SA OUTLOOK 6th Issue

Page 1

Your Source of South African Current Affairs

6th Issue










Contents University of Johannesburg - Department of Transport and Supply Chain Management IFC & 1

Institute for Futures Research Future of world of work in South Africa


Human Capital Learning Solutions

Bright Future Academy - Recession Proof your Business


On-Site Occupational Health X-Rays Bergman Ross and Partners Radiologists



PRAG - Photography Digital Services


Phuzamanzi Industrial Maintenance Projects 6 & 7

Universal Trading


Message from the Publisher


Sakhiwo Health Solutions




Ngaphaya Y2K10


Open Trade Training Centre - World Skills 1995-2018


DKMS - We delete blood cancer (previously The Sunflower Fund)


S.O.S. Industrial Electronice


WDB Investment Holdings


Petromarine, Amcom and Shipshop


Petroleum Agency SA – Interview with PASA CEO, Dr. Phindile Masangane


Alcohol Breathalysers




Citiq Prepaid - Prepaid Utilities Solution


Izimbokodo Energy


Kokake – Construction and Projects


Healthcare Technologies


Coccoon Network


Rigid Printers


Lec Marketing


Teach the Future


Institute for Futures Research - Do you believe that you can shape your organisation’s desired future? 56 & IBC











Message from the Publisher As we entered 2021, the pomise of a long awaited COVID-19 vaccine became a reality, as many countries’ frontline workers became the first to be vaccinated against the virus. There have been polar views regarding the vaccine’s efficacy which has been disputed amongst those in the medical field as well as ordinary citizens alike. Recently, the COVID-19 vaccine made its way to South Africa and we are currently witnessing the rollout of the first phase of vaccines to our frontline workers and those who are vulnerable and at greater risk such as the elderly. Many South Africans are longing to return to the simple pleasures we used to enjoy like weekend braais with our friends and family, weddings, social gatherings, sporting events and the like. Globally people are hoping that we can return back to normal, to life as we once knew it before COVID-19, while some believe that COVID-19 is here for the long haul and that we should embrace the “new normal”.

Top of mind for many businesses globally and in particular in South Africa is the recovery of our economy from the devistating effects of COVID-19. We have been warned that we should brace ourselves for a third wave of COVID-19 infections as many are becoming passive in taking measures to avoid the further spread of the virus which does raise concerns as the South African strain of the virus is said to be more dangerous in claiming the lives of many. All we can do is ensure that we safegaurd ourselves and put key measures in place economically to prevent the collapse of so many sectors of our economy. During these difficult and challenging times, we at SA Outlook will continue to support local industry . We aim to remain a key point of reference for informing you on developments in key business areas and sectors. SA Outlook’s competitive rates, provides you with a unique platform that will enable you to reach a broad audience.

Publisher: Emile Polman

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

Finance & Administration Manager: Lynne Polman Business Development Manager: Anthony Botha Marketing Manager: Wendy Scullard Production Manager: Tracy White Research & Database Analyst: Sherazaun Johnson Design & Layout: Sonya Collison Printers: Durbanville Commercial & Digital Printers

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



Women Empowering Women

“We are a women-founded, women-led and women-operated organisation. WDBIH is all about making a social impact on women. Our aim is to be the leading game-changer in women advancement and empowerment in South Africa, impacting the African continent,” she says. Today, WDBIH is positioned as a leading strategic and transformational investor in listed and

As an organisation, WDBIH is committed to empowering women to participate fully in businesses across all sectors of the economy, with the goal of creating a better life for all.

unlisted corporates.

WDB Investment Holdings (“WDBIH”), was estab-

Fast-tracking diversity in business

lished in 1996 by a group of passionate women

“We aim to increase our strategic value-add in our investee companies, and to own a more significant stake in each company,” says Khanyile, “and we are driven to ensure more women take their place at the boardroom table. How else will be able to drive inclusivity and make sure things like gender equity are always front of mind in the boardroom and beyond?”

who wanted to play an active role in transforming

WDBIH recognises the fact that women play a sub-

Africa’s business landscape.

stantial role in growing the economy and are aware

Faith Khanyile, CEO of WDBIH, says the compa-

that the lagging participation of women in South

ny has a formidable track record of over 25 years

Africa’s economy is manifesting in less innovation,

with a firm vision to change the lives of women

fewer exports and fewer jobs being created.

from grassroots to the boardroom and everyone else in between.


