Page 1

Your Source of South African Current Affairs

2nd Issue


“ Embrace change and be consistent. Be bold, don’t be afraid. Create your own opportunities. Follow your heart and do what you believe to be best, if you are passionate about something you

need to action it.












Contents Institute for Futures Research

IFC & 1

JA Plant

Africa Energy Indaba

2,3 & 5

South African Tourism


South African Tourism - New TGCSA grading criteria set to improve competitive edge of South Africa!


Ngaphaya Y2K10


Copper Development Association South Africa

7, 31

Message from the Publisher


Gauteng Piling


Institute for Futures Research Defeat Fatalism with “why can’t we” attitude 10 Institute for Futures Research - Seven major tipping points for SA’s future Invincible Valves Supplying various industries Invincible Valves


University of Johannesburg - Transport and Supply Chain Management Programmes


USB Executive Education - Empowering leaders across Africa and beyond 46 USB Executive Education - The tricky business

14 cover & 15

SANEDI - Focus on clean energy R&D unlocks economic growth


Petroleum Agency SA


Sakhiwo Health Solutions




Professor Jonathan Jansen – On the future of South African Education


Phoenix College makes its mark!


Math Engineering



of African expansion


USB Executive Education - Could entrepreneurship unlock prosperity for Africa 50 USB Executive Education - Leadership development: Coping with change 51-53 Upcoming events


Open Trade Training Centre - World Skills 1995-2018 56 & IBC


Publishing Should you wish to advertise in this publication or to place an advertorial or article about your company or organisation, please contact us and find out about our competitive rates.

info@dynastypublishing.co.za www.dynastypublishing.co.za




Message from the Publisher Dynasty publishing aims to keep you informed on the key industries, sectors and institutions that drive the South African economy. We are proud to bring you SA Outlook, our flagship publication which showcases businesses and institutions from education, trade and investment, finance, corporates, mining, energy, manufacturing, technology, travel and tourism. Furthermore, SA Outlook covers current affairs and highlights some of the top players in these industries and events of interest to these sectors. These industries provide a major contribution to the growth of the South African economy and will continue to do so in the coming years. We look forward to presenting these successes as they transpire. We wish to extend our thanks to our key partners, Institute of Futures Research and Africa Energy Indaba, conference and exhibition, for making this

possible as we continue to endeavor to have our finger on the pulse of the wheels that turn our South African economy. Furthermore, we aim to remain a key point of reference for informing you on developments in mining, technology, energy, tourism and education and other key sectors. We welcome opportunities for you to create awareness of your product, business or technology as relates to the topics and issues covered in SA Outlook. Given our competitive rates, this platform will enable you to reach a broad audience as SA Outlook focusses on key distribution points to reach the right audience and future potential clients or business partners that are aligned to your business needs and requirements. We endeavour to continually expand our distribution to include government, public entities and entrepreneurs, particularly in these spheres.

Publisher: Emile Polman

Dynasty Publishing (PTY) LTD P.O Box 5071 Blue Downs 7105 Tel: +27 (0) 81 029 7247 Email: info@dynastypublishing.co.za Website: www.dynastypublishing.co.za

Finance & Administration Manager: Lynne Polman Business Development Manager: Anthony Botha Production Manager: Tracy White Research & Database Analyst: Sherazaun Johnson Design & Layout: Sonya Collison Printers: Beith Digital www.beith.co.za


We look forward to bringing you the next issue of SA Outlook and thank you for your continued support.

Best wishes,

Emile Polman Managing Director Dynasty Publishing (Pty) Ltd

Disclaimer All rights reserved. No part of this publication may be reproduced, in any form or by any means without the Prior written consent of Dynasty Publishing (Pty)Ltd, Reg.No 2018/086878/07. While every care has been taken when compiling this publication, the publisher and contributors accept no responsibility for any consequences arising from any errors or omissions.








Supplying various industries When we talk about business in

sive range of valves and covers a

Advice to entrepreneurs

Africa, the thing that we visual-

broad spectrum of low pressure

Finally, armed with a five-year

ise first is mining – the backbone

valves and prides itself on excep-

plan, with a new age manage-

of the economy of many African

tional customer service, offering

ment system with family values,

countries. In Africa, it is not only

many ancillary services as in rub-

under the guidance of corporate

the biggest greatest catalyst of

ber lining of pipes, fittings and

governance with a full board

development in multiple nations

valves along with reconditioning

of directors, one non-executive

of the continent, but also an

of valves. Our passion drives our

director and two independent di-

extraordinary source of employ-

on-going innovation of industry

rectors, Invincible Valves are now

ment and global trade exchange.

solutions including manual and

implementing systems and con-

Breaking every odd to bring

automated valves in a variety of

trols which will be able to cope

positive winds of change in min-

packages. We offer a fully opera-

with current business growth

ing, Pam du Plessis, Managing

tional workshop on site for valve

and expansion. They are striv-

Director of Invincible Valves, a

repairs and or reconditioning,

ing for diversification within

well-established company that

along with a fully operational

the business, expanding their

distributes valves of its own as

rubber lining division on valves,

markets, adding additional an-

well as on behalf of the biggest

pipes, fittings and tanks.

cillary services and products range, directed to the mining,

manufacturer in South Africa. What drives this Innovative

petro chemical, power genera-

tion to the industry has helped

Women Entrepreneur?

