Business Unusual Magazine Q2 by businessunusualmagazine.co.za

July - September 2022 Innovation High-Tech Drive-Thrus Trade and industry Trade cooperation in decline Rise of Geoeconomic Fragmentation Foreign Direct Investment Russia must find new investment to ward off its deglobalisation Destinations Most Incredible Hikes in Africa11 Trade | Investment | Business Business unusual Quarterly Magazine

Shifting Knowledge to Insight ManagersExecutive Women ManagementinManagersSenior This Leadership Development Suite is specifically tailored for:

ORGANISATIONS GET BETTER RESULTSBETTERWITH THINKING

The current professional world is becoming more fast-paced and unpredictable. As our economy is constantly being disrupted, embracing new ways of thinking and problem solving has become vital. Curiosity, digital capabilities, and learning agility are just a few of the skills leaders must develop as they navigate the uncertainty of the new work of world.

+27 (0) 12 434 2500 | info@enterprises.up.ac.za | enterprises.up.ac.za

ManagersJunior ManagersMiddle

This Leadership Development Suite is specifically tailored for:

Irvin Bogopa Executive Manager: Stakeholder Relations & Information Technology Tel: +27 (0)12 434 2554 Email: irvin.bogopa@enterprises.up.ac.za contact us if you would like more information on our Leadership Development programmes and courses.

Please

ORGANISATIONS GET BETTER RESULTS

THINKING

Within this context, Enterprises University of Pretoria (Enterprises UP) offers specialised Leadership Development Suite developed by experts from the University of Pretoria. The bespoke interventions expose leaders and aspiring leaders to a wide range of tools and techniques that enables you to navigate this new landscape.

Within this context, Enterprises University of Pretoria (Enterprises UP) offers a specialised Leadership Development Suite. The bespoke interventions expose leaders and aspiring leaders to a wide range of tools and techniques that enables you to navigate this new landscape.

Irvin Bogopa Executive Manager: Stakeholder Relations & Information Technology Tel: +27 (0)12 434 2554 Email: irvin.bogopa@enterprises.up.ac.za Please contact us if you would like more information on our Leadership Development programmes and courses. +27 (0) 12 434 2500 | info@enterprises.up.ac.za | enterprises.up.ac.za

ORGANISATIONS GET BETTER RESULTS

BETTERWITH

THINKING

BETTERWITH

+27 (0) 12 434 2500 | info@enterprises.up.ac.za | enterprises.up.ac.za Shifting Knowledge to Insight ManagersJunior ManagersMiddle ManagersExecutive Women ManagementinManagersSenior

ManagersJunior

Shifting Knowledge to Insight ManagersMiddle ManagersExecutive Women ManagementinManagersSenior This Leadership Development Suite is specifically tailored for:

helped individuals and organisations gain greater insights into their thinking patterns and processes, and how these insights can best be used on both a personal levels and leadership positions within organisations.

Recognise the many ways in which group think influence team performance.

Develop a better understanding of how teams think and perform, which may make or break an organisation. Be familiar with the concept of Systems Thinking. Understand the concept of Systems Thinking Be mindful of Emotional Intelligence

Development

Prof Ann-Louise de Boer is currently appointed as a Research Fellow in the Department of Information Science at the University of Pretoria. She holds a BA, B.Ed., and MEd and a PhD degree in Curriculum Design. In 1990 she was the recipient of the prestigious Ernest Oppenheimer Memorial Trust Award for Academic Achievement. Her interest in how people think started during the 1980s as a lecturer. By using the 28 years of research of Ned Herrmann on Whole Brain® thinking patterns – embodied in Whole Brain® Technology and measured with the Herrmann Brain Dominance Instrument (HBDI®) – for the past decade, she has helped individuals and organisations gain greater insights into their thinking patterns and processes, and how these insights can best be used on both a personal levels and leadership positions within organisations. For the past 20 years, Prof de Boer is also the course leader on our very successful Leadership Development Suite for middle and senior managers, as well as numerous programmes on enhancing emotional intelligence.

For the past 20 years, Prof de Boer is also the course leader on our very successful Leadership Development Suite for middle and senior managers, as well as numerous programmes on enhancing emotional intelligence.

Benefits for the future-fit leaders

Recognise how the many ways in which groups think influence how the teams they form function.

Meet Prof Ann-Louise de Boer, a course leader and facilitator for the Leadership Development Suite at Enterprises University of Pretoria.

Develop a better understanding of how teams think and perform. Be familiar with the concept of Systems Thinking. Understand the concept of Systems Thinking. Be mindful of Emotional Intelligence.

Discover how Whole Brain® thinking may help organisations generate better results by strategically utilising the complete spectrum of possible thinking.

Discover how Whole Brain® thinking may help organisations generate better results by strategically utilising the complete spectrum of possibility thinking.

Meet Prof Ann-Louise de Boer, a course leader and facilitator for the Leadership Development Suit at Enterprises University of Pretoria.

Development

The end of the Cold War also heralded closer global economic cooperation, popularly known as globalisation. Improved transportation and technology, liberalisation of capital flows, increased labour mobility, and decreased trade tariffs bolstered cooperation amongst states. This environment allowed for trade and investment to flourish. Global exports grew from $2.02 trillion in 1979 to $19.96 trillion in 2008 and much of the trade acceleration was observed in the 1990s. Global trade growth was accompanied by growth in Foreign Direct Investments (FDI). These investments grew from $737.26 billion in 2003 to $3.13 trillion in 2007.

The end of a bifurcated and militarised world following the collapse of the Soviet Union and the end of the Cold War seemed to produce such a world system. Erstwhile foes, the United States and Russia, under the leadership of Bill Clinton and Boris Yeltsin, led from the front, relying on diplomacy for the peaceful adjustment of their disagreement. The level of rapprochement between the two countries can be seen in relation to the status of the former Warsaw Pact and USSR countries. After bargaining, President Yeltsin seemed to accept US hegemony. Russia worked closely with North Atlantic Treaty Organisation (NATO) through the Partnership for Peace Programme (PfP) to secure its security. Under this program, Russia and former USSR countries would have individual bilateral relations with NATO instead of joining. This allayed Russia’s concerns over NATO’s eastward expansion which some actors in Russia feared that it under mined Russia’s security position.

The intensification of globalisation created a false sense of international security and an impression that the narrow national interests of countries were abandoned for global cooperation. In the early 2000s, the harmonious relations between US and Russia observed at the end of the Cold War faded. Unrestrained use of force in Afghanistan and Iraq, and later support of regime change in Libya spurred anxiety and concern not only in Russia but also amongst emerging powers.

The old NATO raison d’être to keep Russia out re-emerged as relations between former Warsaw Pact and USSR countries morphed from PfPs to full NATO membership. For Russia, this meant that it was excluded from the European security system. President Vladimir Putin’s 1997 Munich speech articulated his security concerns over the exclusion of Russia from the European security system. These concerns were however ignored.

Russia’s response to its exclusion from the European security system has led to further exclusion. In our FDI section, Gov Makhubela’s article provides an explanation of how the US is using its soft power to exclude Russia from the global economy as punishment for its actions in Ukraine. I do not want draw conclusions for you whether a unipolar global system is viable. You can make your minds after reading this note and some articles in this publication.

Photo: ARIYA J

2 Business Unusual Quarterly > World Fragmented Editor’s NotE

Is a unipolar global system a viable model in the modern world to secure enough peace that will allow trade and investment to flourish once more? This question will perhaps come into sharp focus in the coming years given the growing global fractures and insecurities that characterise the current world order. After the Cold War United States (US) political scientists, Joseph Nye and Robert Keohane proposed a unipolar world order led by the US. They believed that such a world order produces a secure world and global economic cooperation since there are incentives for smaller countries to cooperate with the hegemon.

Upon leaving SARS, in 2014 she started her own accounting and tax practice based in Sandton, NetVest.

Meet our contributors CoNtriButor's Bio

Busisiwe Mdletshe Busisiwe Mdletshe, is the owner of Netvest Group of Companies who previously worked with high-powered individuals such as Phuthi Mahanyele-Dabengwa, the CEO of Naspers. At the outset of her career, she worked as a trainee accountant serving her South African Institute of Chartered Accountants articles with one of the prestigious auditing firms, PWC, and later as a Financial Accountant with Mercantile Bank of Lisbon. She worked her way up through the ranks culminating in a highly-respected position that she held at the South African Revenue Service (SARS) where she led a team of financial investigators and tax specialists.

Gov Makhubela Govenor Makhubela has over 15 years of experience spanning from business strategy, research, and analysis. Lately, he has been involved in turning invention ideas into real products and profitable business ventures. He is equipped with proficient leadership strategies aimed at enhancing job performance. Self-driven personality experienced in organisational assessment, he has developed a deep understanding of business development, sales, marketing, and operations that are growth-oriented. Apart from managing a publication, he has written business articles and person’s profiles, investment guides, and economic analysis reports.

