Top Women 10th Edition

www.businesswomen.co.za

AWARDS AWARDS

CONTENTS TOP WOMEN 10 th EDITION

FOREMATTER 5 Top Women's Letter FOREWORDS 7 X olani Qubeka, Chief Executive Officer, Black Business Council

57

10

SUBSCRIBE

9 Kgosientso Ramakgopa, Executive Mayor, City of Tshwane

KEY SECTORS OVERVIEW & COMPANIES LISTING 16

Mining

20

Manufacturing & Construction

31

Engineering

38

Health

44

Technology

57

Services

87

Finance

97

Public Sector

119

Education

to South Africa’s no.1 B2B publications.

SIX PUBLICATIONS at R995!

Contact

30% off

Ingrid Johnstone on ingrid.johnstone@topco.co.za or 086 000 9590

Chief Executive Officer Ralf Fletcher Production Director Van Fletcher Top Women Awards Director Karla Fletcher Editor Wendy Viljoen Editorial Assistant Raisa Fisher

SPECIAL FEATURES 10 Embracing Gender Diversity by Brian Hayward

Contributors Brian Hayward Raina Julies Catherine Milward-Bridges

24 Bentley ‘Flying Spur’ Launch South Africa 2013 by Van Fletcher

Art Director Lesley-Ann van Schalkwyk

52 Coaching for Success by Raina Julies

National Sales Manager Judy Twaambo-Chileshe

85 Leveling the Playing Fields by Catherine Milward-Bridges 1 24 Top Women Awards 2013

INFORMATION

Project Manager Lee-Ann Arendse Senior Business Developers Babalwa Mkobeni Malcolm Mato Sarah Bowers Jeneveve Stroebel Reginald Motsoahae Lizel Jonker Faizal Stofberg Clay Tsapi Traffic Coordinator Naomi Arendse

144 Research Criteria

Research Manager Haley Fletcher

145 A–Z Listing of Featured Clients

Research Analysts Sheri Morgan Aisha Crombie Amirah Esau Sandra Bock Distribution and Subscriptions Ingrid Johnstone

1 0 T H A N N UA L TO P WO M E N AWA R D S

Printers SHUMANI Printers www.shumaniprinters.com

AWARDS th

10

1

Anniversary

2

3

Celebrating WOMEN IN BUSINESS & GOVERNMENT

1 NOKWANELE QONDE WASAA Gasses, Women-Owned Business Award

The 10th Anniversary of the Top Women Awards, brought to you by Kaya FM, is a collaborative platform dedicated to recognising outstanding leadership for organisations which have stepped up and shaped Women’s roles within the private and public sectors as well as recognising those individuals who have exemplified inspiration, vision, innovation and leadership and have played a significant role in their communities and the broader society.

2 NAADIYAH MOOSAJEE South African Women in Engineering (SAWomEng), NGO Award Sponsored

by KZN COGTA 3 NRITIKA SINGH Isilumko Staffing, The Most Innovative Gender Empowered Company Award Sponsored by City of Tshwane

The Awards categories reflect a comprehensive vision of the work of women in all spheres of public and private service, as showcased through the years in Top Women in Business and Government. This includes CEOs, executives and leaders in corporate South Africa, SMMEs, government departments and agencies, as well as entrepreneurs.

The 10th anniversary celebrations of the Top Women Awards, held on the 2nd of August at the Sandton Convention Centre, brought to you by Kaya FM and hosted by Topco Media, recognised a group of deserving women and organisations who have continually helped shape women’s roles within the private and public sectors.

Businesswomen & companies driving gender empowerment, shine at the annual Top Women Awards.

124

000

>

124

Top Media & Communications (Pty) Ltd T/A TOPCO Media Bree Street Studios, 17 New Church Street, 2nd Floor, Cape Town, 8001 PO Box 16476, Vlaeberg, 8018 Tel: +27 (0) 86 000 9590 Fax: +27 (0) 21 424 9411 Email: info@topco.co.za Website: www.topco.co.za Disclaimer All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the Prior written consent of Top Media & Communications (Pty) Ltd T/A TOPCO Media, Reg. No. 2011/105655/07.

While every care has been taken when compiling this publication, the publishers, editor and contributors accept no responsibility for any consequences arising from any errors or omissions. ISBN: 978-0-620-58912-3

PUBLISHER S LET T ER

Director's letter

CLOSING THE GENDER EQUITY GAP

Women make up 40% of the global workforce and in some countries, they are growing at double digits. Women, according to some of our most recent statistics, are represented as 3% of Fortune 500 CEO’s and less than 15% of corporate executives at top companies. In South Africa, we have maintained a steady rate of 28%, which makes us a highly competitive contributor of women in senior roles on the global scale.

For some, this may seem as a shortfall in closing the gap, but lets take a look back to 10 or 20 years ago. 28% is progress! Progress we need to recognize, if we don’t know where we came from and how we got here, then how are we able to accelerate?

For 10 years, I have had the privilege of just this - watching companies provide innovative solutions to closing the gender equality gap. Engaging with Top Women Awards (pg 125) winners and nominees as well as top engendered companies who have blown me away with their dedication, commitment and tenacity to co-create platforms for gender empowerment to succeed in this country. Qualities that, as a nation, we have in riches that can conquer our past and push the boundaries beyond the glass ceiling.

Year on year, Top Women in Business and Government is supported from the highest levels. Our local icons are rapidly being recognized as global leaders in gender equality.

The standard of inclusion in this publication only goes to show that we have become more aggressive in closing the gender equality gap. Now we commemorate the efforts of those who have made this their lifes work, and draw inspiration to continue to fast-track the growth of female leadership in South Africa.

I would like to personally thank our sponsors who have made Top Women in Business and Governemnt and the Top Women Awards possible. I would also like to congratulate Madam Phumzile Mlambo-Ngcuka, Keynote Address at the 10th Annual Top Women Awards, on her recent appointment as Executive Director of the United Nations Entity for Gender Equality and Empowerment of Women, just another milestone for us to celebrate as a nation!

Warm regards

Karla Fletcher Top Women Director Topco Media 5

SellDoneDeal.com.Innovative sales strategy and presentation solutions

PUBLISHER S LET T ER

Foreward WOMEN ARE IMPERATIVE TO THE CREATION OF BLACK INDUSTRIALISTS The role of women entrepreneurs in South Africa has become integral to the notion of economic transformation, since the advent of our new democracy. The adage that the role of women is in the kitchen has long been placed under the tombstone of history.

More and more women in our society have placed themselves at the centre of economic development, without any difficulty in traversing in the space hitherto a male dominated terrain.

The Black Business Council (BBC) has placed the issue of empowering women as an imperative and central to the creation of Black Industrialists. This notion is of paramount importance to BBC, to the extent that this portfolio has been placed at the office of BBC's President and BBC's efforts to propel women empowerment programmes, would now be coordinated within that office.

The Department of Trade and Industry (the dti) recently launched the revised Codes of Good Practice on Broad-Based Black Economic Empowerment and the essence of the new Codes places emphasis on strengthening compliance with black women ownership provisions within key elements of the Codes. This would further strengthen BBC’s drive to create black industrialists to include a significant participation by women.

BBC is in discussion with Passanger Rail Agency of South Africa (PRASA) regarding the ring-fencing opportunities to BBC women-owned companies, including women cooperatives.

We commend the Top Women in Business and Government as a publication dedicated to extol women related issues and topics, and further contribute towards the total emancipation of women in all spheres of our society.

The strengthening of the role of women in business and in government would infuse the necessary energy to integrate man and women as equal partners to catapult South Africa alongside leading industrialised countries of the world.

Xolani Qubeka Chief Executive Officer Black Business Council 7

HKLM5458

At UJ we understand that the best research is like gold – pure, valuable and somewhat rare. And we understand that, like gold, to extract and refine even a relatively small amount requires a lot of patience, work and time, and more than anything, all the right facilities and equipment. And that’s why our postgraduate students flourish – because while they’re working on the true quality of what they do, we’re working to make sure they have all the opportunity they need to succeed. It stands to reason.

