Volume 5 l Issue 1- March 2019 to August 2019

South African Business Integrator

South African Business Integrator

Vol 5 n Issue 1

A B U S I N E S S I N T E R A C T I O N P U B L I C AT I O N Volume 5 n Issue 1 March/August 2019

March/August 2019

Minister Naledi Pandor on expanding

tertiary education Mining Sector Stepping carefully into 4IR www.sabusinessintegrator.co.za

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Growing transport SMEs to build SA’s economy

Assessing state of water-energy-food nexus in SA COVER STORY

Sentech:

Future of ICT industry is digital & online

Current Affairs I Economic Development I Business Integration SABI Vol9 Mar19 - Aug19.indd 115

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Providing smart solutions for the responsible management of the world’s most valuable resource

water www.utility-systems.co.za +27 (0) 31 700 4143 enquiries@utility-systems.co.za

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Editor’s L E T T E R

In February 2019, Minister of Finance, Tito Mboweni, delivered his budget speech with the emphasis on renewal and growth.

He mentioned that it is time for us to sow the seed of renewal and growth and once we have planted the seed, we must nurture it, water it and protect it from the extremes, the elements and time.

He went on to say that if we look after what we sow and what we have ploughed and laboured over so tirelessly since the founding of our democracy, it will grow and the seed will bear fruit. However, if we abandon our fields, the seeds we plant will wither.

Late President Nelson Mandela planted the seed of democracy 25 years ago for growth and renewal for all South Africans to feed from. The answer is clear; that the seed wasn’t protected well enough from the extremes, the elements and time.

We, as fellow South Africans, have faced many hurdles and continue to do so while our government isn’t protecting and doing enough to save us from suffocating in our own chaos. The conditions caused by politics have caused extreme conditions for the private sector and South African citizens and it is one of the many reasons why youth unemployment and poverty is still a major concern.

If we plant, we should plant enough to cater for all and we should all be responsible for the growth and successful fruit of what we reap. We should all nurture our youth and set examples of growth in the right direction. If we don’t practice what we preach, we cannot expect the young and upcoming to be successful. There is only one solution for a successful country and that is teamwork.

With the upcoming elections, one can only hope that business growth will improve and that we as a nation can stand together as one to ensure a profitable and successful growth of our nation.

It is imperative that both the private and public sector work together to ensure that the extreme poverty conditions take a hike in the right direction.

We hope you enjoy reading this edition of SA Business Integrator and we look forward to a prosperous 2019 for all.

We also look forward to working together to achieve a defined and common business purpose.

Regards Elroy van Heerden editor@sabusinessintegrator.co.za

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2732 SAN

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AT THE END OF THE N3 IS PEACE, PERFECT PEACE. I T TA

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Every day we work hard to maintain and improve our country’s highways and bridges, so you can connect to what matters to you most. So, get on the road and leave your worries behind. SANRAL. Beyond Roads.

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South Africans drink millions of cups of coffee every year. The coffee industry is one of our country’s many sophisticated industries. The journey from farm to cup is quite complex. It involves many companies that are often thousands of kilometres apart - all playing their part to deliver the goods. In fact, coffee is one of 87% of goods that are transported on South African roads.

We’re just proud to be the custodians of a road network that helps to bring you your favourite cup of coffee to your doorstep.

SANRAL. Beyond roads.

www.sanral.co.za Reg. No. 1998/009584/30 An agency of the Department of Transport.

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foreword Proudly South African

By Eustace Mashimbye, CEO of Proudly South African Proudly South African was born out of the 1998 Presidential Jobs Summit, when the establishment of a “buy local” campaign was recommended as a way to stimulate job creation. Twenty years later, during October 2018’s Jobs Summit, the work of Proudly SA and “buying local” was at the heart of the President’s message.

Proudly South African works to promote increased procurement of locally grown, produced and manufactured goods and services.

Government, its agencies and entities, are governed by the Preferential Procurement Policy Framework Act (PPPFA) which legislates in favour of local procurement of designated items. Through countrywide forums we promote an understanding of and adherence to this legislation. In addition to ensuring that tenders for the 23 items currently designated include provision for local content, we encourage government to extend these terms to all tenders where possible.

Proudly South African also engages with other public entities, including the State-Owned Enterprises Procurement Forum which is an important platform for our “buy local” message.