Photo: NIALOWWA

Masentle tsotetsi Masentle Christine Tsotetsi is a freelance Business Journalist with over ten years experience in the local and international broadcast media industry. She is also a PR Executive for a strategic media firm, an agent for Dubai based Real Estate company (The First Group), and former Research and Investment Analyst for UK's Pace Capital. Person who is knowledgeable in a particular category.

World Fragmented > Business Unusual Quarterly 3

Catharina Maponyane Catharina Maponyane is a young journalist and Public Relations and Journalism graduate from the Independent Institute of Education (IIE MSA). She was an intern at Sunday World during her studies. She has a passion for writing however she wants to explore other media platforms including broadcast, particularly Radio. As a lifestyle journalist, she is interested in writing in-depth lifestyle features covering a variety of topics such as travel, destinations, or profiling newsmakers. To grab the attention of her audience she wants to upskill herself to uncover angles that have not yet been discussed before.

Matters of the Head on the cover: 08 A gloomy mood at WEF Summit-2022 as heady days of prosperity seem a long way Foreign direct investments 26 Markets reward multinationals for deglobalising Russia trade and industries 22 Global economy devastated by COVID-19 entrenches Trump’s trade policies innovations 18 IBM rolls out McDonald’s drive-thru chatbots with NLP technology under the hood Entrepreneurship 30 Pushing the entrepreneurial envelope is Jerry Ramodike’s forte innovations 18 IBM rolls out McDonald’s drive-thru chatbots with NLP technology under the hood For the good of news Bite sizes 06 Unless you are not trying to evade tax, prepping to file returns should be easy Leading Minds 14 Redfearn must change organisational values to sail Deloitte to calmer waters Eclectic Elegance 42 Nike looks forward to its 6th decade inspired by 50 years of branding genius on the cover: 44 13 Most Incredible Hikes in Africa Education 34 Developing mining skills to meet growing needs opinion 40 “A minimum level of local investment is needed to further develop commercial relations with Europe,” says French diplomat 4 Business Unusual Quarterly > World Fragmented CONTENTS 08 06 06 260822

World Fragmented > Business Unusual Quarterly 5 Editor Radithebe Rammutle editor@businessunusual.co.za Copy editor Business Unusual Staff LayoutProofreader/copyeditor David Dludla Photography Jacob Mawela Art director Layout and design Mziwamangwani Ndabana Contributors Busisiwe Mdletshe Catharina Maponyane David Dludla Gov MasentleMakhubelaTsotetsi Advertising department accounts@ndabana.co.zasales@ndabana.co.za Printed by REN FORM distribution Media Distribution Africa (Pty) Ltd Published by: Media Production for Print & Digital 1618 14 404234

6 Business Unusual Quarterly > World Fragmented

BitE sizEs

By Busisiwe Mdletshe about your income, expenses, and other tax information. From this process, the tax authority can either find a taxpayer liable for a certain tax amount or may refund the taxpayer because they paid more tax. When filing there are typically three categories of information that need to be submitted viz: gross income, tax deductions, and tax credits information. To avoid penalties this information should be submitted to SARS before the tax season ends on 24 October 2022.

A s the tax season is upon us there is an obvious need for taxpayers to prepare and fulfill the yearly constitutional obligation towards the South African Revenue Services (SARS). However, filing for tax returns is a source of anxiety because for some taxpayers the process seems complex, there is too much paperwork, there is uncertainty about whether to file or not, they skipped previous tax years, or they are panicked by others.

To minimise confusion and complexity taxpayers ought to be aware that personal tax is different from other taxes such as Capital Gains Tax triggered when a property or financial asset is sold, or the 28% Corporate Tax paid by businesses when they are profitable.

Taxpayers must list all sources of income to determine the appropriate tax liability. Income sources include but are not limited to income received from employment, business income, investing, royalties, commissions for periodic work, or rental income. Whilst SARS exempts R 23, 800.00 of income earned from investing in SA Investment and taxes the balance, income earned from dividends is exempt. This is because the dividend-paying entity withholds 20% of the Dividends Tax and pays it directly to the tax authority.

Technically taxpayers are supposed to pay 18% within the income bracket number one. However, every year SARS also unless you are not trying to evade tax, prepping to file returns should be easy

As long as taxpayers are not trying to evade tax there is nothing to worry about when filing tax returns. At its elementary level, personal tax filing is the process of informing the tax authority

SARS sets

A tax deduction is an expense or item that can be subtracted from taxable income. In South Africa, allowable personal deductions include charitable contributions to public benefit organisations, medical expenses, income insurance policy, and contributions to retirement funds. Finally, certain limited expenses could be deducted by the employee from their employment income. To this extent, employees who incur costs such as travel, automobile, entertainment, etc could deduct them from their taxable income to reduce the tax liability. the rate categories shown in Exhibit 1. tax

World Fragmented > Business Unusual Quarterly 7 sets the minimum taxable income within this bracket. For the 2022 tax period, only taxpayers that earn R 87 300.00 and above are liable to pay tax.

income tax

On the other end of the spectrum, taxpayers in bracket seven, are liable to pay a minimum income tax of R 587,593. This tax liability is equivalent to the maximum tax that could be paid by income earners in bracket six. If the taxpayer earns more than R 1 656,601 then 45% will be charged on the additional amount and then added to the R 587, 593 minimum tax of this income bracket. This method is used to calculate tax liability for other income brackets except for tax bracket 1. Usually, an employer withholds your tax on the bases of your taxable income and pays it over to the tax authority monthly. Even under these circumstances, taxpayers are required to file because they won’t be taxed again on a salary already taxed. This is because taxpayers need to confirm that they do not have other sources of income. Aside from this confir mation they also need to provide tax deductions information.

Exhibit 1: Income bracket tax rates Source: South African Revenue Services Bracketincome No taxable income (r) tax rate tax liability for the lowest range in the bracket (annual)

for the seven income

liability for the highest range in the bracket (annual) 1 1 – 216 200 18% R 15,714.00 R 38,916.00 2 216 201 – 337 800 26% R 38,916.00 R 70,532.00 3 337 801 – 467 500 31% R 70,532.00 R 110,739.00 4 467 501 – 613 600 36% R 110,739.00 R 163,335.00 5 613 601 – 782 200 39% R 163,335.00 R 229,089.00 6 782 201 – 1 656 600 41% R 229,089.00 R 587,593.00 7 1 656 601 and above 45% R 587,593.00 R 742,123.00

WEF became a platform that offered an opportunity for diverse stakeholders to discuss and produce responses to global, regional, and industry challenges and opportunities. It is an annual pilgrimage of business, government, cultural, By radithebe rammutle

8 Business Unusual Quarterly > World Fragmented WorLd ECoNoMiC ForuM

The panel of experts that included, Karin Von Hoppel, Samir Saran, and Alexander Stubb said that there was no clear picture of what will happen next in the few months to come. The potential working solutions to the conflict, they said, were not desirable for the main stakeholders involved in the conflict. Moscow will not agree to Russia’s complete withdrawal from Ukraine and Kyiv will not accept the annexure of Ukraine’s territory.

Another potential outcome that the panel pointed out was regime change in Russia. Yet they were not convinced that the person who takes over will undo what the current admin istration under President Vladimir Putin has already done.

“You see every day how the world is falling apart with the different crises that we have to manage. You can exchange in small circles ideas, you can take certain decisions, but it was so important to bring the global stakeholder community together in person again because it is only the personal interaction that creates trust or recreates trust” said Professor Klaus Schwab, founder, and executive director of WEF organisation in a CNN interview with Richard Quest. The global political and economic context is the antithesis of what Prof Schwab and his wife tried to build since 1971. He authored a book, Modern Enterprise Management in Mechanical Engineering, in which he argued that firms should prioritise the interests of all their stakeholders not exclusively shareholder interest. To promote his ideas, he founded the WEF, an international organisation recognised for its efforts in forging global Public-Private Cooperation through dialogue.

At the time of publication, the conflict between Russia and Ukraine had been ongoing for more than 100 days. The

The mood at Davos was expectedly gloomy. Investors were worried about the unabating geopolitical tensions between Russia and the United States-led Western countries that might stall recovery from the COVID-19-induced economic meltdown and the rising inflation across the globe.

he World Economic Forum (WEF) summit, the gathering of both state and non-state actors was once again held in person from May 22 to 26, 2022, after a two-year break in compliance with global travel restrictions imposed to curb the spread of the COVID-19 virus.

“I am not surprised that this room is completely packed.

A gloomy mood at WEF summit-2022 as heady days of prosperity seem a long way

civil society organisations, and other leaders throughout the world who want to be part of WEF’s mission to forge global cooperation.

