastlands Hotel and Conference Centre, Umhlanga, Durban. The WIL Africa conference is a premium event on Cooperative Education and Work Integrated Learning (WIL). Richfield Graduate Institute of Technology was a major sponsor of this conference, the theme this year being “WIL: Policy to Implementation”.
Education as a Private Further and Higher Education and Training
The conference explored:
Provider under the Further Education and Training Colleges
• WIL successes, challenges and creating solutions
Act, 2006 and the Higher Education Act, 1997, respectively. The
• Integrating perspectives to enhance employability
institution is accredited by the Council on Higher Education (CHE), Umalusi and numerous SETAs. It is also aligning itself to the Quality Council on Trades and Occupations (QCTO). PARTNERSHIP WITH STATE UNIVERSITY OF NEW YORK On 26 May 2018, RGIT hosted a visiting professor, Professor Krista Rodriguez, from Monroe Community College, State University of New York. Professor Rodriguez provided an in-depth lecture on Collaborative Online International Learning (COIL) and provided opportunities for the students of RGIT. She explained that it is now possible for students across various continents to interact with each other and to collaborate on projects that may be required for Work Integrated Learning (WIL) compliance. In her address, Professor Rodriguez said, “I truly am excited about the work and have found that my collaborations have energised me to venture outside my comfort zone and embrace innovative ideas and methodologies. Just being here in South Africa is a new adventure and I so appreciate your support and this opportunity.”
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• WIL curriculum issues including assessment and decolonisation of education Richfield sees WIL as an integral part of programme design and development. RGIT reviews its programmes twice annually at the Curriculum Innovation, Design and Development (CIDD) forum. The members of CIDD are subject matter specialists from external public and private institutions as well as industry experts. According to Jay Ramnundlall, CEO of Richfield, “In order to facilitate WIL, the Institution introduced the Work Readiness Programme (WRP) in 2011. The Life Skills for Work Readiness Module is compulsory and a pre-requisite to the Work Integrated Learning module. Richfield has implemented a compulsory tailormade Work Readiness Module designed and created for students to ensure that they are adequately equipped for the workplace and empowered for life in general. The programme covers aspects such as self-management skills, and social and emotional skills.”
R I C H F I E L D G R A D UAT E I N S T I T U T E O F T E C H N O L O GY A DV E R T O R I A L from Western Digital Corporation (Thailand); Dr Maria from University of Lisbon (Portugal) via Skype; Nick Marsh from Investec (UK); and Hon Steve Mbikayi, Minister of Higher Education of the Democratic Republic of the Congo. Many attendees commended Richfield on the high level of participants and interactions. The conference will help foster a research culture at Richfield and provide a platform for collaboration and building the research profiles of our academics and the institution. INVESTEC Marking its first investment in the African education sector, Investec Asset Management, through its African Private Equity capability, has acquired a controlling stake in Richfield Holdings, one of the leading private sector tertiary education providers in South Africa. Richfield Graduate Institute of Technology CEO Jay Ramnundlall receives the National Business of the Year Award 2017
AAA SCHOOL OF ADVERTISING The AAA School of Advertising has become the recipient of extensive financial and academic support from one of South Africa’s prominent higher education institutions. According to a recent announcement, the Association for Communication and Advertising NPC (ACA) has agreed to sell its shareholding in the AAA School of Advertising (AAA) to acclaimed training provider, Richfield. The AAA is a leader in higher education and, with the backing of Richfield, is set to enter the future from a position of strength. Commenting on the transaction, Jay Ramnundlall said, “The AAA is a leader in higher education and with the backing of Richfield, is set to enter the future stronger and bolder than ever before.” With a view toward cementing its position as a leader in higher education, Richfield has focused on partnerships and affiliations across a number of diverse industries. The private provider now aims to expand its presence within the advertising sector. “It is with great anticipation that we add the marketing, advertising and communications sector to our wide-ranging offering and continue delivering highly qualified individuals that employers in the sector require and have become accustomed to receiving from the AAA.”
Investec Asset Management has $143-billion in assets. Its parent company is planning to spin-off and float the asset management unit on the London Stock Exchange with a secondary listing in Johannesburg. Nick Marsh, Investment Principal at Investec Asset Management, commented: “We view the access to affordable vocational and higher education as a critical driver of development for the continent. Jay and his team have built a business with deep academic strength and a brand that is well respected by students, parents and employers. We believe the business is well positioned to capitalise on the growing demand for quality education that delivers the skills needed by employers.” Jay Ramnundlall says: “The need for high-quality affordable tertiary education in South Africa and beyond represents a huge opportunity for Richfield to expand its footprint and course offerings. I believe our partnership with Investec Asset Management will enable us to further expand to provide many more students with the opportunity for a quality tertiary education.”
ACADEMIC RESEARCH CONFERENCE Richfield Holdings hosted a successful academic research conference on 12 and 13 September 2018. The two-day conference brought together experts in academia and industry for a critical examination of the theme “Rising to the IT Challenge; setting new norms for transformational change in education, business and leadership”. The conference comprised 15 plenary sessions, six panel discussions and eight parallel sessions. A total of 94 people attended, made up of 40 internal and 54 external delegates. There were six international delegates: Mr Tola Adesina from Coventry University (UK); Michael Okoche (Uganda); Dr Sampan Silapanad
CONTACT DETAILS Physical Address: 292 Anton Lembede Street, Durban Postal Address: Umhlanga Rocks, Durban, 4000 Tel: +27 31 304 9340 Fax: +27 31 307 7170 Email: info@richfield.ac.za Website: www.rgit.co.za
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PRIVATE EDUCATION AND THE NATIONAL SKILLS DEVEL OPMENT AGENDA
The Council on Higher Education recently outlined the changing landscape of private higher education in South Africa, suggesting the inclusion of local and international players to provide more educational choices.
B Y J AY R A M N U N D L A L L
I
n 2018, the Ernst & Young Strategic
Private higher education in South
In 2015, there were 235 413 students
Growth Forum conference pointed
Africa is highly regulated and external
enrolled at private institutions across
to an increased digitalisation
monitoring is extremely rigorous.
the country, with 88 203 students
and inclusion of elements of artificial
Institutions must fulfil a number of
intelligence in curriculum design. In line
conditions for registration with the
attending Technical and Vocational
with this, the Council on Higher Education
Department of Higher Education and
(CHE) cited the following reasons and
Training, and the programmes they
trends for the changing landscape in their
offer must be accredited by the CHE
According to the CHE, “It is evident
Briefly Speaking monitoring report:
and registered by the South African
that the private sector is set to play
• Ownership changes in the sector • Global trends • Growth in international interest • Expansion into Africa
Qualifications Authority (SAQA). The regulatory framework and accreditation processes ensure that the provision of private higher education meets stipulated quality standards and
The CHE’s publication went on to draw
is comparable to public institutions.
a comparison of fees charged by various
Training (TVET) colleges and 147 210 enrolled at private HEIs.
an increasingly important role in responding to the demand for access to higher education in South Africa within a fluid and evolving landscape. Governments in many parts of the world are finding it difficult to meet the demand for higher education on
private providers for the first year of study
There are currently approximately 125
their own, and the private sector has
in a BCom and compared them to an
registered private higher education
expanded accordingly.”
average of seven public universities:
institutions (HEI) in South Africa.
FEES PER PRIVATE PROVIDER FOR THE FIRST YEAR OF STUDY IN A BCOM DEGREE
Based on a commitment to affordability and free education for the poor, private HEIs made presentations
R80 000
to the Commission of Inquiry into
R70 000
Higher Education and Training in 2016. The report notes that while the
R60 000
private higher education sector in
R50 000
South Africa is relatively small, its role
R40 000
in expanding capacity should be given
R30 000
serious attention. It supplements
R20 000
the lack of capacity in the public sector – more so if student numbers
R10 000
are materially increased by universal
R0 Richfield
Mancosa
Damelin
CTI
Varsity College
Boston College
Rosebank Average College of 7 public universities
Source: Adapted from the Richfield presentation to the Heher Commission, 30 August 2016.
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free-fee access.
P R I VAT E E D U CAT I O N A N D T H E N AT I O N A L S K I L L S D E V E L O P M E N T AG E N DA E D I T O R I A L
ADAPTING TO CHANGE The knowledge economy is the use of knowledge to generate tangible and intangible values. It is based on creating, evaluating and trading knowledge. In a knowledge economy, labour costs become progressively less important and traditional economic concepts such as scarcity of resources and economies of scale cease to apply. Such an economy rests on pillars such as innovation, economic and institutional infrastructure, information infrastructure, and education. Private education is well placed to contribute to the knowledge economy that in turn will contribute to economic growth and social development.
TABLE 1 OVERVIEW OF PSET INSTITUTIONS AND STUDENT ENROLMENT: 2015
In order to meet social and economic
HEIs
development priorities and prevent
Public
Private
Total
TVET
CET
Private
Number of institutions
26
124
150
50
9
252
Number of students enrolled
985 212
147 210
1 132 422
737 880
283 602
88 203*
social upheaval, government, business and the education sector need to work collectively to ensure that South Africa has the skilled human resources in place. Accordingly, the National Development Plan (NDP) outlines the following three functions to be performed by the higher education sector:
Colleges Total 311
1 109 685
TOTAL PSET 461
2 242 107
* Represents enrolments at only 97 of 252 private colleges that responded to the survey
• Educate and equip people with
Post-School Education and Training
Statistics on Post-School Education and
high-level skills to meet the
(PSET) in South Africa is undertaken
Training in South Africa: 2015, published by the
employment needs of the public
through a range of public and private
Department of Higher Education and Training,
and private sectors.
education and training institutions, namely:
provides an overview of the contributions of
public and private HEIs, TVET colleges,
the public and private sectors (see Table 1
Community Education and Training
above). According to the survey, there were
(CET) colleges and private colleges.
461 PSET institutions with approximately
Learning also occurs through the various
2.2 million students enrolled at them in South
Sector Education and Training Authority
Africa in 2015. Of these institutions, 18.4%
mobility while strengthening equity,
(SETA) supported learning programmes,
were public and 81.6% were privately run.
social justice and democracy to
which cover learnerships, internships,
Despite this, 89.5% of students were enrolled
deal with the injustices brought
apprenticeships and a range of skills
in public PSET institutions, with private
about by the apartheid system.
development programmes.
institutions taking in only 10.5% of students.
• Produce new knowledge and assess and find new applications for existing knowledge. • Provide opportunities for social
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75
A SYSTEM FOR SUCCESS
all the occupations in the South African
The CHE regulates the curricula
system sets a base for linking these
in both public and private higher education institutions through the process of programme accreditation. The CHE, the Quality Council for Trades and Occupations (QCTO) and various professional bodies ensure the curricula meet the national needs of the country. These regulatory bodies ensure programmes provide for scarce and critical skills in order to meet market and economic demands in South Africa. They also review current programmes on an ongoing basis to ensure that they respond to the changing environments and are updated with the latest cuttingedge developments. The QCTO is responsible for the quality assurance of all registered occupational qualifications and part
economy. The skills classification occupations to skills development; in this way, the OFO can be viewed as the golden thread that links all elements in the system. The SETAs reflect labour market needs using the OFO. The Department of Labour uses the OFO as the basis for the Employment Services of South Africa system to, among others, develop the National Scarce Skills List. The QCTO uses the OFO as the basis for developing occupational qualifications through the National Occupational Pathways Framework in order to address industry needs. The above system ensures that the regulatory bodies address the demands of industry from skills and an economic perspective.
qualifications, including historically
The revised National Skills
registered qualifications. The QCTO
Development Strategy, which includes
qualification model recognises the
the QCTO as a component of an
three components of occupational
overall system, is very much in line
competence: conceptual knowledge or
with international trends and best
theory, practical or applied knowledge
practices. The Committee on Skills at
and skill, and work experience.
the International Labour Conference (2008) concluded, “Governments have
The council was established to streamline processes for building occupational competence to promote the implementation of programmes that address labour market needs and encourage employer commitment to training. It is assisted in discharging its duties by the Skills Development Act and accompanying amendments, which enable a fully integrated, demanddriven occupational learning system
overall responsibility for creating, in consultation with social partners, the enabling framework to meet current and future skills needs. International experience shows that countries which have succeeded in linking skills to productivity, employment, development and decent work have targeted skills development policy towards three main objectives:
that meets the needs of industry.
• Matching supply to current demand
Further to this, the Organising
• Helping workers and enterprises
Framework for Occupations (OFO) lists
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for skills adjust to change
• Building and sustaining competencies for future labour market needs.” It noted further that such a framework needed to address transitions between stages of learning. “In many countries, higher secondary and tertiary education rates have not resulted in higher employment in work or higher productivity for a substantial portion of young people, because they may lack competencies relevant to labour market needs.” Measures to address these and other transitions should therefore be part of the national skills development agenda.
P R I VAT E E D U CAT I O N A N D T H E N AT I O N A L S K I L L S D E V E L O P M E N T AG E N DA E D I T O R I A L This goal can be reached through corporate work experience, whereby businesses participating in the programme create one-year paid positions for the youth or invest in small business development, where young people are empowered through training and funding to start and grow their own businesses. The multitude of developmental state challenges confronting South Africa and the implications of the PSET system calls for a critical relook at the system currently in place. We must ensure an inclusive plan is developed to meet the objectives of the NDP 2030 and a broader developmental agenda from an education and training perspective.
QUICK REFERENCE
CET Community Education and Training CHE Council for Higher Education
PARADIGM SHIFT According to the Study on Programmes identified and prioritised by the Further Education and Training (FET) Colleges Technical Task Team in 2014, “the theoretical grounding of the SA TVET policy needs to shift from the human capital approach, and [be] broadened to include the human capability and sustainable development approaches.
model. This model should take into account the South African economic development phases, socio-economic development challenges, and learner and community expectations.” President Cyril Ramaphosa has said the Youth Employment Service (YES) – a partnership between government, business, labour and civil society – will have a positive effect on youth unemployment in the country.
“On an operational level, South Africa
The YES initiative aims to see more than
needs to customise the best practice
one million young South Africans between
models from Singapore, Korea
the ages of 18 and 35 being offered paid
and Germany into a new SA TVET
work experience over the next three years.
HEI Higher Education Institution NDP
National Development Plan
OFO Organising Framework for Occupations PSET Post-School Education and Training QCTO Quality Council for Trades and Occupations TVET Technical and Vocational Education and Training YES Youth Employment Service
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A DV E R T O R I A L O M N I H R C O N S U LT I N G
on 29 June 2018, becoming the first private provider to offer the following two qualifications: • Occupational Certificate: Training and Development Practitioner (Learning and Development Practitioner), NQF Level 5 • Occupational Certificate: Sales Assistance (General Retail Sales Advisor), NQF Level 3 The QCTO relies on the methodology of work-integrated learning and, as such, requires business to partner with training providers to ensure those participating in occupational qualifications are presented the opportunity within a workplace to practically apply their knowledge and skills. Three stakeholders are required to ensure the effectiveness of WIL: the workplace, the institution/ training partner and the learner. At Omni, we agree with this approach and have aligned our WIL model to support learners to be work-ready and employable at
LE A R N I NG FO R LI F E According to the South African Qualifications Authority (SAQA), workintegrated learning (WIL) is defined as “an educational approach that aligns occupational learning and workplace practices for the mutual benefit of learners and workplaces”. Work-integrated learning should be appropriate for the learning intervention (qualification) concerned, which implies that a learner should be able to contextually apply their learning within a workplace that supports the outcomes of the learning intervention.
the end of their qualification. Our research and experience show that for WIL to be successful, it must: • Form part of the learning framework at the onset of engagement,
and form an integral thread throughout the learning phase to ensure the learner is work-ready after the qualification
• Meet the quality assurance and compliance requirements for
accredited learning to ensure alignment between learner attributes and the skills required within the workplace
• Extend beyond the classroom, placing collective ownership on all
stakeholders, including government, employers and industry bodies to create work placement opportunities and gainful employment.
Active engagement and participation of the learner, client and quality partner is required for successful implementation. In this way, learners benefit from WIL practices by linking their newly acquired knowledge
Whilse we are clear about our expectations regarding the skills a
and skills with practical application in a controlled environment.
learner should possess when entering the labour market, we need to
They are also exposed to the right blend of soft skills required for
ask ourselves whether the very skills we look for (apart from academic
work-readiness, which, when learnt, provide them an even greater
criteria) are sufficiently developed at the foundational schooling level and
opportunity for gainful employment. This allows learners to bring a host
beyond to ensure a learner is in fact work-ready. Incorporating relevant
of new ideas and innovations, resulting in workplaces benefiting from
skills such as self-awareness, teamwork, communication skills, problem-
this pool of skilled, talented, young individuals who could service their
solving and use of technology builds not only learner confidence, but also
recruitment pipeline and succession planning process in time.
the ability to transition into a place of work, resulting in a greater success rate for both the (potential) employer and learner.
Further to this, learning institutions benefit when meeting the compliance requirements for work-integrated learning, as workplaces would
An incredible feat for Omni was our accreditation as a skills development
continuously engage them to provide a steady flow of skilled learners who
provider with the Quality Council for Trades and Occupations (QCTO)
meet their human captial requirements.
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O M N I H R C O N S U LT I N G P R O F I L E
Omni HR Consulting was founded in 2009 with a clear directive to provide business and human development solutions through various training and consulting services. Our intent is simple: to remain a market leader through developing our strengths and achievements without compromising the principles on which our business has been built. Omni is a registered and accredited training provider and assessment centre. Our primary focus is to provide our customers with innovative, relevant and industry-related training and development solutions. Our regulatory and governing bodies are the Department of Higher Education and Training (DHET), Umalusi, the Sector Education and Training Authority (SETA) landscape and the Quality Council for Trades and Occupations (QCTO), an indicator of the compliance and quality parameters within which we operate.
CEO: LIZE MOLDENHAUER
We engage in a partner relationship with our customers, which enables the co-creation of solutions that will best address their human capital needs. By establishing partnerships, we provide access to skills development initiatives in areas that are historically prone to poor socio-economic conditions and high unemployment rates. As a partner, we consider ourselves an extension of our customers and, as a result, co-own their development objectives. A highlight for Omni was being identified as the training partner to implement a retail readiness programme for one of South Africa’s leading retailers. Since 2016, the programme has allowed 16 619 learners the opportunity to develop the skills required to run a
“A s a l e a d e r y o u s h o u l d b e concerned about doing right by your people! Grow them, stretch them but most i m p o r t a n t l y, e n a b l e t h e m .” Corporate Social Responsibility
small business, with 70% subsequently employed at this retailer.
Executive: Megan Hultzer
C O M PA N Y I N F O R M AT I O N
Financial Executive: Ian Smith
Commercial Executive: Tebogo Molapisane
STATISTICS
BUSINESS & FINANCE
Human Resources Executive:
Year founded: 2009
Turnover: R90 121 473
Alison Boruchowitz
Operating Profit: R11 945 400
Marketing Executive: Cassandra Julius
Net Profit: R7 830 812
Operations Executive: Cindy Londt
Megan Hultzer, Cassandra Julius,
Financial year-end: June 2018 (13 months)
Resource Executive: Sharon Benting
Cindy Londt and Sharon Benting
TRAINING AND CSI
Number of employees/associates: 150
Training programmes: Accredited and non-
Sector: Education Founding members: Lize Moldenhauer,
Branches: Mowbray, Cape Town, Somerset West, Johannesburg and Pretoria Accreditation: DHET, Umalusi, ETDP SETA,
accredited learning across education, training and development, business and administration management, hospitality management,
CONTACT DETAILS Head Office physical address: 1st Floor, Nolands House, The River Park,
Services SETA, Wholesale and Retail SETA,
leadership development and contact centre
LGSETA, FoodBev SETA, QCTO
Empowerment initiatives: Enterprise
Memberships: South African Board for People
development focus is on entrepreneurship with
Practices, Institute of Directors, Business
2018 focusing on the retail, hospitality and
Process Enabling South Africa, South African
informal education sectors
Society for Labour Law, Contact Centre
CSI initiatives: Focus for 2018/19 is on
Management Group Professional Body
vulnerable women and children, with the
Email address: info@omnihrc.com
2018 flagship project being human trafficking
Website: www.omnihrc.com
Liesbeek Parkway, Mowbray, 7700 Postal address: P.O. Box 13628, Mowbray, 7705 Telephone: +27 (0)21 685 9160 Fax: +27 (0)86 715 4292
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79
TRAVEL AND TOURISM SECTOR
GOING PLACES BY ELSKE JOUBERT For the seventh consecutive year, the global travel and tourism sector has outperformed the global economy. In 2017, it was the fastest-growing broad economic sector, showing stronger growth than all other sectors, including manufacturing (4.2%), retail and wholesale (3.4%), agriculture, forestry and fisheries (2.6%), and financial services (2.5%). CEO of South African Tourism, Sisa Ntshona, says the local travel and tourism sector remains vital for the country’s economy.
T H E I M P O R TA N C E O F T R AV E L A N D TO U R I S M TO T H E S O U T H A F R I CA N E C O N O M Y Gloria Guevara, President and CEO of the World Travel & Tourism Council (WTTC), reiterated the importance of travel and tourism in job creation, economic growth and the
“Over the past 10 years, one in five of all jobs created across the world has been in the sector and, with the right support from government, nearly 100 million new jobs could be created over the decade ahead,” Guevara said.
EASY ON THE VISAS
building of better societies.
South Africa is set to speed up visa processes in an
According to the WTTC, travel and tourism contributed
foreign arrivals by 40% by 2021. According to Derek
more to the country’s economy in 2018 than in any other year. “WTTC predicts that our sector will contribute more to the South African economy than in any other year, which makes it the perfect partner for the new administration to put at the heart of the country’s long-term economic
attempt to lure major conferences to the country, boosting Hanekom, Minister of Tourism, these new measures form part of a goal to attract an additional 5 million travellers. Current visa processes are discouraging tourists from China, India and Nigeria – some of the world’s largest outbound travel markets.
plans,” Guevara said. The sector contributed approximately R424.5-billion to the overall South African economy in 2018, 3% more than in 2017.
I N A S U I T CA S E In constant 2017 prices and exchange rates, the
In terms of job creation, the travel and tourism sector
direct contribution of travel and tourism to SA’s GDP
created approximately 1.5-million jobs in 2017, 9.5% of
was R136.1-billion (2.9% of total GDP). The WTTC
the total employment in the country. The WTTC estimates
forecasts this will rise by 3.6% per year between
that, by 2028, more than 2.1-million jobs in South Africa will
2018 and 2028.
depend on travel and tourism.