tion, water, sewerage, gas works



Pam gives huge credit to her

and general industries which will

and recognitions including the

father and her three beautiful

enhance customer experience


children is what drives her mo-

and business expansion

Women of the Year Award, Mov-


throughout Africa and beyond.

ing Mountains 2017, among

achievements and recognition

many other.

from global organisations and


extraordinary earn

numerous 2017





her passion drives her to make Innovative Valve Company

an impact in people’s lives

Invincible Valves has almost 4

through the establishment of

decades of rich experience in

a fully equipped Education &

distributing, manufacturing, re-

Training Centre on the compa-

conditioning and rubber lining

ny’s premises to offer courses

valves. Over the years the com-

through SAVAMA along with

pany has introduced its own

ABET training, Basic Business

registered brand of INVAL valves

Skills, Life Skills etc for its staff,

which has led to a comprehen-

interns and local community.










Petroleum Agency SA Petroleum Agency SA (PASA) is a South African

ute to the aims of the National Development Plan

state-owned company established through a Minis-

2030. The plan envisages that by 2030 South Af-

terial Directive in 1999. The Mineral and Petroleum

rica will have an adequate supply of electricity and

Resources Development Act came into operation

liquid fuels to ensure that economic activity and

on the 1st May 2004 and in terms of this Act, the

welfare are not disrupted, and that at least 95%

Agency received its mandate to operate.

of the population will have access to grid or off-

In carrying out its mandate, the Agency is re-

grid electricity.

sponsible for the promotion of exploration for

However, there are both global and local chal-

and development of South Africa’s oil and gas

lenges that have made it difficult to attract qualified

resources. The Agency is thus expected to act as

explorers and investors to South Africa. One of these

the national archive for oil and gas exploration

is the dramatic slump in the oil price seen in 2014,

and production data and distribution of all geo-

although recently it has recovered much ground.

logical & geophysical data to would be explorers,

The delay in the finalisation and enactment of the

to appraise potential for oil and gas within South

Mineral and Petroleum Resources Development Act

Africa, to promote and regulate exploration and

(MPRDA) amendments has also created uncertainty

development of oil and gas resources, and to raise

amongst explorers and investors.

awareness of petroleum resources at national level.

South Africa is on the brink of major develop-

With regard to operating in the sector, the reg-

ments in the upstream industry and in the next

ulations that must be adhered to are the MPRDA;

few years this will be the key in determining its

terms and conditions of exploration and pro-

future energy profile and how oil and gas can

duction rights that incorporate good petroleum

contribute to the greater energy mix. Oil and gas

industry practices; and also those in respect of

development is still in the exploration phase com-

matters that find their origins in the Liquid Fuels

pared with the established state of the minerals

Charter, the National Environmental Management

industry. The results to date suggest that South

Act, the National Water Act, the Mining Titles Reg-

Africa has large potential for these resources, both

istration Act and the Mine Health and Safety Act.

on- and offshore.

There is an excellent case to be made for in-

The demand for energy has surpassed supply,

vestment in South Africa’s burgeoning oil and gas

therefore alternative energy sources are being looked

exploration and production sector, with shale gas

at to deal with the ever-growing demand. PASA,

representing a major opportunity. By facilitating

together with the Council for Geoscience (CGS)

the process to attract qualified international ex-

and the Department of Mineral Resources (DMR)

plorers and investors to the oil & gas sector, we

is conducting extensive studies into South Africa’s

can further grow the South African economy and

potential shale gas resources. This work focuses on

create jobs, which would in turn assist in alleviating

the reserves and the technology that is required to

the problems around unemployment and contrib-

extract the gas, as well as the value chain.




Natural gas has been discovered off the west

Ibhubesi gas field and intend to pursue the option

coast of South Africa in the Atlantic Ocean (Ibhu-

of independent power production. Africa Energy

besi gas field) and off the southern coast in the

has acquired the acreage inshore of the Ibhubesi

Indian Ocean (F-A gas field and its satellites). Both

gas field, where they will be pursuing the oil dis-

these areas hold great potential. The period before

covery in the A-J graben.

the recent drop in oil prices saw unprecedented

Other operations of interest include explora-

interest and a record level of activity in petroleum

tion of the deepwater and ultra-deepwater of the

exploration in South Africa, and exploration inter-

southern Orange Basin by PetroSA together with

est remains high. With this said, most of the oil

Anadarko, and exploration by Sungu Sungu Petro-

that feeds the country’s four crude-oil refineries is

leum. There is continued interest in the ultra-deep

imported, but a great deal of South Africa’s fuel

water of the northern sector, and it is the Agency’s

is generated by a natural gas conversion plant on

opinion that there is great potential for both oil and

the coast and a coal-to-fuel facility near the coun-

gas reserves in this basin. The deep and ultra-deep

try’s industrial heartland.

water of our south coast, currently being explored

In addition to South Africa’s crude-oil refineries,

by the likes of Total, also hold great potential.

natural gas conversion plant, coal-to-fuel and gas-

In today’s world, oil and gas remain the most

to-liquid crude oil refineries, Sasol produces fuel

critical energy resources, and Petroleum Agency

from coal at its Secunda facility, and PetroSA has the

SA is in full support of those entering the South

country’s only gas-to-liquid facility in Mossel Bay.