Find out more about our fields of postgraduate study at www.uj.ac.za/postgrad

Untitled-4 1

2013/10/11 1:43 PM

PUBLISHER S LET T ER

Foreward

REMAKING OF THE CAPITAL CITY The recently launched long-term growth and development strategy dubbed Tshwane Vision 2055 provides a useful framework for shaping a liveable, resilient and inclusive space where Tshwane citizens enjoy a high quality of life; have access to social, economic and enhanced political freedoms and where they are partners in the development of the African Capital City of excellence.

Through this vision, we envisage that by 2055 our city should be a sparkling new experience. We also recognise that central to the successful attainment of Tshwane Vision 2055; our communities, particularly women and the youth, are key agents of change and transformation as defined in the Freedom Charter and the country’s Constitution.

The City of Tshwane recognises the value of gender empowerment and the role of women as architects of a thriving country. Women have transformed themselves into wheels of steel and courage; instruments of growth and development and givers of life and hope.

It is for this reason that we have taken a deliberate pronouncement to elevate women to a deserving status. This is evident in our approach to represent women in the mayoral committee cluster. The increasing number of women in top management positions and the involvement of co-operatives, largely made up of women, are important stakeholders in the smooth running of the city.

We, therefore, pledge our support for the Top Women in Business and Government, because through this publication we continuously celebrate and recognise brilliance in gender empowerment in South Africa. Now in its 10th year, the publication is still the most relevant and intricat source of information and support for our women and companies that are driving transformation.

Transformation is not about the numbers, but about equipping the women of the city to embrace their role and contribute meaningfully towards their environment and in the lives of fellow community members.

In closing, I would like to add that we are committed to enhancing the quality of lives of Tshwane residents and push with the transformation agenda for the sake of our democracy and equity. We remain firm in our belief that it is only through dedication to the fine traditions of excellence, diligence, meticulousness and precision that we stand a chance of navigating any turbulence that may arise.

The launch of Tshwane Vision 2055 is a major milestone for the capital city and we trust that it will be welcomed by all and the vision for a better city will be embraced. Lastly, I would like to emphasise; you are a person through, and with, other people. Act humanely towards other people at all times.

The Tshwane Vision 2055 process was inspired by the clarion call of the Freedom Charter: The people shall govern.

The journey to the future begins now! Forward with Tshwane Vision 2055!

Forward to the next 10 years of Top Women!

Cllr Kgosientso Ramakgopa Executive Mayor City of Tshwane 9

S P E CI AL F EAT URE

EMBRACING GENDER DIVERSITY Why government is changing the rules

BY BRIAN HAYWARD 10

EMBRACING G ENDER DIV ER S IT Y

“All our eggs seem to be in the empowerment basket. If you don’t address the structural and institutionalised inequality and discrimination, you will never see transformation in the workplace.”

Almost two decades have passed since racial barriers in South Africa were torn down as the country held its first democratic elections – a triumph, many thought, which would pave the way for other disenfranchised groups to become empowered.

Yet women in South Africa continue to be subjugated in a society which is fiercely patriarchal – a primary reason for the failure of government gender empowerment initiatives and why women are still struggling to climb the corporate ladder, say academics and researchers.

The findings of various reports and the blatant lack of the advancement of women in the workplace is likely why government is aiming to toughen its stance on gender empowerment with its Women Empowerment and Gender Equality Bill, which will soon be presented in Parliament.

The bill proposes that government departments and companies be forced to fill a minimum of 50% of all senior and top management positions with women. The new legislation would also allow the state to fine and/or imprison executive heads who contravened the law.

According to the commissioner with the Commission for Gender Equality, Janine Hicks, the blame lies with the apathetic approach to the advancement of women in the workplace by big businesses, as well as government.

“There are two very separate issues requiring a different response: 11

the empowerment of women on the one hand and gender equality on the other.

With gender quality in the workplace, we need to look at where there are not equal opportunities; where we are failing to be fair in our recruitment; what obstacles there are for women in the workplace; and what measures we need to put in place institutionally to eradicate barriers to women’s advancement in the workplace,” says Hicks.

“We are not seeing proper policies and a whole lot of that is around attitude, stereotypes and ineffective policies; not making transformation the responsibility of management.” Women would be equal in the workplace if only they were trained and empowered adequately, she says.

“All our eggs seem to be in the empowerment basket, as if that is the only problem. If you don’t address the structural and institutionalised inequality and discrimination, you will never see transformation in the workplace.”

What needed to be addressed were the attitudes and stereotypes of senior management, and ineffective policies.

“This is not a junior HR officer reporting function. It should be dealt with by senior management. It requires mind-set changes and bold moves. Women need access to serious business coaching and proper training.” A different approach was needed for women to properly advance their careers while also balancing other important roles, such as motherhood.

“We shouldn’t be putting women in positions where they are forced to compromise on either motherhood or a professional career. We have seen wonderful innovations from groups, like Unilever, which allow for an innovative and flexible approach to women in the workplace, issuing laptops and allowing them to work from home with flexible working hours. We must deviate from the approach which only envisages women working from behind a desk.”

Hicks says the bill, which is being revised, is needed. “The bill does speak to some of the structural inequalities. When you start applying that legislation [requiring, among other things, that half of all senior management posts be filled by women] to trade unions, political parties and boardrooms, you’re looking at a revolution.

>

S P E CI AL F EAT URE

South African artist, Mary Sibande, continues to explore the construction of identity in a postcolonial South African context. She critiques stereotypical depictions of women, particularly those of black women.

“When the Gender Equity Bill is enacted it will have a major impact on businesses, especially those that are not currently embracing gender diversity.”

“Similar legislation was introduced in the Nordic countries and there was a huge fuss at first, but there has been great transformation. Companies which have addressed and implemented diversity well have outperformed their peers, because they understand good governance and manage to leverage their diversity, which is a cutting edge business intervention. So, there is a business case for it, as well as a Constitutional case for it,” Hicks said.

“It has come to the point where government has to wield a big stick.”

Eastern Cape human rights activist and Development Studies academic, Dr Janet Cherry, says that “in a deeply patriarchal society such as ours, women are profoundly disempowered and do ‘need empowerment’.

Black people are also disempowered in certain respects, hence the need for BEE policies.”

“Anecdotally, in big corporations, there are few women in top management and technical positions. Women are accommodated in certain types of positions, such as marketing, 12

accounts, PR and project management. I am also aware that at large institutions, such as universities, a similar pattern holds, with men holding most of the top management positions, and women doing most of the teaching, marking and administration,” says Cherry.

It was time though, to introduce a new way of levelling the playing field, she said.

Fellow Eastern Cape academic, Piet Naudé, Nelson Mandela Metropolitan University deputy vice-chancellor and Professor of Ethics, describes an “invisible culture [which] acts as the default norm in all spheres of society and underlies our gender en-culturalisation processes: girls are ‘emotional’ and ‘caring’ and should therefore choose certain subjects at school and careers like teaching, nursing, social work and secretaries. Boys are ‘rational’ and ‘leaders’ and should be placed in careers of power and public influence.”

“Unfortunately, what happens is that culture, religion, education and business

EMBRACING G ENDER DIV ER S IT Y

form a formidable combination of forces that seriously inhibit the advancement of women.

There is also the factor of choice. Some professional women may decide by free choice to give up careers and become full-time parents, but for most women in South Africa that is a choice of luxury afforded to a small minority,” says Naudé.

The most recent South African Human Rights Commission Equality Report is scathing of tepid government gender empowerment interventions.

“Despite the promulgation of the Employment Equity Act in 1998 as the key legal instrument promoting gender equality in the workplace, and the existence of other equally important legislative instruments aimed at promoting equality and fair treatment in other areas of economic, political, social and cultural rights, women continue to face intense discrimination and unfair treatment in many areas of life, particularly in the workplace,” the report reads.

