CEO Magazine Vol 15.1

ceo an

celebrating excellence in organisations Vol 15 No 1 - 2016

ENTERPRISING

APPROACH

Director-General of the Department of Public Enterprises, Mr Mogokare Richard Seleke

Private Healthcare Here To Stay

Sedibeng College Training for Employment Lifestyle

One Night in Bangkok

ATNS CEO Thabani Mthiyane

When Thabani Mthiyane was appointed CEO of Air Traffic and Navigation Services SOC Limited (ATNS) in 2013, he was stepping into an organisation that understood the value he would bring to its leadership. This sentiment was echoed by ATNS’s Chairman Captain Mpho Mamashela on Mthiyane’s appointment: “He shares the same values and commitment to our business and industry as our board and fully understands the needs of our stakeholders. He also has the right credentials and skills to take ATNS forward.”

Mthiyane has over 10 years’ experience in the realm of aviation, specialising in Air Traffic Management. He has held various senior management positions including experience in maintenance policy development, management of capital projects as well as leading the technology management team as part the ATNS executive.

An engineer by profession, Mthiyane previously worked for a number of well-known companies in senior positions including Transnet Ports Authority and the National Energy Regulator. He is a registered professional engineer with the Engineering Council of South Africa, a member of the South African Institute of Electrical Engineers as well as the Institute of Directors Southern Africa.

Mthiyane served as a trustee in the ATNS pension fund and as a member of the Air Services Licensing Council. He is the Chairman of the CANSO Africa Region as well as the CANSO Global Executive Committee.

As CEO, Mthiyane has a firm grasp on the expectations of the Air Traffic Management community at large and understands the steps ATNS needs to take in order to experience continued success going forward, both as a pioneer in air navigation service provision and as a state-owned company.

The increasing demand for ATNS’s expertise, services and business acumen from countries across the African continent provides the opportunity for ATNS to contribute towards the improvement of Africa’s economy and its safety record.

Thabani Mthiyane

ATNS IS AN ENTITY OF THE NATIONAL DEPARTMENT OF TRANSPORT

Lesoba 15753

Contact ATNS on +27 11 607 1000 or browse our website at www.atns.com.

WATER

YOURWORLDUNRAVELLED

Water is everywhere, in us and around us, in liquid, solid or gas form. Take a moment and consider how wonderful water truly is! A sparkling lake on a hot summer’s day, ice cubes clinking in your glass of cool drink, a hot shower on tired muscles, gentle rain feeding our gardens and refreshing our souls. We rely on water each and every day for our very lives and well being. But, the water we have on Earth is finite and the amount of water that is available for human consumption is actually reducing due to many wasteful or polluting practices.

The average urban home of 4,6 people use

640l water per day

12-14 million South Africans do not have access to safe drinking water

The human body is comprised of

survive

You can about a month without food, but only

57 without water. to

Tips on Saving Water It is surprisingly easy for households to reduce water consumption by between 30% and 60%. Lets work together to look after our water. This can save you money too.

days

80% water.

Use micro-irrigation, a more efficient watering system and mulch to retain moisture in flower beds.

Place a bucket in your shower to collect used water to re-use for cleaning or to water the garden.

Water is

reusable and not

Use a glass when brushing your teeth instead of letting the water run.

Take 5min showers and install a water efficient shower head.

renewable

EDITORSNOTE

EDITOR’S note

Opportunity to

Influence

P

rofessors Acemoglu and Robinson, from MIT and Harvard respectively, are the co-authors of ‘Why Nations Fail: The Origins of Power, Prosperity, and Poverty’.

My attention was drawn to their work while recently reading a piece in the Wall Street Journal.

Basically the authors postulate that nations fail because those institutions (like the judiciary) that are supposed to work for the people are not strong enough. They argue that entrenching the strength of institutions by making sure they are run and led by representatives of the people, is the one sure fire way to ensure a nation keeps moving forward.

As we head into a local government election year, the opportunity for us to exercise our democratic right as we cast our ballot is as important as it ever was. The world, politically and economically, is changing at a rapid pace and we need leaders at all levels to guide us to this future – the opportunity to influence this future will be at hand this year, use it!

Valdi Pereira Basically the authors postulate that nations fail because those institutions (like the judiciary) that are supposed to work for the people are not strong enough.

CEO 2016 Vol 15.1

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INSIGHTS

AdamOrlin

“I

Innovating in business is more important than ever. Companies cannot afford to fall into a routine when it comes to the latest market developments. Adam Orlin, CEO of Blue Strata Trading, a premium import and working-capital specialist that won in the Master’s Zenith category of this year’s Accenture Innovation Index Awards, takes a closer look.

Adam Orlin, Chief Executive Officer of Blue Strata Trading

nnovation does not have to sit on the outskirts of the company. Thanks to the evolution of technology, integrating solutions into existing organisational processes has become less of a burden and more of a critical business deliverable.” He believes that, irrespective of the industry, technology is playing an increasing role in how business leaders grow their companies and identify new trends. Especially in the South African market that combines First World technologies with developing-market growth opportunities.

“When technology is used to aid innovation, it can deliver significant value to the business bottom line. Not only can it reduce costs, but it also provides for better monitoring and control of the state of the business strategy.” In the import industry, having access to innovative technology provides companies with greater visibility for the strategic management of their import supply chain and improved control of their supplier relationships, costs and availability of product. Technology provides detailed information down to container level, so importers can manage their inventory whilst goods are in transit.

Innovation needs to be at the heart of the organisation and its development. “By committing to innovation, the organisation helps to create a culture of passion in everything that is being done. It is vital for business leaders to challenge the status quo and do things differently.”

Orlin emphasizes that innovation is not about the newest trend in the market. “It is not always about reinventing

Innovation is Fundamental to Business Success

Focus on Adam Orlin

the wheel but about changing a business process or streamlining a work-flow solution. At times, providing your customers with a fully integrated solution that empowers them to make decisions faster is all it takes to gain valuable momentum in the market.”

Along with the opportunities present in a developing economy like South Africa’s, there are significant challenges.

“But it is in the way you face these challenges and conquer them as a decision maker that will set your business apart from the competition. Innovation is necessary to achieve greater competitiveness and, as the economic growth rate slows, it is essential that innovation is at the heart of business.”

Not innovating can mean stagnation and losing market share. Not having the right leadership to harness innovation through technology means engagement both internally and externally becomes limited.

“Embracing emerging digital technologies that foster collaboration and encapsulate the spirit of African entrepreneurship has become a business imperative. We are finally in a space where technology has caught up with our creativity in respect of what we want to achieve. There are virtually no constraints stopping us innovating. But we need leaders willing to embrace this change and drive the market forward.”

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CONTENTS 10 LEADINGedge Newly appointed, Director-General of the Department of Public Enterprises, Mr Mogokare Richard Seleka, shares his views on the progress the department has made, its contributions to economic transformation and the opportunities that exist for it in the future.

REGULARS 3 Editor’s Note 5 Insight

Focus on Excellence

8 Flip Side 14 On Point 46 What’s Hot or Not 80 In Conversation With

76 Karin Clark Making a Stylish Impression

78 Moses Kgosana Big Time Dreamer

INtheKNOW

STATEyourCASE 18 Cards Plus Local Company Shows Steady Growth

48 Camping: Something You Should Only Do on Vacation

20 Discovery Healthier Choices Healthier Society

Refugee Camps, Creating more Problems than Solutions

22 Discovery

42 14

50 Night Market Man

14 On Point

69 Land Rover Discovery Sport

Private Healthcare Must Thrive as a National Asset

24 EGYPTAIR Trendsetting Airline has Long History

28 EWSETA Investing in the Skills needed for Energy and Water

30 Monsoon Photography Photos that Speak to Clients

32 SJN Agency Launching Artists into Orbit

34 Sedibeng College Merging Theory and Practice for the World of Work

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CEO 2016 Vol 15.1

Diane Gottsman, etiquette expert and founder of The Protocol School of Texas, USA discusses World Class Business Etiquette. She states, knowing how to engage in an authentic manner, is paramount to job success.

The Entrepreneur and Originator of Night Markets in Pretoria and Johannesburg

LIFEstyle Aimed at the Spirited at Heart

72 Mercedes Benz GLE Coupe A more Versatile and Sportier Choice

GLOBAL Expand your business Horizon Publisher CEO Global (Pty) Ltd Tel: 0861 CEO MAG Fax: (012) 667 6624 Tel: 012 667 6623 info@ceomag.co.za www.ceomag.co.za

SUPPLYworxs 38 Key Factors for Successfully Managing Test Environments Organisations Need to Invest in Dedicated Test Environment Management

40 P@$$wORD_1: How secure is your password?

38

Users and Organisations Making Sure Sensitive Information Remains Secure

42 Leadership Obsession Losing Firms Millions Cases of Mistaken Identity Cost South African Businesses Hundreds of Millions of Rands Every Year

53 Saving the Day Leading Companies out of Troubled Waters

56 School’s Out the Way We Know It Educating learners to leave school as tenacious and resourceful individuals

58 Graduates Today Leaders Tomorrow EWSETA and SANACO Joining Forces to Train Learners

Spotlight

44

44 A Trader at Heart Richard Mukheibir established Cash Converters Southern Africa and there are now 70 stores in South Africa

Chief Executive Annelize Wepener annelizew@ceomag.co.za Director: Strategic Development & Editor in Chief Valdi Pereira valdip@ceomag.co.za Director: Corporate & Financial Services Carl Wepener carlw@ceomag.co.za General Manager: Global Services George Wepener georgew@ceomag.co.za General Manager: Global Media Services Channette Raath channetter@ceomag.co.za Continental Manager: Client Services Bonita Brown bonitab@ceomag.co.za Continental Manager: Human Capital & Corporate Services Abrie van Aarde abriea@ceomag.co.za Manager: Business Development – SADC South Bruce Nimmerhoudt brucen@ceomag.co.za Manager: Office of the Chief Executive Nadine Aylward nadinea@ceomag.co.za Team Leader: Continental Programmes Pule Mahodi pulem@ceomag.co.za Continental Project Administrators Sylvia Houinsou sylviah@ceomag.co.za Rumbi Chanda rumbic@ceomag.co.za Laetitia Nyota laetitian@ceomag.co.za Journalist Samantha Barnes samanthab@ceomag.co.za Manager: Production Linda Graae lindag@ceomag.co.za DTP Operators/ Designers Demi Kurten demik@ceomag.co.za Manager: Corporate Support Raymond Mauelele raymondm@ceomag.co.za

60 Fall in love with Accra Ghana is Listed by British Airways as a Top Destination Country to Visit

62 Songbird Set to Soar South Africa’s Rising Talent, Soul Singer Bongi Mvuyana

Client Development Administrators Winston Williams winstonw@ceomag.co.za Client Liaison Officer Cobus Kramer cobusk@ceomag.co.za Receptionist Wilheminah Nchwe wilheminahn@ceomag.co.za Office Assistant Minah Mahlangu minahm@ceomag.co.za Security Guard George Mbana

64 Tuned In

69

Chadwin Alexander, Musician and Music Director

66 Love Our African City

* No article or part of an article may be reproduced or transmitted in any form without the prior written permission of the publisher. The information provided and opinions expressed in this publication are provided in good faith but do not necessarily represent the opinions of the publisher or editor. All reasonable efforts have been made to ensure the accuracy of the information contained in this publication. However, neither the publisher nor the editor can be held legally liable in any way for damages of any kind whatsoever arising directly or indirectly from any facts or information provided or omitted in these pages, or from any statements made in or withheld by this publication.

Dr Gwen Ramokgopa, Ambassador of African Cities Dialogue

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FLIPSIDE

As China appears to be tilting headlong into the rampant consumerism that has driven Western economies for the past few decades, one of the first winners (be sure there will be lots of losers too) appears to be Apple.

According to a multitude of consumer and brand surveys Apple has displaced Hermès as the gift of choice amongst the Chinese elite, while the lesser heeled may not shop in boutiques, they certainly have an eye for Apple products and have helped power their country into the top market for Iphones – surpassing the USA.

Get Connected According to a Gartner report Smart commercial buildings will be the highest users of Internet of Things until 2017, after which smart homes will take the lead with just over 1 billion connected things in 2018. Is this the beginning of the ultimate nanny state? We don’t know for sure, but you can bet on the fact that more people will pretty soon be doing less thinking on the domestic front.

Apple Rising You got to hand it to Hermès, it may be almost 180 years old but the company remains nimble.

Sensing that it risked losing market share amongst the elite it partnered with Apple, to produce Apple Watch Hermès, upping the stakes in the gift game and ensuring they claw back lost market share.

Yet another Super League Let’s face it, there are insane amounts of money floating around world soccer (or football if you like). The revelations around FIFA’s shenanigans, while disappointing, are not surprising. Throw enough money at a group of people and they become more than a little self-righteous, in fact, they lose touch with reality. In light of this we are not sure if the decision by 23 major leagues to form the world association of football leagues, is a good thing. According to For his the president of the French League, Frederic Thiriez: “the decision was taken to rebuild the institutions of FIFA and world football because the FIFA crisis is a disaster for every day’s football. Somehow we are victims. It’s now or never.” It may be true, but we are going to reserve judgement on this one for a few years yet.

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CEO 2016 Vol 15.1

FLIPSIDE

It’s Snowing Well, not quite, but in the northern hemisphere snow is often associated with the festive season and there may just be an early (or late) Christmas present in the offing for some fortunate investors. China Resources Beer (Holdings) Company will soon be asking banks to pitch for the advising role regarding the Chinese brewery’s joint venture with SABMiller Plc. Anheuser-Busch InBev Nv will most likely have to sell the stake it will acquire in Snow Breweries (via its acquisition of SABMiller Plc) to meet Chinese anti-trust requirements. Considering Snow is the world’s biggest selling beer, it can be taken for granted that there is going to be no shortage of interested buyers.

The Spaniards are Here!

LaLiga has opened an office in Johannesburg, with the view to extending the global positioning of the brand. LaLiga has said their main objective is to transfer skills and raise future leaders, using soccer as a developmental sport to achieve these goals. The South African spirit of Ubuntu will be entrenched in their social upliftment strategy of creating a healthy environment and healthy minds through sports. If SAFA ever needed a greater confirmation that our local football leagues can do with an overhaul, this is surely it.

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Director-General of the Department Public Enterprises, Mr Mogokare Richard Seleke

An

Enterprising Approach

by Valdi Pereira

Newly appointed, Director-General of the Department of Public Enterprises, Mr Mogokare Richard Seleke, shares his views on the progress the Department has made, its contributions to economic transformation and the opportunities that exist for it in the future.

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CEO 2016 Vol 15.1

LEADINGEDGE - Department of Public Enterprise

It is often said the first 100 days in a new executive role are the most critical. How will you be tackling your first days in your new role?

I have approached it in two parts. The first part is focused on acclimatising to the Department in order to get a sense of its current status and its operating environment. As part of this process I have looked at a wide range of matters including, but not limited to, the strategic plan, drivers of our strategic thinking, the expectations of the executive team and even the current vacancy rate.

It has given me a fair orientation of the Department, where we have come from and where we are hoping to head in the future.

The second part is about understanding the vision of the Minister as the political head of the Department. While

There has been tremendous expectation on the entities that form part of the Department of Public Enterprises to spearhead economic transformation in South Africa. Do you think state-owned enterprises have made progress in this regard?

If we look at some of our leading public enterprises like Eskom, Transnet and South African Airways, it is clear that much has been achieved in terms of people transformation. These entities, in the Apartheid era, were virtually inaccessible at certain levels to black South Africans. Today at both executive and technical level we find that there is a fair representation of all our people, in line with the appropriate BEE codes.

That being said, it is important to remember that economic transformation is about opening up and providing access to the services of our utilities for all South Africans.

State-owned enterprises serve the public interest, but they are also expected to generate at least some of their own revenue. there is a clear pre-ordained programme from government for the Department and we have a mandate to guide us in delivery upon government’s objectives, it is important that we produce results in the context of the minister’s vision.

An overarching element of the two parts has been to build working relationships with my executive team and operational leaders. Everyone has their own strengths and it is important to understand what they are and how we can align these with the needs of the Department and the minister’s vision.

In this way I think I have gained a sense of the Department’s capabilities and what needs to be done to move us forward.

You have a strong agricultural economics background and understanding of this sector. What is your view on the contribution this sector makes to our country’s economy?

The agricultural sector plays a vital role as it contributes enormously to food security, which is one of the critical pillars of a stable society. In fact, economic development, without the type of food security that our agricultural sector provides at national and household level, will be very difficult to achieve.

We also benefit from a relatively advanced retail distribution system that provides access to food, particularly in rural areas, thereby contributing to food security.

The management of our water resources which is an important component for human survival and plant as well as animal production, is also reasonably good. There are obviously a number of challenges in this space because we are a water scarce country, but the fact that our population seems, for now, to have settled into stable growth, helps us plan for efficient management and the provision of this resource to the agricultural sector.

This has contributed to broader economic transformation which is equally important.

The role that Eskom has played in bringing electrification to rural areas is a good example. One of the reasons there is an influx of people to metropolitan and urban areas is access to utilities and initiatives of the sort undertaken by Eskom, helps to keep rural communities intact.

Transnet has also undergone a significant change in its strategic approach over the years. It has moved to provide rail network support for the mining sector and invested in port infrastructure development for our export sectors such as motor vehicle manufacturing.

SAFCOL in turn has played an important role in promoting land reform and meeting the needs of the communities through mutually beneficial partnerships. This assists to ensure that real, critical needs are being addressed to reduce poverty and improve the living conditions and skills within the rural communities, whilst underpinning economic transformation.

One also has to acknowledge that some aspects of economic transformation have not been as successful as we all had hoped it would be. However, as a nation we are on a journey where we are continually learning lessons, which help us to strengthen our transformation drives.

Broadly speaking what do you see as the role of public enterprises in the economy?

If one considers the National Development Plan it is apparent that state-owned enterprises have been given a central and leading role in developing the economy. By their very nature these enterprises have a tremendous reach advantage through their presence in areas where the private sector would not normally operate.

