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INSIDE: Greenpeace Africa CEO – N. Kabeberi WSP Africa CEO – M. Du Plooy PWC Chair – S. Machaba CESA President – Lynne Pretorius

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Prof. Edward Kieswetter & THE TT100 AWARDS

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8 Editorial 10 The Da Vinci Institute President - Prof. E. Kieswetter 15 Greenpeace Africa CEO - Njeri Kabeberi 19 WSP Africa CEO Mathieu Du Plooy 22 KM Developers CEO Arcilia Mothae 6

24 Mamoyo: No financial literacy, no success 26 Book Review 28 CESA President Lynne Pretorius 34 PWC Chairperson Shirley Machaba 37 Why the stakes in the Kenyan Election are so high 40 African Energy 43 Macron Wins! But can he lead? 46 TT100 Awards


EN MARCHE! since Napoleon. Perhaps this will open the debate on generational ascendancy and whether the future leadership pool should only be limited to those currently holding public office. Incidentally the name of his party - “En Marche!” translates to “Forward!”



he political situation in South Africa has taken a rather unfortunate turn following the cabinet reshuffle by President Jacob Zuma on Thursday 30 March after 11pm that led to the sacking of various ministers, most notably former Finance Minister Pravin Gordhan and his Deputy Mcebisi Jonas, and replacing them with former Home Affairs Minister Malusi Gigaba and a rather unknown Deputy Minister Sfiso Buthelezi. Opposition parties and civil society groups called for the immediate stepping down of President Zuma who responded that the cabinet reshuffle was in part motivated by a desire to give young people a chance at leadership and prepare them for the future. In other words, he claims that he made the changes to move younger leaders forward. Speaking of young leaders moving forward, on Sunday 7 May, Emmanuel Macron's supporters celebrated his election victory in France. At 39, he will become France’s youngest leader

Given South Africa’s skills shortages and economic prospects, it is encouraging to see the country’s thriving culture of business innovation flourishing in adversity. This will be highlighted at The Da Vinci Institute / TT100 Business Innovation Awards Programme, which celebrates the depth of innovation in South African companies. As nominations open for 2017, we present a pictorial on the last awards. In our latest issue, we speak to the President of the Da Vinci Institute, Professor Edward Kieswetter about his personal and leadership journey at the institute. We profile Executive Director Njeri Kabeberi, human rights activist turned environmental activist at Greenpeace Africa about her journey and the responsibility entrusted upon her to form an active environmental movement in Africa and lead the organization for a three-year term from September 2016. We also chat to leaders in South Africa’s professional services sector – WSP Africa CEO Mathieu Du Plooy, KM Developers CEO Arcilia Mothae, ITS Director Lynne Pretorius and PWC Chairperson Shirley Machaba. Happy Reading! MZUKONA MANTSHONTSHO Publishing Executive

Publisher: The Proud African Professional (Pty) Limited Reg. Number: 2010/012428/07 10 Madison Square, 195 President Fouche Drive, Randburg Republic of South Africa Tel: 011 251 6325 Director: Carol Malonza – Twitter: @mueni8 Managing Editor: KC Rottok – Twitter: @africankc Deputy Editor & Content Advisor: Leah Maina Publishing Executive: Mzukona Mantshontsho Sales Executive: Noleen Vito Edition Writers/Contributors: Keith Kundai Wanjiru Waichigo-Njogu Chaitwa Mamoyo Fred McBagonluri Joshua Cole Sekou Toure Otondi Photography: Mzu Nhlabati Design: O'Brien Design Website: Drutech Media Advertising Enquiries: To subscribe or contribute an article, email us at All rights reserved. Excerpts may be used as long as this magazine is credited as the source. Longer versions of our content may only be used with the written permission of the Publisher. Neither the publisher nor the editor accept responsibility for any information from edition writers or contributors. Whilst we have taken care in preparing this publication, the publisher/ editor does not warrant its completeness or accuracy. The editor retains the right to edit all contributions. Advertisers are responsible for their material.

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Question the existing Imagine the impossible

Create the enduring




rofessor Edward Kieswetter is the President at The Da Vinci Institute, a private School of Managerial Leadership in Johannesburg. Although he has an honours degree in maths and science education, and three master's degrees, including one in cognitive science - the teaching of thinking skills - Kieswetter is an electrical engineer by training. The African Professional Magazine spoke to him about his personal and leadership journey.


Tell us about your early life and your role today My family had meagre means and going to university was a luxury we could not afford. As a young boy of eight (8), I started to work with my mother who was a seamstress. After school, I would be a door to door salesman, selling the clothes we had made. In my little heart I knew that I had to sell the clothes so that my siblings and I would have dinner that evening and school lunch the following day. I learnt the simple lesson that I am here to be a blessing. Throughout my life, it was this clarity from my mother, along with the ethic of hard work that my father instilled in me, that has defined the purpose of my life. After I finished school, I worked as a labourer at an engineering company in Cape Town and studied at night at Athlone Technical College. I graduated to the Cape Peninsula University of Technology, where I completed a fouryear Diploma in Electrical Engineering. My hard work and diligence paid off

when Caltex Refinery employed me to complete my practical training which enabled me to finish my studies in Electrical Engineering. As a committed life-long scholar, I engaged on a path of investing in myself through hard work and studies, grabbing every opportunity to ensure that I grow both personally and professionally. What was your training like? One of the first lessons I learnt as a young apprentice was that anything worth doing was worth doing well and that still bears fruit today. You owe it to yourself to do your best and realise that you can learn something from everyone. I am thankful that I will never be unemployed. The work and life lessons that I learnt from my parents, Jocelyn and Edward, as well every other person from whom I've learnt, have made me a better person. I can take a block of wood and turn it into a piece of furniture. Turn a piece of metal into a tool. Create an electrical circuit from a roll of wires. Build a wall from bricks and mortar. Plant a garden. Prepare a meal. Write a book. These are all valuable skills, not only have they helped me be a better person, but have also enabled me to take care of my loved ones. I would urge young people to learn to work. We have far too many examples of a generation of individuals who now believe that hustling and brokering relationships constitutes work. What does the role of President at The Da Vinci Institute mean to you? The President performs the role that a

chancellor plays at state universities. Whilst my work is merely titular and ceremonial, I am mindful when I have the honour to cap students who graduate, especially PhD graduates, that this moment represents the culmination of years of hard work, tremendous sacrifice and the pinnacle of a long scholarly journey. So much is captured in that brief moment that I approach it with deep humility and a sense of great privilege for every single student. The moment, symbolic as it may be, is the highlight of my involvement at The Da Vinci Institute. I am often the public face of The Institute with various stakeholders, and also serve on the Council of The Institute where I bring my experience to bear on how we shape and grow The Institute. As Chairperson of the Board and a shareholder, I am actively involved in leading the strategic work to ensure that we build the The Da Vinci Institute into a sought after Managerial Leadership School and university of the future. How did the TT100 Business Innovation Awards come about, and what was the vision behind them? TT100 is already in its third decade and came about through the efforts of my predecessors in partnership with the Department of Science and Technology. Our vision is that we use this important platform to not only showcase companies who excel in innovative practices in the management of technology, innovation, people and systems, but expand an active network that will catalyse a wider community

of innovators thus creating internship opportunities for young students in STEM disciplines, and supporting young start-up entrepreneurs who are tomorrow's business leaders. What are you currently working on and what can we expect from you going forward? The Da Vinci Institute which traditionally was a business to business institution, follows a “work-based problem solving and action learning” approach in its design of learning experiences. This has made it difficult to enrol school leavers with no work experience.


Currently we are working on an exciting way that uses technologies such as gaming and workplace simulation to create the experience of work. It also means that we create the opportunity to experiment with emerging technologies and new business models that are likely to disrupt traditional models. We are embarking on this whilst remaining true to our ethos of making a measurable and meaningful impact for people and society. What initiative (if implemented) would leave the greatest impact for you and for Africa as a whole? The initiative above will ensure a higher level of employability for our students either to enter the workplace better prepared, or create their own start-up companies which is where my real passion lies as they would create employment for themselves and others. Meaningful work is key not only to giving people economic capacity, but importantly it gives them dignity, self-reliance and makes them useful members of society. What are the most critical resources for your successful leadership? Leadership is an inordinate privilege. I approach it without any sense of entitlement and must constantly guard against the common pitfall many leaders

make when they develop a sense of self-importance. Leaders need to take their work seriously, instead of taking themselves seriously. I remain scholarly in my leadership work and endeavour to lead with a clear sense of higher purpose and strong stewardship. As a steward leader, I consider my role to help in a number of strategic aspects, but I will single out what I refer to as the 6 "I"'s of Leadership: Concern for IMPACT Leaders wittingly or otherwise, have a significant impact through their work on the lives of people. A leader must have a heightened sense of mindfulness and concern for the impact that they have. Importantly, a steward leader always has the desire that their impact is positive and makes a meaningful difference to people. Clarity of INTENT Steward Leaders have “something they are prepared to die for”- a passion which they are prepared to pursue with fearless resolve. When one has the privilege to lead, it is important that you are clear on what you wish to achieve. There is nothing more soul-destroying than having to follow a leader who either has no clear intent, or is unable to communicate it with clarity. This does not refer simply to hollow rhetoric and platitudes that we so often hear from leaders on ‘soap boxes’. At the core of this intent, is to be clear where we stand and what we stand for, what we wish to achieve, and whose interests we intend to serve. INSPIRE Positive Action A leader does not act alone. Leaders, though often have to step ahead, must acknowledge that they achieve with and through people. Central to this is how a leader builds followership. Steward Leaders never have to resort to coercive or unethical means to build

followership. They inspire followership and positive action. The root word of inspire is in fact “in spirit”. In other words, inspiring leaders are those able to connect to people at the highest or spiritual sense of who they are. They help people feel better about themselves and keep them hopeful, even when they despair. They keep a positive goal alive and rally their followers to excellence. INFLUENCE the Disbelievers Not everyone is always supportive of the leader. A good leader never makes it ‘their’ problem, but accepts

the responsibility to take everyone along, even those who may initially resist. Through positive example, demonstrable leadership and constant persuasion, the Steward Leader would seek to influence the disbelievers who then may often become their most ardent supporters. Provide ongoing INSIGHT The goal does not remain clear to all the people all the time. When the journey becomes tough; when there is unforeseen adversity; when the environment changes, even the willing followers may lose heart. Steward

