SA Outlook 7th Edition

Page 1

Your Source of South African Current Affairs

7th Issue










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


Healthcare Technologies


Alcohol Breathalysers


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


Rigid Printers


Universal Trading


Ngaphaya Y2K10


University of the Free State School of Financial Planning Law


Phoenix College


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


50 52-53

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

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 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

Gastrointestinal symptoms

Respiratory symptoms

Psychological symptoms

Cardiovascular symptoms

Musculoskeletal symptoms

Neurological symptoms

General symptoms






Chest tightness

Muscle pain

Abdominal pain




Difficulty breathing


Joint pain




Sleep Disorder

Shortness of breath

Chest pains


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

Special investigation

Medical history



Type of job:

Screening Tools:

Medical history:

• 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

reasonably practicable.

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

fore (Resilience).

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-


tures Consultancy.

“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-



















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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


FRANK MASESANE Marketing Manager Ck No.: 2010/119314/23 Vat No.: 4730278860

Products and Services • Supply of protective clothing (PPE) • Screen printing • Embroidery • Banners and signage • Corporate wear • Uniforms • Car branding • Promotional materials

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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

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! 47





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See our catalogue online at P.O. Box 10150, Centurion, 0046, South Africa 32 Panorama Road Rooihuiskraal x1 Centurion, 0154, South Africa Tel: +27 661-6295

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