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T R AV E L A N D T O U R I S M S E C T O R OV E R V I E W
E C O N O M I C I M PAC T O F G LO BA L T R AV E L A N D T O U R I S M • 10.4% – tourism and travel GDP as a percentage of global GDP • 1 in10 jobs are supported by travel and tourism • 1 in 5 of all global net jobs created in the last decade have been within the travel and tourism sector
SA travel and tourism world ranking (out of 185 countries) 34 ABSOLUTE
107 RELATIVE SIZE
129 GROWTH
121 LONG-TERM GROWTH
Size in 2017
Contribution to GDP in 2017
2018 forecast
Forecast 2018–2028
SOUTH AFRICA: Total contribution of travel & tourism to GDP
SOUTH AFRICA: Total contribution of travel & tourism to employment ‘000 jobs
% of whole economy employment
2 500.0
12.0
Constant 2017 ZARbn
% of whole economy GDP
700
700
600
600
2 000.0
500
1 500.0
500 400
300
300
0
2017
2018
2028
Direct
0
6.0 4.0
500.0
100
100
8.0
1 000.0
200
200
10.0
2017
Indirect
2018
0.0
2028
2.0 2017
2018
Induced
0.0
2028
Direct
2017
Indirect
2018
2028
Induced
All values are in constant 2017 prices and exchange rates
ESTIMATES & FORECASTS SOUTH AFRICA Direct contribution to GDP Total contribution to GDP Direct contribution to employment
2 3 4
2017 % of total
2018 Growth2
USDbn1
2018 % of total
Growth3
10.2
2.9
2.4
14.9
3.3
3.6
31.0
8.9
2.9
44.9
10.1
3.5
727
4.5
1.0
980
5.2
2.9
1 530
9.5
3.3
2 082
11.1
2.8
Visitor exports
9.5
9.2
3.4
16.5
11.4
5.3
Domestic spending
11.9
3.4
1.4
15.0
3.4
2.2
Leisure spending
14.0
1.9
3.0
22.1
2.3
4.3
Business spending
7.4
1.0
0.9
9.4
1.0
2.3
Capital investment
5.3
8.2
3.4
8.5
10.1
4.4
4
Total contribution to employment4
1
2017 USDbn1
2017 constant prices and exchange rates
2018 real growth adjusted for inflation (%)
2018–2028 annual real growth adjusted for inflation (%) 000 jobs
Sources
www.fin24.com www.tbcsa.travel www.ewn.co.za
www.timeslive.co.za
Top Performing 17 th Edition
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SIZE DOES MATTER Countrywide luxury apartments at the price of a standard room.
Your choice of experiences from inexpensive to ultimate indulgence.
FIRST HOTELS & SUITES: for the businessman spacious apartments at standard room rates. SELBORNE GOLF ESTATE, HOTEL & SPA RIVIERA SUITES THE PALACE ALL-SUITE OCEANIC
1922 / 23 - 07 - 2018
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www.firstgroup-sa.co.za
FIRST APARTMENTS & CHALETS:
best locations - a great base from which to explore perfect places. HASTINGS HALL MOUNT SIERRA WHISPERING WATERS KNYSNA RIVER CLUB CLUB HACIENDA COSTA SMERALDA KOWIE RIVER CHALETS LAKE VIEW CABANAS CHAKA’S ROCK CHALETS CAPE GORDONIA DESERT ROSE PALM PARK PERNA PERNA MOSSEL BAY PERNA PERNA UMDLOTI KNYSNA CHALETS SALAMANDER WATERBERRY HILL
TOYOTA SCOOPS ADVENTURE SUV AND BRAND OF THE YEAR CA R S .C O. Z A C O N S U M E R AWA R D S T h e fo u r t h i te ra t i o n o f t h e C a r s . c o. z a C o n s u m e r Awa rd s d e l i ve re d a t re n d y g a t h e r i n g o f t h e S o u t h A f r i c a n m o to r i n g f ra te r n i t y, i n c l u d i n g m a n u fa c t u re r s , m e d i a , industry partners and celebrities.
The competition was judged in two parts. First, a panel of judges comprising motoring media, consumer journalists and influencers made their selection. Then the South African motoring public had its say – which is the raison d’etre for the name of the awards. The award for ‘Adventure SUV’ was presented by former Springbok Victor Matfield; the Toyota Fortuner 2.8 GD-6 4x4 AT proudly rolled onto the stage to claim the title. This is the second year the Fortuner has won this category, showing once again South Africa’s love for the super-versatile seven-seater SUV.
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T OYOTA A DV E R T O R I A L
The Fortuner’s combination of people- and goods-carrying capability, standard features and go-anywhere ability, underpinned by Toyota’s legendary quality, durability and reliability (QDR) have made the Fortuner a mainstay in the hearts of Mzansi’s people. The awards ceremony concluded with the Brand of the Year award, the most prestigious of the categories. The entire room was in suspense as Ghana Msibi, Wesbank Executive Head: Sales and Marketing, delivered the preamble explaining the criteria and metrics. It was a prestigious moment as the Toyota logo appeared on the big screen and two of the top-selling Toyota models (the Hilux and Fortuner) simultaneously drove onto the stage. The award was accepted by Toyota’s public relations team.
CONTACT DETAILS
We are extremely proud to have been chosen as Cars.co.za’s Brand of the Year.
Address: Stand 1 Eastern Service Road Wesco Park, Sandton, 2012 Tel: +27 (0)11 809 9111 CUSTOMER CARE:
“We had a very successful 2018 with a 10-year high market share of 24.2%. We would like to thank our
Tel: +27 (0)800 139 111 Email: ccc@tsb.toyota.co.za Fax: +27 (0)11 809 2917 Website: toyota.co.za
customers for their loyal support in helping us to achieve the highest position in the Customer Experience Index,” said Calvyn Hamman, Senior Vice President of Sales and
SOCIAL MEDIA: Twitter: @ToyotaSA Facebook: @toyotasouthafrica Youtube: Toyota South Africa
Marketing at Toyota South Africa.
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TRANSPORT AND LOGISTICS SECTOR
DRIVING CHANGE BY ELSKE JOUBERT The transpor t and logistics sector has a significant impact on the economic growth of the countr y; thus, both shor t- and long-term developments will be vital for the economy in the next few years. After years of underinvestment in maintenance and development, South Africa is in a process of revitalising its transpor t networks that will see the countr y set itself up as a transpor t hub for Southern Africa.
G R O W T H A N D E X PA N S I O N
A E R O S PAC E D E V E LO P M E N T S
South Africa is moving rapidly ahead in terms of improving
South Africa’s airports will see a number of developments
current infrastructure. While facing challenges in terms of
in the next few years, with the aim of maintaining its global
labour policies, unemployment, poverty and income
competitiveness. Apart from the sluggish pace of the
inequality, the country has a strong domestic market and
economy, the air cargo industry in South Africa is set to see
the advantage of an open trade policy.
great future growth and development.
T H E R O L E O F T E C H N O LO G Y
PORTS AND COMMODITIES
Technology plays a major role in the future of the sector.
South Africa has eight commercial ports, some focusing on
According to the Innovation Group’s Automotive Future
bulk commodities, such as Durban, and others focusing on
Now Report, self-driving vehicles will be available in South
just one industry, like offshore oil at Mossel Bay and bulk
Africa in the next 20 years. “State-of-the-art technology is
coal at Richards Bay.
essential to transport sector success,” says PwC’s Director for Transport and Logistics Services, Andrew Shaw. But
Durban is Africa’s biggest port, with a market share of 29% of
while transport sector technology enjoys its fair share of
South African cargo. The port handles containers, automotive
media spotlight, there’s still uncertainty as to which tech-
cargo, breakbulk (abnormal cargo, steel commodities, neo-
nologies offer worthwhile returns.
bulk, steel coils, and so on), and agricultural bulk (including wheat, soya bean meal, animal feed, maize and woodchips).
PwC senior consultants Andrew Tipping and Jonathan
86
Kletzel say there is widespread confusion about which
The Durban port is set to see investments exceeding
hardware and software breakthroughs will affect profitability
R27-billion for projects over the next 10 years, with the
and overall organisational performance most. This is seen
aim of creating capacity ahead of demand. Ngqura, which
as a big handicap holding transport businesses back from
opened in 2009 near Port Elizabeth in the Eastern Cape, is
making changes in the way they do things.
the deepest container terminal in Africa.
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T R A N S P O R T A N D L O G I S T I C S S E C T O R OV E R V I E W
R OA D
VS
RAIL
The last 20 years have seen a number of factors leading to modal imbalance in South Africa’s surface transport flows, with the rail system being underutilised and road infrastructure being overutilised. Owing to this, the country is seeing less competitive costs of logistics. Rail transport is also a more eco-friendly mode of transportation than road, and greater use of rail could see a reduction in air pollution, road damage and road congestion.
M A I N D R I V E R S O F G R O W T H I N A F R I CA The graph below shows the results of a logistics industry survey regarding the main drivers of growth in the emergence of Africa’s logistics market from 2016–2018. According to 31.9% of respondents, the growing middle class and consumer spending are two of the main reasons for the growth of Africa’s logistics market in 2018, up from 25.6% in 2017.
31.9% Growing middle class
25.6%
and consumer spending
23.9% 8.1%
New oil and gas
24.4%
discoveries
22.6% 23.8%
Mineral and resource
17.8%
demand
23.8% 21.4%
Rapid infrustructure
15.2%
development
13.6% 9.5%
Stronger agricultural
9%
demand
11.5% 5.2% Increased FDI
6.4% 4.6%
0%
5%
10%
15%
20%
25%
30%
35%
Share of respondents
KEY
2016
2017
2018
Sources www.logupdateafrica.com www.statista.com bizconnect.standardbank.co.za
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REACHING NEW HEIG HTS Air Traffic and Navigation Services SOC Limited (ATNS) provides air traffic, navigation, training and associated services within South Africa and a large part of the southern Indian and Atlantic Ocean, comprising approximately 10% of the world’s airspace. We pride ourselves on delivering top-quality services and resources to our client base as well as the general aviation community. ATNS operates from nine airports in South Africa providing services to Airports Company South Africa (ACSA) and 12 other aerodromes. As a globally competitive employer of choice, ATNS is committed to diversity and has achieved ranking within the top 10 companies in South Africa with regard to female representation at executive levels. Our services extend beyond air traffic control services into the provision of vitally important aeronautical information used for all flight planning purposes as well as search and rescue coordination activities, and the maintenance of a reliable navigation infrastructure. ATNS continues to serve the Air Traffic Management (ATM) community through the deployment of leading technologies, as well as continual improvement of safety levels. We understand that as an entity our excellence in business can only be appreciated and valued when we ensure financial, social and environmental sustainability.
ATNS has been unlocking winning partnerships for more than 25 years.
1993 to 1997 1993
Founding of ATNS
1995
The founding of the ATNS College to provide air traffic and navigation related training
Start of Project Pronav to upgrade and extend terrestrial navigation systems
1996
Upgrade of Durban International and Port Elizabeth control towers
1997
Completion of Project Pronav
1998 to 2002 1998
ISO accreditation
1999
Satellite surveillance and communication system (ADS/CPDLC) installation for Indian Ocean area
New high-frequency radio system installed
2000
Project Speakeasy complete
Contract for Aeronautical Surveying awarded to ATNS by the FAA
Aviation Training Academy (ATA) established through ATNS College partnerships with Airports Company South Africa (ACSA)
2001
Installation of 3D Air Traffic Control simulator at ATNS’s Aviation Training Academy
2002
Construction begins on the South African Advanced Air Traffic System (SAAATS)
2003 to 2007 2003
Acceptance of main system at Johannesburg control centre (SAAATS project)
2004
Completion of SAAATS project
2005
Global Navigational Satellite System implementation
Proposed SADC VSAT satellite communication upgrade
2006
Proposed SADC Upper Airspace Control Centre implementation
2007
Launch of ATNS’s Safety Management System
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Top Performing 17 th Edition
A I R T R A F F I C A N D N AV I G AT I O N S E R V I C E S A DV E R T O R I A L
2008 to 2012 2008
A first for ATNS in the following: CISM training course, ATNS Safety Week, participation in CANSO safety culture working group
2009
Control tower construction at King Shaka International Airport
2010
The Central Airspace Management Unit Air Traffic Flow Management tool is implemented
2011
Installation and commissioning of the Total Control 3D aerodrome control simulator
ATA awarded International Airport Transportation Association (IATA) Worldwide Top Regional Training
2012
Inauguration of NAFISAT Master Back-up Terminal in Uganda
Launch of the ground-breaking ATNS AVI AFRIQUE Africa Aviation Innovation Summit
ATA awarded IATA Worldwide Top Regional Training Partner
2013
ATNS launched the Aeronautical Management Development Programme (AMDP) – the first of its kind in Africa – in conjunction with the University of the Witwatersrand Business School
ATA awarded IATA Worldwide Top Regional Training Partner
In conjunction with the University of the Witwatersrand Business School, ATNS launched the Aeronautical Management Development Programme – the first of its kind in Africa
ATA awarded IATA Worldwide Top Regional Training Partner
2014
ATNS and its ASIOACG partners are voted and awarded the prestigious Best Service Provider Award at Jane’s annual ATC Awards Ceremony, held in Spain
ATA awarded IATA Worldwide Top Regional Training Partner
2015
The ATNS Aviation Training Academy receives the IATA Worldwide Top Regional Training Partner Award for a fifth consecutive year
ATA becomes an International Civil Aviation Organisation Regional Training Centre of Excellence
Aireon and ATNS sign a Regional Commercialisation Agreement to jointly develop the uses of space-based Automatic Dependent Surveillance-Broadcast (ADS-B) data throughout the southern part of the African continent
2016
The ATNS Aviation Training Academy is designated as an IATA Premier Circle member
2017
ATNS hosts the seventh International Federation of Air Traffic Safety Electronics Associations Africa Region meeting and Air Traffic Safety Electronics Personnel workshop
ATNS is certified as a Top Employer (#TECD18) out of 200 companies from 33 African countries
ATNS and the South African Council for Scientific and Industrial Research sign a Memorandum of Understanding to collaborate on a national multi-static passive radar facility
Partner Award
2013 to present
Physical Address: Eastgate Office Park, Block C, South Boulevard Road, Bruma, 2198, Gauteng, South Africa
Postal Address: Private Bag X15, Kempton Park, 1620, Gauteng, South Africa
Tel: +27(0) 860 286 726 Email: marketing@atns.co.za Web: www.atns.com
Top Performing 17 th Edition
89
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Public Sector Manager magazine, produced Government and The Public TheThe Public Sector Sector Manager Manager magazine, magazine, produced produced byby Government GovernmentCommunications Communications Communications and and
Information System, targeted middle and seniormanagers managers sector, responsible Information Information System, System, is targeted is istargeted at middle atatmiddle andand senior senior managersin in inthe the thepublic public public sector, sector, responsible responsible implementing government programmes and operations. The The public servants for implementing for for implementing government government programmes programmes and and operations. operations. Themagazine magazine magazinehelps helps helps public public servants servants in understanding their mandate andshare share best practicesinin order country better. in understanding in understanding their mandate their mandate and and share best best practices practices inorder orderto to toserve serve servetheir their their country country better. better. PSM critically examines issues of importance to senior public servants and the nation at large.
PSM critically PSM critically examines examines issues issues of importance of importance to to senior seniorpublic publicservants servants and and the thenation nationatat large. large. In addition, PSM features various business and lifestyle features including travel, book and car
In addition, In addition, PSM features PSM features various various business business and and lifestyle lifestylefeatures features including including travel, travel,book book and and carcar reviews, financial fitness and healthy living – striking a balance between professional pressures
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Nardine Nelson: 082 739 3932, nardine.nelson@topco.co.za
Nardine NardineNelson: Nelson: 082 739 7393932, 3932,nardine.nelson@topco.co.za nardine.nelson@topco.co.za
YOUR DESTINATION IS YOUR DESTINATION IS YOUR DESTINATION IS YOUR DESTINATION IS YOUR DESTINATION IS OUR FIRST STOP YOUR YOUR DESTINATION DESTINATION IS IS OUR FIRST STOP OUR FIRST STOP YOUR YOUR DESTINATION DESTINATION IS IS OUR FIRST STOP YOUR DESTINATION IS OUR FIRST STOP OUR FIRST OUR STOP FIRST STOP OUR FIRST OUR STOP FIRST STOP ADVERTORIAL ADVERTORIAL ADVERTORIAL
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ADVERTORIAL
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ADVERTORIAL
OUR FIRST STOP
MAHAMBA TRANSPORT AND GENERAL ENTERPRISE LTD MAHAMBA TRANSPORT AND GENERAL ENTERPRISE LTD MAHAMBA TRANSPORT AND GENERAL ENTERPRISE LTD MAHAMBA TRANSPORT AND GENERAL ENTERPRISE LTDLTD LTD MAHAMBA TRANSPORT AND GENERAL ENTERPRISE MAHAMBA TRANSPORT MAHAMBA AND TRANSPORT GENERAL AND ENTERPRISE GENERAL LTD ENTERPRISE MAHAMBA TRANSPORT MAHAMBAAND TRANSPORT GENERAL AND ENTERPRISE GENERALLTD ENTERPRISE LTD OUR VISION: OUR TO BEVISION: THE PREFERRED ONE-STOP OUR VISION: TO BE THE PREFERRED ONE-STOP & LOGISTICS IN OUR VISION: PROVIDER MAHAMBA TRANSPORT TRANSPORT AND GENERAL ENTERPRISE LTD TO BE THE PREFERRED ONE-STOP OUR VISION: OUR VISION: TRANSPORT & LOGISTICS PROVIDER IN AFRICA OUR VISION: TO BE THE PREFERRED ONE-STOP OUR VISION: OUR VISION: TRANSPORT & LOGISTICS IN TO BE THE PREFERRED TO ONE-STOP BEPROVIDER THE PREFERRED ONE-STOP AFRICA TO BE THE TO PREFERRED ONE-STOP TRANSPORT &ONE-STOP LOGISTICS PROVIDER IN TO BE THE PREFERRED BE THE PREFERRED ONE-STOP AFRICA TRANSPORT & LOGISTICS TRANSPORT PROVIDER & LOGISTICS IN PROVIDER IN TRANSPORT & LOGISTICS PROVIDER IN AFRICA OUR TRANSPORTATION SERVICES INCLUDE:TRANSPORT & LOGISTICS TRANSPORT PROVIDER & LOGISTICS IN PROVIDER IN AFRICA AFRICA OUR TRANSPORTATION SERVICES INCLUDE:AFRICA AFRICA AFRICA OUR TRANSPORTATION SERVICES INCLUDE: GOODS TRANSPORTATION PASSENGER OUR VISION: TOURS OURTRANSPORTATION TRANSPORTATION SERVICES INCLUDE: OUR TRANSPORTATION OUR SERVICES TRANSPORTATION INCLUDE: INCLUDE: GOODSSERVICES TRANSPORTATION PASSENGER TRANSPORTATION TOURS TOINCLUDE: BE THE PREFERRED ONE-STOP EVENT SHUTTLES AIRPORT TRANSFERS OUR TRANSPORTATION OUR SERVICES TRANSPORTATION INCLUDE: SERVICES OUR TRANSPORTATION INCLUDE: GOODS TRANSPORTATION PASSENGER TRANSPORTATION SERVICES TOURS EVENT SHUTTLES AIRPORTPASSENGER TRANSFERS TRANSPORTATION GOODSTRANSPORT TRANSPORTATION & LOGISTICS TOURS PROVIDER IN GOODS TRANSPORTATION GOODS TRANSPORTATION PASSENGER TRANSPORTATION PASSENGER TRANSPORTATION TOURS TOURS EVENT SHUTTLES AIRPORT TRANSFERS OUR CAPACITY: MINI BUSES, BUSES, TRUCKS, CATERPILLAR TRUCKS AND MANY MORE AFRICA GOODS TRANSPORTATION GOODS TRANSPORTATION PASSENGER TRANSPORTATION PASSENGER TRANSPORTATION TOURS EVENT SHUTTLES AIRPORT TRANSFERS GOODSTRUCKS TRANSPORTATION TRANSPORTATION TOURS TOURS EVENT SHUTTLES EVENT AIRPORT TRANSFERS AIRPORT TRANSFERS OURPASSENGER CAPACITY: MINI BUSES, BUSES, TRUCKS, CATERPILLAR ANDSHUTTLES MANY MORE EVENT SHUTTLESTRUCKS EVENT AIRPORT TRANSFERS TRANSFERS OUR CAPACITY: MINIAIRPORT BUSES, BUSES, TRUCKS, CATERPILLAR ANDSHUTTLES MANY MORE CONTACT DETAILS EVENT SHUTTLES AIRPORT TRANSFERS OUR CAPACITY: MINI BUSES, BUSES, TRUCKS, CATERPILLAR TRUCKS AND MANY MORE OUR CAPACITY: MINI BUSES, CAPACITY: BUSES, TRUCKS, MINI BUSES, CATERPILLAR BUSES, TRUCKS, TRUCKS• AND CATERPILLAR MORE TRUCKS AND MANY MORE Fax: 086OUR 775 7878 • Tel: +27OUR 13 656 6467 •SERVICES Web: www.mahambatransport.co.za Email:MANY admin@mahamba.co.za CONTACT DETAILS TRANSPORTATION INCLUDE: OUR CAPACITY: MINI OUR BUSES, CAPACITY: BUSES, TRUCKS, MINI BUSES, CATERPILLAR BUSES, TRUCKS, TRUCKS AND CATERPILLAR MANY MORE TRUCKS AND MANY MORE CONTACT DETAILS Fax: 086 775 7878 • Tel: +27 13 656 6467 • Web: www.mahambatransport.co.za • Email: admin@mahamba.co.za OUR CAPACITY: MINI BUSES, BUSES, TRUCKS, CATERPILLAR TRUCKS AND MANY MORE CONTACT DETAILS
Fax: 086 775 7878 • Tel: +27 13 656 6467 • Web: www.mahambatransport.co.za • Email: admin@mahamba.co.za CONTACT DETAILS CONTACT DETAILS Fax: 086 775 7878 • Tel: +27 13 656 6467 • Web: www.mahambatransport.co.za • Email: admin@mahamba.co.za DETAILS CONTACT DETAILS Fax: 086 775 7878 • Tel: +27 Fax:13 086 656 775 6467 7878 • Web: • CONTACT Tel:www.mahambatransport.co.za +27 13 656 6467 • Web: www.mahambatransport.co.za • Email: admin@mahamba.co.za • Email: admin@mahamba.co.za
PASSENGER TRANSPORTATION
GOODS TRANSPORTATION
AIRPORT TRANSFERS
EVENT SHUTTLES
TOURS
CONTACT Fax: 086 775 7878 • Tel: +27 Fax:13 086 656 775 6467 7878 • Web: • Tel:www.mahambatransport.co.za +27 13 656 6467 DETAILS • Web: www.mahambatransport.co.za • Email: admin@mahamba.co.za • Email: admin@mahamba.co.za Fax: 086 775 7878 • Tel: +27 13 656 6467 • Web: www.mahambatransport.co.za • Email: admin@mahamba.co.za
M M M
O O O PA PA A PA A A O O O
Fax:
Fax:
Fax:
M A H A M B A T R A N S P O R T & G E N E R A L E N T E R P R I S E S A DV E R T O R I A L
RELIABLE. EFFICIENT. EFFECTIVE. Mahamba Transport & General Enterprises management operates on sound business principles, using the skills and experience of the founders as a driving force for its ultimate success. Our head office is situated in eMalahleni, the economic hub of Nkangala District Municipality. Mahamba Transport
VISION To be the preferred one-stop transport and logistics provider in South Africa.
and General Enterprises is associated with reliable,
MISSION
efficient and effective service delivery using world-
• To meet and exceed our
to its design to prevent incidents and accidents to persons and property/ assets associated with our activities. QUALITY MANAGEMENT POLICY Our future depends on our ability to render quality service to our customers,
class vehicles, technology and systems and well-
customers’ needs by providing the
which conforms to their expectations
trained and qualified staff.
best-quality service solutions
and specifications. Our commitment
Our strategic business partners include MercedesBenz and Volkswagen. These are international brands associated with quality, safety and excellence, characteristics shared by Mahamba Transport and General Enterprises. Our short-term goals involve continually investing resources in the maintenance and application of the most up-to-date technology, vehicles and operating systems within the organisation.
• To constantly uphold industry safety regulations and requirements at all times • To create strategic business opportunities for other businesses within the supply chain within the economy • The improvement of quality of life for all South Africans through our
PROVIDE COMPLETE TRANSPORT AND
contact of the organisation
THE INDIVIDUAL AND UNIQUE NEEDS
VALUES
OF OUR CLIENTS. COMBINING SKILLS
• Ubuntu – We care
AND ENGAGING IN PARTNERSHIPS
• Safety
WILL ACHIEVE THIS OBJECTIVE
• Zero harm/injury
VENTURES WITH KEY INDUSTRY EXPERTS TO DELIVER MEGAPROJECTS OF AN INTERNATIONAL SCALE. In line with legislation by the Department of Transport, general employees, supervisors and drivers of the company are trained on a continuous basis as part of our policies and procedures.
international standards. The quality objective is as follows: To conform to the agreed specification, standard and performance requirements with an understanding of our customers needs.