Leaders accept this and ensure that they themselves never become despondent, but continually provide additional insight that removes doubt, encourages recommitment and instils the belief that the goal is achievable. Nurture INTERDEPENDENCY Leaders build great teams. Having a group of people come together to do a task does not automatically turn them into a high performing team. Building a team requires a conscious effort. The Steward Leader helps everyone not only to believe in their own abilities, but to also appreciate the unique contribution others, and in particular how each contribution ensures team success. By embracing the diversity that each individual brings along, and getting others to value that, the steward leader nurtures interdependence and builds a great team where members look out for each other as they pursue individual and collective success. What is the legacy that you would want to leave by the time you retire? I do not think about building a legacy, but about making a small positive difference to those with whom I have the privilege to have in my family, social circles, and professional life. My greatest joy will come from knowing that I’ve been a blessing to others.

How do you strike the balance of career, business and interpersonal skills? This is always difficult to achieve in practice. I think for most people balance implies a division of time between different priorities, and almost always these priorities are competing. When you are a young father having to care for a family, you work hard to provide and that often takes you away from the very family you care for so dearly. Taking care of oneself is equally important and one has to find ways to do this with minimal impact on your family. I don’t profess to have achieved the correct balance, and with hindsight one could always have done things differently. Taking feedback from one's family is necessary and valuable in this regard. Listen to your conscience, and always try your best! How has the Institution done in terms of business growth objectives? We are always striving to do better. In the first ten years we have built a solid foundation, but we now have to expand our sphere of influence and community. How do you maintain ethics, integrity and professionalism? Be clear of what you stand for. I believe that if you don't stand for anything, you fall for everything. One must always be clear of the highest purpose one serves. That can never be money. It’s the main reason why people become corrupt and end up in unethical business practices. How do you participate in mentorship, if you do? I have benefitted tremendously from those who have offered themselves as mentors to me. In turn I love mentoring young people and find that I also grow and learn from those who I mentor.



AFRICA’S LEADING MINDS IN ACCOUNTING & FINANCE MEET AT THE CGMA AFRICA INAUGURAL CONFERENCE CIMA, through its Chartered Global Management Accountant (CGMA) designation will this year host the CGMA AFRICA INAUGURAL CONFERENCE 2017 (CAIC 2017) from 20 – 22 September 2017 at the Sandton Convention Centre, Johannesburg, South Africa. The conference, themed: Leading the way in a Volatile, Uncertain, Complex and Ambiguous (VUCA) World, will draw on the expertise of business leaders across Africa. It will seek to identify and discuss key issues in business in the current climate, outline future strategies for the sector across Africa and define a tangible future for the accounting and finance profession. As a highlight of the CGMA Africa calendar for 2017, the conference is set to host over 500 delegates from across Africa who are: • C-Suite Executives (CEOs & CFOs) • Senior Accounting & Finance Managers • Accounting & Finance Professionals Book your space today to gain unparalleled insights. Online bookings are open on W. E. T. +27 (0) 11 788 8723/ +27 (0)861 CIMA SA






reenpeace International operates in 40 countries and is funded through donations from close to 3 million supporters. It is headquartered in Amsterdam, from where it coordinates its efforts to save the world for future generations. Greenpeace Africa is on a mission to work with others to foster environmental consciousness where Africa's people seek social and economic prosperity in ways that protect the environment for the benefit of humans, the planet and the future. The Greenpeace Africa movement is a remarkable challenge and as such the organisation has chunked its initiatives into four key campaigns: protecting

the Congo Basin from deforestation, stopping overfishing in West Africa, promoting ecological farming in the Horn of Africa, and demanding a shift from fossil fuels to renewable energy in Southern Africa. Greenpeace Africa has offices in South Africa, Kenya, Senegal, Cameroon and the Democratic Republic of Congo. The African Professional Magazine spoke to Executive Director for Greenpeace Africa Njeri Kabeberi about her personal and executive journey since her appointment in September 2016. Tell us about your early life and experience to date I was born and raised in Murang’a

which is two hours outside the capital city of Nairobi, in Kenya. As a result of the various roles that I have held over the span of my career, I have travelled widely both across the African continent, and the rest of the world. Although I have not had a chance to travel to all countries on the African continent, I am familiar with the regions. I also have human rights activism experience on the continent having worked at the Centre for Multi-Party Democracy, spent seven and half years working for Amnesty International in South Africa and served as a Board Member of the Kenya Human Rights Commission for twelve years.

What does the role of Executive Director at Greenpeace Africa mean to you? The position means I cannot let myself, the board, my team and everybody else on the African continent down. Truth be told, academic qualifications did not put me in the Executive Director position at Greenpeace Africa - I am not an Environmental Professional. I am a firm believer that where you fall short, God substitutes your short comings with other strengths so that you become a balanced individual to deliver on your calling or career. For me, I bring a unique set of skills and experience, (i.e. human rights consciousness, good governance, extensive travel) and a willingness to go the extra mile in delivering my duties. These form part of the ‘positive baggage’ that I bring to the position. That being said, my passion in this position is to deliver and build a solid Environmental and or Greening Movement in Africa.


Have you had any particular challenges as a woman professional that you think differ from your male counterparts? How have you tackled them? Because I am a woman, I cannot fail, a woman is constantly under scrutiny - whether I can see it or not - given patriarchal circumstances we find ourselves in this continent and the world in totality. Praise will not come if my team and I do well, but criticism will be levelled on me if we fail and, that is the harsh reality! I draw my strength from my upbringing having been raised by a strong African woman and having six siblings. Additionally, I deliberately choose not to underrate myself. What advice do you have for younger professionals who are looking forward to joining the profession? This is a good organisation to work for. We need to safeguard our environment with all we have and behave responsibly towards our environment. Our efforts towards social justice should be at par if not doubled when it comes to

environmental concerns, let us strike that balance, let us have more volunteers in efforts to salvage our continent from pollution and climate change. What are you currently working on and what can we expect from you going forward? We have just completed our three-year strategic plan and a very successful Ship Tour of the West African Coast. Greenpeace Africa is working with governments to maintain the moratorium against logging with a view to protecting the Congo Basin from deforestation. We are also seeking a joint Agreement of West African governments to stop Illegal, Unregulated and Unlicensed fishing on the West African Coast – we need a regulated sea life. In East Africa and the Horn of Africa, we are promoting ecological farming as opposed to Industrial Agriculture which we believe has more resilience in this drought stricken region - Our Food for Life campaign speaks to the dignity and respect that must be shown and given to smaller farmers who work tirelessly towards maintaining food security. We are demanding a shift from fossil fuels to renewable energy in Southern Africa through our Climate and Energy campaigns. In this strategy we are also introducing two new campaign areas; against plastics and oil for their continued damage to the environment. What initiative (if implemented) would leave the greatest impact for you and for Africa as a whole? All our four main campaigns are extremely important for each of the four regions. A plastics campaign would however gain momentum across the continent. Africa needs to eliminate PLASTICS! What would you say are the most critical resources for your successful leadership? I consider my staff leaders at every level in the organization; irrespective

of title and or position, I am therefore counting on their renewed commitment towards the realisation of a vibrant green movement in Africa. Greenpeace Africa will be seeking partnerships with other environmental organisations in the continent at community, national and regional level. I am counting on African governments to understand the damage we are doing to mother Earth and have the relevant policies to salvage the continent. Financial resources are important in the work that we do; it is a priority; hence we have a dedicated fundraising team working tirelessly. I want to see all our Environmental Affairs Ministries in the continent becoming leaders in the environmental and greening movement that Greenpeace Africa is championing. Corporate are unfortunately corrupting our governments hence we constantly have issues around pollution and climate change – corporate need to understand their responsibilities to saving the environment as well for us all. How would people describe you as a Leader? My team would tell you that I have an open door policy. Teamwork and teams are important to me for success. What legacy would you want to leave by the time you retire? The Environmental Movement in Africa is about a common vision for Mother Africa to reduce oppression, inequality, hunger, poverty and most of all the damage we are causing to our environment. Bringing together the voices of environmental, humanitarian and human rights activists, governments, private sector and the everyday citizen to realise this vision would be the legacy I would want leave behind. How do you strike the balance of career, business and interpersonal skills? I have adopted a style of leadership where I seek to get buy-in from all stakeholders. When people understand where you are going, it is easier for


them to support you. In my previous job for instance, I had two “bosses” my Chief Financial Officer who gave me advice on adherence and got me to listen when it came to the numbers, and our tea lady who made sure that I ate something when things got too busy. I like to build strong teams; if my team is weak, I would never be able to deliver on my mandate, it’s that simple.