Despite the fact that there are no Russians attending everyone at the forum is deeply interested in what they are up to,” said Ian Arthur Bremmer, chair of a WEF discussion session titled Russia: What Next?

As usual, the Global Risks Report, set the agenda for the 2022 summit. Published on 11 January 2022, the authors of the report could have never predicted what was to unfold on 24 February 2022. While the report correctly identified geopolitical tension between the United States and China as a source of global divergence, they could never have foreseen that the regional risk arising from tensions between Russia, and Western Europe over the expansion of the North Atlantic Treaty Organisation (NATO), could morph into a full-blown open conflict between Russia and Ukraine. This crisis became a topical issue during the summit as attendees wanted to find out what will happen next.

Whilst it is unclear what trajectory the conflict will take; it has disrupted global economic recovery from a COVID-19 induced recession. Six months ago, the Organisation for Economic Cooperation and Development (OECD) forecasted that economic growth amongst the largest economies will return to the pre-COVID level, led by China, Europe, and the US. It forecasted a 4.5% growth in developed countries, however, it was pessimistic about low and middle-income countries, with growth predicted to be 5.5% below the pre-pandemic level in 2024. Latin America and Sub-Saharan Africa were trailing even further behind. However, the world is not where it was six months ago. During the summit, WEF once more surveyed chief econo mists at leading corporates and central banks around the StatesUnited

Finally, the lack of dialogue with Russia and its exclusion from the world financial systems through sanctions and weaponi zation of the international settlement system is unlikely to bring an end to the conflict. Western moves to deglobalising Russia were a concern to Saran who argued that if he were a government leader in an emerging economy he would be seriously concerned about such actions.

South

In an interview with CNN, Richard Quest challenged Professor Schwab on WEF’s reasons to exclude Russia from the 2022 summit.

“You are right, but in the end, the decision on what Russia will do depends on Putin. And you have seen Guterres, Macron, and so on trying to build a bridge. So, the time is not yet right. We are ready, as soon as the time is right [we will offer our bridge building] capabilities again…”

First, there was continued encouragement from the West for President Volodymyr Zelenskyy to continue fighting the Russians. Secondly, the political instability in Russia, which Von Hoppel, Director-General of the Royal United Services Institute, believed existed, could suck the energy to continue with the war amongst Russian elites. Von Hoppel echoed Western sentiments that the conflict was “Putin’s War”, and that the general population did not support the govern ment’s agenda in Ukraine. These sentiments were perhaps motivated by protests at the start of the conflict which have since died down. Reflecting on this issue, Saran, President of Observer Research Foundation, said “…one of the trends we need to watch as we look ahead is [whether] the distance [of sentiments between Putin and Russians over the conflict] will increase or will now start converging. If it starts converging, then we are in for a terrible decade in Europe.”

World Fragmented > Business Unusual Quarterly 9

Source: Chief Economist Outlook, World Economic Forum, May 2022

Sub-SaharanAfrica Africa Latin America high inflation and high food insecurity? 96% 86% 92% 61% 39%25%75% 67% 0% 35% 8% 52% 30%25%79% 87% Expect high inflation Expect food insecurity

Where do chief economists expect

panelists identified some factors that could prolong or shorten the conflict.

Europe Asia China East Asia and the Pacific Middle East and North

“In the United States, a much higher ratio of the inflation is demand. Yes, there have been supply problems, but people are buying ten to fifteen percent more goods than usual. So, the problem is…. that supply can’t keep up with the unbelievably voracious demand of American consumers that has raised goods prices worldwide. So, part of [other regions’] inflation is the [US] fault,” said Jason Furman, an American economist and a WEF panelist in the Outlook for Inflation session held on 25 May 2022.

The positive news is that the monetary authority in the US, the Federal Reserve (or the FED) increased the benchmark interest rate by 0.5 percentage points to a target rate range of between 0.75% and 1%.

10 Business Unusual Quarterly > World Fragmented WorLd ECoNoMiC ForuM world to provide their future assessment of the global economy and inflation.

“The majority of respondents [in the survey expected] weak growth in the United States, China, Latin America, South Asia, East Asia, sub-Saharan Africa, and the Middle East and North Africa. In Europe, the majority expect the economy to be very weak,” according to the WEF forum website The forum further warned about inflation that lurked behind the monetary systems throughout the world.

The hike is the largest since 2000 and follows a 0.25 percent point increase in March. The Economist Intelligence Unit expects further tightening of the monetary policy in the US and expects them to reach 2.9 percent in early 2023. Monetary authorities in other jurisdictions have not relied on the US actions and have since tightened their monetary policy even though inflation rise is not a result of demand shocks. In these jurisdictions, monetary policy must contend not only with goods inflation arising from the US but also with energy supply shortages because of UkraineRussia conflict and local drivers of inflation. Echoing these sentiments during the monetary policy announcement, the South African Reserve Bank (SARB) Governor, Lesetja Kganyago, said “Russia’s war in Ukraine is likely to persist for the rest of this year and may have significant further effects on global prices. Oil prices increased strongly from the start of the war and may rise more as stresses in energy markets intensify. Electricity and other administered prices

The high price increases in the US that cascaded down to other parts of the world, coupled with the supply chain blockages in oil, food, and commodities meant that consumers in other parts of the regions will bear more of the brunt.

Exhibit 1 above shows that most of the chief economists surveyed see inflation in Europe, Latin America, and Africa as a major problem. In many of those regions, it’s not just inflation but food insecurity that is concerning.

A WEF panel on inflation showed that whilst inflation is worldwide, its causes are distinct across countries and regions. In the US, inflation is more homegrown than it is in other parts of the world.

World Fragmented > Business Unusual Quarterly 11 continue to present short- and medium-term risks. Higher diesel and coal prices may result in upward revisions to our electricity price forecast for 2023. Given the below-inflation assumptions for public sector wage growth and higher petrol and food price inflation, considerable risk attaches to a still moderate nominal wage forecast”. The downbeat mood at the WEF summit was a sign that it is a long way to the heady days of prosperity unless the forum’s discus sions ignite a new response that will reverse the worst that may come.

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Perhaps the appointment of the first female CEO is what is needed to get out of the stormy waters that the company finds itself in. While organisational change is a leadership team effort, leaders at the helm should create new culture and model the required behaviour that is aligned to the emergent culture. They target the intellectual ability of followers so they can provide solutions to problems.

redfearn must change organisational values to sail deloitte to calmer waters

After the Deepwater Horizon disaster, the Chairman of BP board, Carl-Henric Svanberg called every BP board member every day for 100 days to keep them informed and to solicit their views on how to deal with the problem. From this process came the decision to oust Tony Hayward, the then CEO who caused offence by telling reporters he wanted his “life back” from the demands of disaster response, even as families grieved for 11 men who were killed in the rig Caringexplosion.about small people who are often victims of unethical audits might be one of the values that Redfearn models, lest she suffers Hayward’s fate.

14 Business Unusual Quarterly > World Fragmented LEAdiNG MiNds

T he audit and business consulting industry, which has allowed the unethical culture to flourish ultimately leading to scandals that rocked its reputation, is now looking at women leadership to bring about change. The new Deloitte Africa Region Chief Executive Officer (CEO), Ruwayda Redfearn, a lonesome figure amongst her male counterparts heading the Africa region of Ernst & Young, KPMG, and PriceWaterCoopers, takes the helm just months after Tongaat Hulett filed a civil case against the auditing company. Tongaat alleges that its erstwhile auditor for 80 years signed off on financial irreg ularities between 2011 and 2014 that resulted in its finan cials being inflated by almost R12 billion. Not so long ago in another civil case with Eskom, the company had to pay back R150 million of its consulting fees to the utility company for procurement irregularities. In the past, companies learned the hard way the conse quences of losing face amongst company stakeholders after a scandal. Fuelled by the hypermedia environment, the Deepwater Horizon Oil rig accident that resulted in oil spilling into the Atlantic Ocean on the Coast of Mexico was widely covered on broadcast platforms, business press, and social media. Instead of the containment efforts to stop the spillage, coverage focused on the ocean’s contami nation and the resulting environmental devastation, fingerpointing, and the agony of fisherman and shrimpers who were losing their source of income. What was said about the company led to a reputation loss amongst shareholders, the United States government, politi cians, lawyers, and other stakeholders. BP’s share price fell by 51% in 40 days on the New York Stock Exchange (NYC), declining from $60.57 on 20 April 2010, to $29.20 on 9 June that year. Members of Congress berated its leadership on live television. The public perceived the firm as an out-oftouch British company with no ability to cope with the oil disaster. The recent Deloitte scandal in South Africa is a lighter version of the Deepwater Horizon Oil spill scandal or the 2001 Deloitte & Touche scandal that led to the collapse of By radithebe rammutle

the energy company, Enron. However, Redfearn faces the reality of an organisational culture that allows unethical behaviour to flourish. To change this culture, she can look to the character of the BP leadership team post the oil spillage which has become a source of lessons on resilience and redemption in business. BP has recovered from the reputation loss it suffered from the spillage scandal and is now the trusted corporate citizen that it once was pre-crisis period. Ironically, Redfearn cannot look to the leadership team of Deloitte & Touche, a predecessor to Deloitte that never recovered from the Enron crisis. According to her Facebook résumé, Redfearn gained most of her experience at Deloitte. She has two years and three months (from October 2012 to December 2014) experience outside the organisation when she served as a Chief Financial Officer at Grindrod Trading. The Kwa-Zulu Natal company established in 2008 and currently without a website, is described as a Securities and Commodity Exchange company on the Dun & BradStreed Business Directory website. According to the website, the company has a total of 19 employees across all its locations. With such limited experience outside Deloitte, opinion-makers might ask whether Redfearn can sail Deloitte to calmer waters.