To monitor PPPFA compliance, we have developed an in-house tender monitoring system where cases of non-compliance are reported to the Department of Trade & Industry (dti). It simultaneously identifies opportunities for member companies, sending them a notification. This is one of the benefits of membership of Proudly SA, along with entry on the Treasury’s Central Supplier Database for companies wishing to do business with government.

Whilst local procurement is legislated for government, no such conditions can be applied to business. Proudly South African therefore works to educate corporate South Africa on the benefits of growing a local supply chain of raw materials and daily consumables.

In addressing these different constituencies, we are simultaneously addressing individual consumers and so we urge audiences also to think about their personal shopping habits and to look constantly for the Proudly SA logo, or a label of origin that says “Made in South Africa”.

Proudly South African has a growing database of active members across all sectors. Criteria for membership include four core elements: For products, at least 50% of the final cost of production must be incurred in South Africa, or if raw materials are imported, substantial transformation must take place here. For service companies, local procurement habits are evaluated. All products must be of high quality with proof of accreditation by an industry association. Companies must also demonstrate adherence to labour and environmental legislation.

Fees start at R500 per year for SMMEs up to a maximum of R100 000 for companies with a turnover of more than R100 million per year.

Our primary focus is on providing access to markets for our members, working to identify opportunities to which members might not otherwise be exposed. These include pop-up markets, pitching sessions to large buyers or consortia, exhibition space and free hosting on our online shopping platform, as well as other marketing and PR opportunities. All members are entitled to use our logo which is a registered trade mark.

“Buy local” movements occur in other countries and are a proven way to stimulate local procurement and to grow job opportunities.

Buying imported goods exports jobs. Our job is to make the public and private sectors as well as consumers aware of the consequences of their purchasing choices.

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Our Pride motivates us Our Colours celebrate us Our Products represent us Our Heritage defines us

www.proudlysa.co.za

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@ProudlySA

2019/03/05 9:51 AM

Contents Cover Story Interview: Sentech: The future of the ICT industry is digital and online................................10

Investment: Colgate vs Bitcoin: Reasons to invest in the Goliaths........................................................................... 64

Interview: Building a sustainable telecommunications business through innovation...................................................14

National Institute of Occupational Health: Protecting the next generation by eliminating lead-based paint in South Africa.......................................... 66

Interview: Invincible Valves: Contribute to the universe and feel the positive impact...................................18 Business Rescue: Business rescue or liquidation – when to choose which.............................................................21 Board Members: Effective board members: Fluent in the language of influence.......................................24 Content Marketing: The challenges of content marketing....................................................................................26 Cybersecurity: Cybersecurity – the top 5 considerations for CEOs....................................................... 30 Education: Expanding tertiary education for young people...................................................................... 34 Advertorial: Tshwane South TVET College – equipping students with skills requiredby the job market.................. 40 Economic Transformation: SA making slow progress on economic transformation.................................42

Occupational Health and Safety: Cannabis in the workplace: What employers need to know about occupational health and safety..................................70 Renewable Energy: How smart models can make solar and wind energy more reliable..........................72 Risk Management: Risk and insurance essentials for healthcare professionals...................................................74 Risk Management: The danger of buying insurance without risk management advice........................76 Technology: The 41IR Army – unlocking skills for a digital future......................................................................78 Transport SMEs: Growing transport SMEs to build SA’s economy............................................................ 84 Tax: The World Cup – not all seats are cheap................. 86 Tourism: A vital sector to grow the economy.................. 90

Interview: NEMISA NPC developing e-skills for all in SA................................................................................ 44

The New National Minimum Wage: Understanding the exemption to the new national minimum wage.......................................................... 94

Profile: Shamila Batohi – New National Director of Public Prosecutions............................................................ 48

Clay Brick Association: SA clay brick producers cut carbon emissions.............................................................. 96

Energy Security: Green power for growth...................... 50

Waste Management: SA is drowning in its own waste – are our regulators taking this crisis seriously?.................. 98

Advertorial: Ekurhuleni East Tvet College – A vocational training centre for the 21st century......................................52

Water, Energy, Food: Assessing the state of the water-energy-food nexus in South Africa......................... 100

Employee Engagement: 6 Ways to boost employee engagement........................................................... 54

Youth Unemployment: The real hunt for a lasting job continues........................................................................... 105

Governance: Good governance is key to keeping strategic customers................................................................. 56

Advertorial: The People Experts - invest in your teams............................................................................... 107

Industry 4.0: Mining Sector – Stepping carefully into the 4th Industrial Revolution.......................................... 60

Advertorial: Medloyd Healthcare – Gloves in a Bottle.....................................................................................108

Petroleum Agency SA: South Africa’s search for alternative energy resources............................................62

City of Johannesburg: Turning the inner-city into a construction site begins in earnest........................ 110

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120219 - 29

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MSC Orche st ra, a sh ip s y nony mou s w it h lu x u r y a nd elega nc e, w i l l be ma k i ng her debut i n A f r ic a n water s i n 2019.