How has Greenpeace Africa done in terms of business growth objectives? We have finalized our ambitious strategic plans going forward for the next three years and submitted to our board. I am happy to report that in South Africa alone, we have seen a 16% growth rate in our fund-raising efforts in the seven months that I have been here, and I envisage that the same enthusiasm will spread to the rest of the African continent.

How do you maintain ethics, integrity and professionalism? In every industry there are Do’s and Don’ts. Greenpeace does not get funding from governments or Corporations. Global principles of Corporate Governance and the King IV Report (South Africa) on ethics good governance are our guide. We are aware that an action by one individual can tarnish or damage the work that


Greenpeace does. Our Board has instituted an Ethics Committee to play an oversight role in that area. If we are not vigilant, we may be seen as being corrupt and turning a blind eye to issues such as sexual harassment in the workplace, insensitivity to minority cultures and other forms of discrimination in the work spaces. How do you participate in mentorship, if you do? I encourage young people to go onto our website and consider our six months Internship programme. It is still early days for me, but when we do our performance reviews, I will be encouraging our staff members to be Role Models in whatever positions they hold. We have set aside funds for training and development as our human capital is key! I also hope to be a Role Model in my daily interactions with my team. How does Greenpeace Africa contribute to the community? Greenpeace Africa has never been grounded to the communities we are in but that has to change. In my tenure I aim to make Greenpeace visible, make Greenpeace relevant, have a lasting impact in communities and manage our resources to make a lasting and valuable change in people’s lives. We need to have an active environmental movement in Africa!

How is Greenpeace Africa doing in terms of Transformation objectives? I am deliberately pushing and striving to have a Greenpeace Team that is inclusive whether it is on gender, ethnic (read Africa representation) dynamics, or dealing with minority and marginalized groups. I want to see Greenpeace Africa being a conscious, fair and just organisation. Although we are part of an International organization, we are a importantly a Regional organization, based in five different countries (and growing), that must be manifested in the human capital we have and abide by the labour laws in the space that we are in. How do you ensure Greenpeace Africa is delivering quality customer service? It is my role to empower and facilitate all my teams to deliver on their mandate. Our Board takes its oversight role very strictly and as part of the Global Greenpeace Family, we have a duty to be accountable to each other. What makes you ‘tick’ or keeps you awake at night? The sense of urgency to change the mind-set of Africans with respect to the importance of environmental matters. Things are not happening as fast as I would like them to. I am always asking God to give me time to implement the

changes that we set out in our strategic plans, time to deliver on our vision and mission, and time to build that Environmental Movement for Africa. What awards has Greenpeace Africa won? I am doing things differently and have taken some calculated risks since taking over the office. Acknowledging with humility that I am an award winning leader, I can say with certainty that Greenpeace Africa will be awarded in the future, watch this space! Like I always say to my team, ‘I hope you are wearing your running shoes, we will keep going until we win for Africa!’ When you not at work, what do you get up to, including family life? Apart from spending time with my family, I love going to the gym. I still enjoy outings with friends and love music and movies. I intentionally make an effort to lead a normal life hence I am still able to read a book and finish it! Where can people follow you online? Follow us on twitter @GreenpeaceAfric, Like our facebook page greenpeace Africa or visit our website on http://




SP is a globally recognized engineering professional services firm with a combined 130-year history. Its roots are in companies founded in the United States, the United Kingdom and Canada. The company employs 37,500 people globally. The South African Professional Services Academy spoke to the Managing Director of the Africa business, Mathieu du Plooy, about his personal and entrepreneurial journey. Tell us about your early life Having grown up in Cape Town and graduated in 1996 with a mechanical engineering qualification, I initially worked for a local consulting firm and then spent two years in the United Kingdom, working for a contractor. I returned to South Africa in 1999 and joined WSP’s Industrial Refrigeration department. Between 1999 and 2007, I worked on many commercial and industrial refrigeration projects, initially locally, then nationally, and then throughout the African continent and into the Middle East and Far East. In 2008 I moved to Johannesburg to head up our Building Services offering. I took over as Managing Director for Africa in 2010. What was your training like? I knew at an early stage in my career that I wanted to be on the business side of things, so I added an MBA from UCT to my engineering training between 2001 and 2002. I went further to do my Masters in Commerce between 2004 and 2008.

What does the role of Managing Director at WSP Parsons Brinckerhoff mean to you? My role is about broadly offering leadership, to promote the growth of other leaders in our business by encouraging our teams to grow both their technical abilities and interpersonal skills. Our business is relationship driven, making it very important that our people are comfortable in their own skin and are able to support each other as we deliver on the projects our clients have entrusted to us. How would people describe your Leadership Style? I think I am very open to people in that I believe in empowering the people around me. I am there to support rather than to dictate to people. I am a servant leader – I strive to support our leaders in the organization to perform and excel in what they do. What have been your highs and lows in your working career? The highs have included what we call our People Journey – providing various initiatives that help our people to become ever more comfortable in their own skin and capable of achieving their potential. Part of this, for example, is our Personal Mastery programme, which helps our people to develop their self-awareness. It has been a big success. We have also successfully integrated our business in Africa following the global acquisition of Parsons Brinckerhoff in 2014. That brought together two businesses with complimentary technical abilities and client portfolios, with two different cultures that had to be merged to form


an organization that people from both legacy firms could identify with and find a sense of purpose in. What keeps you awake at night? Two things: Firstly, how do we address the technical and people skills base, not just within WSP but in our country. I spend a lot of time thinking about how we help our own people achieve their professional registration and get the relevant experience, as well as on-going need to invest in our people and the industry as a whole. My greatest aspiration is that our Professionals can stand competently and proudly on any international stage.


Secondly, how do we maintain cash in the bank and find that balance of having a sustainable South African business that provides professional services effectively and efficiently to the clients what have trusted us to advise them on their projects. What legacy would you like to leave behind when you retire? I would like to see continued growth. I would like to see the company culture, team relationships and identity sustained over the coming years. How has the organization fared in terms of Business Growth? In spite of a challenging environment, we continue to achieve marketleading positions within specialist sectors. As an example, our power business has grown phenomenally, our operating margins have improved in general, and we have maintained or increased our market share. How is the company doing in terms of growing the Engineering and Science Profession? We have effective conversations to support our employees, not only through graduate discussions, but by

providing mentoring support to develop our candidate professionals. We have leadership training to better equip our engineers to lead a professional team successfully. I personally support these initiatives and am passionate about development of all our staff.

"I would like to see continued growth. I would like to see the company culture, team relationships and identity sustained over the coming years." We have an active bursary programme for tertiary education in engineering and science, and offer support to a number of organisations that promote mathematics and science, as well as career in

engineering and environmental science, in high schools. For example, we are fully behind and support Engineers without Borders, where we have worked with this oranisation to grow as both a student organization and NPO since its very early days. The organization also supports further training at Honours and Masters level. How is the organization delivering on excellent Customer Service? Repeat business is high and our customer service is relationship geared. We are using the seller-doer operating model in delivering projects so that we have senior people on all projects and we ensure we deliver relevant and appropriate solutions. This also means that our clients are in always dealing with the person that is delivering their project as well, so there’s less room for misunderstanding. We have high standards in terms of doing what is right in the business in terms of ethical behavior, integrity and professionalism. How do you personally and WSP as an organization take part in mentorship? The organization supports the Alan Gray Foundation and I personally mentor and support this initiative. I have an Australian colleague who I am guiding in terms of international exposure and best practices. We have an internal mentorship structure where individuals are assigned mentors within the organization in line with the employee’s aspirations, particularly for our Candidate Engineers to ensure they achieve their professional registration and future dreams. The organization advocates for internal coaching dynamics to grow our people within.

Has the organization won any awards recently? The organization is always involved in projects that achieve industry specific accolades, from the PMR.Africa awards to the SAPOA, CESA and SAICE Awards. A recent Carte Blanche exposè covered one of our professional executives doing exceptional work in New York. We are also considered centres of excellence in a number of engineering disciplines. For example, our Stellenbosch-based Coastal engineering team are world-renowned and are currently working on a number of major ports projects throughout the African continent.. When not at work, what do you get up to? Family life is important to me – I am married with an 11 year son and 8 year old daughter. They keep me grounded. I also have a passion and keen interest in mountain biking. 21






n line with upholding the South African principles of Black Economic Empowerment through the employment and training of young people, Arcilia Mothae in 2009, established KM Developers - a professional construction management and cost consulting practice offering comprehensive property development professional services from acquisition, to design and development. How did you start KM Developers and why did you choose this particular industry? Working towards professional registration in a consulting firm as a candidate quantity surveyor, I had always known that at some point in my career I would want to start a business. It was easy to gravitate towards starting my own initiative in the industry. What was your vision when you started the company? To form an entity that would focus on property development and investments, hence the name KM Developers. The vision remains. In order to raise capital, I used my consulting quantity surveying skills to generate revenue and we became the consulting cost and construction management company we are today. What is KM Developers culture? KM Developers’ culture is one of enabling continuous learning towards professional excellence for all staff. I am passionate about mentoring and coaching young women in the industry, so the company provides that environment. For our clients, we

commit to providing unique professional solutions in an ethical manner. What are your goals for the next five years? There are two main goals: to increase our revenue to a level that will enable us to access and play comfortably in the property development sector. Secondly, to set up a formal mentoring and coaching programme within the company for young women aspiring to have careers in the construction and property industry. How do you maintain professionalism, ethics, and integrity at KM Developers? As a professional, I am expected to conduct my business activities within the parameters of certain codes of conduct and ethics such as performing due diligence on every client’s project irrespective of the size. What challenges do you face as a woman business leader compared to your male counterparts? Men and women’s business experiences will always differ. With our industry being male dominated, the difference is big. Some of the major challenges are how opportunities for business networking are still tailored to suit our male counterparts. As a woman you must bulldoze your way to fit in. The lack of confidence that clients have in female business leaders in this industry is disturbing - being a woman, some clients still have doubts that you are competent and that you will deliver on your promise.