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LEADINGEDGE

We need individuals who are able to able to understand the challenges of operating in both public and private sector corporations.

State-owned enterprises serve the public interest, but they are also expected to generate at least some of their own revenue. So the profit motive does exist, but it is not the overriding motivating factor as is the case with private sector enterprises. This is particularly important in the provision of essential services.

The focus for state-owned enterprises is on the long-term, not only in terms of providing for instance infrastructure, but also ensuring that communities and businesses that benefit from its services, can continue to do so. Therefore sustainable service delivery is a far greater driver of investment decisions than maximising profits.

Public Private Partnerships are often mooted as a centrepiece towards ensuring sustainable and cohesive development in South Africa. Do you think success can be achieved via this approach?

Broadly speaking public enterprises have the responsibility of promoting national objectives through providing the necessary infrastructure to promote development. These national objectives are identified by government based on the needs of its citizens, which are then translated into government programmes with specific objectives.

However, we live in a complex world where developments in other parts of the globe, can have a rapid and diverse impact on us, sometimes carrying with them implications for our national objectives.

One can take the challenges our textile industry has experienced as an example. Fifteen years ago it became clear that the ability of Asian countries to leverage their competitive advantages made it possible for them to produce garments at very competitive prices. This in turn led to increased imports from South African businesses.

This has led to a protracted period where our local textile producers were under severe pressure. Government and stakeholders worked towards stabilising the industry during this period with a number of initiatives.

It now appears that economic changes in Asia and particularly China, are creating a situation for the local textile industry to be poised for a growth period. It is within this context that I think one should consider the value of public private partnerships. These partnerships should not only be about formal arrangements. It is up to all of us, the public, labour, business and government to sense what changes are happening in the world and then act in a manner that will benefit our country.

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LEADINGEDGE

This is probably more important than ever, in light of the fact that consumption driven economic growth, cannot continue unabated and that we need to diversify the drivers of economic growth.

One of the objectives of the National Develop Plan is to make public service and local government careers of choice. Are we making progress in this regard?

As the Department we represent the interests of government as the shareholder, while the relevant policy ministry has the main interest in the services delivered by the state-owned enterprise. What this means is that we need individuals who are able to understand the challenges of operating in both public and private sector corporations.

They have to understand the motivations and objectives of both these enterprises. Thereafter they need to apply themselves to develop innovative solutions that will not only be implemented on a national scale, they also need to be sustainable and contribute to our development objectives. It is rare to find these individuals and like any other potential employer we have to ensure that remuneration and associated benefit offerings are of such a nature that we can compete for talent in the market.

We live in a complex world where developments in other parts of the globe, can have a rapid and diverse impact on us.

I certainly believe that our environment provides a challenging one for professionals who are keen to pit their skills and knowledge against national and global challenges. A career at the Department will certainly allow one to hone your skills and expertise while building your reputation as a public service professional.

What legacy do you hope to leave behind at the Department?

When you enter the public sector the primary motivation is always to serve your nation and contribute to its development. I believe this serves as motivation for us at the Department and it will support us in becoming a respected, skilled and highly competent Department that is able to deliver on its objectives.

I would certainly like to develop and strengthen our leadership capabilities and management teams at our state-owned enterprises. While we have an obligation towards our own citizenry, there are also opportunities for our utilities to play important regional roles and help with the development of economies in other parts of the continent.

For example Transnet can play a developmental role in revitalising the rail industry in Africa, while Eskom can play a role in ensuring security of electricity supply to the rest of the African continent. Our State Owned Companies (SOC) have key specialist capabilities that we can share and export to the rest of the continent. In my time at the Department I have come to realise that there is not a very good appreciation for the work the Department does and this is certainly something we can address.

We need to ensure that we strengthen the balance sheets of our SOC, achieve the key objectives of the National Development Plan of building key infrastructure such as in the energy industry, building rail network, and upgrade our ports. This will ensure that we have a firm foundation to build the economy of the country.

There is also room for the Department to become more future focused and work with research and academic institutions to develop innovations and solutions, which will benefit all South Africans. Research institutions need to work with the Department to conduct key economic research on behalf of the Department. We hope to create a lasting legacy as the Department, where SOC’s play a key developmental role for the benefit of all South Africans. Thus making the DPE the employer of choice.

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DISCOURSE

World-class

Business Etiquette

by Lydia Bundred

“The ability to act with respect [and] integrity and put others at ease is an asset in any relationship,” says Diane Gottsman, etiquette expert and founder of The Protocol School of Texas, USA. She continues by saying: “People do business with those that they trust, and knowing how to engage in an authentic manner is paramount to job success. Do your homework – in all situations – when dealing with people from different countries.”

Denmark America “A handshake is the first physical greeting, and extending your hand first shows confidence and respect. Gift-giving is subjective and you should research the company policy before giving a gift,” says Diane.

Before smoking, ask permission, as not all buildings accommodate smokers. Business can be conducted over breakfast, lunch or dinner and it is customary for the person who extends the invitation to pay for the meal.

Asking questions during meetings is expected and a quiet person may be seen as disengaged or ill-prepared.

Agreements that are in a written form have high value and deadlines are expected to be adhered to. Business dinners are seldom a long affair and can be very informal.

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If an agenda has been set for a meeting, it is generally adhered to – and interruptions are frowned upon.

Punctuality is key and being late is a very serious business offence if not preceded by a message explaining the reason for your unpunctuality. If you are having a business meeting accompanied by a meal, be mindful of what you order or dish up, as it is considered good etiquette to eat everything on your plate. Business dinners can last upwards of three hours and can include the exchanging of business cards as well as informal conversations. Gift-giving is not customary during business meetings, but a gift can be given if you are invited to someone’s home. If you receive a gift, it is regarded as good etiquette to open it on receipt. It is also common to address colleagues by their first names. However, if you are unsure, do not do so until your Danish colleagues invite you to call them by their first names.

DISCOURSE

Kenya Handshakes are a common greeting. However, each cultural group is unique and it is best to do research on the specifics. To show respect to a superior when shaking hands, place your left hand under your right forearm. A common greeting is ‘Jambo?’, which is usually followed by asking about the other person’s health and family. It is considered rude to discuss business matters without first greeting and enquiring further into the other person’s wellbeing. If you are invited to your host’s home for a meal, always bring a practical gift and present it with the right hand, or both hands, but never just the left hand. Do not begin eating until the eldest male has been served. Business meetings seldom follow a strict schedule and may begin and end later than scheduled.

“Learning about other people’s customs before meeting them shows you have taken the time to be the best vendor, client, colleague or employee possible. It takes effort to excel and exceed expectations, and expressing the interest not to offend another person is a testament to your leadership skills,” says Diane.

India A handshake is an acceptable greeting from Westerners, but putting both hands together, bowing slightly and saying ‘namaste’ is appreciated. Men are not to touch local women when greeting, but Western women may extend a hand to women. When addressing colleagues or potential business partners, use their titles, or, if you have not been introduced, use ‘Sir’ or ‘Madam’. Business cards should be exchanged during the first meeting. When receiving a card, it should be placed in a holder or wallet in order to show respect. Being a few minutes late for a meeting or rescheduling due to family responsibilities is seen as acceptable, as family must come before business. When conducting business, passing over money or eating, use your right hand, as the left hand is considered unclean and reserved for bathroom use.

China Greetings in China may include a nod or bow, but handshaking has become a common greeting.

In some groups, you may be greeted by a round of applause, in which case it is customary to applaud in response. “As the saying goes, when in Rome…, and the general rule of being respectful to another one’s culture applies. China is still a very Confucian society, so respect and hierarchy are still very much apparent. Be aware of a person’s titles and make sure to toast and ‘ganbei’ (Bottoms up!) when they toast,” says Roger Ying, CEO and founder of Pandai.cn. Colleagues should be addressed by their title and family names, with first names being used only if you are well acquainted or have been asked to use them. Allowing the other party to enter, or leave, the meeting area first signals your respect for them. Gestures, both conscious and unconscious, carry meaning. Pointing must be done with an open hand, feet must not be placed on a table or chair, and clicking or whistling is considered rude. Leaving a small portion on your plate signals that you feel your host was generous and serves as a compliment, but, by eating everything, you are saying to the host that there was not enough food.

If you are presenting something, such as a card or gift, do so with both hands.

Use first name

Prolonged greeting

T

FIR

China

H

LIG

India

M

T

FIR

H

FIR Handshake

M

America Denmark Kenya

M

LIG

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GOOD MORNING

AFRICA

Airing daily in 51 countries in Africa on DStv’s Africa Magic Channel 154 at 7am and 12pm

Good Morning Africa The Biggest and Brightest Breakfast Show on the African Continent!

Showing on GMA on Mondays

‘Good Morning Africa’ was initially broadcast in 2010 and the programme has been going from strength to strength over time.

‘Good Morning Africa’ airs on weekdays at 7:00am and 12:00 noon (CAT) on DStv’s Africa Magic Channel 154.

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GMA also airs on PRTV showing on Gotv Channel 73 at 10am and streaming live on www.planetradiotv.tv

Africa Magic Channel 154

STATEYOURCASE - Cards Plus

Local Company Shows

Steady Growth I

n February 2014, a change of ownership injected a fresh approach to the way the business is run and in its approach to its people and customers. “The new owners recognised that, in a business, time and financial resources are often limited, especially during the scaling-up stages of the business cycle. So, they developed a new business strategy,” says Cards Plus managing director Trevor James.

Cards Plus was established in Boksburg, South Africa, in late 2009 as a family business. Six years later, Cards Plus bears little resemblance to its humble beginnings. The full-service PVC card manufacturer offers clients an array of custom-printed card solutions to meet their unique needs. Besides a loyal and growing local customer base, Cards Plus has secured major contracts in Africa and continues to expand its reach on the continent.

Exceptional Customer Service “Our vision is to be the first choice and most trusted local cardsolution provider by adding value to our clients’ success. Our mission is to provide card-based solutions, local manufacturing, and leading-edge technology, together with exceptional customer service for the qualityconscious client,” says James.

Cards Plus stands out from the competition by offering solutions that match the highest possible quality produced locally.

Building a Brand “It has been said that a brand should have clear-cut beliefs and approaches to life and make specific contributions to society, and, in doing so, present itself with consistency and integrity. Successful brands are like successful people. We aspire to build a Cards Plus brand to meet the expectations of our customers,” James points out.

This medium-sized business has over 30 employees. Visualising the culture of the business was very important in retaining and attracting the correct people to execute on the business strategy. The objective was to achieve a long-term sustainable and profitable business. “We had to create a culture that could live successfully within the organisation,” says James.

Distractions were killing the business. Everyone was busy, but no one could determine what was actually being done to meet the expectations of customers. So, Cards Plus went back to the basics of business: keeping it simple. It therefore focused on addressing the core of the business: its customers, people and suppliers.

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The business consequently implemented a lean philosophy reflective of an organisation intent on providing perfect customer value while increasing efficiency and minimising waste – in other words, doing more with less. This is based on the idea of ‘continuous incremental improvement’, and, more importantly, ‘respect for people’.

For a business to attain its objectives and increase its value, both the business and its components must work together as an integrated and coordinated system. So, an improvement or change in one area benefits the whole business.

Attracting and Retaining the Right People Any successful business is highly dependent on the calibre of its team members and on them

STATEYOURCASE - Cards Plus

Our business approach is winning customers back, which is gratifying,” James emphasises.

supporting the owners of the business. Vociferous discussion and debate mapped out a new business strategy, underpinned by values that the staff could live by. These values include: be colourful and fun to be around, be attentive and show compassion for others, love and value customers, and be wholehearted in all that you do.

Finding, attracting and retaining the right people was key to building the business in such a way that employees ‘own the business’. Their entrepreneurial spirit is the recipe for Cards Plus’s success.

A defined and decisive culture unites employees. This drives the Cards Plus vision to be the first choice, the most trusted local card-solution provider, and to add value to clients’ success.

Customer Solutions Besides manufacturing PVC plastic cards, Cards Plus has aligned its business strategy to offer customers solutions around its core business.

These include: loyalty programmes, secondary personalisation processes, secure and customised software aligned to cutting-edge hardware, and customer design-specific biometric applications.

The goal is to provide the easiest, most user-friendly service that will help operators print problem-free. Cards Plus is constantly testing and configuring software solutions suitable for our unique African environment.

“Our business approach is winning customers back, which is gratifying,” James emphasises. This has resulted in 20% growth in turnover over the past year.

This means several things for Cards Plus customers. “We will continue to build and improve on our levels of service, quality and easy-to-do business. Together with our suppliers and strategic partners, we will be able to accomplish more, providing an even better and faster service for our customers while retaining quality,” James elaborates.

“Our customers’ needs and expectations are forever changing. We therefore need to be able to respond appropriately and quickly if we are to deliver on their expectations. I cannot imagine a better team in place at Cards Plus to align with our values and solution-driven mission,” James states.

James concludes with this message: “We wish to thank our loyal customers and suppliers for supporting us on this journey. Cards Plus remains as committed as ever to providing our customers with the expected service levels they deserve, with a smile. And we continue to listen to the voice of our customer.”

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STATEYOURCASE - Discovery Health

by Samantha Barnes

Healthier Choices

providing better healthcare through care coordination for patients and better flow of information between patients and health professionals throughout the healthcare system.” Discovery Health innovations that enable this include HealthID - an app that gives health professionals access to their patients’ Electronic Health Records, Personal Health Programmes that provide tailored guidance on managing health conditions such as diabetes, and Discovery HomeCare providing professional healthcare services in the comfort of a patient’s home, to name but a few.

Making Healthy Choices Discovery Ltd’s Vitality wellness programme is one way Discovery Health is making people healthier, and giving them knowledge and tools to address health risks. Vitality serves many purposes: it CEO of Discovery Health, Jonathan Broomberg makes scheme members healthier, which is vital in itself, and also reduces claims for Knowing that you can trust in something brings comfort. This the medical scheme. It also helps to is especially true in a worst case scenario: a stay in hospital or attract and retain young and healthy a medical emergency. Discovery Health understands that the members to medical schemes, further members the medical schemes it manages expect excellent strengthening the medical scheme.

“Healthier members generate a surplus cover, good value and the best service at all times, whether to cross subsidise older and unhealthier faced with a cold, or a more serious health concern. Discovery members of medical schemes. Vitality Health, which manages the Discovery Health Medical Scheme is an important component used to and 17 restricted membership medical schemes, is focused incentivise all members to live healthier on delivering an integrated, value driven healthcare system, lifestyles and to reward their efforts with centred on the needs of the patient. discounts on gym membership, travel, movies, and encouraging ongoing physical activity through for example, Vitality Active Rewards. ” explains Broomberg. ualified medical doctor and health economist, and CEO of Discovery Health, Jonathan Broomberg, also has Value for Money experience as a strategy consultant and a private equity Lowering the cost of healthcare is a tall order and one investor, useful skills in a man tasked with charting this vision that Discovery Health addresses “through robust clinical risk for an innovative, sustainable and affordable healthcare system management strategies.” There is a move away from what that places emphasis on quality healthcare for all South Africans.

Broomberg calls “fee for service reimbursements” to “value Being a strategist, Broomberg provides a precise picture based contracting. of how to turn dreams into reality. He explains, “It is about

Healthier Society

Q

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STATEYOURCASE - Discovery Health

“This type of contracting includes measures of quality of care and clinical outcomes, rather than simply paying for the volume of services provided” says Broomberg. Other measures include growing and maintaining efficient provider networks, increasing the adoption of cost effective generic medicines and incorporating technology into healthcare systems “Ensuring that members not only receive value, but also perceive it, is pivotal to ensuring that they remain within the medical scheme system,” says Broomberg. “We achieve this by continuously listening to our members, scanning global trends, engaging with experts and collaborating with healthcare providers to design new innovative products or by making adjustments to existing benefits.”

Gone are the days when we asked no questions. Today collaboration with medical professionals and patients is the name of the game.

specialists and doctors working in rural areas, thus far subsidising the training of 273 medical specialists and addressing needs such as the development of clinical and academic researchers.

Face-to-Face Consultations Here to Stay Face-to-face consultations with financial advisers are expected to remain the primary distribution channel for medical schemes in South Africa for the foreseeable future.

“Discovery believes in the relevance and benefits of faceto-face advice in helping consumers make well-informed choices. Financial advisers ensure that clients know and understand product choices and have the necessary support to manage their benefits going forward,” he says.

Emerging Trends While engaging with clients remains a priority, there is an increasing global trend of consumers engaging via digital channels. “As technology improves, the role of digital channels becomes more important especially for the tech savvy generation,” says Broomberg.

Let’s Get Personal “A new and exciting focus for Discovery Health is the rapidly advancing field of genome sequencing,” says Broomberg. Discovery Health has a partnership with Human Longevity Inc.. This will sequence the DNA of Discovery Health Medical Scheme members who undergo these tests. “While the technology remains at an early stage, As technology improves, the role of digital we do see that over time, this will ultimately lead channels becomes more important especially towards more personalised approaches to medicine, for the tech savvy generation. nutrition and exercise,” says Broomberg. Ground breaking stuff!

Benefitting Members and Society Broomberg acknowledges a growing expectation from consumers worldwide that companies meet societal needs.

He explains, “This principle, termed ‘shared value’ by Harvard Business School’s Professor Michael Porter, functions by connecting a company’s success to social progress, so that customers, the business, and society as a whole benefit.”

This calls for a radical shift in mind sets towards the provision of healthcare. “Discovery Health’s model is premised on finding disruptive ways to benefit society and contribute to greater health and wellness, for individuals, families and companies,” says Broomberg.

Discovery Health is renowned for incentivising healthier choices. “Our strategic focus has centred on incentivising healthier behaviour and making members healthier, and channelling the resultant savings into the healthcare system such as increasing capacity in healthcare provision,” confirms Broomberg. The Discovery Foundation has invested over R129 million in the training of medical

Discovery Health has developed several digital solutions.

Among them: Smart Advisor App – an iPad app for financial advisers to engage with members and to sign on new clients. Direct to Consumer Channel (D2C) provides an online application channel for new clients. Smart Plan is the most cost effective, technologically advanced health plan available through the Discovery app for members of Discovery Health Medical Scheme.