“In fact, there is significant evidence suggesting that gender discrimination and unfair treatment of women in general, and in the workplace in particular, continues unabated. This implies clear, deep-seated and systemic barriers towards the advancement of the interests of women, not only in the application of existing laws, policies and codes of good practice, but also in terms of the efficacy of the NGM [National Policy Framework for Women’s Empowerment and Gender Equality, 2000] in promoting gender equality and ensuring monitoring of the process of gender transformation.”

The findings underscore the failure of legislated gender empowerment initiatives, stating that research work conducted by the Commission for Gender Equality suggests that there is still much to be done in the public and private sectors to advance the course of gender transformation in the workplace.

Other findings by various NGOs revealed that gender transformation in the workplace is not receiving the recognition and response required.

“It is clear that the key challenge in advancing gender equality and fair treatment is not the lack of relevant laws. It would appear that the challenge is the lack of effective implementation of existing laws and the lack of effective monitoring and application of appropriate sanctions in cases of poor compliance or the complete lack thereof.”

One thing is certain, any new legislation aimed at empowering women in the workplace will need a consistent and dedicated government to see it through.

“One thing is certain, any new legislation aimed at empowering women in the workplace will need a consistent and dedicated government to see it through.”

Gender Equity Amendment Bill The Department of Women, Children and People with Disabilities, presented the Commission for Gender Equality Amendment Bill 2012 to the Select Committee on Women, Children and People with Disabilities on 19 June 2013. The Bill sought to amend the provisions of the Commission on Gender Equality Act 39 of 1996 (the Act). The proposed amendments to the Act were mainly technical in nature, and necessary in order to effect some corrections on the technical part of the Act. It did not border on the composition, powers and functionality of the Commission for Gender Equality.

The Bill also sought to give effect to the recommendations of the ad hoc Committee on the Commission for Gender Equality Forensic Investigation, as well as to align the Act with the Constitution of the Republic of South Africa.

The Department expanded on the 13

provisions of the Bill, setting out its details.

The Bill, among others, substituted the Preamble of the Act to reflect the provisions of the Constitution, while it also amended the definition of ‘Commission’ to mean the Commission for Gender Equality established by section 181 of the Constitution.

The Bill amended the definition of ‘Minister’ to mean the Minister responsible for Women, Children and People with Disabilities, replacing Minister of Justice.

The Bill further amended section 3(2) of the Act, through the substitutions of subsections (a), (b), and (c), thus empowering the National Assembly to nominate, approve and recommend members of the Commission.

The Bill also deleted section 3(3) of the Act; section 3(5) was substituted to reflect the grounds by which any member of the Commission can be removed from office, as well as procedures to be taken to effect the person’s removal; while section 9 of the Act was also amended to align with the Public Finance Management Act No.1 of 1999.

The Department was advised by the State Law Advisers not to refer the Bill to the National House of Traditional Leaders, because the Bill did not contain provisions pertaining to customary law or customs of traditional communities. The Bill had also been presented to the Portfolio Committee for Women, Children and People with Disabilities, and public hearings on the Bill had been held by the Portfolio Committee.

The Committee expressed satisfaction with the contents and/or provisions of the Bill, with the exception of clause 3(d) of the Bill, which deleted section 3(3) of the Act. Section 3(3) of the Act made provision for the involvement of civil society in the nomination of members of the Commission and aligned with section 193(6) of the Constitution in recommending public participation in the Commission’s membership nomination. The Committee adopted the Bill in principle, but emphasised that it must afford the NCOP and civil society the opportunity to be involved in the recommendation process for membership of the Commission.

>

S P E CI AL F EAT URE

CHANGES TO THE GENDER EQUITY BILL When the Gender Equity Bill is enacted it will have a major impact on businesses, especially those that are not currently embracing gender diversity. The bill calls for 50% gender representation on all decision-making structures.

On 9 August 1956 these brave women were marching in protest against the pass laws that proposed even further restrictions on the movements of women.

1T HE BILL CURRENTLY APPLIES TO ALL CORPORATES AND REQUIRES: All persons must within their ambit of responsibilities, develop integrated strategies, frameworks, programmes, plans, activities and budgets which are intended to empower women and to enable women to gain power and control over decisions and resources that determine the quality of their lives in a sustainable manner.

2A LL PERSONS MUST TAKE MEASURES TO ELIMINATE DISCRIMINATION AGAINST WOMEN POLITICALLY, SOCIALLY AND ECONOMICALLY BY: • Changing the conditions and circumstances which hinder the achievement of sustainable,

“Establishing appropriate and relevant measures designed to recognise and support the reproductive, productive, family and community roles of women in various sectors of life.” substantive gender equality; • Implementing

gender mainstreaming in all strategies, policies, programmes and budgets to empower and benefit women; • Ensuring reasonable accommodation of the needs and interests of women; • Establishing appropriate and relevant measures designed to recognise and support the reproductive, productive, family and community roles of women in various sectors of life; 14

• I mplement gender equality policies and strategies within their mandate through — • Setting targets to improve compliance with such policies and strategies; • Auditing factors that cause and contribute to non-compliance with such policies and strategies; • Encouraging and rewarding compliance with such policies and strategies; • Sanctioning non-compliance with such policies and strategies; and

EMBRACING G ENDER DIV ER S IT Y

• I mplementing appropriate corrective measures that may be required to improve and achieve compliance with such policies and strategies.

3A LL PERSONS MUST IMPLEMENT SPECIAL MEASURES BY: • Developing policies and programmes or taking steps designed to protect and advance women who have been disadvantaged by unfair discrimination.

• Ensuring and promoting equal opportunities, real choices and positive outcomes for women.

• And actively seek to — • Eliminate gender discrimination; • Empower women; • Afford women equal representation and participation in all sectors.

6 I MPLEMENTING CORRECTIVE MEASURES TO: • Prevent or alleviate actual and potential prejudice on the basis of gender.

• Contemporaneously reduce existing disparities between women and men.

• Implementing gender budgeting; • With the ultimate goal to achieve substantive gender equality.

4S PECIAL MEASURES INCLUDE: • Ring-fencing of budgets by all entities for women’s empowerment.

• Initiatives that will promote the rights and benefits of women and achieve the requisite conditions for women empowerment in the workplace as required in this Act or in applicable legislation.

7 ALL PERSONS MUST: • Empower women to participate fully across all sectors and on all levels of economic activity.

• Promote women’s access to economic and educational opportunities and productive resources.

• Empower women to take control and ownership of economic production processes.

• Recognise and support the economic value of the reproductive, productive, family and community roles of women in various aspects of life.

• Subject to the availability of resources, no person may establish or apply a policy, take a decision or fail to take a decision of an economic nature which adversely affects, discriminates against women or has the effect of limiting or restricting the economic participation, wellbeing or any other right of women.

5A LL PERSONS MUST ADOPT AND IMPLEMENT GENDER MAINSTREAMING WHICH INCLUDES: • The integration of gender considerations into all mainstream structures, systems and processes.

• Preceding all organisational decisions and activities with a gender equality analysis.

• Assessing the implications of any planned measures including policies, programmes and budgets, in all areas and at all levels, on the right to gender equality.

8D ESPITE ANY OTHER LAW, PERSONS MUST, WITHIN THEIR AMBIT OF RESPONSIBILITIES, DEVELOP MEASURES FOR THE PROGRESSIVE REALISATION OF 50 PERCENT REPRESENTATION AND MEANINGFUL PARTICIPATION OF WOMEN IN DECISIONMAKING STRUCTURES, WHICH MUST INCLUDE: • Setting targets for such representation and participation; • Building women’s capacity to participate.

15

•E nhancing the understanding and attitudes of men to accept the capabilities and participation of women as their equals; and • Developing support mechanisms for women.

No person may willfully or unlawfully participate in, or perpetuate, a practice of dominance over women that infringes, or is likely to infringe the fundamental rights of women, or have a substantial adverse effect on their well-being. The Bill allows for fines and/or imprisonment for those who contravine the Act.

“It is clear that the key challenge in advancing gender equality and fair treatment is not the lack of relevant laws. It would appear that the challenge is the lack of effective implementation of existing laws and the lack of effective monitoring and application of appropriate sanctions.”