African oil and gas exploration and production

The recent discoveries of major gas deposits in

industries. The Agency is fully committed to en-

Mozambique also sends a very positive message

suring that our government and policy-makers

for our east coast, while the Namibian discovery

sustain the sector for the benefit of all involved

of gas suggests that our west coast will be just as

and is committed to doing everything in its power

fruitful along the Orange river basin – believed to

to advance the industry.

be an extension of the Namibian fields. Current offshore oil and gas exploration activ-

Contact us to find out more about:

ity, in the Orange Basin, PetroSA has been joined

• Onshore/Offshore exploration opportunities

by Cairn India, and they are looking at both oil and

• Permits and rights

gas potential. Sunbird Energy and partners have

• Availability of geotechnical data.

a production licence for the development of the

Tygerpoort Building, 7 Mispel Street, Bellville, 7530, Cape Town, South Africa Tel: +27 21 938 3500 | Fax: +27 21 938 3520 plu@petroleumagencysa.com www.petroleumagencysa.com







On the future of South African Education It is the one question I am asked most often by

our schools – mainly former white schools in cities

parents across the nine provinces...will my child be

and towns. Of course, the portrait of two school

able to attend a good school one day? It depends,

systems is not that sharply divided in terms of

I respond, on who you are, where you are and how

race. Since democracy in 1994 the growth of the

much money you have. A middle class White stu-

black middle class (African, Indian and Coloured in

dent in the urban areas whose parents can afford

terms of old designations) means that more and

to send them to the best public or private schools

more not-white students are able to afford top-

in South Africa will always enjoy access to the best

end public and private education.

teachers, the best facilities and the best “opportu-

There is nothing in the political system or the

nities to learn.” These students will do better than

policy apparatus of government to suggest that this

others at university, obtain their degrees in the

pattern of two school systems will change signifi-

minimum time and find good jobs on completion

cantly into the future. Which raises the important

of their studies.

question---why? Clearly one of the key struggles to

If on the other hand, you are a poor black Af-

end apartheid was driven by the demand for equal

rican student stuck in rural schools and whose

education. In spending terms the post-apartheid

parents cannot afford to migrate the child to the

government has spent more money on education

former white schools in the nearest towns or cities,

whether as a percentage of GDP or as a proportion

then that learner’s fate is more or less sealed. Such

of the national budget. There have been all kinds

a student will be exposed to poorly trained teach-

of reforms put in place to close the gap between

ers working in deficient if not dangerous school

these two school systems – from fee-free schools

buildings and experience far less exposure to ac-

for the poor to increasingly prescriptive curriculum

tive teaching or structure learning opportunities.

reforms. And yet little has changed.

Unsurprisingly, these students do seldom get to

The main reason for the status quo is polit-

university and among those who do their prepara-

ical. Government has refused to intervene in the

tion for higher education is so weak that they fail in

chronic disruption of disadvantaged schools by the

large numbers in the first year of university and the

majority teachers union. Teachers in those schools

majority do not obtain a degree in the minimum

are unionized and protected from any intervention

time or at all.

that could increase accountability as in professions

What this means is that South Africa has, as

such as accountancy or medicine. Over time there

our best research shows, a bimodal school sys-

has been a marked decline in the cultures of teach-

tem where the one peak represents the majority

ing and learning in these schools which are often

of schools – black, underperforming township or

described in research as dysfunctional. This is re-

rural schools – and the peak at the other end of

flected in any number of national tests (such as the

the performance scale represents about 20% of

government’s own Annual National Assessments or




ANA’s) and international tests of achievement

er words, have aimed to lift the standard of black

(such as the Progress in Reading Literacy Study or

schooling though with little effect, as mentioned.

PIRLS research) often placing South Africa last or

Despite occasional political interventions, such

near the bottom when compared to other nations.

as when there are crisis in the privileged schools

On the other hand, the 20% of high perform-

around girls hair or Afrikaans language policy,

ing former white (and a percentage of exceptional

these institutions are to a large extent “left alone.”

black schools) continue to excel with little inter-

Why? Because those are the schools where govern-

ference in their affairs by government. They are

ment officials from high-ranking cabinet ministers

allowed to charge exorbitant fees, thereby auto-

to ordinary civil servants send their own children.

matically excluding many poorer students. They

They have a vested class interest in protecting the

are allowed to select their students often on the

privileged schools but they also have a calculated

basis of place of residence; the closer you live to

political interest in demonstrating that the school

the school the more likely you are to enjoy admis-

system works by relying on the academic perfor-

sion. Since residential areas in South Africa are

mance of the elite schools in the national averages

still largely segregated, white middle class parents

of the matriculation examinations, for example.

(and a small number of middle class black parents)

So to answer the question, what about the fu-

still send their children to these privileged schools.

ture of schools? In sum, depending on your race,

Government’s major policy interventions, in oth-

class and locality (where you live), children can




expect an uninterrupted access to high quality

universities can easily spread to the leading research

education if they find themselves in that 20% of

universities and collapse good institutions for weeks

schools. The majority of children, sadly, will remain

and months on end. At the moment there is a lull

stuck in poor quality education since there is no

on the elite campuses but the tensions remain and

policy or plan to effectively change the status quo.

the threat to academic cultures is not over at all. It

The future of universities, on the other hand,

is less clear what the future of the leading univer-

is a little more complicated. While there are more

sities would look like a decade or more from now.

than 26,000 schools there are only 26 public uni-

For the immediate future, South Africa still offers

versities. Already only 10 of those universities are

top quality undergraduate education among its

academically functional and financially stable. In

leading universities and excellent research training

the bottom 16 there are institutions with the same

opportunities for postgraduate studies. However, if

dilemmas as the dysfunctional schools – poorly

another major protest movement again breaks out

qualified lectures, failing infrastructures and unpre-

on all campuses, the future is uncertain among the

dictable timetables. Every week there is one crisis

excellent but fragile research universities.

or another that disrupts academic teaching from

By Professor Jonathan Jansen

seasonable fights about SRC elections to delayed government agency payments of funds for food

Recommended readings:

and transport to sexual assaults on campuses.