• Professionalism and integrity are to be upheld at every point of
WHICH ALSO PROMOTES JOINT
quality management system based on
organisation
IN THE LONG TERM, WE STRIVE TO LOGISTICS SOLUTIONS TAILORED TO
is continuous improvement of a
• Innovation • Integrity • Commitment SAFETY MANAGEMENT POLICY The Safety Management Policy ensures our business is wellorganised and conducted according
CONTACT DETAILS Physical address: Jeanette Street Marx Lifestyle Centre, eMalahleni, Mpumalanga Postal address: Post Net Suite 1081, Private Bag X7297 eMalahleni, Mpumalanga Tel: +27 (0)13 656 6467 Fax: +27(0)86 775 7878 Email: sam@mahamba.co.za
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South Africa
CELEBRENEUR (NOUN)
A portmanteau of celebrity and entrepreneur. A public figure who launches companies, products and services.
SA CELEBRENEURS IN THE SPOTLIGHT
LIFESTYLE:
Our nation is a talented one. Be it big business or show business, South Africans from all walks of life are creating and proliferating some amazing work. We speak to six celebreneurs who are taking their talent to trade and using it to build booming businesses.
JIMMY NEVIS JOSIE EVELEIGH CANDICE THURSTON MZUKISI MBANE DANILO ACQUISTO REUBEN RIFFEL By Elske Joubert
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Photography: Brigford
MAKING A LIVING OUT OF
PASSION South African singer and songwriter Jimmy Nevis tells us about his biggest struggles and achievements, and shares advice for aspiring artists.
F
rom a young age, Jimmy Nevis knew that he would be involved in the music industry. “Making a living out of music was always my dream. But when I was younger, I wasn’t as self-assured
as I am today,” says the artist. “I’m so grateful I was able to build the confidence to pursue music in my own right as a performer, songwriter and producer, and also to grow in those roles. “I’m so fortunate to be able to make a living out of my passion. I’ve been able to grow, travel and experience so many different cultures. I’ve been able to realise the first few levels of my dreams – and there’s still so much more I want to do,” he adds when talking about his meteoric rise to fame. While it might be his first love, music is not Nevis’ only passion. His fashion brand, York Yard, celebrates the heritage and future of South Africa by collaborating with young South African artists.
artists. Technology in the music industry comes down to accessibility.
Aside from his creative endeavours, Nevis has founded philanthropic
We’re living in a time where everyone has access to a variety of
initiative Blue Collar Foundation. “The Blue Collar Foundation is all
resources at their fingertips.
about inspiring the youth. So far, we’ve been able to put three students through tertiary level education. We launched the #1to100 campaign this
“Where artists once strived to be part of record labels to be playlisted
year, our mission being to put 100 learners through tertiary education.”
on radio, we’re now going straight for playlists that are linked to
Six years’ experience appears to have given the 26-year-old wisdom
following, and where you’ll find important data and analytics. As an
beyond his years when it comes to dealing with successes and
artist, you’ll be able to say ‘Oh, my song is doing really well in New
challenges. “For every success, there’s a challenge. It’s about finding
York, maybe I should go and perform there.’”
the balance between the two.
streaming services. That’s where you’ll get exposure and find a
Jimmy Nevis has jumped at every opportunity that has presented
“Coming from a major label, I was fortunate to get to see and
itself to him. It’s this mindset that he advises artists seeking to enter
experience how the music industry in South Africa works. I was then
the industry to adopt: “Take advantage of every opportunity. Put out
able to take that template and use it in my own way as an independent
content, put out music videos, put out behind-the-scenes footage, put
artist. Being an independent artist is challenging; it’s not just about
out your process. We live in such a transparent society, and a lot of
control and ownership. You also spend a lot of your own money.”
people will be drawn to the process.”
This sagacity shows through again when Nevis speaks about how
He adds that there are few better ways to achieve that success than by
technology is changing the industry and the opportunities it creates
acting: “If you truly believe in becoming a musician, figure out what your
for artists. “There’s a lot of direct information that is now accessible to
message is, figure out what your sound is, and go for it.”
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CELEBRENEURS EDITORIAL P h o t o g r a p h y : Te g a n S m i t h P h o t o g r a p h y
Josie
MORE THAN A
SURVIVOR
QUICK-FIRE WITH
A n i n te r v i ew w i t h J o s i e E ve l e i g h , p rev i o u s
Any advice for aspiring entrepreneurs?
S u r v i vo r S A c o n te s ta n t , t ra ve l w r i te r a n d p re s e n te r.
P
lease tell us about your professional journey so far. I knew from a very young age what I wanted to do
and set out on this path. For the past 10 years, I’ve worked at almost all the Western Cape commercial radio stations, hosted a travel segment under my own brand called Where Josie Goes on SABC3, did freelance lifestyle for most of our national titles and have just returned from one of my greatest challenges yet, which was being a contestant on Survivor South Africa: Philippines. In this industry, I believe the more you can do and the more hats you wear, the easier it is to create the ideal scenario for yourself. You also founded a membership programme, Real Life Ready. Please tell us more about it. This is my most exciting project yet. It involves working with school-going kids in an external programme to help get everyone ‘real life ready’. The programme aims to better guide students as to the life they want to achieve after school and post-university by equipping them with skills
If it was easy, we would all be doing it. Be brave and take the plunge to start that business or side-hustle. Who or what inspires you? I get and give all my energy from people. There is so much power and potential in connecting with people; it’s our greatest gift as humans. Favourite getaway destination? Croatia. There’s plenty of sunshine and vitamin sea. Walking the Portuguese Camino de Santiago and the Put Foot Rally have also been travel highlights for me. What are you currently reading? I am glued to David Lagercrantz’s The Girl in the Spiders’ Web, the continuation of Stieg Larsson’s Millennium series.
training, CV packs, guidance on registering a company, dealing with tax and other ‘adulting’ guides. It also serves as a way to personally connect them to the world by creating their very own network of professionals, they can ask ‘real-world’ questions. As a woman in business, what have been some of your biggest challenges and successes? I think every businessperson, male or female, has their challenges. I believe one of our greatest strengths as women is to use our emotional intelligence and softer side to connect with people. It is awe-inspiring for me to see such a strong wave of women in business in South Africa, at all levels, who are embracing their femininity in business and not trying to compete one-on-one with their male counterparts, but by doing it their way and trailblazing as they go.
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Photography: Eccentric Visual Arts Agency
SPEAR HEADING CHANGE .
C a n d i c e T hu r s to n , fo u n d e r o f C a n d i & C o, o n b e i n g a fe m a l e
6Ps
CA N D I C E ’ S FOR PERFORMANCE
e n t re p re n e u r i n S o u t h A f r i c a .
T
he biggest challenge in starting a company has been to cultivate patience.
PASSION. Being an entrepreneur is not
As an entrepreneur with a well-researched idea and passion, you want growth
as glamorous as most people think. You
to happen fast. You have to let the business run to gain insight and realise
need to have the greatest passion for
that you won’t always have all the answers. Our greatest success was staying true to the brand no matter what challenges came our way. We were a brand that was born for women of colour. We did not take an existing brand and force-fit it into a market that needed a strong voice to de-racialise hair and beauty. It’s also been great to see so many other female startups in South Africa. I’m inspired every day by these businesses and the women behind them, who are sacrificing the safety of corporate jobs to launch businesses that are close to their hearts. We can encourage more women to start businesses by including
the industry you choose. PREPARATION. Dot all your Is and cross all your Ts. Take time to build a solid business plan that covers the key principles of your business: idea, target market, marketing, due diligence and expected profit. PRIDE. Stay humble. Don’t ever think you are better than anyone, as you never know when that person could be a crucial link to the success of your business. PERFECTION. Ensure every level of your business is run like a well-oiled machine. Strive for perfection; you might not always get it 100% right, but you will meet expectations. PEOPLE. Build meaningful relationships with people and they will bend over backwards for you. If you care for and grow your people and
entrepreneurship as a
partners, they will help you grow
subject from primary
your business.
school through to tertiary education. Building this
PROUDLY FEMALE. Always
skillset from a young age
be proud to be a woman.
and encouraging practical
Don’t feel like you need to
learning will ensure that
play like the boys or be a boy.
young women will be
If you are professional and
able to launch their own
knowledgeable, no one can
businesses, helping to bridge
debate that. Let’s promote
the unemployment gap.
female-owned businesses.
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CELEBRENEURS EDITORIAL Photography: David Blaq
THREADS OF
INSPIRATION
B
Q u a l i fi e d a c c o u n ta n t t u r n e d fa s h i o n d e s i g n e r, M z u k i s i M b a n e , s h a re s h i s p a s s i o n fo r fa s h i o n w i t h To p Pe r fo r m i n g C o m p a n i e s .
riefly tell us more about yourself and your journey.
College of Fashion Design, helping third-year students develop their
I was born and raised in Khayelitsha, Cape Town. In my final
collections. That alone speaks volumes.
year at university, I decided to study part-time and explore
what I really wanted to do. Using my mother’s old manually operated
Another great achievement includes having people from all over
sewing machine, my experience proved to have substance. I entered
the world buy my work.This all started with that experiment from
a competition in 2012 and won, which allowed me to kickstart my
my kitchen counter using my mom’s old sewing machine.
business. I partook in the Design Indaba in 2014 as an emerging creative, after being an intern at Cape Town Fashion Week. I was
What are the top three pieces of
scouted by someone who gave me my first opportunity to showcase
advice you would give to others
my work at South Africa Menswear Week in 2015. From there I
aspiring to a career in fashion?
immediately participated in the Mercedes-Benz Fashion Week in Cape
• Have a point of view that comes from
Town, Ghana fashion week and Nigeria fashion week – all in one season. I had to fund the collection; I did all the work after hours every day and night. By day I was at the office; visited fabric shops during
knowing who you are and what you want the brand to communicate. • It’s a very tough industry. You
lunch and put clothes together after work. And now Imprint is one of the
need to work hard, be patient
biggest brands featured in all major fashion magazines.
with yourself and commit to the goal. If I didn’t know
Have you always known that you wanted to make a career out
what I wanted to achieve
of fashion?
with this brand and where
I’ve always known, but I never really knew how it was going to happen. I
I want to be, I would have
was really good at school – even at ‘varsity (having even made it on the
given up a long time ago.
Merit list while studying my BCom Accounting degree). The plan was to
• I am a businessperson in
become this big-shot accountant, then have a brand run by people who
the creative field. Something
worked for me. I didn’t picture myself in the clothing construction, not
they need to understand
because I didn’t want to, but I just didn’t see it being possible.
from the get go. It’s one of the most important things in
Creatives, including fashion designers, often use their ‘art form’
surviving the industry and
to deliver commentary on social issues. Does this ring true for
to grow. Ensure there is a
you and your label as well?
product, people to buy it and
Oh yes. I usually define Imprint as a storytelling tool. Reflective of our
profit to be made.
African history and identity, reflecting all we have been through, where we are and where we are going. I further use my collections to start
Who or what inspires you?
conversations, to shine the light on social and economic issues. My last
In high school I came across an
collection is a great testament to this. With a fashion story short in the
article “Thanks to Kanye West, now
most undeveloped part of Khayelitsha; talking about poverty, the power
real men can wear pink”. I was so
of dreams and the strength of a single mother left alone to raise the kids.
inspired by that. I started learning more about him, who he was and why it
What have been some of your biggest challenges and successes?
was so important for him to stand for
I started the brand at a time where embracing identity was not really the
something. And I told myself my work
most glamorous thing. So it took forever for people to actually catch on
was going be more than just clothes
to that. And now when anyone in South Africa thinks ‘Afrofuturistic’, they
– it was going to imprint on people
immediately think of my work. Another struggle was being at a point
and leave a mark. I’m also very much
where I am actually given credit and recognised as a fashion designer,
inspired by my mother; her strength
having not studied fashion design. So for the longest time people didn’t
and story is in every collection. She is
value what I did. I’m now sitting on a panel of curators for Cape Town
the most powerful person I know.
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BREAKING
BARRIERS B ro adc as te r D an i l o A c q u i s to h e l d n o t h i n g b a c k i n p u r s u i t o f h i s d re a m s.
Y
ou’re described as a digital entrepreneur. Where did your passion for digital originate? After studying law, the realisation that those who
truly need the law have a limited knowledge of and access to it discouraged me from going in to the practice. An opportunity to audition for Afternoon Express presented itself; I took it and the rest, as they say, is history. Then one day I was reflecting on my future and it hit me: the future of broadcasting is digital.
It was time to invest in the digital elements of broadcast. There were no companies supporting the local YouTube market and I thought it was about time, so I started the process of setting up Special Effects Media South Africa. What exactly does Special Effects Media do? We are what’s traditionally known as a multi-channel network (MCN), which means that we aggregate content by signing multiple YouTube channels onto one premium network to manage content creators. We connect them with local brands who want to advertise their content to reach specific demographics. We also help brands develop digital video strategies and implement them on their platforms. You’re also active in the influencer marketing space. Can you tell us more about the importance of this nascent marketing tool? In the digital age, with the millions of hours of content on the internet, brands are scrambling to capture the attention of their target market. Consumers aren’t really immediately trusting of
Photography: Nina Zimolong
brands as they know there is always a sale involved. However, content creators have come to the rescue as they have managed to build a community who know and trust them. What’s put the cherry on the top is that these influencers are their own content production hubs – conceptualising, shooting, editing and distributing content. This is much more attractive to brands than trying to do it alone. In your opinion, how important is the honing of entrepreneurs to the South African economy? It’s not necessary – it’s vital! Entrepreneurs are creative problemsolvers and they find ways to support industries. Don’t get me wrong, it is incredibly tough and the current legislation and landscape make it hard to be an entrepreneur in South Africa. There are a million hoops to jump through and market education to focus on, all the while trying to generate revenue to pay bills. If we do not nurture, mentor and support entrepreneurs at all levels, or at least teach every employee that they are entrepreneurs in their roles, our economy will fall flat – fast. Any advice for aspiring entrepreneurs? It’s incredibly challenging personally, financially and emotionally. Be prepared for lots of failure and chaos. But whatever you do, don’t give up. It is only through perseverance that the best entrepreneurs have built their businesses. Above all else, what will keep your ship sailing in the right direction is to set a very clear guideline for yourself on why you are taking on this project. It can’t simply be “to make money”. You need a ‘why’ that transcends the ‘what’ and the ‘how’ – that makes you more passionate than most things in your life. If that ‘why’ is strong, you will find success.
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CELEBRENEURS EDITORIAL
Photography: Bisquit Cognac
COOKING WITH FIRE
C h e f d e C u i s i n e R e u b e n R i ffe l i s fa m o u s fo r h i s re s ta u ra n t s, m o u t h wa te r i n g re c i p e s a n d p a s s i o n fo r t ra d i t i o n a l S o u t h A f r i c a n fo o d .
R
euben Riffel is one of South Africa’s most well-known chefs. As part of a big family, Reuben grew up around the kitchen table where he received first-hand knowledge of the power of food to
bring people together. His grandfather grew his own fruits and vegetables on a piece of land in Franschhoek, and his grandmother, mother and aunties would spend time in the kitchen, preparing delicious, mouthwatering meals. Before joining the waiting staff at Chamonix, Reuben had a brief stint in the building trade. But it didn’t take long for him to make his way to the kitchen, where he learned the basics of food preparation from Chef Christophe Dehosse. After his informal schooling, Reuben moved on to start his own culinary journey.
Reuben’s
R E S TAU R A N T S
1. Reuben’s Restaurant & Bar, Franschhoek 2. Racine at Chamonix, Franschhoek 3. Reuben’s at One&Only, Cape Town
Today, he is the owner of five restaurants and has recently added a sixth to his stable. For many South Africans, this acclaimed chef has become a household name and is often associated with Robertsons Herbs & Spices. Reuben was also a judge on the popular MasterChef South Africa programme. He not only has successful restaurants under his belt, but is also the author of four cookbooks: Reuben Cooks: Food is Time Travel, Reuben Cooks Local, Braai: Reuben on Fire and Reuben at Home.
4. Reuben’s at Abalone House, Paternoster
What has been the key to this celebrated chef’s success? His ability to
5. Reuben’s Restaurant & Bar at The Capital
combine distinct South African cuisines with international ones, using only
Moloko, Sandton
the freshest and best seasonal ingredients. Top Performing 17 th Edition
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REAL
BENEFITS FOR OUR
COMMUNITY
OUR SERVICES COMMUNITY DEVELOPMENT & SOCIAL FACILITATION COMMUNICATION & COMMUNITY LIAISON STAKEHOLDER MANAGEMENT MANAGEMENT CONSULTING ENTERPRISE DEVELOPMENT ANALYTICAL SERVICES
www.vitrovian.co.za
15 NOVEMBER 2018 | EMPERORS PALACE
J OH A N N E S B U R G
w w w. n a t i o n a l b u s i n e s s a w a rd s . c o . z a
THE OSCARS OF
SOUTH AFRICAN BUSINESS
Over the past 16 years, The National Business Awards and the associated Top Performing
Companies & Public Sector publication have become the definitive showcase for South Africa’s most successful companies across sectors.
Through
rigorous
benchmarking
and tracking of industry behaviour, Topco Media researches, identifies and celebrates sustainable growth and impact. We honour the
innovators
and
the
new
economic
champions so that they can showcase their achievements
and
share
best
practices,
policies and strategies with other ambitious companies to create an inspirational ripple effect across the economy.
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N AT I O N A L B U S I N E S S AWA R D S E D I T O R I A L
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A DV E R T O R I A L A R M S C O R
ARMSCOR DELIVERS UNMATCHED INNOVATIVE SOLUTIONS TO BOOST SUSTAINABLE GLOBAL RELATIONS T h e a c q u i s i t i o n a g e n c y fo r t h e S o u t h A f r i c a n D e p a r t m e n t o f D e fe n c e i s re n ow n e d fo r i t s p ro c u re m e n t ex p e r t i s e – p rov i d i n g t u r n key d e fe n c e s o l u t i o n s to i t s c l i e n t s .
Key to its research and development output is to create an environment that is conducive to economic growth while driving defence innovation. Innovation in the defence industry is a beachhead to economic growth with technologies having evolved from the defence sector to both commercial and domestic sectors for decades. Armscor boasts capabilities in fields such as communication systems, for example: radar and communication equipment and services, which are used to strengthen border controls and security. It also has capabilities in unmanned aerial vehicles (UAVs), as well as the engineering skills to develop artillery and other technologies to meet the needs of the changing global landscape. Their forensic laboratory testing provides solutions for the prevention of chemical warfare. Other facilities include automotive vehicle testing for local and international clients and long-range artillery testing, which has aided global clientele for more than two decades. The agency remains committed to supporting peacekeeping efforts, ensuring levels of peace and stability that allow African economies to thrive and strengthen relations that boost the continent’s development agenda. Armscor continues to make major strides towards attaining its vision to become the strategic partner of choice for the local public, private and security community, the rest
CONTACT DETAILS Corporate communication division: Private Bag X337, Pretoria, 0001 Tel: +27 (0)12 428 1911
of Arica and global partners, while, at the core, continuing to optimally serve the South
Email: info@armscor.co.za
African Department of Defence.
Website: www.armscor.co.za
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N AT I O N A L B U S I N E S S AWA R D S E D I T O R I A L
OUR SPEAKERS
VIP SPEAKER
VIP SPEAKER
VIP SPEAKER
MASTER OF CEREMONIES
WILLEM BAARS
ASHA PATEL
BONANG MOHALE
NICO PANAGIO
Managing Director
Head of Marketing
Chief Executive Officer
Actor, presenter, businessperson
Investment Banking Goldman Sachs
Google South Africa
Business Leadership South Africa
Willem Baars is Managing
Asha Ranchhod Patel
Bonang Mohale was Vice
Nico Panagio is a South
Director in the investment
is Head of Marketing at
President Upstream and the
African-born actor, presenter
banking division of
Google South Africa,
Chairman of Shell Downstream
and businessperson. He is
Goldman Sachs, executing
having recently transferred
South Africa (Pty) Limited;
the host of Survivor SA and
transactions across
from Google UK where her
Shell South Africa Holdings
presents for the hit magazine
sub-Saharan Africa.
focus was on managing
(Pty) Ltd; Shell South Africa
show, Top Billing . Nico is
global relationships with
Refinery (Pty) Ltd and South
the co-owner of an import/
consumer packaged good
African Petroleum Refinery
export business and is the
giant, Unilever.
(SAPREF) before becoming
Chairperson of Missing
CEO of Business Leadership
Children SA.
Willem joined Goldman Sachs in 2000 as an analyst and became Managing Director in 2012. He holds
Asha holds degrees in
an MSc in Mechanical
Informatics from the
Engineering from the
University of Johannesburg,
He was awarded “The
runner, coffee aficionado, lover
Technical University
Honours (Cum Laude) in
Momentum Friendship Blazer”
of chocolate and drinker of fine
of Delft (1998) and an
Marketing Management
in 2015 and won the country
red wine and Irish whiskey.
MSc in Economics from
from UNISA, as well as
(RSA) and SADC Regional
the Erasmus University,
Wits and Henley Business
“Titans – Building the Nation”
Rotterdam (2000).
Schools certifications.
(2014) CEO Magazine awards.
South Africa.
He is a mountain biker, trail
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ple.
Developing people. Impacting Impacting business. business. Developing Developing people. people. Developing Developing people. people.
ing eople. people.
Developing people. .elp Developing Developing people. people. .elpo.eeplpgonei Impacting business. .sse Developing people. Developing people. Impacting Impacting business. business. .ssen.issuebngis Transforming lives. .se Impacting Impacting business. business. Transforming Transforming lives.lives. .sevil.sgenvim il Transforming lives. Transforming lives. wer
USB-ED in partnership with Amathuba Hub USB-ED USB-ED in partnership in partnership with Amathuba with Amathuba Hub Hub USB-ED in partnership with Amathuba Hub USB-ED in partnership with Amathuba Hub
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LEFT TO LEFT RIGHT: TO RIGHT: DewanDewan Lombard: Lombard: Business Business Development Development Amathuba Amathuba Hub Hub LEFT TO RIGHT: Dewan Lombard: Business Development Amathuba Hub Nadeira Mia: USB-ED Mia:Dewan USB-ED Eugene Eugene Cheung: Cheung: Director Director Amathuba Amathuba Hub Amathuba Hub LEFTNadeira TO RIGHT: Lombard: Business Development Hub Nadeira Mia: USB-ED Cheung: Director Amathuba Amathuba Hub LEFT TO RIGHT: DewanEugene Lombard: Business Development Hub Nadeira Mia: USB-ED Eugene Cheung: Director Amathuba Hub Nadeira Mia: USB-ED Eugene Cheung: Director Amathuba Hub
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TopCo Generic TopCo Advert.indd Generic Advert.indd 1 1
2019/03/05 2019/03/05 5:09 PM 5:09 PM
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TopCo
N AT I O N A L B U S I N E S S AWA R D S E D I T O R I A L
OUR JUDGES
GARETH CLIFF
TOLLO NKOSI
THULANI NZIMA
ANGEL JONES
XOLISA MENEMENE
Founder and President CliffCentral.com
Chief Executive Officer Umso Construction (Pty) Ltd
CEO South African Tourism
CEO Homecoming Revolution
Founder and CEO Xolisa Menemene Radiographers (Pty) Ltd
MICKEY MASHALE
BRIDGET MOKWENA-HALALA
LERATO KELLY MASETE
NTHABELENG LIKOTSI
CYNTHIA SCHOEMAN
CEO Assupol Life
Regional Executive SAICA
Executive Chairperson Young Women in Business Network
Managing Director Ethics Monitoring & Management Services (Pty) Ltd
NARGIS GANI
COLIN LESHOU
HENNIE HEYMANS
PHILLIP TSHIKOTSHI
SIPHIWE NGWENYA
Owner & CEO Future Africa Consulting and Training (FACT)
Provincial Manager Seda Gauteng
CEO DHL Express Sub Saharan Africa
Associate Vice President & Head of HR Aegis Outsourcing South Africa
Former CEO Gauteng Growth & Development Agency (GGDA)
Chief Officer Enterprise Sales Vodacom Group: sub-Saharan Africa
Top Performing 17 th Edition
109
OUR WINNERS NATIONAL BUSINESS OF THE YEAR AWARD
TRANSPORT AND LOGISTICS AWARD
WINNER: STOR-AGE PROPERTY REIT LIMITED
WINNER: SAVINO DEL BENE
SPONSORED BY
The winner in this category demonstrates excellence in specialist
This award goes to the
logistic support for the
company which best
industry. The winning
demonstrates excellence in all spheres of people, planet, profit and the management thereof. An improvement in financial performance over a three-year period – growth in annual revenue and net profit after tax year-on-year is a key determinant. Good corporate governance practice is also taken into account.
