Your Source of South African Current Affairs
SA Outlook DEVELOPMENT & EDUCATION TRADE & INVESTMENT FINANCE & BUSINESS TRAVEL & TOURISM CURRENT AFFAIRS
Contents Africa Energy Indaba 2022 – The business of energy – Africa Beckons
IFC & 1
Institute for Futures Research – Do you believe you can shape your organisation’s desired future? 2&3 EarthComp – Earthmoving - Buying and Selling Petroleum Agency SA – Explore SA Message from the Publisher
6, 7 & 9 8
National Institute for Occupational Health – Long-COVID and the critical implications on workplaces in South Africa 10-14 Lec Marketing
Institute for Futures Research – The four capabilities you and your business require for future success
Brilliant Consultants Group
Kokake – Construction and projects
DKMS – Now is the time to become a stem cell donor
University of the Free State School of Financial Planning Law
Pegasus VBJ – Universal Aerospace
Barry Collier and Co. – Sawmilling Equipment Suppliers S.O.S. Industrial Electronics
Key360 – The business management platform technology for projects 23-25 Everest Wealth – Fund management
HCLS – Human Capital Learning Solutions
Coccoon Network – Project management
Take Note – Information Technologies
Senter 360 Technologies
Open Trade Training Centre - World Skills 1995-2018 56 & IBC
Message from the Publisher It is hard to believe that 2021 is fast drawing to a close. We consider those who have lost their lives to the covid 19 pandemic and the many families affected by their deaths. We also consider the many industries that have been adversely affected by the pandemic, some whose businesses have folded and many who are dealing with huge financial losses as well as individual livelihoods affected through job losses. One wonders whether our economy will ever recover from these peculiar and difficult circumstances. As we ponder all that has transpired it still feels somewhat surreal to think that all of this could happen in just two years. Needless to say it has changed all our lives considerably some to a greater extent than others. Despite these difficult times we will remain hopeful that things will turn around as quickly as possible as we learn to live with the reality of a disease the medical field is still trying to understand and put measures in
place to curtail covid 19 infections on a global scale. With the provincial elections recently behind us, government and individuals alike, particularly businesses should work together to rebuild that which had been lost and forge an economic plan to deal with pre-covid economic concerns as well as the aftermath left by covid 19. Our government needs to ensure it puts measures in place to recover the economy, industry and the job market and find momentum to initiate significant and a much needed positive change and upliftment of our economy and ensure sustainability and growth for the benefit of local busniness and industry as well as for all our ciitizens. During these difficult and challenging times, SA Outlook will continue to support local industry. We aim to remain a key point of reference and platform reaching a broad audience on developments in many key business areas and sectors.
Publisher: Emile Polman
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We are proud to bring 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.
Long-COVID and the critical implications on workplaces in South Africa By Dr Graham Chin – Occupational Medical practitioner of the Safety, Health and Environment Unit at National Institute for Occupational Health (NIOH); Dr Odette Volmink- Occupational Medicine specialist at NIOH; and Dr Nompumelelo NdabaOccupational Medicine specialist at NIOH
ical, psychological, respiratory, cardiovascular and musculoskeletal can also evoke persistent symptoms as depicted in graph 1 below. Psychiatric disorders like depression and anxiety are not uncommon. The extent and duration of symptoms is not yet fully understood but ongoing longitudinal research will provide further clarity.
South Africa’s economy is still struggling to recover
The impact of Long-COVID on workplaces
from the initial effects of the COVID-19 pandemic
has potentially layered complexity involving le-
and although the country’s workforce has adapted
gal, financial and labour-related elements for
to a new way of working, the implications of the
both workers and employers. The necessary legal
emerging Long-COVID on workplaces could po-
framework providing guidance to all employers
tentially negatively affect a recovering economy.
on addressing COVID-19 within workplaces are
The clinical symptoms of acute COVID-19 infec-
currently being provided by the National Depart-
tion are well documented and are similar to other
ment of Health and the National Department of
familiar upper respiratory tract infections such as
Employment and Labour in South Africa. From an
influenza and the common cold. In the majority
occupational health perspective, this legal frame-
of cases, COVID-19 infection lasts for approxi-
work gives guidance in approaching COVID-19
mately 10 to 14 days. However, over the course of
affected workers when considering a worker’s
the pandemic there have been reports of people
fitness for duty and possible accommodation or
who experience prolonged multi-organ symptoms
redeployment to other duties if symptoms persist.