World Fragmented > Business Unusual Quarterly 15

point of reference, the state declared the pandemic a State of Disaster under Section 3 of the Disaster Management Act, 2002 (Act no. 57 of 2002), resulting in a complete lockdown of the country, including a total shutdown of schools," Prof. Nthontho stated. "However, realising the potential violation of learners' right to education, the South African government was driven to design a solution, and online teaching and learning became a need rather than an option," she adds.

Prof. Maitumeleng Nthontho, Associate Professor and a C2 NRF rated researcher in the Department of Education Management and Policy Studies (EMPS) at the University of Pretoria, explained that, while the above intentions are good, there appears to be a mismatch between legis lation, policies, and practice in education in particular. As a result, executing goals set to promote 'human rights' in schools faces greater challenges now than ever before. The challenge of interpreting and translating human rights into daily school operations and procedures is crucial and requires immediate and academic attention.

Unfortunately, during the pandemic, South African legis lation and education policies such as the Basic Education Laws Amendment (Act no 15 of 2011), the South African Schools Act (Act no 84 of 1996), and the South African Council for Educators (Act no 31 of 2000) were unconcerned about online teaching and learning. Given the disparities in the interests and literacy levels of relevant stakeholder groups, interpretations and translations this legislation and policies towards application of human rights are bound to differ, and without proper leadership strategies in place, conflicts resulting from these differences end up in courts of law or even resulting in the loss of lives. Despite the fact that ways and means are spelled out in the legislation and policies, execution remains the responsibility of schools and more often than not, contestations erupt between related parties over what is needed, why, how and who is capacitated to deliver and under what conditions.

"For example, since the introduction of the South African Schools Act in 1996, implementing the intended policy reforms in South African schools has resulted in unpleasant and tense disputes." Using the COVID-19 pandemic as a

ofsManagementdAssociateNthonthoMaitumelengProfessor:epartmentofEducationandPolicytudies(EMPs),universityPretoria

Nonetheless, what stood out as the government, parent, and teacher representatives developed contingency plans for the resumption of schools during the pandemic was the lack of the ‘learner voice’ in the preparatory processes. "As an academic with a special interest in human rights appli cation and the implementation of policies that protect, promote, and instil human rights in our schools, I believe in The international conventions, treaties and protocols such as the Universal Declaration of Human Rights of 1948, Article 4(a) of the UNESCO Convention against Discrimination in Education (1960) and the Convention on the Rights of the Child (1990), to name but a few, provide for the right to education to everyone. They further require every member state to “Promote equal opportunities and treatment in education and in particular to make primary education compulsory and free”. This commitment is further embodied into Goal 4 of the United Nations’ Sustainable Development Goals which states that every member state must “Ensure inclusive and equitable quality education and promote lifelong learning opportu nities for all”.

16 Business Unusual Quarterly > World Fragmented AdvErtoriAL

In aligning its goals with those of the United Nations, the African Union, under Goal 2 of Agenda 2063 – ‘The Africa We Want’, commits to ensuring that its citizens are well educated with skills revolutions underpinned by science, technology, and innovation. To achieve this goal, the South African government committed itself through Section 29 of the South African Constitution, which states that “Everyone has the right to a basic education, which the state, through reasonable measures, must make progres sively available and accessible”. South Africa interpreted this section further in the National Development Plan 2030 (NDP) – ‘Our Future - Make it Work’, where it pledges "Improvement of quality education, skills development, and innovation in underperforming schools and further education and training colleges," among other things.

Human rights and social change in education

Prof

A growing number of costly and protracted court and legis lative disputes are being reported between schools and parents, as well as between parents and provincial depart ments of education over the execution of certain policies in which a number of human rights are violated in some way. Furthermore, learner unrest where property is usually vandalised and lives are lost, is often the result of learners seeking attention. Learners who engage in disruptive behaviours that contribute to social ills might also explain for their lack of involvement in issues that concern them.

Finally, but not least, violent behaviours that erupt among learners and between learners and educators in our schools are largely cantered on learners that seek attention. Involving learners in educational matters does not neces sarily mean letting them to control schools. It simply implies engaging their thoughts, listening to and hearing them out as they speak, and involving them in discussions on issues that directly or indirectly affect them. It is through such practices that learners develop listening skills, patience, respect, tolerance, and accommodation of ‘others’ opinions. Skills such as conflict and anger management, decision-making and problem solving are developed while at the same time their human rights and those of others are respected, protected, promoted, and instilled. It is also in such interactions where creativity and innovative ideas emerge, as well as where digital illiteracy amongst the seasoned community members is addressed by the young and technologically elite learners. In so doing, the goals that are pronounced by our legislation and educa tional policies are possible and the “flowering of talents” is realised.

"I recommend that institutions establish ‘learner parlia ments’ where learners from surrounding schools may gather and learn about human rights in education from dedicated academics while also sharing their creativity and innovative skills that can change the society. Short courses on ‘human rights in education’ are also highly recommended, with many stakeholders in the education field eligible to enrol through the financial support from provincial departments of education." Prof. Nthontho said. If you would like more information on a variety of related upcoming courses in Education and Teacher Development, please contact us.

Irvin StakeholderExecutiveBogopaManager:Relations & Information Technology Tel: +27 (0)12 434 2554 Email: irvin.bogopa@enterprises.up.ac.za

World Fragmented > Business Unusual Quarterly 17 the slogan 'nothing about me without me', especially when a voice is provided for in the legislation that governs state organs, including schools." Non-involvement of learners in educational matters affecting them therefore infringes their 'right to freedom of expression' as stipulated in Article 10 of the Human Rights Act of 1998 and Section 16 of the South African Constitution," she noted.

18 Business Unusual Quarterly > World Fragmented

In 2019, under the Velocity Growth plan, McDonald’s leadership launched McD Tech Labs, a technology lab based in Silicon Valley. They simultaneously acquired Apprente for an undisclosed amount of money to lead the lab. On the occasion of announcing the deal, former McDonald’s CEO Steve Eastbrook said, “Building our technology infrastructure and digital capabilities are funda mental to our Velocity Growth Plan and enable us to meet rising expectations from our customers, while making it simpler and even more enjoyable to crew members to serve guests.”

iBM

By radithebe

“We believed, (and we built a thesis around), we could use our natural language processing technology, which is very good to augment the McDonald’s technology…” said Rob Thomas, IBM’s senior vice-president of global markets at the JP Morgan’s 50th Annual Global Technology, Media and Communications Conference, held on May 23-25, 2022.

IBM has three other additional NLP-driven tools and services that serve different business needs. The Watson Discovery is a tool used to extract meaningful business insights from documents, webpages, and big data. This technology is appropriate in contexts where enterprises are seeking to eliminate data silos and retrieve information through search and text-analytics programs.

IBM’s conversational technologies or NLP-driven tools and services are part of the Watson AI portfolio designed to make it easy for its customers to use data from diverse sources and trust the recommendations and predictions from AI models. Within the portfolio, there is AI for customer service, AI for business automation, NLP, and Explainable AI.

The McDonald’s chatbots could be deployed using one or a combination of NLP products. However, the primary product in the case of chatbots is IBM Watson Assistant. This technology is a voice-based solution used to build, train and deploy chatbots over the Cloud. It is built on deep learning, machine learning, and NLP models to understand questions, find, or search for the best answers, and complete the user’s intended actions.

Officially known as Automated Order Taking (AOT) units, the latest IBM-powered chatbots are an improvement on the piloted version developed by Silicon Valley voice technology start-up Apprente. Apprente piloted this technology in ten McDonald’s drive-thrus in Chicago and the results were promising. The units installed were accurate by 85% and only about 20% of orders required employee intervention.

O n May 30, 2022, IBM announced that it will be rolling out more McDonald’s drive-thru chatbots across its 14 000 United States (US) restaurants.