MINING, OIL AND GAS AWARD
company demonstrates improvement in terms of managing stock loss, just-in-time delivery, as well as crisis management procedures.
TOP PERFORMING ENTREPRENEUR OF 2018 AWARD WINNER: AVESH PADAYACHEE – FIBON ENERGY
WINNER: FFS REFINERS
This award goes to the
This award is reserved for a
person who has taken
company that has demonstrated
significant personal
outstanding achievements
risk to start a business
within the oil and gas sector.
or businesses and built them into a substantial entity. The
It recognises exceptional
recipient must demonstrate that the business has achieved
performance in all three sectors
financial success and is clearly sustainable.
of the industry.
TOP YOUNG EXECUTIVE OF THE YEAR AWARD (<40 YEARS)
BUSINESS SOLUTIONS AWARD
WINNER: ZAMA PHAKATHI
WINNER: WEBHELP SOUTH AFRICA
– SPLENDID MARKETING & COMMUNICATIONS
SPONSORED BY
This award recognises organisations that have demonstrated excellence in, and
This award highlights the outstanding achievement of a young executive who has contributed to the organisation’s positive success and performance through innovative strategies and solutions.
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Top Performing 17 th Edition
commitment to, keeping clients at the forefront of technological advancement; offering them tailor-made solutions and providing high-quality consulting and training.
N AT I O N A L B U S I N E S S AWA R D S E D I T O R I A L
DIVERSITY IN THE WORKPLACE AWARD WINNER: ACCENTURE SOUTH AFRICA
The winning company demonstrates their commitment to diversity and transformation in the workplace. The company
INNOVATION THROUGH TECHNOLOGY AWARD WINNER: ERICSSON SA SPONSORED BY
shows preferential recruitment policies, skills development programmes and the progress theyâ&#x20AC;&#x2122;ve made in transforming their workplace.
TOP PERFORMING BUSINESS LEADER OF THE YEAR AWARD
This award goes to the company whose technology-based innovation demonstrates improved productivity, price, quality, effectiveness and efficiencies, which enhances the
WINNER: NATASHA REUBEN â&#x20AC;&#x201C; DELL COMPUTERS
competitiveness of the South African economy. This could be an internal system or a product available to the public, which assists in advancing the industry with the latest technology.
This award goes to the
DIGITAL COMPANY OF THE YEAR AWARD
businessperson whose
WINNER: ERICSSON SA
leadership is reflected in their
This award recognises companies that innovate and deliver the
service to their company and also to interests not exclusively
best possible customer experience within their ecommerce platform,
their own. The individual in this category must demonstrate
excellent delivery measurable, strong site engagement user-
progress in sustaining the business agenda through dedication
friendliness, security, best practice and, of course, thriving sales.
and innovative practices.
CUSTOMER FOCUS AWARD WINNER: FEDEX EXPRESS SA
This award goes to the company that demonstrates
INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE AWARD
the highest level
WINNER: SMEC SOUTH AFRICA
of service and loyalty to its customers. They demonstrate that comprehensive
This award recognises all businesses that are involved in
customer service procedures and policies have been put in
sustainable and efficient infrastructure development. This includes
place and show how this has resulted in increased loyalty and a
roads and railways, energy, water and sanitation, housing, and
larger customer base.
access to basic service delivery.
Top Performing 17 th Edition
111
A DV E R T O R I A L A R C E L O R M I T TA L
A LEADER IN GLOBAL STEEL MARKETS With annual achievable production capacity of approximately 113 million tonnes of crude steel and 199 000 employees across 60 countries, ArcelorMittal is the world’s leading steel and mining company.
ArcelorMittal has grown through the acquisition of numerous steelmaking and other assets, which constitute their major operating subsidiaries. “The group is managed according to region, with a product specialisation within those regions. Every region is headed by a member of ArcelorMittal’s executive officers.” The company, with its significant global presence, can use its size and worldwide reach to optimise services across the business, while also enjoying the benefits of using economies of scale. “At the same time, we have a commitment to ensuring different parts of the business are empowered to make decisions, ensuring accountability at the right level within the company.” Their shared services include purchasing, energy, shipping, IT, legal, real estate and by-products
With a presence in 18 countries, ArcelorMittal
“AS A COMPANY, WE
is the leader in all major global steel markets
ARE COMMITTED TO
including automotive, construction, household
OUR PROMISE OF ‘TRANSFORMING TOMORROW’. GUIDING US IN THIS ARE OUR VALUES OF SUSTAINABILITY, QUALITY AND LEADERSHIP.”
appliances and packaging, with leading research and development and technology, sizeable captive supplies of raw materials, and outstanding distribution networks.
sales. The shared services teams work to make sure best practice is followed throughout the group, while also sharing local good practices with the entire organisation. We believe that a lean and effective organisation is essential to making sure the company is managed as efficiently as possible.
Their core philosophy is to produce safe, sustainable steel. “In so doing, our top priority is safety and our goal is to be the world’s
safest steel and mining company. As a company, we are committed to our promise of ‘transforming tomorrow’. Guiding us in this are our values of sustainability, quality and leadership,” says Kobus Verster, CEO of ArcelorMittal. The company has a global portfolio of 14 operating units with mines in operation and development, making it one of the largest iron ore producers in the world. In 2016, their mines and strategic contracts produced 62.9 million tonnes of iron ore and met 55% of the company’s iron ore requirements. “We also produced 6.9 million tonnes of coking coal and PCI, meeting 15% of the company’s PCI and coal requirements. We currently have iron ore mining activities in Brazil, Bosnia, Canada, Kazakhstan, Liberia, Mexico, Ukraine and the United States.” ArcelorMittal is at the forefront of steel production research and development, having 12 major research centres worldwide. “Investing in the future provides the technical foundation for the sustainability and commercial success of the company. We use our researchers’ expertise in steel to develop cleaner processes and greener products, including ultra-high-strength steels and Ultra-Low CO2 Steelmaking, to make steel production more sustainable and help reduce both our own environmental impact and that of our customers.”
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Top Performing 17 th Edition
ARCELORMITTAL CEO: Kobus Verster CFO: Gerhard van Zyl CMO: Colin Hautz CTO: Henri-Pierre Orsoni
CONTACT DETAILS ArcelorMittal South Africa Corporate Office Address: Delfos Boulevard, Vanderbijlpark Tel: +27 (0)16 889 9111 Fax: +27 (0)16 889 2097 Website: arcelormittalsa.com
N AT I O N A L B U S I N E S S AWA R D S E D I T O R I A L
OUR WINNERS FAST GROWTH COMPANY OF THE YEAR AWARD WINNER: LEMAC GROUP SA SPONSORED BY
.
This award goes to the company that demonstrates significant growth in their market sector through best business practices and innovation, underpinned by a strong financial performance.
This award recognises and
This award recognises
applauds national, provincial
accredited tertiary colleges,
and local government
universities, SETAs and
departments, parastatals
various private institutions
and/or agencies that have
that demonstrate
achieved outstanding
measurable contributions
results in the last year. This
to raising the profile of the
is demonstrated through
education, training and
financial management,
skills development sector,
environmental and
and to the development
sustainable development,
of programmes aimed at
TOP PERFORMING PUBLIC SERVICE AWARD
meeting targets, positive
contributing to the growth
WINNER: COEGA DEVELOPMENT CORPORATION
economy, and innovation
SPONSORED BY
their service delivery
contributions to the
.
and excellence in fulfilling mandate.
CORPORATE CITIZENSHIP AWARD WINNER: ADCOCK INGRAM
of the economy. The
EDUCATION TRAINING AND SKILLS DEVELOPMENT AWARD
winner is at the forefront of education, training
WINNER: THE SKILLS DEVELOPMENT CORPORATION
and skills development in South Africa.
SUSTAINABILITY AWARD WINNER:MPACT
This award recognises
This award goes
a project established
to the company
by an organisation
that has shown a
that demonstrates and
strong adhesion
highlights the role of
to environmental,
businesses in improving the communities in which they operate.
social and corporate
This award recognises those demonstrating the greatest impact on
governance policies. The winning entrant shows active
quality of life, economic prosperity or regeneration through direct
involvement in promoting ESG policies and, by doing so, sets
investment, pro bono work or employee-led initiatives.
an example for other corporations in South Africa to follow.
Top Performing 17 th Edition
113
GALLERY
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Top Performing 17 th Edition
N AT I O N A L B U S I N E S S AWA R D S E D I T O R I A L
Top Performing 17 th Edition
115
INTERVIEW HETZNER
VALUE-DRIVEN INNOVATION INTERVIEW WITH HANS WENCKE
We c h a t to C E O H a n s We n c ke a b o u t t h e re a s o n s b e h i n d H e t z n e r S o u t h A f r i c a ’s s u s ta i n e d s u c c e s s
With the development of the state-of-the-art
TP: How do you remain a market leader?
Samrand Data Centre Park in Gauteng,
HW: Our long-term focus on customer
Hetzner has been able to leverage
service. Many customers don’t realise the
technology to ensure that it continues
partnership element in a web hosting provider.
to offer its customers scalability, vendor
A web project always evolves and you will
neutrality and greater levels of reliability.
need support, at some level, throughout. We believe that we are that trusted partner.
TP: What has changed for you as a
HANS WENCKE HETZNER (PTY) LTD Year founded: 1999 Founding members: Martin Hetzner and Hans Wencke
company since starting out in 1999?
We’ve also changed the playing field when
HW: Many of our business principles
it comes to data centre management and
haven’t changed. However, what the
co-location hosting; it was our intention to
customer is looking for keeps evolving.
simplify the traditionally cumbersome local
In the past, customers received an empty
offering. We offer customers a co-location
Memberships:
file transfer protocol (FTP) shell to host
service in a data centre that compares
their content. Now, they want point-and-
favourably with traditional Tier 3 data centres,
• Internet Service Providers’
click usability and integration. They want
without the associated costs and lengthy
reduced complexity in setting up a website
contracts that usually come with these services.
that enables their business to interact and
As a result, Hetzner South Africa’s data centre
transact on the internet.
is considered the hosting venue of choice by
Employees: 146 Customers: 300 000+ domains
Association of South Africa (ISPA) • German Chamber of Commerce
CONTACT DETAILS
many businesses and industry bodies. As a
Head Office: Belvedere Office Park,
Customers are also looking for flexibility in
company, we remain intrinsically motivated to
Unit F, Bella Rosa Street, Durbanville,
computing resources that are suited to their
contribute to the South African economy and
Cape Town
fluctuating needs.
enable businesses to thrive online.
Data Centre: 21 Landmarks Avenue, Centurion, Gauteng Telephone: +27 (0)21 970 2000
“It’s refreshing to see data centre operators step outside traditional thinking and focus instead on service delivery at market-friendly prices. Hetzner South Africa’s pragmatic and no-nonsense approach to their business makes them an absolute pleasure to work with.” – Nishal Goburdhan, Internet Exchange Point Manager for South Africa’s Internet Service Providers Association.
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Top Performing 17 th Edition
Email: sales@hetzner.co.za Website: www.hetzner.co.za Customer care number: +27 (0) 861 0861 08
N AT I O N A L B U S I N E S S AWA R D S E D I T O R I A L
Top Performing 17 th Edition
117
N AT I O N A L B U S I N E S S AWA R D S E D I T O R I A L
OUR SPONSORS CATEGORY SPONSORS
VIP TABLE SPONSORS
CORPORATE TABLE SPONSORS
MEDIA PARTNERS
LIFESTYLE PARTNERS
Top Performing 17 th Edition
119
C O F F E E TA B L E B O O K S NEWSLETTERS
|
|
C U S TO M E R M AG A Z I N E S
WEBSITES
|
BROCHURES
|
|
ANNUAL REPORTS
DIRECT MAILERS
C o n t a c t : Va n F l e t c h e r 14 Roodehek Street, Gardens, C a p e To w n
C e l l : 0 8 2 3 3 111 5 8 Te l : 0 8 6 0 0 0 9 5 9 0 Email: van.fletcher@topco.co.za
RESEARCH CRITERIA METICULOUS RESEARCH Topco Media has teamed up with Morné Oosthuizen from the UCT
When considering what defines a company as a top performer,
Development Policy Research Unit to ensure that the research
the Topco Media research division allocates specific weighting to
criteria determining which of South Africa’s companies are Top
key metrics that measure performance. In order to be considered
Performing is effective and accurate.
a top performing company, organisations must meet one of the following criteria:
FAST TRACK PERFORMERS
ANNUAL TURNOVER OF
LEADING PERFORMERS
RISING PERFORMERS
R5–35
MILLION
ANNUAL TURNOVER OF
R35 – 100
MILLION
ANNUAL TURNOVER OF
R100 +
MILLION
GROWTH
TRIPLE BOTTOM LINE
The growth of a company is generally measured on a year-
This category is based on the principle that performance can
on-year basis. We measure average growth over a specified
be measured by the combination of three spheres: people,
period of time in comparison to the average growth of a
profit and planet.
particular sector.
QUALITY OF OPERATION
PEOPLE
This section is measured according to two sets of
• H e a l t h & s a fe t y re g u l a t i o n s
accreditations, namely the quality management (ISO 9001) and
• SED
health and safety accreditations.
• Tra i n i n g re l a t i ve to wa g e b i l l
SOCIAL ECONOMIC DEVELOPMENT/CORPORATE SOCIAL INVESTMENT
PROFIT
• Po l i c i e s
• A n nu a l t u r n ove r • R a te o f g row t h • P ro fi t g row t h
Being a top performing company is not just about growth, size,
• M a r ke t l e a d e r
or profits; it is also about what a company is able to give back to
• I n d u s t r y a wa rd s
its community. Social economic development (SED) is measured by the portion of the company’s profits used for projects that
PLANET
provide a service or product to the less fortunate, without
• E nv i ro n m e n ta l i m p a c t a s s e s s m e n t
seeking profit in return. It is important for the projects to have
• E nv i ro n m e n t - s p e c i fi c
real impact – companies that demonstrate the effectiveness of
• SED
an SED programme will receive strong marks in this category.
Top Performing 17 th Edition
121
SECONDARY SEGMENT LISTING
KEY: Bold – featured clients
BASIC INDUSTRIES CHEMICALS CHEMICALS – COMMODITIES
PRIMARY SEGMENT LISTING RESOURCES MINING COAL
Bayer (Pty) Ltd
(011) 921 5911
Dekro Paints (Pty) Ltd
(021) 903 3131
Easigas (Pty) Ltd
(011) 389 7700
Efekto Care (Pty) Ltd
(011) 287 5700
Elemental Analytics (Pty) Ltd
(011) 918 6994
Murray & Roberts Cementation (Pty) Ltd
(011) 201 5000
Fluor South Africa (Pty) Ltd
(011) 519 6000
Palabora Mining Company Limited
(015) 780 2911
Ici Dulux (Pty) Ltd
(011) 861 1000
(012) 307 5000
Kansai Plascon (Pty) Ltd
(011) 951 4500
Londani Coal (Pty) Ltd
(011) 684 2764
Richards Bay Minerals
(035) 901-3111
Luxor Paints (Pty) Ltd
(011) 397 6622
Makoya Supply Chain Holdings (Pty) Ltd
(012) 940 8244
Samancor Chrome Limited
(011) 245 1000
Servochem (Pty) Ltd
(011) 823 5341
Richards Bay Coal Terminal (Pty) Ltd
(035) 904 4911
Stalcor (Pty) Ltd
(011) 871 6900
Spanjaard Limited
(011) 386 7100 (031) 266 3865
Sasol Mining (Pty) Ltd
(017) 610 1111
Spring Lights Gas (Pty) Ltd
Unicorn Capital Partners Limited
(011) 656 1303
ARM Coal (Pty) Ltd
(011) 779 1440
Delmas Coal (Pty) Ltd
(013) 665 7000
Exxaro Coal (Pty) Ltd
GOLD
GENERAL MINING African Rainbow Minerals Limited
(011) 779 1300
Anglo American South Africa Limited
(011) 638 9111
CHEMICALS – ADVANCED MATERIALS Nampak Liquid
(021) 507 3000
Safripol (Pty) Ltd
(011) 575 4549
AngloGold Ashanti Limited
(011) 637 6000
Aveng Mining Limited
(011) 779 2800
Synthomer (Pty) Ltd
(031) 480 8100
DRD Gold Limited
(011) 470 2600
Exxaro Resources Limited
(012) 307 5000
CHEMICALS – SPECIALITY
Rand Refinery (Pty) Ltd
(011) 418 9000
Petmin Limited
(011) 706 1644
Siyanda Resources (Pty) Ltd
(011) 832 2543
South32 Limited
(011) 376 9111
PLATINUM
AECI Limited
(011) 806 8700
BASF South Africa (Pty) Ltd
(011) 203 2400
Brenn-O-Kem (Pty) Ltd
(023) 231 1060
Buckman Laboratories (Pty) Ltd
(031) 736 8800
(011) 389 7700
Permoseal (Pty) Ltd
(021) 555 7400
Afric Oil (Pty) Ltd
(011) 911 4280
CONSTRUCTION & BUILDING MATERIAL
BP Southern Africa (Pty) Ltd
(021) 408 2911
BUILDERS MERCHANTS
C&N Petroleum Equipment (Pty) Ltd
(011) 397 8416
Anglo American Platinum Limited
(011) 373 6111
Eastplats
(012) 381 1800
OIL GAS – SERVICES
Impala Platinum Holdings Limited
(011) 731 9000
Easigas (Pty) Ltd
Lonmin PLC
(014) 571 3354
Northam Platinum Limited
(011) 759 6000
MINING FINANCE DuPont South Africa (Pty) Ltd
(011) 218 8600
OIL & GAS – INTEGRATED
Ash Resources (Pty) Ltd
(011) 657 2300
Afrikano Hardware cc
(011) 839 4666
(021) 421 4106
Apollo Brick (Pty) Ltd
(011) 848 2000
Central Energy Fund (SOC) Ltd
(010) 201 4700
Bolt & Nut cc
(021) 981 8330 (011) 797 0400
Efora Energy Limited
(021) 591 2260
Engen Petroleum Limited
(021) 403 4911
Builders Warehouse, Builders Express, Builders Trade Depot
KZN Oils (Pty) Ltd
(031) 570 0550
Cashbuild South Africa (Pty) Ltd
(011) 248 1500
Masana Petroleum Solutions (Pty) Ltd
(011) 544 6300
(011) 323 0450
Shell South Africa (Pty) Ltd
(011) 996 7000
Distribution and Warehousing Network Limited
(011) 778 2000
Steinhoff Doors & Building Materials (Pty) Ltd
(011) 847 7300
Total South Africa (Pty) Ltd
Italtile Limited
(011) 510 9050
Mica Investments (Pty) Ltd
(011) 479 3300
Calulo Services (Pty) Ltd
DIAMOND De Beers Consolidated Mines Limited
(011) 374 7000
Ekapa Mining (Pty) Ltd
(053) 831 2672
Petra Diamonds Southern Africa (Pty) Ltd
(011) 702 6900
OTHER MINERAL EXTRACTORS & MINES Assore Limited