and complications beyond the initial period of the
Given that COVID-19 is likely to continue into the
acute COVID-19 infection period. This is referred
near future, it is prudent for workplaces to prepare
to as Long COVID.
themselves appropriately to manage various as-
Initial data shows that persons who are diag-
pects of COVID-19. Employers need to address the
nosed with Long-COVID can present with a wide
possibility that managing employees diagnosed
range of symptoms that can occur singly or in
with Long COVID-19 will be essential to ensure
combination. These may include general symp-
their workplaces are able to remain viable and
toms like fever, fatigue and pain. Other organ
sustainable. This needs to be achieved through en-
systems which include gastrointestinal, neurolog-
gagement with workers and their representatives.
Graph 1: Long-Covid Symptoms are wide-ranging. They include
Shortness of breath
A clear company vision is needed on COVID-19
the importance of taking into account the type of
with written policy to demonstrate commitment
work being done by the worker; together with the
and dedication to workplace health and safe-
amount of working hours to ascertain what aspect
ty. Employers may prepare for this by reviewing
of the job may be affected by any possible func-
their existing policies to cater for Long COVID in
tional impairments found. This is to determine if a
their workplaces, through their HR, legal and oc-
worker is able to do all aspects of their job effec-
cupational health services. It is important to note
tively and safely.
that the management of Long COVID cuts across
Long-COVID sufferers are diagnosed within
many disciplines and a multidisciplinary approach
workplaces therefore businesses in South Africa
is needed to address this effectively.
and across the globe need to find solutions to em-
Dr Neil van Tonder, Chief Medical Officer, for
ployee return-to-work challenges to enable them
eHealth Africa provided some insightful consid-
to effectively and safely perform their work. Due
erations for workplaces on Long-COVID when
to the varied symptoms that Long-COVID sufferers
he recently presented at a webinar hosted by the
may have, workplaces will need to look at different
National Institute for Occupational Health – a divi-
strategies to accommodate workers. For workers
sion of the National Health Laboratory Service - in
with physical impairments; these could include
April this year. He indicated that companies should
possible task specific restrictions like no climbing
consider an Occupational Health Evaluation for
on ladders, or limiting physical workloads. Other
COVID-19 patients. This medical evaluation would
considerations could include remote working ar-
include a medical and occupational history includ-
rangements and working flexible hours. The need
ing the type of job the worker currently performs,
for employers to provide access to Employee As-
COVID-19 screening tools, appropriate medical
sistance Program (EAP) to address mental health
examinations and where necessary additional
amongst other matters, should also be considered.
medical assessment such as occupational thera-
With South Africa in the 3rd wave of COVID-19,
pist services for functional assessments to evaluate
it is therefore imperative that employers, legal and
a worker’s fitness for duty. He further explained
HR experts keep abreast with current affairs in
HEALTH Graph 2: Occupational Health Evaluation
Occupational Health Evaluation
Type of job
Type of job:
• Physical requirements • Exposure to hazards • Equipment used • Working environment
• Questionnaires including respiratory questionnaire, psychological questionnaires etc.
• Confirmed COVID-19 • Other health conditions • The severity of previous and current symptoms • Duration of Long-Covid
Other considerations: Ask the employee What are the main factors affecting their job due to Long-Covid Discuss solutions like remote work, flexible hours
Medical history: • Physical examination and observation • SARS-COV2-2 antibody Test • Urine tests • Glucose test • Multi-Drug test • Blood test • Exercise tolerance test
Establish level of current care
Enquire about sleep patterns
Discuss possible work adaptations
**Disclaimer – The information in this poster was adapted from a Long-Covid presentation by Dr Neil Van Tonder of eHealth Africa titled: “The Impact on the Workplace and Considerations for ‘Fit for Work’ certification”.