McDonald’s has been the market leader in its industry and has developed solutions that have now become industry standards. However, in recent years its leadership has been challenged and its growth has become sluggish. Hence for the past three years, the US-based fast-food chain business has been taking bold steps to invest and reorganise its technology business. These moves are part of the erstwhile “Velocity Growth Plan” and current “Accel erating the Arches” strategic growth plan that is leaning toward technology to reinvigorate the Golden Arch’s growth.

Despite Apprente’s progress and impressive performance, McDonald’s upped the ante and announced in the third quarter of 2021 that it was selling its McD Tech labs for yet another undisclosed amount to IBM. McDonald’s regarded IBM as more capable to scale its AOT units and to innovate with additional languages, dialects, and menus. During the 2021 third-quarter earnings call, McDonald’s CEO, Chris Kempczinski said there was a lot of work to go into building the AOT technology. “That work is beyond the scale of our competencies if you will. And so, I think, in this case, IBM is a natural partner for us” said Kempczinski. The McDonald’s chatbots are powered by IBM’s Natural Language Processing rammutle rolls out Mcdonald’s drive-thru chatbots with NLP technology under the hood (NLP) technologies, used to build machines that understand and respond to text and voice data and respond with text or speech of their own in much the same way humans do.

The Watson Natural Language Understanding can be used to analyse unstructured data formats such as HTML, webpages, social media, and others. This technology is often appropriate for Public Relations pros, and product developers who can no longer afford to rely on human screening to make sense of what has been said about their products, brands, and companies. Finally, IBM Watson Annotator for Clinical Data was built specifically for healthcare and life sciences domains. It extracts key clinical concepts from textual data, like condi tions, medications, allergies, and procedures. So, don’t be surprised the next time you visit McDonald’s drive-thru, your order might be taken by a machine. Always remember that it is IBM under the hood when you drive through.

iNNovAtioN

How Automation is Changing the Fast-Food Experience. Photo: GOOGLE World Fragmented > Business Unusual Quarterly 19

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Relaxation of these COVID-19 restrictions and the economic stimulus packages in many jurisdictions had a positive global demand shock. The 13% trade expansion recorded in 2021 is thus a function of increased demand for commodities that has driven prices up, and pent-up demand for goods and By Business unusual

Countries adopted harsh restrictions on domestic and inter national economic activities in a bid to limit community transmission and prepare healthcare systems for the inevi table demands on it. These measures affected global supply chains and trade.

22 Business Unusual Quarterly > World Fragmented

“Before the pandemic, global trade was already experi encing a long-term slowdown because of protectionism and a changing structure of supply chains”, the Institute of Chartered Accountants in the United Kingdom (UK) noted in a report titled ‘Global Economic Outlook Report: Trade outlook weaker in the post-virus global economy’. Hence, they expected the impressive 13% trade growth to stall.

Most countries have pursued trade-restrictive policies during recessions in periods when their competitiveness deteriorated.

services stimulated by economic stimulus packages in many jurisdictions. None of the measures implemented by govern ments across the world post-COVID pandemic addressed the pre-pandemic factors that stalled trade expansion.

lobal trade reached a record high in 2021, about $28.5 trillion, an increase of almost 13% relative to pre-pandemic levels” according to a February 2022 report by the United Nations Conference on Trade and Development (UNCTAD). This was a marked global trade expansion considering that its pre-COVID-19 growth was modest averaging 4% between 2011 and 2019. COVID-19 global public health emergency had a dire impact on all healthcare systems and economies.

policiestradetentrenchesbydevastatedeconomyGlobalWriterCovid-19rump’s

trAdE ANd iNdustriEs

Whilst there was a recovery from the 52% trough of 2009, ever since 2011, the index has dropped by 8% to 52% in 2020.

The widely covered US trade policy towards China during President Trump’s four-year term symbolised the stalled momentum of trade tariff reduction and liberalization policies in the 1990s and 2000s. The Trump administration used various legal-rational including the National Security Act to impose tariffs and/or quotas on imports. In 2018, the US had a deficit of $375 billion against China, which accounted for 64% of its $580 billion total trade deficit. The Trump administration also attacked the international trade systems and its institutions, though the US has histor ically played a crucial role in their creation. Much of the criticism was aimed at the International Monetary Fund (IMF) and the World Trade Organisation (WTO). These insti tutions were instrumental in driving globalisation which has had negative consequences for unskilled labour in the US manufacturing sector. Manufacturing plants and companies relocated to emerging and low-cost markets like India, China, and other countries leaving low-skilled workers jobless. Trump’s “Make America Great Again” policy that ascended him to the highest office

World Fragmented > Business Unusual Quarterly 23

The 2008 financial crisis is the most notable incidence of such an occasion. The level of trade openness as measured by the sum of world exports and imports divided by world GDP declined after the 2008 financial crisis (see exhibit 1).

According to this report, farm bankruptcy filings increased in the US Midwest region in 2018. Despite evidence that imports are not necessarily bad for an economy especially when the local costs of providing products and services are high and require higher prices so that costs are recovered, the temptation to adopt mercan tilist policies to rebuild the local industry is too hard to pass by.

70%60%50%40%30%20%10%0% 1991 1996 2001 2006 2011 2016 2021 Trade Openess Index

In 2019 The Wall Street Journal reported that “A wave of bankruptcies [was] sweeping the U.S Farm Belt as trade disputes [added] pain to the low commodity prices that have been grinding down American farmers for years”.

trAdE ANd iNdustriEs Exhibit 1

Source: World Bank Trump administration also attacked the international trade systems and its institutions, though the US has historically played a crucial role criticism was at the International Monetary Fund (IMF) and (WTO). These institutions were instrumental in driving globalisation consequences unskilled labour in the US manufacturing sector. Manufacturing relocated emerging and low cost markets like India, China, and skilled workers less. Trump’s “Make America Great Again” policy office was premised on the idea that the US trade deficit globalisation. Unfortunately, the US trade policy to reverse these trends had unintended consequences as China’s trade policy targeted the US agricultural sector in response to US tariffs. In 2019 The Journal reported that “A wave of bankruptcies [was] sweeping the U.S Farm Belt as trade disputes [added] pain to the low commodity prices that have been grinding down American farmers for years”. According to this report farm bankruptcy filings increased in the US Midwest in 2018. Despite evidence that imports are not necessarily bad for an economy especially when the costs providing products and services are high and require higher prices so that costs are recovered, temptation to abandon mercantilist policies to rebuild the local manufacturing sector is too hard pass by.

Because of the COVID crisis, calls in many countries for increased national self-sufficiency through import substi tution and near-shoring of supply chains will continue to exert pressure on openness policies that accelerated globalisation. Even in South Africa (SA), the Minister of Trade, Industry and Competition, Ebrahim Patel has been proposing an import substitution policy as the backbone of SA’s reindustrialization policy.

24 Business Unusual Quarterly > World Fragmented in the US, was premised on the idea that the US trade deficit with China was due to globalisation.

“This is where industrial policy has wound up – in a dead-end with a Minister trying to barter his way into investment,” wrote Peter Bruce former editor of Business Day and the Financial Mail in SA. He further warned President Cyril Ramaphosa that “…his man [Minister Patel] has failed. If he doesn’t, Patel won’t stop until there’s not a factory left”.

Unfortunately, the US trade policy to reverse these trends had unintended consequences as China’s trade policy targeted the US agricultural sector in response to US tariffs.

O n March 08 McDon ald’s announced that it is closing some of its restau rants in Russia, in a move to kickstart its exit. The story of the United States-based multinational exiting from Russia was repeated across many companies since 24 February 2022. Thus far more than 1000 firms exited the Russian market according to Yale School of Management research. Such an exodus was not what President Vladimir Putin had in mind when he took over in 1999. His intentions were to integrate the Russian economy into the global economy In his first Presidency, Putin went out on a public relations charm offensive in the US. This earned him an aston ishing appraisal from former President George W Bush, who commented that he looked into the man’s eyes and saw his soul. He then concluded that the “…man was completely committed to his country and the best interest of the country”. Today Russia is a member of the G20, World Trade Organisation (WTO), and other multilateral institutions. However, the Kremlin has been uneasy about unrestrained US use of force in Afghanistan, and Iraq and its suspected hand in undermining Russia’s influence. Whilst celebrating By Gov Makhubela the 2014 Olympic Games in Sochi, anti-Russian protests in neigh bouring Ukraine were tarnishing Russia’s image. The presence of US State Department, Assistant Secretary Markets rdeglobalisingmultinationalsrewardforussia

26 Business Unusual Quarterly > World Fragmented Fdi

Meanwhile, the markets rewarded corporates for withdrawing from Russia. McDonald’s share price rebounded two days after it announced that it was exiting from Russia on 08 March following a 10% price decline between February 25 and March 10. By April 7 its share price had rallied back to its February 22 level. The Economist reported that even though most companies lost billions of dollars in divestment, they were rewarded. “On average the shares of firms that withdrew completely went up by 3.6% between February 23rd and April 19th; those…that continued, as usual, lost 6.8%”. The market considered the long-term prospects of corporations that chose to leave Russia, a moral high ground decision, added the Economist. To absorb the effects of its isolation, Russian authorities face the task of decoupling its economy from the West by strengthening its industry to replace the output gap left by exiting firms. Yale School of Management found that revenue generated by multinational companies in Russia “is equivalent to approximately 45% of Russia’s gross domestic product (GDP)”. To succeed in decou pling their economy they will have to adopt a long-term strategy of investing in state-of-the-art technology and ensuring labour productivity. However, in the short-tomedium term, they must find new sources of investments from other world regions. Thus far, investments from the East and other world regions have not exited the Russian market except for a few. Out of 51 Chinese companies operating in Russia, only one company reduced its current operations and five suspended their operations keeping options open for a return. Only one South African company, Naspers, opted to suspend its operations from Russia.