Into Africa When the time is right, Discovery Health will export its business model to Africa. This decision is reliant on having the right partners, and on getting the timing right for each market.

When Discovery was established as a small specialist health insurer 20 years ago, the company promised to make people healthier. With 5.1 million clients, this financial services company, with Discovery Health managing the largest open medical scheme and 17 closed medical schemes, remains a winning proposition.

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STATEYOURCASE - Discovery Health

Private Healthcare

Must Thrive as a National Asset

by Samantha Barnes

Principal Officer of Discovery Health Medical Scheme, Milton Streak

Only 17% of South Africans belong to a private medical scheme. Milton Streak, Principal Officer of Discovery Health Medical Scheme, would like to see the country’s private healthcare system achieving two things: thriving and expanding its services to the benefit of a much greater proportion of South Africans than the 17% it currently serves. The question we may ask is how he foresees medical aid schemes achieving a radical uptake in membership. With our nation’s health at stake, finding the answer to giving more people access to high-quality healthcare has become essential.

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STATEYOURCASE - Discovery Health

G

Global Shift in Healthcare overnment may be rethinking the role of private “Globally there is recognition for a shift in healthcare healthcare in South Africa, but their questioning of from reactive to more proactive care. This includes having the status quo, is receiving the full cooperation of necessary health check-ups, and taking preventive action, Discovery Health Medical Scheme. “The South African private such as making the necessary lifestyle changes to prevent or healthcare system is an essential national asset that strives to manage health conditions,” says Streak. serve society in a cost-effective manner,” says Streak.

“As the largest open medical scheme in South Africa, Discovery Health Medical Scheme is fully committed Globally there is recognition for a shift in to working with government to provide access to healthcare from reactive to more proactive care. quality healthcare for more South Africans in formal employment.” Streak cautions that in providing access This is not a new approach for Discovery Health Medical to healthcare, it is important to make decisions that ensure the Scheme. Streak confirms that in promoting prevention, the system remains sustainable and continues to provide highScheme benefits include the funding of certain preventive quality services. tests and the provision of managed care and wellness Discovery Health Medical Scheme is contributing to programmes to ensure that members receive the best care positive change in the provision of private healthcare funding they need. The science-based wellness programme, Vitality, in South Africa. The Medical Scheme regularly engages with offered by Discovery Ltd on a voluntary basis, encourages the Council for Medical Schemes, the National Department general health and lifestyle improvements by offering of Health and relevant industry bodies on issues impacting members of Discovery Health Medical Scheme various private healthcare funding. consumer incentives to improve their health status.

“The Competition Commission has initiated its review into Preventative care is a ‘win- win’ all round, benefitting society the private healthcare sector in South Africa and the Discovery and medical schemes, with statistics backing this up. “Evidence Health Medical Scheme remains committed to co-operating shows those who engage in wellness programmes, for example, fully,” says Streak. He is optimistic that it will serve as a catalyst are generally healthier and claim less than those who don’t for positive changes not only in the provision of private engage. Engaging in healthy wellness and lifestyle behaviour healthcare funding, but also in overall healthcare funding and also makes hospital stays shorter, and reduces claims costs – delivery in South Africa. making healthcare funding more sustainable,” explains Streak.

Managing the Scheme in the Best Interests of Members The Most Affordable Medical Scheme “The Discovery Health Medical Scheme is a very large While most South Africans do not belong to a private and complex business, with annual contribution income medical scheme, Discovery Health Medical Scheme does offer exceeding R45 billion, and covering 2.7 million beneficiaries,” a broad range of medical plans. These are aimed at all South says Streak. “This scale and complexity of the business require Africans consumers requiring access to private healthcare extraordinary focus and operational excellence in order to and consider different health and affordability needs. At risk ensure members receive continued, superior value for money.” of being controversial, it may be necessary for some South It is important to remember that medical schemes are Africans not currently covered by a medical aid, to reassess non-profit entities, governed by the Medical Schemes Act 131 their priorities. Like the decision to save on a regular basis, of 1998. “Essentially, the Discovery Health Medical Scheme making healthcare cover a top priority is preferable to owning and other medical schemes belong to their members and the latest gadget, car or clothing. an independent non-executive Board of Trustees oversees “Financial advisers play an important role in explaining its business,” explains Streak. The majority of the Board of and advising consumers of the pros and cons of different Trustees of the Discovery Health Medical Scheme are elected medical schemes, advising them on their specific healthcare by members. These independent, highly skilled professionals needs and benefit requirements,” says Streak. elected and appointed to the board offer distinctive expertise “Ongoing market analysis has shown that Discovery in legal, clinical, financial, business and actuarial disciplines.

Health Medical Scheme remains the most affordable medical Besides conferring on issues, the Board of Trustees of scheme across the entire spectrum of healthcare plans Discovery Health Medical Scheme rely on “a focused and available in the open medical schemes market on a likesophisticated business model based on international best for-like basis. Streak confirms this analysis has shown that practice outsourcing principles.” This business model gives the on average, contributions are 15% lower than those of the Medical Scheme access to the expertise of Discovery Health next nine medical schemes competing in the open medical Proprietary Limited, the Scheme’s administrator, which manages schemes market. Savings worth noting! all mandated aspects of the Scheme’s operating environment.

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STATEYOURCASE - Egypt Air

Trendsetting

Airline

by Samantha Barnes

Ashraf Alsayad, Regional General Manager South Africa, EGYPTAIR Airlines

Long History

The late science fiction writer Frank Herbert put a great spin on the pleasures of travel, when he said, ‘Without new experiences, something inside of us sleeps. The sleeper must awaken’. There are so many incredible places to visit and multiple reasons for going there. Everyone’s travel ideal is different. One person’s dream of visiting Paris may be matched by another’s desire to visit the tulips fields of Amsterdam. Wherever your destination of choice it is advisable to choose an airline with a track record of excellence.

A

shraf Alsayad is regional general manager South Africa for EGYPTAIR Airlines. He has 30 years’ experience with the airline and laughs when asked whether he started working at the age of 10 years. He encourages me to drink green tea, rather than Ceylon. “It is healthy,” he says. Looking at his relaxed, confident demeanor maybe there is truth in this.

EGYPTAIR has spacious offices on the second floor of a swanky building in a prime commercial location on the corner of Jan Smuts Avenue and 7th Avenue. Alsayad has a large model aircraft in his office; befitting an airline executive. A balcony leads off his office allowing him the privilege of taking a breath of fresh air and a break from the pressures of the ever changing aviation industry.

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STATEYOURCASE - Egypt Air

He has many factors operating to his advantage to lead his team successfully. Besides many years’ experience in the aviation industry, Alsayad has the benefit of being Egyptian so he understands Egypt inside out. Academically speaking he has a master’s degree in Aviation Management from Helwan University in Cairo, Egypt.

His international experience assists him in making informed decisions about the market in which he operates.

The airline operates scheduled passenger and freight services to 78 destinations in the Middle East, Europe, Africa, Asia, America and domestic destinations within South Africa, through Code Share with South African Airways.

Alsayad relocated to Johannesburg in May this year and is enjoying the city.

Prior to this, Alsayad was based in Osaka, Japan for four years from 2004 until 2008. He readily shares that working in Japan was a learning curve. Earlier in his career he worked in Singapore, promoting incoming tourism from south west Asia to Egypt.

Alsayad is a respected figure in the aviation industry. In 2010 he was the chairman of the commercial committee of the African Airlines Association (AFRAA) and was a member of the Industry Affairs Committee of the International Air Transport Association (IATA) from 2009 until May 2015.

Connecting Passengers to the World “Passenger connectivity is an important concern,” says Alsayad, when asked what he instills in his staff as a priority.

“Our Johannesburg flight to Cairo has an arrival time of 5.45am. From there it is a three hour, twenty five minutes connectivity to London.” He looks justifiably proud as he shares this detail. EGYPTAIR introduced an additional flight to London, offering passengers two daily flights to the UK capital and most European cities.

“We also meet passenger demand coming the other way,” he confirms. The airline’s excellent connectivity is one of its selling points. Passengers enjoy attentive treatment from EGYPTAIR air staff whose service ethic is based on oriental hospitality. “We are always on time, especially if selling beyond a destination,” says Alsayad.

Besides many years’ experience in the aviation industry, Alsayad has the benefit of being Egyptian so he understands Egypt inside out.

Visiting Egypt “Our air travel to Egypt is doing very well,” he confirms. “In 2010 we had 14 million tourists to Egypt. We are now standing at between 8 and 9 million tourists. EGYPTAIR carried 9 million passengers in 2010. We hope to see our passenger numbers return to record figures within two years.”

Egypt is a premier destination so booking well in advance is a must for all travellers. Alsayad recommends booking an air ticket to Egypt three months in advance especially if planning a stay during the high season in the second half of December.

EGYPTAIR offers a special concession to all passengers regardless of their destination. Each business class passenger may bring two items of baggage each weighing in at a generous 32 kilograms. Economy class passengers may bring two items of baggage weighing in at 23 kilograms each. This is a perk that EGYPTAIR introduced with the passenger’s needs in mind.

CEO 2016 Vol 15.1

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STATEYOURCASE - Egypt Air

“We have groups travelling from South Africa to beautiful resorts in the Red Sea to go coral reef snorkeling and diving at Ras Mohamed National Park, one of the best diving spots in the world.”

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Scuba diving is a popular reason for visiting Egypt and is a leisure activity that EGYPTAIR does its best to promote. “We have about 3 to 4 agents promoting group tours for diving,” says Alsayad. “We have groups travelling from South Africa to beautiful resorts in the Red Sea to go coral reef snorkelling and diving at Ras Mohamed National Park, one of the best diving spots in the world.” He doesn’t scuba dive and chuckles at the prospect.

Favouring an approach where visitors to Cairo International Airport are made to feel welcome, EGYPTAIR has its own lounges. These are certified by Star Alliance to operate at certain standards. They serve cold and hot beverages and snacks. As would be expected there are various restaurants at Cairo International Airport as well as two duty free shops, one of them belonging to EGYPTAIR. A First for Africa EGYPTAIR is making the process of booking an air ticket as uncomplicated and as convenient as possible. The Fast Travel programme enables passengers to make their travel arrangements via self-service channels, such as internet, kiosks, smart phones or automated check in. Arrangements involve six areas including; check in, bags ready to go, document check, flight rebooking, self-boarding and fast recovery. At least four of them must be covered by airlines to facilitate travel procedures and to reduce customers’ time and effort.

EGYPTAIR achieved the distinction of being the first airline in Africa to be granted the green level for the application of the Fast Travel programme, which is accredited by the International Air Transport Association (IATA). “We are a pioneer airline for a new system where Frequent Flyers receive immediate correspondence on their enquiry which offers immediate peace of mind,” explains Alsayad.

In September 2013 EGYPTAIR won the Amadeus Mobile Achievement Award for yielding the biggest airline ratio between the number of visitors and their mobile booking, which reached seven per cent, versus a three per cent global average for the airline industry. “Our focus should always be on our travellers, for us, to be able to support our travellers on the latest mobile devices, such as IPhone, BlackBerry, and Android phones, was critical.”

STATEYOURCASE - Egypt Air

The new Fast Travel system is proof of the company’s commitment and speed in implementing the most up-to-date services in the area of travel and air transport. The company achieved 10% use mobile applications or online bookings and another 10% use one or more of our Fast Travel facilities.

“In 2010 we had 14 million The airline’s frequent flyer programme is also tourists to Egypt. We are now a bonus for the traveler. “It is tailored to meet the standing at between 8 and 9 expectations of passengers,” confirms Alsayad.

Each EGYPTAIR main member can add up to five million tourists.” members (conditional on this being a first degree family relationship). EGYPTAIR Plus members are eligible for innovative specials such as travelling to any destination with additional baggage upgrade, redeeming tickets and enjoying a special fare.

The airline is a Star Alliance member which guarantees that travellers with EGYPTAIR earn and redeem miles on some Star Alliance Partner. Aside from offering rewards to frequent flyers, EGYPTAIR conducts a quarterly survey with a random sample of customers to assess their wants and needs. “So if we are thinking of introducing a new meal to the menu we will have some passengers try it and give us their opinion,” says Alsayad. An additional survey is done by Star Alliance and is audited by the organisation.

World Travel Award In 2011 EGYPTAIR won the award for the best African business-class carrier as part of the World Travel Awards.

This prestigious award is a testament to the efforts exerted by all EGYPTAIR employees. It also confirms the company’s standing as a competitive world airline and member of Star Alliance. ” EGYPTAIR is also checking out the feasibility of financing their air fleet to increase from 81 to 125 aircraft by 2025.

Passengers can rest assured in the knowledge that EGYPTAIR is a well-established airline, which turns 83 years this year, and was the first airline in Africa and Middle East.

Besides its impressive credentials EGYPTAIR continues to set trends in aviation with some of its bigger aircraft equipped for mobile and laptop power supply and internet on board.

Satisfying customers is at the heart of it all.

In 2011 EGYPTAIR won the award for the best African businessclass carrier as part of the World Travel Awards.

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STATEYOURCASE - EWSETA

Errol Gradwell, Chief Executive Officer, the Energy and Water Sector Education and Training Authority (EWSETA)

Investing in the needed for

Skills Energy & Water

by Samantha Barnes

Imagine waking up tomorrow and being given this challenge: ensure that critical and scarce skills are urgently developed so that South Africa can supply reliable, sustainable energy and water.

Consider everything that South Africans get hot under the collar about: from load shedding, soaring energy costs, tracking to water leaks and then address it through skills development and training .

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Enter a Champion This formidable challenge takes a strong and seasoned individual.

In 2012 Errol Gradwell was appointed Chief Executive Officer of the Energy and Water Sector Education and Training Authority, otherwise known as EWSETA. His mandate: to focus on developing the skills required to provide electricity, renewable energy, oil and gas, nuclear and water services.

Meeting these demands requires the tact of a diplomat, the tenacity of a freedom fighter, and the leadership of a visionary. Gradwell is ably equipped for the task, with master’s degrees in Political Economy and Counselling Psychology respectively. In his words, his credentials strengthen his ability to build “partnerships and stakeholder relationships.”

He takes a two pronged approach. Within the organisation he diagnoses challenges through a

STATEYOURCASE - EWSETA

functional assessment, resulting in “effective, streamlined business processes, with evaluation and reporting.” Externally, he focuses on EWSETA being relevant.

Skills to Meet Services Under Gradwell’s leadership EWSETA is making progress in developing skills in the energy and water sector. A significant example is the launch of a Free State project in which the EWSETA facilitated the training of 553 water process controllers through the Motheo TVET College in partnership with Aurecon and Khula Nonke, to service municipalities in the Province.

EWSETA is also playing a major role in developing green skills. “We have established a National Skills Development Strategy for Renewable Energy, Energy and Resource Efficiency,” Gradwell explains. Responsibility does not end here, with EWSETA developing the skills required to move South Africa towards a green economy.

A sobering thought: Eskom supplies 95% of South Africa’s electricity requirements, with most of our electricity produced in coal fired stations. Besides renewable energy, the South African gas sector is expected to grow exponentially and so too will nuclear energy and EWSETA will be at the centre of skills development across all of these sub-sectors as its mandate is to address skills in the energy sector as a whole.

artisans to successfully implement the country’s Strategic Infrastructure Projects.

“In response to the Deputy Minister’s campaign, EWSETA is addressing the skills gap from the ground up, building up the skills base,” Gradwell reveals. “Major projects include ‘War on Leaks’, in which 15 000 unemployed youth will be trained as artisans, water agents and plumbers, equipping them towards gainful employment or entrepreneurship.”

This project is a direct response to the call of our President and that of Nomvula Mokonyane, Minister of Water and Sanitation to address the billions lost every year through water leaks.

The EWSETA has placed considerable focus on the state of skills in the water sector since the arrival of Gradwell.

“EWSETA is funding a project at the Stellenbosch University Water Institute (SUWI)where SUWI has provided the research to ultimately develop a qualification to ‘train the trainer’ in water qualifications,” Gradwell advises. “One of the highlights of this project is that it puts into practice the Post-School Education and Training System vision of our Minister of Higher Education and Training, Dr Blade Nzimande.”

If one were to consider the challenges in the water sector, then one must accept that South African municipalities are facing a number of dilemmas: insufficient skilled professionals to maintain water infrastructure being one and an aging

With regards to an aging workforce, EWSETA Collaboration the Name of the Game Being a relatively small SETA, strategic partnerships is focused on readdressing the skills gap and are crucial in addressing skills shortages in the energy transfer of skills. and water sector and through the tireless efforts of Gradwell and his team, several collaborative agreements are driving skills forward. One such agreement is with the Department of Water and Sanitation workforce being another. EWSETA has stepped in. “EWSETA where collaborative projects such as ‘Adopt a River,’ sees 98 projects include Ehlazeni Municipality in Mpumalanga which youth trained in the Limpopo region to clean river water. “In seeks to address the skills gap among young people with a this project our partnership extends beyond the Department focus on waste water treatment qualifications in conjunction to include Lepelle North Rand Water Board.” says Gradwell. with Ehlazeni TVET College,” Gradwell says.

“Almost all EWSETA partnerships are public-private “ With regards to an aging workforce, EWSETA is focused partnerships. Most TVET (Technical and Vocational Education on readdressing the skills gap and transfer of skills. We have and Training) Colleges do not have the capacity to conduct started additional projects through water boards to assist with all of the training. We have been working directly with learnerships and internships – currently we don’t have water TVET Colleges since 2013. The TVET conducts a third of treatment artisan qualifications.” the training, while employers’ implement 70% of EWSETA learning programmes.”