South Africa and any updated Long-COVID ad-
Worker health and safety must remain a priority.
visories that may be released. Ultimately, optimal
With the national vaccination rollout now under-
implementation of workplace prevention efforts
way, it’s up to all of us to ensure that Covid-19
against COVID-19 will minimise the number of
vaccination and non-pharmaceutical precautions
cases. Employers and workers alike should not let
such as mask wearing, social distancing, hand
down their guard in ensuring that all COVID-19
washing and sanitizing are followed and that our
regulations and directions appropriate to each
workers are protected in the best way possible so
workplace are implemented. This is not a simple
that we are a step closer to reviving our economy
task especially for large corporates where workers
and healing our nation.
may be scattered across multiple business sites, located across different provinces nationally and possibly even internationally. However whatever steps are taken, businesses should be mindful that
The NIOH is a division of the National Health Laboratory Service - focusing on surveillance of occupational disease, specialised laboratories and health hazard evaluations, applied laboratory and epidemiological research, the statutory autopsy services
“The Occupational Health and Safety Act 85 of
in terms of the Occupational Diseases in Mines and Works Act,
1993” places an obligation on the employer to
advisory services, as well as extensive teaching and training in
maintain a safe working environment, free from
occupational health and safety.
any risk to the health of its employees as far as it is
The NIOH is a World Health Organization (WHO) Collaborating
Centre and a Centre of Excellence.
Graph 3: What workplaces need to take into account
Number of hours per week What does a normal workday involve
Type of work
Workplace should take into account
Risk factors Is the work “safety critical” like working with machinery or driving
What aspect of the job is affected by Long-Covid impairment
The four capabilities you and your business require for future success Achieving sustained value creation in a world of deep, volatile and disruptive change means organisations and leaders will need dynamic new capabilities to maintain success and stay relevant into the future. Understanding the future better than competitors, making more intelligent decisions, moving faster
decisions about the future, Samson said making sense of the past provided only a part of the picture and was no longer enough to predict future success. To ensure sustained relevance and customer value, four distinctive capabilities need to be developed, operationalised and renewed over time: 1. We need to make better sense of the future than our competitors (Foresight). 2. We need to make prescient, systemic and intelligent decisions (Acuity).
and bouncing back smarter will be essential in
3. We need to move faster to deliver new forms of
a world where “ideas are the new currency in a
future value to customers and society (Agility).
hyper-competitive business environment and in-
4. We need to learn from adversity and bounce
novation driving new forms of customer value is
back, smarter and more competitive than be-
relentless,” says Deidre Samson, Senior Research
Associate at the Institute for Futures Research at
Samson said these four essential capabilities could
the University of Stellenbosch Business School
be summed up as Foresight, Acuity, Agility, and
(USB). Deidre is also a partner in Future-Fit, a Fu-
“Capabilities are often confused with com-
“Future success, from a personal and business
petencies, but the reality is that they are not the
perspective, has never been less of a sure thing. Cli-
same thing. Competencies are a current state of
mate change, pandemics, hyper-competition and
peoples’ skills or abilities to do a job. Capabilities
the relentless disruption of technology all combine
take us into the future, they include key resourc-
with other driving forces to ensure that no business
es required, peoples’ competencies, systems and
is safe and no career is secure,” she said.
processes, integrating mechanisms and sound
Whilst many businesses previously relied on histor-
governance. They should also be adaptable and
ical data and past performance to inform strategic
flexible to meet changed circumstances.
Acuity Sustained future value creation
“Capabilities enable us to do something on a
potential impact of a myriad of interconnected
sustained basis. To compete successfully, some
forces driving change. It requires that we join the
of these capabilities need to be what Teece calls
dots, gain insights based upon expertise and intel-
dynamic capabilities. Dynamic capabilities are
ligent use of data, and model plausible scenarios
the ‘distinctive things that we need to do better
towards which we navigate.”
than our competitors to ensure strategic success,” Samson said.
The four key capabilities work together in an integrated, dynamic way to support long-term,
Acuity is defined as “sharpness of vision, hearing,
sustained value creation.
quickness of thought”.