“We have always addressed these problems as an organisation,” says Khanyile, “but it’s be-



coming increasingly urgent to address the gender

need to be asking – are they visible and impact-

bias that exists and find ways to empower entre-

ful enough?” asks Khanyile. “We have heard the

preneurs with the skills they need to bring their

same message over and over again from govern-

businesses to market.”

ment, but where are the results? What is the real

The statistics say it all. Under 40% of South


Africa’s businesses are women-owned. Research

The team at WDBIH believes that in order to

underlies the challenges: the multi-country GEM

truly fast-track women’s development efforts, per-

survey has shown conclusively that firms owned

haps a more critical look and edgier approach is

by women tend to be smaller in both turnover and

needed to give women a distinct advantage.

number of employees than those owned by men. And men in South Africa are up to 1.6 times more likely than women to be involved in early-stage entrepreneurial ventures.

Investing in the future Over the past few years, WDBIH has partnered

For the team at WDBIH, some of the solutions

with Seed Engine, an organisation that coaches

are obvious: more education, more networking

and mentors female entrepreneurs into becoming

and more support and representation on various

leaders in their chosen fields.

programmes, but Khanyile says there really needs

Well known speaker, trainer, author and director

to be support from both private sector and gov-

of Seed Engine, Donna Rachelson, engages with

ernment to truly make a difference.

female entrepreneurs on an ongoing basis. She says it is absolutely key for female entrepreneurs to

Expanding opportunities… The South African Government has made some

have strong female role models and that mentoring is key to investing in women-led businesses. “Women in leadership positions need to

effort to include women in the various charters,

encourage and mentor entrepreneurs

such as a 33% target for black women in the fi-

where possible. Successful women

nancial sector charter, expanding opportunities for

entrepreneurs are both an example

the historically disadvantaged, including women,

of what is possible and a source

in the mining sector charter, and the ICT sector

of funding for other women,”

charter states that black women should form

says Rachelson.

between 40%-50% of the beneficiaries of all elements of the scorecard. There are also some women economic empowerment programmes sponsored by government, such as the South African Women Entrepreneurs

She points out that uplifting women in the workforce and in their own businesses could have a far-reaching impact. “In



Network, the Isivande Women’s Fund and the

women are generally

B’avumile Skills Development Initiative.



“Admittedly, the government has a few initia-

families and re-

tives to empower women, but the question we all

search has shown



that they are more likely to make a social contribution than men. It is a monumental tragedy to keep women on the outskirts of the economy,” she says. Giving women entrepreneurs a fighting chance Seed Engine believes in an economically inclusive South Africa and is on a mission to make it happen. Seed Engine incorporates Seed Academy and the WDB Growth Fund. “Seed Academy believes entrepreneurs are integral to economic growth and are the job creators of the future. With the right




support and funding, they can build suc-

that constrain women’s full and free participation

cessful, sustainable businesses. Seed Academy

in the global economy and promoting improved

understands the needs of entrepreneurs and that


these differ dependent on the life stage of the business,” says Rachelson. Seed Academy offers developmental work-

The WDB Growth Fund

shops, business development support in the form

WDBIH believes in living its vision and mission, and

of mentoring, and specialist mentoring and fund-

over the years Seed Engine, WDBIH and Grovest

ing for the three key stages of a business – ideation,

have developed a creative response to the dearth

build and grow, and grow and scale – while align-

of funding for growth-stage businesses.

ing to corporates’ transformation strategies.

The WDB Growth Fund, a Section 12J Impact

“Seed Academy is a business run by entrepre-

Fund, focuses on increasing the participation of

neurs for entrepreneurs,” says Rachelson. Seed

youth and women entrepreneurs in South Africa’s

Academy’s effective end-to-end solutions enable

economy. The WDB Growth Fund fills a critical gap

companies to impact job creation and employ-

and offers significant tax advantages and Broad-

ment in a sustainable way.”