A New Approach Gradwell is mindful of the need to generate good return Artisans and Apprenticeships on investment in skills. “A highlight has been the approval of the purchase of a building in November 2014, since escalating Deputy Minister of Higher Education and Training, Mr. office rental had become a major expenditure.” We need Manana, launched the ‘Decade of the Artisan’ programme more public servants emulating this mind set. Displaying in February 2014. The programme aims to promote humility, Gradwell thanks the dedicated efforts of the entire artisanship as a career of choice for South African youth EWSETA Board and team. and thus, ensure that South Africa develops the necessary CEO 2016 Vol 15.1

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STATEYOURCASE - Monsoon Photography

Speak

by Samantha Barnes

Photos that

Taking a photo of people at ground level from five storey’s up requires skill and a head for heights. This is the lengths (pun intended) that professional photographer Brenda Biddulph will go to capture her subject. On this occasion Monsoon Photography was assigned to take photos for the South African Nuclear Corporation (NECSA).

“M

y assignment was to photograph the safari 1 reactor and the people operating it. I was worried about radiation poisoning,” she confides.

“As it turns out, it is safer to stand directly over the reactor with nothing but water between yourself and the reactor than crossing the road! Safety measures are extensive,” she explains.

Capturing the Best Angle “The reactor is inside a concrete casing four storey’s high and filled with the purest distilled water imaginable.

So pure it looks more like a gel than water,” says Biddulph.

She went one storey higher in the name of good photography. The results were stunning: a beautiful blue light emanating from the reactor at the bottom made the image vibrant and mesmerizing.

On the Same Page “It’s important to understand exactly what clients mean,” says Biddulph. She spends a lot of time making sure she understands them.

Caro Heard, managing director of Kashan Advertising is among repeat clients. “We have used Brenda’s photographic services exclusively for many years and never once been

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to Clients

disappointed. She is great at people pics too and has the ability to get her subjects to relax and enjoy the shoot as much as she does. She even gets the cynics to smile!”

Huddle Together Experience is a great teacher for capturing the moment.

Biddulph likens taking a group photo to herding cats. “You need to be loud and confident!” she explains. “The excitement of breaking the work routine for the group photo is usually a bit overwhelming. I end up becoming a clown to get everyone’s attention.”

Relating to Clients Corporate photography has become more casual than it was 10 years ago. “These days’ companies understand that their clients need to be able to relate to them from first contact, usually via e-mail, so I do lots of employee photography specifically for an outlook picture” says Biddulph.

“I make sure the pictures are natural and friendly. This makes quite a difference in the relationship they build with their clients because now you can instantly put a face to the names,” says Biddulph.

Monsoon Photography has expanded into corporate videos. “We try to make sure every image is striking to compete with all the noise out there,” says Biddulph.

“Websites are the most important point of first contact with respective clients.”

“Good quality visuals immediately give the impression of good quality service. You only have one chance to form a lasting impression”. She recommends that clients review statistics by Jeff Bullas, who works with companies to optimise their online brands. In a competitive world, Monsoon Photography continues to raise creativity to new levels.

Where your health and our technology meet The Discovery app puts you in complete control of your health plan 24/7.

Access your health records | Submit and track your claims | Find a doctor Order medicine for home delivery | Track your benefits and spend

www.discovery.co.za

@Discovery_SA

discoverysouthafrica

Discovery Health (Pty) Ltd; registration number 1997/013480/07, an authorised financial services provider, administrator of medical schemes.

GM_36308DCISI_01/12/2015_V1

Get your digital membership card, complete medical history, and our entire service centre at your fingertips.

STATEYOURCASE - SJN Agency

“I

n 2015, we travelled to Paris for a showcase, to Singapore with GoodLuck and Jeremy Loops for the Music Matters Conference, and to Sydney, meeting with artists, labels, publishers and media. Then we jetted to the Seychelles for performances and a writing camp. We travelled to eight countries with Mi Casa on their Global Tour, followed by a trip to Bali for a convention with Just Jinger and GoodLuck,” she says.

We Will Entertain You It takes guts to start your own business, and especially so in the entertainment industry. Nicholson’s positive attitude, resilience and people skills intertwine. “They assist in pitching my artists to brands, communicating with stakeholders and creatives, and in creating authentic relations between the artist and the brand,” she notes. Nicholson handles invariable industry rejection by rising above negative criticism and focusing on the best possible result.

Her most daunting assignment was flying to Orlando with Locnville to meet Johnny Wright who manages Justin Timberlake and is the man behind Britney Spears, Boys to Men and NSYNC. Lessons Learnt Prior to establishing her artist-management company 10 years ago, Nicholson was a marketing executive at Decca Records in London. Her experience there has proven to be invaluable. She assisted in campaigns for “musical greats such as the Lumineers and Rod Stewart”. “Being part of their team made me realise how huge the network that is spread across the globe,” she reflects.

“Major labels are extremely systems-driven. Artists often experience a huge amount of red tape before decisions are actioned, which can be frustrating. This can affect the creative flow of ideas, as, by the time they are rolled out, the mass consciousness of the target market has moved on.”

SJN Agency has developed a smaller, nimble agency model.

Launching Artists

by Samantha Barnes

into

Orbit “A typical week involves travelling for performances across the world,” says Sarah Jane Nicholson, director of Johannesburg-based SJN Agency. Pause a moment before volunteering as her travel companion! An artist-manager’s life is not all glitz and glamour. Her itinerary is non-stop.

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Passion Sets Agency Apart “An artist-manager’s job is multifaceted and broad in scope,” says Nicholson. “It includes creating opportunities, and devising and executing a strategy. A good manager has a plan for an artist and will do everything possible to make it a reality.”

In today’s saturated marketplace, traditional sales are decreasing as revenue for acts. SJN Agency has a strategic advantage in understanding flow of income and potential procurement opportunities outside a traditional model. Nicholson is a qualified brand strategist with corporateagency experience.

Passion is the defining factor that sets SJN Agency apart. Nicholson encourages the growth of all staff in their respective disciplines. “If what we put our minds to ‘blows big’, there will be enough of the pie for everyone’s feast!” she says.

Contact Details Tel: 011 018 5500 Fax: 011 018 5587 Website: www.nda.org.za

STATEYOURCASE - Sedibeng College

Dr Abe Mashele, Principal, Sedibeng College

Merging Theory & Practice for the

by Samantha Barnes

World of Work “Once a teacher, always a teacher,” says Dr Abe Mashele, principal of Sedibeng College in Gauteng. He is speaking of his decision to change careers in 1989. At the time, he was a product engineer for a GEC machines company in Benoni. His original plan was to become a teacher, but then he switched courses and graduated with an engineering degree. “I was even sent to the UK [United Kingdom] for practical training,” he says.

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STATEYOURCASE - Sedibeng College

H

owever, engineering’s loss is education’s gain. Dr Mashele is approachable and results-oriented – sterling qualities in a man tasked with managing the dynamics of staff and students from different cultures and backgrounds. He declines an invitation to wear his jacket for the photoshoot. “It’s cooler without it,” he remarks. A sensible decision considering it is an unusually hot day in October.

Asked to confirm his designation, Dr Mashele’s answer is revealing. Getting the job done rather than the title is his priority.

“Yes, I am the principal. My title varies according to the province that a Technical Vocational Education and Training (TVET) college is located in. In the Western Cape, we are referred to as ‘CEO’ [chief executive officer], and, in KwaZulu-Natal, as ‘rector’,” he explains.

New Path Dr Mashele joined Sedibeng TVET College in 2003, the same year that he started the process of merging the former technical colleges . “Previously, there was a college in a black area in Sebokeng and two colleges in the suburbs in Vereeniging and Vanderbijlpark,” he says.

As the incoming principal, Dr Mashele faced tough choices requiring unwelcome decisions. “We had to transfer some staff and students to different campuses,” he explains. “It was not an easy time.”

With its proximity to industry, Vereeniging was to become a campus geared to engineering studies. Being situated in a township, Sebokeng would remain a community campus, with engineering and business studies included in the curriculum.

There are also campuses in Vanderbijlpark and Heidelberg.

The Results Speak for Themselves In 2007, student enrolment numbers at Sedibeng College stood at 1 800. In 2015, they had increased to 18 000 students.

“In 2003, our budget was R1.8 million. It is considerably more today,” says Dr Mashele. “We are regarded as one of the best TVET colleges for engineering and business studies in the country,” he stresses.

The engineering studies workshops have the latest engineering equipment and the computer rooms are equipped with the latest computers. “We decided to upgrade all our campuses through financing from the recapitalisation fund in 2006,” Dr Mashele informs us. “But rather than fancy boardrooms, we gave priority to what was going to help our students.”

He has a high regard for TVET colleges. This is not PRspeak. Both his daughters studied at TVET colleges before furthering their studies in the same field at universities.

Partnerships and Accolades Sedibeng College is acknowledged as a specialist TVET college in terms of its fitting and turning courses. “We have a partnership with British American Tobacco and ArcelorMittal

that goes back many years. They provide our students with on-the-job training,” says Dr Mashele.

Four Sedibeng lecturers are currently doing 18 months’ training at ArcelorMittal. At the end of this period, they will complete a trade test. The cost of four replacement lecturers is being sponsored by the Manufacturing, Engineering and Related Services SETA (merSETA). This is a particularly strong relationship, although Sedibeng College has a relationship with many Sector Education and Training Authorities (SETAs).

“The reasons that these partnerships with industry are working are that we respect and trust each other. We see that our students and staff are benefitting from this partnership,” says Dr Mashele. Sedibeng College entered a few of its mechatronics students for the World Skills Competition in 2014. Two of them were placed second in the provincial round of the competition in Gauteng.

Another drawcard is the affordability of the fees at Sedibeng College.

Training for Employment There are compelling reasons for training more young people for technical and trade-based careers. This statement is based on the findings of a report released by Statistics SA in June 2015, that is, ‘National and Provincial Labour Market: Youth’. The trade industry was cited as the major source of employment for the youth, accounting for 23.3% of their employment in 2015.

The courses offered are vocational or occupational in nature. Students receive education and training with a view to a specific range of jobs or employment possibilities. Under certain conditions, some students may qualify for admission to a university of technology in order to continue their studies at a higher level in the same field of study.

Dr Mashele places a premium on Sedibeng TVET College students being placed in employment after graduating.

“We train students who are going to get employment,” he says. “We are focused on improving our throughput rate to achieve this objective.”

“There is still a misperception in the market that our students are less skilled and that they have less potential. But this is not the reality. Our programmes are of a much higher level than Grade 12,” he points out. “We [also] give our students certain skills so they can start their own businesses.” Another drawcard is the affordability of the fees at Sedibeng College.

Furthermore, Department of Higher Education and Training bursaries are available to deserving students.

Sedibeng College’s slogan is ‘Grow with the Flow’. But rather than being reactive, Sedibeng College is progressive in its intention to provide quality education and to prepare students for the world of work. This explains the college’s significant increase in student enrolment in recent years.

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It is pref erab env le fo iron r org men anisa ts to tions t ensu o invest re an in standardised test uninte rrupted t est environment.

ss ne ds. n

asswords are preferable for Long p organi sation s to b against password attacks. Users ne etter ed to learn prot from ect the mist ms a e kes e instanc s, a specialist may m elv o s . be bet In es ter ut g e a n e d r n a a l i s r t . e ilised Putting a lead person in th eir p in a m rofe ispla ssio ced role nal can cap cos abi ta com lity th an pa ny mi as a llio b ns usi of Ra

worx SUPPLY THE PLATFORM FOR COLLABORATIVE SUPPLY CHAIN

LEADERSHIP

How Secure is Your Password?

Organisations need a strong password policy to protect against password attacks

Leadership Obsession Losing Firms Millions per Senior Job South African businesses are often too quick to place a specialist in a leadership position

Standardised Test Environments Keeping your test environment running 24/7

KEY FACTORS for successfully

managing test

environments

by Harsha Germellu

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Testing teams today are challenged with unstable, fragmented environments due to fast changing business needs, and the majority of testers’ time is wasted on fixing environmental issues. In order to provide the necessary glitch-free, standardised test environments organisations must invest in dedicated Test Environment Management (TEM). This will result in test environments up and running 24x7 and also ensure the testing team only does testing.

SUPPLYWORX

T

est Environment Management (TEM) is the process of controlling, steering and managing test environments within the IT space. Services of TEM include release management, service level management, incident management, knowledge management, environment registration and booking.

Today, ineffective management of test environment services coupled with a lack of ownership is leading to a multitude of issues faced by organisations.

The challenges On time test environment readiness and around the clock availability are the key challenges faced by organisations today.

The test environment needs to be stable, so that testing can be conducted effectively, otherwise the quality of solutions will be negatively affected, leading to monetary loss and lack of customer satisfaction. A successful test environment should be agile, catering on demand to the needs of testers to ensure they can take effective products to market quickly, without compromising on quality.

Without adequate ownership of the test environment, and without Service Level Agreements (SLAs) in place, the chances of software problems going unidentified increases. When these bugs make it into the hands of customers, resolution of incidents becomes a major challenge. In addition, if effective processes are not put into place to separate the various levels of testing, inconsistencies and instability may creep into testing. The end result of these challenges is that assets, including hardware and resources, are not optimally utilised, affecting time to market and increasing expenditure.

Ways to optimise the test environment:  Resource Management: Efficient resource management is essential to a successful test environment. This requires complete ownership, and the establishment of a dedicated TEM team at the enterprise level. The team will serve as the single point of contact for all test environment related activities and will be held accountable for the TEM function.  Knowledge management: The TEM team should develop and maintain a library for all TEM activities, including test environment solution documents, schedules, test environment plans, status reports, recovery procedures, incident management and others as defined by governance and audit requirements.  Strategic planning: Defining a test environment strategy that is aligned with enterprise test strategy, IT infrastructure strategy and software release patterns improves the viability of the test environment. It is advisable to build and manage an end-to-end test

environment, rather than testing applications in fragmented environments. The test environment lifecycle and scope also must be defined. At a high level, TEM consists of four activities: design; build; manage; and refresh and reuse. Each activity plays a critical role in ensuring the availability of the right test environment at the right time.  Process Optimisation: Process optimisation and standardisation help to improve efficiency. It is essential to define, implement and adhere to best practices in the test environment, replicating best practices from production environments and measuring the performance of the TEM service by using metrics and enforcing SLAs for continuous improvements and better accountability.

It is essential for organisations to establish best in class test environment management practices at an enterprise level.

Automating test environment activities is the final stage in ensuring effective TEM. Many activities in the test environment lifecycle can be automated, and proven tools are available for auto provisioning, auto deployments and test data management. By automating the provisioning process in the cloud, organisations can easily fulfil ad-hoc environment requests and ensure test environment availability with reduced cost and effort. It is also possible to automate day-to-day activities such as test environment booking, incident management, asset management, knowledge base management and service request fulfilment. Furthermore, automation of design, build, manage and refresh test environments is key to helping organisations manage the test environments effectively.

In conclusion, there are many challenges faced by organisations with regard to the test environment. Given the importance of software in today’s organisation, it is essential for organisations to establish best in class test environment management practices at an enterprise level.

Implementing resource management, strategic planning, process optimisation and automation will help organisations to improve cost effectiveness of solution deployments, while enhancing quality and customer satisfaction. Investing into dedicated test environment management will realise long-term benefits to the overall IT environment and the organisation as a whole.

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SUPPLYWORX

With the number of high profile data breaches on the rise, users and organisations alike are more concerned than ever before with making sure that the sensitive information they handle remains secure.

One of the simplest means of acquiring this information for an attacker, is to enter an organisation with the key to the door itself, user’s passwords.

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A

uthentication is the process of proving that you are who you claim to be. There are a number of digital methods that we use to prove that someone is indeed who they claim to be, but the most common form by far today is through using a secret piece of information, such as a password. This secret bit of information is intended to be something that only the user knows or has access to.

However, all too often users choose something that not only isn’t secret to them, but something common that many other users will end up choosing too.

Organisations are responsible for protecting their users’ passwords in motion and at rest. At rest, it is important that the password is hashed using a strong hashing mechanism.

Ashley Madison is an interesting case study, because despite their users choosing weak passwords, they had attempted to protect the password with a strong hashing algorithm, bcrypt.

It was not until the research group CynoSurePrime discovered a weakness in the way that the developers had stored an alternative version of this password that they were able to crack a significant number of the passwords.

In order for organisations to better protect themselves against password attacks, as well as implementing twofactor authentication, a strong password policy needs to be implemented. In addition to research being done around compromises like Ashley Madison, MWR have seen a spate of large breaches that began with a password compromise. The iCloud celebrity breaches rose out of a vulnerability discovered in a mobile API that did not limit the number of login attempts an attacker could make. Accounts that were not protected by strong passwords could be guessed by an attacker by exploiting this vulnerability. The JP Morgan Chase breach is another compromise that was widely reported on, and began with an attack that guessed a single weak password in 2014 (https://securityledger.com/2014/10/hacked_password_ behind_compromise_of_75m_jpmorgan_accounts/).

The CPNI and CESG in the U.K. have recently released a helpful set of guidelines on how organisations and users can better choose passwords (https://www.gov.uk/government/ publications/password-policy-simplifying-your-approach).

Traditional wisdom has often said that the more complex a password is, the better. This wisdom has slowly been replaced with experience and practicality, as users have struggled to remember highly complex passwords and resorted to using predictable patterns to choose them. These patterns, such as capitilising the first character of the password and adding a digit and special character to the end of the password, make the password much easier to guess for an attacker.

Instead, long passphrases are now considered generally more secure and can be easier for a user to remember. The passphrase, “Today I walked my dog” is significantly more secure than “P@$$wORD_1” and easier for users to remember, and organisations should consider choosing length over complexity when they think about password policies.

MWR has spent several years conducting research into how to attack the mind-set of users when they choose passwords. Most recently, MWR collaborated with Carnegie Mellon University in the U.S., where it came out on top in a comparison of attacks against user passwords where they competed against another security firm and independent researchers (https://www.usenix.org/system/files/conference/ usenixsecurity15/sec15-paper-ur.pdf ).

Perhaps the single biggest take away from the breaches that we’ve seen recently, is that users have not learnt from others’ mistakes. We’re still seeing the same, weak, easily guessed passwords being used across accounts on the internet. Furthermore, the second lesson for organisations, is that storing passwords securely makes a significant difference in protecting its users. Storing passwords with a strong algorithm such as bcrypt, goes a long way in protecting users in the event of a compromise.