• Jansen, JD (2016) As by fire: the end of the

The student protests of 2015-2016, important

South African university. Cape Town, Tafelberg.

as they were in the quest for social justice, demon-

• Spaull, N and JD Jansen (2019) Inequality in

strated that the chronic dysfunctional of the bottom

South African schools. New York, Springer.




Phoenix College makes its mark! Founded in 1994, Phoenix College has provided quality education at an affordable cost. Today it is one of the best “low fee independent schools” serving the lower socio economic group of previously disadvantaged learners. It was recently mentioned in “Hidden Assets”, a report by the “Centre for Development and Enterprise” sponsored by the Templeton Foundation in the U.S.A. Phoenix College has made its mark as a valuable and integral part of the community by obtaining many remarkable achievements academically, athletically and recreationally, including obtaining 100% matric pass rate since 2008.

It has also been pointed out at meetings of the Gauteng Education Portfolio Committee held at

The need for Independent Education

the Gauteng legislature that not only do indepen-

Both the Constitution of the Republic of South

what they would have paid to educate a learner

Africa 1996, as well as the South African Schools

in a public school, while costing parents less to

Act 84 of 1996, identified the essential role that

send their children to these schools than to former

independent schools would need to play in order

model ”C” schools, but that independent schools

for the national education strategy to be achieved.

in the province have during the period 2009 to

As it is foreseen that the state would not be able

2017 often achieved a higher average matric pass

to provide the total education needs of the coun-

rate than that achieved by public schools.

dent schools cost the state less than one third of

try at the required level for the foreseeable future, independent schools will continue to play an important role in providing quality education. Many independent schools were started during

The Founding and Development of Phoenix College

the previous dispensation in order to assist with the

Fred Boltman, a retired engineer, used his sav-

education of disadvantaged learners who were not

ings, insurance payouts and pension payout to

catered for at that time. Beyers Naude High School,

found Phoenix College in order to empower the

previously located in Braamfontein, was an exam-

community by supplying quality education at an

ple of an independent school that was established

affordable cost to historically disadvantaged learn-

to respond to this need. When Beyers Naude High

ers from the poorer socio economic classes. The

School closed, the learners were accommodated

Phoenix in Greek mythology was a bird that died

by Phoenix College as a result of a recommenda-

in flames. Out of the ashes, a baby bird was born.

tion by the Gauteng Department of Education.

In 1994, the name Phoenix College was chosen to



be symbolic of the new dispensation that was arising out of the ashes. Phoenix College was born.


The Phoenix College Saturday School providess extra lessons to uplift learners from poorly perform-

Located at Happiness House, the school is con-

ing public schools in outlying districts. Since 1994,

veniently close to rail and taxi services, but the

the total learner base has grown to approximately

building may not be able to accommodate planned

1255 learners. The total full time staff complement

future growth. Phoenix College is engaged with

is 72 while the Saturday School and the Matric Re-

planning a second school for which the land has

write Centre have additional casual teaching staff.

already been purchased.

Phoenix College is fully BEE compliant.

The full time school caters mainly for learners that live in the inner city with some learners from Katlehong, Thokoza, Soweto, Alexandra and a few learners from outside our borders. In about 2006, however, Phoenix College took in 16 refugees from the DRC whose parents had been massacred in the war. They were fed, provided with uniforms and after they passed matric, they were united with family members that were traced overseas. Many of them obtained their degrees in Sweden, Canada,the U.S.A. and other countries.

What makes Phoenix College great! Co-operative and Excellent Management

Unique Educational Offerings

• Presented by the Gauteng Department of Education • Total commitment to Education • The Director has an open door policy

• SETA and other skills training courses in areas such as Entrepreneurship and Project Management • Computer / Mathematics lessons offered to learners from public schools

Caring for children • The “World’s Children’s Prize for the Rights of the Child” awarded to Phoenix College by a Swedish N.G.O. for the part played in re-uniting learners with their families in foreign countries • Numerous positive testimonials from parents • Bursaries awarded to eligible children • Children who cannot get home are cared for

Excellent Education

Technology Oriented School • Offers the subject of Information Technology covering the Delphi programming language

Other Distinguishing Features • Counseling on subject and employment choices to Grade 9 and Grade 12 learners • Zero tolerance for drugs and alcohol • Good discipline

Empowering the community! 33




A professional engineering


services company founded

Our engineers are professionally registered with the Engineering

in 2010 comprising diverse

Council of South Africa (ECSA) and affiliated to various Engineering

expertise in Electrical and

Institutes and Associations and is an affiliated member of Consult-

Mechanical Engineering,

ing Engineers South Africa (CESA). We offer fully scope Professional

Telecommunications and

Electical, Mechanical and Telecommunications engineering services

Project Management.

that includes designs and construction monitoring and pride ourselves on excellent service that exceeds expectations.