(011) 779 1000
Aveng Infraset (Pty) Ltd
(011) 876 5000
Cape Precious Metal (Pty) Ltd
(021) 551 2066
Glencore Operations South Africa (Pty) Ltd
(011) 772 0600
Transnet Pipelines
(031) 361 1456
Kumba Iron Ore
(012) 683 7111
Tullow South Africa (Pty) Ltd
(021) 400 7600
Merafe Resources Limited
(011) 783 4780
Women of Africa Fuels & Oils cc
(031) 563 0502
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Top Performing 17 th Edition
BUILDING & CONSTRUCTION MATERIALS Afrisam (South Africa) (Pty) Ltd
(011) 670 5500
INDEX
Allens Meshco South Africa
(021) 905 1205
Atlas Copco SA (Pty) Ltd
(011) 821 9000
Bo’s Plant & Tool Hire (Pty) Ltd
HEAVY CONSTRUCTION AIC Chemicals (Pty) Ltd
(043) 707 2700
(031) 534 6200
Adenco Construction (Pty) Ltd
(021) 905 5707
BL Williams Construction Company (Pty) Ltd
021) 865 2575
AEL Mining Services (Pty) Ltd
(011) 606 0000
Builders Warehouse, Builders Express, Builders Trade Depot
(011) 797 0400
African National Cranes cc
(011) 422 1365
Aveng Grinaker – LTA
(011) 923 5000
Consolidated Infrastructure Group Limited
(011) 280 4040
Babcock Africa (Pty) Ltd
(011) 601 1000
Baseline Civil Contractors (Pty) Ltd
(021) 905 2545
DPI Plastics (Pty) Ltd
(011) 345 5600
(011) 908 4589
enX Group Limited
(011) 966 2000
Hardware Warehouse Limited
(021) 927 5000
Boitshoko Road Surfacing and Civil Works cc
(011) 695 8000
Bombela Concession Company (RF) (Pty) Ltd
(011) 446 6800
Honeywell Automation and Control Solutions SA (Pty) Ltd
Boshard Construction (Pty) Ltd
(021) 931 8224
Infrasors Holdings Limited
(012) 664 5649
Criterion Equipment (Pty) Ltd
(011) 966 9700
Jabula Plant Hire (Pty) Ltd
(017) 779 0813
(011) 524 7000
KayDav Group Limited
(021) 704 7060
Edwin Construction (Pty) Ltd
Lafarge Industries South Africa (Pty) Ltd
(011) 657 0000
Fikile Construction (Pty) Ltd
(012) 664 1910
Leomat Plant Hire (Pty) Ltd
(035) 797 4611
G4 Civils (Pty) Ltd
(011) 396 1793
Mazor Group
(021) 556 1555
Peri Formwork Scaffolding Engineering (Pty) Ltd
(021) 880 7777
PG Bison
(011) 897 5200
PG Group (Pty) Ltd
(011) 417 5800
Saint-Gobain Construction Products South Africa (Pty) Ltd
(011) 345 5300
Silica Quartz (Pty) Ltd
(013) 665 7900
Superway Construction (Pty) Ltd
(012) 807 1680
Trencon Construction (Pty) Ltd
(011) 451 8000
Uni-Span (Pty) Ltd
(011) 462 8965
Wearne Group of Companies (Pty) Ltd
(011) 459 4500
SMEC South Africa (Pty) Ltd
(012) 481 3800
Stefanutti Stocks Holdings Limited
(011) 571 4300
Torre Industries Limited
(011) 822 8782
Umso Construction (Pty) Ltd
(043) 748 4747
WBHO Construction (Pty) Ltd
(011) 321 7200
WK Construction
(011) 206 2000
OTHER MANUFACTURING OTHER MANUFACTURING Abacus Automation cc
(031) 702 5767
Academy Brushware (Pty) Ltd
(011) 873 1266
AMC Classic (Pty) Ltd
(021) 763 5400
AVI Products (Pty) Ltd
(031) 766 0016
Beier Envirotec (Pty) Ltd
(031) 710 0400
Boom Gate Systems (Pty) Ltd
(011) 674 4441
Botselo Mills (Pty) Ltd
(053) 948 9600
Brits Bag Manufacturers (Pty) Ltd
(012) 250 0120
Columbit (Pty) Ltd
(021) 593 3161
CV Projects SA
(031) 312 4555
Darling Romery
(022) 409 1000
Hillary Construction (Pty) Ltd
(015) 293 1221
Hilti South Africa (Pty) Ltd
(011) 237 3000
Denel Pretoria Metal Pressings (Pty) Ltd
(012) 318 1911
HPE Africa (Pty) Ltd
(011) 397 4670 (011) 487 3200
Deutrans Industrial & Mining Supplies cc
(017) 647 1191
Imbani Projects (Pty) Ltd
(031) 372 9700
Doubell Machines & Equipment
(041) 585 9060
JT Ross (Pty) Ltd Motheo Construction Group (Pty) Ltd
(011) 789 8440
Elegant Plastics Displays cc
(021) 692 4430
Murray & Roberts Construction (Pty) Ltd
(011) 456 1000
ERB Technologies (Pty) Ltd
(011) 314 8528
Power Construction (Pty) Ltd
(012) 621 8000
Franke South Africa (Pty) Ltd
(031) 450 6300
Raubex Group Limited
(051) 406 2000
Foresta Drum Manufacturing (Pty) Ltd
(011) 864 7966
Refraline (Pty) Ltd
(011) 392 0700
GB Bearings (Pty) Ltd
(031) 792 5900
Ruwacon (Pty) Ltd
(051) 403 0400
GEA Refrigeration Africa (Pty) Ltd
(021) 555 9000
G.O. Plastics
(011) 918 5886
Grafo Wiremakers Africa (Pty) Ltd
(011) 704 3295
Heat Tech Geysers (Pty) Ltd
(087) 943 7471
Hydromine Projects cc
(011) 608 4292
Imperial Armour cc
(031) 700 2650
Indigo Brands (Pty) Ltd
(021) 507 8500
ITS Heat Pumps (Pty) Ltd
(086) 133 3406
Jendamark Automation (Pty) Ltd
(041) 391 4700
Macadams International (Pty) Ltd
(021) 907 1000
Palfinger Southern Africa (Pty) Ltd
(011) 608 3670
Top Performing 17 th Edition
123
P & B Lime Works
(028) 424 1157
Pioneer Plastics (Pty) Ltd
(012) 541 6000
Regma South Africa (Pty) Ltd
(021) 552 7667
The Lion Match Company (Pty) Ltd
(031) 308 1711
Tidy Files
(011) 943 4210
USABCO Industries (Pty) Ltd
(021) 917 2000
Welfit Oddy (Pty) Ltd
(041) 404 6600
AEROSPACE & DEFENCE
ELECTRONIC EQUIPMENT
AEROSPACE
ABB South Africa (Pty) Ltd
(010) 202 6995
Aberdare Cables (Pty) Ltd
(011) 396 8000
Allied Technologies Limited
(011) 645 3600
Autocon Systems CC
(011) 823 5555
Bytes Document Solutions (Pty) Ltd
(011) 928 9111
Conlog (Pty) Ltd
(031) 268 1111
Dartcom SA (Pty) Ltd
(012) 345 7530
Deebar Mining and Industrial Supplies cc
(011) 873 4332
Delba Electrical Company 1980 (Pty) Ltd
(011) 898 5955
Aerosud Holdings
(012) 662 5000
DEFENCE Armaments Corporation of South Africa (SOC) Limited (Armscor)
(012) 428 1911
Denel Land Systems
(012) 620 9111
Paramount Advance Technologies (Pty) Ltd
(011) 086 6800
PAPER
SAAB Avitronics
(021) 709 9000
Mondi Limited
(011) 994 5400
DIVERSIFIED INDUSTRIALS
Sappi Southern Africa Limited
(011) 407 8111
DIVERSIFIED INDUSTRIALS
FORESTRY & PAPER
Argent Industrial Limited
(031) 566 2059
Etion Create (Pty) Ltd
(012) 678 9740
AU Traders & Refiners (Pty) Ltd
(011) 334 7607
Falcon Electronics (Pty) Ltd
(011) 630 1000
(011) 821 0700
Barloworld Limited
(011) 445 1000
(033) 395 6911
(031) 710 0400
Hisense SA Sales Holdings SA (Pty) Ltd
(021) 832 2800
Beier Envirotec (Pty) Ltd Bidvest Group Limited
(011) 772 8700
Itec Group SA (Pty) Ltd
(011) 236 2000
I S T Energy (Pty) Ltd
(012) 426 7200
Jasco Trading (Pty) Ltd
(011) 266 1500
K.H. Distributors cc
(011) 854 5011
Konica Minolta SA
(011) 661 9000
Kyocera Document Solutions South Africa (Pty) Ltd
(011) 540 2600
LG Electronics SA (Pty) Ltd
(011) 323 8000
Media Film Service (Pty) Ltd
(02)1 511 3300
(031) 910 0150
Nashua Limited
(011) 232 8000
CBI Electric: Aberdare ATC Telecom Cables (Pty) Ltd
(012) 381 1400
Pansolutions Holdings Limited
(010) 449 0000
Reunert Limited
(011) 517 9000
CBI Electric: low voltage (Pty) Ltd
(011) 928 2000
Reutech Radar Systems
(021) 880 1150
Colcab (Pty) Ltd
(021) 907 2800
Ricoh South Africa
(011) 723 5000
Continental Africa Power Supply
(011) 025 1340
Saab Grintek Technologies (Pty) Ltd
(012) 672 8000
Edison Power Electrical (Pty) Ltd
(031) 534 1300
Samsung NAC
(031) 539 2786 (011) 652 2000
Enzani Technologies (Pty) Ltd
(011) 835 1880
Siemens South Africa (Pty) Ltd
Malesela Taihan Electric Cable (Pty) Ltd
(016) 450 8200
COMMERCIAL VEHICLES & TRUCKS
Mega High Voltage Technologies (Pty) Ltd
(011 314 8436
Babcock Plant Services (Pty) Ltd
(010) 001 0730
McWade Productions (Pty) Ltd
(011) 316 2262
BLC Plant Company (Pty) Ltd
(011) 555 2000
South Ocean Electric Wire Company (Pty) Ltd
(011) 864 1606
Hino South Africa (Pty) Ltd
(011) 809 9111
Stationery and Portable Power Units (Pty) Ltd
(012) 335 5734
Iveco South Africa (Pty) Ltd
(011) 205 3990
Torre Industries Limited
(011) 451 7000
Man Truck and Bus SA (Pty) Ltd
(011) 928 6800
Tractionel Enterprise
(011) 768 7373 (011) 879 2000
UD Trucks Southern Africa (Pty) Ltd
(012) 564 9500
Voltex (Pty) Ltd
STEEL & OTHER METALS NON-FERROUS METALS Copalcor (Pty) Ltd Hulamin Operations (Pty) Ltd Insimbi Alloy (Pty) Ltd
(011) 902 6930
Curro Holdings Limited
(021) 979 1204
National Solder Company (Pty) Ltd
(011) 873 9000
enX Group Limited
(011) 966 2000
Wispeco (Pty) Ltd
(011) 389 0000
IRON & STEEL ArcelorMittal South Africa Limited
(016) 889 9111
Cape Gate (Pty) Ltd
(016) 980 2121
Imperial Holdings Limited
(011) 372 6500
KAP Industrial Holdings Limited
 (021) 808 0900
Southey Holdings (Pty) Ltd
(031) 533 0713
ELECTRONIC & ELECTRICAL EQUIPMENT ELECTRICAL EQUIPMENT ARB Holdings Limited
124
Top Performing 17 th Edition
ENGINEERING & MACHINERY
INDEX
ENGINEERING CONTRACTORS Aveng Rail (Pty) Ltd
(011) 898 6800
ENGINEERING FABRICATORS ERD Fab (Pty) Ltd
(016) 971 4478
Federal Mogul Friction Products (Pty) Ltd
(031) 913 3500
Genrec Engineering (Pty) Ltd
(011) 876 2300
Insulated Structures (Pty) Ltd
(011) 462 2130
John Thompson (a division of Actom (Pty) Ltd)
(021) 959 8400
Machinery Contractors division of Keeley Granite (Pty) Ltd
(012) 250 3534
MTU South Africa (Pty) Ltd
Treated Timber Products (Pty) Ltd
(033) 264 4060
CYCLICAL CONSUMER GOODS
Urban Edge Architects (Pty) Ltd
(011) 486 0641
AUTOMOTIVE & PARTS
(021) 529 5760
West Rand Engineering (Pty) Ltd
(011) 952 9800
Salchain (Pty) Ltd
(011) 873 6666
CONSULTING ENGINEERS
Siyahamba Engineering (Pty) Ltd
(011) 824 2183
Aecom South Africa (Pty) Ltd
Unique Hydra (Pty) Ltd
(021) 534 3600
ENGINEERING – GENERAL Alpret Control Specialists
(021) 555 3798
ASSA Abloy SA (Pty) Ltd
(011) 761 5000
Aveng Water
(010) 205 1000
Battery Electric (Pty) Ltd
(011) 397 6190
Bearing Man Group (Pty) Ltd t/a BMG
(011) 620 1500
Demag Cranes & Components (Pty) Ltd
AUTOMOBILES BMW South Africa (Pty) Ltd
(080) 060 0555
General Motors South Africa
(041) 403 9111
(012) 421 3500 (011) 218 7600
Hyundai Automotive South Africa (Pty) Ltd
(010) 248 8000
Arup (Pty) Ltd Aurecon South Africa (Pty) Ltd
(012) 427 2000
(012) 450 4000
Bigen Africa Services (Pty) Ltd
(012) 842 8700
Jaguar Land Rover South Africa and SSA (Pty) Ltd Kia Motors SA (Pty) Ltd
(011) 457 0200
Mercedes-Benz South Africa (Pty) Ltd
(012) 677 1500
Motus Corporation
(011) 398 9100
Blue Quartz International Consulting Engineers and Project Managers
(086) 113 3335
Bosch Projects (Pty) Ltd
(031) 535 6000
Flour Igoda Projects (Pty) Ltd
(031) 581 4000
Nissan South Africa (Pty) Ltd
(012) 529 6000
(011) 898 3500 (016) 933 6926
Gibb (Pty) Ltd
(021) 469 9100
Pasdec Automotive Technologies
(012) 250 8970
Dibama Supplies cc EFAM Distributors
(011) 440 3943
(018) 381 1478
Rolls Royce Motor Cars Sandton (Pty) Ltd
(011) 301 7000
Eyethu Engineers (Pty) Ltd
(031) 303 7630
Godimong Consulting Engineers (GCE) (Pty) Ltd
Handel Street Upholsterers & Motor Trimming (Pty) Ltd
(011) 763 8068
(011) 254 4800
Toyota South Africa Motors (Pty) Ltd
(011) 809 9111
Golder Associates Africa (Pty) Ltd
Volkswagen Group SA
(041) 994 4111
HHO Africa (Pty) Ltd
(021) 425 2870
AUTO PARTS
Hellermann Tyton (Pty) Ltd
(011) 879 6600
Ingerop South Africa (Pty) Ltd
(011) 808 3000
Alfred Teves Brake Systems (Pty) Ltd
(011) 898 1800
Howden Africa Holdings Limited
(011) 240 4000
iX Engineers (Pty) Ltd
(021) 912 3000
Bellville Glass Centre
(021) 946 1535
JG Afrika (Pty) Ltd
(011) 231 2200
Hyflo SA (Pty) Ltd
(021) 514 3000
Borbet SA (Pty) Ltd
(041) 404 1500
(021) 405 9600
Industrial Foam and Rubber
(021) 510 3669
Kantey & Templer (Pty) Ltd
Bosal Afrika (Pty) Ltd
(012) 391 1000
(011) 806 7111
(011) 923 0600
Kaymac (Pty) Ltd
(031) 717 2300
Knight Piesold Consulting (Pty) Ltd
Deutz Dieselpower
(021) 530 2900
Max Scott Engineering Sales cc
(011) 446 3600
Lebone Engineering (Pty) Ltd
(011) 808 1900
Donaldson Filtration Systems (Pty) Ltd
Mintek
(011) 709 4111
(021) 525 1300
Faurecia Exhaust Systems SA (Pty) Ltd
(041) 451 0936
Naledi Rail Engineering
(011) 830 1470
Lesedi Nuclear Services (Pty) Ltd
SA Five Group (Pty) Ltd
(021) 905 4110
(011) 373 8200
Fays Lynk Up Agency CC
(021) 511 0055
Read, Swatman & Voigt (Pty) Ltd
Feltex Automotive
(031) 460 4200
Schindler Lifts (SA) (Pty) Ltd
(011) 681 8888
Rodecon Engineering cc
(011) 868 5265
Lumotech (Pty) Ltd
(041) 995 3111
SEW Eurodrive (Pty) Ltd
(011) 248 7000
SGS South Africa (Pty) Ltd
(011) 800 1000
Mahle Behr South Africa (Pty) Ltd
(031) 719 7600
South African Institute of Civil Engineering (SAICE)
(011) 805 5947
SRK Consulting (South Africa) (Pty) Ltd
(011) 441 1111
Metair Investments Limited
(011) 646 3011
Steel and Engineering Industries Federation of Southern Africa (SEIFSA)
(011) 298 9400
Stanley Inspection
(021) 552 9807
(041) 402 4100
UWP Consulting (Pty) Ltd
(011) 709 8420
Orion Engineered Carbons
Top Performing 17 th Edition
125
Sumitomo Rubber South Africa (Pty) Ltd
(031) 242 1111
Home of Living Brands (Pty) Ltd
(011) 267 3300
TFM Industries (Pty) Ltd
(011) 316 4161
(021) 680 1000
Valeo Systems SA (Pty) Ltd
(041) 450 2950
HomeChoice Holdings Limited
TYRES & RUBBER
Nu-World Holdings Limited
(011) 321 2111
Verimark Holdings Limited
(011) 699 8000
Whirlpool South Africa (Pty) Ltd
(011) 663 5300
Bridgestone SA (Pty) Ltd
(011) 923 7500
Freeway Toyota
(011) 661 0000
Leader Rubber Company South Africa (Pty) Ltd
(011) 473 8200
Michelin Tyre Company SA (Pty) Ltd
(086) 010 0480
Sheraton Textiles Holdings (Pty) Ltd
(087) 470 0383
Pirelli Tyre (Pty) Ltd
(012) 665 5676
Stucken & Company (Pty) Ltd
(041) 397 4700
OTHER TEXTILES & LEATHER GOODS
VEHICLE DISTRIBUTION
FOOD PRODUCERS & PROCESSORS FARMING Afgri Operations Limited
(012) 643 8000
Agricol (Pty) Ltd
(021) 981 1126
Agrana Fruit South Africa
(021) 705 0210
Betko Fresh Produce (Pty) Ltd
(028) 840 2313
BKB Limited
(041) 503 3111
Cape Herb & Spice Company (Pty) Ltd
(021) 701 5140
Country Bird Holdings Limited
(011) 447 6044
County Fair
(021) 505 8000
Crookes Brothers Limited
(031) 508 7340
Denny Mushrooms (Pty) Ltd
(086) 188 8182
Eggbert Eggs (Pty) Ltd
(087)940 2025
AAD Truck and Bus (Pty) Ltd
(021) 505 8600
Auto Bavaria Midrand (Pty) Ltd
(011) 697 4700
Eastvaal Motors (Pty) Ltd
(013) 693 8200
Festive Farm
(011) 206 0600
Kia Motors SA (Pty) Ltd
(011) 457 0200
(021) 555 1966
Peugeot Citroen South Africa (Pty) Ltd
(011) 879 7400
Freshgold South Africa (Pty) Ltd GWK Limited
(053) 298 8200
Heidel Eggs
(013) 751 3897
Kaap Agri Bedryf Limited
(022)482 8000 (028)214 3800
HOUSEHOLD GOODS & TEXTILES CLOTHING & FOOTWARE Bolton Footwear (Pty) Ltd
(044) 620 2111
Overberg Agri Bedrywe (Pty) Ltd
BBF Safety Group (Pty) Ltd
(011) 332 1500
OVK Operations Ltd
(051) 923 4500
Deneb Investments Limited
(021) 481 7560
RCL Foods Limited
(031) 242 8600
Senwes Limited
(018) 464 7800
HI-TEC Sports Distributors (Pty) Ltd
(021) 506 6900
South African Table Grape Industry
(021) 863 0366
House of Monatic (Pty) Ltd
(011) 616 2220
SSK Agriland (Pty) Ltd
(044) 601 1200 (028) 514 8600
MSA Africa (Pty) Ltd
(011) 610 2600
SSK Sentraal-Suid Kooperasie Beperk
New Balance SA (Pty) Ltd
(021) 657 9700
Suidwes Investments Limited
(018) 581 1000
Nike South Africa (Pty) Ltd
(011) 256 0700
Villiersdorp Kooperasie Beperk
(028) 840 1120
Puma Sports Distribution (Pty) Ltd
(021) 551 0832
VKB Group
(058) 863 8111
Winelands Textiles (Pty) Ltd
(023) 347 0814
Zhauns Group of Companies
(021) 447 3665
FURNISHINGS & FLOOR COVERINGS Alpine Lounge (Pty) Ltd
(021) 951 7150
Coricraft Group (Pty) Ltd
(021) 508 5200
NON-CYCLICAL CONSUMER GOODS BEVERAGES BEVERAGES – BREWERS Halewood International SA (Pty) Ltd
(011) 746 4200
Namibia Breweries Limited
(+264) 61 320 4999
Irvin & Johnson Limited
(021) 440 7800
Oceana Group Limited
(021) 410 1400
BEVERAGES – DISTILLERS & VINTNERS
Pioneer Fishing (Pty) Ltd
(021) 421 5368
DGB (Pty) Ltd
(011) 653 1000
(021) 427 1400
Distell Limited
(021) 809 7000
Premier Fishing SA (Pty) Ltd Sea Harvest Corporation Limited
(021) 468 7900
(043) 701 5800
Namaqua Wines (Pty) Ltd
(027) 213 1080
Seating (Pty) Ltd
(011) 474 1393
(054) 337 8800
Simmons SA (Pty) Ltd
(032) 437 5700
Orange River Cellar Co-op Limited Stellenbosch Vineyards (Pty) Ltd
(021) 881 8062
Swartland Wynkelder (Pty) Ltd
(022) 482 1134
Electrolux South Africa (Pty) Ltd
(021) 681 7500
Ellies Holdings Limited
(011) 490 3800
126
SOFT DRINKS
Top Performing 17 th Edition
(021) 508 9600
(010) 226 5000
Floorworx Africa
(031) 460 9711
(021) 410 1400
Heineken South Africa (Pty) Ltd
(031) 910 6500
Defy Appliances (Pty) Ltd
Amawandle Hake Blue Continent Products (Pty) Ltd
Crossley Holdings (Pty) Ltd
HOUSEHOLD APPLIANCES & CONSUMER ELECTRONICS
FISHING
Coca-Cola (Pty) Ltd
(011) 644 0666
FOOD PROCESSORS Agrana Fruit South Africa
(021) 705 0210
Anchor Yeast
(011) 248 8200
Astral Operations Limited
(012) 667 5468
AVI Limited
(011) 502 1300
Cape Herb & Spice Company (Pty) Ltd
(021) 701 5140
INDEX
Clover SA (Pty) Ltd
(011) 471 1400
Donald Brown Group (Pty) Ltd
(021) 951 6501
Exim International (Pty) Ltd
(021) 511 4009
Fair Cape Dairies (Pty) Ltd
(021) 557 7600
Illovo Sugar Limited
(031) 508 4300
Imana Foods SA (Pty) Ltd
(031) 719 0400
Ina Paarman’s Kitchen (Pty) Ltd
(021) 705 6440
Interaction Market Services Holdings (Pty) Ltd
(011) 613 4391
Melomed Hospital Holdings Limited
(021) 699 0950
L’Oreal South Africa Holdings (Pty) Ltd
(011) 286 0700
Netcare Limited
(011) 301 0000
Procter & Gamble SA (Pty) Ltd
(010) 001 9650
(011) 201 4300
Quality Products (Pty) Ltd
(031) 308 1711
(011) 671 2000
Revlon South Africa (Pty) Ltd
(011) 971 0800
AfroCentric Investment Corporation Limited Be Safe Paramedical cc
(021) 788 4681
PHARMACEUTICALS & BIOTECHNOLOGY
Lancet Laboratories (Pty) Ltd
(011) 358 0800
PHARMACEUTICALS
Pharma Dynamics (Pty) Ltd
(021) 707 7000
MEDICAL EQUIPMENT & SUPPLIES Safmed (Pty) Ltd OTHER HEALTHCARE
Langeberg & Ashton Foods (Pty) Ltd
(023) 615 8200
Respiratory Care Africa (Pty) Ltd
Nedan (Pty) Ltd
(011) 063 2347
Parmalat SA (Pty) Ltd
(021) 809 1400
South African National Blood Service (SANBS)
Pioneer Foods (Pty) Ltd
(021) 974 4000
Premier FMCG (Pty) Ltd
(021) 442 3300
Rhodes Food Group (Pty) Ltd
(021) 870 4000
Roelcor Holdings (Pty) Ltd
(021) 851 2694
Rooibos Limited
(027) 482 2155
Sovereign Food Investments Limited
(041) 995 1700
Spring Valley Foods
(011) 571 7800
Tiger Brands Limited
(011) 840 4000
Adcock Ingram Limited
(011) 635 0000
Ascendis Health Limited
(011) 036 9400
(011) 708 3926
B Braun Medical (Pty) Ltd
(010 ) 222 3000
(011) 761 9000
Boehringer Ingelheim South Africa (Pty) Ltd
(011) 348 2400
Brunel Laboratoria (Pty) Ltd
(012) 666 8994
Eli Lilly (SA) (Pty) Ltd
(011) 510 9300
Genop Healthcare (Pty) Ltd
(011) 545 9300
New United Pharmaceutical Distributors (Pty) Ltd
(011) 470 1000
PACKAGING PACKAGING Afripack (Pty) Ltd
(031) 452 1300
Astrapak Limited
(087) 742 0710
Bowler Metcalf (Pty) Ltd
(021) 704 2223
Consol Glass (Pty) Ltd
(011) 874 0000
Corruseal Corrugated KZN (Pty) Ltd
(031) 910 9400
Novartis South Africa (Pty) Ltd
(011) 929 9111
DBC Packaging (Pty) Ltd
(031) 533 8500
Pharma Natura
(011) 445 6000
Golden Era Group of Companies (Pty) Ltd
(011) 323 1900
(031) 571 2800
HEALTH
Lufil Packaging (Pty) Ltd
(021) 551 7828
Pharmed Pharmaceuticals (Pty) Ltd
HEALTH MAINTENANCE ORGANISATIONS
Mpact Limited
(011) 994 5500
(011) 256 3700
Bathabile Holdings (Pty) Ltd
(012) 673 8600
Nampak Limited
(011) 719 6300
