celebrating excellence in organisations Vol 17 No 3 - 2018
The Bentley Bentayga First V8 and SUV
â€˜Aridâ€™ haven of the Namib Breathtaking disparity.
Entrepreneurs Digital age needs humanity
The 80:20 rule 20% Action = 80% Results
Opportunity in the mix
R29.95 (INCL VAT)
9 771726 274709 1
9 771726 274709
Manzini Zungu, CEO of Pacinamix
FIFA World Cup, Russia 2018
The FIFA World Cup trophy is made of solid gold and weighs
Since is the only company that has been manufacturing the FIFA World Cup balls
6 142 kg
The trophy is worth
$150 000 (R2 022 210.00)
and the current design dates back to
The World Cup is the “world’s most widely viewed sporting event” and takes place every four years to determine the world champion. The World Cup is held by the Fédération Internationale de Football Association which means International Federation of Association Football (FIFA) in English
will be the first time for the World Cup to be hosted among In 2014,
people watched the World Cup making
it nearly of the world’s population
Brazil is the only team to have participated in every World Cup tournament
Canada, Mexico and United States of America
Brazil and Germany are the well-known World Cup champions
With a total population of people, Iceland is the smallest country to ever participate at the FIFA World Cup
Sources: www.roadtrips.com, www.marca.com, gizmodo.com, www.wikipedia.com
Value those working for you
here have been several articles written on the topic of flexible workspaces, and in fact, we have an article addressing this very matter in this issue of CEO Magazine. It usually comes with ideas and guidelines as to how to achieve these workspaces, but let’s backtrack for a second. Before you can even consider implementing such workspaces, you need to be an employer that values your employees. You need to value their health and wellness and you need to value their contribution to the organisation. But how can you do this if you don’t value the individual first? In our cover story the CEO so aptly states that he doesn’t’ view his staff as employees, he considers them as colleagues. This is a beautiful statement and says a lot about the company and its leaders. Before you can go ahead and implement flexible office environments you need to value the individual working for you and see them as a person with needs when it comes to work. You are not employing a bunch of worker bees that just have to keep performing under terrible circumstances. Treat your staff members as invaluable contributors to the success of your organisation and in turn you acquire their respect. It’s when you care about everyone who works for you that you start to realise the importance of flexible workspaces. What you give you will invariable get back twofold. This shouldn’t be your motivation, it should be part of your leadership style and the very philosophy of your company. As the saying goes, what you sow you shall reap!
CEO 2018 Vol 17.3
Writer: Devan Moonsamy – CEO The ICHAF Training Institute
Harnessing Diversity for
Sameness, specifically in terms of trying to treat everyone the same, is not the right way to view diversity. We must be careful of the trap of thinking that everyone must be treated the same. This is true of some things (such as remuneration for the same work done), yet the overriding factor should be fairness.
we would talk about. So, instead of getting caught up in the trap of ‘sameness’, rather apply fairness across the age, gender and race groups, and in all matters of diversity. We can’t treat everyone the same, but we can and should treat them fairly and respectfully, and as fits with their personal characteristics and views as well. It would probably not be right to send your 60-year-old accountant up a ladder to find something on a high shelf in the factory. Neither would you expect your newly employed 20-year-old factory assistant to draw up the quarterly budget. They have different skills and abilities, and the age factor is relevant here. These situations would both be overwhelming for the person, but swap them around, and it makes sense. It becomes fair. Thus, sameness is not what people mean when they speak about equality, women and children’s rights, age gaps, etc. – it’s about being fair and reasonable in our treatment and expectations of others. We need to have a good understanding of the various demographic groups’ needs if we are to harness their beautifully diverse characteristics for optimum performance and achieve employee engagement. To handle, cooperate with, retain and get the best value from all employees, we must apply the overriding factor of fairness, rather than falling into the trap of narrowminded sameness. The assistance that a girl or woman needs to reach selfsufficiency is different from what a boy or man needs, particularly
ameness means that things are alike, there’s no difference or variety. We don’t live in a world of uniformity or monotony. All teenagers are not mere duplicates of one another on the inside or outside, neither are their elders. People have different needs and desires. The way we speak to a five-, 15- or 55-year-old would all differ, as would the topics
because of social norms and expected duties, and the availability of resources. This is true also for those who’ve had little access to education compared to those who have had better access. Different interventions are required and special consideration for different people’s needs. Feminists and other activists are trying to get recognition for this. They are not saying don’t educate men and boys; they are saying educate everyone while taking into consideration their unique needs in conducting education. We need to correctly interpret the messages that activists, feminists, social rights advocates, etc. are sending. They are not asking for blind equality. They certainly do want equality. However, for us all to get there, interventions, policies, training, and treatment in all types of organisations need to take the diverse needs of individuals into account. Often these needs are not what we expect.
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CEO of Pacinamix, Manzini Zungu shares his views on the tough economic landscape and how businesses can ensure their ongoing growth and development, the invaluable role of employees and how they are considered colleagues, and how the company stays up to date with the latest developments within their field.
REGULARS 2 Your World Unravelled 3 Editor’s Note
Focus on Excellence
8 Flip Side
68 Ashleigh Moolman
18 On Point 40 What’s Hot or Not 72 In Conversation With
Reaching for the stars
70 Boitumelo Koloi The pathway to a publication’s success
14 It’s a culture thing Tech companies are exploring ways to embrace flexible working and to partner with workspace organisations that can allow them to work in multiple locations.
16 Behind Real Business Success
28 Millennials are unique corporate players
For many, the title of manager or leader means that you earn a significant salary and have absolute control while delegating the work to others. But, this is not a sustainable form of leadership, particularly not in the modern workplace.
32 Africa’s next top property trends 34 Be prepared for the December slowdown 36 Managing conflict as a working individual
ONpoint 18 Will the Pharma Sector be on the receiving or losing end of NHI? 20 Winning: teams that deliver exceptional customer experience.
22 Using social media to recruit wisely. 24 Directors’ skills: using the soft to strengthen the hard. 26 Flexible workspaces & their impact on landlords.
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38 Now is the time for entrepreneurs
39 Why employee screening isn’t an HR Function
54 Corporate Wellness – How it can make the workplace better
42 How harmful is a bribery or corruption scandal to a company?
43 Industrial Action - Need for clear remuneration policy 44 Enabling Generation Z to drive entrepreneurship in South Africa 46 Upskilling and the Gig Economy emerge as smart ways to fight youth unemployment 48 The 80:20 rule – the most powerful concept for SME’s 50 Building innovative people strategies & cultures 52 PRINCIPLE-BASED LEADERSHIP™
Corporate wellness initiatives are designed to keep workers healthier at work.
Publisher CEO Global (Pty) Ltd Tel: 0861 CEO MAG Fax: (012) 667 6624 Tel: 012 667 6623 email@example.com www.ceomag.co.za Chief Executive Annelize Wepener firstname.lastname@example.org
56 Beam through the ‘arid’ haven of the Namib
Personal Assistant to the Chief Executive Betty Yengo email@example.com
Discover the true beauties of Namibia and be inspired by what it has to offer.
Director: Strategic Development & Editor in Chief Valdi Pereira firstname.lastname@example.org
58 Forget the caffeine just breathe! If you’re looking for a healthy alternative to caffeine but still crave the morning rush that coffee brings, oxygen supplementation could be the answer.
60 Cameroon: Africa’s exquisite biome Whether it is mountain climbing, hiking the forests or going on an exciting wildlife safari, Cameroon is one idyllic destination that will not disappoint adventure-seekers.
62 Bentley Bentayga V8 Diesel: Opulence perfected The Bentayga is the first V8 Diesel model produced by Bentley in its history and also the first SUV.
65 Alfa Romeo Stelvio
GLOBAL Expand your business Horizon
The Alfa Romeo Stelvio is the first SUV by Alfa Romeo. Alfa Romeo’s first born SUV delivers a thrilling driving experience.
Director: Corporate & Financial Services Carl Wepener email@example.com Business Development Manager Amesh Bisram firstname.lastname@example.org General Manager: Global Services George Wepener email@example.com General Manager: Global Media Services/ Head of Production Channette Raath firstname.lastname@example.org Editor Charmain Pieterse email@example.com Editorial Team Abigail Moyo firstname.lastname@example.org Lakhe Thwala email@example.com Motion Graphic Designer Senku Segoapa firstname.lastname@example.org CEO Class Administrator Nyahsa Rugara email@example.com Letlotlo Rampete firstname.lastname@example.org Tawanda Mandizvidza email@example.com Manager: Corporate Support Raymond Mauelele firstname.lastname@example.org
* 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.
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What are the scientists predicting for the hurricane season in
Here we go again! June 1, 2018, was the official start of hurricane season in the Atlantic. Tropical storm Alberto caused deadly flooding and mudslides to the Florida Panhandle and the Southeast in late May. At present, the forecasters are uncertain about their predictions but they are expecting an average of hurricanes around seven. We’re still weighing-up with the full impact of the hurricane that occurred in 2017 and the three category 4 storms (Harvey, Irma and Maria that made its rounds in the United States). The beginning of the new storm season is very disturbing because even the forecasters aren’t sure about what might happen. This is a very critical issue! One may feel helpless when these storms occur but at least atmospheric scientists have opted to make a massive step in forecasting the path of storms and how they might grow in a climate-changing world. This will surely help people to prepare for the worse and the unforeseen. Be prepared at all times!
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The newest technology is taking
The world by storm
Surely you have heard about Internet of things (IoT) . . . who hasn’t? The latest technology has enabled people to experience the unbelievable and unexpected. Many people have “smart beds” to a Bluetooth connected alarm clock that communicates with wifi- enabled speakers. Believe it or not, all the devices from microwaves, washing machines and even bed feeders will be connected to the web. The tech-savvy companies will be able to optimize and automate systems, getting rid of the inability caused by human error. The Business Intelligence‘s report has estimated that $6 trillion will be spent on IoT solutions for the next five years.
Have you heard about Quantum cryptography? Quantum cryptography is intensifying as a recommended and highly evolved protection method, necessary to contest with ever increasing security threats. It can produce a message unreadable to all except its specific intended recipient called Quantum Key Distribution (QKD). This is whereby keys are circulated as photons.
What to expect in the workplace in 2018? There are many things one can expect in a working environment in the world we are living in today. A working place is where many people spend most of their time in and if thereâ€™s one thing people wonâ€™t tolerate is being uncomfortable and unhappy. These are the three latest workplace trends people can expect in 2018. Dynamic workplaces layouts This is the most preferred workspace layout currently that accommodates needs that are constantly changing. It allows people to be more flexible, mobile and it also creates a comfortable working environment. Comfort in a working environment Everyone must be comfortable to perform to their best abilities. Comfort cannot be compromised at all levels. As an employer, to get the best out of your employees, you need to create a comfortable working environment. This is done by providing cosy, welcoming lounges, communal canteens, and comfy breakout areas. Bringing the outside in Employees spend 90% of their time indoors. People want to see more natural elements and re-connect with nature itself. People want to see more ordinary elements in their working environments. The elements of nature are being brought into buildings using textures, patterns, natural lighting and live plants.
CEO 2018 Vol 17.3
CEO 2018 Vol 17.3
Manzini Zungu, CEO of Pacinamix
LEADINGEDGE - Pacinamix
Opportunity by Charmain Pieterse
in the MIX
An inspired leader with an enormous amount of talent and ambition is the right mix of qualities needed to ensure the success of a creative company such as Pacinamix. As CEO, Manzini Zungu has achieved a great deal in an extremely competitive industry, and yet he maintains that it is the individual input of everyone he works with that has ensured the success of the company. CEO Magazine spoke with him to find out more about Pacinamix, how he leads the company, and what lessons he has learnt along the way. The result is an inspiring article that speaks volumes about this remarkable man.
Who is Pacinamix and how do you stand out from your competitors? Pacinamix is a global cutting edge consulting firm, with a focus on PR, Communications, Digital, Creative and Activations. We also consult on Enterprise & Supplier Development (ESD), Skills Development & Training (Human Capital) last but not least we have business interests in Energy, Fibre and Mining Services. Pacinamix stands out because we are an agile business that is creative and disruptive in the market. We deliver for our clients, not only on the brief but we assist them with go-to-market strategies that help improve their bottom line. In the tough economic landscape businesses find themselves in, what is key to ensuring not only the survival of the business but also ongoing growth and development? It becomes a numbers game, the bottom line and market share are all important. Our best strategy is customer retention; by offering value without sacrificing on quality.
How is Pacinamix staying abreast of the vast developments in technology, namely Artificial Intelligence and the Fourth Industrial Revolution? Our Digital Creative Team is constantly learning and improving, so that as Pacinamix we stay abreast of any developments to ensure we remain relevant in a market that is continuously changing. How have you evolved to ensure that the business remains relevant in terms of your client’s evolving needs? The Pacinamix approach is “Co-creation”. We co-create with our clients to ensure that their needs are met and that their needs become ours as well. How did you go about making inroads into the downstream segment of the energy production value chain? Energy is a very important aspect of any country, especially our country. Being involved in the energy value chain means as a business, we are involved in powering the country – that is how I look at it. As a team we looked at possible opportunities in the energy landscape and possible partners we could work with – whether it is clients or suppliers. These opportunities and relationships have to have meaning for us; they have to make sense in the bigger scheme of things. You place a huge emphasis on your employees. How do you go about this and why? I call them “My Colleagues”, they are not employees. They are partners to Pacinamix. My colleagues bring critical skills to the business that we would not be able to deliver any of our work without! Ensuring that we have inspired colleagues is critical to our business! Processes and everything else is secondary to a motivated and inspired team. Our people are the lifeblood of our business, the fact that they come to work to give off their best means a lot to me. Considering this, I have to ensure that we treat people fairly – as partners and we create an environment that is conducive for growth.
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LEADINGEDGE - Pacinamix
Tell us more about your Integrated Marketing and Corporate Strategy Service. We have deciphered the Integrated Marketing service to be more specific; we offer a cutting edge integrated PR, Communications, Digital, Creative and Activations service. The Corporate Strategy service is an exciting part of our ESD offering, which ensures we journey with our clients in creating shared value that benefits them as a business and their stakeholders. You are the first fully black-owned organisation to do business with McDonalds South Africa. How did you achieve this? We achieved it on merit! Pacinamix offered McDonald’s South Africa cutting edge solutions with creatively disruptive ideas that speak to the core of their South African customers so that they stay ahead of their competitors. We came with a go-to-market strategy that speaks to the numbers, or ‘guest counts’ as McDonald’s calls it, while at the same time increasing sentiment and love for a brand that is already so entrenched in the very fibre of our nation. What does a first consultation with a client entail? How do you eradicate any challenges? By the time we have a so called “first consultation” with a client it cannot really be considered a first consultation any longer. At this time we would have consulted with that client during the time of the proposal, of the pitch and ultimately at the signing of the contract. This means, when we start working it is usually based on the approved pitch or proposal. When we meet it is implementation time; crunch time. That is when we really going into the specifics, the roll-out plan, the metrics, etc. This is when the whole team working on the project is involved and introduced to the client and visa-versa. At that “first consultation” it is all systems go and delivery is now expected – on both sides. With regards to eradicating challenges, at this consultation we talk about or iron out any challenges that we might have foreseen during the proposal/pitch process. Usually this is the time to allay any fears for the future and
The Pacinamix approach is “Co-creation”. We co-create with our clients to ensure that their needs are met and that their needs become ours as well. give each other a heads-up about any possible challenges that might arise – either based on past experiences or even scientific data or results from any research carried out. How do you stay up to date with the latest developments in your field? In a cut throat industry, Pacinamix is highly agile and cutting-edge – we need to stay ahead of the pack. I always say to my team; we are servicing clients that have been serviced in New York a week ago, so they have to get the same kind of service or better from us! Technology and Digital resources then play a major role in ensuring that we are cutting-edge and we continue to be creatively disruptive. What are some of the key challenges you face as a business and how do you overcome these? There are many challenges in business, from things that seem like they are very simple to the big things. In this digital age it is challenges like: Getting and keeping the right talent. Pacinamix is a highly skilled business environment that offers the right talent a beneficial environment to exercise their skills. In an industry that is not transformed - with corporates and multinationals that already have global agreements with big agencies, it is very challenging for black agencies to get a so called piece of the pie. If McDonald’s South Africa can do it through Pacinamix then all of Corporate South Africa can do it! Having proper processes in place is a challenge. We have trialled and errored a lot, especially in the beginning phases. We are getting there but we have to remain
Pacinamix stands out because we are an agile business that is creative and disruptive in the market. We deliver for our clients, not only on the brief but we assist them with go-to-market strategies that help improve their bottom line.