Based Black Economic Empowerment (B-BBEE)

Seed Academy runs a programme that is fo-

points for corporates.

cused specifically on women. The AccelerateHer

“The fund aims to promote economic growth

programme provides an intensive three-month

by unlocking barriers that prevent the SME sec-

programme that provides business development

tor from expanding and creating jobs. This will be

support to women entrepreneurs as well as aims

achieved through the provision of equity capital,

to assist women in the economy by identifying and

high-impact mentorship, technical and business

reducing the legal, regulatory and cultural barriers

support and access to markets,” says Rachelson.




The fund not only provides investors with tax

Some of the other women-owned/run busi-

benefits in the form of a full tax deduction, but

nesses the Growth Fund has supported over

also ED and SD points recognition on the B-BBEE

the years include the following:

scorecard. Addressing “period poverty” with Palesa Pads

• Moshate Media, whose CEO is Mahlatse

An example of The WDB Growth Fund as a

Masimini, provides events management,

working model was highlighted when the fund

brand, communications and public rela-

recently invested in Palesa Pads.

tions services.

Palesa Pads (Pty) Ltd, is a women-owned com-

• Reabetswe Ngwane is the founder of

pany based in Gauteng that was founded by a

ATYRE. ATYRE prides itself by providing

female entrepreneur, Sherie de Wet.

quality locally made office furniture.

During Sherie’s travels, she realised that “pe-

• Reabetswe Moabi is the Managing Di-

riod poverty” was a real issue with girls missing

rector at Akandi Office Furniture. Akandi

between three and five days of school per month,

provides quality locally made office furni-

and some of them dropping out of school alto-


gether. She was passionate about solving this

• Born from a woman’s determination to

problem for girls and went on to create and man-

prove herself in the man’s world of securi-

ufacture the reusable sanitary towel, which she

ty solutions, GlobeScope is proudly 100%

named “Palesa Pads”.

black-woman-owned and operated by

“We can’t be empowering girls to the highest

Glynn Mashonga.

levels if their most basic needs are not taken care of,” De Wet told ENCA news channel earlier this

Khanyile and her team at WDBIH recognise the


tough environment out there that many entrepre-

A true innovator, her business model is not lim-

neurs and businesswomen will face in 2021.

ited to pads, but also includes additional product

“The economy has been battered during

offerings such as detergents, buckets and under-

Covid-19. It is essential that we all come together

wear, etc.

to support our female entrepreneurs and women

De Wet plans to expand with new products in

in our economy to do their very best. We have

the next two years of business and plans to explore

seen so many examples of how resilient women

the retail and export business to generate sales.

can be in their homes and in their workplace, and

Looking to a brighter future

both private sector and government need to rec-

“Palesa Pads is just one example of how en-

ognise their value and create a space where ideas

trepreneurs can thrive with support and funding,

and innovation can thrive,” says Khanyile.

and then go on to create jobs for more women in South Africa” says Faith Khanyile, “and we have many women entrepreneurs with similar stories. All they need is support and mentorship in the early stages and then they truly begin to fly.






Phindile C. Masangane (PhD Chemistry, MBA, BSc.(Maths & Chemistry)

Chief Executive Officer Phindile was appointed as the Chief Executive Officer of the South African upstream oil and gas regulatory authority, Petroleum Agency South Africa (“PASA”), in May 2020.

Her responsibilities also include supporting the national government in developing energy policy and regulations for diversifying the country’s energy mix. In 2019 Phindile was Head of Strategy for

Before then, Phindile was an executive at the

the CEF Group of Companies where she led the de-

South African state-owned energy company, CEF

velopment of the Group’s long term strategic plan,

(SOC) Ltd, which is the holding company of PASA.

Vision 2040+ as well as the Group’s gas strategy.