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2/12/2019 9:38:15 AMAM 2019/03/05 9:51

South African Business Integrator

South African Business Integrator

Publisher

Vol 5 n Issue 1

A B U S I N E S S I N T E R A C T I O N P U B L I C AT I O N Volume 5 n Issue 1

Media XPOSE

March /August 2019

excellence in exposure Tel: +27 21 424 3625 | Fax: +27 86 516 7277 6 Carlton Crescent Parklands 7441

Minister Naledi Pandor on expanding

tertiary education Mining Sector Stepping carefully into 4IR www.sabusinessintegrator.co.za

sabusinessintegrator.co.za

Editor Elroy van Heerden editor@sabusinessintegrator.co.za

Growing transport SMEs to build SA’s economy

Assessing state of water-energy-food nexus in SA COVER STORY

Sentech:

Future of ICT industry is digital & online Current Affairs I Economic Development I Business Integration

Photography: Sentech

Sub-Editor Tessa O’Hara tessa.ohara@gmail.com Content Manager Melanie Taylor artwork@mediaxpose.co.za Content Coordinator Kyla van Heerden artwork1@mediaxpose.co.za Editorial Contributors Faith Ngwenya Clayton Ellary Alfred Ramosedi Michael Ferendinos Paul Jolliffe Cecil Ramonotsi Minister Naledi Pandor Christopher Renwick Zodwa Ntuli Jean du Toit Tricia Jones Tshifhiwa Tshivhengwa Chani Slabbert Siya Ngcamu Aalia Manie Johan Olivier Scott Cooper Prof Sylvester Mpandeli Dr Wells Utembe Dr Karina De Bruin Shanaz Hampson Herman Mashaba Dr Natasha Sanabria Stella Ndabeni-Abrahams Prof Hilton Cheadle Derick Cluley Leon Prinsloo Design & Layout CDC Design carla@cdcdesign.co.za Advertising Sales Manager Rashiedah Wyngaardt rashiedah@sabusinessintegrator.co.za

South African Business Integrator

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Distribution/Subscriptions Maurisha Niewenhuys distribution@mediaxpose.co.za Reception Daniëla Daniels receptionist@mediaxpose.co.za

South African Business Integrator A B U S I N E S S I N T E R A C T I O N P U B L I C AT I O N

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Disclaimer: The views expressed in this publication are not necessarily those of the publisher or its agents. While every effort has been made to ensure the accuracy of the information published, the publisher does not accept responsibility for any error or omission contained herein.

Consequently, no person connected with the publication of this journal will be liable for any loss or damage sustained by any reader as a result of action following statements or opinions expressed herein. The publisher will give consideration to all material submitted, but does not take responsibility for damage or its safe return.

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Interview: Sentech

The future of the ICT industry is digital and online SA Business Integrator spoke to Mlamli Booi, CEO of Sentech.

Please tell us more about yourself, your education and career background.

I am a business leader, entrepreneur, husband, father of three children and a golfer. I was born in Cingco village, Tsolo, in the Eastern Cape and I matriculated from St John’s College in Mthatha.

I am a professional Electrical Engineer and graduated from the University of Cape Town with an MSc degree and a Postgraduate Diploma in Project Management.

I spent several years as an engineer in the telecommunications and broadcasting industry and have been involved in ICT industry development for more than 30 years. I was part of the team that led the launch of direct-to-home satellite broadcasting services in South Africa. I also spent some time as a regulatory councillor at the IBA before venturing into entrepreneurial businesses My interests are innovation and research. Solving society’s problems in ICT and using ICTs to solve others are amongst the things that drive me.

In 1997, you were appointed by the late President Nelson Mandela to the IBA Council to adjudicate the free-to-air television licence in South Africa amongst other regulatory responsibilities. Please tell us more about this milestone and how it has benefitted your career.

This was a turning point in the television industry and the process was highly competitive. I led one winner who is now a free-to-air competitor to the public broadcaster.

Being a regulator exposes you to the industry in a way that no other job can. The exposure creates opportunities to participate in the industry development processes and also raises your profile if you perform and deliver on your responsibilities.