Sources: • www.30percentclub.org.za/governance/draft-wege-bill • www.pmg.org.za/report/20130619-commission-forgender-equality-amendment-bill-briefing-department-womenchildren-and-people-disabilities

M I NI N G SEC TOR

WOMAN UNDERGROUND Women are finally being more acknowledged in the Mining Sector.

The driving force

behind the history and development of Africa’s most advanced and wealthiest economy is the Mining Sector. The country is well-off in its mineral riches, but the numbers which showcase women within the sector is still deprived.

The highest level of female representation of the Mining Sector is on company boards, according to recent reports. There is a strong correspondence between financial performance and the participation of women on executive boards.

Historically, women were not encouraged into the Mining Sector. Currently, there are few women on boards aged between 50 and 65. Women who are aged between 40 and 50 are only reaching executive levels now. The discouragement of women in the Mining Sector should be placed as a liability for the legislation. However, in South Africa, legal barriers prevented women from working underground due to the South African Minerals Act of 1991.

The challenges of having women in the Mining Sector date back to an era where older employees were resistant to even set up suitable toilets or change rooms - should women need the facilities underground. Protective gear for miners only consisted of a one piece jump suit overall, which was not considered as

“There is a strong correspondence between financial performance and the participation of women on executive boards.� female-friendly. Inappropriate housing also played a role for women and their families, as there was not enough space for childcare and household duties to be deliberated.

Menstrual cycles of women were even noted as negatively appealing, due to the fact that high temperatures could easily cause discomfort through this course. Now, these are a matter of absurdity.

At the beginning of 2013, Secretary-General, Gwede Mantashe, announced that if mining companies misrepresent their intentions, they are eligible to have their licences revoked.

Mining has not yet met its full potential, having faced spells of policy uncertainty. This occurred after the reviewing of mining taxation and the possible introduction of a carbon tax.

In South Africa, and most recently in 16

Australia, policies regarding gender equality have been introduced. It applies to companies that are incorporated and operated in and/or are publicly traded in their jurisdictions.

Laws, rules and regulations encourage and require that companies guarantee and hasten the sustainable participation of women in the economy. Broad Based Black Economic Empowerment Act (B-BBEE) Codes of Good Practice in South Africa qualifies small South African enterprises and all medium to large enterprises to have greater representation of their board and senior management positions, especially those held by persons who are previously disadvantaged - women included.

There are also several programmes that are supporting female ownerships at companies.

The Gender and Women Empowerment Unit and the Mining Charter are hoping to transfer 26 percent of the ownership of the mining industry to previously disadvantaged individuals, which include women, by 2014.

The Mining Sector must identify and address the issue which prevents or restricts the development of women in a sector, such as mining, in order to reach senior management and board positions. Investing in recruitment possibilities and career development across the gender line is essential. This will all add value to the necessity of women in the Mining Sector over a long-term progression.

M IN IN G

SECTOR OV ERV IEW

“The Mining Sector must identify and address the issue which prevents or restricts the development of women in a sector, such as mining, in order to reach senior management and board positions.”

Top Women in Mining

SUSAN SHABANGU Minister of Mineral Resources, South African Government 1980 saw the beginning of Minister Susan Shabangu’s political career, three years after attending Madibane High School in Soweto.

Her passion for the mining industry is urging many students to be a part of the sector’s future success; guaranteeing it as a suitable career choice.

Source: GCIS, News24

BRIDGETTE RADEBA Founder, Executive Chairperson and CEO, Mmakau Mining (Pty) Ltd Labelled as a primary entrepreneur and heroic woman, Bridgette has pioneered a relevant change within the Mining Sector. Her reputation as the first black mining entrepreneur won the International Businessperson Award from the Global Foundation for Democracy for alleviating poverty in 2008.

MELODY KWEBA President and Chairperson, South African Women in Mining Association Melody Kweba is the personification of a South African business woman. Her experience has led her into many ventures, in and out of the mining industry. Being the National Chairperson of SAWIMA allows Kweba to promote and facilitate women within the Mining Sector.

Source: SAWiMA

Source: IWFSA, Hub Pages

> 17

s e cto r o v e r v i e w

M ININ G

M ININ G

MINING STATIsTICs • 2 1.05% of women are sitting on the boards of South Africa’s top 100 listing mining companies.

• C ollective, women occupy 8% of all board seats in the Top 100 mining companies with only four female executive directors in this group.

• Only 16 of the Top 100 mining companies and less than 8% of the Top 101 – 500 mining companies have more than one female director.

• F or every two women directors, there are three women in executive management.

• S outh Africa has the world’s largest producer of chrome, manganese, platinum, vanadium and vermiculite.

Source: South Africa Good News and Wikipedia

Phuti Mahanyele Chief Executive Officer, Shanduka Group Phuti Mahanyele was nominated as one of the 2008 Wall Street Journal’s Top 50 Women in the World to Watch. Cyril Ramaphosa has sparked the biggest influence in Phuti’s life. Her philosophy is ‘the least every single person can do is to make sure that they are using their skills to make a significant contribution to society’.

Source: Mining Weekly

Claire McMaster Chairperson, Women in Mining South Africa (WIMSA) Since the beginning of her career, Claire McMaster has played a key role in the mining industry. WIMSA, a volunteer not-for-profit organisation, is now her home away from home.

Here, she has managed to build systems that are impactful, along with advancing the skills and number of women in South Africa’s Mining Sector.

Khanyi Ntsaluba Financial Director, Mvelaphanda Resources Working with finances came as a second nature to Khanyi Ntsaluba. She has surpassed the uphill battle of hard work, placing her as Financial Director at Mvelaphanda Resources Ltd. Khanyi is the author of Defining Moments, discussing her experiences as a black executive in South Africa, and offering mentorship.

Source: Who’s Who Southern Africa, Mail & Guardian

Source: Joburg Indaba,

Pamela Segona Director, South African Mining Development Association (SAMDA) Pamela Segona, a young business woman, offers a variety of assistance to different industries. Her expertise has her involved in mining machinery supply, as well as the Mining Sector in Zambia.

Beyond her business management and marketing qualification, Pamela aspires to uplift black women in South Africa.

Source: SAMDA

SAWiMSA

18

Sabine Anderson Director, Severin Mining and Development Growing up with a mining family has resulted in Sabine Anderson having 20 years of experience in the industry. Sabine targets her mother as a major influence for choosing her career path, which now extends as a mining consultant in the United Kingdom.

Source: Mining-Technology

M IN IN G

MINING

“There is a strong correspondence between financial performance and the participation of women on executive boards.”

KHANYISILE KWEYAMA Vice President, Chamber of Mines of South Africa Khanyisile Kweyama has studied in the United States, and graduated with a Master’s Degree in Management from Wits Business School.

Her experience with the Consultative Business Movement and a business representative on the Commission for Employment Equity has built strong relationships with business leaders and politicians in South Africa.

FRANCINE-ANNE DU PLESSIS Independent Non-Executive Director/Palabora Mining Company Limited The experience that Francine-Anne Du Plessis has gained as a Director is voluminous. Besides being a part of the Palabora Mining Company board, she has also paid tribute to companies such as SAA (Pty) Ltd, KWV Limited, Sanlam Limited and Naspers Limited – all in which she has served successfully.

Source: Chamber of Mines of South Africa

Source: Who’s Who South Africa and The Official Board.