• Design and installation of

• Electrical power distribution


systems designed for indus-

• Electrification: rural and urban electrical reticulation

• Ventilation and air condi-

trial and commercial systems

• Electrical master planning

tioning (HVAC) systems

including structural earthing

• Standby power generation

• Bulk material handling sys-

and lightning protection.

design and implementation • Telecommunications, control

tems design and installation

• Lighting designs and main-

(i.e. conveyor belts anf fluid

tenance (buildings and

and instrumentation systems


area lighting

designs and installations

• Fluid reticulation design and optimisation • Compressed air reticulation

• Substation design and main-

• Load flow studies

tenance – High Voltage (HV) and Medium Voltage (MV)

design and optimisation • Maintenance program implementation and optimisation • Non-destructive testing and

ENERGY AND DEMAND MANAGEMENT • Energy efficiency and demand management • Measurement and verification of energy savings

evaluation services on any

• Energy metering and tarrifs

plant area using all applicable

• Alternative energy solutions (renewables - solar PV, CSP, CPV,

NDT methods

biomass, co-generation



A world-class solution for all

156 Ruimte Road, Wierda Park, Centurion 0157

your engineering infrastructure

Email: info@math-engineering.co.za

projects’ needs

Tel: 012-660-1813 | Cell: 083-229-5385 | Fax: 086-658-2819


IT’S WHO SAYS YOU CAN’T FIND YOUR ADVENTURE? YOU CAN! Ask anyone and they’ll tell you that South Africa is one beautiful place. From fantastic beaches to the vibiest cities, the lushest landscapes and so much more, you could discover something new every day of the year! You could take a Sho’t Left to the Eastern Cape and visit Hole in the Wall, the legendary rock

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Yes, budget can sometimes be too tight to mention, but Mzansi has so many options for so many pockets. You’ll even be amazed at what you could discover in your own back yard. Whether it is a guided tour around your city, a relaxing day at the park or a full-on getaway, have a look through www.shotleft.co.za and find the deal that tickles your fancy. After all, it’s your country. Enjoy it. Because nothing is more fun than a Sho’t Left.



New TGCSA grading criteria set to improve competitive edge of South Africa! In a bid to advance and maintain a recognisable,

responsibly and limit the impact of their business

credible and globally benchmarked system of

on the environment. The South African National

quality assurance for accommodation and venues

Standards(SANS) 1162 formed the basis of the

in South Africa, the Tourism Grading Council of

compilation of the criteria attached to the Respon-

South Africa (TGCSA) is pleased to announce that

sible Tourism accolade. The Responsible Tourism

the new and revised grading standards for South

accolade is a recognition mechanism and not an

Africa have been approved by Minister of Tourism,

accreditation nor a certification.

Derek Hanekom and now gazetted for implementation from 01 April 2019.

“The approved enhancements to the grading system create greater value for our members

The new grading criteria include the intro-

and will further aid the Tourism Grading Coun-

duction of two new categories in the form of

cil of South Africa in upholding and improving

“apartment hotels” and “small hotels” in which

the competitive positioning of South Africa as a

the luxury form (boutique hotels) would be en-

quality destination,” says Darryl Erasmus, Tourism

compassed. In addition to this, grading levels have

Grading Council of South Africa’s Chief Quality

been enhanced and will now also include a new

Assurance Officer.

5-Star Premium grading level which is a recogni-

“The implementation date of 01 April 2019

tion reserved for the pinnacle of luxury product

offers sufficient time for us to consult and socialize

in South Africa and will only be for those products

the revised grading system with all stakeholders. It

that far exceed premium expectations with respect

will also enable our members to ready themselves

to quality standards and service excellence.

for their next assessments based on the revised cri-

In addition to this, TGCSA has also introduced

teria,” he added.

a new dimension to grading which allows for

To educate and bring understanding of the

properties to capitalize on niche market differ-

enhanced grading system and criteria, the TGC-

entiation. This new addition termed “accolades”

SA will be embarking on a national familiarization

includes insignia and criteria for niche markets

initiative campaign through a tourism trade road-

such as child-friendly, pet-friendly, wedding ven-

show during February and March of 2019. Exact

ues, spa and wellness facilities, 4x4 etc. A full list

dates will be communicated and advertised exten-

of accolades will be available on the www.tour-

sively in the near future. Furthermore, the TGCSA

ismgrading.co.za website in the coming weeks.

owned platforms including the website are being

Responsible Tourism also forms part of accolades offering, with the sole purpose of encouraging tourism businesses to operate more


updated to include downloadable versions of the criteria.


“This would not have been possible without the participation of our valued stakeholders and


urday the 17 of November 2018 at the Sandton Convention Centre in Johannesburg.

we are immensely grateful for their involvement.

Established in September 2002, TGCSA oper-

I would like thank the industry for their contribu-

ates as a business unit of South African Tourism

tions and inputs as well as their patience whilst

and is the only officially recognized quality assur-

the TGCSA completed this revision process. The

ance body for tourism products in South Africa.

valuable inputs of all our stakeholders have result-

The process to revise the Grading system was

ed in a set of criteria that are globally competitive,

started in 2008 is reviewed every three years to

yet uniquely South African,” concludes Erasmus

ensure globally competitiveness and relevance.