Long passphrases are now considered generally more secure and can be easier for a user to remember.

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SUPPLYWORX

LEADERSHIP OBSESSION

by Michelle Moss

losing firms millions per senior job Would you know a business leader if you saw one? The question gathers urgency at numerous organisations as it becomes increasingly apparent that cases of mistaken identity cost South African businesses hundreds of millions of rands every year.

T

he trouble is a top specialist building a career is often a dead ringer for a high potential manager with the capacity for business leadership. The specialist might then be selected for leadership development, move up the management scale and might rapidly take on a leadership role … for which he or she is totally unsuited.

Research by the US executive talent-spotters at Korn Ferry highlights the challenge of differentiating between tomorrow’s leader (a ‘high potential’) and a skilled specialist (a ‘high professional’).

They have lots in common, including …  Intelligence and solid academic qualifications, perhaps backed by communication skills.  Confidence and a desire to be challenged in their work.  The ability to make tough decisions and solve complex problems.  Eagerness to continue learning and add to their skills and qualifications.

However, the potential leader is a generalist while the ‘high professional’ has narrow focus on a specific area of expertise.

The misidentification challenge is compounded by two related phenomena … an obsession with leadership development (often the overwhelming focus of talent management) and the temptation among specialists to become willing accomplices once they have been misidentified as a leader.

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After all, the notion of leadership is seductive. The pay is good. The status is alluring. The idea of working at the very top with all the attendant perks can be very compelling.

But costs can be substantial once a square specialist tries to fit in that round leadership slot.

The US cost calculation by Korn Ferry is US$47 million per misidentification plus one career.

Even allowing for differences in scale between US and South African scenarios, local corporate costs must run into tens of millions of rands per misstep. The personal cost remains the same: one career that has been derailed through a failed move into mainstream management.

More than one person may feel the effects. Promising subordinates may quit because of the frustration of dealing with a misaligned superior who is not really up to the job.

The organisation then loses precious talent while absorbing the cost of under-performance by the misidentified leader.

Other senior managers may try to assist the square peg in the round hole, adding to costs as their time could be spent more productively elsewhere.

Total cost assessment is difficult. How do you quantify the impact of making a top brain surgeon a below-average hospital administrator? You lose the value-add of precious expertise

while meeting the costs of managerial mediocrity.

Similar considerations apply in a corporate setting.

What’s to be done?

US research has enabled the development of assessment tools and methodologies to assist in correct identification. We see growing demand for these services locally.

Another positive is the realisation that top specialists can be just as valuable as leaders. As a result, we’re seeing better specialist remuneration – a small price to pay when the alternative is millions in wasted time and resources.

The idea of working at the very top with all the attendant perks can be very compelling.

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Spotlight When your Lebanese father is the first person in his family to obtain a degree, and that as a chartered accountant, there are bound to be expectations of you. Richard Mukheibir, now managing director, Cash Converters Southern Africa, was in the enviable position that his father didn’t impose this on him.

“My dad is of the view that you must make your own way in life, and you are responsible for the decisions that you make,” Mukheibir emphasises.

A Trader

at Heart

by Samantha Barnes

“I

’m a ‘Capey’ by birth, and attended school in Cape Town and the varsity up on the hill,” says Mukheibir. “I didn’t know what I wanted to do when I left school. One thing I didn’t want to be was a doctor. I couldn’t remember the names, yet alone pronounce them! I majored in IT with the thought of going into accountancy, but the truth is I found it boring.”

He landed a job as a project manager for Gencor in Johannesburg. But, with a family heritage of trading, Mukheibir wasn’t fulfilled. Asked his motivation for becoming an entrepreneur, Mukheibir says with a wry grin, “My wife says I take instruction poorly!”

Leaving the Corporate World “The trading aspect attracted me. There was no specific missing ingredient in the corporate world. I recognised that, if you spend a long time in a corporate, you end up focusing on the politics of the corporate rather than on getting the job done.”

When Mukheibir’s old university friend, Peter Forshaw, by then an auditor, suggested investing in Cash Converters, Mukheibir was sceptical. “Then, second-hand dealers were associated with dark, dingy stores,” he points out. It was at the first franchise convention to be held in South Africa, in October 1993, that Foreshaw was introduced to the Cash Converters brand.

After inspecting the business model, Mukheibir saw the potential. He met Cash Converters founder, Brian Cumins, in Perth, Australia. Meanwhile Forshaw travelled to the United Kingdom to see the concept in operation. The licence for the master franchise was signed in April 1994, with the friends becoming business partners.

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SPOTLIGHT

“Other dealers would visit the store and say: ‘You won’t make January 1995’,” reflects Mukheibir.

Upward Growth Path He ran the store for two years before selling it to the first Cash Converters franchisee. “It was an exciting time,” says Mukheibir. He opened 12 new stores in Cape Town, running the business from his girlfriend’s home and his Mazda 323.

Mukheibir relocated to Johannesburg with his family 17 years ago. “It was obvious that the opportunities were here,” he says. “Johannesburg has the best weather in the world.”

A ‘People Business’ Many Cash Converter franchisees’ success has encouraged their nearest and dearest to become franchisees. “Our first franchisee had two daughters aged seven and nine. Their adult daughters are now franchisees,” says Mukheibir.

Confiding his decision to leave a good job to strike it out on his own to establish Cash Converters in South Africa was met with disbelief from his family. “The corporate world has the heartbeat of an elephant and things move slowly.

I have the heartbeat of a springbok. I have got to move quicker,” explains Mukheibir.

“I could see that there would be a consumer drive in the country,” he says. The aspirant entrepreneur was 32 years old and unmarried, so he moved back to his parents’ home in Cape Town to establish the business. He kept out of their way, working 14hour days, seven days a week.

The Success of the Brand “There are two reasons why Cash Converters is successful in South Africa,” Mukheibir claims. “It is based on a sustainable model that works – adapted over 20 years. We started out as retailers. In 2007, with the National Credit Act being passed, the first money-lending product, Cash Advance, was added to the model. Cash Converters has morphed into a brand where we provide consumers with cash. The second aspect is that each franchisee is hands-on in the business.”

Cash Converters was awarded Franchisor of the Year for 2014 and 2015 by the Franchise Association of South Africa. The business attracts serious players. A retailer with a successful chicken franchise joined Cash Converters because he recognised the multi-income stream. People like David Sawyer, a mechanical engineer, grew tired of missing Christmases with his family. His store, in an affluent suburb in Johannesburg, services 30 000 customers.

Mukheibir’s sister has two stores. Her bank manager was so impressed that she had paid off her initial overdraft of R600 000 within two years that he became a Cash Converters franchisee.

Open for Trading Mukheibir’s parents soon turned around to his way of thinking. “My father was there the day we opened the store and my mother was our first client,” he says. His toughest moments were at the outset. “No landlords would let us property. The moment I mentioned being in second-hand goods, the shutters would come down.”

The first Cash Converters store was opened in Parow, Cape Town, in October 1994. There were 90 other second-hand dealers around, a sure sign that the store was in the right spot.

The Next Frontier Cash Converters Southern Africa does over two million transactions annually at 70 stores in South Africa. Cash Converters in Australia sells goods online. There are plans for South Africa to establish a website, selling products in their brick-and-mortar stores. While Cash Converters has successful stores in Namibia and Zambia, the focus is on South Africa.

In 2014, the board members decided to double the size of the business. Mukheibir is excited about this next phase.

“Every person within this network is important,” he says.

Richard Mukheibir, Managing Director, Cash Converters Southern Africa

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As our a alw ys ld hou views s nder u n be take ent m e advis

what’sHOTorNOT We share brief perspectives with you on items that we think are worthy of your consideration.

Watch Out It has to be said that not many of us at CEO Global (correction, none at all) have expensive watches strapped to our wrists.

However, should we stumble upon a windfall there is no doubt we would give the Heritage Spirit Date Automatic watch from Montblanc serious consideration. The sleek design of the dial with its slightly domed form and fine guilloché-work to the immaculate finishing of the components and its slim elegant case in 18-karat red gold will no doubt say volumes about the owner’s style, not to mention bank balance. www.montblanc.com

Smarty Pants It seems everyone and their canine companion is in the smartphone market nowadays. Enter SmartPoynt (who as far as we can figure out is a subsidiary of AltX listed Alaris Holdings) with offerings that are seemingly good value. Users claim their phone, priced at R1700.00, provides good performance albeit with moderate battery life. Their tablet is a relatively unknown but is worth a gander as it has a fairly strong mid-range spec and is priced at R1938.00. www.smartpoynt.co.za

Mobility Matter With Africa in the midst of all sorts of slumps from commodities to energy, we figured it is time for a good news story from East Africa. Mobius motors’ vision is to serve the African mass transportation market and have built a car around the needs of local consumers. While the Mobius looks a bit like a cross between a Land Rover Defender and Lada Niva (sans all the finery) we reckon they are onto something with this Kenyan manufactured product. At 950,000 KES you have a robust set of wheels for Kenyan roads that we have found can be a tad ragged and underserviced. www.mobiusmotors.com

Win with Glenfiddich!

One lucky CEO magazine reader stands to win an elegantly wrapped Glenfiddich pack. It includes your favourite single malt whiskey and a set of beautiful glass tumblers, branded with the stag that the pioneering brand is renowned for. Celebrate the end of another business year with Glenfiddich.

Simply answer the following two questions: 1. Name any three Glenfiddich variants?

2. When was the first Glenfiddich Original variant first introduced to the world and by whom?

E-mail your answers to info@ceomag.co.za by 22 February 2016.

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A laid-back salon in the heart of Rivonia, Burgundy Beauty Salon offers a holistic approach to beauty, wellness and grooming.

We offer a wide range of beauty treatments, and mobile services to cater for various functions, corporate and social events.

The salon encourages relaxation and helps patrons find the time for a pamper session.

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INTHEKNOW

Camping

by Leigh Schaller

Something You Should

Only Do on Vacation

As a solution to the challenges that foreign nationals bring to South Africa, some political leaders have made calls to limit them to refugee camps. This is not a one-size-fits-all solution, though, and may create more problems than it solves.

F

or the last 15 years, Sam Ngaira’s life has been intricately woven into the lives of those who have fled their homes in search of refuge. As an operations officer for the International Organization for Migration (IOM), he works closely with refugees and asylum seekers. He is the gatekeeper between their often desperate situations and a future somewhere distinctly more First World.

INTHEKNOW

Sam has worked in countries such as his own, Kenya and Nepal that use refugee camps to house migrants, as well as countries without an encampment policy, like South Africa.

Gwede Mantashe, the African National Congress’s secretarygeneral, believes that refugee camps should be set up so that foreign nationals can be screened and vetted before being allowed to enter South Africa. The idea, though, is not without its problems. “From the refugee’s side, the view is that they don’t like camps for obvious reasons such as restrictions on movements, as opposed to South Africa where refugees are urban-based and can up and move when they feel like it,” explains Sam. He explains further that, in refugee-camp situations, migrants are confined to the camp. They are also banned from finding a job or travelling to access public health care.

Instead, basic services become the responsibility of the United Nations High Commission for Refugees (UNHCR). This can often be a mammoth task, as in the case of the Dadaab refugee camp in Kenya, which hosts around 1 000 000 refugees, most of whom are Somalian.

The Kenyan government has been threatening to close down Dadaab following terrorist attacks in Kenya – this despite no firm connection having been established between the attacks and the refugee camp. It seems that a refugeecamp scenario by itself does not improve relations between locals and foreign nationals.

“The difference is that the anti-immigrant feelings are concentrated, whereas in South Africa they are spread.

Once the UNHCR has identified individuals who are suitable for resettlement, and these individuals are cleared by the receiving countries for resettlement, the IOM provides cultural orientation training for the migrants who are going to move, as well as makes travel arrangements.

In South Africa, the IOM relocates around 3 000 people a year. In Nepal, which has an encampment system, the IOM was able to relocate 10 000 people every year when Sam was working there. He explains that, because refugees are dispersed all over South Africa, they are often difficult to reach and tend to miss their interviews with resettlement countries.

There is much the South African government can do without setting up refugee camps, though.

“Documentation is a big problem. The issuance of the recognition papers is wanting.

A lot of the time, for refugees to get these papers from the government, there is lots of … umm, ‘inducement’.

“The other issue is that these documents expire. For obvious reasons, refugees are afraid to renew them because of the perception from government’s side – as in ‘ok, this expired, what are you still doing here?’ So refugees sit back fearing to go and renew. It becomes difficult for us as IOM to clear them with immigration authorities,” Sam notes.

He says that, in his experience, problems around documentation are universal, but this does not make them any less frustrating, especially when local officials try to exploit migrants.

A lot of the time, for refugees to get these papers from the government, there is lots of … umm, ‘inducement’.

Where you have a big refugee camp, it encroaches on the neighbouring communities. There are competing factors. For example, in Kenya, the camp comprises 60 to 70% Somalians.

Somalians are pastoralists. The local population around the camp are also pastoralists, so they are in competition in terms of pasture and water, which strains relationships,” Sam points out.

For the IOM, an advantage of having refugee camps is that the organisation can do its work more easily in these closed environments where the people it is trying to help are easier to reach. The IOM helps relocate certain refugees to resettlement countries. These include the US, Canada, Australia and Scandinavian countries.

“It is very frustrating. From a humanitarian point of view, you may not have been to a refugee camp, you may not have been to home countries, but surely you have seen movies about the conditions that forced these people to flee. You can only want to make their life better. You can only want to help, and, when you start putting obstacles in their way, it’s very very frustrating.”

When it comes to refugees, there are no easy answers, and populist appeals do more harm than any good they could hope to create. Instead, the plea from those working with migrants is that, if government is to do anything, it should focus on providing the services it is already mandated to.

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Night Market

MAN “You have to be in business to be in business,� says Gareth Christie, entrepreneur and originator of popular night markets in Pretoria, and more recently, in Johannesburg. He regards this as the best advice he has been given

by Samantha Barnes

INTHEKNOW

O

nly 20-something, Christie has the soul of the entrepreneur and the stomach to handle the lessons to be learned along the way. He sits opposite me, the picture of youthful optimism and vigor.

The Proposal ‘I have lived in Pretoria all my life,” he says. His business idea sprouted from thinking it is crazy to drive 40 kilometres from Pretoria to the Neighbourgoods Market in Braamfontein, Johannesburg, which is seen as the pinnacle of this sort of thing in South Africa. The road trip there and back got him thinking.

Christie didn’t waste time. “I had a bunch of business ideas.

Starting a night market needed the least capital outlay. This was something that I could get off the ground right now,” he says. “There were specific locations I liked.”

All three shopping centres that he approached were interested in his proposals. I am seriously impressed.

Shopping centre management doesn’t have a reputation for saying yes to all and sundry. His vision was specific: a night market in the parking lot with hand-picked items, an artisan food market, and gourmet food. “I presented it as more of an express version for the shopping centre,” Christie explains.

He has his parents to thank for his business acumen. He gets his creative side from his mother, who ran a successful children’s playpark in Pretoria for many years. His dad is a good businessman, whose pedantic nature has provided the steadying influence that Christie needs when assessing contracts and business propositions.

Laying the Groundwork “There were lots of hoops I needed to jump through before I signed the contract with Southdowns Shopping Centre,” says Christie. He visited many markets, checked out facebook pages and held countless meetings. Not then a name, he had to convince vendors and venues that his concept was viable and that it would be a win-win for both parties.

“An event needs to attract the right crowd,” explains Christie. “There are many more details than people see, like liquor licenses, paperwork, contracts and even where people may throw away their trash. The irony is that I’m not the most organised person… You need to make good situation calls at the last moment. Maybe I’m good at this because I‘ve had to be!” He gives a broad grin to underscore his point.

Not without a Hitch The first night market opened two years ago at Southdowns Shopping Centre in Centurion. “At a night market lighting is everything. Buying a floodlight was my biggest capital outlay,” says Christie. But at the demo staging - held just

a week before the first opening - the floodlights positioned outside the venue didn’t work.

“I thought I was finished,” reflects Christie. His friend Jonathan Hart came to the rescue. He built a tripod that was set up in the middle of the venue: it worked. “He saved my life,” says Christie, his thankfulness still visible today.

The first evening’s trading was a success, after a nail biting first hour. “Between 5pm and 6pm there was not a soul: just 30 vendors staring at me,” says Christie. “My friend arrived at 6pm to give me moral support – and couldn’t move - because about 300 people arrived at the same time,” says Christie.

About 600 people supported that first event.

As every business person knows all too well, it is not advisable to accept every business proposal that comes your way. Christie remembers – all too clearly – his decision to host a market at an Edenvale shopping centre, against his better judgement. “I knew it wasn’t going to work. I remember thinking what have I got myself into,” he says.

Christie describes the three hours of that market as “the most embarrassing moments of my life.” “If there was more than a person there, that was one person more that came through the doors,” he says self-depreciatingly. Then, just as he thought matters could not get any worse - as the market ended and he drove away - his car broke down. “I had to use jumper leads,” he says. I burst out laughing. I cannot help myself.

What has he learned from this? “Be choosy about the business that you accept. It is better saying some good no’s than saying yes to everything,” Christie explains.

Finding Our Way Christie has put himself firmly on the map as an event organiser for various night markets in Pretoria and Johannesburg.

He is the man behind The Stall night market held at Southdowns Shopping Centre and at Featherbrook, the Big Tree Market in the picturesque suburb of Irene and the Copper Leaf Food and Wine Fair at the Els Club (as in golfer Ernie Els).

He is delighted to now be working side by side with Leone Walker. “She saw the vision in the beginning. Her neck was on the line to some extent,” says Christie. Walker left her job as marketing manager of a shopping centre to join him as a partner in the business.

Not one to take all the accolades, Christie is thankful that Walker’s strong point is administration. They are in the throes of organising a ticketed food and wine event. “It has become a full blown business,” says Christie, radiating positivity at this realisation. “It doesn’t stop.”

Neither does Christie. He is pursuing several business opportunities related to food and events, as well as app ideas. Watch this space. If his past success is anything to go by, we can expect much more good things from this event organiser - entrepreneur - all round nice guy.