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Tendai Mapuranga – Director: Human Capital and Development, Mikateko Chauke – Director: PR, Comms, Activations and Digital, Manzini Zungu – Chief Executive Officer, Zizipho Zungu – Finance Director, Xolisa Moerane – Director: Enterprise and Supplier Development, Lesego Ngobeni – Managing Director
nimble and relevant to each client who comes with their own processes which we sometimes need to emulate. Ensuring that we deliver on our mandate for our clients. This is a non-negotiable for the Pacinamix team; it is what keeps us in business!
What drives you each day to strive for even more than you achieved the day before? My drive is based on one fundamental principle: creating a legacy, not only for my household but for my colleagues and those who come across my path.
What does a typical work day look like for you? It differs every day, there is no prescription on how this Monday is going to look like based on the previous Monday. I am not a routine type of CEO, of course there ae meetings scheduled on the calendar that I need to deliver on but I mostly create each day as it happens. As CEO at Pacinamix I ensure that I lead in a manner that I am a very handsnot only inspires my colleagues but spurs them on to deliver on CEO who talks to his amazing work that puts the score on the board; and I am the colleagues. I encourage walk-ins to my office first one to do it! or walk-arounds in my office. I do not expect an email from a member of my team when they are just at Pacinamix I ensure that I lead in a manner that not a few meters away from me. I expect us to engage and only inspires my colleagues but spurs them on to deliver make decisions right there and then. There is space for an amazing work that puts the score on the board; and I am email of course, things need to be documented, but when the first one to do it! decisions need to be made we need to talk to each other. Our space is nimble, creative, fast-changing so it is very What traits does a leader require to ensure the success important for me to lead in that way and to inspire my of a business? team to do the same. I believe that a leader should be someone that empowers his or her people. What legacy would you like to leave behind? At Pacinamix I ensure that our people are empowered to As an entrepreneur, my intention is not just to provide make decisions, they create and execute ideas from inception employment, but rather to leave a legacy by creating right till implementation. I am also a leader that listens, opportunities for my teams, stakeholders and for every someone who genuinely cares about his colleagues, first as person who has the experience of engaging with my vision people then as Pacinamix team members. In essence I believe and business model. that to succeed, a leader needs to put his or her people first. What are some of the greatest business lessons you have learnt and how has this affected the manner in which you lead Pacinamix? In my career I have learnt that Leadership is very important – it can make or break the business. As CEO
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Itâ€™s a culture thing why tech companies are changing their workspace approach Technology businesses are some of the most successful of our age. They have created products and services that shape our lives and benefitted from the resulting business growth. They have also created some of the most impressive headquarters in the world for their employees and are known for their exciting workspaces. And yet increasingly, they are also exploring ways to embrace flexible working and to partner with workspace organisations that can allow them to work in multiple locations and different communities that are not their own.
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Why is this? Beautifully designed offices are a thing, and state of the art, secure tech is a standard, but expected factor for a flexible working space. However, that is not a gamechanger for members. Spaces opened 10 years ago in Amsterdam, moving into South Africa in 2017, Spaces is home to tech leaders of all sizes, from global companies to the next generation of innovators and everyone in between. We have found over the last 10 years that creative, tech businesses benefit from offering their employees flexibility.
Tech-companies have for years been trying to establish a culture that works for their employees. Tech-companies have for years been trying to establish a culture that works for their employees. All the little factors, and many more besides, add up to creating a culture of collaboration and creativity that businesses find invaluable. To give just one example of how we do this – when you enter a Spaces, you will find we’ve hidden the lifts. Why? To stop people hurrying to their office space and encouraging them to pause and have a conversation. You’ll also find that our café-delis are in just one central area in our buildings Why? To ensure that people have more opportunities to meet others when they are getting their coffee fix. Contact breeds collaboration, which leads to creativity. The tech industry benefits enormously from this. Often, tech businesses can be quite introverted by nature. They have hugely smart people working super hard, and it can be a challenge to find the right mechanism to ensure people get away from their screens or R&D labs, speak to other people, interact face to face and have the sorts of conversations that can spark great ideas. Without these interactions, tech wouldn’t be able to continue innovating. As Jonathan Ive, Apple’s Chief Design Officer, said: “The best ideas start as conversations.”
In a flexible workspace built on collaboration, this effect is amplified – because people are speaking to fellow creatives not simply from within their own business, but more widely. This is a key benefit recognised by tech businesses and one of the main reasons why they are exploring flexible workspace strategies. One of our other partners in fact, Microsoft , has gone so far as to work with us on a special project to bring a collaborative, flexible workspace culture into the heart of their own office building. Microsoft and Spaces have partnered at Schiphol Airport in Amsterdam to create a new international hub for accelerating innovation within the areas of artificial intelligence and data analytics. By putting the best of the best in data and AI under the same roof, we’ve created a new breeding ground for innovation and creativity. It means that Microsoft AI and data experts, along with their suppliers, potential customers and other innovators in the same fields will be able to network, collaborate and speak to each other in one place, in the same building as Microsoft houses its own teams. We believe this will drive the sort of conversations, innovation and creativity that tech companies need. It’s a hugely exciting project. The final reason tech companies are embracing flexible workspaces is the war for talent. Some of the smartest minds in the world work for tech businesses. These are businesses that need specialists at different times and across different time zones. Flexible workspaces not only allow a business to put together an attractive package for a candidate but allow them to be agile and nimble in where they find that talent. Spaces provides an environment of continuity, security, space and everything is clean and fresh, where employees can choose to be social or hide away a bit, giving companies the advantage for attracting the right talent. Spaces is proud to partner with the most successful tech businesses on the planet, and those who will become the most successful in the future. Yet tech is an industry that often leads the way for other sectors. Their approach to workspaces is no different – and businesses both within and outside tech can take note of the benefits of the turn to flexible working. Different companies, different experiences, but a shared need. It’s a culture thing.
CEO 2018 Vol 17.3
Behind real Business Success
strive for more than by Dr. Jopie de Beer
For many, the title of manager or leader means that you earn a significant salary and have absolute control while delegating the work to others. But, this is not a sustainable form of leadership, particularly not in the modern workplace.
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eaders must be facilitators, people who can empower others, yet manage to maintain focus, discipline and respect. Successful leaders work harder and for longer hours than others in the company. They carry the ultimate responsibility for the success of the business. Real leadership is therefore not about the title, it is an incredibly important position of responsibility. Much of a leader’s responsibility comes down to how employees are managed. This is possibly the most crucial test for the quality of leadership in a company. Leader responsibilities in terms of managing people: 1. Acknowledge the impact your behaviour has on others in the workplace The behaviour of a leader serves as an example to others. If the leader procrastinates, is lazy, abusive, absent, arrogant, or corrupt, it will provide a model of behaviour that others will follow. The best leaders tend to show humility, productivity, fairness, respect and ethical behaviour, and they understand that they need to create a work environment where people can flourish. To be a good leader, therefore, requires so much more than technical skills. 2. Create an environment of care, fairness and respect Leaders who care about their people and who are as evenhanded and fair as is humanly possible, more easily earn the respect of employees. Douglas McGregor’s Theory Y leaders believe that their employees are talented and have much to offer the workplace. These leaders create a much more positive work environment. Such a positive environment has a direct impact on productivity, creativity, and even interpersonal relationships.
3. Create an environment where people can learn This can be formalised learning such as internships, or being sponsored for training courses or qualifications. Valuable learning could however also result from practical and onsite learning, or articles made available on a company intranet, to mention just a few. In many workplaces there are ample opportunities to learn, particularly when employees use some of their own initiative to learn about the job, the company, the industry or projects. Good leaders are often good at storytelling and teaching. They play the role of coach, sometimes connecting their employees with others who can best teach desired skills.
4. Create an environment where people can innovate Innovation does not only refer to technological or disruptive innovation. Smaller innovations can also have immense value to the organisation. By creating an environment where employees can suggest changes and innovations to existing ways of doing work, can be of immense value. For employees to do so, they must feel confident that they will be “heard”. Their ideas need not always be accepted, but it at least needs to be acknowledged, respected, and considered. You know you’re doing a good job as leader when your employees feel safe enough to share new, untested ideas, even if there might be a risk of failure or rejection. 5. Create an environment of integrity and trust Trust cannot be demanded - it must be earned! Trust takes a long time to be established and it can be broken in a single irresponsible, angry or impulsive moment. Leaders cannot be successful if employees do not trust him/her. It takes consistent trustworthy decisions and actions from a leader to be trusted by employees. For people to trust the leader he/she must be honest, “keep their promises” and “do the right thing”. Once the leader is branded as unreliable, it becomes nearly impossible for a leader to earn trust from employees again. 6. Create an environment where consequences and discipline can be accepted The workplace is not always a positive and happy environment. Contracts may be lost; the economy may make doing business very difficult, or there may be corruption or sabotage. It is the responsibility of the leader to implement corrective actions when something in the business goes wrong. Good leaders are able to fairly deal with consequences, hold others accountable, and through it all remain positive about the future. A leader is a person that must keep “everything together” whether it is the people, the product, the client needs, the need for governance, and of course the finances. The character of the leader and the quality of the decision he/she makes creates the atmosphere within which people work. Leaders, therefore, have complex responsibilities, and how they conduct themselves has a big influence on the nature of the workplace. It is a big job! Are you still sure that you want that promotion?
Leaders who care about their people and who are as even-handed and fair as is humanly possible, more easily earn the respect of employees. Douglas McGregor’s Theory Y leaders believe that their employees are talented and have much to offer the workplace.
CEO 2018 Vol 17.3
Pharma Sector be on the receiving or losing end of the NHI? The recent approval of the National Health Insurance (NHI) Bill, shocked many in and out of the healthcare industry, but pharmaceutical organisations committed to increased pricing transparency will have a competitive edge as government pushes ahead with its plans of expanding affordable healthcare to the masses.
says Erik Roos, CEO of leading generics pharmaceutical firm, Pharma Dynamics. “Healthcare reform challenges all of us that operate in the sector to keep and expand our place at the table. In its current form, the proposed NHI is by no means perfect and there remains a lot of uncertainty around funding, medical skills shortages, the role medical aids will play and how infrastructural problems, wastage and corruption in the public sector will be tackled. It is becoming increasingly clear, however, that NHI is here to stay, which makes it imperative for pharmaceutical companies to get involved in the debate at the highest level in order to help shape a sustainable and effective healthcare system for South Africa. “Health firms need to ready themselves for the influx of tens of millions new consumers – mostly of low income and how they are going to care for them on a sustainable basis emphasising wellness prevention and disease management as opposed to constant crisis management. Already more than 40% of deaths in our country are associated with noncommunicable diseases (NCDs), also known as diseases of lifestyle, such as cardiovascular disease, hypertension, diabetes and cancer. About 80% of these diseases can be prevented if interventions are put in place to curb unhealthy lifestyle behaviours early on.
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“Access to affordable care for patients is the most important component that needs to be considered in any health reform legislation, therefore a great deal of focus will be placed on the price of medication, devices and services. Providers operating in the sector need to become resilient by connecting on a large scale to the culturally diverse communities they serve while remaining cost effective,” says Roos. The dilemma for hospitals is finding a way to provide more access while simultaneously lowering costs. Doctors are likely to get caught up in rapid industry consolidation and must adapt to new payment models, changing traditional practices. As more people gain access to medicines via NHI, generics are sure to grab a generous share of the pie, but the challenge for pharmaceutical companies will be to stay competitive by providing more cost-effective products, linked to other valueadded benefits. However, Roos warns that if government continues to award tenders solely based on price under the NHI regime, that medicine shortages and stock-outs – already a concern – could worsen. “This will place tremendous pressure on pharmaceutical firms, particularly suppliers of generic medication, who have already dropped their prices significantly in an environment where annual increases are highly regulated. Foreign
investment is also likely to decline as multinationals withdraw from the market and as a result patients’ needs will be compromised. Shortages and supply chain breakdowns could also quickly spiral into outbreaks of disease. To counter this, government could expand tax rebates for pharmaceutical companies which will not only allow more patients to have access to affordable medication, but also ensures the sustainability of the SA pharma sector.” The local pharmaceutical industry employs more than 9 625 full-time staff and contributes about 1.58% to the SA GDP. It also spends significantly on local socio-economic development initiatives and training medical reps and healthcare practitioners on new pharmaceutical molecules to ensure that medicines are appropriately administered. Continued pressure placed on the price of generics under NHI, could over time degrade the industry and lead to a lack of knowledge around the safe administration of treatments, putting patients at risk. Roos says it is imperative that the industry skilfully navigates through the NHI conundrum, while managing the expectations of the public at large. “This seismic shift in healthcare won’t happen overnight. Globally, National Health Insurance schemes, such as those in Europe, have taken many years to implement and in SA it could take up to 14 years before the NHI is fully rolled out, even though government is pushing for a 2026 deadline. “Universal health coverage is a global priority and more countries are adopting an NHI-type approach. Virtually all of Europe has either publicly sponsored and regulated universal healthcare or publicly provided universal healthcare. Yet, it is important to note that universal healthcare doesn’t imply government-only healthcare, since many countries continue to have both public and private insurance and medical providers. No flawless model exists, but SA must attempt to augment its existing health system to accommodate all of its residents by ensuring accessible and affordable quality care, whilst buoying the healthcare industry as a whole. “As a company, Pharma Dynamics is committed to being an active partner with government in the expansion of universal healthcare in the country and will continue to look at ways to serve more people, operating more efficiently and streamlining costs in order to best support the NHI programme. However, much more debate is needed on how to implement the NHI policy effectively. “Government’s obligation to provide universal healthcare can be complemented by leveraging the expertise of the private sector and optimising business models to bring in more patients and reduce overall system costs. There is a great need for medicine availability, skilled medical human resources and quality care. A comprehensive approach should be taken in which the quality of the healthcare system is improved simultaneously with the rollout of the NHI, in order to benefit every South African,” concludes Roos.
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Winning teams that deliver exceptional customer experience by the Team at Nashua
Customers today are king. They are demanding and expect excellence at every point of their sales journey with your business, online and offline. With a mobile in every pocket, you better believe that poor customer service will spread like wild fire across every digital touch point you can imagine.