“Mr. Obama and others, they decided that America can do whatever they like, to spread democracy, as they call it. How many diplomats from the United States were at that time in Kiev?” said Andrei Klimov, a senator in Russia. The crash of the Malaysia Flight 17, which the Kremlin,blamedWestonthe and the Crimea saga, strengthen the West resolve to impose sanctions.

World Fragmented > Business Unusual Quarterly 27

In 2015 Russia felt the effects of these actions as the economy fell into a recession. Although the Russian economy recovered briefly from 2016 to 2018 it contracted in 2019 and fell into yet another recession in 2020 this time due to the COVID-19-induced negative demand shocks.

Victoria Nuland, triggered accusations that the US was undermining Russia’s interests.

The economy would have recovered on the back of pent-up global demand, which led to the oil price recovery in 2021. According to Rosstat, the federal statistics services of Russia, the economy grew by 3.5% year-on-year in the first quarter of 2021. Despite the positive results, forecasters revised their optimistic outlook. Reuters expects the firstquarter GDP results to be the last with sound growth. The International Monetary Fund (IMF) revised its 2.8% growth projections and expects the Russian economy to contract by 8.5% in 2022. However, locally-based Russian forecasts are optimistic because they believe that oil price recovery and import substitution will continue to drive growth.

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During the initial stage of his educational journey, Ramodike quickly realized that university was not for him which led him to forgo his studies and he started working at an advertising company called ComutaNet. His career started taking off and he then worked for SABC as an accounts manager. When Gavin Mkhari and his partner Simphiwe Mdlalose founded a commercial

30 Business Unusual Quarterly > World Fragmented ENtrEPrENEursHiP

Pushing the entrepreneurial envelope is Jerry ramodike’s forte

By Kathrine Maponya Radio station, Capricorn FM, on November 26, 2007, he was fortunate to land a job there. He worked with some famous radio hosts such as Ahifa Shabba, Thabiso Kotane, Shandu Madima, and others. However, Ramodike was not satisfied. His yearning to find his own path drove him to leave the radio station after three years to find opportunities elsewhere. In 2009 he started an advertising business, Tselane Media which has been operating since. Through this business he was able to build capital and knowledge base to start new businesses later. When others drowned in the misery of the devastations caused by COVID-19 lockdowns in 2020 it was time for Ramodike to press the reset button and to put his ideas into action. His lingering spirit to find new paths for survival roared once more again. Relying on the experience gained from his Media business he started a music and lifestyle YouTube channel, “Tequila Gang”. Still, this was not enough.

E TR ERNP

ery few people are able to venture out of their comfort zones to discover their path to success. Trailblazer Jerry Ramodike has it in him. Ramodike is an entrepreneur who was born in Limpopo, Tzaneen. He moved around searching for work opportunities in different parts of the province. He ended up settling in his alternate location of Johannesburg, Gauteng province, to pursue his studies and work.

This is also the motto that drives this diligent and intelligent entrepreneur and relies on it in the face of trials and tribu lations. Hence, he was not fazed or discouraged during the first phase of constructing the resort. He was personally doing menial tasks such as getting the bricks in his bakkie and driving long distances to get whatever that was needed. Completing the project on time was the reward for the diligent efforts Ramodike put in. The Noko Resort started with a hiking trail and shortly after a café was built which took three months of hard work, deter mination, and stress, says Ramodike. The resort offers a lot of amazing activities and services such as quad biking, mountain biking and a camping area for eight people and there is much more that is still in progress. Ramodike and his team are currently in the process of building apartments for overnight stay that are due to be completed around September. In future he wants to adapt the hiking model to fit lifestyles of black people.

The tranquility of suspended activity due to COVID-19 lockdowns was a perfect time to finally put into action his ideas after the many years of perfecting his plans. Construction of the resort began around July 2021. As with construction projects on virgin land there were challenges to overcome because utilities such as water and electricity had to be connected. His experience in construction and development did not matter and he incurred high costs drilling water because they had to break big boulders to reach the water source. Instead of connecting to Eskom’s electricity grid he opted for the expensive choice of installing solar panels and generators to electrify the resort. When construction was completed, the new establishment was named Noko Resort. “I am a go getter” says Ramodike.

When asked what inspires him, he mentioned various quotes from innovative and relentless entrepreneurs such as Richard Branson, Steve Jobs and Elon Musk. For him these entrepre neurs are like him because they are all living testaments that if you want to change the world it is possible. In the face of jarring competition Ramodike is not intimidated because pushing the entrepreneurial envelope is his forte.

While hiking with his wife he decided that it was time to build a resort on a piece of land he owned for seven years. The land is situated in Limpopo province, a place that is significant and of sentimental value for Ramodike. His late parents were both from the province and he feels their divine protection whenever he is there. Hence building a resort there was one of his long-held ambitions but has been keeping it on hold because of daily life demands of running his other businesses.

World Fragmented > Business Unusual Quarterly 31

ER NEU

Prof Ronny Webber-Youngman, Head of the Department of Mining Engineering at the University of Pretoria, says that a new approach to leadership is required. While machines will undertake the linear labour in the Fourth Industrial Revolution (4IR), the function of people on a mine will never be obsolete; instead, their responsibilities will evolve, necessitating the acquisition of new skills.

EduCAtioN

34 Business Unusual Quarterly > World Fragmented

he mining industry has traditionally been a key driver of the South African economy, and despite the growth of other industries, mining continues to contribute considerably to economic productivity and the country's gross domestic product (GDP). Notwithstanding South Africa's immense natural resources, the country's continued expansion is hampered by a number of challenges in the mining industry, mostly that of a lack of skills.

To that end, the Department collaborated with Enterprises University of Pretoria (Enterprises UP) to develop a series of programmes and short courses, such as the Leadership Devel opment Programme, and short courses in Blasting Engineering, Risk Management, and Technical and Operational Surface Mining, in order to ensure that mining professionals are prepared for the future of work, and are able to adapt and consistently gain new skills.

Prof ronny Webber-Youngman Head of the department of Mining uEngineeringniversityof Pretoria

"Technology does not drive leadership; rather, leaders lead technology," Dr Uys continues. One of the primary things we investigated was people's acceptance of technology. We also researched the leadership skills required for the 4IR, and it appears that the model correlates incredibly well with the identified skills. These skills include emotional intelligence (EQ), complex problem

4.0dtM Leadership development

Over the last three years, almost 700 delegates have attended the two-day 4.0DTM Leadership Development short course, which explores leadership traits using a four-dimensional prism model. Its goal is to prepare leaders for the challenges that will be brought about by the 4IR, also known as Industry 4.0.

needsgrowingtominingdevelopingskillsmeet

During the past nine years, the Blasting Engineering Programme was delivered to over 600 delegates. This course covers the fundamentals of all surface and underground mine drilling and blasting operations. Real-world circumstances are used to improve the application of drill and blast design and execution in the mining sector.

Programme in technical and operational surface Mining Excellence

"We recognised a need in the market for technical surface mining training because no other courses teach new mining

World Fragmented > Business Unusual Quarterly 35 solving, negotiations, complexity and inductive reasoning; skills that will lead to the development of technology."

Programme in Blasting Engineering

"The industry’s response has been really positive. The delegates we train are much more confident after participating in this programme. They can engage with their clients about drilling and blasting challenges," said Mr Wolter de Graaf, course leader.

"We have discovered that when technology advances, we must train our employees to adapt." We make extensive use of virtual reality and interaction throughout the course/programme. The high-quality, realistic visuals create an engaging user experience for a wide range of real-world applications."

graduates and professionals about the technical aspects of surface mining,” Henk Fourie, course leader for the programme explained.