Tell us more about your role as Sentech’s CEO. I am an accounting officer in terms of the PFMA and Sentech Act, reporting to the Board of Sentech. My role as the CEO is to lead the organisation in all aspects of business. I have a capable team of executives who form my leadership team, two of whom are executive directors (COO and CFO). My role is to execute the strategy that has been set by the board. I set the operational strategy with my team to execute all the key performance areas agreed upon with the shareholder.

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Leaders who succeed are those who embrace entrepreneurship and lead people, young and old, to pursue new ideas.”

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Interview: Sentech Who are your main customers and how does Sentech maintain its integrity and loyalty towards them?

We have about 11 top customers that have the highest revenue contribution to our business. We maintain integrity and loyalty through the provision of reliable services to customers. Our accounts managers also ensure that they attend to customer needs both effectively and efficiently.

You have been the founder and former CEO of Z-Coms which also specialises in communication and information technology. Tell us more about the challenges you face as current CEO of Sentech versus those of Z-Coms and how you manage to overcome these challenges.

The company I founded was a private company whose processes were suited for the private sector. The principles that I applied in Z-Coms are still applicable in the public sector. Sentech must remain sustainable into the future and governance always needs to be followed. The experience I gained as the CEO of Z-Coms helped me appreciate business drivers, running an ethical business and focusing on entrepreneurship and development of new ideas.

Sentech is South Africa’s premier provider of electronic communications network services in the broadcasting and communications industry. Can you give us more insights on the industry and what the future holds for the industry in our current economic situation?

ICT is the backbone of any economy. Telecommunications and broadcasting have converged. The future of the industry is digital and online. As Sentech, we play a big role in the delivery of broadcasting content and provisioning of wireless broadband, especially in remote areas. The growth in the broadband and broadcasting industry is a great stimulant for the growth in the industry.

For example, the fact that we don’t have a physical trading floor in the JSE, having been replaced by IT systems which gave birth to online trading, is a great indicator of the role of ICTs in the economy.

No financial services company can operate without ICTs. In fact, no business can survive without ICTs. The industry is faced with new developments. The introduction of robotics, artificial intelligence, virtual reality and augmented reality, the impact of blockchain and the internet of things (IOT), the impact of content streaming and video on demand (VOD) also called over the top (OTT), big data, blockchain, etc, provide new opportunities for us to provide these services to the industry. Our role is on the retail side, providing platforms so that our customers can provide services to the user at home.

To date, what are some of the risks you have taken as CEO of Sentech and the results thereof?

Sentech is busy rolling out broadband services to the under-served areas. Obviously, these markets are not

lucrative, but it is important for a state-owned company to deliver services to remote areas because of the mandate and it’s the right thing to do! We have also grown our footprint outside of the country where we see great opportunities. It’s still early days to conclude on the returns of the risks that we are taking to grow our business.

What are your long-term goals for Sentech and how do you plan on achieving them?

The long-term goals of the company are influenced by the strategic direction taken by the shareholder who requires Sentech to be a national broadband infrastructure company which will be a merger of related SOEs that operate in the ICT space. Long term, we want to grow organically and inorganically with specific focus on our sector, ICT. My long-term objective is that of an entrepreneurial corporation with a global footprint delivering broadband and electronic media content. This is in line with the government’s objectives to provide universal access and service to ICTs and communities.

We want to be known as the global enabler of digital content delivery achieved through wireless broadband and satellite communications networks that we operate.

Our future is on broadband services and we are pursuing all technologies, including 5G. What are your values as a business leader and how do you ensure that these values are upheld by employees?

My personal values are love for people, development of people, honesty, integrity, professionalism and customer focus. These are in line with our corporate values of integrity, quality customer care, innovation, accountability and social responsibility.

Do you have any advice for future leaders?

We need to develop a breed of leaders who are not shy to learn new things. As a leader you must love people, love your job and manage conflict. You must have zero tolerance for corruption and unethical tendencies.

In the technology space, you must be up-to-date with technology developments and enable the team you lead to learn new things. Don’t be afraid of experimentation.

As they say, people who do exciting things make many mistakes until they find a break and become successful.

Leaders who succeed are those who embrace entrepreneurship and lead people, young and old, to pursue new ideas. Be a learning leader then you will not wait for the future to descend on you, but you will be amongst those who create the future. n

Sentech W www.sentech.co.za

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S I

SENTECH OTT SOLUTION SET TO EXPAND THE 4IR ARMY

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TECH is to launch its own OTT (Over-The-Top) platform. The company will

delivery of live action across multiple screens/devices but will open new

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be implementing a universal approach on Over-The-Top (OTT) broadcast

market segment opportunities for broadcasters and content creators.