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he pressure is on businesses to create powerful customer experiences at every touchpoint. The businesses of tomorrow will create teams who are unapologetically customer-centric in their decisions and actions. Studies show that customer experience will overtake price and product as the key brand differentiator by 2020. Organisations will need to implement significant business model changes to improve customer experience. For every negative experience, it takes 12 good experiences to make up the damage. How? Well before you answer that, understand the who. Meet the customers of today Customers are more connected than ever before. They really hold the key to the success or failure of small businesses in their first year and can make or break a brand on social media at any time. Customers are leading the conversation about businesses. Research shows that close to 90% of customers will refuse business to one company over the next based on their experience and nearly 70% will switch to a direct competitor. Now onto that “How?” Exceptional customer experience starts at the top. Management needs to make it clear that there is a focus on customer experience and invest in this area. Management should also spend time interacting with customers at different touchpoints. For example, a CEO could spend time on the customer help desk. Encourage a culture of problem solving rather than passing the buck. 89% of customers get frustrated because they need to repeat their issues to
multiple representatives. Each team member should take accountability of that customer and solve their problem. Recognise the value of social media in customer service and develop a strategy for answering to every query. Just as a customer will run straight to social media to complain about a brand, those who have positive experiences on social media are more likely to spend more with the business. Foster a culture of accepting feedback and taking the learnings. Customer feedback, both positive and negative, is an invaluable resource. In fact, studies show that the majority of companies that deliver the best-rated customer experience actively seek out and use customer feedback. Real people drive results and influence a customers’ feelings. Authentic reactions go a long way to impact a sale. Equip your team with the training they need to be a compelling representative. Equip your team for the future Rome wasn’t built in a day and exceptional customer service is not created from thin air. A shift to a customerfirst model could mean a complete organisational and technological transformation in business. To provide a memorable customer experience, start by removing silo operations, different reporting structures, narrow incentives and no clear accountability. This model is more collaborative, under one strong brand voice is key. A seamless customer experience is about providing one unified brand voice that is authentic, solves problems and delivers on promises. The reality is that technology has made it easier for customers to take their business elsewhere. Why settle for a bank with poor customer service when an innovative FinTech can provide the same service with improved experience. Technological transformation is critical. Businesses avoid tackling technological transformation for two reasons – the disruption to business cycle and not knowing which device they need. Start with Nashua’s free workspace assessment. A team will conduct an audit on your equipment, software, workplace and processes. Once complete, recommendations and solutions will be presented to improve your operational efficiency, minimise wastage and costs and future proof your business. Internal efficiency breeds exceptional customer experience. Partnering with a Total Office Provider, like Nashua, would mean finding the affordable, innovative and simple solutions improve productivity in a flexible workspace. At the end of the day, your customer experience and by extension your business is only as good as the people you choose. Hire amazing team members, give them powerful support training sessions, the right technology and watch the magic happen.
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Social Media Recently reported at a steady 26.7%, unemployment is one issue which still plagues South Africa.
he effects of unemployment are numerous. A few of which to name a few, affects not just a nation’s economy, but also negatively impacts the said individual’s self-worth and esteem. Prolonged unemployment can lead to an erosion of skills, basically robbing the economy of otherwise useful talents. Studies have shown that prolonged unemployment harms the mental health of workers, and can actually worsen physical health and shorten lifespans. In developing his new social media recruitment agency, systems engineer Miguel da Silva believes that one of the ways South Africa can help curb unemployment is to make best use of the skills the country possesses and hire smarter. “The country as its stands, contains talent and skills which have been untapped so far. There are multiple reasons for this though one specific hole we have found is that the corporate world doesn’t hire smartly. In days gone by, there have been hires based on ‘truths’ put down on paper by people who actually shouldn’t have been hired for the position advertised,” said da Silva. Social media has been given negative as well as positive reviews. You can either use it to tear down or, build up. “The biggest benefit social media affords in the arena of recruitment is that you are now able to locate passive, good quality candidates as well as sift through the good hires from the bad ones and,
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strategically target the talent pool from which you should be hiring from,” he said. That famous saying from the eighties ‘it’s not what you know, it’s who you know” has never been truer in this present age. Being connected to the correct connections on social media could land the ideal candidate, the ideal job. “Since launching, we have secured over a hundred happy hires in multiple sectors. Quick, quality wins are now possible with use of Global Refer’s online recruitment tool. “The platform offers the client a branded page with all the job specs and the remuneration you are prepared to pay to whoever helps you find the perfect candidate for the position,” da Silva. “With the help of our built-in tracking system, you can reward the person whose referral clinches a new appointment. This incentive motivates your network, whether you’re an in-house HR professional or a private recruitment agent – to find the best possible candidate. The tool ensures that the recruiter connects with the correct talent pool. Even if your immediate network is not connected to the right candidate, their extended networks might be,” he said. This means that the talent pools become more niche and accurate. The advert will also be seen by passive candidates that are not necessary looking.
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using the soft to strenghten the hard
When interviewing potential directors, nominations committees should not forget to investigate the hidden soft skills without which hard skills can prove less than useful, says Sarita Martin, a facilitator of the Institute for Directors in Southern Africa (IoDSA) and an independent nonexecutive director.
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ccording to Martin there’s more to a successful board than just assembling the right skills, knowledge and experience around the table. The dynamics around the boardroom table are influenced by the individual personalities on the Board. “Boards often comprise a group of dynamic, highly accomplished individuals with strong views,” she comments. “If those individual directors are to deliver real value to their organisations through robust and productive discussions, they must have what have historically been referred to as the soft skills to operate within the context of the group, or one simply ends up with a set of individual opinions and no coherent decision.” “Board members need to have the ability to be able to present their views in a respectful and coherent manner rather than be dictatorial.”
“It’s not who gets to make the decision, but the quality of the decision-making process itself. Directors have a fiduciary duty to act in the best interests of the company, not themselves or a certain viewpoint,” Ms Martin says. According to Parmi Natesan, IoDSA Executive Director, “The personal and social competencies for directors are just as critical and the functional/technical ones. In the awarding of the Chartered Director SA designation, significant emphasis is placed on assessing these softer skills. In addition, the IoDSA has also added two new programmes to its repertoire of director training – a practical boardroom simulation experience where delegates get to practice these skills; as well as a programme providing individuals who intend to become a non-executive director with a road-map to get there”
Read the room The level of in depth discussion needed at board level is only possible if directors are able to listen well and are flexible enough to engage with other board members’ ideas to come up with new insights. The courage to express one’s opinion while also engaging genuinely with other points of view is particularly difficult as today’s boards become more diverse from – among other things – a gender, age and cultural perspective. This diversity is obviously intended to provide the organisation with better visibility across the full socioeconomic and political landscape, but it can mean that boards have to balance widely divergent points of views. Often it is the body language and tone of voice of individual board members rather than their words that indicates their stance on a particular matter.
Get it right, right from the start So how do nominations committees set about establishing whether prospective directors have not only the correct understanding of how board decisions are reached, but the emotional balance and insight to handle difficult discussions in such a way as to promote the best outcome for the organisation? It’s not easy, Ms Martin acknowledges, because potential directors cannot simply be asked to take a psychometric test. However, typical interview questions can be used to probe these areas. Understanding what motivates an individual to be a director in the first place can reveal how well he or she understands the role of the board. Nominations committees can assess during discussion with candidates about the business and corporate context how able the individual is to connect the dots to see the big picture. It is also necessary to determine their understanding of corporate governance and how aware they are of current affairs. Verbal communication skills, so important in a board interaction, can also be judged during an interview. “Perhaps most important of all, nomination committees should look very carefully at what candidates have done in their lives and careers. This will not only show them whether the candidate possesses the requisite hard skills and experience, but also something about how they see themselves, and how they have displayed the ‘board temperament’ in the past.” “Ensuring that board members are emotionally aware and possess the soft skills including good verbal communication and listening skills will assist in effective board dynamics and ultimately robust decision-making at a board level,” she concludes.
Replace “me” with “we” Although eliciting the views of individual board members is crucial, it is important to remember that any board decision is a decision of the collective, of the majority of board members – the “we”. An observation is that many of the new generation of board members may have no board or executive experience. In particular, they may be unaware of the protocol of board meetings, which is designed to support a non-adversarial atmosphere whilst promoting robust discussion and debate. They may also not fully comprehend that the boardroom model is not a parliamentary one: the object is not to state one’s view as forcefully as possible and then vote, but rather to interrogate an issue from all angles in order to arrive at a decision in the best interest of the company.
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Flexible workspaces & their impact on landlords
The increasing growth of flexible working, and with-it flexible workspace, around the world has gained a lot of recent coverage. In 2017, JLL released a report saying 30% of corporate real estate would comprise flexible workspace by 2030. That’s three in every ten buildings. In the same year CBRE released its own report about flexible workspace, stating 71% of occupiers believe they are vital to delivering corporate real estate objectives, and the flexible office market is growing at 13% a year. But where is this boom coming from, and what does it mean for landlords?
ccording to IWG – owner of Regus and Spaces in South Africa - there are a few reasons why flexible workspace has been taking off. The first is that technology has changed what’s possible. Within two years, 80 per cent of the world’s population will own a smartphone and 4G connections will represent 61% of the total (up from 34% in 2016). The cloud has grown exponentially, while artificial intelligence is helping us do daily tasks from a variety of sources. Indeed, over 50% of internet traffic could come from Internet of Things (IoT) sensors by 2025. Put simply, it’s now increasingly easy for a person to plug in and work from anywhere – and workers increasingly want to do so. Second, the ability to work whenever, wherever, helps boost personal productivity. Interactions with others in the right community or location can help spark great ideas, and the benefits of moving to new places keeps employees from falling into a rut – and having their productivity get stuck along with them. Finally, as employees see the potential upside to flexible working, businesses, too, are seeing gains. Financially the cost savings of flexible working versus fixed real estate can range from 5% to 75%, while strategic scalability is becoming ever more important in our fast-paced world. For landlords, this boom means three key things for the way they view – and conduct – business in the era of flexible working.
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1. Meeting demand The best way landlords can ensure they’re keeping up with the workplace revolution is by joining in. This doesn’t mean abandoning conventional leases completely of course, but rather by adding flexible workspace into their portfolio. Doing so will provide an option to tenants without removing the choice to have a long-term, traditional lease. Offering a long-term lease Another way to do this is by flexible workspace providers meeting traditional landlords ‘in the middle’ on lease terms, by signing a long-term lease and taking on the risk of the space. By committing to a tenyear lease, agile working companies can offer property owners the security of a long let while giving tenants the shorter-term, adaptable contracts they crave.
2. Looking at a portfolio as a whole A vibrant co-working centre, with a changing cast of energetic business people, has knock-on benefits for the surrounding community and land-use, whether that is retail or longer-term office lets. Additionally, having flexible workspace has ramifications far above a single building. It can boost an entire portfolio, as well as real estate within a larger area. The availability of flexible working can have knock-on effects for the community as a whole and be a key perk for businesses nearby. 3. Managing the impact of IFRS16 Finally, IFRS16 comes into force in 2019 – and is changing the cost of traditional real estate. The legislation requires businesses to include all operating leases, including real estate, of longer than one year on their balance sheets, and corporations are looking at ways they can access a more effective real estate portfolio. Picking up shorter leases is one way to respond, and flexible workspace provides a profitable way to offer such contracts. The new regulation will also likely force greater scrutiny of real estate leases by an organisation’s finance team, which could trigger the start of such a conversion to flexible working. The good news is that landlords are already realising the need for a shift away from traditional ways of doing business. According to that same study by CBRE, those who have started to offer flexible options are reporting a boost to property values, happier tenants and increased ability to attract new business. Continuing to embrace the workspace revolution can help today’s landlords adapt to the demand for flexible workspace, both now and in the future.
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Millennials Corporate Players
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With each industrial age has come a different type of employee. From Baby Boomers, to Gen-X and the elusive Millennial. Millennials are a corporate anomaly, a completely new type of employee to enter the work landscape, writes Strata-G Labour Solutions legal advisor, Aphelele Tapile.
he Millennial’s childhood is synonymous with the technology boom. As a result, the millennial has not only grown up in the digital information age but has always had access to information. So, what does this mean for the current day South African workplace and the management of this new type of employee? Management styles of previous generations have often taken a rigid, authoritative and sometimes militant approach. This can be attributed to the knowledge hub previously monopolised by management. Millennials have shown less reverence for authority than previous generations due to access to online content and online communication, making them more knowledgeable than previous generations and stripping away the knowledge monopoly previously enjoyed by management. They are aware of global work trends and different management styles and managers are no longer the sole knowledge experts. A major challenge for corporates is how to adapt management styles to the new type of employee who present new demands and challenges to existing structures and authority. An emerging management tool suited to the millennial is to provide guidance, mentorship and critical, but positive, feedback. In aid of improved productivity and efficiencies, companies would do well to encourage the collaborative approach, but in so doing, identify the individual’s strengths and efficiencies and align them to the benefit the collective. Moving away from the rigid style of management and creating a company culture that fosters the appreciation of ideas, creativity and working towards a common goal. Great successes have been enjoyed by tech companies such as Facebook and Google, which have adopted similar models. Millennials do not only seek a transactional exchange of human capital for remuneration. They do not seek to separate their lives and personalities from their work, but rather to integrate the two. In so doing, they ensure that their personalities become a strength with the capability of lending itself to the job. Technology and social media have facilitated constant connectivity and trends have shown that more than previous generations, Millennials seek employment that speaks to their personalities and ultimately their life’s purpose. This means that they seek to align with the company’s corporate culture and, as such, the employment relationship is evolving from transactional to reciprocal. Millennials are asking how (barring the financial aspect) they may personally benefit from their employers. A contentious point in this regard has been the redefinition of work-life balance. Technology has brought an array of options that businesses may consider adopting to provide a better work-life balance
to employees. One such preferred option, widely adapted in the Middle East, Asia and the America’s, is telecommuting. Companies who have aligned with the digital age have found that providing employees with work tools such as a cell phone, internet connection and a laptop allows them to work from anywhere. This has been very welcomed by Millennials, who are more interested in the result rather than the process. The effectiveness of telecommuting is premised on the company’s ability to objectively measure deliverables by setting targets that can be easily monitored. This also holds the employee accountable to ensuring that he or she is a productive and therefore profitable resource. President Ramaphosa’s proposed YES Initiative could be viewed as a possible solution to create a happy medium between unemployed youths in need of employment and experience, as well as the expectations that employers may have in terms of “business as usual”. The initiative focuses on two critical elements. Firstly, the opportunity to offer unemployed youth work experience, as research has proven that a reference letter from a previous employer may increase the chances of employment as much as 26%. Secondly, the opportunity for the company to groom Millennials into employable assets with the required work ethic before offering them the privilege of a work-life balance since the youth would now have some actual work experience. To propel the initiative even further, South African countries would do well to learn how to eventually marry the readily available technology and this new type of employee in a way that would be efficient and profitable to the company, but also consistent with the needs of the Millennial. Doing away with inefficient management tools such as lengthy meetings and moving into virtual chat groups (WhatsApp) where constant communication is able to take place or adopting telecons or video conferences could prove to be time-saving, increasing productivity while maintaining positive morale and general employee wellness. Millennials have been a daunting type of employee for corporates, but there has been success where companies have managed to adapt to the digital age and effectively incorporate it into the workplace as well as embrace modern work practices and management styles, whilst maintaining company values, commitment to deliverables and, ultimately, profits. Millennials want to understand the bigger picture and their part in the collective. Where excellence, discipline and diligence has been instilled by the company, this generation will work not only harder, but smarter than previous generations.