In this role Phindile was responsible for clean,

Between 2010 and 2013 Phindile was a partner

renewable and alternative energy projects. In part-

and director at KPMG responsible for the Energy

nership with private companies Phindile led the

Advisory Division. In this role she successfully led

development of energy projects including the deal

the capital raising of $2billion for the Zimbabwe

structuring, project economic modelling and fi-

power utility (ZESA/ZPC)’s hydro and coal power

nancing on behalf of the CEF Group of Companies.

plants expansion programmes.




Interview with PASA CEO, Dr. Phindile Masangane Briefly, the role of Petroleum Agency SA and its mission and vision

and gas exploration and production in South Africa, and to curate and maintain this data for use and distribution.

Petroleum Agency SA is South Africa’s national regulator for the upstream oil and gas industry in

Other functions include advising government

South Africa, i.e. exploration for and production

on any issues pertinent to oil and gas as well as

of oil and gas both onshore and offshore.

carrying out any special projects, as directed by government.

PASA has three main functions, as follows. The first is to attract investment to South Africa’s oil and gas upstream industry, in other words, investment into exploration and production of oil and gas in South Africa. We have a team of geologists and geophysicists who interpret data gathered through past exploration activity to determine prospectivity, and use this to attract exploration companies to South Africa. The second function of PASA is to regulate the upstream industry in terms of the Mineral and Petroleum Resources Development Act, its regulations and other applicable legislation. The Agency has staff responsible for ensuring legal, technical and environmental compliance as organisations enter into contracts with the state to explore for oil and gas. The third function is to act as the national archive for all data and information produced during oil

Mission To promote, facilitate and regulate exploration and sustainable development of oil and gas contributing to energy security in South Africa

Vision A diverse upstream industry contributing to energy security through sustainable growth in exploration and development of oil and gas




What is required to secure stability and security in the sector?

tional map in terms of a destination for investment. The oil price is making a slow but steady recovery from the 2014 crash. These factors are

The oil and gas exploration industry has always

all opportunities for SA to move forward in devel-

been extremely volatile, being subject to glob-

oping the upstream industry.

al economic forces and highly dependent on the fluctuating oil price. In addition, oil and gas

What are the challenges?

exploration is exceptionally risky in terms of initial, upfront capital investment with long periods

Challenges facing the South African upstream

before any return on investment and profit gen-

industry include the low oil price( now steadily


recovering), uncertainty regarding terms and legis-

To counter this, oil and gas exploration com-

lation(now being addressed through the UPRDA),

panies require equitable terms, and especially

environmental concerns and public negativity re-

long-term stability and consistency in contractu-

garding fossil fuels, lack of local skills and public

al terms together with political and independent

pressure on government to nationalise South Af-

judicial stability. Coupled with this would be a gov-

rica’s assets.

ernment that is committed to ease of doing business and to facilitating entry into the upstream space. Local expertise in servicing the industry’s requirements in terms of human resources and

A further challenge is to diversify the industry and make it more inclusive in terms of the companies undertaking exploration in South Africa.

Where are the opportunities?

How big a role does the Agency play in the renewable energy sector, and how will you be advancing this agenda?

Current opportunities lie in the development of the

Oil and gas are fossil fuels and by definition, not

stand-alone Upstream Petroleum Resources Devel-

part of the renewable energy sector. Having said

opment Act, and its accompanying regulations.

that, South Africa has committed to reducing its

This rewriting of the legislation governing oil and

carbon foot print and natural gas can play a role

gas exploration and production gives South Africa

in this. South Africa is currently heavily depen-

a chance to address the requirements of the in-

dent on coal as a primary energy source and the

dustry (as above) while also ensuring an equitable

substitution of natural gas for some percentage of

deal for the South African state and meaningful

electricity generation, as envisaged in the National

participation of South Africans in the industry.

Development Plan, could assist with SA reaching

services is also a strong advantage. A developed industrial economy offering opportunities for local monetisation of gas discoveries would also assist.

The recent Brulpadda discovery and ongoing

its goals in terms of carbon emissions. The Agen-

exploration in the area, as well as the potential

cy’s main role in this is to attract and facilitate the

for shale gas have both put SA on the interna-

activities of explorers for indigenous gas.