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distribution infrastructure consisting of OTT over Broadband, OTT over

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Satellite and, later, OTT over DTT (Digital Terrestrial Television). The plat-

SENTECH successfully demonstrated its OTT solution in November 2018,

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form will provide a gateway for multi-user, multi-screen, live and VOD

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content at home, public spaces and on the move, content is consumable

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improves the user experience by addressing the challenges of buffering

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idly deployed video services, with little to none additional capex requirement, delivering high quality picture and consistent end-user experience.

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SENTECH - Providing Multimedia Content Infrastructure Services and Platforms

SENTECH is the premier provider of electronic communications net-

Infrastructure Management

work services in the broad¬casting and communications industry.

The state-owned company is licensed to provide Electronic Commu-

With vast experience in managing different types of networks from broad-

nications Network Services (ECNS) and Electronic Communications

casting to telecommunications, SENTECH has built up a strong capability

Services (ECS) services. Enabling broadcasting and digital content

in network design, deployment, operation and maintenance.

services to corporate institutions, government departments and stateowned entities, SENTECH is critical to stability of the telecommunica-

Connectivity Services

tions industry.

SENTECH has positioned itself to play a significant role in the implemenSENTECH operates approximately 330 terrestrial broadcast sites and

tation of SA Connect and servicing government in wireless broadband

a satellite platform to provide signal distribution services for television

services. The organisation will be involved in wireless broadband services

and radio. SENTECH has infrastructure that provides up linking and

in support of SOC-nominated beneficiaries that will lead the broadband

time

down linking of programmes via satellite and can be used for bi-direc-

rollout.

new

tional communications as well as for DTH (direct to home) and Digital

2018,

Terrestrial Television (DTT) broadcasts. Its high-site masts are used for

SENTECH provides innovative content delivery solutions

the broadcast of television and radio to the public. These facilities are also utilised by other telecommunications services providers such as cellular phone opera¬tors, wireless internet service providers, government entities and private telecom¬munications companies.

SENDER TECHNOLOGY PARK (STP)

The Company has expanded its foot¬print to clients in sub-Saha-

Telephone: 011 471 4400

ran Africa to provide broadcasting managed services such as Digital

International: +27 11 471 4595 | Fax: 011 246 2610

Terrestrial Television (DTT) solutions, Digital Radio (DAB+), training

Email: support@sentech.co.za

| Call Centre: 0860736832 | Website: www.sentech.co.za

and consultancy services. SENTECH offers a wide range of services designed to meet the needs of broadcast and tel¬ecoms operators across the continent.

Content and Multimedia Services This covers broadcasting signal distribution services including business television delivered via satellite. There are other value-added services that form part of this service such as OTT, broadcast monitoring and syndication and Hybrid Broadcasting (e.g. HbbTV and Hybrid Radio)

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Interview: Sentech

Building a sustainable telecommunications business through innovation SA Business Integrator spoke to Tebogo Leshope, Chief Operations Officer (COO) of Sentech.

Please tell us more about yourself, your education and career background.

I am a qualified electrical engineer with a Bachelor of Technology from the University of Johannesburg, Project Management from UNISA and a registered professional with the Engineering Council of South Africa (ECSA), South African Institute of Electrical Engineers (SAIEE) and the Institute of Directors Southern Africa (IoDSA).

I am currently studying towards a Master of Business Administration (MBA) in Innovation.

I have been with Sentech for 20 years and part of the broadcasting and content distribution evolution journey and a Sentech DNA for the past two decades. I had the great opportunity of growing through the Sentech ranks to my current role. I have telecommunications experience, with proven leadership capabilities on highly complex operations and telecommunications projects.

From 2013 to 2016, I was given an international opportunity to serve on the SADC DTT Migration helpdesk as a technological expert. This responsibility included providing SADC countries with technical advice on DTT migration and fast-tracking the DTT Migration programme within the region.

You have been with Sentech for the past 20 years and were appointed as Chief Operations Officer for Sentech, effective 01 March 2018. Tell us more about your role as Chief Operations Officer for Sentech and how you lead operations at Sentech.