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LEAVING A LASTING LEGACY
OF SKILLS DEVELOPMENT AND TRAINING A Chinese Proverb wisely indicates that: “If you are planning for a year, sow rice; if you are planning for a decade, plant trees; if you are planning for a lifetime, educate people.” To ful l its mandate to develop the skills necessary to bolster economic participation, the Finance and Accounting Services Sector Education and Training Authority (Fasset) has vowed to leave a “Lasting Legacy” – and it aims to do so by following a carefully mapped, strategic plan. To deliver on its mandate, while remaining effective and relevant, Fasset has developed a strategic plan that would ensure positive results. In consideration of stakeholder needs, and in response to the changing SETA landscape (as proposed by the Minister of Higher Education and Training, Dr Blade Nzimande); Fasset developed #LastingLegacy strategy. This new strategy presents a more focused approach, rather than a change in direction. The strategy hinges on two pillars: placement (direct placement into employment, including learnerships and internships), and academic support (supporting learners to complete their degrees, professional qualifications and/or designations). Fasset recognises that if it is to leave a lasting legacy, it needs to build a robust and sustainable skills pipeline. Engaging on issues of skills development and transformation is important to Fasset. With a noted under-representation of African Black people in all nine provinces and Coloured people in the Western and Northern Cape provinces, Fasset has honed in on these areas to facilitate the transformation
imperative. This means that Coloured learners in the Western and Northern Cape provinces can now access Fasset’s bursary schemes, apply for grants and be funded on discretionary projects. Resultantly, Western and Northern Cape Province employers also benefit, as they can now fully utilise the grants available to them. Fasset’s #LastingLegacy strategy strives to benefit the sector, the learner and the employer. To get more information about the revised interventions, please visit Fasset’s website on www.fasset.org.za to access more information.
“The future belongs to those who believe in the beauty of their dreams” Eleanor Roosevelt
when looking to the future, SKILLS are AT THE HEART OF A HEALTHY ECONOMY. Accountants, auditors, financial planners, wealth managers – their skills keep the South African economy ticking over and safeguard its reputation for the benefit of all citizens. Fasset ensures that finance and accounting professionals are trained to anticipate the unexpected; that those responsible for managing corporate finances are fully versed in legislation and governance, and that consultants relied on by South Africans to dispense responsible financial advice have the knowledge and acumen to do so. Fasset is building a lasting legacy to shape South Africa’s financial future. Visit www.fasset.org.za.
facebook.com/fasset.org • 086 101 0001 • firstname.lastname@example.org • www.fasset.org.za
Africa’s next top property trends Major trends that are likely to shape Africa’s property market in the future show the sector is getting smarter. It is responding to infrastructure and social challenges, and easing the ability to do business on the continent. These trends also reveal exciting opportunities for property investment across its multiple distinct markets.
or its 9th consecutive year, the Africa Property Investment (API) Summit & Expo, held at the Sandton Convention Centre on Thursday 20 and Friday 21 September 2018, unpacked and highlighted some of the key trends affecting the continent’s real estate sector. Providing access to the largest pool of real estate investors, developers and stakeholders on the continent, this year’s API Summit provided the ideal setting for global players and local businesses to discuss a wide variety of industry trends, including: 1. Industrial Property Due to a lack of professionally managed logistics infrastructure and inefficient supply chains across sub-Saharan Africa, logistics cost as a percentage of product retail costs is still very high at 30-40%. According to Toby Selman, CEO for Africa Logistics Properties, there is currently almost no grade-A warehousing on the continent.
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“It tends to be the ugly duckling in the property sector as most investors flock to offices and retail first. And while most investors think the highest demand comes from multinationals, it is the fast-growing regional companies that tend to be the first movers, largely because they have higher local growth rates than the international companies. We see the main demand for our facilities from e-commerce, third-party logistics companies, product distributors and retailers,” he says. Africa Logistics Properties believe they are helping to solve the logistics infrastructure challenge with their privately-financed distribution and industrial facilities for the rental market. “We are disrupting the status quo with our modern logistics and distribution warehouses, offering businesses the chance to consolidate existing go-down based operations into a purpose-built grade-A facility at an affordable cost for the very first time.”
value chain including raw-material sourcing, planning, manufacturing, and construction. “Our processes ensure job creation and income within the country, while products are manufactured under strict quality controls. They are scalable, allowing for large numbers of housing units to be built, and they are quick to construct, ensuring project finance costs are low, and they are also sustainable, environmentally friendly and carbon neutral,” he says. 3. Student Accommodation Student accommodation is very much emerging in greater Africa, with the supply of student housing still low on the continent, South Africa being the exception. Craig McMurray, Respublica CEO, says that while there are regional and nodal hotspots across all geographies, the African continent primarily sees domestic student demand and one where the highest need is an affordable product. “This is in contrast to the more developed markets in Europe, UK, and Australia, which are primarily driven by international student demand and generally higher levels of affordability,” he says. Respublica started out eight years ago with their first facility of 300 beds and will be nearing 10 000 beds across the country by January next year. “We believe that the demand for tertiary education will likely be driven by increasing urbanisation, higher living standards, mobility, as well as technological advancement in educational content delivery. This will have differing implications for the industry. However, I expect the demand trend to be upwardly steep but continually constrained by affordability at state, university and student levels,” notes McMurray.
2. Affordable Housing While governments can no longer afford to ignore the housing crisis, developers are coming to understand that low-cost housing can be a significant and lucrative market. Innovative financing structures backed by global institutional investors could also allow large-scale implementation. But a pressing issue many African countries face is the lack of durable, low-cost housing with a minimum standard of infrastructure to prevent the spread of diseases. “The target group for low-cost housing, in general, does not have enough equity or credit history to finance the purchase of even low-cost dwelling units. Without innovative financing solutions there can be no mass supply of low-cost dwelling units,” says Eckardt M.P. Dauck, Chairman for Zero Carbon Designs Ltd. To address challenges around quality, Zero Carbon Designs has developed solutions that are based on a local
4. Serviced Apartments Serviced apartments in Africa represent less than 1% of all hotel rooms whereas internationally the figure is close to 9%. Currently, the highest concentration is in South Africa. The Capital, which dominates the South African market, has combined serviced apartments with its regular hotel and conferencing to give their clients all the services of a hotel such as security, flexibility of stay length, room service, and a concierge at the same high standard expected in 4- and 5-star hotels. “Due to historic undersupply, serviced apartments are increasing. Africa requires a secure and affordable alternative to regular hotels for consultants to stay for the many projects in Africa as the continent, unfortunately, imports a lot of skills internationally,” says Marc Wachsberger, Managing Director for The Capital. While there is no shortage of long-stay accommodation available, not all experiences are equal. The Capital’s model, which has taken 10 years to develop, emphasises operational skills to ensure that extended stay is positioned correctly in the market.
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be prepared for the
w d o w n
Christmas may feel like a long way away, but for companies looking to make their targets, four months is a relatively short space of time. Projects need to be tied up, sales need to be made and targets need to be met before the country comes to a grinding halt over the December period, says Louise Robinson, MD of CG Consulting.
happens every year. Just as businesses across the country start recovering from the effects of the Easter holidays, Christmas sneaks up. But you don’t have to lose momentum. Simply by planning and being mindful that your business has to be ready for the closures, you can use the holidays to accelerate your business, not slow it down,” she says. Building a good pipeline and using the next few months to plan for the upcoming slowdown period appropriately, is crucial, says Robinson. “For companies struggling to meet their targets or those that just haven’t performed as well as they would have liked to so far this year, a good lead generation service provider can be invaluable. Not only will they provide you with a way to meet your targets, they will take the load off your sales team, giving them the space to focus on making the sales.” One of the toughest things to do in business is to generate leads when you need them, Robinson says. “Your company has a baseline number of leads that come in per month. You don’t have to do anything new, and a fairly consistent number of leads dribble in from your website, referrals, and possibly agents and tradeshows. You know that 15% to 20% of these leads are ready for your sales team to pursue, and the
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Simply by planning and being mindful that your business has to be ready for the closures, you can use the holidays to accelerate your business, not slow it down.
rest are not. Your marketing person or team knows how to sustain the activities necessary to generate these baseline leads. But what do you do when you find you’re missing revenue targets and need to get more leads right away?” She adds that companies don’t need just plain sales leads; they need sales leads that fit their specifications and timelines. Companies like CG Consulting provide the missing link between targets and qualified leads that will result in sales. “I have said it many times before, and it still remains crucial to remind companies that knowing who your prospective customers are and how they buy is half the battle in gaining new customers. Having a name and a number is not a hot lead, but by using a specialist company, you can rest assured that all the leads you get are hot,” Robinson says. “We provide clients with all the information necessary to make the sale. By taking on the time-consuming business of establishing the correct qualified leads, CG Consulting provides its customers with extra time as well as helping them to begin filling the sales pipeline with future business.
Providing high quality holistic care since 1970, Avril Elizabeth Home is a leader in the field of caring for the intellectually challenged. www.avril.org.za 011 822 22 33 email@example.com
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Managing t c i l f n co
working individual as a
by Abigail Moyo
â€œConflict in the workplace is not always a bad thing. Ignoring it however, always is.â€? explains Forbes. There is no doubt that the office can be a stressful environment. Ultimately, from Monday through Friday is where we mostly spend the majority of our time. Conflict in a workplace is inevitable; however how you deal with it is the most essential aspect to keep in check.
onflict can either be professional or personal yet, when it happens in a workplace it has a direct impact on the organisation. Groups in conflict who are immersed in drama can cost the company millions a year in lost productivity and kill team morale. At the end of the day, this dynamic creates a lose-lose situation for the company, whether you are a top manager in charge of profitability and revenues or an employee in the trenches dealing with the drama directly. Conflict management is the practice of being able to identify and handle conflicts sensibly, fairly and efficiently. Since conflicts in a business are a natural part of the workplace, it is important that you understand conflict and know how to resolve it. This is because no matter which way you may look at it, the only way out is to face conflict heads on.
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Ways to resolve conflict 1. Identify the opportunity. Shift the lens through which you view conflict. By adopting a positive outlook on confrontation, you will discover that every conflict is a new opportunity for both the other party and you to grow, develop and learn. After all, if you have tended to avoid conflict, the underlying topics and details are likely things that you have rarely, if ever, discussed, representing growth opportunities and innovative approaches you have yet to uncover. 2. Build a culture that encourages giving and receiving feedback. Ask your team for their frequent, healthy feedback, and you will begin to show boldness and encourage transparency through your example. Allowing unpleasant truths to trickle out gradually fosters a sense of camaraderie and understanding within your organisation, in turn reducing the risk of future conflict. Moreover, creating honest dialogue lets your employees know their opinions are valued, raising their level of engagement. Finally, when confrontations do arise, they will feel far more inclined to receive your concerns with an open mind and an appreciation of your opinion instead of reflexively thinking the sky is falling.
3. Be proactive, but resist jumping to conclusions. Prevent problematic behavior from escalating beyond repair by taking swift action, but do not jump to conclusions before reaching a full understanding of the situation. Assume positive intent to immediately activate a spirit that diffuses the situation. Another way to be proactive is to measure your words to avoid being the source of conflict in the first place. 4. Do not use e-mail for conflict. If e-mail is your go-to in managing conflict, then it is time to get comfortable with uncomfortable conversations. Let your level of fear be your compass. The more emotion you are feeling, the more the situation is likely to be faced in person. If you do not, you are subjecting yourself to the gravitational forces that pull these types of situations southward. Effective conflict management will require real-time awareness of the facts and your undivided attention. 5. Engage productively using storytelling. Before any confrontation, consider that the other person may be right from the beginning and question your own opinion. When you do present your concerns, start with storytelling if you can, rather than headlining with any abrupt, premature summaries of your stance on the matter(s) at hand. We experience our lives through stories, which are entertaining and engaging. Make your case and then create space for the other person to process and respond to you, and truly listen to them. By being fully accountable to the demands of leadership, and committing yourself to the above steps, almost every confrontation you have can be redirected towards a productive outcome. â€œConflict is neither good nor bad, properly managed, it is absolutely vital,â€? says Kenneth Kaye, American psychologist and writer. Dealing with conflict in a workplace is never easy. Hence, it takes courage and time to face conflict heads on as well as having professional, clear conversations. It is important to remember the basics to a successful conversation while facing conflict. Being clear and concise in the message you want to convey is imperative. Always use neutral, controlled language and stay calm by trying to keep emotions out of the discussion. This is because it is more beneficial for your organisation and your team to have the honest conversations than to live in conflict and allow it to aggravate. Afterall, clarity gives employees the freedom to work within their own roles and to be as effective as possible. Besides, it stops conflict in its tracks.
CEO 2018 Vol 17.3
All signs point to Africa as the most extraordinary place to be and do business in the future. So, how are we going to do business?
Now is the time for entrepreneurs
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his is the question posed by Musa Kalenga, the enthusiastic entrepreneur and strategist who was named one of the Top 200 young South Africans by Mail & Guardian, at a recent Entrepreneurship To The Point Session hosted by Property Point, the Growthpoint Properties initiative. The answer to doing business that he offers entrepreneurs, even in this digital age, is humanity. “Humanity is the new black; it is how we are going to be the next powerhouse of this globe,” says Kalenga. “Being human is the one thing that will enable us to survive in the age of augmentation.” Kalenga is obsessed with using technology to empower the digitally invisible. “We can send people to the moon but we can’t feed people on earth? This is a problem,” he cautions, “because unless we’re making fundamental business model changes, we won’t have a market for the future.” He took the Entrepreneurship To The Point audience on a journey, highlighting the sweet spot where technology and creativity merge. Looking at how African entrepreneurs should respond to the age of augmentation, he uses the shocking November 2015 Paris attacks as an example. Facebook activated its Safety Check function, Uber alerted its drivers to take people to safety, and Airbnb operators took in anyone in need. “While these are tech businesses at their core, they displayed decidedly human responses. They also didn’t have to redo their business model to respond in a more human way,” points out Kalenga. “The technology journey that communities and consumers have to go through must match ours as brand creators, value seekers and entrepreneurs.” Doing this is simpler than you may think. Technology’s intersection with humanity is all about finding simple, meaningful solutions. He points to the trend of impact investment – an approach taken by some of the world’s richest family businesses. Impact investment means finding opportunities that are solving human-centred problems and creating value for the humans that we seek to serve, and then figuring out how to make revenue as a business. Essentially, it puts doing good before making money. This is where humanity, technology and entrepreneurship are on course to meet and power the extraordinary future of business in Africa. “Human beings are at the top of the food chain because we can understand a small and simple thing, then develop it for different purposes all the time. Also, because we can rally around common cause and purpose. Enhancing quality of life in the way people experience technology is key to continuing to solve problems, not only in Africa but across the globe,” concludes Kalenga.
screening isn’t an
In many organisations, the recruitment function is often left up to the Human Resources department. While there is certainly merit in partnering with HR throughout the talent acquisition process, seeking the advice and guidance of professional employee screening services is essential.
n an over-regulated labour law environment, employers often find themselves in hot water when they realise too late that they’ve hired an incompetent person to fulfil a critical position. According to Kyle Condon, Managing Director of D&K Management Consultants, effective pre-screening is crucial and could save the company time, money and aggravation by ensuring the right person is hired the first time around. “Creating a partnership with industry experts allows the business to hire employees, knowing full well that the candidate is, in fact, the correct investment,” adds Condon. To be effective, the pre-screening process must be conducted by professional investigation and risk management specialists. These skillsets are not ordinarily built into an HR function. A full background check includes many elements that are far beyond the HR practitioners scope of work. “It should go further than checking educational qualifications and calling references,” advises Condon. “The investigator should delve into the candidate’s past employment, their market reputation, their true level of experience and their lifestyle. Do they have a criminal record? Do they have a bad credit rating? Are they really qualified for the job at hand (work permits, driver’s license, truck license, forklift license, for example)? Are they who they say they are – can their identity be verified? Does their address exist, are their bank account details correct, and do they operate with integrity? All of these questions are pertinent in determining whether an employee will become an asset or a liability, if hired.” Recruitment can be an arduous process – and so it should be. It is worth taking the time to screen candidates properly, because there‘s nothing quite as debilitating as realising the business has hired the wrong person but has no grounds on which to let them go. With a thorough vetting, a hiring decision can be made knowing that a mindset of questioning, analytical thinking and critical exploration has been applied throughout the recruitment process. “The fact is that the most important asset in a business (its employees) is also its single biggest threat,” concludes Condon. “Companies must make use of professional employee background screening services when recruiting; those which have access to reliable data and global sources. In doing so, they are effectively taking the risk out of hiring.”