What is your managing style? I believe in team work, constant consultation and continuous recognition for work well done. I am a firm believer that young people need to be acknowledged and appreciated. What is the one word that describes you best? Determined. Once I have decided to take on a journey, I am determined to finish the course no matter the challenges. What are the major challenges that you are facing in your industry? The recognition of being a professional entrepreneur in this industry in our country has been degraded. People see you as what is commonly known as “tenderpreneur” - clients are unable to differentiate between qualified and unqualified industry professionals, which devalues our businesses. How do you stay inspired? I recently qualified as a Life Coach. The journey to this qualification has taught me that inspiration is internal, that if you are passionate about your daily activities, you will not seek external inspiration. I am passionate about the industry and transferring my skills to others.




NO SUCCESS. "It's never too early to teach your children about the tool of money. Teach them how to work for it and they learn pride and self-respect. Teach them how to save it and they learn security and self-worth. Teach them how to be generous with it and they learn love." ~ Judith Jameson


Living in Johannesburg (and on the internet), I have come to realise that we are a melting pot of people from all walks of life. Some of us come from poor backgrounds, others from middle class backgrounds and, a few, from wealthy backgrounds. We are all thrown together in this metropolitan melting pot to do what we can to not just live, but to thrive. I am sure I speak for a great many people when I say that our parents did a great job of parenting us. Most of us are wellmannered. Our parents invested in that. We had access to education. We had decent clothing and food most of the time. Our parents invested in that. We were taught to be ambitious. Our parents invested in that. Safe sex and abstinence? If not the parents, then certainly the schools invested in that. Personal grooming? Of course, there was plenty of investment in that. No-one wants to be the girl or guy with the hairy, smelly armpit. Articulate and well-spoken? Articulate folks are a dime a dozen. We seem to be a bunch of well-rounded human beings with a good education. What more do we need? In the final year of my law degree, I genuinely felt that way. I felt that as soon as I had that degree, I would be fully equipped to face the world and win. I got the degree and stepped out into the world

and reality burst my bubble instantly. In the boxing match between myself and reality, I got knocked down a good many times. Each time, the following was confirmed: A degree was not enough; good manners weren't enough; good personal grooming wasn't enough; even a first job wasn't enough. I needed a financial education and I needed it fast. All of sudden I was assailed by the concepts of good debt, bad debt, personal loans, car loans, store credit accounts, buying lunch, surviving from pay cheque to pay cheque, taxes, budgets... in short, financial management and literacy. I was ignorant about one of the most defining factors of the success recipe. Allow me to illustrate how much of a defining factor it is: Donald Trump. Slowly and painstakingly, I taught myself both from experience and from the experiences of others that buying everything for cash is not always wise in the long-term unless you are already wealthy. That you need strategic debt in order to build a credit record. That a good credit record opens a lot of doors when you need good debt. That a clothing account is not good debt. That a credit card is dangerous in an inexperienced hand but you need the bank to trust you with one later in life when you want to shop online from the comfort of your bedroom. That you need discipline in the early years of earning an income in order to be comfortable in your later years. That you don't need everything you want. That bad decisions and 'YOLO' financial decisions are the main reason why so many people cannot afford to retire. That it can take up to a decade to dig yourself

out of a year of bad financial choices. That if Mike Tyson can go from having three hundred million dollars to being bankrupt because of financial illiteracy, it can happen to you with a lot less money. I haven’t even grazed the tip of the iceberg of lessons that hit me. Our parents equipped us the best way they knew how with the hope that we would do better than them. Is that not every parent's ultimate goal? In doing the same for our kids, we need to ensure that we close the gap and equip them to make smarter choices than we did. They say a wise man learns not from experience, but from the experiences of others. Let us be the generation that learnt that financial literacy is the difference between success and failure, and let our children be the generation of wise men and women who learnt from the experiences of their parents. The earlier you teach a child to swim, the more comfortable and proficient they are in the water as they grow older. The earlier you teach your children the founding principles of financial literacy, the higher the chances are that they will excel when their peers are trying to figure it out 2 decades from now.


TAP Book-Review:





n Image of Africa was first presented in 1975 as a lecture at the University of Massachusetts. The Trouble with Nigeria was first published in 1983. Forty-two and thirty-four years later, both writings by Chinua Achebe remain relevant as reference points in remembering Africa’s history and analysing its current situation. This suggests a clear and unfortunate case of arrested development across the continent. Let’s do a quick analysis of the continent by looking at a few countries.


South Africa is currently struggling to handle a corrupt president who has refused to let go of presidential powers. At the same time, the country is negotiating ways of dealing with an oppressive historical past which still determines economic, gender and race relations - like a grisly nightmare that doesn’t end when one wakes. Kenyan’s are about to participate in their 6th general elections. However, the debates and concerns that preoccupy voters have existed for years; tribalism, corruption, poverty, gap between the rich and the poor and a sense of fear. In Uganda, citizens are struggling to protect their human rights; right to freedom of expression, and to elect a new president after two terms. Then there is Zimbabwe, a country whose leadership started on a noble tone. Most Africans admired - and many still do - President Mugabe’s ideology, but while his ideologies remain venerable, reality has become unbearable.

The country has slowly and progressively depreciated into a state of schizophrenia. Swaziland is still an absolute monarchy. Whilst the country’s economy suffers in the hands of the King, freedom of expression is a luxury that is craved by its subjects. Cases of journalists being harassed and intimidated are rife in Swaziland. Given the current situation of most African countries, it is necessary to reflect on the words of wisdoms written by those who came before us. We need find out where the rain started to beat us, and how we can dry our bodies. An Image of Africa is an essay that seeks to restore dignity to the black African and to the continent. It is a critical analysis and response to Joseph Conrad’s Heart of Darkness published in 1902. Heart of Darkness was considered one of the greatest works of English literature. Achebe’s response is twofold from a stylistic and content perspective. His ability as a black African man to understand and so eloquently critique Conrad’s works is a powerful statement and necessary comeback. Achebe gives the imagined reader a short but vivid preview of the psychology of colonialism. He unpacks the layers of disdain camouflaged in an author’s attempt to give a “genuine” account of his perception of the continent and its people. Achebe also highlights the insecurities suffered by the West. He writes, “It is

[their] desire to set Africa up as a foil to Europe, as a place of negations at once remote and vaguely familiar, in comparison with which Europe’s own state of spiritual grace will be manifest.” This explains the narrative of the Dark Continent that has been popular in Western media for many years and which Africans are trying to correct. Writers such as Chimamanda Ngozi Adichie and Binyavanga Wainaina are among many that have documented and radicalized African narratives. Africans have also used technology and social media to highlight the danger of a single story and to give alternative representations of the continent. Trending hash tags like “someone tell CNN” or “the Africa the media never shows you” are excellent examples. It is important to note that other literary critics like Edward Said, argue that Conrad’s novella and Achebe’s response are contextual, bound by time and place. Said argues that Conrad’s story belonged to the time where imperialism reigned. Conrad was not aware of an alternative and could not foresee one. However, for an African reader, it is easier to relate to Achebe’s context for obvious contextual reasons. In An Image of Africa, Achebe is a father protecting his family and his land from foreign enemies. In The Trouble with Nigeria, he is a father chastising his children once the enemies have left. He is brutal and honest in his analysis of postcolonial Nigeria. The Trouble with Nigeria is divided into ten chapters that address Nigeria’s weaknesses. Tribalism,


religion, security, war, and a false image of ourselves. Achebe questions the motives of political leaders, “why do you seek political office? Why do you want to rule?” He argues that their answers are unoriginal, lacking “enlightenment.” For years Achebe has been shaking Nigerians, reminding them of their power over political leaders, and their ability to make the country powerful both politically and economically. Today, Nigeria is globally known for the "scam spam" that litters Internet mailboxes. Granted, their entertainment industry is impressive - Nollywood is well-known in most households across the continent

as is their music. However, their politics like that of most African countries, is wanting. Though the essay addresses Nigeria, it can be used as a blue print across the continent. For instance, Achebe warned that the undisciplined actions of leaders would incite anger and rebellion. He writes, “These eruptions [rebellions] having no selfish motivation, are the price, sometimes exceedingly heavy, which society pays for the luxury of having a bad leader.” Modern day examples of such eruptions include the Egyptian revolution, the “fees

must fall” campaign in South Africa that attracted global attention, the 2007 postelection violence in Kenya that displaced and killed thousands. According to Achebe, the trouble with Africa is leadership. There is nothing wrong with Africa and Africans, we have the resources, we have the skills, but what we lack is disciplined leadership. The book is a short and necessary read. The brilliance of Achebe’s thinking and writing skills effortlessly shines through.



nnovative Transport Solutions (ITS) are specialists in traffic and transportation engineering and employ civil engineers, specialist transportation engineers, and electronic engineers to deliver on traffic engineering, integrated transport planning, public transport planning, non-motorised transport planning & design, and policy development.