Sanofi-Aventis South Africa (Pty) Ltd
(021) 936 5500
SpecPharm Holdings (Pty) Ltd
(011) 652 0400
Bestmed Medical Aid Scheme
(086) 000 2378
Peninsula Beverage Company (Pty) Ltd
(021) 710 9200
UPD (a division of New Clicks SA (Pty) Ltd)
(011) 470 1000
BSN Medical (Pty) Ltd
(031) 710 8111
Polyoak Packaging Group (Pty) Ltd
Clinix Health Group (Pty) Ltd
(011) 429 1000
Pride-Pak Packaging (Pty) Ltd
(011) 830 1607
Discovery Health (Pty) Ltd
(011) 529 2888
PERSONAL CARE & HOUSEHOLD PRODUCTS
Discovery Limited
(011) 529 2888
PERSONAL PRODUCTS
Discovery Health Medical Scheme (DHMS)
(086) 099 8877
Amka Products (Pty) Ltd
(012) 674 0400
Fedhealth Medical Scheme
(086) 000 2153
Annique Health & Beauty
(012) 345 9800 (010) 205 5000
Medscheme Holdings (Pty) Ltd
(011) 671 2000
Avon Justine South Africa (Pty) Ltd Avroy Shlain (Pty) Ltd
(086) 011 4182
Metropolitan Health
(021) 480 4511
Black Like Me (Pty) Ltd
(012) 674 0400
Sechaba Medical Solutions
(011) 353 0000
Colgate-Palmolive (Pty) Ltd
(086) 011 4146
Elizabeth Arden SA (Pty) Ltd
(021) 936 5924
HPCB
(011) 840 4000
Johnson & Johnson (Pty) Ltd
(021) 710 4111
Kimberly-Clark Southern Africa (Pty) Ltd
(011) 456 5700
Lil-Lets SA (Pty) Ltd
(031) 279 9300
HOSPITAL MANAGEMENT & LONG-TERM CARE ER24
(086) 108 4124
Joint Medical Holdings Limited
(031) 314 3000
Life Healthcare Group Holdings Limited
(011) 219 9000
Medi-Clinic Southern Africa Limited
(021) 809 6500
TOBACCO TOBACCO British American Tobacco SA (Pty) Ltd
(021) 003 6500
Top Performing 17 th Edition
127
TERTIARY SEGMENT LISTING CYCLICAL SERVICES HIRING SUPPLY ELECTRONICS EQUIPMENT RENTAL CCTV Security Surveillance Gauteng (Pty) Ltd
(011) 454 5440
Gearhouse SA (Pty) Ltd
(011) 216 3000
Media Film Service (Pty) Ltd
(021) 511 3300
GENERAL RETAILERS SHOPPING CENTRES Canal Walk Shopping Centre
(021) 529 9600
Eastgate Shopping Centre
(011) 479 6000
Gateway Theatre of Shopping
(031) 514 0500
Menlyn Park Shopping Centre
(012) 471 0600
Sandton City Shopping Centre
(011) 217 6000
Victoria & Alfred Waterfront
(021) 408 7500
RETAILERS – SOFT GOODS
(031) 469 4224
Prime Fastener (Pty) Ltd
(021) 442 3200
Yarona Cash & Carry
(011) 661 2000
(021) 460 9400
Levi Strauss South Africa (Pty) Ltd
(021) 403 9400
Mr Price Group Limited
(031) 310 8000
DISTRIBUTORS
Prima Toy & Leisure Trading (Pty) Ltd
(021) 818 2000
Bidvest Buffalo Tapes (Pty) Ltd
(011) 281 2600
The Foschini Group Limited
(021) 938 1911
Cape Town Market
(021) 531 2195
Truworths International Limited
(021) 460 7911
Dräger South Africa (Pty) Ltd
(011) 465 9959
TUMI
(011) 555 2300
Elephant Lifting Equipment
(012) 661 6105
Fellowes Beswick (Pty) Ltd
(011) 433 2686
Feltex Automotive
(031) 460 4200
Fuchs Lubricants South Africa (Pty) Ltd
(011) 565 9600
TRADE IMPORT & EXPORT
RETAILERS – HARDLINES
Malls Tiles Distribution (Pty) Ltd
African & Overseas Enterprises Limited
Argo Industrial (Pty) Ltd
(011) 914 1700
Akila Trading (Pty) Ltd
(021) 591 7030
Avery Dennison SA (Pty) Ltd
(011) 249 5700
Boxer Superstores Limited
(031) 275 7000
Broadway Sweets (Pty) Ltd
(011) 615 7120
Fusion Guarantees (Pty) Ltd
(011) 867 7500
Combined Motor Holdings Limited
(031) 580 4200
Geodis (Pty) Ltd
(011) 396 1830
Hortors SA Diaries
(011) 607 0912
(011) 880 5200
HSE Solutions
(011) 971 8040
EOH Intelligent Infrastructure (Pty) Ltd
(011) 545 6000
Industrial Commodities Holdings (Pty) Ltd
(012) 661 1927
Hudaco Trading (Pty) Ltd
(011) 657 5000
Fig Technology (Pty) Ltd
(011) 886 1000
Irizar Southern Africa (Pty) Ltd
(010) 248 6000
Merafe Resources Limited
(011) 783 4780
Husqvarna South Africa (Pty) Ltd
(033) 846 9700
Grundfos (SA) (Pty) Ltd Introstat (Pty) Ltd
(011) 723 7500
(011) 321 2111
(011) 510 9050
Imperial Cold Logistics (Pty) Ltd
(010) 492 8001
Italtile Ceramics Limited
Nu-World Industries (Pty) Ltd
K. Carrim Builders Hardware (Pty) Ltd
(012) 323 3925
Pernod Ricard South Africa (Pty) Ltd
(021) 405 8800
Imperial Fast ‘n Fresh (Pty) Ltd
(012) 621 7600
Kazang
(021) 528 3460
WHOLESALE
Invicta Holdings Limited
(021) 929 4780
LA Group (Pty) Ltd
(021) 683 1786
(011) 762 5261
(011) 822 1777
Lewis Group Limited
(021) 460 4400
AGT Foods Africa (Pty) Ltd
Invincible Valves (Pty) Ltd
(031) 910 0200
(011) 248 0300
(011) 456 7000
ARB Electrical Wholesalers (Pty) Ltd
Kolok
OK Furniture
(041) 451 0630
Osram Lighting (Pty) Ltd
(010) 221 4000
Corex (Pty) Ltd
(011) 357 8000
L & P Safety Products cc
Perspex South Africa (Pty) Ltd
(087) 097 0111
Discount Electrical Wholesale cc
(011) 918 2937
Metrohm SA (Pty) Ltd
(011) 656 1918
MRC Lifestyle cc
(021) 551 3327
Picardi Rebel Liquors (Pty) Ltd
(021) 469 3300
Edward Snell & Co. Limited
(021) 506 2600
National Dairy Equipment (Pty) Ltd
(011) 791 0630
Plastomark (Pty) Ltd
(011) 706 4646
Holdsport Limited
(021) 464 5100
(021) 511 3125
Kromco (Pty) Ltd
(021) 850 6700
Southern African Master Distributors (Pty) Ltd
(021) 788 2212
Tiletoria (Pty) Ltd Top Watch SA (Pty) Ltd
(012) 667 5105
(031) 450 5200
Valve & Automation
(086) 110 3103
Tuffy Brands (Pty) Ltd
(021) 385 1626
Macdonald Steel SA (Pty) Ltd
128
Top Performing 17 th Edition
INDEX
LEISURE, ENTERTAINMENT & HOTELS GAMING
Club Travel SA (Pty) Ltd
(021) 427 1900
Multichoice South Africa (Pty) Ltd
(011) 289 3000
Flight Centre SA (Pty) Ltd
(087) 740 5080
Primedia (Pty) Ltd
(011) 506 3000
Gooderson Leisure Corporation Limited
(031) 337 4222
Sasani Africa (Pty) Ltd
(011) 719 4000
Sentech (SOC) Limited
(011) 471 4400
South African Broadcasting Corporation Limited
(011) 714 9111
HRG Rennies Travel
(011) 407 2800
South African Travel Centre
(011) 616 7956
Sure Travel (Pty) Ltd
(021) 410 5700
Thebe Tourism Group (Pty) Ltd
(021) 551 0288
Multichoice South Africa (Pty) Ltd
(011) 289 3000
Thompsons Corporate Travel
(011) 770 7583
Supersport International (Pty) Ltd
(011) 686 7669
Travel With Flair (Pty) Ltd
(011) 253 2600
Wilderness Holdings Limited
(011) 807 1800
RESTAURANTS & PUBS
CABLE & SATELLITE
MEDIA AGENCIES African Business Network
(011) 384 0300
Alliance Media SA (Pty) Ltd
(011) 880 4664
Artifact Advertising (Pty) Ltd
(011) 462 9306
DDB South Africa (Pty) Ltd
(011) 267 2800
Carnival City
(011) 898 7000
Emperors Palace
(011) 928 1000
Garden Route Casino (Pty) Ltd
(044) 606 7777
Gold Reef City Casino
(011) 248 5000
Artscape Theatre Centre
(021) 410 9800
Exp SA
(011) 549 5340
GrandWest Casino & Entertainment World (Pty) Ltd
(021) 505 7777
Club Leisure Group
(031) 717 7300 (011) 770 7511
FCB South Africa (Pty) Ltd
(011) 566 6000
Cullinan Holdings Limited
Mykonos Casino
(022) 707 6000
Fancourt Hotel & Country Club Estate (Pty) Ltd
(044) 804 0000
Grid Worldwide Branding & Design (Pty) Ltd
(011) 502 4600
Peermont Global (Pty) Ltd
(011) 267 9200
Forever Resorts South Africa (Pty) Ltd
(012) 423 5600
JC Decaux
(011) 514 1400
Phumelela Gaming & Leisure Limited
(011) 681 1500
Ince (Pty) Ltd
(011) 305 7300
uShaka Marine World
(031) 328 8000
(028) 214 5100
Interact Media Defined (Pty) Ltd
(011) 579 4940
The Caledon Casino Hotel and Spa
Durban Tourism
(031) 322 4164
(011) 510 7700
Eastern Cape Parks & Tourism Agency
(043) 705 4400
J Walter Thompson Company SA (Pty) Ltd
(011) 806 8000
Tsogo Sun Holdings (Pty) Ltd
Joe Public
(010) 591 7770 (021) 469 1500
HOME ENTERTAINMENT Southern African Music Rights Organisation
(011) 712 8000
HOTELS Cape Royale Luxury Hotel Residence (Pty) Ltd
(021) 430 0500
City Lodge Hotels Limited
(011) 557 2600
Legacy Hotels and Resorts (Pty) Ltd
(011) 806 6888
Peermont Hotels, Casino & Resorts
(011) 557 0557
Protea Hospitality Group (Pty) Ltd
(021) 430 5000
Sandton Hilton Hotel
(011) 322 1888
Sandton Sun Hotels (Pty) Ltd
(011) 780 5000
Sun International Management Limited
(011) 780 7000
The Radison Blu Hotel Waterfront
(021) 441 3000
Tsogo Sun Hotels
(011) 461 9744
TRAVEL & RELATED SERVICES Astra Travel (Pty) Ltd
(033) 346 1157
BCD Travel
(011) 274 4000
Famous Brands Limited
(011) 315 3000
Spur Corporation Limited
(021) 555 5100
LEISURE FACILITIES
TOURISM BODIES
Northern Cape Tourism Authority
(053) 832 2657
King James Advertising Cape Town (Pty) Ltd
North West Parks Board
(018) 3971500 (012) 426 5000
MindShare South Africa (Pty) Ltd
(011) 582 6400
South African National Parks
(011) 709 6600
South African Tourism
(011) 895 3000
Ogilvy & Mather South Africa OMD South Africa
(011) 303 2000
Saatchi & Saatchi (Pty) Ltd
(011) 548 6000
TBWA South Africa (Pty) Ltd
(011) 322 3200
The Brand Union (Pty) Ltd
(011) 895 9300
The Switch Design Company SA (Pty) Ltd
(011) 706 9370
SPORTS BODIES Cricket South Africa
(011) 880 2810
South African Rugby Union (SARU)
(021) 928 7000
MEDIA & PHOTOGRAPHY BROADCASTING CONTRACTORS Africa on Air (Pty) Ltd
(011) 506 3947
African Media Entertainment Limited
(086) 123 7234
Thirty Four Degrees South Marketing (Pty) Ltd
(021) 480 3400
Algoa FM
(041) 505 9497 (031) 570 9495
Yellowwood Future Architect (Pty) Ltd
(011) 268 5211
East Coast Radio (Pty) Ltd eNCA (Pty) Ltd
(011) 537 9300
Good Hope FM
(021) 430 8276
Jacaranda FM (Pty) Ltd
(011) 063 5700
Kagiso Media Limited
(011) 034 9200
PUBLISHING, PRINTING & REPRODUCTION Associated Media Publishing (Pty) Ltd
(021) 464 6200
Bidvest Paperplus (Pty) Ltd
(011) 706 6751
Caxton & CTP Publishers & Printers Limited
(021) 929 6200
Top Performing 17 th Edition
129
Fineline Print Solutions
(021) 511 4040
Jetline Corporate Print
(011) 493 7200
ShoCraft Exhibition and Shopfitting (Pty) Ltd
(011) 474 9286
(031) 268 3111
Reeds Exbibitions (Pty) Ltd
(011) 549 8300
LexisNexis (Pty) Ltd Media24 Limited
(021) 406 2121
Ticketpro Dome
(011)794 5800
Naspers Limited
(021) 406 2652
Tshwane Events Centre
(012) 327 1487
Paarl Labels (Pty) Ltd
(021) 877 6200
MANAGEMENT CONSULTING
Novus Holdings Limited
(021) 550 2500
(011) 208 3000
Primedia (Pty) Ltd
(011) 506 3000
Accenture South Africa (Pty) Ltd
SUPPORT SERVICES
Actuate Group (Pty) Ltd
(011) 021 1400
CATERING SERVICES
Akweni Construction & Project Management
(011) 346 5100 (011) 582 1200
Bidfood (Pty) Ltd
(011) 553 9600
Feedem Pitseng (Pty) Ltd
(011) 439 2300
Alexander Proudfoot (Pty) Ltd
Vulcan Catering Equipment (Pty) Ltd
(011) 249 8500
Avocado Vision
(011) 614 0206
(021) 697 1430
MAC Consulting (Pty) LTd
(011) 537 1800
Wembley Group Holdings (Pty) Ltd
New Generation Management Consulting
FACILITIES MANAGEMENT Bidvest Facilities Management (Pty) Ltd
(012) 641 8000
Sephaku Management (Pty) Ltd
(012) 622 9400
B-One Holdings
(086) 100 8009
21st Century Pay Solutions Group (Pty) Ltd
(011) 447 0306
Mmabatho Palms Hotel Casino & Convention Resort
(018) 389 1111
Stadium Management South Africa
(0861) 781 3486
Tsebo Facility Solutions (Pty) Ltd
(011) 577 8600
LAW SERVICES
VERIFICATION AGENCIES
Edge Growth (Pty) Ltd
(010) 001 3715
ENRA Technologies CC
(021) 836 7721
Enviroserv Waste Management (Pty) Ltd
(011) 456 5660
Federal-Mogul Motorparts (Pty) Ltd
(011) 630 3000
Filter Man
(013) 230 9662
FleetAfrica (Pty) Ltd
(011) 523 4300
Gilbarco AFS (Pty) Ltd
(011) 856 3600
GoIndustry DoveBid SA (Pty) Ltd
(021) 702 3206
ImproChem (Pty) Ltd
(011) 971 0400
Incon Health
(021) 975 2694
Innovation Group (Pty) Ltd
(011) 790 5200
IPES – Utility Management Services (Pty) Ltd
(012) 665 4509
IPSOS (Pty) Ltd
(011) 709 7800
Joburg Market (Pty) Ltd
(011) 992 8000
Kantar TNS
(011) 778 7500
KEV Accurate Measuring
(031) 701 3916
Knowledge Factory (Pty) Ltd
(086) 153 5353
AQRate (Pty) Ltd
(021) 914 9451
BEESA Business Services (Pty) Ltd
(011) 726 3052
Labournet Central (Pty) Ltd
(011) 532 8801
Empowerdex (Pty) Ltd
(011) 883 8548
LRMG
(087) 941 5764
EmpowerLogic (Pty) Ltd
(086) 111 4003
(021) 386 8517
(011) 880 1630
Marine Data Solutions (Pty) Ltd Metrofile Holdings Limited
(011) 553 0270
Morvest Group Limited
(010) 593 0485
Netstar (Pty) Ltd
(011) 207 5000 (011) 495 3000
Adams & Adams Attorneys
(012) 432 6000
Honeycomb BEE Rating (Pty) Ltd
Bowmans Incorporated
(011) 669 9000
BUSINESS SUPPORT SERVICES
Breytenbach Mavuso Inc
(058) 307 5300
Achievement Awards Group (Pty) Ltd
Cliffe Dekker Hofmeyr Inc
(011) 562 1000
Du Toit Smuts & Partners
(011) 586 6000
Garlicke & Bousfeld Inc Gildenhuys Malatji Inc Legal Aid South Africa
(021) 700 2300
African Response (Pty) Ltd
(010) 350 5350
Nielsen South Africa
(021) 591 8183
(031) 566 4257
(031) 570 5300
Armstrong Appointments (Pty) Ltd
Nolitha Construction (Pty) Ltd
Aucor Sandton (Pty) Ltd
(011) 237 4444
Perishable Products Export Council Board
(021) 930 1134
(012) 428 8600 (011) 877 2000
(012) 564 5300
Pink Elephant
(011) 656 0020
Plus 94 Research (Pty) Ltd
(011) 327 2020
Purchasing Consortium Southern Africa
(011) 545 0946
Maponya Attorneys
(012) 342 0523
Automotive Industry Development Centre (AIDC)
Norton Rose Fulbright
(011) 685 8500
BidAir Services (Pty) Ltd
(011) 383 9420
Spoor & Fisher
(012) 676 1111
(011) 554 8600
Venns Attorneys
(031) 303 7577
Bidvest TMS Industrial Services
RSA Market Agency
(011) 613 4391
Webber Wentzel
(011) 530 5000
BMI Research (Pty) Ltd
(011) 615 7000
Signa Group
(086) 112 4668
Werksmans Attorneys
(011) 535 8000
Bosasa Operations (Pty) Ltd
(011) 662 6001
Smollan Group SA (Pty) Ltd
(011) 640 8000
BSC Global
(011) 595 7500 (021) 447 4484
Claremart Auctioneers (Pty) Ltd
(021) 425 8822
South African Institute for Charted Accountants (SAICA)
(011) 621 6600
Citizen Surveys (Pty) Ltd
(011) 815 6010
Consolidated Auctioneers
(011) 872 1890
Springs Fresh Produce Market Stephan Welz & Co
(011) 880 3125
CSG Holdings (Pty) Ltd
(012) 362 9778
(011) 808 6000
EXHIBITION & CONFERENCE FACILITIES & FACILITATORS Cape Town International Convention Centre Company (Pty) Ltd
(021) 410 5000
Gallagher Convention Centre (Pty) Ltd
(011) 266 3000
ICC Durban (Pty) Ltd
(031) 360 1000
Datatec Limited
(011) 233 1221
Storage Technology Services (Pty) Ltd
Sandton Convention Centre
(011) 779 0000
DDP Valuers (Pty) Ltd
(012) 369 9100
Strauss & Co
(021) 683 6560
(031) 311 5100
Syntell (Pty) Ltd
(011) 582 2500
130
Top Performing 17 th Edition
Durban Fresh Produce Market
INDEX
Takeda (Pty) Ltd South Africa
(011) 514 3000
Teba Limited
(011) 353 6000
TNS South Africa (Pty) Ltd
ENVIRONMENTAL CONTROL
PROFESSIONAL SERVICES
Collect-a-Can (Pty) Ltd
(011) 466 2939
(021) 657 9500
Interwaste Holdings Limited
(011) 323 7300Â
Trafalgar Property Management (Pty) Ltd
(011) 214 5200
The New Reclamation Group (Pty) Ltd
(011) 880 6410
Tshwane Fresh Produce Market
(012) 358 2398
The Waste Group (Pty) Ltd
(012) 562 0330
Turner & Townsend (Pty) Ltd
(011) 214 1400
Uwin Iwin Incentives (Pty) Ltd
CONTRACT CLEANERS & HYGIENE SERVICES Bidvest Laudry Group
(011) 398 5300
(011) 557 5700
Bidvest Prestige (Pty) Ltd
(011) 796 0000
(011) 396 9040
Bidvest Services (Pty) Ltd
(011) 519 8430
Vehicle Delivery Services (Pty) Ltd
Bidvest Steiner (Pty) Ltd
(011) 923 9490
Vitrovian
(013) 697 1876 (011) 612 2000
Cleaning Africa Services (Pty) Ltd
(011) 794 6665
Vumelana Advisory Fund (Pty) Ltd
Kemklean (Pty) Ltd
(021) 691 2211
ZGm Consulting (Pty) Limited
(021) 702 0480
Neledzi Cleaning Services (Pty) Ltd
(011) 453 6008
EDUCATION & BUSINESS TRAINING (011) 676 8000
Nozihle Cleaning Services
(013) 752 5625
ADvTECH Limited Artisan Training Institute (ATI)
(011) 472 3443
Rentokil Initial (Pty) Ltd
(021) 670 4700 (021) 001 7900
Bytes People Solutions
(011) 205 7000
RoyalServe Cleaning (Pty) Ltd
Chartered Institute of Government Finance Audit and Risk Officers (CIGFARO)
(011) 394 0879
Sanitech (Pty) Ltd
(011) 823 6060
Servest Hygiene (Pty) Ltd
(011) 608 1888
(031) 713 3800
Supercare Services Group (Pty) Ltd
(011) 709 8100
Educor Holdings (Pty) Ltd Ekurhuleni Artisans and Skills Training Centre
(011) 394 1488
Staza Cleaning Services cc
(012) 811 1514
Future Africa Consulting and Training CC
(012) 665 1771
Imsimbi Training
(011) 678 2443
Masifunde Training Centre
(086) 111 4798
Media Works
(011) 803 0575
Omni HR Consulting
(021) 685 9160
Skills Train Distribution
(011) 467 2730
South African ABET Development Agency (SAADA)
(015) 295 9670
Titan Trade Technologies (Pty) Ltd
(012) 342 7967
EMPLOYMENT AGENCIES
Boogertman & Partners (Pty) Ltd
(011) 790 1600
Nvirotek Labs (Pty) Ltd
(012) 252 7588
Research Institute for Innovation and Sustainability (RIIS)
(060) 967 3411
Search Specifics (Pty) Ltd
(010) 040 3015
POST, PARCEL & COURIER Ram Hand-to-Hand Couriers
(011) 977 5000
SECURITY & ALARM SERVICES Afri Guard (Pty) Ltd
(016) 365 8100
Bidvest Protea Coin (Pty) Ltd
(012) 665 8000
DigiCore Holdings Limited
(012) 450 2222
Enforce Security Services (Pty) Ltd
(031) 573 7600
EOH Security and Building Technologies (Pty) Ltd
(011) 844 3200
Fidelity ADT Security (Pty) Ltd
(011) 763 9000
G4S Secure Solutions SA (Pty) Ltd
(012) 431 3700
Hlanganani Protection Services (Pty) Ltd
(012) 321 1552
Maxidor (Pty) Ltd
(011) 617 0300
Metro Security Services
(011) 617 0300
Mix Telematics Limited
(041) 811 8499
Monoceros Trading 135 cc
(041) 811 8499
National Security & Fire (Pty) Ltd
(011) 761 7000
Adcorp Holdings Limited
(011) 244 5300
DAV Professional Placement Group
(011) 217 0000
E-Merge IT Recruitment CC
(011) 463 3633
Express Employment Professionals SA (Pty) Ltd
(086) 116 6853
Isilumko Staffing (Pty) Ltd
(011) 267 2920
The Workforce Group Limited
(011) 532 0000
Securitas SA Holdings (Pty) Ltd
(011) 786 0172
Transman (Pty) Ltd
(011) 628 8300 (011) 794 7928
Stallion Security (Pty) Ltd
(011) 533 8888
Ubuntu Recruitment & Outsourcing Specialists (Pty) Ltd
Tracker Connect (Pty) Ltd
(011) 380 0300
Top Performing 17 th Edition
131
CYCLICAL SERVICES
Gold Circle (Pty) Ltd
(031) 314 1500
TRANSPORT
Golden Arrow Bus Services (Pty) Ltd
(021) 507 8800
Greyhound Coach Lines (Pty) Ltd
(011) 249 8700
Hellmann Worldwide Logistics (Pty) Ltd
(011) 928 7000
AIRLINES, AIRPORTS & AIR CHARTER Air Traffic and Navigation Services Company Limited (ATNS)
(011) 607 1000
Airports Company South Africa (ACSA)
(011) 723 1400
Heneways Freight Services (Pty) Ltd
(011) 879 5400
Bid Air Cargo (Pty) Ltd
(011) 230 4600
Imperial Logistics (Pty) Ltd
(011) 677 5000
Comair Limited
(011) 921 0111
(021) 880 5200
Denel Aviation
(011) 927 2620
Imperial Managed Logistics
ExecuJet Aviation Group (Pty) Ltd
(011) 516 2300
Khaas Logistics
Flysafair (Pty) Ltd
(011) 928 0000
Kintetsu World Express South Africa (Pty) Ltd
Mango Airlines (Pty) Ltd
(086) 101 0217
Solenta Aviation (Pty) Ltd South African Civil Aviation Authority
Transnet National Ports Authority of SA
(011) 351 9001
NON-CYCLICAL SERVICES FOOD & DRUG RETAILERS FOOD & DRUG RETAILERS (021) 703 6444
Dischem Direct (Pty) Ltd
(011) 251 9400
Kirsch Pharma South Africa (Pty) Ltd
(011) 392 5171
(012) 655 0002
OK Foods
(021) 505 4400
(011) 573 5700
Pick n Pay Stores Limited
(021) 658 1000
Kuehne & Nagel (Pty) Ltd
(011) 574 7000
Leeu Transport CC
(011) 901 6088
Shoprite Holdings Limited
(021) 980 4000
(011) 707 4000 (011) 545 1000
Mahamba Transport & General Enterprises