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As our a alw ys ld hou views s nder nu be take ent advisem
We share brief perspectives with you on items that we think are worthy of your consideration. by Abigail Moyo
Proof True internet privacy could finally become possible. All thanks to a new tool that can-for-instance let you prove your age without revealing your date of birth or prove you have enough money in the bank without revealing your balance or other details. That limits the risk of privacy breach or identity theft. For banks, this could be a way to use block chains in payment systems without sacrificing their clientsâ€™ privacy.
The Moley Robotic Kitchen cooks like a master chef. Initially it starts with a plate of ingredients and eventually the system can be accessed anywhere and remotely. This new innovation will be providing busy business people with an opportunity to enjoy good food at a reasonable price.
3-D Metal Printing
Pixel Buds for Translations
This technology is primed to change the pharmaceutical industry by 3-D printing of drugs and other products. In the short term, manufacturers will not need to maintain large inventories; they will simply print an object whenever they want.
Google has come up with an interim solution of ear buds called Pixel Buds. These work with its pixel smart phones and Google Translate app to produce practically real-time translation. Google translate already has conversation feature, and its IOS and Android apps let two users speak as it automatically figures out what languages they are using and then translates them.
for health and industrial manufacturing
Smart inhalers for Asthmatic patients Research shows that about 94% of people who use inhalers do not use them properly. However, with the new Enter Bluetooth-enabled smart inhalers, that can be managed. They are designed to detect inhaler use, remind patients to use their medication and gather data about a patientâ€™s inhaler use. The inhaler records the date, time, place and whether the dose was correctly administered.
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Are You brave enough to take the
Want to know how your business partners, employees and stakeholders might preceive you? It is well known that today's leaders are open to explore feedback. Be Brave! Be a Leader!
Take the PDA Assessment today & Receive your FREE Summary Report! http://ceo.pdaproďŹ le.com
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How harmful is a
or corruption scandal
to a company?
Corruption involves a wide range of activities including bribery and dishonest or fraudulent practices by relatively powerful people.
ith the prevalence of corruption globally, the UK Bribery Act 2010 requires companies to mitigate financial penalties and reputational risks associated with these illegal acts within their organisation and third-parties, through adequate preventative measures. However, despite strict regulations, scandals do still emerge and once implicated, companies are exposed to catastrophic consequences. Offering insight into the potential consequences of bribery and corruption, General Manager of Data Services at LexisNexis, Rudi Kruger said companies embroiled in corruption scandals could face: Loss of revenue as a result of being excluded from potential business opportunities or undergoing operational down-time. Damage to company’s brand, reputation and overall market value. Liability to pay hefty fines and penalties, as per the various local and international regulatory landscape. Unexpected costs incurred from the investigation, including expensive legal fees. Loss of man hours and diversion of significant employees who require time away to manage investigations.
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L oss of investor and shareholder trust as well as subsequent loss of their financial support. Loss of customers/clients – both past, existing and potential customers. Weakening of team morale, resulting in a decline in performance and productivity. Lawsuits from various parties, who may have been negatively impacted by the scandal. Closure of the company, as a last resort. “Very few businesses are prepared or willing to incur the immense costs and consequences of being involved in a scandal,” said Kruger. “This is why effective implementation of anti-bribery and corruption standards as a risk preventative serves every company well and moves toward safeguarding them from potential scandals. It’s in your organisation’s best interest to have in place comprehensive due diligence policies and procedures, which prove highly effective in mitigating risk.” Kruger said risk prevention begins with vetting and due diligence, conducted on all parties associated with the business including leaders, suppliers, partners, investors, acquisition targets, contractors, resellers and grant applicants.
Need for clear remuneration policy
The increase in industrial action over the past two years has heavily stressed the need for a welldefined and well-understood remuneration policy in the event of a strike.
ccording to the Department of Labour’s Industrial Action report, workers involved in strike action during 2017 lost R251 million in wages compared to R161 million in 2016. This represents an increase of almost 56%. The Labour Relations Act allows for the “No work, No pay Principle”, however it is not as simple as the mere loss of wages for the time employees are not at work. SAPA executive Lavine Haripersad says a company’s policy or practice note must be quite specific and detailed around the payment or suspension of benefits during the strike period. The Policy The impact on benefits such as medical aid cover, pension contributions and risk cover are seldom considered when the “No work, No pay Principle” is applied. In terms of the act the employer is not obliged to pay the employee during the strike period. This also applies to the payment made by the employer on behalf of the employee for certain benefits.
“If these payments are suspended during the strike, it means employees are not covered when they at their most vulnerable. They could be injured, or someone might even die and their families are left exposed.” Other payroll considerations relate to the impact on leave and bonus payments when employees participate in industrial action. Haripersad says a bonus payment will have to be made pro rata to adjust for the days the employee was on strike. The Agreement If there is an agreement between the union and the employer that the payment of benefits will continue during a strike, it is important that the policy states clearly how the money will be recouped at a later stage from employees. Statutory payments will take precedence – this includes Pay-As-You-Earn (PAYE) and contributions to the Unemployment Insurance Fund (UIF). During strike actions the Human Resource Director and Executive Management are focused on the strike and in trying to ensure that the business is not affected negatively. The System Most companies will have a system which can accommodate the calculations of pro-rata payroll and alignment to the policy to manage the impact of industrial action. It is critical to keep accurate time records to know when the employee was absent from work to ensure that payroll is adjusted accordingly. Employers are legally required to keep these records during strike periods. Another issue is when the strike continues from one tax year into the next and the adjustment of payroll. In some instances, it may be necessary to go back to the previous tax year and adjust payroll to ensure that the tax records reflect correctly, notes Haripersad.
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to drive entrepreneurship in
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According to the latest research by Statistics South Africa, youth unemployment in the country stands at a disappointing 52,4% for the first quarter of 2018. This number could however be minimised if the public and private sector join forces to build a supportive entrepreneurial ecosystem for the younger generation, which statistics show are more open-minded to entrepreneurship as a career choice than generations before them.
his is according to David Morobe, Regional General Manager at Business Partners Limited (BUSINESS/ PARTNERS), who says that entrepreneurship should be better profiled as a career of choice for young South Africans. He points to research which reveals that 72% of Generation Z (individuals born between 1995 and 2012) aspire towards opening their own business. This is in comparison the 66% of the Millennial Generation (individuals born between 1980 and 1994) who aspire to be entrepreneurs. “As the first batch of Generation Z is now entering the workforce, it is imperative that the challenges facing young entrepreneurs be addressed in order to further promote this sentiment.” Morobe highlights President Cyril Ramaphosa’s statement during his inaugural State of the Nation Address about South Africa’s economy being sustained by small businesses. “With this in mind, it is extremely positive that the younger generation has more entrepreneurial intentions compared to previous generations. This sentiment needs to be cultivated by creating the best possible entrepreneurial ecosystem.” “This is not to say that the public and private sector should shirk their responsibility for creating jobs for those not; Government should remain committed to creating a conducive environment for business growth and in turn the private sector should run their businesses optimally with the view to be more profitable and create jobs,” he adds. In order to stimulate entrepreneurial activity amongst the youth, Morobe suggests considering the traits of Generation Z to ensure they are best equipped to venture into the ever-evolving landscape and to foster a culture of entrepreneurship. “It is important to note that Generation Z is the first generation to not know life without the internet and social media, which is a big contributing factor to the overall characteristics of this generation. “Dubbed digital natives, Generation Z is growing up with a plethora of information readily available at their fingertips and a wealth of instilled technological knowledge. With the World Economic Forum reporting that there will be more than 1.5 million new digital jobs globally available by 2020, they are already at an advantage compared to their generational predecessors,” explains Morobe. He points out, however, that the digital landscape in South Africa proves to be a challenge for some. “The World Wide Worx’
Internet Access in South Africa 2017 report has revealed that income disparity is causing a digital divide.” Even though the overall internet penetration was recorded at 40%, South Africans on high income levels had an internet penetration rate of over 82%, while internet penetration fell below 30% among the lowest income earners and therefore limits access, adds Morobe. “Bearing this in mind, it is imperative to rectify this disparity so that all South African’s have equal and affordable access to the internet in order to minimise challenges local Generation Z may face as they grow into the workforce,” he says. Morobe points out two arenas that are impacted by access to internet that would affect the aspiring entrepreneurs of the future: Education: South Africa’s education system has for long been reported to be facing many challenges. Online learning can offer a viable solution to this problem as learners will be able to access courses and textbooks from any location ultimately minimising the issue of space in schools and universities. Methods of doing business: The digital world is increasingly becoming further entrenched in the business world. From digitally based companies like e-commerce sites or the use of social media as a tool to market a business, it is becoming an essential platform for companies to utilise. For example, it has been reported that Facebook alone is used by 550 million people globally to buy and sell items in local communities. It also provides an inexpensive and far-reaching way to market a business. Morobe says that this is a great way for fledgling small businesses to minimise the costs of having a website as well as expensive marketing costs whilst still being able to garner similar results. “Therefore, it is crucial that the public and private sectors band together and invest in the country’s digital infrastructure to create an entrepreneurial ecosystem where Generation Z’s thrive so that they can create jobs for themselves and contribute towards minimising the youth unemployment rate in South Africa,” concludes Morobe.
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UPSKILLING and the
emerge as smart ways to fight YOUTH UNEMPLOYMENT
For South Africa’s youngest citizens finding a job remains an enormous challenge. While the country’s official unemployment rate is now 27.7%, the most affected group by far are young people under the age of 35, as a staggering 38.6% of youth are currently unable to find work.
oday, skills development programmes together with participation in the Gig Economy are beginning to emerge as smart solutions to youth unemployment by creating avenues for young people to hone internationally recognised skills while gaining valuable real-world work experience. Defined as a flourishing environment of short-term contracts or freelance work, the Gig Economy could create much needed opportunities, both for those seeking work and those looking to expand their skills. The promising opportunities of a growing Gig Economy here at home led to the launch of the Nerd Academy, an initiative of Piehole.tv in collaboration with ProcurementExpress. com, which offers free programmes designed to upskill the unemployed and assist them in marketing themselves successfully to canvass for work in Europe, Asia, the United States and beyond. According to Priscilla Kennedy, founder of video production company Piehole.tv, the programme is proving successful with previously unemployed people finding work from places like as far afield as San Francisco, and those getting jobs are even contracting some out. Kennedy says that
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examples of the skills being developed within the programme and earning revenue includes: administrative tasks, translation, web development, graphic design and storyboarding. The prevalence of independent workers is on the increase internationally and Kennedy says that the potential benefits for South Africa’s youth are only just starting to be explored: “I’ve worked remotely for various international companies for nearly 10 years - on trains, beaches and cities across multiple countries. There is no reason why people can’t be sitting in the middle of the Karoo and delivering value to the rest of the world with the added benefit of being able to earn Dollars and spend in Rands. “Online access to the Gig Economy has even more potential for youth in rural areas, who despite having qualifications and marketable skills remain jobless. The same is also true for young people who want to expand their skillset but cannot afford expensive courses or travel to tertiary institutions. By taking advantage of technology and the multitude of online courses and freelance platforms, South Africa’s youth can kick-start their careers and sharpen their skills to compete in the global digital economy,” concludes Kennedy.
the most powerful concept for SME’s
South Africa has a very eager and vibrant entrepreneurial spirit and community. This is fortunate because if we are ever to make an impact on the massive requirement for job growth in this country, it is from small and medium enterprises (SME’s) that it must come.
ecently Statistics South Africa revealed that South Africa had lost approximately 260,000 jobs in the second quarter of 2018. The unemployment rate is at a 15-year high of 27% and our economy hasn’t grown at more than 2% since 2013. Against this backdrop, how can we ensure that SME’s survive, grow and thrive?
The Japanese manufacturing industry dominated the world in the 1970s after they decided to first tackle the few processes 20% causing 80% of the defects, in other words they realised that not all issues were equal and focussed their attention allowing their quality and sales to soar.
The 80:20 rule and what it means for business The 80:20 rule is also known as the Pareto Principle or the law of the vital few. It states that 80% of your results come from just 20% of your actions and it can be applied to many factors such as time management, sales and marketing.
We asked business consultant, Paul Dalton, for his insights. “I found that there is much info out there on defining the 80:20 principle and its effects but it’s difficult to find any practical advice on how to apply the rule to a business,” he says. “So I’ve spent ten years of my life dedicated to documenting, deploying and measuring the effects of specific actionable insights from the 80:20 rule.” Dalton has designed a powerful yet simple three step approach towards creating a profitable business, borrowed from the lessons of 80:20 rule.
Applied to various industries, this power packed idea has enabled radical transformation of the status quo: The computer revolution took off when developers realised that we only use 20% of the functions of a PC and created RAM to load these faster. CEO 2018 Vol 17.3
Start by looking internally and unlock cash first One of the most powerful insights to come out of the 80:20 rule is that one in five of your existing clients is willing and able to pay you four times more right now, for the right value. This is a universal truth that businesses simply don’t extract all available cash from existing clients, products and services. Either your clients don’t know the full extent of your services and so only buy a little of what you offer or their landscape has changed and you haven’t revisited them to ask if they need more from you. Either way, you’re leaving money on the table. A simple revisit to your existing client base could yield an extra 20-30% turnover in a matter of weeks. What’s great about this nugget of wisdom is that the expense is way less than marketing for new clients and most business can accommodate another 20% in sales without incurring more fixed costs, so this little gem of an exercise should make the gross profit drop straight to the bottom line.
Move towards more profitable products and services The next step is way more strategic. Again, using the 80:20 rule and applying it to our offerings, we’ll find that 80% of our real profits come from just 20% of our product or service mix. If we investigate our product offering and mix, as well as opportunities within and adjacent to the existing business such as new products that are currently under exploited, we can start to map the true (net) profitability of each of the products within the business and then we simply move the focus of our activities towards these more profitable products. Everything you do is not equal in terms of profitability and some things are wildly more profitable. You need to find them and focus upon them.
Finally, scale up with your new profitable commercial model The 80:20 rule shows us that big clients tend to be less profitable. This is because we give them discounts, usually because they demand them and we can’t say no. They increase complexity by asking for stuff that’s not on our shelves and they often keep our staff busy running around for them. This erodes profitability. Clients further down the scale are much more profitable and this is the sweet spot. When we craft a strategy for finding more of these types of customers, we should dramatically increase our profits without radically increasing the turnover or the costs, expenses and stress that come along with that. The focus on doubling just these clients should double your profits without your business growing dramatically.
What does 80:20 say about marketing? The rule also has some really powerful ideas for marketing and gaining new clients, ideas that are more accurate, predictable and profitable than standard marketing approaches. These include efforts like setting up strategic alliances or positioning yourself as an expert through PR. The key though is that if you’ve worked through the three steps, you are guaranteed that each new client will become super profitable and so the desperation for constantly marketing falls away. Most businesses do this completely the wrong way around. They consider the marketing as a first step, bringing on ever bigger and bigger clients, giving away discounts
and terms to land these and then trying to make money out of these. This is a struggle and will cause eventual failure for many promising small and medium businesses. The 80:20 model is a working solution for SA’s SME’s to thrive Dalton concludes: “These are just a few of the lessons from the 80:20 rule that you can apply right away, but understand that the concept is ever present, affecting every part of your business. To really appreciate this, you need to consider that nothing is average, don’t treat all your clients, staff, products, opportunities or threats with the same respect, most simply don’t deserve your time.” CEO 2018 Vol 17.3
Building innovative people strategies & cultures
ur interviews with CFOs from SMEs to multinationals have revealed four key ways of approaching the rapidly changing scope of the CFO.