COAL • Coal of Africa Limited • Keaton Energy Holdings Limited • Motjoli Resources (Pty) Ltd • Xstrata Coal South Africa (Pty) Ltd • Wescoal PG 64

GOLD MINING • AngloGold Ashanti Limited • DRD Gold Limited • Gold Fields Limited • Rand Refinery Limited

PLATINUM • Anglo Platinum Limited • Aquarius Platinum South Africa (Pty) Ltd • Eastern Platinum Limited • Impala Platinum Holdings Limited

DIAMOND • Alexkor Limited • Ekapa Mining (Pty) Ltd • Trans Hex Group Limted

OTHER MINERAL EXTRACTORS & MINES • Ascent Mining Services cc • Aveng Manufacturing • Cape Precious Metals (Pty) Ltd • Foskor (Pty) Ltd • KMG Steel Services Centres (Pty) Ltd • Kumba Iron Ore • Merafe Resources Limited • Metorex Limited • Mmakau Mining (Pty) Ltd • Palabora Mining Company Limited • Richards Bay Minerals • Sallies Limited GENERAL MINING • African Rainbow Minerals Limited • Anglo American South Africa Limited • Aveng Moolmans (Pty) Ltd • BHP Billiton South Africa (Pty) Ltd • Exxaro Resources Limited • Petmin Limited • Siyanda Resources (Pty) Ltd

OIL & GAS OIL GAS - SERVICES • Orbichem Petrochemicals (Pty) Ltd

19

SECTOR OV ERV IEW

OIL GAS - INTEGRATED • Afric Oil (Pty) Ltd • BP Southern Africa (Pty) Ltd • C & N Petroleum Equipment (Pty) Ltd • Calulo Investments (Pty) Ltd • Central Energy Fund (Pty) Ltd (CEF) • Chevron South Africa (Pty) Ltd • Econ Oil & Energy (Pty) Ltd • Engen Petroleum Limited • KZN Oils (Pty) Ltd • PetroSA • Shell South Africa (Pty) Ltd • Total South Africa (Pty) Ltd • Transnet Pipelines a division of Transnet Limited • Women of Africa Fuels & Oils

CHEMICALS CHEMICALS COMMODITIES • Air Products South Africa (Pty) Ltd • Easigas (Pty) Ltd • Fluor South Africa (Pty) Ltd • Freeworld Coatings Ltd • ICI Dulux (Pty) Ltd

CHEMICALS ADVANCED MATERIALS • Arch Chemicals (Pty) Ltd

CHEMICALS - SPECIALITY PG 118 • Able Construction Chemicals (Pty) Ltd • AECI Limited • African oxide Limited t/a • Afrox Limited • Agro-Serve (Pty) Ltd t/a Efekto • Buckman Laboratories (Pty) Ltd • Dow Southern Africa (Pty) Ltd • Kaya Gas (Pty) Ltd • Sasol Limited

M A N UFAC T U RI N G & CONSTRUCTION SECTOR

MASS PRODUCTION South Africa has an established and

M A NU FAC T U RI N G

diversified manufacturing base. This sector assists with the development of other activities, such as services and achieving specific outcomes, employment creation and economic empowerment. All in all, it aims to accelerate the country’s growth and development.

1994 saw the Manufacturing Sector grow on its ambition. Six major industry sectors follow under manufacturing – Agriculture and Agriprocessing; Automative; Chemicals; Information and Communications Technology (ICT) and Electronics; Mining and Metallurgy; and Textiles and Clothing.

Challenges have come and gone. Industrial action has inflicted on South Africa’s economy, with recent strikes costing the sector a total of R20 billion and slashing exports by 75 percent.

The progress in transforming some of South Africa’s work places is too slow, lacking the need to commit to the initial vision. With the sector growing at a rapid pace – more than estimated in July 2013, there has been a decline in the rand, heightening revenue for exporters.

Now, initiatives have had to find alternatives to benefit the expansion of the Manufacturing Sector. Gauteng Enterprise Propeller (GEP) is a government agency, which allocated TASA Gauteng a three year contract to launch a tooling cluster enterprise. This aids the furthering of localisation in the tool-making sector, in support of packaging and automotive manufacturing industries in South Africa – increasing global competitiveness.

Flowcrete has introduced a range of green manufacturing initiatives, setting a new benchmark for environmental standards. The company has taken on a more simple approach with a dependable policy of environmental, health and safety training.

Finance Minister, Pravin Gordhan, has announced the evolving of several initiatives and proposals which will lift job creation, increase funding for small businesses, skills improvement, plus rural development and industrial support. R9 million has been dedicated towards co-financing the innovative public and private sectors employment projects. R20 billion in tax incentives were renewed for manufacturing investments, which linked specifically to job creation.

Even small enterprise development initiatives will be looked after by the National Youth Development Agency to focus on employment creation activities.

BREAKING BARRIERS The Construction Sector is at a national advantage. However, more empowerment opportunities are needed for women. There has certainly been an enormous transformation across various industries regarding female employment and empowerment. Nonetheless, the Construction Sector is still fundamentally male-dominated.

Investing in women for the Construction Sector can result in long-term and positive ripple effects across the socio-economic spectrum. Women invest their income in the health and education of their families, and these result in a stronger footing for a high-levelled socio-economic platform.

Unfortunately, women are constantly second-guessed and ignored within the group dynamics of the Construction Sector.

Challenges, over the years, have included a lack of training and technical experience, as well as the shortage of opportunities to enable

the preservation of their own businesses or individual positions.

Government is playing a key role in opening doors for women. Credit is due to Broad-Based Black Economic Empowerment (B-BBEE) and other racial and gender promoting equality initiatives. However, integration and the development of women must become a priority. South Africa is on the lookout for economic growth and socioeconomic transformation. By incorporating women into the Construction Sector and harnessing their potential will conclude as the perfect answer. Ultimately, if women achieve the duties in this specific industry, everyone benefits.

Employment should be primarily based on the ability to add value. Gender or ethnicity should not matter. Ideally, presentation is a key asset. Women do not have to look like a man in a male-dominated industry. Instead, be sensible 20

CONS T RUCT ION

and practical, while focusing on getting the job done. Listen more and speak less when it comes to learning about the Construction Sector. Women are told to work twice as hard before male counterparts take them seriously.

There has been growth in the Construction Sector over the past five years, but the parity in remuneration is still lagging. Gender equality awareness starts in the household.

Parents should take a stand in teaching their children differently, avoiding any sort of future misunderstandings.

It is important for women to absorb as much information as possible, once they are in the Construction Sector. When the opportunity arises, women should speak to their authority to gain more insight.

Women are part of South Africa’s future.

This is all evident when given the opportunity to spotlight their potential.impact on an expansion goal.

IINND DEEX X / CTOP OM 1PA 0 NI WOM E S IENN/MCOM A NUFAC PAN TU RIN IN TU PGURIN & BLIC CG ON S SEC TRU RVIC TIO ( GN OVE RN NT) OV ERV IEW M ANIE USFAC & O NCSETRU C TIO N M ESECTOR CO NS T RUC T I ON BUILDING & CONSTRUCTION MATERIALS BUILDERS MERCHANTS • KLM International Supplies cc • Cashbuild Ltd

BUILDING & CONSTRUCTION MATERIALS • Aburec Fencing • African Brick Centre Limited • Afrimat Limited • Afrisam SA (Pty) Ltd • Amabamba Fencing (Pty) Ltd • Atlas Copco (SA) (Pty) Ltd • Austro Group Limited • Cobra Watertech (Pty) Ltd • Corobrick (Pty) ltd • Distribution and Warehousing Network Ltd • DPI Plastics (Pty) Ltd • Lafarge Industries South Africa (Pty) Ltd • Malaka Supplies cc • Massbuild (Pty) Ltd t/a Builders Warehouse, Builders Express, Builders Trade Depot • Pretoria Portland Cement Ltd (PPC) • Saint Gobain SA (pty) Ltd • Salberg Concrete Products (Pty) Ltd • Sephaku Cement (Pty) Ltd • Wahl Industries (Pty) Ltd

HOUSE BUILDING • Mathote Modula Building Systems (Pty) Ltd • Uvuko Civils Maintenance & Construction cc