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Capturing the Light Browsing through a portfolio of professional photographer Brenda Biddulph’s work, makes me want to grab a camera and take a photo.

Attempting to create a visual moment like the many she has created is not easy.

Brenda established her own photographic business four years after graduating from the National School of Photography in Pretoria.

She had gained experience in advertising, corporate photography, weddings, school photography and publications. Today her business, Monsoon Photography, has a faithful following of diverse clients who entrust Brenda and her team with repeat business.

Putting a person at ease is an accomplished skill. Even the most senior executive can be a reluctant subject when a camera is pointed in their direction.

Monsoon Photography has become a popular name to call among organisations needing photos for annual reports and events.

The Monsoon Photography team has the ability to charm a smile out of the most world-weary executive. “We ignite with a jovial professional approach,” says Brenda.

Brenda’s special love is vibrant fusion photography and experimenting with her “fascination for light”. The recipe for success behind Monsoon Photography is simple. “Our enjoyment of the profession

and passion for people attract clients to call on our services again and again,” she says.

Monsoon Photography works on site and in studio, depending on the client’s requirements. Their studio, situated in the eastern suburbs of Pretoria, is perfect for family portraits and for shooting music videos.

The experienced studio and on-line photographers that comprise Monsoon Photography share two things in common: a fascination for light and an eye for detail. With clients as diverse as Deloitte, Sasol and The Land Bank, Monsoon Photography adds a creative and professional touch to whatever the occasion.

Contact 083 452 4530 www.monsoonphotography.co.za

INTHEKNOW

Saving Day the

by Samantha Barnes

It was a public holiday in Scotland. David Harding was in a pub enjoying a much-deserved break from corporate shenanigans. Well, almost. He was fielding questions via Skype on what it takes to lead a company out of troubled waters into a brighter tomorrow. No smalltown pastoral type, Harding is a mechanical engineer by profession and chief executive officer of South African-based Corporate Renewal Solutions.

“I’m the ops guy,” he says of his expertise in turnaround management and business transformation.

C

ontrary to what some may think, Harding doesn’t believe that workers in South Africa are much different from elsewhere in the world. To cut a long story short, his career in corporate turnaround started more or less at the time that he was employed by Imperial Chemical Industries (ICI) in 1994. “One of their companies, Tyre Oxide in Modderfontein, had two explosions which killed 14 people,” says Harding, recalling the incident in which he was sent out from the UK to sort out the tenuous situation. “The stock market doesn’t improve with this sort of thing,” he reflects sardonically.

ICI subsequently divested and Harding worked as operations director and deputy managing director of African Explosives until 2001, where he was extensively involved in business transformation. He established management consulting firm Corporate Renewal Solutions a few year prior, in 1999, to assist companies who were facing the challenge of staying afloat.

He does not seek to be that dreaded change management expert who cuts heads by remote control and after many emails. “In 1996, we took 3 000 people out,” he says, but adds in the same breath that no day in that year was lost to strike action. How did he do it? “It was a whole communication with the troops,” he explains.

In 2006, Harding returned to AECI and initiated systems manufacture related to electronic detonation. This was followed by an assignment to get a new plant running. Mission accomplished, in December 2012 he retired from this role. He describes himself as a corporate man who has worked with consulting firms to provide sustainable business turnarounds in South Africa and in Europe.

Being a Friend to the CEO “There are two things critical to business transformation,” says Harding. “Communication and leadership, as opposed

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figures in South Africa, it cost about R20 000 to save a job and R2 million to create one,” says Harding. Step one to business turnaround is altering the way that business is done. He quotes the words of Charles Darwin: “It is not the strongest of the species who survive, not the most intelligent, but those who are the most adaptive to change.”

Rather than strategy taking precedence, Harding advocates recognising the situation for what it is.

“Everyone must understand and agree to what needs to be done, so, if you have too much inventory, sell some.”

Competency of Senior Management Corporate Renewal Solutions takes a parallel step in the business rescue of large companies. There is psychometric testing of all senior managers to assess their competency. to management.” His approach is two-fold. “I look at operations, whether it is a factory or a call-centre environment, and I look at senior management.”

He is not heartless, although he takes a tough stance. “I can be a friend to the CEO. Sometimes, they need someone to talk to.

A lot of the time it’s their company and they may be the only shareholder. I work with them to deliver the goods. On the whole, this sort of thing does deliver the goods.”

Cheaper Saving Jobs than Creating Them “It is far cheaper to save a job than to create one. The last time we looked at the

“Speed is of the essence,” says Harding. Understanding a manager’s character and mentoring them is part of the process.

“You need to have full and frank discussions. South African managers generally do not have testicular fortitude,” says Harding. “South African managers have had a ‘tell’ culture – ‘do this or that’. There are too many managers who aren’t prepared to confront a problem. You can be friendly with the troops. But you must hold them to account.”

When Raising Prices Made Cents Harding shares a case study where a simple change in approach transformed potential failure into a success story.

“A subsidiary of a big company had been protected by its parent. The division was very exposed. We questioned the competency of management, who were afraid of putting prices up. The new CEO proposed a million reasons not to put up prices. Yet, by putting up prices, the firm was cash-positive within six weeks.”

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INTHEKNOW

School’s Out

“I have never let my schooling interfere with my education,” remarked Mark Twain. His observation sums up how ill equipped our education system is in developing individual talent. The system is geared towards conformity rather than creativity. My wish is that our children become ‘learners’ in the truest sense of the word. Not as in rote learning and getting by, but ‘wanting’ to learn.

Alta Greeff heads up Curro Centre for Education Excellence (CCEE)

INTHEKNOW

the Way We Know It

by Samantha Barnes

W

anting to do something is half the battle won. If you want to be a stunt motorcyclist, you need to s-t-r-e-t-c-h yourself to get results. Developing confidence in your ability and pushing through when the going gets tough is also important. Are we too lazy to think?

If Wishes Were Horses, Beggars Would Ride Wishes cannot come true without action. In South Africa, much of government’s efforts around education are well intended but are not backed up with the sort of actions that will make a difference. We spend huge amounts of money on education. In 2014, the South African government allocated R254 billion for education, amounting to 20% of government’s consolidated expenditure on education. This was higher than for any other sector.

Minister Pravin Gordhan said that the money would be used to increase access to schooling and would include building 433 new schools. Admirable, but what if some teachers in those classrooms are not motivated to make a difference and learners view education as something to be done with?

Thrive Rather Than Survive Alta Greeff heads up Curro Centre for Education Excellence (CCEE). Curro Holdings is a JSE-listed independent school which aims to make independent school education accessible to more learners throughout South Africa, reaching 80 schools and accommodating 80 000 learners by 2020.

Greeff is speaking to a select group of educators. She poses the question: “We are 15 years into the 21st century: what should we be teaching our children in the 12 years they are in school that will enable them to thrive in this fastchanging world?” She is aware of the weaknesses inherent in our education system.

Her starting point is that learners need to be taught to think, but they cannot learn by themselves. “Deep, meaningful learning remains hard work,” says Greeff. “Teachers need to understand why we learn what we learn, and how we can improve our ability to keep on learning. South African teachers need to be smarter than ever before.”

She would like to see schools encourage skills and a ‘way of thinking’ on the part of learners that will make success possible. As she points out: “If teachers, parents, and school authorities only value and reward memorisation, the chances are slim that learners will do more than that.”

Moving into Unchartered Waters The world as we know it is undergoing transformation.

Greeff refers to the words of a speaker at the recent Cannes Lion Awards, a showcase event for profiling the belief that

‘creativity is the driving force for business, for change and for good’, who said, “70% to 75% of the jobs in 10 years’ time have not been created yet”. This begs the question how we prepare our learners for this unknown world.

Greeff has thought this scenario through to its logical conclusion: the challenges this poses to matriculants in 2025.

She poses a theory. “If we exclude Grade R, learners in South Africa who finish Grade 12 will spend approximately 1 000 hours in the classroom. Malcolm Gladwell, in his book The Outliers, claims that 10 000 hours is the amount of time that an individual must devote to a subject in order to become an expert. What do we have to show for the 1 000 hours in the classroom? Is it enough to pass a Grade 12 examination, even with a few distinctions, or is there more we can do to make the future a little brighter for our learners?”

Building Resilience Guy Claxton, a professor of cognitive psychology in Britain, addressed some of these issues during a recent visit to Curro. He wants to go beyond educational curricula and create a classroom culture that will foster habits and attitudes that will help learners face difficulty and uncertainty calmly, confidently, and creatively.

This requires more than good results, and inculcates a willingness to approach examinations with confidence.

“To thrive in the twenty-first century,” says Claxton, “it is not enough to leave school with a clutch of examination certificates.” You must come away with “greater confidence, competence and curiosity to face the uncertainties that life will surely throw at [you]”.

The True Test Greeff refers to the thinking of Tony Wagner, a Harvard professor who has devoted 15 years to trying to determine the ‘survival’ skills needed to thrive in the 21st century. Wagner says: “The world no longer cares about what our children know, the world only cares about what they can do with what they know.”

“The teaching strategy in the classroom now must be aimed at helping learners to leave school as tenacious and resourceful individuals, who are imaginative, self-disciplined, and who can collaborate and think critically,” says Greeff.

“Obviously, there is no quick fix, and the stakeholders – including parents – would need to be involved in order for 21st century thinking to be adopted seriously and effectively.

“As someone once said: ‘People should be educated so that they can be educated.’ This does not seem too much to ask given the need for our schools to use the 1 000 hours in class to prepare creative and resourceful individuals who can cope with the future.”

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INTHEKNOW

Graduates Today, The Energy and Water Services Sector Education and Training Authority (EWSETA) and South African National Apex Cooperatives (SANACO) joined forces to train 175 learners in the General Education and Training Certificate (GETC), General Technical.

On 3 August 2015, these learners celebrated their graduation and entered into phase two of the National Certificate Electrical Engineering NQF Level 2 Programme.

O

lebogeng Besnaar, EWSETA acting chair, addressed the graduates on the day, saying: “Today is definitely a defining moment on the journey we embarked on in 2012, when EWSETA was the first SETA to sign a Memorandum of Understanding (MOU) with SANACO. Now, almost three years later, we all bear witness to the realisation of that MoU through the official project launch and graduation of a vibrant EWSETA skills development and training project in collaboration with SANACO, focused on the training of 175 cooperative beneficiaries. You will agree with me when I say

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Leaders that a graduation of any kind is a special occasion, because, although it may seem like the end of a journey, it is actually not the end, but only the beginning.”

Why Is the Programme Unique?

This is what Errol Gradwell, EWSETA CEO, had to say: “The project is unique in that … we were the first SETA to formally commit to supporting member cooperatives across the country through skills development and training. The programme seeks to provide learners with the basic electrical trade skills they need to improve their lives as well as the lives of their community members. The encouraging aspect, though, is not that these learners all gained their Level 1 qualification, but rather that they are now advancing their education through a continuation programme which will see them obtain a NQF Level 2 qualification once the programme has been successfully completed this year.”

Why Is It Essential?

The programme is an answer to the current market need, says Gradwell, as “the energy and water [EW] sector

INTHEKNOW

Mr Olebogeng Besnaar, Chairman, EWSETA

Mr Errol Gradwell, CEO, EWSETA

Tomorrow

by Lydia Bundred

is faced with a seriously constrained shortage of technical skills and an increasing demand for these skills. The NDP [National Development Plan] clearly articulates the need for us to be producing 30 000 qualified artisans per year by 2030 [subsequently, the year was moved earlier to 2026]. On average, as a nation, we are currently producing 13 000 per annum, which means that SETAs together with training and development providers need to come up with initiatives that will see our annual artisan output dramatically increase. On average, it takes a learner three years to complete an apprenticeship; if that learner already has some basic training, it will in all probability take less.

These 175 learners have, through this EWSETA programme, accelerated their progression towards becoming artisans and, consequently, have increased our technical skills pool in the EW sector.”

Last Words No journey is without its challenges, and nothing worth doing is ever easy. Gradwell elaborates on the early days, explaining: “The challenges that existed were mainly around

the initial stages of project implementation. However, I am pleased to note that, through EWSETA and SANACO engagement and commitment to the success of this programme, we have overcome most, if not all, challenges.

Those that still exist are easily overcome once again through engagement with all concerned to find solutions that will not impede the project objectives or outcomes.”

Besnaar closed his speech by saying: “I am thankful to SANACO and their training provider Lekopane for setting the benchmark for current and future cooperative skills development and training initiatives that EWSETA supports. However, my concluding message is directed at the graduates I see in this room: I urge you all not to let this be the end of your educational development. Let this be the first step to your lifelong career development. I am even challenging some of you now to work towards becoming your own boss – entrepreneurial support for our youth and SMMEs [small, medium and micro enterprises] is equally high on the national agenda and the possibilities for you are endless. Become a beacon of hope and encouragement for your fellow community members. Know that you are all stars and that we salute you.”

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LIFESTYLE

Fall in Love with

Accra

by Samantha Barnes

“AKWAABA!” is an expression that visitors hear constantly as they travel around Ghana. This lively greeting has a ring to it much like the roar of football fans celebrating their team’s goal. It’s a happy sound, unique to Ghana.

The country is among a select few that have been listed

by British Airways as one of the top destination countries to visit.

Dr Taleb Rifai, head of the United Nations World Tourism Organization (UNWTO), has called on potential tourists around the world to visit Ghana at least once in their lifetime.

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LIFESTYLE

I

n a release issued last year by British Airways on its website, the airline recommended Ghana together with other countries, including Belgium, Brazil, Britain, Croatia and Malaysia, as a top destination to visit. Among the reasons cited for the nation’s emergence as a mainstream tourist destination, it was said: “Ghana today offers a mishmash of 19th century architecture and increasingly interconnected citizens.” July 2015 saw the return of Panafest, Ghana’s biennial festival for pan-African culture. This popular, lively spectacle sees chiefs parading in full regalia, and cultural events at the region’s castles and forts.

Other notable names have added their stamp of approval to Ghana as a tourist destination. Dr Taleb Rifai, head of the United Nations World Tourism Organization (UNWTO), has called on potential tourists around the world to visit Ghana at least once in their lifetime. Rifai was speaking as a guest at Ghana’s Independence Day Celebration in Berlin, Germany, which was organised by Ghana’s Embassy in Germany earlier this year.

“There is nothing like the experience of being with the wonderful, beautiful, warm, and hospitable people of Ghana,” he noted.

Rifai heaped praise on Ghana’s Minister of Tourism, Culture and Creative Arts Elizabeth Ofosu-Adjare and Ghana’s Ambassador to Germany HE Akua Sena Dansua. He said that they were the best examples of what Ghana can produce.

“They are full of warmth, energy, love and dedication for their country,” he added.

The Greater Accra Region is home to the nation’s capital, Accra. Although the smallest region, it is the most densely populated. It comprises two metropolitan areas: Accra and Tema, the country’s major industrial and commercial centres.

Kotoka International Airport, Ghana’s principal airport, is located about 12 km from the centre of Accra.

It stands to reason that Accra should be a starting point for exploring Ghana. It has been Ghana’s capital since 1877.

The city contains fine public buildings, reflecting its transition to the modern city that exists today. Resting along the Atlantic Coast, the city encapsulates luxury as well as affordable hotels, first-rate restaurants, and nightclubs.

Reflecting Ghana’s rich architectural history, in 2012 Accra was the launch pad for Archi Africa Educational Network (AAEN). This body connects professionals, students and others interested in the African building environment. It includes universities across the African continent, among them the South African universities of Cape Town and Pretoria, the University of Nigeria, and Kwame Nkrumah University of Science and Technology (KNUST) in Accra. Berend van der Lans, executive secretary and one of the founders of ArchiAfrika, said the network aimed at putting African architecture on the world map. “There is a lot of attention in

the architectural discourse for what is happening in Europe, the Americas and Asia, but certainly there is also much to say about what happens in Africa,” he emphasised.

You don’t need to be a history buff to enjoy old buildings and heritage. Put on your walking shoes and enjoy the colonial architecture, history and culture of Accra on a three-hour tour. The tour includes Danish, Dutch and Jamestown neighbourhoods. A guide leads small groups of up to 12 people through the streets, giving them personalised attention. The tour includes many stately homes and colonial mansions.

The Route Meet your guide at Ussher Fort, built by the Dutch in the 17th century to strengthen their stronghold in the area. Then stroll in the area that was first colonised by European settlers, the Danish and Dutch neighbourhoods, and soak up the gracious European-style architecture.

Continue onward to Accra’s English neighbourhood, otherwise known as Jamestown. The majority of the English officials and staff who managed the colony lived and worked in the fishing town of Jamestown during the 19th century, a turbulent time in the country’s history. The guide will point out distinctive buildings and explain their past.

Use public transport to travel to the Ga-Mashie area of Jamestown. The colonial buildings here are integral to Accra’s cultural heritage. Get clicking with your cameras! The Sea View Hotel is the oldest hotel in Accra. The tour guide will share stories about the historical building’s chequered past before viewing more impressive architecture nearby. Admire buildings such as Palladium Hall, of great significance in Accra’s political past.

The tour ends at the Accra Arena.

Shop until You Drop A couple of markets stand out in Accra: Makola Market, located on Kojo Thompson Road, and the Osu Night Market with its stalls illuminated by hundreds of lanterns and candles.

The Centre for National Culture has an arts and crafts bazaar and traditional textile market. This is the best place in Accra for traditional handicrafts made in Ghana.

Health-related Requirements Yellow-fever vaccination is required by all except infants under one year. Remember to bring your health certificate showing that you have had a yellow-fever vaccination. You are advised to consult your doctor well in advance of your visit to begin the usual antimalarial treatment.

Sources: ArchiAfrika, Ghana Tourism Authority

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LIFESTYLE

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ntha Barn

by Sama

leading up to the Miami Winter Music Conference that year,” says Mvuyana.

Releasing her first album, Dopamine, in 2015 is another highlight. “Giving the world a piece of your hard work and getting good feedback about it is a very rewarding experience,” she tells us.