Before digital disruption, CFOs had a clear focus on treasury, accounting, and budgeting. However, over the last decade, business practice has shifted towards financial leaders adopting a more proactive and strategic role. So just how has this The Engineer transformed the leadership skills and general “The CFO is the engineer of the company’s competencies of the CFO, as well as knowledge base, which is fundamentally composed relationships with other senior of people and systems.” William Heitman, author of ‘The business leaders? CFO: Industrial Engineer of Knowledge Work.’
The Scientist “The requirements for finance have basically gotten broader. There needs to be a greater understanding of a lot more - tools, processes, analysis.” Ryan Mangold, CFO, Taylor Wimpey The Coach “Our focus is on aligning employees and their work to the diverse skillsets that they have brought to the table.” Sebastien Rouge, CFO, Latécoère The Pilot “People rely on your technical skills, yes, but also on your capacity to always ‘get’ the bigger picture.” CFO, Global Packaging Company The Pilot – leading business strategy from the front Successful CFOs raise issues, question decisions and by doing so, make companies productive and profitable. It may not be a convenient process for senior leaders, but it can bring enormous benefits to a business. How does routinely questioning the status quo affect the CFO’s leadership, or an ability to influence strategy? These factors tie in to the CFO’s role as Pilot, that is, the increasingly visible type of CFO that leads from the front-line, presenting
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business strategy to board members and stakeholders as well as cascading it down to company-wide teams? Philippe de Briey, Europe CFO of Monsanto, sees the process as one of ongoing team-building that presents a strategic vision. “I want to help senior leaders think differently about the business, putting themselves in the shoes of the investors and the markets at the same time.” Finance as an internal service provider Past models that attempt to pinpoint the multifaceted scope of the CFO demonstrate that having a flexible skill set has long been a necessity. The newest developments of the role, grouped as Coach, Scientist, Engineer and Pilot, have emerged from the need for the CFO to make rational decisions based on
data spreading throughout the company, well beyond the scope of finance. Florence Rocle, VP Global Finance Services of Sodexo, believes this transformation was always coming and the development of the role, inevitable. “We no longer expect CFOs to be accountants. They should rely on people who are accountants since their role is much more global.” As an Engineer, the CFO is increasingly focused on building long-lasting people strategies and an innovation culture that will live on as a company legacy. This is because as author William Heitman explains in his seminal study The CFO: Industrial Engineer of Knowledge Work: “The CFO is the engineer of the company’s knowledge base, which is fundamentally composed of people and systems.” Using data to communicate and the use of data Today, it is the duty of the CFO to ensure data visibility extending as far out of the nominal scope as talent manager and chief advisor to the CEO. As David List, CFO of Conotoxia, puts it: “The CFO increasingly has a bigger role in all aspects of a company – and strategy is certainly one of those aspects.” From the Scientist’s perspective, the focus is more towards the market, basing decisions on data and rationale rather than experience – as other members of senior management may be accustomed to. Omya CFO Terry Moro explains: “These days I sit around the table with the management committees made up of people from sales, manufacturing and logistics. This is something completely new – and these committees are not used to being directly challenged against a budget.” Building the teams of tomorrow, today For the CFO as Coach, there is a concern to bring new skills to the table that both better fit new generations and their ways of working, as well as the finance department’s traditional tasks. As Ryan Mangold, CFO of Taylor Wimpey explains: “The requirements for finance have basically gotten broader. There needs to be a greater understanding of a lot more – tools, processes, analysis – and this naturally impacts on the judgments that we make.” Approaching leadership from a personnel perspective is a challenge the Coach relishes, the opportunity to teach both colleagues and employees, articulating the workplace culture in accessible terms – accuracy, alignment, and behavioural, but as Sebastien Rouge, CFO of Latécoère observes, change is incremental and adaptable to company culture. “Our focus is on aligning employees and their work to the diverse skillsets that they have brought to the table. This is the challenge, rather than wondering whether I should be managing a digital native over someone who is used to working with pens and paper.”
Successful CFOs raise issues, question decisions and by doing so, make companies productive and profitable. It may not be a convenient process for senior leaders, but it can bring enormous benefits to a business.
Dialogue and curiosity drive performance forward In terms of the Pilot, leadership is a balance between what the company does well now, in terms of performance throughout the organisation, and where the company can be if all business functions are properly aligned. As the CFO of a packaging company, puts it: “People rely on your technical skills, yes, but also on your capacity to always ‘get’ the bigger picture.” The need to notice and draw attention to strategic and operational issues early enough sees the CFO in the role of a Pilot. In this way, the CFO can maintain a constant dialogue between operations and finance to ensure what is relevant for both is understood as operationally important. As Latécoère CFO Sebastien Rouge finds: “If the role of finance is understood and the company works towards executing their goal – which is always to improve performance – the whole company will function better.” And what is a key for performance in the finance function? Eugene Low, CFO of Mercer, places it firmly in an unteachable skill – curiosity. As he explains, “When someone has curiosity about a problem, he is willing to ask the right questions to go deeper and that is far more beneficial than an FP&A or accounting degree.” Key Takeaways The CFO has to create a people strategy and innovation culture that builds a long lasting legacy for the organization. Conflicts may arise with senior management whose decision-making style might be based more on experience and less on data-driven insights. The CFO is the advocate of the shareholder in the company, meaning their leadership must be inclusive of internal and external considerations. There should be a shift towards leadership skills that better fit today’s workforce and suit the finance department’s tasks. Source: https://www.michaelpageafrica.com
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BY Dr Gerhard van Rensburg
Principle-based leadership™ simplifies and grounds the multifaceted concept of leadership in the range of principles that guides leaders’ thinking, behaviours and approaches to the task of leading. Leaders grow their effectiveness and influence by internalising key principles. To internalise is to make something, such as an idea or an attitude an integral part of the kind of person you are and the way you live. Such leaders lead with conviction, yet remain open to new learning and feedback. Competence without character and social intelligence is a high risk in leadership.
rinciple-based, inside-out (knowing self first; being selfaware and authentic) leadership engages the leader’s belief and value system as opposed to merely relying on theory, models and tactical approaches. The leader becomes influential and effective based on the kind of person he is. What he does and how he does it is an extension of his being principled and value-driven.
The ‘why’ before the ‘what’ and ‘how’ Principle-based leadership™ prioritises the ‘why’ over the ‘what’ and ‘how’. When leadership competencies, skills, actions and behaviours are rooted in principles that are informed by our beliefs and values, they become more influential, effective and consistent. To grow as a leader encompasses what we think, what we believe, what we value, our attitudes and our behaviour. Leadership development cannot be limited to one area such as functional competence. The challenge of further development is holistic, mind, heart, body and soul. Personal growth and leadership development are interlinked and a lifelong process. When we consider our personal aspirations and what it will take to get us there, it has to be aligned with what we know about ourselves - our deeper beliefs and values, our fears, our passions, our assumptions, strengths and weaknesses - or else it will disappoint us, sooner or later. When we consider improvements or changes needed at work it has to be aligned with what we value in a work organisation. When we consider how to work with others
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and what is needed for collaboration and results, it has to be grounded in the principles we believe in and guide us in our interactions with others, or else our credibility and influence is compromised. Integrity, excellence and respect for others, fuels Principle-based leadership™ in all the areas of leading self, change and others. Vertical development Principle-based and inside out leadership is intertwined with vertical development (developing a next level mind-set and orientation) which is required in the 21st century world where we encounter adaptive challenges much more so than technical challenges. By returning to the principle over and again we challenge ourselves to remain open to transformed thinking and behaviour and we avoid becoming mechanical, following formulas and recipes whilst remaining stuck in a certain frame of mind. In horizontal development we add new skills and knowledge but use it with an unchanged mind-set, which can limit our effectiveness. Principle-based leadership™ and the modern-day context The 21st century world is well described as volatile, uncertain, complex and ambiguous (VUCA). Against this background numerous researchers have found that the most effective leaders are principle-based leaders. They lead with a clearly articulated set of principles and values. By remaining principled in their actions, principled leaders are seen as consistent over time regardless of environmental pressures and fluctuations.
Higher Certificate in Management of Technology and Innovation with the elective stream: Principle-Based Leadership
â€œEmpowering you with principled insight and core skills in all areas of leading self, others and change, for current or future leadership roles.â€? The Da Vinci Institute is a School of Business Leadership focusing on the Management of Technology, Innovation, People and Systemic Thinking. Da Vinci prides itself on having a reputation for state-of-the-art thinking in all aspects of innovation, people and technology management and acts as a catalyst for government and leading industrialists through high-level think tanks, while adopting the Seven Da Vincian Principles in its approach. Through its South African and international partners, they offer a spectrum of programmes to create a cadre of business leaders who have the competence to lead their organisation successfully.
is registered with the Department of Education as a private higher education institution under the Higher Education Act, 1997. Registration Certificate No. 2004/HE07/003. The programmes at The Da Vinci Institute for Technology Management are accredited by the Council on Higher Education and offers Higher Certificates, Diplomas, Masters and Doctorate qualifications in the Management of Technology and Innovation and Bachelor of Commerce (Business Management).
The Da Vinci Institute for Technology Management
Tel: +27 11 608 1331 Website: www.davinci.ac.za Email Address: firstname.lastname@example.org
Corporate How it can make the Workplace better A company needs to develop a wellness programme for its staff members as they spend most of their time at work. The well-being of employees should be a concern for employers as it can affect the efficiency and productivity of an organisation.
orporate wellness initiatives are designed to keep workers healthier at work. By prioritising employee health and wellness, organisations create a happier environment to work in, therefore increasing productivity. Through corporate wellness, staff members become more committed to the companies that they work for and are able to do their jobs well. Having a workforce of energetic, healthy and available individuals is what every business needs. The costs of unhealthy employees include reduced productivity, lack of focus and absenteeism which can negatively affect any organisation in the long run. A wellness programme focuses on intervention and prevention processes such as medical help, nutritional advice and exercise programmes. When workers actively participate in these programmes, the incidence of chronic illnesses such as high blood pressure, obesity, diabetes and high cholesterol can be reduced. Stress and absenteeism also gets reduced while
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staff morale and productivity increases. Employees are the best asset of every business and putting effort into their wellness increases job satisfaction, encourages teamwork and reduces sick leave. Gert Coetzee, Pharmacist and Diet pioneer who founded The Diet Everyone Talks About believes that itâ€™s in every employerâ€™s interest to invest in a wellness programme as healthy employees are what keeps an organisation running. Below he shares some hints and tips on how employers can contribute towards health and wellness in the workplace. Exercise Encouraging staff members to exercise is a great way to encourage better health and promote teambuilding in the workplace. Exercise methods can include: ď€´ Having a fitness coach or yoga instructor come in and have sessions in the workplace.
Encourage employees to take part in fun walks/runs. Organise group hikes which will also form part of teambuilding. Healthy eating Healthy eating can help prevent future diseases such as cancer, diabetes and high blood pressure. Below are some ways in which employers can encourage their employees to eat healthier: Provide a fruit bowl in the office. Provide a fridge so that employees can bring their own food from home. Provide healthy food options for brainstorm sessions and meetings. Have a water dispenser in the office. Provide healthy food and drink options if you have in house catering. Mental health Mental health matters as the psychological wellness of employees affects the health of a company. We all have days when we just feel stressed out, anxious and find it hard to
concentrate on anything which can spiral into bigger mental health problems. Here are some ways in which employers can help support mental health in the workplace: Have a time-out area where employees can have a mental break and peace of mind when they are having a bad day. Have an open-door policy where your staff know that you are available to talk about any issues they may have. Have an outside area where employees can take a break, read a book and catch some fresh air. Clean and flexible working environment Working in a clean and healthy environment is a necessity for everyone as it increases productivity, staff morale and business performance. This includes: Clean drinking water. Clean toilets and handwashing facilities. Clean and comfortable workstations that are designed for employees to work with ease. Consider having sit-stand workstations in the office. Movement friendly workspaces can help with posture, overall health and productivity.
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Beam through the ‘arid’ haven of the
Namib By Abigail Moyo
Namibia is an admirably enormous, rugged and seemingly bare land. One spectacularly gets the pleasure of seeing the cloudless and the bluest of blue skies for many months of the year. However, if visiting during the rainy season, an afternoon downpour could be your welcome souvenir. Namibia is a realm of breathtaking contrast.
rom the tropical forests of the Caprivi where the Okavango and the Great Zambezi are home to crocodiles, hippos and the herds of migrating elephants to the unique lifestyles of the creatures of the Namib Desert that live on for months without ‘drinking’ water. Namibia is a fascinating country with quite a number of marvelous destinations, like the Etosha National Park which is home to four of the Big 5. Etosha National Park The Etosha National Park is a nature conversation area in northern Namibia and is one of the most remarkable game reserves in Africa. In Namibia it is by far the best known and most significant national park. Today the Park covers an area of nearly 22.912 km2 and is completely fenced for protection of the animals. It is well known that Etosha’s best game viewing is at the many waterholes scattered throughout the park. More especially during the dry winter season most species rely on these permanent water sources. These numerous waterholes in the park include both natural springs and fountains while others are fed by man-made boreholes. Conversely, each waterhole has its own unique personality and the animals that can be seen at certain waterholes may vary from season to season. Okaukuejo Okaukuejo waterhole is right next to the Okaukuejo rest camp. It is floodlit and draws black rhino along with numerous elephants every night. This is considered by many the best place in Africa to see the almost extinct and solitary-natured black rhino.
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Okondeka This natural fountain waterhole is among the best for lion sightings, and the predators can often be found with kill here. Halali and Goas For the shy elusive leopard, Halali and Goas are probably the best bets. The oasis-like natural spring at Goas is also a favorite for bird species, black-faced impala and elephants. There tends to be large numbers of wildebeest and zebra too. The Fish River Canyon Located in the south of Namibia, the ‘Fish River’ Canyon as its name implies, gets its name from the ‘Fish River.’ The Fish River is the longest interior river in Namibia. Just after the Grand Canyon in the United States, the Fish River Canyon is the second largest natural canyon in the world and the largest in Africa. The area has become a very popular hiking destination over the years, which includes the well-known Fish River Hiking Trail. The trail is a 4-day activity covering 86km in total. Hiking trips are available from May to September. Other activities available are: Lowenfish Hiking Trail Scenic flights over the canyon Horse riding trails Scenic drives Game viewing Richtersveld Transfrontier Park Certainly, you cannot embark on an excursion to this blissful country without including the well-known and most amazing landmark of Namibia on your itinerary.