HEAVY CONSTRUCTION • Abakhisi SA (Pty) Ltd • Actus Integrated Management (Pty) Ltd • AEL Mining Services • African National Cranes cc • Aster International South Africa (Pty) Ltd • B & W Instumental and Electrical Limited • Basil Read Holdings Limited • Boitshoko Road Surfacing cc • Bombela Concession Company (Pty) Ltd • Boshard Construction (Pty) Ltd • C & R Contractors KwaZulu cc • CC George Properties (Pty) Ltd • Concor Holdings (Pty) Ltd • Cosira Group • Criterion Equipment (Pty) Ltd • Edwin Construction (Pty) Ltd • ELB Group Limited • Fikile Construction (Pty) Ltd • G4 Civils (Pty) Ltd • Grinaker - LTA • Group Five Limited • Imbani Projects (Pty) Ltd • Kwagga Holdings (Pty) Ltd

• Lesedi Nuclear Services (Pty) Ltd • Motheo Construction Group (Pty) Ltd • Murray & Roberts Holdings Limited • Nolitha (Pty) Ltd • Protech Khuthele Holdings Limited • Ruwacon (Pty) Ltd • Sanyati Holdings Limited • Sawren Construction (Pty) Ltd • Scott Steel Projects (Pty) Ltd • The Power Group of Companies • Trollope Mining Services • Vela VKE Consulting Engineers (Pty) Ltd • WBHO Construction (Pty) Ltd

M ANUFACTURING

OTHER MANUFACTURING • Acoustex (Pty) Ltd • Amitech South Africa (Pty) Ltd • Artistic Wood Carvers & Turners (Pty) Ltd • Automould (Pty) Ltd • Beier Envirotec (Pty) Ltd • CME Precision (Pty) Ltd • Colas South Africa (Pty) Ltd • Dossier Consultants (Pty) Ltd t/a CFT Labels • Inmins Trading (Pty) Ltd • Isover (Pty) Ltd • Marley Pipe Systems (Pty) Ltd • Metmar Limited • Natal Rubber Compounders (Pty) Ltd • Polychem Replacement Parts cc • Pretoria Metal Pressings - a division of Denel (Pty) Ltd • Process Automation (Pty) Ltd • Prowalco (Pty) Ltd • SA Drum Services (Pty) Ltd • Vikela Aluvin (Pty) Ltd • Way Up Front Point of Sales Promotions (Pty) Ltd • Zodiac Pool Care South Africa (Pty) Ltd

STEEL & OTHER METALS IRON & STEEL • BSI Steel Limited • Cape Gate (Pty) Ltd • MacSteel Service Centres SA (Pty) Ltd • Nedsteel (Pty) Ltd

GENERAL INDUSTRIALS AEROSPACE & DEFENCE DEFENCE • Advanced Technologies & Engineering Co (Pty) Ltd • ARMSCOR (Armaments Corporation of South Africa) Limited PG 110 • Denel (Pty) Ltd • Imperial Armour cc

21

DIVERSIFIED INDUSTRIALS DIVERSIFIED INDUSTRIALS • Argent Industrial Limited • Barloworld Limited • Imperial Holdings Limited • Kap Industrial Holdings Limited • The Bidvest Group Limited

ELECTRONIC & ELECTRICAL EQUIPMENT ELECTRICAL EQUIPMENT • Aberdare Cables (Pty) Ltd • Actom (Pty) Ltd • CBI Electric: Aberdare ATC Telecom Cables (Pty) Ltd • Circuit Breaker Industries • Control Instuments Group Limited • Edison Power Electrical (Pty) Ltd • Ellies Holdings Limited • Enzani Technologies (Pty) Ltd • GE South Africa • Govender’s Electrical cc • Malesela Taihan Electrical Cable (Pty) Ltd • Mandlakazi Electrical Technologies (Pty) Ltd • Tedelex Trading (Pty) Ltd ELECTRONIC EQUIPMENT • ABB South Africa (Pty) Ltd • Ansys Limited • Bid Information Exchange (Pty) Ltd t/a Oce SA • Bytes Document Solutions (Pty) Ltd • Conlog (Pty) Ltd • CZ Electronics Manufacturing (Pty) Ltd • Dartcom (Pty) Ltd • Excelcom cc • Falcon Electronics (Pty) Ltd • Falcon Engineering (Pty) Ltd • Ifihlile Aircon Corporation (Pty) Ltd t/a Gree Products • Itec Central (Pty) Ltd • Itec Group SA (Pty) Ltd • Jasco Electronics • Kopano Copier Company t/a Nashua Kopano (Pty) Ltd • Kyocera Documents Solutions (Pty) Ltd • Merlin Gerin SA (Pty) Ltd t/a Conlog • Nashua Limited • Pacific Cables (Pty) Ltd • Power Technologies (Pty) Ltd • Ricoh South Africa (Pty) Ltd • Samsung Electronics South Africa (Pty) Ltd • Set Point Group Inc.

>

S E C TOR OV ERV I EW

M A NUFAC TU RIN G & C O N S TRU C TIO N

Top Women in Manufacturing and Construction

M A N U FAC T U RI N G

NONKULULEKO NYEMBEZI-HEITA Chief Executive Officer, ArcelorMittal South Africa Limited Nonkululeko NyembeziHeita’s career began as an engineer at IBM’s Research Triangle Park in North Carolina and Dallas.

She continues to keep a close eye on the global economic situation, while following in the footsteps of the development within the manufacturing industry in South Africa.

Source: Who’s Who Southern Africa, Forbes

SIZA MZIMELA Director, International Air Transport Association Being the first female selected to serve on various transport association boards, it will continue to remain a stand out achievement under Siza Mzimela’s career statistics. Coming from a small business and retail division of Standard Bank, her performance was recognised as a finalist in the Nedbank Businesswoman of the Year Award of 2002.

Source: Who’s Who Southern Africa

DOLLY MOKGATLE Executive Director, Peotona Group Holdings Dolly Mokgatle is a veteran of her sector, holding an executive stature as she continues to progress into her career.

She believes in being committed and working hard, excluding any half measurements. Being the Executive Director at Peotona Group Holdings, among other designations, allows her to pursue just that.

NOLUTHANDO ORLEYN Chairperson, BP Southern Africa (Pty) Limited Having a high profile of achievements has seen Noluthando Orleyn mediating and negotiating in several countries, between numerous companies, and therefore, heading up the Independent Mediation Services of South Africa. Her skills are unique and needed in South Africa’s full-fledged Manufacturing Sector.

Source: Bloomberg Business Week, Black

Entrepreneur Profile

Entrepreneur Profile, African Success

22

Source: Joburg Indaba, SAWiMSA

Source: Who’s Who Southern Africa, Black

SANTIE BOTHA Director, Famous Brands Limited The Director of Famous Brands Limited holds many accolades under her belt. In 2010, she celebrated her success with the Business Woman of the Year Award, along with making the Intellidex Richest Women in South Africa List in 2012.

Source: Who’s Who Southern Africa

M AN U FAC TU RIN G & C O N S TRU C TIO N

SECTOR OV ERV IEW

MANUFACTURING STATISTICS • The Manufacturing Sector took 24th position in global competitiveness at the recent 2013 Global Manufacturing Competitiveness Index.

• 90 000 jobs in South Africa were dependent on exports from South Africa compared to the rest of the continent.

• The factory output raised a total of 5.4% from a revised 0.4% in June 2013.

• The rand has declined 15% against the dollar this year.

Source: Deloitte, IOL and Mail & Guardian

CONSTRUCTION STATISTICS • Men are most likely to trust another man more than a woman, regardless if the woman is more experienced in the industry.

• 2.6 million women in South Africa entail some sort of Personal Protective Equipment (PPE) as part of their work requirement, especially where hard hats are concerned.

XXXXXXXXXX

• A wage hike of up to 12% has recently been agreed to by the National Union of Mineworkers (NUM).

• According to a report, the South African Construction Sector amounted to R256 billion in 2011, with an income of R267 billion.

• A profit margin over the past five years shows that the Construction Sector declined from 5% in 2009, when it performed at its peak of 2.8% in 2011.

Source: Property24, Fin24 and BD Live

CO NS T RUC T I ON

CLARISE VAN NIEKERK Site Quantity Surveyor, Murray and Roberts Despite the challenges that come along, Clarise Van Niekerk encourages women in her trade to continue to believe in themselves, regardless of other people’s opinions.