Director at ITS and President of the Consulting Engineers of South Africa (CESA) Lynne Pretorius spoke to the South African Professional Services Academy about her personal and entrepreneurial journey. Tell us about your early life and your role today My love for engineering was ignited in Grade 12 when an engineering student, accompanied by a Director from Aurecon, came to our school to talk about civil engineering. I received a bursary to study civil engineering from the company and graduated in 1993 with a B.Eng. (Civil Engineering) from the University of Cape Town. I later studied towards my Master’s Degree and in 2004 obtained an MSc.Eng. in Transportation Engineering from the University of Stellenbosch. In 2013 I was invited to sit on the CESA Board and subsequently became Deputy President in 2014 and President in 2015. What does the role of President of CESA mean to you? Being invited to sit on CESA’s board was an achievement I am very proud of. Being elected as Deputy President of CESA and becoming President have

been defining moments in my career. It has elevated me to operate at a new level, with new challenges and new skills that need to be developed. As a woman professional, do you think you face different challenges from your male counterparts? The industry is still male-dominated and has a particular culture that does not necessarily embrace women and the way they work. I made a conscious decision to start my own consulting practice which allowed me to design and implement an environment that supported my needs as a young mother and working woman. Looking back, it was the best decision I ever made as I did not have to negotiate or fight a male dominated corporate environment. Stepping out does not necessarily imply lack of ambition. I was exercising a woman’s right to choose her path. Unfortunately, not many women are fortunate enough to make such choices and pursue the alternatives out there. Early in my career, I was fortunate enough to work with a female senior engineer and I could model myself around her. Her advice was not to project myself as a female engineer, but just as an engineer and that is how people will perceive me. This advice has stuck with me over the years. I recently had the opportunity to speak at the CESA Young Professional Imbizo and there was such an overwhelming response from the audience. Too often we remain silent about the “glass ceiling” and the male-dominated corporate environment and in doing so, nothing changes. My 2017 Presidential Message

for CESA is “Let’s Talk Transformation”. One of the strategies adopted is to acknowledge the ‘glass ceiling’ and to make it part of mainstream discussions within the consulting engineering environment. What advice do you have for young professionals wanting to join the profession? Through education you can improve your life and work in a profession you love. I was once told that it is in fact easier for young people to conform to the stereotypical township life than to actually do something different and rise above their circumstances. I tell people that I failed in my first year of university. However, I was fortunate not to have been one of the statistics that dropped out of first year. At the time my father said “Lynne, the world does not meet you half way. You must go out and get what you want”. It sounds like a cliché, but it was very effective. I never failed again and those words remain with me today. I put my pride aside and did what needed to be done and went back to university. The lesson to be learnt was that failing my first year was not the end of the world. I started my own firm, I am a Director of a National Company and President of CESA – despite having failed my first year. What are you currently working on and what can we expect from you going forward? At ITS I am involved in many projects occupying the role of project manager and technical specialist on many projects. Our firm is involved in many of

the Bus Rapid Transport (BRT) projects currently being rolled out in many metros and cities in South Africa. I am launching CESA’s approach to transformation and a supporting action plan will be rolled out over the next few months and years. I hope to continue to participate in this program after my presidency to see to it that transformation takes place in the engineering profession. What initiative (if implemented) would leave the greatest impact for you and for Africa as a whole? The eradication of corruption. What would you change if you had all the powers in the world? I would get all children into school. What are the most critical resources for your successful leadership? How would people describe you as a Leader? I have a solid, supportive and dedicated team behind me - the CESA board comprises representatives of various firms, and the CESA team - under the leadership of their very able CEO allows me to perform my duties. I think

people would describe me as a teamorientated and compassionate leader. What legacy would you want to leave behind when you retire? When I started Pendulum Consulting in 2004 we set out with a mission to build communities. Through our skills in transportation planning and traffic engineering, we contribute to the process of building South Africa. I would like to see successful public transport systems operating in South Africa and know that I participated. How do you strike the balance of career, business and interpersonal skills? Having a healthy work-life balance is not easy; luckily I have a very supportive husband who encourages me to do what I have to do. I have to prioritize because I don’t always get to do all the things that I should be doing, but I focus on the important ones. My colleagues at ITS are very supportive in creating the space for me to fulfil my CESA obligations. How has CESA done in terms of business growth objectives since you came on board?

In the last few years CESA has had a number of CEOs which influenced its business growth and strategic directions. During my presidency a very capable CEO started at CESA and under his leadership, brought stability to CESA activities. Our strategic direction includes the following: • To drive Sustainable Transformation • To maintain standards of Professionalism and Quality Management • Provide Business Support to Members and Clients with emphasis on Procurement • Build Partnerships with Government and other Stakeholders • Ensure that good Governance and Integrity prevail within the industry and profession • Create awareness among consulting engineers of issues affecting the industry There are currently over 540 firms employing over 24 300 CESA staff members.


How do you maintain ethics, integrity and professionalism? I have always believed that at the end of the day you must be able to look at yourself in the mirror. If you can do that, then it was a good day.


How do you participate in mentorship, if you do? As a professional engineer, I am actively involved in mentorship. It is not through official programs though. It is just part of the day to day work we do. As a professional engineer in a consulting engineering practice, you mentor all the time as we work with young people. The position and opportunity at CESA also allows me to fulfil this need. I enjoy working with young people. They are innovative, ‘fresh’ in their thinking and keen to learn. They challenge me both personally and professionally. The world is changing rapidly around us, fuelled by advances in technology. The way we do business has changed and cannot be better illustrated than through observing the manner in which Uber is disrupting traditional transport services. All of a sudden the way taxi cabs operate is becoming obsolete. This trend is fuelled by the younger generation’s desire for ease and access to transact at the push of a button. How does CESA contribute to communities? CESA is committed to the promotion of excellence in the consulting engineering industry. Through its members, CESA seeks to continuously improve the quality of life for society, by interpreting the environment and pioneering

change, through partnering with all key stakeholders. CESA strives to enhance the industry to make a credible impact on the communities that its members serve. How is CESA doing in terms of Transformation objectives? Currently the profile of the CESA membership is still dominated by white male engineering staff. Although our members are actively involved at various levels, the pace of transformation is not as rapid as I would like to see it. Having said that, it is important to know that skilled experienced engineering practitioners do not develop overnight. CESA has developed their approach to transformation recently. As necessary as transformation is for member firms to be competitive in the current procurement environment and to be in a favourable position when bidding for public sector projects, it is CESA’s view that this should be a secondary consideration. CESA believes that its member firms should pursue transformation because it makes good business sense. Transformation is the right thing to do and we need an open attitude to embrace it and must not see it as a burden. For transformation to be sustainable, we need to take a longterm view to ensure that the necessary building blocks are in place to realise this. How do you ensure CESA is delivering quality customer service? Our vision is to be “your partner in consulting engineering excellence”. This is underpinned by our mission statement. Through this, we are committed to

providing quality consulting engineering services. CESA also requires its members to adhere to Quality Management Systems, a Sustainability Reporting Framework, a Business Integrity Management System (BIMS) and the CESA Code of Conduct. What have been the highs and lows in your working career? A highlight in my career has definitely been the CESA Presidency. I haven’t experienced a low point in my career yet. How does CESA take part in developing the profession you belong to? Through the School of Consulting Engineers, we offer courses both to the industry and our members. This includes courses for Continuous Professional Development as well as the Business of Consulting Engineering. What awards have you won? I have won a SABTACO (South African Black Technical and Allied Careers Organisation) award for the ‘Establishment of a New Firm in the Built Environment Profession’ in 2004 and the CESA Certificate of Recognition in 2016 When you are not at work, what do you get up to, including family life? I read and I spend time with my family. Where can people follow you online? I’m quite active on LinkedIn.




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HELP STRENGTHEN GREEN ROOTS IN AFRICA! Greenpeace is independently funded from political or commercial interests. This means we do not accept any money from companies or governments. Individual contributions, along with foundation grants, are our only source of funding. Our independence gives us the unique authority to effectively tackle power and make real changes happen.



Greenpeace has booked victories against overfishing by European and Asian fleets along the West African coast. But the battle is not yet won. Our goal is to help West African nations in the fight to conserve one of the world’s richest fishing grounds.


The Food For Life campaign in East Africa promotes farming that is good for the plant and for the farmer. Ecological farming does not only give the farmer more economic stability, it also proves better for the environment, stepping away from chemical heavy agriculture while helping to endorse healthy food.


Greenpeace focuses on protecting the world’s 2nd largest rainforest - the Congo Basin forest, under threat from deforestation. This incredible rainforest is home to over 270 species of mammals, including endangered gorillas, the chimpanzee and the bonobo. We need to act fast to preserve it!

CLIMATE & ENERGY We take the lead in pushing for a renewable energy future and fighting to halt catastrophic climate change. There is no time like the present for an Energy [R]evolution in Africa. Solar and wind are in abundance, lets make the switch!





wC in Africa is the largest provider of professional services with close to 400 partners and over 9000 people in 34 countries. The organisation is able to provide its clients with seamless and consistent service, wherever they are located on the continent. The South African Professional Services Academy spoke to Shirley Machaba, Chairperson of the Board, and Partner in Charge (PIC) of the Pretoria Office at PwC South Africa about her personal and entrepreneurial journey.


Tell us about your early life and your role today I am a Chartered Accountant with over 24 years’ experience in internal and external audit, risk management, and governance in the public and private sector. As the first Head of Internal Audit to be appointed at the Department of Justice and Constitutional Development, I built the internal audit function to over 100 internal auditors nationally. I am an author and renowned speaker who presents locally, regionally, and internationally. In 2003, I was privileged to be named Internal Auditor of the Year by the Institute of Internal Auditors. I was appointed PIC of the Pretoria Office in July 2013 and serve as a member in the PwC Global Board - representing emerging markets including Africa since July 2015. What was your training like? I am fortunate during my traineeship to have been exposed to various industries - including the financial services sector which was at the time reserved for PDI’s.