How important is policy and legislation decision-making in informing how the Agency undertakes its operations?


these decisions are ultimately up to the operator, Total, and its partners. Other exploration coming up offshore is the planned drilling of the Gazania -1 well off the west coast, to tes a prospect close to the A-J1 oil dis-

Policy and legislation are of utmost importance in

covery made in 1988. African Energy Corporation

how the Agency operates. The main purpose of the

has entered into a partnership with Azinam and

Agency is to implement and apply policy and appli-

Panoro in this block (still to be approved by the

cable legislation to the upstream industry on behalf

ministry) and have identified numerous prospects

of government. The Agency’s mandate is 100%

in the block. Aziman will become the operator.

driven by policy and legislation. Its close contact

The well will test the gazania and Namaqua pros-

with the diversity of exploration companies puts the

pects. Drilling is expected in Q1 2021.

Agency in a unique position to be able to advise government in the formulation of policy.

Where are the new SA O&G explorations, and can you provide details around those (such as what we can expect from those, when they come onboard etc, Mossel Bay?)

Off the east coast, ENI and partner Sasol, have identified potential drill prospects in deep water, but the testing of these by drilling has been delayed due to various issues including Covid and its effect on the oil price. Once the UPRDA and its accompanying regulations are finalised, we can expect the initiation of active exploration for shale gas onshore. The true potential of this resource will only become known through drilling and production testing, but this

Offshore, there is currently ongoing exploration

may certainly represent a major economic boost

of the prospects close to the Brulpadda discovery.

for the economy of South Africa.

Odfjell’s Deepsea Stavanger oil rig is on its way to South Africa from Norway, and should arrive around the 12th of August. It will drill the Luiperd (more correctly the Luiperdpadda) prospect which is the second of five prospects in the group. There

Do we know what the onshore and offshore potential is, and if not what are the estimates?

is an option to retain the rig in South Africa for fur-

The Petroleum Agency has a team of geoscientists.

ther drilling. The Brulpadda well discovered light

Among their duties is the determination of poten-

oil and gas condensate, but the phase in the other

tial, to attract explorers, ensure that exploration

prospects can only be determined through drill-

is properly managed, and advise government on

ing. Future development of the discovery is highly

the potential indigenous resource to help develop

dependent on the success of this further drilling.

energy and development policy.

Possible development could see gas condensate be-

The offshore is for the most part underex-

ing piped to the PetroSA facility in Mossel Bay, but

plored, for eg there are only 4 wells drilled off SA’s east coast. Current estimates indicate potential




for billions of barrels of oil and multi Tcf of gas yet

methane onshore have reported discoveries that

to be discovered. Onshore, the Agency’s estimate

could sustain gas fired stations of possibly co-fir-

for shale gas are 205Tcf recoverable while coal

ing supplement to coal. The major hurdles appear

bed methane and biogenic gas represent a further

to be access to funds and infrastructure to over-

multi-Tcf potential resource.

come the hurdle of first development. African Decisions spoke with newly appointed

What skills and upskilling of expertise CEO at Petroleum Agency SA, Dr Phindile Masangane is still required to be manifest in SA to ensure stable and thriving on- and Congratulations on your appointoff-shore exploration? ment as CEO of Petroleum Agency SA (PASA). How would you describe South Africa already has the ability to provide a vast array of skills and services to the upstream the current state of SA’s petroleum industry, as represented by the membership of industry? SAOGA. What SA does not have is specialised skills such as qualified rig crews, as the local in-

Thank you for the congratulatory message. South

dustry is too small to sustain such specialisation.

Africa imports more than 95% of the gas used in

Specialised crew and tradesman trained to service

the country, we have almost no crude oil produc-

the upstream industry have to be equipped with

tion so we import that as well. Recently, we have

skills that can be applied cross-industry to ensure

also started importing refined petroleum products


as our refineries have not made the required in-

Professional skills such as reservoir engineers,

vestments to meet demand. So we are too reliant

petroleum geologists and geophysicist are also in

on imports yet we have a good petroleum resource

very short supply locally, for the same reasons.

prospectivity as a country that is under explored.