In her words, women should be employed based on their ability to add value, ignoring gender or ethnicity, and finding more positions in the senior hierarchy.

NOSIPHO ROJI Junior Quantity Surveyor, GVK Siya Zama Wearing a helmet and overalls does not determine a woman’s femininity, claims Nosipho Roji. The number of women in the Construction Sector has grown since more than five years ago. Nosipho is one of those women who have matured with the industry in knowledge and on standing her ground.

Source: Property24

Source: Property24

SHANNON-LEIGH HODGSON Occupational Health, Safety and Environmental Advisor, Master Builders Association of the Western Cape Presentation and attitude is what frames the perfect worker, and this is what Shannon-Leigh Hodgson has offered at the Master Builders Association of the Western Cape.

Shannon-Leigh’s day to day challenges are like every other Construction Sector employee – gender excluded.

Source: Property24

23

ELIZABETH O’LEARY Executive Director, Khuthaza Since 2001, Elizabeth O’Leary has been a proud member of Khuthaza’s organisation. Her role is to provide strategic and organisational direction.

With several years of experience in the housing and construction sectors, this contributor is well aware of the local and international standards.

Source: Khuthaza

MAHLAPE SELLO Independent Non-Executive Chairman, Murray & Roberts Mahlape Sello was appointed to the Murray & Roberts board in 2009.

She is also serving as Chairman of various committees, including Social and Ethics, Audit and Sustainability and Nomination – to name but a few. It is safe to say that Mahlape holds the success of South Africa’s future as a great deal.

Source: Murray & Roberts

Flying the

high life

BEN T L EY ‘F LYING SP UR’ LAUNCH SOUTH AFRICA 2013

since

1896

BENTLEY ‘FLYING SPUR’ LAUN CH

THE ‘FLYING SPUR’ LAUNCH FAMILY: From left to right: Chris Buxton, Bentley Director (Middle East), Paul Sephton GQ (SA); Van Fletcher, Director Topco Media; Megan Webel, Publisher Deluxe SA; Stephen Swanepoel, Publisher Le Helderberg; Brenda Vos, Rovosrail; Janice Hinson, Marketing Manager Bentley (Middle East, Africa and India).

my perceptions of Bentley, as a brand, consisted of two opinions: very fast, and luxurious with a strong heritage. After spending three days at the launch of the Flying Spur, hosted by Imperial Collection, my impression had not changed.

I always encounter a spell of anxiety and lack of sleep before having to start any journey on a plane, especially the 6am flights. Today was no different.

On the flight I met some of the other journalists who would be sharing the Bentley experience with me, including publisher, Stephen Swanepoel from the Le Helderberg magazine, and Paul Sephton from GQ magazine. Stephen was experienced in these types of launches. He was relaxed, social, calm and ready to have a good time; not afraid to ‘say it how it is’ a real journalist.

On arrival, at King Shaka in Durban, we were greeted by Carlie Port from Imperial Collection. She informed us that the next few days that we were about to experience would be pure bliss, and everything we were going to do was a surprise.

At Durban station, Brenda Vos, the daughter of owner, Rohan Vos, joined us for the initial launch into the three day adventure, and hosted us on the train. The train was the headquarters of the trip, as we would be driving from Durban up to Pretoria, and after excursions we would hop back onto the train.

The Rovos Rail experience is something I highly recommend.

My idea of traveling on luxurious trains shifted. The excitement took me back to a period 50 years ago. Brenda even put a ban on all cellphones. Jokes aside, it held a familiarity to a bygone era with a twist on James Bond’s sophistication. Relaxing with no distractions and getting acquainted with the Bentley team and other foreign travellers made traveling through the landscape of our country even more magnificent.

Growing up

Elegantly powerful yet luxurious sedan, the ‘Flying Spur’ evokes Bentley’s power of elegance.

25

>

since

Paul from GQ, behind the wheel, test driving a ‘Flying Spur’.

Driving the ‘Flying Spur’ My anxiety was still as high as ever. I was to be the first of the media group to drive the new Bentley Flying Spur, which had been especially flown in from Crewe in the United Kingdom. R5.4 - 5.8 million is the ownership price, depending on the two models. The 0-100km/h speed is an astonishing 4.3 seconds and a top speed of over 360km/h from the W12 460kw engine.

My co-driver, Paulo Fra, the Brand Manager of Bentley SA, eagerly had us en route to the second secret destination a private racetrack in the Midlands, while explaining how everything worked in the car. What grasped my attention was the built-in back massage in each seat, triggered at a touch of a button. These seats where so luxurious, stitched and fitted by hand and signed by the upholsterer.

My moment to go around the racetrack finally presented itself. Paulo looked me firmly in the eye, and said, “My hand is going to remain on the handbrake button.

Should something go wrong I will engage it.” I’ll admit that this had my mind running over time with the possibilities of what could happen.

At 235km/h on a straight, less than a km long, I was fast approaching the first bend. Paulo insisted that I don’t brake yet. I was receiving a lesson in what this car was capable of. Every split second was exhilarating. I had driven high performance cars before, but not on a racetrack and without an experienced racetrack driver to guide me. Paulo showed me a new style of driving, especially around the corners where speed and the limits of handling where tested.

My best day at the office After breakfast on the train, we headed to Spionkop Lodge. Here, we were met by our guide, Raymond Heron - a fellow of the National Geographical Society. His story highlighted inspirational wanderings that took us through the Anglo-Boer War. What set his journey apart was that he was able to tell us the story from where everything took place, overlooking the Tugela River and various battlefields.

My appetite began to build up. Luckily, our next experience led us to the foot of the Drakensburg Mountain, where a helicopter was waiting to fly us up to overlook the mountains, with an extravagant lunch served by Chef Andrew of the Drakensberg Sun Hotel. This was all while being pampered with massages in front of a view to die for. This was the Bentley lifestyle.

Over and in between the Drakensberg Mountain, it was a unique sight of beauty with different textures of natural landscape, patterns and colours - all of which was almost forgotten as the helicopter pilot tested the limits when approaching the rising peaks.

Just when I thought our day has reached its final high point, we were whisked off to Nambiti Game Reserve for a sundowner game drive. The reserve is a remarkable host of South Africa’s Big Five.

26

Back on the train, I could officially feel what a Bentley owner would be accustomed to. The purpose of the trip was being fulfilled.

The next morning we departed on a high note from the Rovos Pretoria Station.

In the final leg of our adventure, we were towed by their steam train. Having made good friends and being unofficially initiated into the Bentley family, we were all sad that the trip had come to an end.

Reality was about to kick in, but what an amazing launch for a car - the best I’ve been to.

Thank you so much to Imperial Collection for organising such a high polished event.

BENTLEY ‘FLYING SPUR’ LAUN CH

Up up and away Paul soars up in a helicopter, all part of the Bentley life!

Flying A sushi feast, in the Drakensburg mountains

The ‘Flying Spur’s’attracted attention at each stop.

Enjoying an outdoor massage, what a day at the office.

27

A DV ERTORI AL

GE NE RA L E LE C TRIC

Young woman in a man’s world Lucentha Naidu

is a young woman working in a man’s world, and she’s loving it. Not only is she involved in mechanical engineering, but she helps select and train local manufacturers who provide parts for the huge diesel-electric locomotives that GE South Africa Technologies (Pty) Ltd (GESAT) is building in South Africa together with its licensed partner Transnet Engineering (TE).

“The first time I saw a locomotive up close was when I came to GESAT for a job interview. Now I know the locomotives, the parts that go into them and where and how those parts are made. I was involved all the way from the initial locomotive platform, to final assembly and testing of locomotives.

It’s been a fascinating experience,” she says.

Lucentha, 27, has a National Diploma in Mechanical Engineering from the Durban University of Technology, and is about to complete her BTech through the University of South Africa (Unisa) this year which will make her a qualified mechanical engineer.

Introduction to GESAT She started at GESAT in 2011 as the company’s first Quality Control Engineer and the first female to do that job in the locomotive assembly plant in Koedoespoort, Pretoria.