Samson said that Acuity translates foresight into “intelligent decisions to inform our actions”. Acuity means being in touch with what’s happen-
“Foresight is the ability to create and maintain
ing around us, being honest about our strengths
a high quality, coherent and functional forward
and weaknesses, having deep expertise in our
view,” Samson said.
future arenas of opportunity whilst ‘seeing’ the
“Everything starts with strategic Foresight – mak-
systemic connections that set up both intended
ing sense of the future in order to make informed
and unintended consequences. Acuity represents
decisions about what we are going to do to address
both rational and emotional intelligence, doing
challenges and take advantage of opportunities.
what’s right in a world full of ethical dilemmas
Foresight requires that we constantly scan the en-
and strategic trade-offs. It’s all making key choic-
vironment, consider the likelihood and assess the
es – about when to do things alone and when to
partner with others. It’s about building social rela-
lenge. Resilience means that we ‘pivot’, bounce
tionship capital based on trust with other people
back quickly from adversity and use the experience
and organisations in a broader ecosystem.
to learn, embrace new opportunities and reposi-
tion ourselves for even greater success,” she said. Samson said both individuals and organisations needed to take time out to reflect, learn new skills
Agility is the ability to move quickly and easily.
and develop new ways of strategising and work-
“In an asset-rich but time-poor world, Agility en-
ing centred on these four capabilities.
sures timeous results. If we can’t move fast enough
“Competition for survival has evolutionary
to implement new ways of doing things, if we are
roots, manifest in today’s hyper-competitive busi-
too slow in delivering new forms of value, if we
ness environment. Remaining relevant by matching
let excessive bureaucracy hamstring our ability to
and beating competitors as they jostle and position
respond, we are dead in the water. We run the
for advantage, ratchets up the speed and pace of
risk of having great ideas but not being able to
change. These capabilities are the new ‘muscles’
execute fast enough and then we are simply not
that organisations need to build to be fit for the
able to take advantage of the opportunities our
future. They need to permeate all levels or parts of
foresight has created.”
an organisation.” “Will we ever get off the rollercoaster? Proba-
bly not. From a biological perspective, we cannot rely on evolution to save the day. We have to in-
Resilience is the capacity to overcome and bounce
tervene in this relentless race by being able to do
back from adversity, also comprises the ability to
things that enable us to survive and thrive. This
learn from experience.
is as true for an individual as it is for those acting
“Foresight doesn’t mean that we get it right
as stewards of enterprises. As organisations, we
every time. There are going to be times when we
need to be resilient to bounce back from adversity
are blindsided or when events – like the Covid-19
and survive, and as people, we also need to be
pandemic – come out of nowhere to impact our
courageous, prescient and insightful to thrive in
best-laid plans. Covid-19 has introduced the word
championing the future challenges and opportu-
‘pivot’ to many executives vocabulary, the ability
nities to be found within our careers,” she said.
to change direction to deal with an urgent chal-
Who We Are?
Founded in 2007, Take Note IT is a leading provider of
Take Note IT presented a complex solution to Client,
Cybersecurity and IoT Early Warning Detection Systems.
We provide Cybersecurity monitoring and incident re-
• Analysis of the information from public resources.
sponse services utilising next-generation endpoint
• Vulnerability Assessment: discovering all vulnerabil-
protection, threat intelligence and services. We offer
ities in the target web and application servers with
proactive and cost-effective Cyber Security services for
the use of known automated tools.
early detection of Cybersecurity threats and protect our
• Black Box and White Box penetration testing.
clients’digital and physical assets’. We provide services
• Controlled hacking of the target systems by experts
across industries such as insurance, manufacturing,
certified in information security.
retail, telecom, financial services, pharmaceuticals, government, consumer services and emerging technology
businesses. Our core strengths are unyielding integrity,
• Black Box and White Box penetration testing re-
applied innovation, commitment to quality and passion for excellence.
ports. • A detailed report comprising the list of vulnerabilities and configuration weaknesses, which could be
Our Service Offering
exploited in the network access points.
1. Fully Managed Security Operations Centre (SOC)
• Recommendations on countermeasures.
2. IoT Early Warning Security Solutions
• Informing management team on the existing infor-
3. Incident Response Management
mation security risks.
4. Security Risk Assessment 5. Cyber Consulting
Why Take Note IT
6. Penetration Testing
• ISO Certification credentials
Case Study The Problem
• International Partners • Track Record • Youth Employment
Client is a South African based financial services group listed on the Johannesburg Stock Exchange.