Suggest you ask Adrian Strydom of SAOGO for additional answer.

What is the future for gas-fired power stations ... will this provide more stable power generation, and how far away is SA from introducing such?

How is COVID-19 affecting the petroleum industry and PASA in particular? COVID-19 has caused serious disruptions to the industry and the Agency (PASA). Exploration and production of oil and gas has a significant presence of international oil companies who from time to time bring their experts into the country

South Africa already has legislation in place allow-

to manage projects. With the restrictions on travel

ing for independent power production and this

that put major projects on hold as the equipment

will most probably lead the way to gas-fired pow-

and people could not come into the country. For-

er stations on a large scale. Explorers for coal bed

tunately, in Level 3 of the Lockdown regulations,




the Minister of Mineral Resources and Energy has

that produces at least 50% of the country’s pe-

passed regulations that opened the exploration

troleum needs. Indigenous production of oil and

and production of oil and gas to go ahead.

gas supports security of energy supply, enables (re)

For PASA the COVID-19 has made us accelerate

industrialisation of our economy and can create

the implementation of the digitisation programme

many permanent jobs. Gas is part of South Africa’s

wherein we are automating our processes includ-

energy transition to a cleaner energy future yet we

ing the online application for oil and gas permits.

don’t have domestic production of gas in spite of

Besides COVID-19, what are PASA’s most significant challenges? It is transformation of the upstream oil and gas industry and making sure that the industry is inclusive. Upstream oil and gas industry is highly capital

having good gas resources.

How will the merging of PetroSA, the Stategic Fuel Fund and iGas (to form the National Petroleum Company) impact the petroleum industry?

intensive, high risk in the early stages and requires highly specialised skills. So local small and medium

The petroleum industry is not just an econom-

companies tend to find it difficult to source fund-

ic industry but it is about security of the country.

ing for participating in the industry. Our challenge

You can see that in all countries the state always

is that as a regulator acting on behalf of the gov-

has a play in the petroleum industry. Bringing the

ernment and the people of South Africa, we have

three entities together is about making sure that

to find solutions to these challenges so that South

the three SOEs can pull their resources together

African companies can meaningfully participate in

to optimise the state participation in the petro-

this strategic industry.

leum industry. This is in line with the upstream

What are your immediate goals for PASA? In the immediate we want to support the Department in finalising the new legislation for petroleum resource development as we believe that this is critical for securing the much needed large invest-

petroleum resource development legislation that is being developed.

Total’s Brulpadda Prospect 175km off the Southern Cape coast is a very exciting find. How can this discovery benefit South Africa?

ments into the industry.

What are your long-term goals for PASA?

Offshore, there is currently ongoing exploration of the prospects close to the Brulpadda discovery. Odfjell’s Deepsea Stavanger oil rig is on its way to South Africa from Norway, and should arrive

In the long term we want to see a diversified and

around the 12th of August. It will drill the Luiperd

fully developed upstream oil and gas industry

(more correctly the Luiperdpadda) prospect which




is the second of five prospects in the group. There is an option to retain the rig in South Africa for further drilling. The Brulpadda well discovered light oil and gas condensate, but the phase in the other prospects can only be determined through drilling. Future development of the discovery is highly dependent on the success of this further drilling. Possible development could see gas condensate being piped to the PetroSA facility in Mossel Bay,

In terms of executive positions, you work in a male-dominated sphere. However, studies show that diverse work environments hold many benefits. As a woman, how can your background and lived experience benefit PASA?

but these decisions are ultimately up to the opera-

I believe that some leadership qualities which

tor, Total, and its partners.

come natural to women are what make women

Other exploration coming up offshore is the

better leaders. For example, women are naturally

planned drilling of the Gazania -1 well off the west

long-term visionaries and I will use my experience

coast, to tes a prospect close to the A-J1 oil dis-

in government policy development to focus the

covery made in 1988. African Energy Corporation

Agency on delivering government’s long-term ob-

has entered into a partnership with Azinam and

jectives for the sector.