Existing for at least 55 million years, the Namib Desert is one of the oldest deserts in the world. This desert habitat is a varied landscape, consisting of shifting sand dunes, rugged mountain along with gravel plains and is approximately 80 900km2. In spite of its harsh, dry landscape, this unfriendly habitat is teeming with wildlife including rhinos and elephants which have specially adapted to life here. Lions, gemsbok, hartemans zebra along with black-faced impala have also adapted. Although the living conditions in this environment are tough, over 80 000 people made up of different ethnic groups have also adapted to this habitat. Most make a living through livestock farming and many live a nomadic lifestyle meaning they travel from place to place. Things to do in the desert: Hot air ballooning Sand boarding Watching desert elephants Getting great views from the sand dunes Witness the unusual welwitschia desert plant that can live up to 2000 years and is only found in the Namib. Health Related Requirements Make sure that you go for your routine vaccinations before you travel. Get a yellow fever vaccination 10 days in advance before traveling to the Republic of Namibia and always carry your health certificate showing that you have had all the necessary vaccinations required before travelling. Source: www.info-namibia.com; www.news24.com; www.namibia1on1.com; www.etoshanationalpark.org; africafreak.com; gowild.wwf.org.uk
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Forget the caffeine
JUST BREATHE! If you’re looking for a healthy alternative to caffeine but still crave the morning rush that coffee brings, oxygen supplementation could be the answer, accompanied by other innovative and 100% natural ways of giving both your body and brain a boost...
orried about the caffeine in your morning cup of Joe? Is your wake-up cuppa giving you the jitters? Instead of gritting your teeth and reaching for the decaf, why not just breathe deeply from a can of Boost Oxygen, now available in South Africa? The quality of the air we breathe is critically important to our overall wellbeing. Oxygen is a vital component, powering our bodies during exercise, helping us to keep our brains sharp and attentive and boosting the immune system and our powers of recovery after an illness, or even a night on the town. Boost Oxygen’s handy 650ml cans of 95% purified oxygen combined with 5% of ambient air are great at helping you to wake up, get your game-face on and attack each new day with vigour and enthusiasm. It comes in aromatic fragrances of peppermint, pink grapefruit and menthol-eucalyptus which have been introduced to assist with the process of oxygen absorption, leaving you feeling and looking energised, revitalised and ready for anything. Studies have shown that oxygen is essential for optimal brain activity, and oxygen supplementation can improve mental performance, boost energy levels and relieve stress, as well as alleviating the symptoms of insomnia and hangovers.
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Just three to five inhalations can make all the difference and banish caffeine to mere memory, leaving you feeling naturally refreshed and ready for anything. To complement the positive effects of oxygen supplementation, Boost Oxygen also recommends the following alternatives to regular intakes of caffeine: 1. Rooibos tea and other herbal infusions South Africa’s favourite export is renowned for its ability to cure headaches, help with insomnia and boost the immune system. It’s completely free from caffeine and is actually classified as a herb, as opposed to a tea. Or how about licorice tea? Bold tasting and sweet when taken alone, or to a lesser degree when combined with another herbal tea blend, licorice is an adrenal tonic and increases energy levels. Then there’s ginseng, of course, which is well-known for its energy-boosting properties and which comes in a variety of different tonics, beverages and other concoctions. With a spoonful of honey to curb its sometimes bitter taste, ginseng tea can stimulate concentration and is a tried-and-tested fatique buster. Carob powder can also give you the feeling an espresso shot delivers. Similar to cocoa and naturally sweet,
carob tastes great added to warm milk with a dribble of honey and wonâ€™t lead to energy crashes and slumps. Wheatgrass, of course, is tough to beat when it comes to natural energy supplements. But you either love it or loathe it, so look for the best method of delivery to suite your tastebugs, either straight as a shot or in effervescent format. 2. Vitamin B An absolutely essential ingredient in your diet, B vitamins help your body metabolise the foods you eat, which means they are essential for the production of energy. A vitamin B deficiency can cause fatigue and poor concentration. Foods rich in B vitamins include lean meats, nuts, seeds, eggs and fortified grains. Adding these to your diet can help boost your energy and replace your usual dose of caffeine.
5. Pomegranate juice Full of antioxidants and energisers, pure pomegranate juice is a delicious energy booster and easily incorporated into other beverage recipes. Either sip the juice on its own, or blend it with other fruit juices or in a smoothie.
3. Protein A protein rich breakfast is a great replacement for a cup of coffee and is worth the time it takes to prepare. Increasing the amount of protein in your diet can help boost your mood, improve your concentration skills, supply you with energy and maintain your energy levels. Think eggs and bacon, smoked salmon and cheese...or a delicious omelette combining all of the above!
4. Aqua de vida Yes, water is life. Dehydration can cause a serious lack of energy and fatigue, so an easy way to boost flagging or absent energy levels is to down a glass of water or two and keep an eye on hydration levels throughout the day. If you want to boost this simple remedy, then add some lemon juice and zest and consume at will. Lemon water has been recognised for its power to detox and is packed with Vitamin C, boosting energy and improving your mood.
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Cameroon by Abigail Moyo
Africaâ€™s exquisite biome
Cameroon is one country which naturally signifies almost everything about African exquisiteness. The country offers travelers a whole range of things to do that exceptionally captures this mystical continent. A lot of these activities are outdoors and this is entirely because Cameroon has an abundance of natural beauty along with a diverse and interesting terrain. Whether it is mountain climbing, hiking the forests or going on an exciting wildlife safari, Cameroon is one idyllic destination that will not disappoint adventure-seekers.
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Hunting Hunting is one of the economic activities on the mountain. There are many animal species and some residents spend their time hunting all year round. Korup National Park Korup National Park in the southwest of Cameroon is the oldest rainforest in Africa. It is also the continent’s most biologically diverse biome, home to several different species of birds, trees, primates and a whole host of native flora. With its well-marked pathways, rope bridges and waist-high pools, the park is a great place to experience Cameroonian nature at its best. Korup National Park is a vast area, comprising 126 000 hectares of evergreen forest. The park is well maintained with resident scientists and well-marked trails. Many species of birds can be found in the park including hornbills and the extremely rare red headed rock fowl. The forests are very ancient, rich in endemics, and highly diverse. The rain forest is home to a lot of mammals, bird species, reptiles and amphibians, along with quite a number of different fish species. The route to the park is through the village of Mundemba or a six hour flight from Douala International Airport.
must for mountaineers is hiking Mount Cameroon. With a summit resting at 3.9km’s feet, it is the highest peak in West Africa and the continent’s tallest active volcano. With so many superlatives under its belt, it’s no wonder that the mountain alone is one of the many reasons to choose Cameroon as your adventurous destination. Mount Cameroon is one of Africa’s most active volcanoes. More than 100 cinder cones lie on the flanks of Mt Cameroon. The mountain is the only current active volcano in a volcanic chain extending from Pagalu Island in the Atlantic Ocean to the volcanic plateaus of Biu in Nigeria and Ngaoundere in Cameroon. The coast to the west of the mountain averages 10 metres of rain per year, making it one of the wettest places on earth. Three main towns are located on the flank of the volcano; Limbe, Buea, and Muyuka.
Activities at Mount Cameroon: Tourism The mountain is a great attraction to tourists in Cameroon and from all over the world. Thousands of tourists visit the mountain every year and the adventurous mountain hike of 4 040 metres can be attempted.
KRIBI This is the home of paradise in Cameroon. The beaches here are stunning with white sand, blue sea with crystal water and fresh fish served from the restaurants lining the seafront. There are plenty of hotels in the Kribi area and most are reasonably priced. If after lounging by the beach all day you are looking for something different to do, the Chutes de la Lobe waterfalls is just eight km due south from the town. The waterfalls cascade directly into the sea forming a truly memorable sight. At the mouth of the Kineke River, Kribi lighthouse was built in 1906 and is still in use today. Cameroon is well-known for its rich diverse ethnicity along with culture. Therefore, beautifully handmade baskets and other uniquely made crafts are available in shopping centers. With quite a number of shopping centers around Kribi, you are open to a haven of cultural and handmade crafts. Hence, you are welcome to shop till you drop. Health Related Requirements Make sure that you go for your routine vaccinations before you travel to Cameroon. Get a malaria and cholera vaccination 10 days in advance before traveling and always carry your health certificate showing that you have had all the necessary vaccinations required before travelling. Sources www.travelocameroon.com; www.cameroon-today.com; www.all-about-cameroon.com; www.iexplore.com
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hat a surprise to get an invitation from Tobie Venter to come and test drive this magnificent SUV in Cape Town. To crown it all it snowed in Cape Town thus making the scenery just great for pictures of the Bentayga and for testing its ability through the winding mountain passes. Bentley is synonymous with powerful saloons and sports cars with V8 and W12 petrol engines. The Bentayga is the first V8 Diesel model produced by Bentley in its history and also the first SUV. The Bentayga is not short on performance no matter what the road conditions. It just seems to glide over any road surface and does so quietly. Innovation and technology for the Bentayga is class leading and is easily recognised through driving and ease of use of systems. The Bentayga is an everyday driving vehicle as it is extremely capable and fuel efficient for such a big SUV. The Bentayga is the most technically advanced V8 diesel engine in the world and delivers the same kind of power as the W12 petrol engine and also with the same kind of finesse expected from such a vehicle. At the heart of this great powerful engine that is the fastest SUV lies a triple-charged 4.0 litre, 32 valve V8 engine developing 320kW and a whopping 900Nm of torque at 1 000rpm. The turbo chargers consist of two mechanical twin-scroll turbochargers boosted by a 48V electrical system. The Bentayga reaches a top speed of 270km/h and
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by Carl Wepener
I have seen the Bentley Bentayga in pictures and have glanced at driving reports with no real interest as I believed we would not be able to test these magnificent machines that are meant for the upper crust of very, very successful people.
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reaches 100km/h in only 4.8 seconds. While traveling at 150km/h the revolutions registered were 1 500rpm. Not only is fuel consumption the best that I have ever achieved with a V8 diesel, being 10.1 kilometres per litre in general driving conditions, but the CO² emissions is the lowest of any Bentley. With open road driving it will be possible to achieve around 8.0 litres per 100kms on the 85litre tank, giving a range of over 1 000kms. The Bentayga is not so much driven as steered while it glides effortlessly over any road surface, gravel, tar or off road. South African roads are notorious for their bad conditions but in the Bentayga it seems like our roads are as smooth as the best in the world. Performance is great as it accelerates without any fuss, changes gears without any jerk and although some understeer in fast corners were noticeable in Helshoogte at speed. If you expect body roll as with all other SUV’s you will be pleasantly surprised as there is no body roll through corners. The exterior looks much better in the metal then on paper. It does however, remind you of the Audi Q7 when seen from the back. The Bentayga has its own signature as a powerful vehicle with an individual character. The Bentayga is not a subtle SUV as it is too big for that but it shows all of the distinctive and exclusive design cues expected in a Bentley. The bold and gloss black grille with its chrome surround and centre chrome bar accentuates the Bentley inheritance. The two twin-quad chrome tailpipes at the rear not only looks great but produces a Bentayga sound that again sets it apart from any other Diesel V8. Subtle Bentley design features includes the front headlights carrying the Bentley name as a design element. The rear taillights illuminate the Bentley B and the side air outlets also carries the Bentley B.
The interior of the Bentayga, designed by expert craftspeople is pure Bentley with its distinctive design details that gives it a unique look. The seats of a Bentley has always mesmerised me as works of art and here the fluted design is both simple but elegant with the pattern repeated on the door panels. The Bentley treadplates and the classic ‘B’ design foot pedals add another distinctive yet subtle look to the Bentayga. The interior of the Bentayga, as with all Bentleys have always been “colourful” with the different hand crafted veneers used throughout the cabin as they also carry the trade mark of the craftsman in their absolute excellence. The Bentayga can further be individualised as per the clients own needs and feelings to create a one of a kind vehicle. Optional Mulliner driving specifications is available bringing the well-known Mulliner aesthetics into the interior. This includes finishing touches such as diamond quilted seats, drilled sports pedals, embroided Bentley emblems and a full choice of hide, carpet and colour combinations. Whether standard or Mulliner individualised, the cabin oozes charm, opulence, calmness and quietness when driving. Of course turning on the world class sound systems available to the Bentayga changes the quietness into a concert hall experience. Driving pleasure is always of the utmost essence, as is safety of the occupants and again the Bentayga leads from the front. Most of the systems are easy to read, easy to use and is state of the art. Except for the infotainment screen and surrounds which does not look like it belongs in this immaculate Bentley, the rest of the Bentayga cannot be faulted as there is no flaws or oversights in its development, performance or luxury. The base price at time of launch is R2 950 000.00 making it the most expensive ultra-luxury SUV in South Africa. Optional extras can add in excess of R200 000.00 to R300 000.00.
Optional Mulliner driving specifications is available bringing the well-known Mulliner aesthetics into the interior. This includes finishing touches such as diamond quilted seats, drilled sports pedals, embroided Bentley emblems and a full choice of hide, carpet and colour combinations.
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Alfa Romeo Stelvio
by Carl Wepener
or the first time in more than a century, these features are the genuine Alfa spirit and they have now come together in this historic SUV. The Stelvio aims to upset the medium size premium SUV segment. I can only but agree with that after driving this excellent SUV. It is something different, something lovely to drive and experience. The Alfa Romeo Stelvio is a perfect blend of heritage, speed and beauty. This alchemy forms and integral part of the brand’s history and achieves three ingredients of Alfa Romeo design, proportion, simplicity and top quality finishes. The Stelvio’s exciting handling reminds me of driving a sport car. The Stelvio offers a combination of driving pleasure, Italian styling and versatility. In true Alfa Romeo tradition, the Stelvio’s handling seems to be that of a real sports car. Balance is excellent with its weight distribution. The Alfa Romeo Stelvio has got a sporty design. Externally it is a perfect blend of tradition design performance and integral part of the Alfa’s history. The styling also finds expression in the high quality which involves creating rich harmonious
The Alfa Romeo Stelvio is the first SUV by Alfa Romeo. Alfa Romeo’s first born SUV delivers a thrilling driving experience. Outstanding performance and a sporty style is what you can expect.
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reflections across the body work flowing panels and an exciting all over look. Stelvio has a strong identity built around select features like the legendary front. Perhaps the most famous and recognizable hallmark in automotive styling. The rear is eye-catching too with its sport exhausts and styling that gives the car a unique character while also paying tribute to Alfa Romeo’s history. The Stelvio’s interior is exclusive, tasteful and elegant. Room for passengers to enjoy but that’s not all, the Stelvio gives the driver a complete control thanks to the new Alpha DNA selector as well as the high driving position and it doesn’t detract from the driving pleasure expected of an Alpha Romeo sports car. The boot is 525 litres and competes with the best in the segment and has a convectional electric tailgate that can be set up with three different opening levels directly from the rotary selector. The same allegiance sportiness is found in the interior. The leather including full brain and real woods have all been chosen for the visual and technical appeal and assemble to give a probable sense of human artistry. The driver is central. The slightly undulating and a small direct ratio leather wrapped steering wheel that adapts to all driving styles and also provided as clear TFD colour information display cluster which applies all the essential information while the driver interface consists of two rotary controls for easy and immediate use of the Alpha DNA selector and Alpha connect system.
The automatic transmissions optimize fluidity, comfort and ease of driving in all environments, including around town and further improves fuel economy. Thanks to the sophisticated cue for all wheel drive, Stelvio customers can rely on excellent road holding even on road surfaces that are not up to standard. Alfa connect has an 8.8 inch high solution display with integral 3D navigations functions. The functionality of all these systems is great and easy to operate. In keeping with Alfa Romeo technical traditions, electric assistance must never be intrusive but merely facilitate the accelerating driving experience thanks to the perfectly designed classy and the suspension system. The Stelvio has the innovative engineering that is very necessary for safety. Key amongst these are the integrated brake system, the IBS forward collusion warning autonomies emergency brake with
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pedestrian detection, lane departure warning, blind spot monitory (BSM) with rear cross part detection and active cruise control. The Alfa Romeo SUV is the first car in its segment to offer the new electromechanical system that combines stability control with a traditional server brake. With its combination of electric and mechanics, these systems catch weights gives an excellent drive feel and eliminates all pedal vibrations and guarantees instant brake response resulting in shorter braking distances. It also comes with the forward collision warning and autonomies emergency brake with pedestrian’s detection system which gives a warning to a driver at the risk of an imminent collusion should the driver fail to intervene the autonomies emergency brake (AEB) system automatically brakes. Lane departure warning system is there to keep you on track and in your lane as well as a blind spot monitoring system which continuously monitors the rear blind spot on most sides of the vehicle. Rear cross detector. The rear cross detector checks the area behind the car when reversing and warns of other vehicles approaching from the sides at speeds below 35km/h. The active cruise control constantly monitors the gap to the vehicle in front and reduces the car speed if it fall is within the safety threshold. Elegant interior like luxury materials, I found the new SUV to be in the league where the materials are excellent, the fit is excellent and the centrality of the driver is paramount. The driver focus is centralized through clusters of all the controls on the steering wheel that is intentionally small and with the direct ratio to suit all driving styles. What is more, the colour information display supplies the driver with all crucial information while the interface consists of two rotary controls for easy use of the Alpha DNA selector and Alpha Connect System.