No Pushover According to Mvuyana, working in the music industry requires patience and the ability to stand up for oneself and one’s beliefs. Her awareness of these qualities is helping her personal development. “I respect the time that it requires and takes to create something that I can be proud of, and being strong enough to stand firm in the belief I have in myself, my ideas and what I do,” she explains.

Blessed with a model’s physique and picture-perfect features, Mvuyana doesn’t box herself into any particular image. “There are many sides,” she says. She did, however, seek advice from mentors on how she portrays herself.

r a o S o t t e S d r i b g n o S

I

n a world where singers are sometimes portrayed as brash and pushy in order to get ahead, Bongi Mvuyana is endearingly ‘real’. She writes much of her material. “Writing has always been an outlet for the things I think and feel when I couldn’t express these to anyone else,” she says.

The Moods of Love Bongi Mvuyana’s album Dopamine, is about the different moods of love. “I write from my own experiences, thoughts and observations,” she reflects. “I keep my lyrics true to the human experience, because this is how one keeps their music authentic and relatable.”

She was onto a good thing musically speaking when the first song she recorded with a house music producer, DJ Lips, was released in New York in 2010. “It featured on a compilation

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The Magic of Live Performance Mvuyana adores performing with her full band on stage.

“It is always the most enjoyable experience. It doesn’t matter which audience it’s for. The chemistry and energy that we exchange when we’re on stage are magical. I really love working with them.”

She took her time before deciding on an agent to represent her. “It happened through a referral from a good friend of mine who knows the music industry well. After meeting the team from SJN Agency, I was sold.”

Mvuyana also works in the digital media industry. “I love my work, both on and off the stage,” she says. Mvuyana has big plans for her music career in 2016. “I plan on releasing new music and performing more. I love the stage, so this will be one of my main focuses.”

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“I

regard myself as quite a spiritual individual,” says 31-year-old Chadwin Alexander, musician and music director, and the very antithesis of bad-boy morality. He has his grandfather to thank for his strong sense of purpose.

“He has always been my role model. He is a confident, purpose-driven man and I have emulated that.”

Although Alexander saw little of his father while growing up, he attributes his success to his father’s encouragement.

“He bought my first guitar when I was 14 years old. He bragged to his friends about how talented his boy was. That was when I first saw somebody believing in me.”

The Love Affair Begins His affinity for classical music is one of the reasons that he fell in love with music. There is no tortured, creative soul lurking behind this musical talent. “It might sound corny, but I feel joy whenever I wake up and have the privilege to do what I love, regardless of the project,” says Alexander.

Best Time to Rock He is largely self-taught. “I sat and listened to music and tried to play what I heard,” he relates of his childhood. “I sat for hours, listening. I even locked myself in my room and skipped meals, just listening to music.”

Alexander got his first piano at the age of 20, after he went to study music. Music took precedence over a social life. “It wasn’t important having one,” he explains. “I think that, in life, people spend too much of their time focusing on things that won’t actually profit them in any way in the long run. I didn’t want to waste my time with trivial things.”

Chadwin Alexander, Musician and Music Director

Tuned In

by Samantha Barnes

Musos, or musicians to the uninitiated, are cool people. They set trends and rebel against the establishment. Some drive stylish cars, wear flashy jewellery and have adoring fans (usually models or actresses) draped over them like a feather boa.

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Helping Newcomers “What I enjoy most is working with up-and-coming talent and having the opportunity to mould and groom newcomers,” says Alexander. He himself didn’t have the privilege of a mentor. Remembering this, he is consequently there for others.

No Easy Ride The music industry doesn’t owe anyone anything. He didn’t get any free passes. His bugbear is some people in the industry who look down on beginners. “Everyone has to start somewhere,” he says.

“As Drake says: ‘Started from the bottom now we’re here’. Following your dream comes at a cost, literally and psychologically. Being a musician is not a cop-out and is a constant road of hard work.”

Among his accomplishments is performing at the Cape Town International Jazz Festival. Alexander also stars in the international film with Adam Sandler and Drew Barrymore called Blended. He performed with a great band – naturally!

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LIFESTYLE

LOVE African City Our

by Samantha Barnes

A TV crew is conducting an interview in Dr Gwen Ramokgopa’s living room while I wait my turn. Every now and again, the sound man asks her to pause a moment. An aeroplane is flying overhead, a dog is barking next door, and there is a knock at the door. I remind myself to sit still on the leather lounge suite for fear of it squeaking. I wonder where Dr Ramokgopa gets her incredible energy.

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here is no reason not to be inspired by life, outside of whatever drives us,” says Dr Ramokgopa, answering my thought. Her upbringing contributed to her outlook on life. “I am an eternal optimist,” she says.

Dr Ramokgopa is fully aware that not everyone in society feels positive, either on an individual or organisational level.

“Many young people and institutions are discouraged by the challenges that they face,” she says. Where she can, she encourages the disheartened to believe that they can change the situation they find themselves in.

“We grew up relatively poor. Sometimes, we didn’t have enough food. But we had moroga in our garden. We added pap, water and sugar. We had people around for a meal,” relates Dr Ramokgopa.

Sense of Purpose “I look at ant trails and I correlate them with us as human beings. They go back and forth in search of crumbs as we do every day. We can do better than that: we can make better use of our time,” she says.

Dr Ramokgopa defined her own purpose early on.

Her ‘aha’ moment happened while she was working as a medical officer at the Dr George Mukhari (then Ga-Rankuwa) Hospital. “I loved obstetrics and surgery – identifying problems and dealing with them. I realised I needed to work in public health,” she says. She then joined the Independent Development Trust (IDT) as national health programme director a few years later.

In 1995, she was invited by the MEC for health to participate in their strategic management team, and, later, as a medical advisor assisting in the establishment of an

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integrated, unified and deracialised Gauteng Dr Gwen Ramokgopa, ViceDepartment of Health.

Chancellor, Tshwane University “Government had of Technology and Ambassador, African Cities Dialogue. not placed enough importance on public health,” explains Dr Ramokgopa.

Dealing with Challenges “Tough times never last. If you focus on excellence, you can deal with different challenges,” says Dr Ramokgopa. “When I joined the health department in 1999, it was known as the problem department. I decided there must be good in there.

By promoting the good that some people did, it showed those who were mediocre that they could do better.”

Our African City Dr Ramokgopa was recently appointed vice chancellor of the Tshwane University of Technology, a role well suited to her love of learning and her visionary approach. She has accepted another challenge: that of ambassador for the African Cities Dialogue. This initiative was launched in October 2015 and is the brainchild of Aurecon, a thought leader in global engineering projects.

Aurecon is working in partnership with the South African Local Government Association (SALGA). PwC has also come on board. The concept stemmed from a question that members of a government and transport team within Aurecon asked one another: What does a future African city look like?

Abbas Jamie, Aurecon marketing director for government and transport explains: “Globally, there’s a great deal of innovation surrounding futuristic town planning. While many

LIFESTYLE

of these concepts, technologies and ideas are novel and relevant, they aren’t always implemented properly in Africa. It’s time that Africa took ownership of developing planning and creating the cities that meet the needs of Africans today and into the future.”

Creating a Sense of Inclusion “Africa is very artistic. We need harmonious interaction between people, their workplaces and where they live. There needs to be connectivity between people, government and commerce,” says Dr Ramokgopa.

“Ordinary people need to have decent housing. Children born in environments like informal settlements need to be in a humanised environment where they can make a contribution rather than focusing on survival. If we lose their contribution, there is an economic loss.”

“We have [as a society] disturbed a lot of animals and some people. The West has skyscrapers without trees. We must leapfrog this. What can we learn from the worst?

What can we take from who we are?” She suggests that our architecture be round, a style also favoured by China.

She emphasises the need to create a sense of inclusion.

“We have consumerised ourselves,” notes Dr Ramokgopa.

“Mental illness is on the rise.” She envisages African cities which embody African values and culture, and where there is harmony and equalisation between people, ecosystems and environments Join the Call Dr Ramokgopa urges professionals to support the Our African City initiative. “They are welcome to join us and become involved as good corporate citizens,” she says. Her call for greater inclusivity across social and economic strata reminds me of the song ‘City’ by Toya Delazy and Cassper Nyovest: ‘My city I love my city my city I love my city my city I love my city If I told you I’m broke, I’ve got nowhere to go while people sit up on their thrones, we burning down below.’

Tough times never last. If you focus on excellence, you can deal with different challenges.

A stay at Sun International’s Sandton business hotel, The Maslow, not only provides you with what you should expect from accommodation for professionals, it promises a look into the future of the corporate world. Creating an environment in which ideas can be both conceptualised and realised, while enjoying: 281 beautifully appointed rooms, an alluring bar, an urban bistro, relaxing lounges, a soothing spa, an auditorium, conference centre, and 12 unparalleled meeting rooms.

Complimentary shuttle every 15 minutes to Sandton City and Sandton Gautrain, free Wi-Fi and complimentary business lounge.

It’s just one more way you can experience getting all you need, as well as what you want when visiting this state-of-the-art business destination.

Discover The Maslow Hotel. Because the mind’s preoccupation relies on the body’s location.

Corner Grayston Drive & Rivonia Road, Sandton, 2146, South Africa Central Reservations: +27 11 780 7770 Telephone: +27 10 226 4600 maslow@suninternational.com www.suninternational.com/maslow TheMaslowHotel

@themaslowhotel

• Voted best corporate hotel in SA. • Voted best small conference venue in SA. • Complimentary breakfast, Wi-Fi and transit lounge.

• FREE shuttle every 15 minutes, free car park and gym.

• Bistro & bar overlooking a tranquil oasis garden.

• On-site spa.

• Meeting rooms overlooking an oasis garden with a dedicated butler.

REDWORKS 77310

PLEASED TO MEET YOUR BUSINESS NEEDS

LIFESTYLE

Land Rover Discovery Sport

by Carl Wepener

Versatile, Spirited & Capable

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and Rover, however, is one of those manufacturers that believes that first-hand experience will be the tool to measure their marketing The launch of a brand-new vehicle or hype. That is possibly the reason why model is always eagerly awaited, as it has yet to prove we first got to experience the Sport, its capabilities where the tyres meet the road – or, in our and only that same evening being given the marketing hype case, the gravel. Marketing hype goes a long way to plant a seed – which, by the way, sells the of expectation and sketch grand frontiers, sometimes never to be ‘Landie’ short in terms of what reached. At times, one finds that manufacturers concentrate only on we experienced. what they know are the strong points of the new vehicle, but one The Land Rover Sport is really does not get to know the vehicle in its totality. aimed at the spirited at heart and the person who will take up the challenge when needed. I, for one, was extremely impressed by a number of factors that have put the Discovery Sport in a category that I would not have thought possible. My personal experience in this seen. I was amazed at the thorough and excellent finishing versatile vehicle was very positive and I was left in awe of its throughout this modern vehicle. Although ours was equipped capabilities as a so-called premium compact SUV. with a lot of optional extras, the essence was never lost – and The new Land Rover Discovery not only looks good, but that is what is needed in a vehicle of this stature when it comes its inheritance from the latest Range Rovers is also easily as standard. What is also standard is the capability of this Landie

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The Land Rover Discovery Sport is offered with a comprehensive range of bespoke options, allowing owners to enhance specific elements of the vehicle or increase versatility still further. Interior and exterior options are as follows:  The Black Pack includes a gloss-black grille, door-mirror caps, front-fender vents, bonnet and tailgate lettering, and a choice of eye-catching 19- or 20-inch alloy wheels.  A contrast roof extends to the base of the windscreen’s A-pillar and creates additional visual distinction in Santorini Black or Corris Grey.  A range of 10 distinctive alloy-wheel designs – including the striking Aero Viper – is available with a selection of Sparkle Silver, Dark Grey, Gloss Black and diamond-turned finishes, depending on wheel design. Wheels are available in sizes ranging from 17- to 20-inch.  Front and rear undershields, together with stainless-steel side tubes with a highly polished finish, underline Discovery Sport’s all-terrain capability. Noble-plated door-mirror caps complement the look.  A full panoramic roof with a dark tint and a special surface treatment for a high degree of solar protection brings a further sense of space and versatility to the interior. An electrically retracting blind with a solar reflective coating offers additional shade when required.  Two alternative designs of Land Rover-branded aluminium treadplate finishers for the front doors are available with either a brushed-metal finish or added illumination when the doors are opened.  Stainless-steel sports pedals and footrest are available, as are tactile gear-shift paddles machined from a solid block of aluminium and anodised to ensure exceptional wear resistance.  A range of towing accessories is available, including a detachable towing system and fixed-height towbar.  Load-space rails create a highly configurable luggage area and can be specified in conjunction with a retention kit featuring a telescopic crossbeam and retractable band to secure loose items.

Optional features for added convenience are as follows:  Headrest-mounted iPad holders keep rear-seat passengers entertained and feature quick-release fixings for added security.  A centre-armrest cooler and warmer box, finished in premium leather, provides convenient stowage for food and drinks while maintaining items at a desired temperature.  A full range of rubber mats and liners ensures that carpets and the entire load-space area can be protected from mud and wear and tear under heavy use. in sand, on gravel and over rocks. Some of the old greybeards will really be impressed with the ease and agility of these versatile vehicles.

It is by no means a small vehicle, but the progressive new design approach makes for optimised volume and proportions that allow the ultimate use of the interior in creating a usable 5+2 seating configuration.

“Our challenge has been to combine premium design with exceptional versatility; the two attributes must work in harmony,” says Gerry McGovern, Land Rover Design Director and Chief Creative Officer.

“I’m proud to say we’ve achieved that; Discovery Sport’s dynamic design

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will resonate on an emotional level with consumers, and this vehicle is more versatile than any other premium compact SUV on the market.”

The interior features highquality materials and a strong vertical centre-console graphic to reflect the premium design of the exterior, while the core Discovery value of versatility is evident everywhere.

Seating is excellent and most comfortable for on- and off-road travelling. All the necessary information and settings are easily read and operated. Storage solutions are integrated into the cabin and up to four 12 V power points and six USB charging sockets can be specified for all three rows of seating, allowing multiple electronic devices to be charged simultaneously.

Driving the Sport is easy and makes for a really relaxed and comfortable experience. It is a most refined and rewarding drive on-road, with wind noise just about non-existent even at speeds of up to 160 kph. While retaining the breadth of all-terrain capability for which Land Rover is world-renowned, the Sport is as comfortable on gravel roads as any of the mighty Range Rovers. In fact, with approach, departure and breakover angles of 25, 31 and 21 degrees respectively, Terrain Response® technology, and the ability to wade up to 600 mm, the Discovery Sport offers class-leading capability in all conditions. We never found the Swartberg, Outeniqua and Montague passes to be a problem. Also, the Sport loves ruts, especially through corners, and it never acted as though this was too much. We also had the opportunity to drive for 300 metres through soft, thick sand and not once did any of the vehicles get stuck, although you could see that they were mostly up to their ‘bellies’ in the sand. These vehicles are not only quiet, but are also dustproof, unless, of course, you leave the windows open while doing time trials on a gravel air strip.

The Land Rover Sport also represents the latest development and technical advancement available on the market and also sports – pun not intended – an all-new 8-inch touchscreen infotainment system, as well as tilt-and-slide row-two seating for maximum interior configurability.

The Discovery Sport is equipped with a range of four-cylinder, turbocharged petrol and diesel engines.

Both the all-alloy Si4 2.0-litre petrol engine and the 2.2-litre turbo-diesel feature high-pressure direct injection, low-friction internal components, and smart regenerative charging for outstanding performance and economy. Although we did not drive with economy in mind, we still attained figures of 8.1 litres per 100 km.

The 2.2-litre turbo-diesel engine is available in two specifications. The TD4 provides 110 kW and as little as 159g/km CO2 (164g/km CO2; 5+2 seating); and the SD4 increases performance to 140 kW with an impressive 161g/km CO2 (166g/km CO2; 5+2 seating). Fitted with the advanced, nine-speed automatic gearbox, the SD4 can accelerate from 0 to 100 kph in just 8.9 seconds and reaches 188 kph where conditions allow.

Both derivatives produce a highly flexible 420 Nm from just 1 700 rpm, ensuring a broad torque curve for effortless overtaking ability, off-road performance and towing capability.

The Si4 2.0-litre petrol engine features an advanced low-inertia turbocharger, high-pressure direct fuel injection, and variable valve timing to deliver exceptional driveability throughout the rev range. Twin balancer shafts ensure high levels of refinement.

Producing a potent 177 kW at 5 500 rpm and 340 Nm spread from just 1 800 to 4 000 rpm, together with 6.5 litres per 100 km and 191g/ km CO2 (197g/km CO2; 5+2 seating), the all-alloy engine combines six-cylinder levels of performance and in-gear flexibility in a far more compact, lighter package. Crucially, the Si4 engine is typically 20% more fuel-efficient than larger engines producing equivalent power.

An advanced nine-speed automatic transmission makes for super-smooth transitions that just add to the refined driving pleasure of the Sport.

All Discovery Sport variants are equipped with a ZF-developed nine-speed automatic transmission. A tactile rotary gearshift controller rises silently from the centre console, Jaguar style, when the ignition is turned on, while paddle-shift controls attached to the steering wheel offer complete driver control for dynamic driving, precision off-road manoeuvres, and manual gear selection while towing.

Drivers can, however, manually select first gear when very dynamic acceleration is required or for additional control in challenging off-road situations.

An innovative adaptive-shifting system quickly matches the transmission’s responses to the driver’s mood. For instance, it selects taller gears more quickly and holds them for longer during relaxed driving, and responds to a more dynamic driving style by holding lower ratios for longer and downshifting more eagerly.

We had a multitude of driving experiences where we really got to know the Land Rover Sport and also the young and dynamic team that is part and parcel of the whole experience to guide us through the dynamics of this great SUV. It really is good to know that this team is 100% behind their product – and we could sense the enthusiasm.

I do hope that the after-sales service will also be exceptional and not tarnish the great impression made by the Land Rover Sport.

I was pleasantly surprised by the Land Rover Sport and will consider the SD4 SE as a future vehicle for myself.