To date 5178 establishments are graded across

The most respected entity with the right re-

the country. Star grading provides real partnership

sources and knowledge to grade establishments,

that unlocks business growth. Grading also assists

TGCSA awards the only stars worth trusting.

the travel trade to understand the offerings and

Issued by South African Tourism on behalf of the

match supply and demand. Moreover, it facilitates

Tourism Grading Council of South Africa.

the monitoring of hotel inventory and accommodation standards. As part of recognising and rewarding those tourism business people who work passionately and with pride to deliver world-class products and services in contributing to growing South Africa’s global destination competitiveness, the National Lilizela Tourism Awards, will take place will on Sat-

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Road Transport Training During the late 1970’s a number of prominent

over the years. The model of offering is still to uti-

Road Transport Operators, Passenger and Freight,

lise individuals from the industry but also to a larger

identified the need for basic training for their

extent academic staff. The programme is informed

employees on lower levels in general transport

by having advisory committee meetings annually on

management fields. At the time no specific train-

which industry experts are invited to give input with

ing with a Road Transport orientation existed in

an objective to keep the training relevant.

South Africa. Road Transport especially on the

Over the years various developments have tak-

Freight side was expanding rapidly which meant

en place in the Higher Education environment

higher employment levels of individuals on the

which led to the consolidation of the qualifications

lower operational levels. No training existed which

into a single three-year Diploma. This Diploma is

could assist these employees to broaden their

accredited by the Council on Higher Education

scope of knowledge and improve their opportuni-

and registered with SAQA. It complies with HEQSF

ties for promotion and career fulfilment.

level 6 requirements and has 360 credits. The Di-

Several meetings were held between the Cham-

ploma is offered on a correspondence basis with a

pions of Road Transport Industry in an endeavour

one-week study school in Durban, Cape Town and

to determine what should be incorporated in such

Johannesburg. This affords employed students to

training. Prominent leaders of their enterprises

do the qualification while still working full-time.

undertook to make resources available to ensure

The University of Johannesburg is proud to have

that the training could be started and sustained.

this industry-specific training programme available

A major advantage was that the Director-General

for the Road Transport industry. Currently the pro-

of the Department of Transport, Adriaan Eksteen

gramme consists of 2 Diplomas namely a Diploma

fully supported the move and undertook to give

in Road Transport Management (Freight) and a Di-

official recognition to the successful candidates.

ploma in Road Transport Management (Passenger).

The Public Carriers Association (forerunner for the

The University of Johannesburg also estab-

RFA) were very prominent in the discussions and

lished a Bridging Programme to enable prospective

formulation of content for the envisaged training.

students with Grade 12 but without Diploma

Various Higher Education Institutions were

endorsement to gain entry to this programme.

approached to seek support and after much

Registration for the programme follows the aca-

consultation the predecessor of the University of

demic calendar and is during January and February.

Johannesburg agreed to assist with the establish-

To assist students, application and registration can

ment of such a training programme which would

be done on the internet online.

not be graduate training but aimed specifically to improve the general level of basic management skills within the Road Transport industry. The first year of enrolment had more than 200 students and had grown to nearly 900 per year

Comprehensive information is available at: https://www.uj.ac.za/faculties/cbe/Transportand-Supply-Chain-Management/Pages/ Continuing-Education-Programmes.aspx\


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www.dynastypublishing.co.za 45






The tricky business of African expansion Africa is open for business. Ramaphosa recently

Africa is not homogenous (obviously): Every

signed the African Continental Free-Trade Area

African country is different in its own way, with

(AfCFTA) agreement: an African Union-driven

unique rules, systems and dysfunctions. Massive

project to create a ‘single continental market with

market variances mean a blanket expansion plan

free movement of business people’ with eradicat-

simply won’t work. Glocalisation is critical: think

ed tariffs on intra-Africa trade. A free-trade area

globally, act locally. Apply learnings of how to do

could increase intra-Africa trade by over 50%

better business in Africa, but localise this to the

by 2022. This is big news for businesses with

specific market. For example, when SABMiller

cross-continent expansion plans.

takes over local breweries, the company keeps the

Currently, expanding has some challenges

local lager labels and actively employs, retains and

counteracted by significant rewards. As the Uni-

upskills local staff.

versity of Stellenbosch Business School Executive

Protectionism is often apparent: Understand-

Development (USB-ED), we’ve been cementing

ably in many countries, there’s a fear of locals

our footprint across 13 African countries over

losing out on jobs. This means there can be lots

the years.

of bureaucratic hoops to jump through. We’re




opening our Botswana office because we recog-

We partner with a tertiary institution: for ex-

nise that to operate effectively in Botswana, we

ample, the Mzumbe University in Dar es Salaam.

need to fiscally benefit local businesses and the

They’re exceptionally well entrenched in the local

country’s greater economy. Profit reinvestment to

market so assist us in networking in return for

build sustainable relationships should be part of

skills upliftment.

every long-term strategy.