(013) 656 6467
Spar Group Limited
(031) 719 1900 (021) 407 9111
Mayibuye Transport Corporation (Pty) Ltd
(043) 745 2582
Woolworths Holdings Limited
(011) 971 1000
TELECOMMUNICATIONS SERVICES
Avis Budget
(011) 923 3500
Bidvest Car Rental
(011) 398 0000
Megafreight Services (Pty) Ltd
Dollar Thrifty Car Rental
(011) 230 5201
Mix Telematics Limited
(011) 654 8000
Europcar
(011) 479 4000
OneLogix Group Limited
(011) 396 9040
First Car Rental
(031) 335 8400
Woodford Car Hire
(031) 207 8669
RAIL, ROAD & FREIGHT (031) 451 9200
ACT Logistics (Pty) Ltd
(021) 951 2009
Algoa Bus Company (Pty) Ltd
(041) 404 1200
Anderson Transport (Pty) Ltd
(021) 864 2222
Aramex South Africa (Pty) Ltd
(011) 457 3000
Liquid Telecom
(011) 585 0000
Telkom SA SOC Limited
(012) 311 3911
WIRELESS TELECOM SERVICES
(021) 534 2241
Altech Fleetcall (Pty) Ltd
(011) 305 7640
Putco Limited
(087) 354 6100
Cell C (Pty) Ltd
(011) 324 4000
Santova Limited
(031) 374 7000 (011) 437 3000
Ericsson South Africa (Pty) Ltd
(011) 844 2000
Savino Del Bene (South Africa) (Pty) Ltd
MTN Group Limited
(011) 912 3000
SG Agility Global Logistics Solutions (Pty) Ltd
(011) 928 3000
Vodacom Group (Pty) Ltd
(011) 653 5000
Skynet South Africa
(021) 590 3200
Springcar Wholesalers
(021) 449 6908
Super Group Trading (Pty) Ltd
(011) 523 4000
TNT Express Worldwide (South Africa) (Pty) Ltd
(011) 437 3300
Tolcon Group (Pty) Ltd
(011) 453 9422
Transnet Freight Rail
(011) 544 9584
Transnet Rail Engineering
(011) 308 3000
(011) 552 9000
Barloworld Logistics Africa (Pty) Ltd
(011) 445 1600
Bidvest Panalpina Logistics
(021) 550 6500
Bigfoot Express Freight (Pty) Ltd
(031) 737 1000
Clear Freight (Pty) Ltd
(011) 856 6600
Transnet SOC Limited
(011) 308 3000
Crown Worldwide Movers (Pty) Ltd
(011) 372 1700
Value Group Limited
(011) 929 6700
Dawn Wing
(011) 961 4800
DHL Express
(011) 928 0400
Digicore Fleet Management SA (Pty) Ltd
(012) 450 2222
DSV Distribution
(012) 673 2000
Elliott International (Pty) Ltd
SHIPPING & PORTS Anchor Industries (Pty) Ltd
(021) 531 0525
Ceva Logistics South Africa (Pty) Ltd
(011) 396 9400
Contract Forwarding
(011) 392 2002
(011) 256 3000
Elgin Brown & Hamer Group Holdings (Pty) Ltd
(031) 205 6391
Fedex Express
(087) 742 8001
Mediterranean Shipping Company (Pty) Ltd
(031) 360 7911
Globeflight Worldwide Express SA (Pty) Ltd
(011) 922 2600
Sebenza Forwarding & Shipping (Pty) Ltd
(011) 571 0600
Top Performing 17 th Edition
FIXED-LINE TELECOM SERVICES
Pickfords Removals South Africa (Pty) Ltd
Avis Fleet South Africa
132
(011) 565 2600
Busy Corner Meat Wholesalers (Pty) Ltd
CAR HIRE
Access World (Pty) Ltd
Toll Global Forwarding (SA) (Pty) Ltd
INDEX
INSURANCE
Santam Limited
(021) 915 7000
POWER & WATER
INSURANCE BROKERS
(011) 644 6622
ELECTRICITY SUPPLY & DISTRIBUTION
Centriq Insurance Holdings Limited
(011) 268 6490
Trustco Group Holdings Limited
Indwe Risk Services (Pty) Ltd
(011) 912 7300
Crawford and Company SA (Pty) Ltd
Intrasure (Pty) Ltd
(021) 712 6688
OTHER INSURANCE
JLT Group SA (Pty) Ltd
(011) 361 0000
Bonitas Medical Fund
(086) 000 2108
Legal Wise
(011) 670 4500
(012) 334 2000
Lion of Africa Insurance Company Limited
(011) 780 2000
Medihelp Medical Scheme MMI Holdings Limited
(012) 671 8911
Telesure Group Services (Pty) Ltd
(011) 489 4000
UTILITIES
ACTOM (Pty) Ltd
(011) 820 5111
City Power Johannesburg (SOC) Limited
(011) 490 7000
WATER SUPPLY & DISTRIBUTION Amatola Water
(043) 707 3700
Bloem Water
(051) 403 0800
East Rand Water Care Company
(011) 929 7000
Johannesburg Water (Pty) Ltd
(011) 688 1400
Mhlathuze Water Rand Water Sedibeng Water
(086) 066 2211
INSURANCE â&#x20AC;&#x201C; NON-LIFE
(011) 463 5900
AIG South Africa Limited
(011) 551 8000
LIFE ASSURANCE
(035) 902 1000
Assupol Life
(012) 366 3700
LIFE ASSURANCE
(011) 682 0911
Centriq Insurance Company Limited
(011) 268 6490
Clientele Limited
(011) 320 3333
Discovery Life Limited
(086) 000 5433
Credit Guarantee Insurance Corporation of Africa Limited
(011) 889 7000
Hollard Life Assurance Company Limited
(011) 351 5000
Etana Insurance Company Limited
(011) 351 5000
Liberty Group Limited
(011) 408 3911 (021) 509 9111
Indequity Specialised Insurance Limited
(011) 475 0816
Old Mutual Life Assurance Company South Africa Limited
Lombard Insurance Company Limited
(011) 551 0600
Sanlam Limited
(021) 947 9111
Marsh Africa (Pty) Ltd
(011) 060 7100
INVESTMENT COMPANIES
Motorite Insurance Administrators (Pty) Ltd
(086) 0662 211
African Equity Empowerment Investments Limited
(021) 427 1400
Mutual & Federal Insurance Company Limited
(011) 374 9111
Brimstone Investment Corporation Limited
(021) 683 1444
OUTsurance
(012) 673 3000
Cadiz Holdings Limited
(021) 657 8300
(056) 515 0200
Umgeni Water
(033) 341 1111
Veolia Water Solutions & Technologies South Africa
(011) 663 3600
ALTERNATIVE ELECTRICITY Aggreko Energy Rental SA (Pty) Ltd
MotoVantage (Pty) Ltd
RE-INSURANCE
(011) 357 8900
FINANCIALS BANKS Absa Bank Limited
(011) 350 4000
Absa Corporate and Business Bank (ACBB)
(012) 366 6000
Albaraka Bank Limited
(031) 364 9000
Capitec Bank Limited
(021) 809 5900
China Construction Bank Corporation Johannesburg
(011) 520 9400
Development Bank of Southern Africa
(011) 313 3911
First National Bank
(087) 311 2111
FirstRand Limited
(011) 282 1808
Grindrod Bank Limited
(031) 333 6600
HBZ Bank Limited South Africa
(031) 267 4400
Land and Agricultural Development Bank of South Africa (Land Bank) (Pty) Ltd
(012) 686 0500
Mercantile Bank Holdings Limited
(011) 302 0300
Nedbank Group Limited
(011) 294 4444
South African Reserve Bank
(012) 313 3911
Standard Chartered Bank Johannesburg Branch
(011) 217 6600
The Standard Bank of South Africa Limited
(011) 721 9000
Ubank Limited
(011) 518 5000
INVESTMENT COMPANIES
Top Performing 17 th Edition
133
Cognition Holdings Limited
(011) 293 0000
Billion Group (Pty) Ltd
(011) 511 5335
Prescient Limited
(021) 700 3600
Emira Property Fund Limited
(011) 028 3100
Eris Property Group (Pty) Ltd
(011) 775 1000
PSG Asset Management Group Services (Pty) Ltd
(021) 799 8000
FedGroup Financial Services
(021) 949 2100
Fairvest Property Holdings Limited
(021) 276 0800
PSG Group Limited
(021) 887 9602
(011) 652 0752
(011) 612 6870
(086) 111 2643
Gerber Goldschmidt Group (SA) (Pty) Ltd
Fotress Income Fund Limited
PWC Combined Systems (Pty) ltd
(021) 421 7771
(021) 673 8400
Rentworks Africa (Pty) Ltd
(011) 549 9000
Grand Parade Investments Limited
Growthpoint Properties Limited
(011) 286 7000
(011) 994 6320
Stanlib Asset Management Limited
(011) 448 6000
Investec Limited
Hospitality Property Fund Limited
JM Busha Investment Group
(011) 325 2027
Hyprop Investment Limited
(011) 447 0090
27Four Investment Managers (Pty) Ltd
(011) 442 2464
JSE Limited
(011) 520 7000
(021) 674 5170
MIC Management Services (Pty) Ltd
(011) 088 1800
Ingenuity Property Investments Limited
Motseng Investment Holdings (Pty) Ltd
(011) 267 8000
NMT Capital (Pty) Ltd
CONSUMER FINANCE Bsmart
(021) 409 7600 (011) 358 8400
Octodec Investments Limited
(012) 357 1590
Diners Club (SA) (Pty) Ltd
(011) 718 6452
Experian South Africa (Pty) Ltd
(011) 799 3400
Orion Real Estate Limited
(011) 483 1120
Pareto Limited
(011) 258 6800
(011) 214 6000
Peu Group (Pty) Ltd
(011) 447 9745
PRASA CRES
(011) 773 1700
TransUnion Credit Bureau (Pty) Ltd
Rand Merchant Insurance Holdings Limited
(011) 282 8000
Rabie Property Group (Pty) Ltd
(021) 550 7000
Remgro Limited
(021) 888 3000
Redefine Properties Limited
(011) 283 0000
Sabvest Limited
(011) 268 2400
Resilient Reit Limited
(011) 612 6800
SHM Group of Companies (Pty) Ltd
(011) 646 4044
Richards Bay Industrial Development Zone (Pty) Ltd
(035) 788 0571
Tongaat Hulett Developments (Pty) Ltd
(031) 560 1900
Vukile Property Fund Limited
(011) 288 1000
Thebe Investment Corporation (Pty) Ltd
(011) 447 7800
Transpaco Limited
(011) 887 0430
Zeder Investments Limited
(021) 887 9602
Citadel Investment Services Limited
(011) 722 7600
Investec Bank Limited
(011) 286 7000
Prudential Investment Managers (Pty) Ltd
(021) 670 5100
Rand Merchant Bank
(011) 282 8000
Sanlam Capital Markets (Pty) Ltd
(011) 778 6000
OTHER FINANCIAL
PROPERTY AGENCIES
HOLDING COMPANIES
INVESTMENT BANKS
Broll Property Group (Pty) Ltd
(011) 441 4000 (021) 710 1700
Alexander Forbes Group Holdings Limited
(011) 269 0000
Aldes Business Brokers Franchise Africa Pty Ltd
(012) 361 2690
Bidvest Bank Ltd
(011) 407 3000
Commlife Holdings (Pty) Ltd
(021) 685 0070
Aveng Africa Limited
(011) 779 2800
Clicks Group Limited
(021) 460 1911
EOH Holdings Limited
(011) 607 8100
Pam Golding Properties (Pty) Ltd
Escponent Limited
(087) 808 0200
SPECIALITY & OTHER FINANCE
Efficient Group Limited
(087) 944 7999
Hosken Consolidated Investments Limited
(021) 481 7560
ASSET MANAGERS
Fundi
(011) 670 6100
Huge Group Limited
(011) 603 6000
Massmart Holdings Limited
(011) 517 0000
MICROmega Holdings Limited
(011) 218 8000
Nictus Limited
(011) 787 9019
PSV Holdings Limited
(086) 0 778 778
Royal Bafokeng Holdings (Pty) Ltd
Allan Gray (Pty) Ltd
(021) 415 2301
Kazang
(021) 528 3460
Anchor Capital
(011) 591 0677 (080) 022 1177
MICROmega Holdings Limited
(011) 218 8000
Coronation Fund Managers Limited
NBC Holdings (Pty) Ltd
(010) 206 0000
Delta Property Fund Limited
(087) 803 3582
Octodec Investments Limited
(012) 319 8781
Ethos Private Equity (Pty) Ltd
(011) 328 7400
Sasfin Bank Limited
(011) 809 7500
(011) 530 8000
Futuregrowth Asset Management (Pty) Ltd
(021) 659 5300
Sigma SA (Pty) Ltd
(021) 410 0247 (011) 731 1980
Taste Holdings Limited
(011) 608 1999
Investec Limited
(021) 416 2000
Texton Property Fund Limited
Winhold Limited
(011) 345 9800
Investment Solutions Holdings Limited
(011) 505 6000
Transaction Capital Limited
(011) 049 6700
REAL ESTATE HOLDING & DEVELOPMENT
Nedbank Private Wealth (Pty) Ltd
(021) 416 6000
Ascension Properties Limited
(011) 511 5335
Oasis Group Holdings (Pty) Ltd
(021) 413 7860
Arrowhead Properties Limited
(010) 100 0076
Peregrine Financial Services Holdings Limited
(011) 722 7600
Pragma Africa (Pty) Ltd
(021) 943 3900
REAL ESTATE
Attacq Limited
134
(010) 596 8892
Top Performing 17 th Edition
ACCOUNTING & CONSULTING Auditor-General South Africa
(012) 426 8000
Deloitte & Touche (Pty) Ltd
(011) 806 5000
EY South Africa
(011) 772 3000
Mazars
(086) 162 9277
Ngubane & Company Inc
(011) 254 0800
INDEX
PwC Inc
(011) 797 4000
SekelaXabiso (Pty) Ltd
(011) 797 6800
EOH IBM Services (Pty) Ltd
(011) 262 8660
Elvey Security Technologies
(011) 401 6700
SNG-Grant Thornton
(011) 231 0600
EPI Use Africa (Pty) Ltd
(012) 470 2200
EPI-USE Africa (Pty) Ltd
(012) 470 2200
INVESTMENT ENTITIES
Esquire System Technology (Pty) Ltd
(012) 657 1111
Intergraph Systems Southern Africa (Pty) Ltd
(011) 231 1400
INVESTMENT ENTITIES
First Technology (Pty) Ltd
(011) 790 4400
J2 Software (Pty) Ltd
(021) 461 1223
Foster-Melliar (Pty) Ltd
(011) 807 9525
(021) 702 8000
Ikando cc
(086) 111 3382
Lan Solutions (Gauteng) (Pty) Ltd
IQ Business Group (Pty) Ltd
(011) 259 4000
Meditech SA
(011) 805 1631
Microsoft SA (Pty) Ltd
(011) 361 9000
Jumpco (Pty) Ltd
(021) 761 3772
Minolco (Pty) Ltd
(011) 661 9000
(012) 657 0191
MST Critical Communications (Pty) Ltd
(011) 321 0333
Sage South Africa (Pty) Ltd
(011) 304 2000
SAS Institute (Pty) Ltd
(011) 713 3400
SilverBridge Holdings Limited
(012) 360 0100 (011) 848 6000
Andulela Investment Holdings Limited
(011) 888 8888
Business Partners Limited
(011) 713 6600
Industrial Development Corporation of South Africa Limited (IDC)
(011) 269 3000
Kagiso Tiso Holdings (Pty) Ltd
(011) 562 2501
Marpless Communication Technologies (Pty) Ltd
Strate (Pty) Ltd
(011) 759 5300
Morvest Group Limited
(011) 231 1300
Mustek Limited
(011) 237 1000
PBT Group (Pty) Ltd
(021) 551 0937
Pinnacle (Pty) Ltd
(011) 265 3000
Praxis Computing (Pty) Ltd
(011) 484 0900
(011) 523 3030
Technology Corporate Management (Pty) Ltd
Rocketseed South Africa
(011) 691 7740
TELECOM SOLUTIONS
Dell Computer (Pty) Ltd
(011) 709 7700
SAGE Computer Technologies (Pty) Ltd
(011) 466 3361
(011) 069 5400
Boniswa Corporate Solutions (Pty) Ltd
(011) 312 2100
HPE South Africa
(012) 371 2300
SAP South Africa (Pty) Ltd
(011) 235 6000
NEO Technologies (Pty) Ltd
Total Client Services Limited
(012) 450 1300
(011) 203 1000
Spartan Technology Rentals (Pty) Ltd
(011) 886 0922
Rectron (Pty) Ltd
Vox Telecommunications (Pty) Ltd
(087) 805 0000
SSA (Pty) Ltd
(011) 804 3740
LOGISTIC SOLUTIONS
(011) 531 1000
Sizwe Africa IT Group (Pty) Ltd
(012) 657 5300
Tarsus Technologies (Pty) Ltd
Stowe Holdings (Pty) Ltd
(086) 025 2423
Tarsus Secure Data (Pty) Ltd
INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY HARDWARE COMPUTER HARDWARE Blue Label Telecoms Limited
TELECOM EQUIPMENT
AAD Logistics (Pty) Ltd
(021) 905 1250
(021) 469 3500
Altech Card Solutions (Pty) Ltd
(011) 879 5700
T-Systems SA (Pty) Ltd
(011) 254 7400
Barloworld Logistics Africa (Pty) Ltd
(011) 418 6300
Allied Electronics Corporation Limited
(011) 645 3600
Leratadima Tellumat Manufacturing
(021) 710 2911
Vukani Technologies (Pty) Ltd
(012) 348 8888
CT Lab (Pty) Ltd
(021) 880 9915
Huawei Technologies (Pty) Ltd
(011) 517 9800
Waymark Infotech (Pty) Ltd
(012) 369 0000
Imperial Managed Solutions (Pty) Ltd
(010) 493 0200
Zetes (Pty) Ltd
(011) 615 3103
JVC Freight Carriers (Pty) Ltd
(031) 536 8060
The RTT Group (Pty) Ltd
(011) 552 2600
SOFTWARE & COMPUTER SERVICES
INTERNET
COMPUTER SERVICES Adapt IT Holdings Limited
(031) 514 7300
Advancenet (Pty) Ltd
(011) 367 9000
Altron TMT SA Group (Pty) Ltd
(011) 205 7000
Atio Corporation (Pty) Ltd
(011) 235 7000
Atos (Pty) Ltd
(011) 046 7300
Axiz Workgroup (Pty) Ltd
(011) 237 7000
BCX (Pty) Ltd
(011) 266 5111
CA Southern Africa (Pty) Ltd
(011) 417 8699
Concilium Technologies (Pty) Ltd
Fastnet
(012) 686 3000
Hetzner (Pty) Ltd
(021) 970 2000
Internet Solutions (Pty) Ltd
(011) 575 1000
MTN Business Solutions (Pty) Ltd
(011) 912 3000Â
Vox Telecom
(087) 805 0000
SOFTWARE Aria Technologies Africa (Pty) Ltd
(011) 203 0360
Britehouse
(011) 575 0200
(012) 678 9200
Broadband Infraco (SOC) Limited
(011) 235 1600
Datacentrix Holdings Limited
(087) 741 5000
Celcom Group Limited
(011) 357 8600 (087) 820 0200
Dimension Data (Pty) Ltd
(011) 575 0000
Connection Telecoms (Pty) Ltd
EOH Consulting (Pty) Ltd
(011) 607 8100
Data World (Pty) Ltd
(086) 032 8245
Easypay (Pty) Ltd
(011) 343 2000
Top Performing 17 th Edition
135
PUBLIC SEGMENT LISTING
LOCAL COUNCILS/MUNICIPALITIES
GOVERNMENT ORGANISATIONS LOCAL GOVERNMENT UNICITIES/METRO MUNICIPALITIES Nelson Mandela Bay Metropolitan Municipality
(041) 506 2317
DISTRICT MUNICIPALITIES
Emthanjeni Local Municipality
(053) 632 9100
Engcobo Local Municipality
(047) 548 5600
Ephraim Mogale Local Municipality
(013) 261 8400
Greater Tubatse Local Municipality
(015) 309 9246Â
(023) 348 2600
Gamagara Local Municipality
(053) 723 6000
Cape Agulhas Local Municipality
(028) 425 5500
Ga-Segonyana Local Municipality
(053) 712 9300
City of Matlosana Local Municipality
(018) 487 8300
George Local Municipality
(044) 801 9111
AbaQulusi Local Municipality
(034) 982 2133
Ba-Phalaborwa Local Municipality
(015) 780 6300
Bergrivier Local Municipality
(022) 913 6000
Bitou Local Municipality
(044) 501 3000
Breede Valley Local Municipality
Alfred Nzo District Municipality
(039) 254 5000
Dannhauser Local Municipality
(034) 621 2666
Govan Mbeki Local Municipality
(017) 620 6000
Amajuba District Municipality
(034) 329 7200
Dikgatlong Local Municipality
(053) 531 0671
Greater Ephraim Mogale Local Municipality
(013) 261 8400
Amathole District Municipality
(043) 701 4000
Dr JS Moroka Local Municipality
(013) 973 1101
Greater Giyani Local Municipality
(015) 811 5500
Central Karoo District Municipality
(053) 631 0891
Dr Beyers Naude Local Municipality
(044) 923 1004
Greater Letaba Local Municipality
(015) 309 9246
Dr Ruth Segomotsi Mompati District Municipality
(053) 928 4700
Drakenstein Local Municipality
(021) 807 4500
Harry Gwala District Municipality
(039) 834 8700
(013) 759 8500
Elundini Local Municipality
(045) 932 8100
Hantam Local Municipality
(027) 341 8500
Ehlanzeni District Municipality
(016) 970 8607
Emakhazeni Local Municipality
(013) 253 1121
Hessequa Local Municipality
(028)713 8000
Fezile Dabi District Municipality
(053) 838 0911
Emfuleni Local Municipality
(016) 950 5000
Ingquza Hill Local Municipality
(039) 252 0131
Frances Baard District Municipality Garden Route District Municipality
(044) 803 1300
iLembe District Municipality
(032) 437 9300
Joe Gqabi District Municipality
(045) 979 3000
King Cetshwayo District Municipality
(035) 799 2501
Mopani District Municipality
(015) 811 6300
Namakwa District Municipality
(027) 712 8000
Ngaka Modiri Molema District Municipality
(018) 381 9405
OR Tambo District Municipality
(047) 501 6400
Overberg District Municipality
(028) 425 1157
Overstrand Local Municipality
(028) 313 8000
Sarah Baartman District Municipality
(041) 508 7111
Sedibeng District Municipality
(016) 450 3000
Ugu District Municipality
(039) 688 5700
uMzinyathi District Municipality
(034) 219 1500
Waterberg District Municipality
(014) 718 3300
West Coast District Municipality
(022) 433 8400
136
Top Performing 17 th Edition
INDEX
Intsika Yethu Local Municipality
(047) 874 8700
Ngwathe Local Municipality
(056) 816 2700
Umsobomvu Local Municipality
(051) 753 0777
Joe Morolong Local Municipality
(053) 773 9300
Nkandla Local Municipality
(035) 833 2000
Umvoti Local Municipality
(033) 413 9100
Jozini Local Municipality
(035) 572 1292
Umzumbe Local Municipality
(039) 972 0005
(054) 461 6700
Nketoana Local Municipality
(058) 863 2811
Kai !Garib Local Municipality
Ventersdorp Local Municipality
(018) 264 8500
(053) 382 3012
Nongoma Local Municipality
(035) 831 7500
Kareeberg Local Municipality
Victor Khanye Local Municipality
(013) 665 6005
(053) 391 3003
Nyandeni Local Municipality
(047) 555 5000
Karoo Hoogland Local Municipality
(044) 203 3000
(054) 933 1000
Walter Sisulu Local Municipality
(051) 653 0639
Khai-Ma Local Municipality
Oudtshoorn Local Municipality
ZF Mgcawu District Municipality
(053) 298 1810
(047) 501 4000
Phumelela Local Municipality
(058) 913 8300
King Sabata Dalindyebo Local Municipality
(044) 302 6300
Polokwane Local Municipality
(015) 290 2000
Knysna Local Municipality
(042) 200 2201
Prince Albert Local Municipality
(023) 541 1320
Kouga Local Municipality Koukamma Local Municipality
(042) 288 0303
Ramotshere Moiloa Local Municipality
(018) 642 1081
Laingsburg Local Municipality
(023) 551 1019
Ratlou Local Municipality
(018) 330 7000 (014) 590 3111
Lesedi Local Municipality
(016) 340 4300
Rustenburg Local Municipality
Makana Local Municipality
(046) 603 6133
Saldanha Bay Local Municipality
(022) 701 7000
Makhuduthamaga Local Municipality
(013) 265 8600