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by Carl Wepener

Mercedes-Benz

GLE Coupé A More Versatile and Sportier Choice “Our GLE Coupé combines typical coupé attributes, such as sportiness, dynamism and agility, with the confident presence, versatility and robustness of an SUV,” says Florian Seidler, Co-CEO of Mercedes-Benz South Africa and Executive Director, Mercedes-Benz Cars.

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e adds: “The GLE Coupé is a leader for a versatile vehicle class. It will enable us to win new customers for our brand.” The GLE Coupé combines a luxury premium class in the shape of a coupé, with the striking characteristics of a SUV.” The GLE Coupé is the new addition to Mercedes-Benz’s successful portfolio of coupés. It comes with DYNAMIC SELECT – a dynamic-handling control system – the Sports Direct-Steer system, and the driver-assistance systems.

GLE 450 AMG – the First AMG Sports Model Having mostly driven the GLE 450 AMG, I can only comment on its capabilities over the terrain that I travelled.

With its DYNAMIC SELECT dynamic-handling control system that is highly variable, the GLE Coupé feels like a sports coupé right from the word go. Despite the similarity to an SUV with its raised seating position and an all-round view that is expansive for a coupé, the driver and passengers will feel that they are in sports rather than off-road mode.

The Names Speak for Themselves SPORT and SPORT+ turn the GLE 450 AMG into a sporty, dynamic vehicle with pronounced longitudinal and lateral dynamics. With the optional off-road package, the GLE is very capable. I could not

believe that it made it through the mud, ruts, and dongas with rocks that we had to drive through in the lovely Tsitsikamma forests.

The only difference between the GLE and the G Class was the comfort with which we did this. SLIPPERY optimises the handling on surfaces with low friction coefficients such as snow or ice. INDIVIDUAL mode enables the driver to programme and store personal preferences in the individual control strategies.

The sound of the GLE 450 AMG is not as prominent as the GLE 63 AMG, but it is reminiscent of some powerful sports cars. This, combined with the spontaneous response to all commands, gets your pulse racing.

COMFORT is at the opposite end of the spectrum. If the driver selects COMFORT mode, the dials such as the rev counter show a relaxed response to the driver’s commands. The engine sound is reduced to a pleasant timbre.

Stability Pact In addition to the ground-breaking power train configuration, the newly designed AIRMATIC air suspension – available for the first time with the continuously variable damping system ADS Plus – guarantees extremely stable driving. The ACTIVE CURVE SYSTEM with active roll stabilisation is part of the special sports systems that are activated when the driver selects SPORT or SPORT+.

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The active anti-roll bars on the front and rear axles raise the comfort to saloon level and compensate for even heavy, one-sided excitation – for example, when driving over potholes. The handling is outstanding in all operating conditions – whether manoeuvring in the city, on the motorway, or on winding mountain passes.

The GLE 350 d 4MATIC model offers the AGILITY CONTROL steel suspension as standard with an amplitude-selective damping system. AIRMATIC air suspension is also optionally available with ADS Plus here. The GLE Coupé is introduced with a diesel model – GLE 350 d – with an output of 190 kW of power, and a petrol model – GLE 450 AMG – delivering 270 kW of power.

Night-time vision is improved by the LED Intelligent Light System. Adverse weather conditions with impaired view are defused by MAGIC VISION CONTROL – the heated, adaptive windscreen-wiper system.

With a maximum of 1 650 litres, the Coupé offers the largest luggage compartment in its class and holds the world record for luggage compartments in coupés.

For the first time in this segment, Mercedes-Benz is offering a fully electric, extendable and retractable trailer coupling, which includes ESP® trailer stabilisation. The towing capacity of the GLE Coupé is up to 3 500 kg (braked).

The interior radiates modern luxury and can be given a design ranging from ambitious and sporty to classic and elegant, The scope ranges from single-tone, black interior appointments to various combinations

Overview of the Model Range Engine Displacement (cc) Output, kW at r/min Torque, Nm at r/min Emissions standard Transmission Drive Torque distribution FA/RA

GLE 350 d 4MATIC V6 diesel engine direct injection, turbocharger 2 987 190/3 600 620 1 600–2 400 EU 6 9G-TRONIC nine-speed automatic transmission 4MATIC permanent all-wheel-drive system 50:50

The DYNAMIC SELECT dynamic-handling control system, the EASY-PACK tailgate with power opening and closing, and the reversing camera with dynamic guidelines in the display are standard features. Additional active handling safety is provided by ESP® Curve Dynamic Assist and Crosswind Assist, as well as COLLISION PREVENTION ASSIST PLUS. The GLS Coupé is also equipped as standard with the brake system BAS Plus, optionally available with Cross-Traffic Assist.

Attractive Equipment Packages and Individual Options Popular equipment details are combined in attractive packages for the GLE Coupé. The Driving Assistance Package Plus includes DISTRONIC PLUS with Steering Assist and Stop&Go Pilot, PRE-SAFE® Brake with pedestrian detection, BAS PLUS with Cross-Traffic Assist, Active Blind Spot Assist, Active Lane Keeping Assist and PRE-SAFE® PLUS. The Parking Package with 360° camera and Active Parking Assist with PARKTRONIC guarantees problem-free manoeuvring into and out of parking spaces.

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GLE 450 AMG 4MATIC V6 diesel engine direct injection, biturbo 2 996 270/5 500 520 1 400–4 000 EU 6 9G-TRONIC nine-speed automatic transmission 4MATIC permanent all-wheel-drive system 40:60

in which black is used with ginger beige, crystal grey, saddle brown or porcelain. The interior of the GLE Coupé is particularly impressive in two-tone, designo exclusive nappa leather in porcelain/black.

The AMG Line Interior transfers the sporty look to the interior with features such as AMG sports seats, AMG sports steering wheel, nappa leather appointments, and aluminium sports pedals. The designo exclusive package is packed full of luxury: heated comfort seats with diamond-pattern stitching, instrument panel and door panelling in designo leather, and the black DINAMICA roof liner – all providing for even more exclusive travel.

‘G’ to the Fore: The New SUV Nomenclature The arrival of the GLE Coupé restructures the successful SUV range from Mercedes-Benz. The system centres on the five core-model series, A, B, C, E and S, which will continue to be used to provide orientation for its customers.

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In specific terms: GLA SUV in the A-Class segment GLC SUV in the C-Class segment; formerly GLK GLE SUV in the E-Class segment; formerly M-Class GLE Coupé SUV in the E-Class Coupé segment GLS SUV in the S-Class segment; formerly GL G Unchanged The different types of engine are indicated by a lower-case letter.

As with all Mercedes-Benz passenger cars, the GLE Coupé range comes standard with the class-leading PremiumDrive 6-year/100 000 km maintenance package.

The Mercedes-Benz GLE is a dynamic and fun-to-drive vehicle and stands out from the crowd. It is the answer to our road conditions, and the discerning buyer can ask for nothing more in a vehicle.

Pricing includes VAT and excludes CO2 tax: GLE 350 d Coupé 4MATIC GLE 450 AMG Coupé 4MATIC Mercedes-AMG GLE 63 S Coupé 4MATIC (to be tested soon)

R999 900 R1 099 900 R1 859 900

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Karin Clark

Founding Member and Director of KARMA Corporate Clothing Manufacturers

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Corporate attire has transformed from the predictable fuddy-duddy jacket with padded shoulders and skirt that was prevalent in the 80s and 90s. Nonetheless, suggesting to employees that they wear a uniform still seems to induce a reaction similar to asking a six-year-old to eat spinach. This is possibly because the corporate wear of a generation ago was stereotypically an ill-fitting jacket and skirt made out of a horrendous material. If you were lucky, it was in a colour that made you blend in with your surroundings rather than stand out like the neon-coloured icing on a child’s birthday cake. s ne ar

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arin Clark, founding member and director of KARMA Corporate Clothing Manufacturers, was acutely aware of this when she established her fledgling corporate-wear company in 1998. After all, uniforms evoke different images for different people. Typically, we think of those brave sorts who work in service industries like car hire, hospitality, banking and emergency services. We would be mistaken, because corporate wear has evolved from its ugly stepsister into a sophisticated version of its former self.

The Grand Plan Karin, a 2012 finalist at the Most Influential Women in Business Awards, gives her take on making a stylish impression: “My plan was to create and manufacture a unique and locally inspired fashion line, which is what I commenced with, selling through the first Young Designers Emporium (YDE). This was not sustainable so I turned my attention to the corporate market, where I noticed that the styles, fabrics and cuts on offer were outdated.”

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“There was the opportunity for a local brand that was forward-thinking, modern and, yes, exciting. If I wanted to secure more reliable and challenging work for the growth of a local factory, the corporate market was to be my focus.”

Karin’s philosophy inspired ‘KARMA’ Clothing. “I am a firm believer in what you put out into the world, comes back to you. Rather keep those positive thoughts and energy rolling.”

Important Lessons along the Way Karin has learnt important business lessons. “Don’t ever assume. Be patient. Be involved in EVERY aspect of the business, especially at the outset. Sometimes saying NO to business is good for your business. It is not possible to be everything to everyone.”

“If you hit a wall, find a ladder … or a trampoline … or any other way over that is not always seen as the norm. Do not give up. Cash flow. Cash flow. Cash flow. You have to be prepared to initially, and for some time thereafter, put your hard-earned dollars back into the company. Bet on yourself.”

The Personal Touch Karin says the people aspect is important. “The clothing manufacturing industry is notorious for being seen as a cutthroat, inhumane industry where staff and factory workers are there only to perform a mundane job with no regard for them personally or their wellbeing.

“It is of utmost importance that staff are made to feel appreciated and respected, and they are mentored. The role of a leader is not to come up with all the ideas, but to create an environment where anyone has ideas and feels valued for their participation.”

Karin is based in Cape Town, with monthly visits to head office in Johannesburg and to KwaZulu-Natal. Each week sees her interacting with suppliers and clients, overseeing social-media footprint, marketing strategy and new business development.

Investing in the Business “Four years ago I decided to upgrade our design and cutting facility from manual to automated.

This was an important step forward for our manufacturing plant, and very costly, as the entire system was imported from France.

Defining Moments “There is no time to be lazy,” declares Karin. She expects the best. Her team keep learning, innovating and creating.

This includes being inquisitive and open to various areas.

Defining moments include opening the KARMA manufacturing factory in Sandton in 2004 and achieving Proudly South African accreditation. Bringing her sister Keeping Marlies Pletschacher on board as an executive director is a Happy Balance another highlight. “My amazing younger sister joined KARMA and has added substantial value. We are “My husband is incredibly supportive working hard for something we love and this and a great sounding board. It is about we call passion!

keeping a happy balance and not worrying about something that may not happen,” says Karin.

Making a Statement She delights in travelling and exploring different A person may enter a room and have that indefinable ‘x’ factor. cultures. Whether at home or abroad, Karin KARMA Clothing maintains that the key to appreciates the hard-won rewards that corporate elegance is not only being noticed, come with being a manufacturer in but being remembered. “Fashion is an expression South Africa. of your individuality and of power. By dressing with current style you are reminding people that you have your ‘finger on the pulse’. You want to show up at a meeting looking like you are full of good ideas!” says Karin.

“My designers are challenged to adapt the trending fashion world to a working corporate world. We only wear KARMA, and listen attentively to client feedback and their needs.”

KARMA Clothing does not believe in cutting corners in any aspect of the manufacturing process. Quality fabrics are used and the price of any garment is determined by its quality. “This quality covers not only the fabric utilised but also the manufacturing process involved with the construction of the garment. Having said this, we have to be open to, and able to work within, the various budgets presented to us by clients,” says Karin.

Stressful at the time, however looking back I see the huge benefits we have afforded our staff, who were trained in the new technology, and also our clients, who gained from the versatility that the system allows for,” says Karin.

KARMA Clothing now provides online ordering. This was prompted by Facebook Fans and the rising popularity of e-commerce. Karin approached Spree with the idea that they purchase from KARMA and assist this market directly.

This arrangement has been a great success. KARMA will go live with our own KARMA Online Store towards the end of 2015,” declares Karin.

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“I am running around the farm chasing animals,” says Moses Kgosana, former chief executive of KPMG South Africa. The former chief executive of KPMG South Africa says of his retirement, “It has only been a few months, but it feels a decade ago.” He is enjoying spending time on his farm in Bronkhorstspruit.

Moses Kgosana, former Chief Executive of KPMG South Africa now a retired busy professional

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gosana describes himself as a “retired busy professional.”

He sits on the boards of four listed companies and a private black owned company. This is a role he cherishes as he can share his experience and knowledge. Kgosana also advises two NGO’s, including the Nelson Mandela Children’s Hospital and looks after his investment company, Peduco Property Investments.

Lifetime of Achievement Looking at Kgosana’s career in finance, which spans over 30 years, several things stand out. He is smart (he passed his B Com degree part time in record time), ambitious (he was

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by Samantha Barnes

the first black African chief executive of a big four financial services firm), and a respected leader (this year he received the Lifetime Achiever award in the business and professional services category from the Titans recognition programme).

Paid His Own Way It is the person that Kgosana is rather than the accolades that make for interesting conversation. What sets him apart is his formidable determination to overcome all odds to succeed, to persevere and finally, to triumph.

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“It is a greater professional achievement than one could ask for”.

He was raised in a rural village called Klipgat. Kgosana and his siblings took week long turns to herd the cattle and goats, giving him the opportunity to daydream. “I was one of five children. My father was a driver and my mom was a maid. They struggled to educate us. I looked after my own education and worked on Saturdays,” he says.

Turning Point His turning point came in 1977 while at high school.

Kgosana was a top student, but not immune from an unfortunate twist of fate that jettisoned him into a new direction. Although he was not among the rioters during the violent uprisings, his school was closed.

When Kgosana returned to school he was distraught to discover that he had been expelled. Administrators held two mitigating circumstances against him: his father lived in Soweto, then considered a hotbed of social unrest, and his uncle had been arrested for protesting against the pass laws.

The tearful 18 year old decided to abandon schooling to live with his father in Meadowlands, Soweto. He was employed as a cleaner at a car mechanic and subjected to harsh treatment from the township children because he was a rural boy.

It is understandable that Kgosana would become a passionate champion for transformation. In an interview with CNBC Africa he shares: ‘All of us need to play a role in making sure that we develop, retain and attract the black talent in this country and make sure that they benefit in the economy. In South Africa we have a legacy; the majority of blacks are in the backroom and the whites are in leadership’.

He has never been one to shy away from a challenge.

When he decided to make something of his life as a boy in Soweto he studied matric through correspondence. Kgosana pored over his books for hours after work and over weekends.

After matriculating he eventually graduated with a B Com degree from UNISA. Succeeding Beyond His Wildest Dreams “I was the first black African chief executive of a big four financial services firm in South Africa,” says Kgosana of his appointment in 2007 as chief executive of KPMG South Africa.

“I never expected to lead them, but my colleagues saw that I could. It is a greater professional achievement than one could ask for.”

Soon after assuming top spot Kgosana was faced with his biggest challenge. “It was the start of the global economic crisis. We were not immune and went from double digit growth to single digit growth. I had to make tough decisions and do lots of introspection. This included laying-off staff and having to take a pay cut, which included myself.”

Kgosana has met his objectives. Under his leadership KPMG has seen a significant rise in the number of black accountants in the company and black professionals on the board. Transformation continues.

“As a chartered accountant I participated in the Thuthuka Bursary Fund at the South African Institute of Chartered Accountants (SAICA). The profession has achieved a great deal,” he reflects. Kgosana is inspired by young professionals and by the many people that have compassion and empathy for one another.

He feeds his soul with music. “I used to be a choir conductor in a Lutheran church and I play the accordion! What most people don’t know about me is I disliked school, I wanted to be alone.” These days he thrives in situations where he can offer his expertise and energy. The world is a better place for it.

Sources: Brainstorm magazine; CNBCAfrica

CEO 2016 Vol 15.1

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InConversationWith What is the size of your executive team?

There are seven people representing our core organisation.

Our extended staff is anyone who has an effect on business.

These 17 people expand into our business units and functional areas.

What does a typical working day entail?

I do a preview of the day; 2 weeks ahead and back. I try to keep things under control. This is split between mentoring and coaching, business operations and broad issues like localisation. Out of office I do 100 flights a year. Our external panel represents one facet, then existing or prospective business and our team.

TK K s a om

ti i d n o

Please share your perspective on a current business challenge that impacts your sector?

Navigating with governments across Africa: every country has its own established approach. Getting things done when you operate in a minimum of 15 countries on any given day takes a lot of resources. The second challenge is growing our capability; largely around talent and people.

What occupies you time outside of work?

I’m a big aviation fan. This includes watching 747’s take off to working on a full size 747 flight simulator.

ng, eeri EO n i g en fG Favourite music?

A in EO o ica, is B C M d Upbeat, with an energy and tone behind it that keeps the ith a dent an outh Afr ing w , t i k heart moving, and a beat, with few words. s s S i wor mat diti, Pre nd GE d n g n a a e g r a be a on e’d Ap as K ion Afric rect. He g that h ugh What’s the best decision you ever took? m o i t d in Th ta ho t r d m l o n a a p a e Setting expectations early on with my wife. I put it out , e s r y Tran achable never d ds toda me plac early what I needed to do to succeed in the long term , s o ol ro app in 1993 on he h n awes nditi wa and she took it. We are still together after 23 years. a o E iti at G the pos ould be t role, K a. He n w ic up in ught ‘it his curre r GE Afr cross What advice would you give to someone aspiring a fo ho o E t t r G r e e t c y to your position? o h i ’. Pr cial Offi itions a has ver the e b s Be self –aware. Know what you know and don’t n t to Fina rious po s ‘Africa d abou lds f e i know. Take the tough jobs wherever they exist. e y Ch ld va and sa i is excit ing in fie ing to e h Trust more experienced people when they tell c has untries Kondit odu and leas r t n ’ o i . you what to do.

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Dawid Mocke Four-time World Surf Ski Champion

Colour could save your life.

Wear a life jacket and bright colours when out paddling.