We partner with an entity: The Mauritius Com-

Don’t force the SA and Western way: South

mercial Bank (MCB) for example, was instrumental

Africa is often perceived as arrogant. We assume

in getting us established in the local Mauritian

our way of doing business works cross-border.. We


need to listen, be flexible and adapt. It’s a balanc-

We set up shop: Our soon-to-launch Botswana

ing act between the way you want to do business

office is an example of this. This is a big-picture

and the local way of doing business.

approach which gives us more flexibility and oppor-

Who you know counts for a lot: You have to

tunities in-country. This point usually comes after a

know someone on-the-ground who can provide

sustained partnership with an individual or entity.

entry to the market and help navigate the poli-

Moving money is tricky: The single African cur-

tics. As an independent entity offering leadership

rency proposed by AfCFTA may help with this.

and development programmes across Africa,

Currently, payment can be problematic. For exam-

USB-ED has a three-fold approach to entering

ple, it can take a cash-strapped country months

new countries:

to apply for US dollars. And there’s a big risk that




when these dollars arrive, they’ll go to other press-

ated an expensive logistical nightmare. The goal

ing problems, like a collapsed plant, for example.

is to hire permanent talent to be based in every

The other issue is how to advertise in-country. For

location. But upskilling and sourcing local exper-

example, we can’t advertise in Kenya in rand but

tise has its challenges: skills are sometimes scarce

it’s not viable for us to offer our programmes in

and there’s restricted movement of talent between

dollars. Setting up a bank account in-country is

countries. Another issue AfCFTA could address.

also often a challenge.

Get your Exco on-the-ground: You need to get

Product exposure is important: Across Africa,

your decision-makers to each country you’re ex-

there’s a leadership under-capacity that we know

panding into. Until they’ve experienced it, they

our short course programmes can bridge. The

won’t understand the challenges or opportunities.

problem is getting the local market to perceive

It’s a long-term game: It’s taken us eight years

the value of a product they know little to nothing

to expand into 13 countries. The amount of effort

about. You have to create multiple exposure op-

and resources it takes means this can’t be a short-

portunities to show people ‘what’s in it for them’

term game. It’s a long-term commitment.

and why they should be willing to pay premium

At some point, you’re going to ask the question

rates for a premium product. We do this through

of whether the expansion effort is worth it. For us,

free masterclasses and regular talks from influ-

the answer is always yes. Our African clients are

ential African leaders across the continent. Such

frequently our best clients – they’re incredibly loy-

initiatives are pivotal for networking.

al and receptive; partners rather than customers.

Copy and pasting doesn’t work: Another thing

They solve challenges in conjunction with us and

to be aware of is that products and services can-

are extremely accommodating and appreciative.

not always be ‘copied and pasted’ across borders.

Additionally, Africa is part of our DNA. Our

A Management Development Programme (MDP),

founding mission was to build leadership capacity

for instance, needs to meet the same rigorous

across Africa for the benefit and growth of the en-

academic standards across the continent. But

tire continent. And that remains our driving force

the teaching of it also needs to address - and be

moving forward. 

relevant to the specific challenges faced by each country.

Remember, different people will also

consume your products differently, so local market

By USB-ED’s Chief Learning Officer, Dr Tienie Ehlers and General Manager Africa, Jim Linskey

research is essential. Build footprint capacity: If you make the decision to be in a country then you have to be there. This is extremely time- and resource-intensive. Travelling triples costs, especially as many African flight routes are as yet unavailable. And they can be unpredictable. For example, when SA Express shut half its routes overnight, we had numerous personnel stuck all over the continent, which cre-




Could entrepreneurship unlock prosperity for Africa? South Africa’s unemployment rate increased in the

When looking at Forbes’ list of the 30 Most

third quarter of 2018 to close to 28%, equating

Promising Entrepreneurs in Africa in 2018, it is

to approximately 6.21 million individuals. SA is by

clear that Africa is booming with entrepreneurial

no means in isolation; unemployment is on the rise

potential. These young people hail from all over

in regions across Africa, placing big burdens on

the continent and their ingenious understanding

states traversing the continent. In SA, the National

of how to come up with innovative solutions to

Development Plan, recent Jobs Summit and Youth

key socio-economic issues, is profound.

Employment Service (YES) all begin to address the

The current state of entrepreneurship in Africa

underlying issues at play, but it becomes increasingly

According to the African Economic Outlook

clear that enterprise development and entrepre-

(AEO) report, published by the African Develop-

neurship are critical to combat unemployment and

ment Bank, up to 22% of Africa’s working-age

catalyse sustained socio-economic inclusion.

population are starting new businesses. Africa is

De Wet Schoeman, Programme Director for

leading the world when it comes to new start-ups.

Entrepreneurship at the University of Stellenbosch

Small and medium-size enterprises (SMEs); those

Business School, Executive Development (USB-ED),

with fewer than 20 employees and less than 5

says it is imperative for South Africa to adopt an

years’ experience, now constitute the largest pro-

alternative approach to boost the rate of employ-

viders of formal jobs in sub-Saharan Africa.

ment, “We need to teach people as from school

Entrepreneurial activity in Sub-Saharan Africa

level how to be employers rather than employees.”

is on the increase with several African countries

To this end, USB-ED has developed a pro-

starting to move to opportunity entrepreneurship,

gramme called the Young Minds Entrepreneurship

rather than necessity entrepreneurship. According

Programme. This gap year programme takes

to research in the latest Global Entrepreneurship

matriculants on a personal journey of analysing

Monitor, 70.9% of African respondents stated

themselves and the economic environment in or-

that they had chosen to pursue an opportunity as

der to discover what exactly they want to do with

the basis for their entrepreneurial motivations.

their lives and how they’ll practically achieve these

Schoeman says that the time has come to

ambitions. Entrepreneurial behaviour and business

change the narrative when it comes to job cre-

skills are big areas of focus during the programme.

ation. We need to encourage the youth to use

De Wet says, “In a depressed economy, pro-

their skills and talents to create their own oppor-

grammes like these can have a positive impact in

tunities and ventures to hatch further employment

influencing and upskilling young people to create

opportunities, thereby bringing hope to many that

employment and opportunities that can stimulate

are, for now, another statistic in the growing prob-

growth from the grassroots up.

lem of unemployment. 