The short courses that make up the Course for Managers in Risk Management (c-MiRM) are designed to provide a systematic approach to establishing and maintaining a multi-dimensional risk management framework with well-defined principles and methods. The courses synchronise risk management proce dures in present and future implementations of Interna tional Standards such as ISO 31010:2019 (Risk Management Techniques) and ISO 45001:2018 using the concepts and framework of ISO 31000:2018. (Occupational Health and Safety Management Systems).

"At first, we had graduates and individuals with mining engineering knowledge, but over the last three years we have received people from many walks of life, primarily because it is the only programme of its kind in South Africa that uses technical knowledge for surface mines on a relatively senior level," said Johan Hager, course leader.

If you are interested in registering, enquiring or requesting quotations for individual or corporate training options of courses, kindly contact our Executive Team:

Course for Managers in risk Management

The Programme for Technical and Operational Surface Mining Excellence was developed in 2018 and launched in 2019.It provides delegates with the technical skills they need to become successful and value driven. All aspects of mineral resource management are addressed, as well as the selection, produc tivity and maintenance of heavy mining equipment.

According to Albert van der Vyver, course leader, the Department of Mining Engineering has been providing a risk management curriculum to the industry for about ten years in collaboration with Enterprises UP. It was taken to the next level when Enter prises UP was tasked with assisting with the development of a formal risk management system in Turkey in the aftermath of a massive subterranean explosion that killed 310 people.

36EduCAtioN Business Unusual Quarterly > World Fragmented

"It was time to put practical ideas into action, and the c-MiRM model was developed spontaneously. It worked success fully, implying that the course might offer a solid platform for long-term mortality reduction in the mining sector."

Enterprises University of Pretoria offers solutions-driven research and training services. If you wish to be provided with more information, please contact +27 (0)12 434 2500 or visit www.enterprises.up.ac.za. StakeholderExecutiveBogopaManager:Relations & Information Technology Tel: +27 (0)12 434 2554 Email: irvin.bogopa@enterprises.up.ac.za

Irvin

World Fragmented > Business Unusual Quarterly Shifting knowledge to insight® +27 (0)12 434 2500 | info@enterprises.up.ac.za | enterprises.up.ac.za Just-in-timetrainingAUG-DEC2022 Key:  Schedule available on request  Continuing DevelopmentProfessional(CPD)course  Contact Course  Online Course  Virtual Course  Blended 19 Sep Introduction to Drones in Precision Agriculture 5 days  26 Sep Advanced Course in Construction Contracts 5 days  30 Sep Advanced Programme in Claims Under Standard Construction Contracts 4 days  03 Oct Introduction to Drones for Sustainable Mining 5 days  10 Oct Construction Contracts 5 days  21 Nov Project Quality, Risk and Time Management 5 days  Built Environment and Constructionand Construction� 28 Aug Programme in Office Management ExecutiveAdministratorsforandAssistants   17 Oct Business Management 5 days  31 Oct Analytics for Business managers   Business Management and Entrepreneurship 22 Aug Instructional Design Tools for e-Learning 5 days  30 Aug Teacher Training on Behaviour Modification for Learners 5 days  05 Sep Programme in Innovative Facilitation of Learning   24 Oct Mentor Self-empowermentdevelopment:professionalin a Community of Practice   21 Nov Teacher Development through Lesson Study: Theory and Practice 5 days  25 Nov Autism Spectrum Disorder (ASD) 5 days  EDUCATION AND TEACHER DEVELOPMENT Engineering and Technology Management 15 Aug Railway InvestigationSafety   22 Aug Online course in Risk-based Maintenance (RBM) 2 days  29 Aug Introduction to Railway Projects and Processes   01 Sep Management of Continuously Welded Rails   05 Sep Online Programme in Project Management   13 Sep Online Programme in Asset and ManagementMaintenance 3 days  Environmental Management and Geophysics 29 Aug GIS Professional Practice 2 days  20 Sep Introductory Remote Sensing: Physical Principles and Digital Image Processing 3 days  17 Oct Strategic ManagementEnvironmental 4 days  17 Oct Water Quality Management and Effluent Treatment 5 days  08 Nov Remote sensing data analysis in R-Studio: A machine perspectivelearning 3 days  15 Nov Aerial surveying (UAV) for 3-D surface modelling and detailed mapping 3 days  Financial Management and Taxation 22 Aug Investigation and Management of Cyber and Electronic Crime 5 days  29 Aug Course in the Prevention and Detection of Corruption and Procurement Fraud 5 days  05 Sep Economic Crime Schemes 5 days  19 Sep Advanced EconometricsTime–Series 5 days  26 Sep Fraud Risk Management 5 days  10 Oct How to Read, Understand and Analyse GRAP Annual Financial Statements 5 days  17 Oct Computable General Equilibrium Modelling 5 days  24 Oct Basic Financial Investigation 5 days  General Management and Leadership Development 15 Aug Effective Stakeholder Management 5 days  29 Aug Master Class in Building a Winning Culture in Government   29 Aug Outcomes-Based Monitoring and ImplementationEvaluation 5 days  15 Aug MODULE 3: Sexual Function and Satisfaction   15 Aug Advanced Course in the Management of Performance and Discipline 3 days 22 Aug HIV and AIDS Counselling and Management 5 days  06 Sep Advanced Course in Employee ProgrammesAssistance 4 days  Health and Health care

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Business unusual Trade | Investment | Business Quarterly Magazine Business Unusual is a quarterly magazine that delivers depth and insight on Africa’s and other Global trade environment. Reasons why South African companies expand into Africa and other Global markets. The objective is to unpack and highlight imports, exports and Foreign Direct Investment; challenges & opportunities for emerging markets. Each issue takes an in-depth look at policy, investment trends, and how the experiences of African enterprises and lessons of those companies influence our choice of business strategies and models in a changing global trade environment. Reader Profile Business Unusual offers pertinent business intelligence, analytical coverage of business environment, reaching high affluent business leaders, entrepreneurs, professional and government doing business in Africa and Global markets. Frequency <> Quarterly Circulation <> 5 000 Quarterly Publisher <> Ndabana Media Production @businessunusualmagazinewww.businessunusualmagazine.co.zaBusinessunusualMagazine#Business@businessunusualmagazine For more information +27 72 049 9794 +27 60 808 6771 Advertising and Bookings sales@ndabana.co.za Quotations accounts@ndabana.co.za World Fragmented > Business Unusual Quarterly 39

“A minimum level of local investment is needed to further develop commercial relations with Europe,” says French diplomat

In March 2022, Sibanye Stillwater, a South African Gold, and Platinum Mining house finalised its € 85 million purchase of Eramet SA, France’s second-largest industrial port company that processes hydrometallurgical nickel, based in Sandou ville near Le Havre. In its media statement announcing the deal, the mining house said “This acquisition will enable By radithebe rammutle

Historically investment and trade relations between SA and France were not as strong as relations with Germany, Britain, and the Netherlands. Respectively, trade relations with these countries represented 31%, 14%, and 12% of the total trade with partners in Europe while trade with France represented only 5% in 2022. While trade relations between France and SA are stable, they were stronger a few years ago. Back when South African Airways (SAA) was still importing Airbus aircraft trade amounts between the two countries were sizeable.

Source: South African Revenue Services Imports (R12.2 Billion) South Africa-French Trade Balance Deficit 2022 R - 5.1 billion Exports (R7 Billion)

40 Business Unusual Quarterly > World Fragmented

Today, France exports mostly chemicals to various industries including pharmaceutical firms and cosmetic products to SA’s retail industry. In 2022 chemicals and cosmetic manufac

In 2022 South Africa (SA) posted R 5.1 billion trade deficit against France, the third-largest amongst European countries after Italy and Sweden. However, the French government believes that the trade imbalance between the two countries could improve if South African (SA) firms continue to establish a strong foothold in Europe.

Sibanye Stillwater did not expressly state that its acquisition will have a strategic impact on SA France trade relations, but it could have a positive impact on SA exports. “The Aspen pharma group some years ago build a factory in France and today it is a platform for the distribution of its products in the French and European market. So, many products made in SA from Port-Elizabeth factories go to Europe because there is a distribution network,” said Furno.

Sibanye-Stillwater to build a leading battery metals platform in Europe. It is seen as a low-risk entry into the nickel benefi ciation business and our initial focus will be to ramp up throughput, as per existing plans.”

Since the launch of SA Investment Conference (SAIC) French companies have been making commitments in support of President Cyril Ramaphosa’s reform programme. In 2019 French firms announced R 20 billion of investments to cover three years from the announcement year says, Furno. The results are already visible for SA consumers with the latest arrivals such as Decathlon and Leroy Merlin, two recog nisable retail brands from France. In March 2022 French companies announced R 50 billion of new investments for the next three years in sectors such as renewable energy.

World Fragmented > Business Unusual Quarterly 41

While some of these issues are still unresolved French companies are focusing on other alternatives to have a stronger presence on the SA and African market.