Alfa Romeo reasserts its tradition of finally crafted interiors while using these materials and colour combinations to underline the distinctive role of elegant colour schemes in its product identity. Alfa Romeo Stelvio is equipped with the ground braking Alfa connect system with a sophisticated set up features especially the latest generation. HMI interface with the system controlled for the rotary pad and 8.8 inch display incorporated in the dashboard design. With the class leading voice recognition system, the device allows full connectivity with all mobile devices including Apple IOS and the Android operating Systems. The entire range is supplied with the standard with the U connect 3D new 8.8 inch screen supplying navigation with high
resolution 3D maps and high speed route calculation, also available without a GPS signal thanks to depth reckoning technology. The Stelvio delivers outstanding performance; it reveals its character with a powerful 2 litre turbo charger petrol engine featuring a power output of 206 kilowatts and 400Nm from its 4 cylinder unit combined with 8 speed automatic transmission driving a carbon drive shaft and cue for all wheel drive gives an excellent performance. The Stelvio engine features best in class acceleration power from 0 to 100km/h in five point seven seconds with a top speed of 230km/h. The fuel consumption in normal day to day driving comes to around 8 litre per 100 kilometers. The 8 speed automatic transmission fitted to this turbo is specifically collaborated for fast move gearshifts. The transmission has a lockup clutch to give a driver a powerful feeling of in gear acceleration depending on the mode chosen with the Alpha DNA selector. The automatic transmissions optimize fluidity, comfort and ease of driving in all environments, including around town and further improves fuel economy. Thanks to the sophisticated cue for all wheel drive, Stelvio customers can rely on excellent road holding even on road surfaces that are not up to standard. The Alfa Romeo Stelvio features a new Alfa DNA selector which modifies the car’s dynamic behavior as selected by the driver. The settings are dynamic, natural and advance efficiency. Dynamic mode accentuates performance and handling with precision during response and immediate braking, resulting in a sporty driving style. Natural mode is ideal for urban highway drive with handling tailored for comfort and fuel economy. Finally the advance efficiency settings maximises energy saving and minimizes emission controls. The Alpha Romeo cue for all wheel drive makes it great on stony unpaved trails or when driving in rain. All extreme situations are ideal places for putting the new Alfa Romeo agility power to the test. There is a complete range of Alfa Romeo Stelvio’s to meet all the customer requirements. The Stelvio will be available in super as well as limited first edition with the choice of eleven body colours and three alloy wheels from 18 to 20 inches. The first edition features all the standard equipment of a super with the 20 inch of alloy wheels, full brand leather upholstery, and 10 speaker sound system, Active Cruise Control (ACC), blind spot monitoring and numerous other customer benefits. The Alfa Romeo Stelvio is available from dealerships immediately countrywide. Pricing starts from around R810 000 for the super, the first edition is priced at R946 000. All Alfa Romeo Stelvio’s features a three year hundred thousand kilometer warranty and a six year 100 000 kilometer fuel maintenance plan as standard. CEO 2018 Vol 17.3
A f r i c a ’ s
M o s t
I n f l u e n t i a l
WOMEN i n
B u s i n e s s
a n d
G o v e r n m e n t
by Lakhe Thwala
Reaching for the
It hasn’t been an easy journey for the 2015 MIW Finalist Ashleigh Moolman after she started her cycling career in 2008. Consistency is always the case for every athlete but the versatile Pretoria-born starlet has been able to remain humble and steady for over a decade. Moolman is a qualified Chemical Engineer but she opted to follow her heart and pursue a professional career in cycling with Hitec Products Union Cycliste Internationale (UCI) Women’s team in Europe when she started her professional career.
he multitalented superstar told CEO Global that she wants to become one of the best women cyclists in the world and have a successful international career. “I am somewhat of an all rounder on the bike but my strength lies in climbing,” she says. “My character is that of a hardworking, dedicated, and motivated individual. My goal is to become one of the best women cyclists in the world and the first African cyclist to win a medal at the Olympics Games and World Championship.”
Achieving the unforeseen The South African idol has decided to follow her passion and make life choices for her own benefit. “Life is all about choices, we
CEO 2018 Vol 17.3
Ashleigh Moolman, Qualified Chemical Engineer and Professional Cyclist
choose to win or to lose in life,” Moolman says. “If things don’t go right there is always a left and it is about choosing to focus on the positives. Nobody owes you anything but you owe it yourself to chase your dreams and I choose to live passionately.” After starting her cycling career, she had to find a way to balance that of completing her engineering degree and following her passion. With all the support systems she had in place, Moolman managed to complete her studies and pursue her path with ease and success. “I joined a local cycling team, the Toyota Cycle Lab Ladies team while completing my engineering degree, “Moonlan highlights. “I decided to take the next step and signed with the Belgium UCI team, Lotto Belisol Ladies team, to compete in Europe at the end of 2009.”
2018/2019 Resilience is key As expected, every successful journey begins with a good story to tell. During her last year in high school, Moolman sustained a lifechanging injury and the doctors thought she will never complete her studies. However, she proved them wrong after she passed her grade 12 with numerous distinctions. “I sustained a near fatal head injury in June of my Matric year and the doctors said I will never finish school but four months later I got seven distinctions and went on to study engineering,” she declares. In 2010, the South African athlete was left with several injuries but despite this, she managed to bounce back and establish herself as one of the finest athletes in the world. “2010 turned out to be a very challenging year for me after I broke my collarbone three times in a space of twelve months and this occurred in my first year as a professional cyclist,” Moolman indicates. “Regardless of my challenges, I finished at 17th place in the Giro d’Italia Femminile 201, my first ever participation in an international grand tour event.” To sustain her brand, Moolman is extremely active on social media accounts where she interacts with her followers and shares her travelling experience. “I am very active on Twitter, Facebook, Instagram and I have a personal website where I blog regularly sharing my experiences while travelling the world cycling,” she emphasises.
short period of time. “In 2009 I was ranked 299th in the world and by the end of 2012 I was ranked 18th,” highlights Moolman. “I successfully led my South African team to achieve a top 15 world ranking and a bronze medal at the Glasgow Commonwealth Games in 2014.”
Being a role model The influence she has on other people inspires her to achieve more and to remain reliable as a role model to young aspiring individuals.” I train with deliberation and with purpose because the influence I have on other people’s lives inspires me to train and race to the best of my abilities,” she indicates. Being an athlete entails a lot of sacrifices. Athletes have to look after their bodies constantly to stay in shape and they must always try to maintain and keep a healthy diet. One of Moolman’s passions is to stay healthy and maintain her fitness levels. “Health and fitness is something I’m passionate about, “she says. “Cycling makes me feel fit and healthy. I do however spend a significant amount of time with family and friends to ensure balance in my life.”
Establishing “Going for Gold” Youth empowerment is significant which is why it is imperative to provide a platform for young aspiring youths who don’t have the opportunity to showcase their talents. Giving back to the community and the people who look up to you is therefore essential. Moolman has been kind enough to open a mentorship programme ‘Going for Gold’ where she teaches young children how to have a successful career in sport and provides them with several opportunities. “Going for Gold is a mentorship programme I started to empower young, talented athletes,” she concludes. “My programme includes running workshops and public speaking opportunities targeting schools in particular. I aim to teach young aspiring athletes the golden life skills necessary to win in sport and in life. I’ve been mentoring a young South African cyclist, Hazel Magill and supporting her with equipments as she cycles abroad for a small German team and my aim is to grow my programme in the upcoming years.”
Being a leader Moolman is also a leader after successfully guiding the South African cycling team to their first best ranking in 2012 and she also managed to instantly improve her rankings individually within a
Professional accomplishments There is no success without achievements. Every athlete’s dream is to represent their country for both local and international recognition purposes. Accomplishments are significant for athletes as they can look back and be proud of what they have achieved after their careers have come to an end. Moolman is one of the most decorated South African athletes and she goes on to showcase her talent whenever given a platform to do so. “I am a multiple South African, African Cycling, Trial Time Champion, an Olympian and Common Game medalist,” she says. “I was able to win the South African Sports Woman of the Year and the GSport Awards. I finished 2012 ranked 18th in the world, the best ranking a South African cyclist has ever achieved and I was also named the Cape Argus Cycle Tour Champion and the 2011 Momentum 94.7 Champion.”
CEO 2018 Vol 17.3
Boitumelo Koloi, Managing Editor of the Informative Newspaper of Lesotho
Starting his own publication was one of the best decisions Boitumelo Koloi made. He is Managing Editor of the Informative Newspaper of Lesotho. Koloi continuously ensures that his newspaper distributes quality- and in demand content by being actively involved in the daily operations and production of the publication.
The pathway to a publication’s
his involvement has helped him to stay relevant and updated on the daily news and trends. Being in charge of the day-to-day operations of the newspaper requires a lot of effort, energy and most critically, content that will sell the publication by relating to its target audience. The Lesotho-born entrepreneur also ensures that his team performs to the best of their ability by engaging them in skills development programmes for both their own benefit and for that of the newspaper. “I do on-going daily guidance initiatives to better my reporters and their reporting skills,” he highlights. “I also hold periodic refresher workshops and training initiatives for journalists and I’m very active in my sector since I’m in charge of the daily operation and production of the publication on a
CEO 2018 Vol 17.3
by Lakhe Thwala
weekly basis. I believe in the people’s development because by bettering their skills, I contribute to their long-term goals towards a better future and I also believe equipping people with skills is a lifetime investment initiative.” Content relating to society When a newspaper relates to its readers it will definitely impact the market and in turn amass profits. Koloi constantly ensures that the newspaper’s content relates to its target audience to keep selling, staying relevant and remaining up to date with the readers’ daily activities. However, competition will always abound be it for a business or an entrepreneur. Giving people what they want to hear or read about will always act as a significant benefit for
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the good of the business and helps it to stay one step ahead of its competitors. People are interested in what happens in their society or in the things that may have a positive or a negative impact on their lives. “I always ensure that the most desired and up-to-date information is available for the readers, I raise the demand for the paper hence the upgrade in the amount of advertising which is the source of income,” Koloi states. “I have also ensured affiliation with a number of national, regional and international bodies to raise funds for the institution. One of my main concerns is to ensure that the newspaper delivers stories worth telling to society at all times in order to ensure that the paper is among the best, not only in the country but the region as a whole.”
periodic public meetings to educate the public about work pertaining to the media as well as to get feedback from them on the work that has been carried out,” Koloi mentions. It is no secret that in this modern day and age, media plays a very significant role in entertaining, informing and educating people. Media has what it takes to persuade and influence peoples actions. Society has to be updated frequently about their surroundings and the daily happenings that may impact their lives. The Informative Newspaper founder wants his community to be familiar with how the media functions for their own benefit over an extended period of time. “I want to see my community become knowledgeable about media’s work,” Koloi states.
Professional accomplishments Hard work definitely pays off and that has been the case for this Lesotho entrepreneur. His efforts haven’t gone unnoticed and he has achieved quite a number of awards and successfully managed to get involved in reputable organisations. “I hold a Diploma in Mass “One of my main concerns is to ensure that the Communication from the National newspaper delivers stories worth telling to society at all University of Lesotho,” Koloi indicates. “I have been a member of the National times in order to ensure that the paper is among the Editors Forum, executive member of best, not only in the country but the region as a whole.” the MISA Lesotho board and I received an award for best Radio programmes producer in 2011. I also received a PMR Gold award for best news producer in 2008 and I was involved his employees with several opportunities, both for their in the adjudication of the SADC Media Awards in 2014.” own benefit and for that of the company through Skills It takes drive, determination, resilience and a great deal of Development Programmes. passion to achieve what Koloi has. He has embraced the risks that come with starting a new publication, and as a vibrant Giving back to the community entrepreneur he has proven that he has what it takes to make Recognising the need and the importance of giving his product a success, while at the same time entertaining, back, especially when you have achieved success and are in a informing and educating his community. He is an inspiring position to help others, Koloi has made it a priority to involve example of the true spirit needed by an entrepreneur to turn his community by educating people on the media industry an idea into a viable and growing business. and encouraging face-to-face interactions with them. “I have Skills development programmes A company will always meet its targets, goals and objectives with success right away when employees produce their A game regularly. As such Koloi provides
CEO 2018 Vol 17.3
InConversationWith to effect good change. Professional development is so important these days because our ability to engage in exponential thinking - our ability to be confident and competent with disruptive change.
Graeme Codrington Graeme Codrington, futurist with TomorrowToday Global who presented on this topic at the Learning Innovation Africa Conference spoke with CEO Magazine on the current state of the economy and how women are becoming key assets in organisations and the crucial role they play in ensuring the success of companies going forward.
How have challenging economies forced leaders to adapt? There is a benefit of living and working inside an emerging and challenging economy because we can’t just go about business as usual and we can’t just look for the next chronological step. This is the problem that many companies face: they are looking for incremental improvements, 10% stock change improvements year in and a year out, whereas digital transformation often requires disruptive change and exponential improvements. How have challenging environments affected change? When you are in a challenging environment, you have no options but to look for transformative exponential change. Not all companies do this and not all their leaders see the opportunity of the challenge and the crisis to make that shift. Those that do, end up being in a position
CEO 2018 Vol 17.3
Why should organisations rethink their L&D approach The 2020s will require us to work with - and compete against computers that are coming to automate the workplace. We therefore need to change both what we are teaching and how we teach it. For example, adaptive intelligence and complex problem solving are essential skills to develop. Computers are good at doing complicated problems but human beings are going to be required to deal with complex issues, especially those involving human emotion. These cannot be developed in a classroom or by listening to a lecture - participants must be put in adaptive situations where they can learn to know what to do when they don’t know what to do. Our team has spent two decades designing these adaptive experiences for leadership and team development, and seen their value in corporate L&D. What other skills do people add that computers don’t? Our research has uncovered eight key skills that people can do better than computers (at least for the next decade or so): Horizon scanning and what if thinking, adaptive intelligence and complex problem solving, creativity and intuition, personal intelligence, diversity intelligence, curiosity and storytelling, initiative and entrepreneurship, and digital tech savviness. Organisations need to rethink L&D to incorporate these areas of future skills into their training but also adapt the training methodologies to use these skills as part of the development process. Learning must be adaptive and experiential, it has to be a lot more just in time and it has to be a lot more on the job. Tell us about your experience working with women? I’m surrounded by female leaders both at work and in my family, and I think it’s vital for future success. It’s not just the #MeToo movement that is brought to the fore; it is also things like creativity and diversity, intelligence, adaptive thinking, curiosity and storytelling. These are things that are more naturally feminine traits and skills. As I see the future of the workplace, I’m seeing the way in which women engage and shape the workplace and the world around them - it’s different to how men have done it in the past, and it is more in line with the future skills we’re going to need to be successful.
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In this issue of CEO Magazine we speak with CEO of Pacinamix, Manzini Zungu, on their Integrated Marketing and Corporate Strategy Service an...
Published on Oct 2, 2018
In this issue of CEO Magazine we speak with CEO of Pacinamix, Manzini Zungu, on their Integrated Marketing and Corporate Strategy Service an...