GESAT does not compromise on quality, and her job was to ensure that the locomotives meet the required standards.

This included checking that there is a perfect fit between locally manufactured parts and imported components. From quality control, Lucentha has progressed to Supplier Development Engineer. She forms part of the team responsible for developing the large number of local suppliers that supply to GESAT. The locomotive contract has resulted in a significant investment in developing local skills. The locomotives are built by TE through a licence agreement with GESAT, which is a joint venture between GE Transportation and the Mine Workers Investment Company. GESAT plans to continue to invest in supplier development for small to medium businesses in South Africa. This is where Lucentha comes in as a Supplier Development Engineer.

“In the beginning they looked at me as an assistant, but they have learned that when I tell them what they have to do to meet a particular standard, I mean it..”

Not only will she help them once they have been selected, she is often part of the supplier recruitment process, visiting plants and workshops to identify potential suppliers of parts for the GE contract.

“I know our parts and our products, and that has helped me to identify suppliers.

Once a supplier has been identified, I go into the plant to help them streamline their processes and make parts the way that GE makes them. I can see whether they have the capability to manufacture a particular part, and whether they need assistance, training and technical advice, which we will provide.”

The suppliers she deals with are mostly men, and that has sometimes been challenging.

“In the beginning they looked at me as an assistant, but they have learned that when I tell them what they have to do to meet a particular standard, I mean it.”

28

GE Women’s Network As a woman at GESAT, Lucentha is not alone.

She is automatically part of the GE Women’s Network, which aims to help women employees around the world feel connected and part of a broader GE community.

She has found this interaction stimulating and beneficial.

“There are monthly telecoms where we get tips from health to technology, to whatever else is current. The health tips are good - they are from medical experts - and the technology tips from professional women help us to develop skills and advance in the company.”

She is happiest getting out of the office and visiting suppliers and manufacturing workshops.“I love putting on my boots. safety helmet and gloves, and going into the plants where our parts are made.”

Career choice Lucentha went into engineering because her brother, whom she respects, is a Mechanical Engineer and she wanted to prove she could be his equal in this previously maledominated field. She’s ended up in a job that she loves, where she is constantly learning and where she is helping to develop South Africa’s manufacturing skills.

MANUFACTURING / HOUSEHOLD GOODS & TEXTILES / APPLIANCES & ELECTRONICS

ADVERTO R IAL

Helping South African women connect General Electric

South Africa (GE) aims to connect its women employees with their GE counterparts around the world.

General Electric South Africa (GE) aims to help its women employees around the world feel connected and a part of a broader GE community. The GE Women’s Network is a well-organised, well-oiled organisation that operates like a business, beginning with an executive leadership team.

The GE Women’s Network exists as a means for professional women to develop skills to help them advance in the company.

The Network’s mission is to foster these women’s development through tools and culture that will enable growth. In 2008, GE added retention to its mission; specifically lowering voluntary attrition.

To drive this mission, the Network relies on a diverse group of GE leaders at nearly every level, function and geography of the company. “This operating model enables GE to align its activities worldwide with the business strategy, while meeting the needs of its members locally,” said Zeenith Ebraahim,

“The Network relies on a diverse group of GE leaders at nearly every level, function and geography of the company.” representative for the GE Women’s Network in South Africa.

On a global level, two GE Corporate Executive Council (CEC) sponsors provide guidance, are the Network’s voice at the CEC, and help push its agenda.

The Cabinet, a small team of senior GE executive women, engages GE women and helps drive the Network’s strategy and

retention in their business and regions.

GE initiative leaders and GE women build and deliver content to hubs in several critical areas such as commercial, technology, metrics, connections and communication.

The region leaders are high performing; mid-career women who help drive hub effectiveness around initiatives.

Finally, it is critical to understand that the GE Women’s Network is an internal grassroot organisation that promotes event planning and implementation at the hub or local level around the world. Hub leaders are early and mid-career women who lead local, cross-business network activities aligned with the company and network strategies.

Physical Address

Unit 1, 130 Gazelle Avenue, Corporate Park South, Midrand, 1685

Postal Address

PO Box 787122, Sandton, 2146

Telephone

+27 (0) 11 237 0000

Fax

+27 (0) 11 237 0001

Website

www.ge.com/za

29

PI RO N DFEX I L E/ CTOP OM 1PA 0E RNM NI WOM E S EIENT NN/MCOM A NUFAC PAN TU S RIN INNPG BLIC C O NS SETO TRU RVIC ( GDN OVE GOV ORGA N ISIE ATIO SU/& S TATU RYCETIO BO IE S RN M E N T ) w w w.ecsa.co.za

P RO F I LE

Engineering Council of South Africa •Company Profile

The Engineering Council of South Africa (ECSA) is a regulatory body for the engineering profession. ECSA regulates the engineering profession in the Republic of South Africa in aspects pertaining to registration, education and training, professional conduct and ethical behavior, and ensuring continuous professional development.

Business Sector: Engineering Regulatory Body Founded: 1969 Branches: One Membership: SAWEN, LWA, Proudly SA, Cape Chamber of Commerce and Industry, and Alumni USB.

•Gender Empowerment and CSI

Engenius was established in October 2010 and is on a national drive of promoting the engineering profession to school learners. It aims to contribute in addressing the national need by effectively attracting sufficient numbers of suitably qualified learners representing the demographics of South Africa, in order to grow and transform the engineering profession. Engenius is designed to encourage learners to consider a career in engineering.

•Nature of Organisation

YOUR TOP WOMAN Conny Phalane Executive: Corporate Services Conny has extensive experience in auditing and finance. She is responsible for ECSA’s Corporate Services functions related to Finance, IT and Human Resources.

Prior to joining the Engineering Council of South Africa, she was the Chief Financial Officer of a medium-sized company heading the Finance, IT and Procurement divisions. During her career she has held positions in various sectors, including public sector, construction, auditing and consulting engineering. Conny has a Diploma in Computer (Academy of Learning), BComm Accounting degree (University of Limpopo), Honours in Accounting and CTA (University of Kwazulu Natal). She is a qualified Charted Accountant (CA) and is a member of South African Institute of Charted Accountant (SAICA) and the Institute of Directors.

Conny’s aspirations and plans are to play a role in the repositioning of ECSA and once that is done, become a CEO of a medium-sized company and make a positive impact in the country, either through employment or correcting some of the social ills. One of Conny’s future plans includes starting her own bursary fund to empower young girls.

Business Activity: The ECSA is a statutory body established in terms of the Engineering Profession Act (EPA), 46 of 2000. ECSA’s primary role is the regulation of the engineering profession in terms of this Act. Products and Services: ECSA’s core functions are the accreditation of engineering programmes, registration of persons as professionals in specified categories and the regulation of the practice of registered persons.

• 10 Years of Business

ECSA’s vision is to ensure that South Africa enjoys all the benefits of a strong, competent, growing, sustainable and representative engineering profession, able to provide all the expertise necessary for the socio-economic needs of the country and to exert a positive influence in South Africa.

• Gender Empowerment Level Percentage of female staff members (overall in company)

50.1%

• Contact Information Acting Chief Executive Officer

Edgar Sabela

Financial Manager

Gerard Schekkerman

Marketing and Communications Manager

Lillian Mlambo

Education Manager

Samantha Naidoo

Human Resources Manager

Auphelia Chounyane

Physical Address

Waterview Corner Building, 2 Ernest Oppenheimer Avenue,

Supply Chain Management

Tlangelani Mabundza

Manager: Information and Business Processes

Nosintu Manqoyi

Telephone

+27 (0) 11 607 9500

Manager: Registration, CPD & Call Centre

Neggie Ndlovu

Website

www.ecsa.co.za

30

Bruma Lake Office Park, Bruma, 2198

PUBLISHERS LET TER

to purchase the full version of this publication please contact ingrid johnstone: ingrid.johhnstone@topco.co.za or tel: 0860009590

Karla Fletcher Top Women Director Topco Media 5