Panoro in this block (still to be approved by the ministry) and have identified numerous prospects in the block. Aziman will become the operator. The well will test the gazania and Namaqua prospects. Drilling is expected in Q1 2021.

You have a PhD in Chemistry. Where does your love of chemistry (and science in general) come from?

Off the east coast, ENI and partner Sasol, have

From an early age I was very strong in maths and

identified potential drill prospects in deep water,

science. I was fortunate that this was nurtured and

but the testing of these by drilling has been de-

I was given opportunities to pursue studies in sci-

layed due to various issues including Covid and its

ence (Chemistry) to the highest level (PhD) and I

effect on the oil price.

really enjoyed it.

Once the UPRDA and its accompanying regulations are finalised, we can expect the initiation of active exploration for shale gas onshore. The true potential of this resource will only become known through drilling and production testing, but this may certainly represent a major economic boost for the economy of South Africa.







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Recession proof your business

Most businesses are currently in dire need of increased sales to weather the economic aftermath of the lock-down measures, merely to keep operating and protect their livelihoods and that of their employees.

Business Area: Operations • Rethink how you are doing business. This might even require that you need to reconsider your business model, target market, business lines and pricing model. • Optimise your business. Determine what is required to ‘sweat your resources’ to their maximum capacity and productivity levels. • Consider offshore expansion as a way to hedge your business against an inconsistent Rand. • Provide products and services to customers

But there are businesses who manage to grow

which are safe, cost effective and delivered

and flourish even in these challenging times.


Here are some suggestions to jog your mind whilst you are working on the solution which will propel your business forward.




Business Area: Marketing and Sales

Business Area: Management

• The crux of the matter is to maintain your cur-

• Align all your actions with the business pur-

rent customer base. One way is to develop

pose, values and vision. Experience has taught

value adds which can lead to higher levels of

business owners that there is a direct correla-

customer loyalty and secure consistent sales to

tion between performance and the alignment


of employees to a higher business purpose.

• Develop well-targeted and ‘fresh’ marketing initiatives and campaigns which are driven by innovation, creativity and adaptability.

• Focus on what you can manage. • Our decisions can either lead to excuses or to results. Will difficult economic circumstances

• Endeavour to keep your marketing budget

be our excuse not to grow our businesses or

intact – most businesses decrease their mar-

the reason why we manage our businesses to

keting spend during challenging times. If most

further growth and success?

businesses are following this route, then your business will stand out from the crowd, as your

By Jannie P. Rossouw

visibility will increase.

September 2020

Business Area: Information Technology • How can you apply technological advances to develop digital products and services? This will

Contact information If you have any questions about this article or is in need of business advice and guidance.

lower the cost of ownership for your customers, enable you to deliver in real time and make

Jannie Rossouw

it more convenient for your customers to trans-

Mobile: 082 560 4149

act with your business.


Business Area: Human Resources


• One of the most challenging decisions to make is to determine how many staff to employ during difficult economic times. Once you have ‘right-sized’ your staff component, you can consider appointing skilled contract workers to fill the resource gap as business flows fluctuate. In this way you will be more flexible to respond to market movements.


















Q&A with Alana James, Country Executive Manager, DKMS Africa This is a big moment for you and your organization, can you tell us a bit about the developments? It’s been an incredible time for us. In 2020 we signed a partnership with a German based NGO and global leader in deleting blood cancers. DKMS has six entities spanning Germany, US, UK, Chile, Poland, India, UK and now South Africa. We are extremely excited to be the fifth continent that the organization operates in as DKMS Africa. The support and partnership from DKMS has been overwhelming, and the prospects for blood cancer sufferers on the continent are receiving a major injection through this partnership.

You have also been appointed the Chairperson of the Health Portfolio at the Cape Chamber of Commerce and Industry – tell us about that appointment and what your focus as Chairperson will be. As healthcare stakeholders, our foremost role is to share learn and collaborate while facilitating room for engagement. I therefore see my appointment to as Chairperson as an opportunity to advocate for patient care and patient access. My role is to create the space for conversations and facilitate discussions on how healthcare stakeholders can extend services with a patient focused approach. Our approach and focus is patients.