Sol Plaatje Local Municipality
(053) 830 6911
Maletswai Local Municipality
(051) 633 2441
Stellenbosch Local Municipality
(021) 808 8111
Mandeni Local Municipality
(032) 456 8200
Steve Tshwete Local Municipality
(013) 249 7000
Mantsopa Local Municipality
(051) 924 0654
Sundays River Valley Local Municipality
(042 )230 7700
Matatiele Local Municipality
(039) 737 3135
Swartland Local Municipality
(022) 487 9400
Mbizana Local Municipality
(039) 251 0230
Swellendam Local Municipality
(028) 514 8500
Mogalakwena Local Municipality
(015) 491 9600
Thaba Chweu Local Municipality
(013) 235 7300
Mogale City Local Municipality
(011) 951 2000
Thabo Mofutsanyana District Municipality
(058) 718 1089
Molemole Local Municipality
(015) 501 0243
Theewaterskloof Municipality
(028) 214 3300
Mookgophong Local Municipality
(014) 743 6600
Tokologo Local Municipality
(053) 541 0014
Moretele Local Municipality
(012) 716 1300
Tsantsabane Local Municipality
(053) 313 7300
Mossel Bay Local Municipality
(044) 606 5000
Tswaing Local Municipality
(053) 9489400
Msinga Local Municipality
(033) 493 0760
Tswelopele Local Municipality
(051) 853 1111
Msunduzi Local Municipality
(033) 392 3000
Ulundi Local Municipality
(035) 874 5100 (039) 976 1202
Naledi Local Municipality
(053) 928 2200
uMdoni Local Municipality
Nama Khoi Local Municipality
(027)718 8100
uMhlathuze Local Municipality
(035) 907 5000
Ndwedwe Local Municipality
(032) 532 5000
Umjindi Local Municipality
(013) 712 8800
Newcastle Local Municipality
(034) 328 7600
uMlalazi Local Municipality
(035) 473 3474
Umshwathi Local Municipality
(033) 816 6800
Top Performing 17 th Edition
137
LOCAL GOVERNMENT AGENCIES & BODIES City of Joburg Property Company (Pty) Ltd
(010) 219 9000
Coega Development Corporation (Pty) Ltd
(041) 403 0400
East London Industrial Development Zone (Pty) Ltd
(043) 702 8200
Johannesburg Development Agency (Pty) Ltd
(011) 688 7850
Johannesburg Roads Agency (Pty) Ltd
(011) 298 5000
Ugu South Coast Development Agency
(039) 682 3881
PROVINCIAL GOVERNMENT PROVINCIAL GOVERNMENT DEPARTMENTS
138
Top Performing 17 th Edition
Corporative Governance, Human Settlements and Traditional Affairs – Limpopo
(015) 294 2000
Department of Agriculture – Limpopo
(015) 294 3000
Department of Agriculture – Western Cape
(021) 808 5111
Department of Agriculture and Rural Development – Free State
(051) 861 8400
Department of Agriculture, Conservation, Environment and Rural Development – North West
(018) 389 5111
Department of Agriculture, Environmental Affairs and Rural Development – KwaZulu-Natal
(033) 355 9100
Department of Agriculture, Land Reform and Rural Development – Northern Cape
(014) 553 2137
Department of Agriculture, Rural Development and Land Administration (DARDLA) – Mpumalanga
(013) 766 6074
Department of Arts and Culture – KwaZulu-Natal
(033) 341 3600
Department of Community Safety – Western Cape
(021) 483 3911
Department of Community Safety and Liaison – KwaZulu-Natal
(033) 341 9300
Department of Community Safety, Security and Liaison – Mpumalanga
(013) 766 4062
Department of Cooperative Governance and Traditional Affairs
(033) 395 2831
Department of CoOperative Governance and Traditional Affairs – Mpumalanga
(013) 766 6087
INDEX
Department of CoOperative Governance, Human Settlement and Traditional Affairs – Northern Cape
(053) 830 9400
Department of Environmental Affairs and Nature Conservation – Northern Cape
(053) 807 7300
Department of CoOperative Governance, Traditional Affairs & Human Settlements – Free State
(051) 405 5719
Department of Finance – KwaZulu-Natal
(033) 897 4200
Department of Finance – Mpumalanga
(013) 766 4437
Department of Cultural Affairs and Sport – Western Cape
(021) 483 9502
Department of Finance – North West
(018) 388 3445
Department of Finance – Northern Cape
(053) 830 8200
Department of Culture, Arts and Traditional Affairs – North West
(018) 388 2809
Department of Health – Eastern Cape
(040) 608 1100
Department of Defence and Military Veterans
(080) 232 3244
Department of Health – Free State
(051) 408 1200
Department of Economic Development – Gauteng
(011) 355 8000
Department of Health – Gauteng
(011) 355 3235
Department: Economic Development and Tourism – Northern Cape
(053) 839 4000
Department of Health – KwaZulu-Natal
(033) 395 2111 (013) 766 3429
Department of Economic Development and Environmental Affairs – Eastern Cape
(043) 605 7000
Department of Health – Mpumalanga Department of Health – North West
(018) 388 2476
(013) 766 4554
Department of Health – Northern Cape
(053) 830 0500
Department of Economic Development and Tourism – Mpumalanga
Department of Health – Western Cape
(021) 483 5894
Department of Economic Development and Tourism – North West
(018) 387 7700
Department of Health and Social Development – Limpopo
(015) 293 6000
Department of Economic Development and Tourism – Western Cape
(021) 483 3840
Department of Housing – Eastern Cape
(043) 713 1221
Department of Economic Development, Environment and Tourism - Limpopo
(015) 293 8523
Department of Housing – Gauteng
(011) 355 4016 (033) 392 6400
Department of Economic Development, Tourism and Environmental Affairs – Free State
(051) 400 4904
Department of Human Settlement – KwaZuluNatal Department of Human Settlement – Mpumalanga
(013) 766 6088
Department of Education – Eastern Cape
(040) 608 4200
Department of Human Settlement – North West
(018) 388 3690
Department of Education – Free State
(051) 404 8411
(021) 483 9482
Department of Education – Gauteng
(011) 355 0000
Department of Human Settlement – Western Cape
(033) 846 5000
Department of Infrastructure Development – Gauteng
(011) 495 2635
Department of Education – KwaZulu-Natal Department of Education – Limpopo
(015) 290 7600
Department of Local Government – Western Cape
(021) 483 6484
Department of Education – Mpumalanga
(013) 766 5552
(051) 409 8849
Department of Education – North West
(018) 299 8100
Department of Police, Roads and Transport – Free State
(021) 467 2000
Department of Provincial Planning and Treasury – Eastern Cape
(040) 101 0000
Department of Education – Western Cape Department of Environment and Nature Conservation – Northern Cape
(053) 807 7300
Department of Public Safety – North West
(018) 381 9100 (015) 290 2900
Department of Environmental Affairs and Development Planning – Western Cape
(021) 483 4791
Department of Public Safety, Security and Liaison – Limpopo Department of Public Works – KwaZulu-Natal
(033) 355 5500
Top Performing 17 th Edition
139
Department of Public Works and Roads – North West
(018) 388 1454
Department of Public Works, Roads and Transport – Mpumalanga
(013) 766 6554
Department of Roads and Public Transport – Gauteng
(011) 355 7507
Department of Roads and Public Transport – Limpopo
(015) 295 1000
Department of Roads and Public Works – Eastern Cape
(080) 086 4951
Department of Roads and Public Works – Northern Cape
(053) 839 2100
Department of Rural Development and Agragrian Reform – Eastern Cape
(040) 602 4000
Department of Rural Development and Land Reform – Gauteng
(012) 312 8911
Department of Social Development – Eastern Cape
(043) 605 5000
Department of Social Development – Eastern Cape
(043) 605 5000
Department of Social Development – Free State
(051) 409 0555
Department of Social Development – KwaZuluNatal
(033) 264 5400
Department of Social Development – Mpumalanga
(013) 766 3111
Department of Social Development – Pretoria
(012) 312 7653
Department of Social Development – Western Cape
(021) 483 8991
Department of Social Services – Northern Cape
(053) 874 4832
Department of Sport and Recreation – KwaZuluNatal
(033) 897 9400
Department of Sport, Arts and Culture – Limpopo
(015) 284 4135
Department of Sport, Arts and Culture – Northern Cape
(053) 831 4152
Department of Sport, Arts, Culture and Recreation – Eastern Cape
(043) 604 4148
Department of Sport, Arts, Culture and Recreation – Free State
(051) 407 3500
Department of Tourism – Northern Cape
(053) 839 4000
Department of Transport – KwaZulu-Natal
(033) 355 8600
140
Top Performing 17 th Edition
Department of Transport and Safety – Eastern Cape
(043) 604 7400
Office of the Premier – Northern Cape
(053) 838 2600
Department of Transport and Public Works – Western Cape
(021) 483 2200
Office of the Premier – Western Cape
(021) 483 4705
Provincial Treasury – Mpumalanga
(013) 766 4564
Department of Transport, Safety and Liaison – Northern Cape
(053) 839 1702
Provincial Treasury – Eastern Cape
(040) 101 0186
Gauteng Department of Community Safety
(011) 689 3600
Provincial Treasury – Free State
(051) 405 4141
Department of Economic Development, Tourism and Environmental Affairs – KwaZulu-Natal
(033) 264 2500
Provincial Treasury – Gauteng
(011) 227 9000
Provincial Treasury – KwaZulu-Natal
(033) 846 6800
Local Development and Human Settlements – North West
(018) 388 4788
Provincial Treasury – Western Cape
(021) 483 3749
Office of the Premier – Eastern Cape
(040) 609 6301
Public Works and Rural Development – Free State
(015) 400 8700
Office of the Premier – Free State
(051) 405 5799
(053) 874 9160
Office of the Premier – Gauteng
(011) 355 6000
Social Services and Population Development – Northern Cape
(033) 341 3300
Sport, Arts and Culture – Northern Cape
(053) 831 4152
Office of the Premier – Kwazulu-Natal
Ugu South Coast Tourism
(039) 682 7944
Office of the Premier – Limpopo
(015) 287 6000
Office of the Premier – Mpumalanga
(013) 766 2027
Office of the Premier – North West
(018) 388 2448
PROVINCIAL GOVERNMENT AGENCIES Casidra SOC Ltd
(021) 863 5000
Eastern Cape Development Corporation
(043) 704 5600
Eastern Cape Gambling & Betting Board
(043) 702 8300
INDEX
Free State Development Corporation
(051) 400 0800
Free State Gambling, Liquor and Tourism Authority
(051) 404 0300
The Gauteng Growth & Development Agency (GGDA)
(011) 085 2321
Gauteng Enterprise Propellar (GEP)
NATIONAL GOVERNMENT NATIONAL GOVERNMENT DEPARTMENTS
National Library of South Africa
(012) 401 9700
National School of Government
(086) 100 8326
National Treasury
(012) 315 5111
Presidency Ministry for National Planning Commission
(012) 300 5200
South African Revenue Service (SARS)
(012) 422 4000
Sport and Recreation South Africa (SRSA)
(012) 304 5000
Statistics South Africa (Stats SA)
(012) 310 8911
Department of Agriculture, Forestry and Fisheries
(012) 319 6000
Department of Arts and Culture
(012) 441 3000
(011) 085 2001
Department of Basic Education
(012) 357 3000
Gauteng Gambling Board
(011) 581 4800 (031) 907 8911
Department of Communications
(012) 473 0000
Ithala Development Finance Corporation Limited
(012) 334 0600
Johannesburg City Parks
(011) 712 6600
Department of Cooperative Governance and Traditional Affairs
KwaZulu-Natal Gambling Board
(033) 345 2714
Department of Culture, Sport and Recreation
(013) 766 5078
NATIONAL GOVERNMENT AGENCIES
Limpopo Economic Development Agency (Limdev)
(015) 287 3000
(012) 355 6200
Agricultural Research Council (ARC)
(012) 427 9700
Department of Defence
(033) 264 2500
Brand South Africa
(011) 483 0122
(013) 755 6328
Department of Energy
(012) 406 7798
Commission for Conciliation, Mediation and Arbitration (CCMA)
(021) 469 0111
Mpumalanga Economic Growth Agency (MEGA)
Department of Economic Development, Tourism and Environmental Affairs
(012) 399 9000
Construction Industry Development Board (CIDB)
(012) 482 7200
Council for Geoscience
(012) 841 1911
Council for Medical Schemes
(012) 431 0500
Council for Scientific & Industrial Research (CSIR)
(012) 841 2911
North West Development Corporation
(014) 594 2570
Department of Environmental Affairs
North West Gambling Board
(018) 381 5305
Department of Health
(012) 395 8000 (012) 312 5911
Roads Agency Limpopo (Pty) Ltd
(015) 284 4600
Department of Higher Education and Training
(031) 368 9600
Department of Human Settlements
(012) 421 1311
Trade & Investment KwaZulu-Natal
(012) 444 3000
Trans Caledon Tunnel Authority (TCTA)
(012) 683 1200
Department of Mineral Resources
(012) 312 0000
(021) 480 7400
Export Credit Insurance Corporation of South Africa (SOC)
(012) 471 3800
Western Cape Gambling & Racing Board
Department of Performance Monitoring and Evaluation
Western Cape Investment and Trade Promotion Agency (WESGRO)
(021) 487 8600
Department of Public Enterprises
(012) 431 1000
Financial and Fiscal Commission
(011) 207 2300
Department of Public Service and Administration
(012) 336 1148
Financial Services Board (FSB)
(012) 428 8000
Freedom Park
(012) 336 4000
Department of Public Works
(012) 310 5454
Gauteng Partnership Fund
(011) 686 6600
Department of Rural Development and Land Reform
(012) 312 8911
Government Employees Pension Fund
(012) 319 1911
(012) 843 6300
Government Pensions Administration Agency
(012) 319 1911
Department of Science and Technology
(012 427 4000
Department of Tourism South Africa
(012) 444 6000
Independent Communications Authority of South Africa (ICASA)
(011) 566 3000
Department of State Security
(012) 845 2000
Department of Trade and Industry (The dti)
(012) 394 1568
Independent Development Trust
(012) 622 5700
Department of Water and Sanitation
(012) 441 2700
Independent Electoral Commission (IEC) iThemba LABS
(021) 843 1000
Department of Women and Child Development
(012) 359 0000
Land Claims Court (LCC)
(011) 781 2291
MINTEK
(011) 709 4111
Economic Development Department
(012) 394 3161
National Agricultural Marketing Council
(012) 341 1115
Government Communication and Information System (GCIS)
(012) 473 0000
National Council of Provinces (NCOP)
(021) 403 2911
Independent Complaints Directorate (ICD)
(012) 399 0000
National Development Agency (NDA)
(011) 018 5500
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Financial and Accounting Services Sector Education and Training Authority (FASSETT)
(086) 101 0001
Health and Welfare Sector Education and Training Authority (HWSETA)
(011) 607 6900
Insurance Sector Education & Training Authority (INSETA)
(011) 381 8900
Manufacturing, Engineering and Related Services Sector Education and Training Authority (MERSETA)
(010) 219 3000
Safety & Security, Sector Education and Training Authority (SASSETA)
(011) 087 5500
Services Sector Education and Training Authority (SERVICES SETA)
(011) 276 9600
South African Qualifications Authority (SAQA)
(012) 431 5000
Small Enterprise Finance Agency (SOC) Ltd
(012) 748 9600
Transport Education Training Authority (TETA)
(011) 577 7000
South African Astronomical Observatory (Pty) Ltd
(021) 447 0025
(012) 349 1510
(011) 305 8127
South African Bureau of Standards (SABS)
(012) 428 7911
Umalusi Council for Quality Assurance in General & Further Education & Training
(012) 401 4600
South African Forestry Company Ltd (Safcol)
(012) 436 6300
Commission for Gender Equality (CGE)
(011) 403 7182
National Energy Regulator of South Africa (NERSA)
(012) 369 8000
Public Protector South Africa
(011) 492 2807
National Film & Video Foundation
(011) 483 0880
South African Local Government Association (SALGA)
National Heritage Council of South Africa
(012) 348 1663
(021) 938 0911
South African Human Rights Commission (SAHRC)
(011) 877 3600
South African Medical Research Council
National Home Builders Registration Council (NHBRC)
(011) 317 0000
South African National Biodiversity Institute
(012) 843 5000 (012) 367 6000
National Housing Finance Corporation (NHFC)
(011) 644 9800
South African Weather Service (SAWS)
(012) 482 3000
National Youth Development Agency (NYDA)
(011) 651 7000
State Information Technology Agency (Pty) Ltd (SITA)
(012) 394 3200
Nuclear Energy Corporation of South Africa (SOC) Limited
(012) 305 4911
The Competition Commission of South Africa
(011) 256 3600
Pan South African Language Board (PANSALB)
(012) 341 9638
The New Partnership for Africa’s Development (NEPAD)
(012) 999 5200
Petroleum Agency SA (Pty) Ltd
(021) 938 3500
The Road Traffic Management Corporation
Productivity SA
(011) 848 5300
Public Service Commission
(012) 352 1000
Railway Safety Regulator
(012) 848 3000
Sasria SOC Ltd
(011) 214 0800
Small Enterprise Development Agency (SEDA)
(012) 441 1000
National Economic Development and Labour Council (NEDLAC)
(011) 328 4200
National Electronic Media Institute of South Africa (NEMISA)
(011) 484 0583
National Empowerment Fund
142
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CHAPTER 9 INSTITUTIONS
NON-GOVERNMENT ORGANISATIONS SECTION 21 SECTION 21 – FOUNDATIONS BHP Billiton Development Trust
(011) 376 9111
Vodacom Foundation
(011) 653 5000
SECTION 21 – COMPANIES & ORGANISATIONS
SETAS
Casino Association of South Africa
(011) 011 9032
Consumer Goods Council of South Africa (CGCSA)
(086) 124 2000
Engineering Council of South Africa (ECSA)
(011) 607 9500
Financial and Fiscal Commission
(011) 207 2300
Agricultural Sector Education Training Authority (AgriSETA)
(012) 301 5600
Banking Sector Education and Training Authority (BANKSETA)
(011) 805 9661
Independent Municipal & Allied Trade Union (IMATU)
(012) 460 6276
Culture, Sport, Tourism and Hospitality Sector Education and Training Authority (CsthSETA)
(011) 217 0600
National Urban Reconstruction & Housing Agency (NURCHA)
(011) 214 8700
INDEX
South African Property Owners Association (SAPOA)
(011) 883 0679
EDUCATION TERTIARY INSTITUTIONS UNIVERSITIES Durban University of Technology
(031) 373 2000
Monash South Africa
(011) 950 4060
Nelson Mandela University
(041) 504 2111
North-West University
(018) 299 4897
University of Cape Town (UCT)
(021) 650 9111
University of Cape Town Graduate School of Business
(021) 406 1911
University of Johannesburg
(011) 559 2911
University of KwaZuluNatal
(031) 260 1111
University of Limpopo
(015) 268 9111
University of Pretoria
(012) 420 4111
University of Rhodes
(046) 603 8111
University of South Africa (UNISA)
(012) 429 3111
University of Stellenbosch
(021) 808 9111
University of Witwatersrand
(011) 717 1000
GRADUATE SCHOOLS Gordon Institute of Business Science (GIBS)
(011) 771 4000
Graduate School of Business – University of Cape Town (GSB)
(021) 406 1922
Milpark Business School (Pty) Ltd
(021) 673 9100
Regent Business School
(031) 304 4626
UNISA Graduate School of Business Leadership (SBL)
(011) 652 0000
University of Stellenbosch Business School (USB)
(021) 918 4111
Wits Business School – University of the Witwatersrand
(011) 717 3544
COLLEGES Boland College
(021) 886 7111
Intec College South Africa
(021) 417 6700
International Colleges Group (Pty) Ltd (ICG)
(021) 417 6700
Management College of Southern Africa (MANCOSA)
(031) 300 7200
Richfield Graduate Institute of Technology
(031) 304 9340
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14 NOVEMBER 2019
B O O K YO U R S E AT N O W
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