My training was intense, but looking back, I truly appreciate the experience. What does the role of Chairperson of PwC South Africa mean to you? This role requires me to lead the Board in monitoring the implementation of the firm’s managerial strategy. With PwC being the largest international professional services firm and taking cognisance of the ever changing risk landscape across the globe and the mega trends, my role is to embrace PwC’s vision 2020 which encompasses the network strategy and leadership strategy priorities: • Our Competitive Advantage through the brand, our Talent, Quality and Culture • Being chosen Number 1 in business, • Our Effectiveness and Efficiency, • Being Technology Enabled, and • Being Agile and Ready. Have you ever had any particular challenges as a Woman Professional? Yes, the unconscious bias from both men and women will always be a challenge. My attitude is that ‘no one will determine my destiny except myself’. So, I shy away from distractions, I stay focused and determined to exceed set expectations. What advice do you have for younger professionals who are looking at joining the Profession? Success is a journey and not a destination. There will be stumbling blocks along the way, find the necessary support to realize your dreams. When we fall, we wake up, dust ourselves off, and move on because we cannot give up. There is a dire need to address the skills’ shortage crisis that we are facing. Dedication, hard work and

focus will guarantee the sky will not be the limit! What are you currently working on and what can we expect from you going forward As Chairperson of the Board and the Social & Ethics Committee, my task is to advocate and position the firm, so I am working closely with the Integrated Reporting task team for the 2017 reporting. I am also preparing to be a Chartered Director through the Institute of Directors (IoDSA). What initiative (if implemented) would leave the greatest impact for you or Africa as a whole? The achievement of the government’s National Development Plan 2030 with respect to education, health, food security, the creation of decent and sustainable jobs, and the fight against crime and corruption. That would go a long way in alleviating poverty, the high unemployment rates, and inequality. What would you change if you had all the power in the world? I would change the way certain leaders feel indispensable – let us stop thinking of ‘me’ and start saying ‘we’. What would you say are the most critical resources for your successful leadership? How would people describe you as a Leader? Emotional intelligence, being consultative and inclusive, allowing collaboration, authenticity, being a servant leader, trusting the team I work with, and exercising integrity throughout. I am a transformational

leader, I am authentic, democratic and empowering. Sharing and collaboration are my strengths. I have an open door policy! What legacy would you want to leave when you retire? I want to have paved the way for others, particularly the young and upcoming leaders, to believe that the sky is not the limit. How do you strike the balance of career, business and interpersonal skills? Through time management, handling peer pressure, and managing family and friends’ expectations. How has PwC done in terms of business growth objectives? PwC is doing pretty well considering the unfavourable economic conditions across the Globe! How do you maintain Ethics, Integrity and Professionalism? I personally shy away from unnecessary distractions. I advocate for all professionals to regularly update themselves through the latest developments in the profession. I always stand by the ethical leadership principles to remain firm so that my integrity is not compromised. How do you participate in Mentorship, if you do? I participate in formal and informal mentorship programmes within the firm and outside. It is voluntary and on request. I have mentees all over the world with the majority in South Africa and some in the rest of the African continent.


How does PwC contribute to the Community? We have formal programmes that get executed through the firm’s Community Social Responsibility strategy. Informal ones are initiated by our partners and staff. Closest to my heart is the Faranani Rural Women Training Initiative which is run nationally and of which I am the National Director. This PwC initiative has empowered over 2000 rural women with business skills.

How does PwC ensure the delivery of Quality Customer Service? We are a purpose led organization whose purpose is “building trust in society by solving important problems”. Delivering excellent quality service, and acting with integrity are amongst one of our key values. Our ‘one firm approach’ enables us to share and collaborate on best practices that drive consistency. This results in quality memorable service throughout the firm.

How is PwC doing in terms of Transformation Objectives? Transformation is a strategic imperative for the firm. We have a transformation strategy with clearly set targets. Our leaders are measured on transformation amongst other key performance areas. The transformation committee is a sub-committee of the Board which has transformation as a standing item on its agenda. We firmly believe that while transformation is the right thing to do in the workplace given our past as a country, it is also a license to TRADE. So to answer your question, we are rated Level 1 by a very reputable rating agency!

What makes you tick or keeps you awake at night? When I make a difference in someone’s life, I am fulfilled. I lay awake when I have not been able to solve a work related problem.

PwC SA is a partnership of 270 partners. Of these partners: • 83 (30.7%) are Black, • 52(19.3%) are Women, • 25(9.36%) are Black Women, and • 14(5.24%) are other Black designated groups. Our management committee is 57% Black, and the Governing Board is 58% Black with 25% Black Women.

What have been your highs and lows in your working career? My business goals in terms of revenue growth, profitability and a sustainable business have been achieved. I have also created strong leaders around me, within the firm, and built lasting relationships with clients and colleagues. I knew the profession and path I chose would not be easy, there have been hardships and challenges, fortunately I have not been distracted because I remain focused on my way to success. How does PwC take part in developing the profession? We have various professionals (CA’s, CIA’s and CISA’s, amongst others) in the organization. The firm has membership in all those organizations. Our partners, managers, and staff are actively involved in SAICA, IRBA, IIA, ISACA and many other structures and

activities both locally and globally. We sponsor activities, conferences, sessions and various events in the profession. We share thought leadership with members with the aim of keeping them up to date with best practices in the profession. What awards has PwC won recently The organization recently won an Honorary Legendary Transformation Award in March 2017, the South African Professional Services Award for Transformation and D&I, during the 31st Annual ABASA Convention Award - the 2016 Oliver Empowerment Award – Top Empowered, the Future of Human Resources Award in 2016 – Best Workplace Diversity and Inclusion Strategy of 2016, the 12th Annual Standard bank Top Woman Award – Top Gender Empowered Company and Business of the Year Award, and ABASA – the Highest Number of Successful ACI Candidates in Gauteng Award. When you not at work, what do you get up to, including Family Life Regular exercise, spending quality time with family & friends, and travelling to various exciting places both locally and abroad. Where can people follow you online? I am on LinkedIn - Shirley Machaba, Twitter -@shirley_machaba or @ smachaba001 and Facebook – Shirley Machaba.





fter the 2007 general election, Kenya experienced its worst politically triggered ethnic violence since independence. The violence was caused by a dispute between the two main presidential candidates – Raila Odinga and his opposition Orange Democratic Movement, and Mwai Kibaki, who was defending his seat on a Party of National Unity ticket. But this was not the first time Kenya experienced violence around a general election. Since the reintroduction of multiparty politics in 1992 ethnic violence has repeatedly reared its ugly head around election time. Even in elections that were considered peaceful, as was the case in 2002 and 2013, the threat of politically instigated ethnic violence remained real. It’s within this historical unpredictability that the general elections – and the presidential elections – understood.


context of upcoming specifically need to be

The run up to the August 8 general election is again expected to be characterised by palpable tensions, particularly in the race for the presidency This is not a phenomenon unique to Kenya. In many African countries presidential elections are hotly contested affairs. Recent examples include The Gambia, Ghana and Zambia. There have also been closely fought polls in the US, the UK, as well as the latest French poll. The difference lies with how countries respond to election disputes. In Africa, due to weak institutional and legal frameworks, presidential disputes have

often led to violent conflicts instead of being resolved by, for example, the courts. This has certainly been the case in Kenya.


Why the stakes so high A lack of trust in the court system was among the issues that fuelled tensions and led to violence in the 2007 poll. There could well be a repeat come August 8; the official opposition has questioned the institutions charged with conducting elections and resolving election disputes. The two principle institutions here are the country’s judiciary and Kenya’s election agency – the Independent Electoral and Boundaries Commission. Three additional factors are increasing the tension. To begin with, Uhuru Kenyatta is keen to avoid the tag of being Kenya’s first oneterm president. On the other side of the aisle, Raila Odinga – a perennial opposition presidential candidate – is making what is widely seen as his last stab at the presidency. The stakes are high for both candidates. The second factor has to do with the post-2017 presidential “succession plan”. Neither Odinga nor Kenyatta are expected to be on the ballot in 2022. By law Kenyatta is bound to step down after two terms and Odinga has indicated that he will be a one-term president. The stakes are therefore high not just for the 2017 presidential opponents but also

for the 2022 presidency race. However, given the fluidity of Kenyan politics and the penchant for political parties to form alliances based on ethnic calculations, there is no guarantee that both deputies, William Ruto and Stephen Kalonzo Musyoka, will face off in the 2022 general election. The shift in political alliances may even result in the two deputies working together in 2022. As a matter of fact, the two main political protagonists in the race for presidency, as well as their deputies, have at one time been in the same camp. The third factor has to do with dynasties. The 2017 presidential poll is likely to be the final duel between the Kenyatta and Odinga dynasties. The two families have dominated Kenyan politics for more than half a century. Uhuru’s father, Jomo Kenyatta, was Kenya’s first president and Jaramogi Oginga Odinga – Raila’s father – was Kenya’s first vice president. The two leaders broke ranks in 1966 following the elder Odinga’s ouster from KANU over ideological and personal differences. The rift between the families has never been healed. The upcoming election can be interpreted as the final battle in settling the long-standing political score between the Odinga and Kenyatta scions. What matters for ordinary Kenyans For ordinary Kenyans, the economy is a key factor. The economic welfare of majority of Kenyans has worsened despite promises by the current administration to reduce prices of

basic commodities and increase their socioeconomic well-being. By the end of April 2017 inflation stood at 11.48%, according to data from Kenya Bureau of Statistics. That’s way beyond the Central Bank inflation ceiling of 7.8%. High unemployment is also a problem. According to the most recent United Nations Development Programme’s Human Development Index report Kenya, at 39.1%, has the highest rate of unemployment in the region. The election may also swing on runaway corruption. Since 2013, graft has been more visible than in previous administrations. In its 2016 Corruption Perception index Transparency International, a global anti-corruption watchdog, ranked Kenya 145 out of 176 countries – a drop of six places from 2015. Can Kenya avoid a repeat? Although the 2010 constitution opened up county governments as the new frontier for political power struggles, the presidency is without doubt Kenya’s most coveted elective seat. If the presidential election is mismanaged tensions are likely to escalate into ethnopolitical violence. To avoid a repeat of the 2007-2008 postelection violence, key stakeholders and existing institutions must be on high alert. This is particularly true of the institutions tasked with ensuring peaceful elections. The Independent Electoral and Boundaries Commission has a particularly large responsibility given that it’s the main institution charged with


conducting elections. It must gain the trust of actors across the political divide.

voter identification and transmission system malfunction.