When was DKMS founded? What sparked its foundation? The story began 30 years ago. Mechtild Harf, a German mother of two children, was diagnosed with leukemia and needed a blood stem cell transplant. Mechtild did not survive, she left her husband and two daughters behind. Before

she died, she made Peter promise that he would not stop fighting until every patient had a matching donor. At the time, there were only had 3,000 potential blood stem cell donors registered in Germany. DKMS was founded in 1991 and within one year, the registry counted 68,000 potential donors. To date, DKMS has registered 10.5m people across the world.

What does DKMS do? DKMS is an international non-profit organization dedicated to the fight against blood cancer. Founded in Germany in 1991 by Dr. Peter Harf, DKMS and the organization’s 900+ employees have since relentlessly pursued the aim of giving as many patients as possible a second chance at life. With over 10.5 million registered donors, DKMS has succeeded in doing this more than 91,000 times to date by providing blood stem cell donations to those in need. This accomplishment has led to DKMS becoming the global leader in the facilitation of unrelated blood stem cell transplants. The organization has offices in Germany, the US, Poland, the UK, Chile and South Africa. In India, DKMS has founded the joint venture DKMS-BMST together with the Bangalore Medical Services Trust, while in South Africa DKMS works together with its partner The Sunflower Fund. International expansion and collaboration are key to helping patients worldwide because, like the organization itself, blood cancer knows no borders.




How many donors are registered with DKMS? More than 10.5 million compassionate individuals are registered as potential life-savers. Thanks to our donors, we have one of the most diverse donor pools in the world.

When was The Sunflower Fund founded? What sparked its foundation? The organization was founded in 1999. It was inspired by the heroic struggle against leukaemia of two brave young men, Darren Serebro and Chris Corlett. While in treatment for Acute Lymphoblastic Leukaemia, Chris Corlett painted a picture entitled ‘Sunflowers of Hope’. This became the inspiration for the name The Sunflower Fund, by his mom Tina Botha the founder of the organization.

What does DKMS Africa and the global entity want to achieve? We want to change the situation for patients in South Africa and around the world. Our shared mission is to give as many patients as possible a second chance at life.

What do you hope for in the future? Our mission is help patients from across South Africa, Africa and globally. Every patient, wherever they are based, deserves a second chance at life. We need to grow across national borders to the benefit of patients all over the world.

Why is it so difficult for South African patients to find a matching donor? For patients diagnosed with blood cancer or other life-threatening blood disorders such as leukaemia, Thalassemia only hope of cure is a blood stem cell transplant from a matching donor. We need to create awareness and education at different levels of society, particularly among communities where donor numbers are low. A genetic twin is necessary, whose relevant tissue characteristics/DNA (HLA) match those of the patient as closely as possible. Tissue characteristics are heavily influenced by the ethnic background and vary according to genetics 50

and region. Patients and donors of African origin and mixed race have unique tissue (HLA) characteristics which are severely under-represented in global database. South Africa’s rainbow nation is at a distinct disadvantage, requiring a large pool of prospective donors. Every 27 seconds worldwide and every five minutes in South Africa someone is diagnosed with blood cancer or other life-threatening blood disorders such as Thalassemia or Sickle Cell Disease. For many of these patients, their only hope of cure is a blood stem cell transplant from a matching donor.

What are the benefits of the partnership / entity? DKMS has a wealth of expertise in raising awareness and is also heavily involved in the fields of medicine and science, with its own research unit focused on continually improving the survival and recovery rate of patients. In its high-performance laboratory, the DKMS Life Science Lab, the organization sets worldwide standards in the typing of potential blood stem cell donors. Our team’s capacity has is greatly amplified along with physical and financial resources to support more patients each year.

How many patients find a matching donor in their own family? 25 percent of patients find a matching donor in their own family but majority depends on an unrelated donor.

Where does the matching donor come from? A donor match could come from anywhere in the world, it is important that we expand our donor pool in numbers and diversity.

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