Aiming to enhance the protection of a Mobile Applica-
To deliver quality service offering we are backed by an
tion against cyber-attacks, the client needed to identify
array of internationally recognised strategic partners
all security weaknesses of the utilised web applications
such as IBM, Crowdstrike, Splunk, Kaspersky, KnowB4
and mitigate the risk of misusing the network services.
just to mention but few. Our team is led by Mame-
As a security consultant firm, Take Note IT needed to:
la Luthuli who is a seasoned business professional,
• Perform the evaluation of security risks for the busi-
founder, and CEO of Take Note IT, Mamela is extremely
ness-critical web applications and network services.
passionate about mentoring young people and creating
• Provide detailed recommendations on the improve-
opportunities for them. She has been an entrepreneur
ment of information systems’ security level.
her whole life, having started several informal ventures since the age of 14. Find more information and reach out to Take Note IT by visiting www.takenoteit.co.za 33
100% black youth owned
Kokake Construction and Projects has proven to be a reputable contractor that seeks
tion and Projects workers are skilled in all the aspects
to remain an innovative and enduring contractor by
of construction trade and services and they all share
applying superior craftsmanship, attention to detail,
the company’s passion for construction excellence.
hands-on project management and strong cost-con-
The company boasts excellent relationships with a
tainment methods to benefit clients. This philosophy
number of architect, consulting engineers, conserva-
puts quality service delivery and customer satisfaction
tors and designer firms and this enables it to always
right at the centre of the business. Kokake Construc-
achieve their client’s project objectives.
OUR SERVICES Project and Construction Management
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CONTACT US 1868 Diphethwe Street, Zone 1 Ga-Rankuwa 0208, Pretoria Contact: 067 821 5405 Fax: 086 465 1398 Cell: 082 933 8356 / 076 023 0028 Email: firstname.lastname@example.org
PRESS RELEASE Now is the time to become a stem cell donor Annually thousands of people are diagnosed with blood cancers and blood disorders, as well as metabolic diseases. Many of these cases reach a stage where a stem cell transplantation is their only hope of survival. Therefore, DKMS has 11 million donors registered on its stem cell registry, with over 92,000 of these having gone on to donate to patients worldwide.
Thanks to medical and technological advances, James explains that donors and patients are now matched via more sophisticated typing of the Human Leukocyte Antigen (HLA) region in the DNA. The sample for this complex testing is in the form of a simple cheek swab from both the patient and the potential donor. “This is much more complex than matching blood groups.” DKMS Africa has access to the DKMS Life Science Lab which became the worlds’ first HLA typing Lab in 2013. “The lab utilises breakthrough Next-Generation Sequencing technology which has resulted in over 1 million potential stem cell donors currently typed per year,” she says. “We are now able to provide the most efficient and detailed donor selection process ensuring that every patient in need of a transplant is able to find the most suitable donor as quickly as possible,” adds James. However, she points out that the odds of being a match are about 1:100 000 which is why the organisation needs as many donors as possible. Outlining this process, James says that once
Alana James, executive director at DKMS Af-
matched, the donor will receive injections to stim-
rica, says this is vital as the chances of having a
ulate release of their blood stem cells which are
fully matched sibling donor are only 25 percent.
present in the bone marrow, into the bloodstream.
Although patients of European ancestry are likely
“For the actual donation, a needle is placed into
to increase the likelihood of finding a match on
one arm and the donor’s blood is circulated
a national or international registry to upwards of
through an apheresis machine. This machine acts
80%, this is not the case for patients of African or
as a filter to remove the blood stem cells and then
mixed-race ancestry. In the latter patients, donors
the remaining blood is returned through a venous
are found in less than 20 percent of cases.
line in the other arm. “The whole process takes
Reasons for this discrepancy are the significant genetic diversity that exists in African populations compounded by the lack of African and mixedrace donors on registries. People living with blood
approximately 6 hours and you can return to work within one or two days.” If you are aged 18-55 and are in general good health, you can register as a stem cell donor.
disorders in South Africa are thus at a distinct disadvantage. Alana adds “as such, we need to
For more information or to register as a stem
recruit local donors so we can save more lives.”
cell donor please visit dkms-africa.org
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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
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! 47
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