Equally EU member states have raised concerns over limited access to SA’s poultry meat market.

tures in France exported R 3.5 billion of their products which represented almost a third of France’s total imports to SA. Industrial machinery were the second-largest main exports (R2.34 billion) followed by aircraft and vessels (R 1.19 billion) and prepared foodstuff (R1.17 billion) - see exhibit 2. The top five exports from France to SA including plastic and rubber products represented 75.36% of the total imports. This contrasts with SA’s exports which are less diversified – see Exhibit 3. The three top exports to France from SA represent about 71% of the total exports. SA minerals industry exported R 2.97 billion of mineral products to France. This represented 42% of the total exports to France.

The second main exports were passenger cars, aircraft and vessels accounting for 25% of the total exports. About 4% of exports were iron and steel products. Fourth was the Agrofood exports that grew on the back of 18% market growth of SA fruits and avocados. In 2016 South African Development Cooperation (SADC) and the European Union entered into a new Economic Partnership Agreement (EPA). While the agreement was meant to further improve commercial relation and resolve disagreements the two regional bodies still disagree over Agro-Food trade arrangements. SA and SADC have complained about EU’s sanitary and phytosanitary measures that limit entry of agricultural products into its market.

42 Business Unusual Quarterly > World Fragmented

Today Nike is synonymous with branding, a marketing activity that dates back centuries ago with major shifts taking place in the 19th and 20th centuries. We are leaving in the golden age of Branding, because of businesses such as Nike. Many 21st century companies and others to come will embrace the business branding mantra developed by Nike. Nike’s success is partly a result of its ability to carve out a niche in a market and connect directly with customers and fans by building a strong brand image.

ports brand, Nike, celebrates its 50th anniversary this year. The "Just Do It" label has over the past five decades been a champion for athletes and sport. Many athletes and sports teams have broken records wearing their shoes. In the process, it has conquered the sporting world and lived up to its name, Nike, the Greek goddess of victory.

While Nike was founded in 1964 as Blue Ribbon Sports by Bill Bowerman, a track-and-field coach at the University of Oregon, and his former student Phil Knight, its first product, Nike Cortez, was released in 1972 during the Olympic Games. It immediately drew the attention of the public.

Nike's 50th anniversary is not about looking back at what they have done; it's about looking to the past for inspiration

By Masentle tsotetsi as the brand expands sport for a new generation. It is a moment to reflect on the company's journey, celebrate its history, and plan for the future. Externally, Nike can continue to tap into the customer knowledge that they have built through continuous engagement and intelligence gathering.

Nike geniusbranding50inspireditsforwardlooksto6thdecadebyyearsofECLECtiCELEGANCE

It is no surprise that Nike has been able to design and develop products of above-average quality and contin uously improve them. It is the world's largest supplier of sportswear including Nike Pro, Air Jordan, Air Force 1, Nike Dunk, Air Max, Nike CR7, Jordan Brand, Converse, Golf t-shirts, and Nike Blazers to name a few. Its products are available for both men and women, as well as children, and

Nike has kicked off the celebration with its ‘Seen it All’ advert featuring Spike Lee. It's a less than three minutes clip, reprising Lee's role as Mars Blackmon. Lee waxes poetic on some of the most epic sports moments and legendary athletes in Nike’s history. The advert also runs through more than 40 stars and moments, from Steve Prefontaine and Michael Jordan, Ronaldinho and Serena Williams, the late Kobe Bryant, Naomi Osaka, and Sue Bird.

Nike classic cortez leather white/varsity red: Photos: 2P2PLAY

World Fragmented > Business Unusual Quarterly 43 many famous sports personalities have made Nike their number one trusted brand. They include Andre Agassi, Tiger Woods, Cristiano Ronaldo, and others who have all benefitted in some way, shape, or form from the products Nike has developed.

The anniversary work is part of the brand’s ongoing “Never Done” campaign launched earlier this year and will feature more content throughout 2022, including work on the evolution of the logo Swoosh, which symbolises the sound of speed, movement, power, and motivation, as well as highlights from Nike advertising milestones across the last 50 years.

In South Africa, Nike has partnered with various sports clubs and national teams, including Springboks, and Bafana Bafana. But their longest partnership is with the Glamour Boys from Soweto Kaizer Chiefs.

3. outeniqua trail Outeniqua Trail is one of the lesser-known hikes in Africa trails in South Africa, a real hidden gem of the Garden Route. It’s a great hike to do to get away from the bustling city life. A 7-day trek takes hikers through the indigenous Knysna forest, one of the most beautiful forests in the country.

Business Unusual Quarterly > World Fragmented 11

2. Amatola trail Amatola Trail is probably one of the most amazing treks in the African continent, and maybe some of the best hikes in the World. The whole area that the trek goes through looks like a fairyland. The trail goes over the beautiful Amathole Mountain range offering stunning views of the area. The indigenous forest covering the big part of the mountain range looks like the perfect decoration for a Lord of the Rings kind of movie.

dEstiNAtioNs44Most i ncredible Hikes in Africa

One of my favorite hikes in Africa experiences in Uganda was a Mount Sabyinyo hike. Mount Sabyinyo is an extinct volcano located on the border of three countries – Uganda, Rwanda, and the Democratic Republic of Congo, in East Africa. What is special about it is that when you get to the

If you are searching for the best hikes in Africa at the less crowded places and discovering some real hidden gems, you are in the right place. You are about to find out the epic hikes in Africa revealed by the top Travel Bloggers and Hikers in the world. Africa is one of the most amazing destinations for outdoor adventures, and one of the best ways to explore is to experience the magic of hikes in Africa.

4. otter trail Considered one of the most beautiful hikes in Africa on the African Continent, Garden Route, is where you can also find the Otter Trail Hike. What makes this one of the best hikes in Africa, is the scenery on this trek. It is truly breathtaking; evergreen indigenous forest, unspoiled sandy beaches, dramatic cliffs, waterfalls, deep canyons, and diverse wildlife.

5. sabyinyo volcano

1. drakensberg royal Natal National Let’s start this amazing list of the most fascinating hikes in Africa with one of the most amazing locations on the continent. Any hiking enthusiasts visiting Africa should not miss an opportunity to explore Drakensberg Royal Natal National Park. As the home of the highest mountain ranges in South Africa and the second-highest waterfall in the world, Tugela Falls, nature lovers will find plenty to explore at this UNESCO world heritage site.

Photo: JAYSI top, you can stand on the borders of these three countries at the same time.

9. Manchewe Falls You’ve probably heard about Lake Malawi, but have you heard about Manchewe Falls? This spectacular waterfall can be found high up on the Rift Valley Escarpment above the lake. The water plunges 125 meters down the sheer escarpment, surrounded by lush greenery. That’s right, 125 meters! This makes Manchewe Falls even taller than the most famous waterfalls in the world, including Victoria Falls and Iguazu Falls.

Located at the highest point in Morocco, is Mount Toubkal, situated in the High Atlas Mountains at an impressive altitude of 4,167 m (13,667 ft). Hiking Mount Toubkal is a pretty challenging and tough trek but it was worth it for the spectacular views.

10. Ngare Nadare Ngare Ndare Forest, a few hours drive from Nairobi and an hour northeast of Nanyuki, makes for a great weekend getaway from the capital. It is a vital wildlife corridor linking Lewa Wildlife Conservancy to Mount Kenya. The park is home to 7 stunning waterfalls and the longest canopy walk in East Africa, with its 450-meter length.

11. Fish river – one of the most challenges hikes in Africa Famous for stunning deserts and massive dunes, Namibia is also home to the second-largest canyon in the world and number one in Africa, Fish River Canyon. With 86 km (53 miles) taking about 4-5 days to hike, this is one of the most amazing hikes in Africa, taking you along the canyon, which is the best way to discover its beauty. The trek starts at Hobas campsite and finishes at Ai-Ais Hot Springs.

6. Cape verde – one of the Africa best hikes destination While the Cape Verdean islands are often known for the large all-inclusive resorts such as in Boa Vista or Sal, the country boasts countless hiking trails that will catch your breath. No matter what your hiking level is, you’ll definitely find a trail that will suit you.

7. tsingy de Bemaraha In western Madagascar, you find one of the world’s most unique landscapes in Tsingy de Bemaraha National Park, with 5.6km (3.5 miles) and around 5 hours to complete this hiking. Tsingy, meaning “walking on tiptoe” in Malagasy, is a huge area of razor-sharp rock formations towering up to 100 meters. It’s hard to imagine people walking barefoot across the Tsingy in the old days.

Landscape of tsitsikamma national park, garden route, south africa.

8. Mount toubkal

Business Unusual Magazine Q2

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“A minimum level of local investment is needed to further develop commercial relations with Europe,” says French diplomat