Leadership development: Coping with change

When you are scanning interesting job adverts,

The thing is: in many contexts rapid change is

have a look at how many ask whether you are

the norm. This means that for succession plan-

the type of person who can handle stress, thrives

ning, organisations must place emphasis on

on deadlines and high pressure situations. In re-

a pipeline of resilient leaders who can adapt to

cent management jargon employers are asking for

relentless external and internal change. For the in-

someone who can cope in a VUCA (Volatility, Un-

cumbent leader there are two concerns: 1. That

certainty, Complexity, Ambiguity) world. And there

they can be effective as a leader – a non-trivial

are a myriad candidates who put their hands up

requirement since choices are often not obvious

and say, ‘I can’. Even for very capable managers,

and decisions difficult to make and justify to di-

this can end in trauma. Not many people can cope

rect reports or staff in general; and 2. That they

with relentless change. It takes a special kind of

can personally cope - that they have the emotional

resilience to navigate the change management pro-

resilience to remain even tempered and physical-

cess. It takes people experienced with high levels of

ly healthy when their decisions may be keeping

complexity and ambiguity, and it takes a supportive

them up at night. These leaders are often making

team environment, with excellent managers.

choices between irreconcilable alternatives, they




may be second-guessed by colleagues with their

master. In organisations with demanding change

own agendas, and they may at times be quite iso-

agendas, we help incumbents recognise the differ-

lated. For the business, the recruitment, induction,

ence between being a manager and being a leader.

performance management and ongoing support

We also point out the need to shift from a transac-

of leaders through a pipeline and into these critical

tional to a transformational leadership style.

roles is clearly crucial.

The difference? Transactional leaders use hi-

How can USB-ED help individuals and organi-

erarchies, delegations of authority, employment

sations in these trying circumstances? At USB-ED,

contracts, rules, policies, discipline and the bonus

we focus on reflective practice for leadership roles

system to keep normal staff ‘in line’. The concern

and the development of leaders. This starts by help-

is ‘the now’, rather than looking ahead. Trans-

ing leaders to raise their awareness of their own

formational leaders focus on cross-functional

actions: to reflect on what they do, how they plan

collaboration and team-building to achieve an over-

and react. Since familiarity with a given scenario is a

arching strategy that all stakeholders contribute to

coping mechanism we may simulate stressful situa-

creating. It’s very much a goal-framing approach,

tions or tough moral and operational choices, and

focused on people development. They are custodi-

then help leaders to familiarise themselves with op-

ans of critical processes such as maintenance of a

tions and approaches they might deploy. This way,

winning culture, regular high quality communica-

we accelerate their experience and the creation of

tions and providing a clear focus. It’s the approach

a continuous internal feedback loop. We hold up

that leaders need to adopt to enable their teams to

a mirror to highlight the attributes they need to

manage change and thrive in a VUCA world.



Here is one way that transformational leaders manage change:


Leading in a learning organisation What is a learning organisation? A learning organ-

Leading strategic change

isation is one that naturally assimilates rapid and/

Using John Kotter’s approach: Dr Kotter’s eight-

An organisation that adapts quickly and realigns

step change management process took decades

customer value propositions to remain relevant in

to develop, following years of study of leaders and

their markets.

organisations as they attempted to transform their

or regular change in the market and still prevails.

Sadly, many leaders claim to have created

strategies. The eight steps finally emerged as:

a learning organisation but their performance

1. Create a sense of urgency: Communicate the

does not support their claim. This is usually be-

importance of action in catalysing change

cause leadership measures this approach in terms

2. Build a guiding coalition: Create a coalition of

of ‘training spend’! High levels of training spend

willing and effective people to coordinate and

may well correlate to higher levels of performance

communicate the change

in the market, but this is more likely to a market

3. Form a strategic vision and initiatives: Where

driven outcome and is likely sub-optimal. The real

possible, what does the future look like and

benefits of a learning organisation are achieved

what initiatives are linked to this?

when spend on people development is married

4. Enlist a volunteer army: Rally people around a common opportunity to drive change

with learning attained from strategically aligned projects. In other words, transformational leaders

5. Remove barriers to enable action: Take away in-

have learned to ‘operationalise’ learning. This is a

efficient processes and hierarchies to allow silos

huge opportunity and the approach has so many

to impactfully collaborate

positive spin-off benefits that it should really be

6. Generate short-term wins: Recognise and communicate wins to track progress and encourage persistence

a very high priority in change contexts. USB-ED leadership programmes thus shine a light on change leadership at the individual and

7. Sustain acceleration: Use your credibility and

the organisational level. Importantly transforma-

momentum from the first success to keep

tional are resilient, are custodians of the change

initiating change after change

process and understand the change context. They

8. Institute change: Show the connection between new behaviours and organisational success to

detect patterns and trends and can shape and operationalise a true learning organisation. 

entrench these as replacements to old habits By Chris van der Hoven, CEO of USB-ED


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