As things stand, the official opposition has expressed reservations about the commission’s neutrality, efficiency and readiness to conduct elections.

The main reason for grounding the electronic system in law was to prevent the election malpractices cited in the Kriegler Report following the 2007 election. Resorting to a manual system could open the door for voter numbers to be manipulated.

These tensions have been playing out in the High Court. The main contention currently, between IEBC and the opposition, is the April 7 High Court ruling which directed that constituencies would be the final voter tallying centres. Another factor likely to trip up the commission is the amended election law. This allows it to activate a manual backup system should the electronic

The opposition also has little faith in the judiciary. The courts have repeatedly assured Kenyans of their readiness to handle presidential election petitions. But scepticism persists. Despite the tensions, Kenya is in better shape than it was in 2007 and 2008.

But it remains dangerously close to the precipice. The 2017 elections will once again test the country’s legal framework and institutional capability to undertake credible, free, fair and peaceful elections. If it does, then Kenya will have continued to consolidate its future as a democracy. However, a shambolic election will obviously take the country back to its traditional history of anxiety and unpredictability around each election cycle.





nergy access remains a huge problem for most people living on the African continent. More than 600 million out of a population of about 1.3 billion people in sub-Saharan Africa don’t have reliable electricity access.

It’s been projected that sub-Saharan Africa will require approximately 1,600 terawatt-hours of electricity by 2040. This estimate is four times more than 2010 usage.

Although sub-Saharan Africa has about 13% of the world’s population, about 48% are without energy access. Only seven countries in the subregion – Cameroon, Côte d’Ivoire, Gabon, Ghana, Namibia, Senegal and South Africa – can boast of 50% access rates.

It’s based on “a fivefold increase in GDP, a doubling of the population, electricity-access levels reaching more than 70% by 2040, and increased urbanisation”. At current deployment rates it will be 2080 before every African has access to electricity. But that can change if governments make it easier for entrepreneurs to enter the arena.

And, with the exception of South Africa, the energy consumption rate is 150 kilowatt per capita, way below emerging market estimates.

Entrepreneurs in the energy space The African region currently gets the bulk of its energy supply from fossilfueled power generation (60%). Other

sources include hydroelectric dams (32%) and bio-fuel (7%). Wind, solar and geothermal sources constitute approximately 1% of the energy mix . Increasing pressure on the grid has seen many African countries diversify their energy sources. Clean coal, gas-powered thermal plants and off-grid solar solutions are becoming increasingly important. On top of this Africa’s energy potential remains under-exploited. In an era where private investors and public funds are receding entrepreneurship is vital to Africa’s economies. With a swathe of technologies opening up, entrepreneurship poses a big opportunity for African innovators.

The energy entrepreneur is wellpositioned to take advantage of the opportunities presented by the sector. But where can they realistically get involved? Solar offers one potential area. Projections are that by 2050 solar PV will represent 16% of the total global electricity mix. It’s estimated that small-scale off-grid projects operating in rural areas have the potential to power half the world. Solar PV offers sustainable investment opportunities for entrepreneurs due to advances in solar PV technologies. Entrepreneurs are already beginning to seek out opportunities. The most successful are those with

local knowledge who’ve identified appropriate solutions specifically for their communities. One example is Off-Grid Electric in Uganda. It provides low-cost, environmentally-friendly power sources for lighting, cooking and for charging phones. It reaches 50,000 people each month. There’s also M-Kopa Solar in Kenya. It provides for mobile phone charging and a boasts a solar powered radio. M-KOPA claims 450,000 homes solar instalment in Kenya, Tanzania and Uganda. Shatki Energy is a South African energy startup producing lighting to support 2.3 million off-grid users.

One of its main products is the Nuru LED light which when fully charged can produce up to 20 hours of lighting. These success stories shouldn’t overshadow the fact that being an energy entrepreneur is a lot tougher than it seems. Providing energy is generally the government’s job. That alone is enough to dissuade new entrepreneurs. Governments have traditionally subsidised and collaborated with large utilities and grid-based electricity provision. But they haven’t done much for the small-scale offgrid or micro-grid solutions.

There are several ways in which governments can help redress this imbalance. Changing policies One is clear and active about grid extension planning. This would mean off-grid or microgrid entrepreneurs would not be undermined by new extension projects. Keeping smallscale operators in the loop and allowing them a voice is crucial. Regulatory clarity and opaque policy formulation is also needed. In the right environment, small-scale energy providers can use their agility and on-the-ground knowledge to create successful businesses to meet local demand conditions. But this will require regulatory innovation and new administrative processes. There are also issues with subsidies, levies and duties. Governments must make sure that, at the very least, energy entrepreneurs operate on equal terms with established energy businesses. One simple step, recommended by the World Resources Institute, would be to shift subsidies from specific

fuels, like kerosene, to energy services, like lighting provision. They must also ensure there are no disincentives for financiers to invest in small-scale energy start-ups. Another, recommended by Lighting Africa, is to take a close look at import duties on equipment like solar panels. Given developments in the sector many import taxes may no longer be appropriate. And finally governments must make it easier for entrepreneurs to start businesses. For instance, with the exception of Mauritius, no other country in sub-Saharan Africa appears on the World Bank Global Index when it comes to the ease of doing business. Attracting funders I have learnt some valuable lessons from working with the Ghana Climate Innovation Center, a technology hub that’s part of the World Bank Climate Innovation Centres programme. The project aims to help businesses develop and commercialise innovative solutions to climate change. It provides local companies

with the knowledge and resources to prototype, develop and market innovative clean technologies in sectors like climate smart agriculture, waste management, water purification and energy efficiency systems. The project is in its early stages and the clients are mainly green entrepreneurs focused on climate related needs. These can be spaces where potential funders meet entrepreneurs, explore their operating space and the validity of their ideas. And entrepreneurs can also get the basic training to run successful commercial enterprises. It’s also crucial to be realistic. Inevitably some energy access projects will fail while others will thrive. But that’s what entrepreneurship is all about. It’s time governments on the continent step up and give Africans the opportunity to help themselves.

FRED McBAGONLURI The Conversation



n the second round of the French presidential election, extremism lost. It is less clear what won.

Estimates after the polls closed had Emmanuel Macron winning with 63.7 percent of the vote. National Front candidate Marine Le Pen took approximately 36.3 percent. That’s less than the 40 percent some polls gave her as recently as two weeks prior to the vote, but more than twice as much as the 17.8 percent her father, Jean Marie Le Pen, received in his 2002 face-

off against former president Jacques Chirac. Turnout was lower than any presidential election since 1969, with 23.5 percent of registered voters staying home. What’s more, 12 percent of those who did show up submitted a blank ballot, more than double the number of blank votes in previous elections. Macron has won the presidency, but he has yet to demonstrate that he can rally a majority of the French behind a coherent set of policies or attract a majority in Parliament.

Getting to work The last-minute revelation that Macron’s campaign organization “En Marche!” – meaning “Let’s get to work!” – had been the target of a “massive and coordinated hacking operation” seems to have had little effect on the outcome. Approximately 14.5 gigabytes of emails and documents from Macron’s campaign appeared online only hours before the beginning of the traditional 44-hour media silence before the polls open. Macron’s campaign immediately announced that false documents had

been included in the release. The identity of the hackers remains under investigation, but some are already pointing at Russia. The hacking attack, coming on the heels of similar attempts to influence the outcome of the U.S. presidential election in November 2016, was not a complete surprise. It indicates the extent to which democracies throughout the world are subject to manipulation by outside forces. This is the new normal.


Macron’s promised reforms Macron’s plans for his presidency rest almost entirely on his plans for economic reform. Key initiatives in the weeks to come will include a reform of the labor code designed to make it easier for employers to hire and fire workers and simplification of the regulations affecting small businesses. He has promised to shrink the number of state employees and establish stronger ethics rules for the public sector. He will also look to reinforce European cooperation through partnership with Germany. The voters’ choice of Macron was a resounding defeat for Marine le Pen, whose extremism became more pronounced in the final days of the election. With her poll numbers declining, she clearly decided to go for the jugular. Her aggressive attacks and mocking tone during the televised debate on May 3 broke a longestablished tradition of more genteel self-presentation in such events. She accused Macron of being “the cherished child of the system and of elites” and “the candidate of savage globalization.”

Macron responded by accusing her of “permanently lying” about her own positions. For years now, Le Pen has been saying that she “purged the devils” from the French National Front, the racist and xenophobic party founded by her father, Jean Marie Le Pen. Her father was well-known in the 1980s and 1990s for minimizing the place of the Holocaust in the history of World War II. Marine Le Pen attempted to move beyond this sort of controversy after she took over the party in 2009. Much of her work was undone when she appointed a known Holocaust denier to replace her as interim head of the National Front after the first round of the election on April 23. Jean-François Jalkh stepped down from his post within 24 hours, but the damage was done. Jalkh was not wellknown to the French public, but he has long been a central figure within the National Front, and he played a crucial role in establishing Marine Le Pen as the successor to her father in 2009. Representatives of France’s bitterest political traditions – which include anti-Semitism, collaboration with the Nazis, support for fascism and the diehard defense of French imperialism – still exist within Le Pen’s party. The National Front remains deeply attached to an embittered vision of France as an aggrieved nation under siege from outside forces that include foreign migrants, European bureaucrats and financial elites.

Facing an enormous challenge In the absence of candidates from France’s traditional parties of the center left and center right, which failed to attract support in the first round of voting, Macron became the default candidate of grownups in France. He was an establishment candidate unencumbered with the baggage of a traditional party affiliation. This allowed him to appear as a fresh alternative to the unpopular presidency of François Hollande, but his lack of an established party network to support his initiatives creates an enormous challenge in the coming months. Macron’s vision is of a France that can remain open to the world and

to Europe, in spite of the challenges posed by terrorism and cultural and religious diversity. The governments of France’s European neighbors, especially Germany, will welcome his election even as right-wing nationalists throughout the world will celebrate Le Pen’s strong showing. Macron’s promise that France can be both economically dynamic and faithful to its tradition of social solidarity has yet to be demonstrated. His success depends on his ability to rally a majority behind his program in the legislative elections.

Those will take place in two rounds. On June 11, the first round will feature candidates from multiple parties. On June 18, there will be runoff elections in districts where no candidate received more than 50 percent of the vote. Current polls show Macron’s new party, En Marche!, winning between 249286 seats in Parliament, which would be enough to make it the largest party in France but not enough to claim a majority in the 577 seat assembly. To win that many seats, Macron will have to run a candidate in every district – and he

will have to do this with an organization that has never run a legislative campaign before. The National Front, meanwhile, is projected to win only 15-25 seats. With long experience in municipal politics, however, the National Front is not likely to go away. This is the beginning of a long struggle for Macron, not the end of one.

JOSHUA COLE The Conversation 45

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he Da Vinci TT100 Business Innovation Awards Programme is South Africa’s foremost business Awards programme. TT100 has been recognising innovation and technological prowess in South African companies for more than 25 years. In going forward it is focused on identifying true managerial leaders who through innovation, tenacity and a belief in people, have been able to take their organisations to new levels of competitiveness. The programme seeks to identify role models within the management of innovation and technology domains who have demonstrated their excellence in cocreating new workplace realities. Since its inception in 1991, TT100 has emerged from being merely an award function, to one where the adjudication process has moved towards gaining a quantitative and qualitative assessment of what drives the role models who have qualified from the adjudication process. The key drivers which determine the potential for these organisations to maintain and improve their competitive advantage are depicted in the TIPS™framework, which is used to adjudicate entrant companies and is explained below. In the past 25 years, this process had been refined to the extent that organisations now use the metrics to manage and lead their operations. It has resulted in the development of a new perspective on sustainability and the identification of key drivers which could facilitate global competitiveness. Entrants of the TT100 programme include a wide spectrum of operations in diversified industries. They exemplify those who through passion, perseverance and a highly developed sense of innovation, have defied all

odds, and have become recognised as significant players in the global economy. These organisations are recognised as sustainable, highperformance operations. The programme is open to any organisation – emerging, small, medium or large, which has been operational for more than one year. The process requires entrants to log onto the TT100 website ( to register their entry. On receipt of the registration, an assessment is conducted and in the event of acceptance, companies are notified and required to make a pledge in the form of a donation towards the establishment of the TT100 research fund as follows: Emerging organisations


Small organisations

R1 000

(Turnover of below R5 million)

(Turnover between R5.1 – R35 million)

Medium organisations

R1 500

(Turnover between R35.1 – 100 million)

Large organisations

(Turnover above R100 million) (Above are all VAT Excl)

R2 000

Please note that these pledges are tax deductible and accordingly, we will provide you with the necessary receipt. Once proof of payment has been received, entrants will be given a link to the TT100 questionnaire which would have captured information already submitted. Most entrants find completing the questionnaire to be a significantly valuable exercise, as it takes them on a journey regarding the management of innovation, technology people and the system at large.

Once the questionnaire has been completed, TT100 will arrange for entrants to present a submission to a panel of adjudicators – this usually happens during the latter half of the year. On acceptance by the adjudicators, companies are entered into the final stage where our panel of adjudicators select qualifying, finalist and winning organisations, which are announced at the Awards function presided over by the Minister of Science and Technology. For more information on the Da Vinci TT100 Business Innovation Awards Programme, call Carol Varga on 011 900 4466. 2017: Remarkable collaborative partnership The Da Vinci Institute, Department of Science & Technology (DST), Blank Canvas International and Innocentrix are excited to announce the formation of a remarkable partnership in support of increased impact for the TT100 Business Innovation Awards programme for the period 2017-2019. This collaboration will support, showcase and recognise the role of leadership in the Management of Innovation and Technology as it relates to growth, differentiation and sustainable development. The event calendar kicked off on 21 February 2017 with the first TT100 Forum ’Deep Dive’ session on Sustainable Business Performance in Africa. These sessions are cross-functional gatherings of industry representatives, focusing on predefined business areas to identify potential risks and opportunities for collaboration. The Forum took place at The Da Vinci Institute located in Modderfontein, Johannesburg. It launched the TT100 Business Innovation Awards programme for 2017.

2016 winners & finalists in each category: MANAGEMENT OF TECHNOLOGY CATEGORY



EMERGING ENTERPRISE WINNER: SVA Innovate FINALISTS: RocketMine Aerial Data Solutions, JoinCircles, Niche Integrated Solutions

EMERGING ENTERPRISE WINNER: No winner FINALISTS: RocketMine Aerial Data Solutions, SVA Innovate

EMERGING ENTERPRISE WINNER: SVA Innovate FINALISTS: RocketMine Aerial Data Solutions, Tuluntulu


SMALL ENTERPRISE WINNER: COLONYHQ Systemic Logic Innovation Agency FINALISTS: X/procure Software SA, Khonology

SMALL ENTERPRISE WINNER: Technetium FINALISTS: X/procure Software SA, Agilitude, COLONYHQ, Hazleton Pumps International MEDIUM ENTERPRISE WINNER: Cornastone Telecommunications FINALISTS: SSG Consulting, Accsys LARGE ENTERPRISE WINNER: Allied Electronics Corporation Limited FINALISTS: De Beers Technologies South Africa (DebTech), PFK Electronics MANAGEMENT OF INNOVATION CATEGORY EMERGING ENTERPRISE WINNER: SVA Innovate FINALISTS: IoT.nxt, Tuluntulu SMALL ENTERPRISE WINNER: COLONYHQ FINALISTS: Technetium, X/procure Software SA, Hazleton Pumps International, Khonology, LucidView, BOSS Office Projects, Systemic Logic Innovation Agency MEDIUM ENTERPRISE WINNER: Cornastone Telecommunications FINALISTS: Accsys, SSG Consulting

MEDIUM ENTERPRISE WINNER: Accsys FINALISTS: Cornastone Telecommunications, Five Friday LARGE ENTERPRISE WINNER: PFK Electronics FINALISTS: Allied Electronics Corporation, African Oxygen, Altech Multimedia MANAGEMENT OF SYSTEMS CATEGORY EMERGING ENTERPRISE WINNER: Kirkonsult FINALISTS: Memeza Shout SMALL ENTERPRISE WINNER: Khonology FINALISTS: COLONYHQ, Systemic Logic Innovation Agency MEDIUM ENTERPRISE WINNER: Accsys FINALISTS: SSG Consulting LARGE ENTERPRISE WINNER: Allied Electronics Corporation FINALISTS: I CAT Environmental Solutions, Altech Netstar, Altech Multimedia, Blank Canvas

LARGE ENTERPRISE WINNER: Allied Electronics Corporation FINALISTS: De Beers Technologies South Africa (DebTech), Altech Netstar

MEDIUM ENTERPRISE WINNER: Accsys Cornastone Telecommunications FINALISTS: SSG Consulting LARGE ENTERPRISE WINNER: Allied Electronics Corporation PFK Electronics FINALISTS: De Beers Technologies South Africa (DebTech) DIRECTOR-GENERAL AWARD FOR OVERALL EXCELLENCE EMERGING ENTERPRISE WINNER: SVA Innovate FINALISTS: RocketMine Aerial Data Solutions, Tuluntulu SMALL ENTERPRISE WINNER: COLONYHQ Finalists: X/procure Software SA, Khonology MINISTER AWARD FOR OVERALL EXCELLENCE MEDIUM ENTERPRISE WINNER: Accsys FINALISTS: Cornastone Telecommunications, SSG Consulting LARGE ENTERPRISE WINNER: Allied Electronics Corporation FINALISTS: De Beers Technologies South Africa (DebTech), Altech Netstar


Shining a light on Zimbabwean achievement globally




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The African Professional Issue 27  

The African Pro Issue 27 featuring Da Vinci's Prof. Edward Kieswetter, WSP'S Matheiu Du Plooy, Greenpeace Africa's Njeri Kabeberi and PWC Ch...

The African Professional Issue 27  

The African Pro Issue 27 featuring Da Vinci's Prof. Edward Kieswetter, WSP'S Matheiu Du Plooy, Greenpeace Africa's Njeri Kabeberi and PWC Ch...