As COO, I am responsible for the core operations of Sentech with a broad national asset base and annual turnover exceeding a R1-billion. I set long-term operations strategies to position and give Sentech a competitive advantage in the sector. I ensure strategy execution and oversee core technology capability development, operations continuity and business growth.

We aspire towards service excellence in our organisation and one of our tenure goals is to build a sustainable and efficient business core through innovation, as well as a coherent team that will see

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Interview: Sentech Sentech into the future. Our focus on business sustainability, service excellence and coherent talent has enabled us to differentiate ourselves in the telecommunications sector with good quality service.

“

Good governance is the lifeblood of a sustainable organisation.”

Can you also tell us more about how Sentech fulfils its mandate?

Our core capabilities focus on providing media distribution and broadband services across and beyond the borders of South Africa. We fulfil our mandate by ensuring provision of media and broadband services as a ‘common carrier’ to South Africa’s licensed media and broadband customers. We ensure public service ubiquity through our multiple technology platforms. We also offer complimentary services such as OTT to advance our multi-channel content access strategy.

How do you execute operational excellence, business growth and the migration of core platforms to digital?

We strive to maintain the highest quality service and availability across all platforms, in servicing our customers.

We also acknowledge that content is no longer consumed via conventional media platforms alone.

We foresee the co-existence of linear and online media consumption in the digital convergence era. We are therefore transforming our capabilities to enable our customers to leverage the quality and efficiency advantages provided by these modern technologies.

Our television core is transitioning to DTT and our next journey will be transformation of the radio core to digital.

With Sentech being leaders in cutting-edge technology and ICT infrastructure, what commitments does Sentech have in place for the South African market?

Content access is a key contributor for country development from the economic, informed and entertained society perspectives. We are committed to the Fourth Industrial Revolution (4IR) drive, which cements the country as a true digital industry leader on the continent. We are investing in the connectivity networks to offer diversified services to niche target markets that remain underserved. We continue to

“

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We acknowledge that content is no longer consumed via conventional media platforms alone.”

research and develop media and broadband solutions to leverage the 4IR technologies, such as 5G, IOT and OTT. Sentech achieved its sixth consecutive clean audit.

Are you expecting a seventh consecutive clean audit and how does Sentech maintain this?

Good governance is the lifeblood of a sustainable organisation. We constantly seek to ensure that we have functioning controls in place whose purpose is to safeguard our assets, ensure financial statement reliability, promote operational efficiency and encourage compliance with relevant regulations and Sentech’s mandate. The effective internal control environment protects the value of the organisation and minimises opportunities for unintentional errors and intentional fraud.

In your industry, risk-taking is part of innovation and adopting new technologies. What have been the risks you have taken thus far and what were the results thereof?

Calculated risk taking and control are part of everyday business. As an organisation we continue to invest in new technologies through research and innovation, focusing on new product development to diversify our service offering.

We have adopted a lean approach to product development to promote response time and to changing market conditions while managing risk. We have invested in a digital radio trial network for Gauteng and are looking at expanding this to other provinces in the near future, to lead and set South Africa on a digital radio migration trajectory.

What would be your top attributes as a successful leader and do you have any advice for future leaders of South Africa?

My strength-finder outputs reflect my accountability and responsibility attributes to be the strongest in my leadership style. These attributes, together with knowledge and experience, have enabled me to better apply my duty of care and skill in everything I do and ensured a high level of commitment to the engineering and leadership journey.

I advise upcoming leaders to be self-aware, understand their own strengths and how the strengths of others can complement their own. One needs to differentiate themselves through knowledge and embracing high standards and professionalism. This, I believe, makes for high performers and achievers. n

Sentech W www.sentech.co.za

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N E W C A P I TA L R I S I N G

Steyn City’s AAA Grade Commercial Park - Launch Early 2019 Rising out from the 2 000 acres of beautifully manicured parkland, Steyn City’s 80 000m2 commercial node - Capital Park, is set to complete its world class suite of lifestyle facilities and amenities. Steyn City - perfectly nestled between Joburg and Pretoria, is redefining authentic resort living and dominating sales trends as a result.

The City Centre at Steyn City is reshaping the skyline of what is becoming the new richest square mile in Africa.

Rising alongside this is the 14 hectare Capital Park, comprising 10 three and four-storey office buildings – each boasting its own unique design, roof garden, two basement levels, outdoor parking, an average 3 800m² of office space, and access to greenbelt zones and the City Centre retail and hospitality district.

80 000m 2 COMMERCIAL ZONE | 10 BUILDINGS WITH SECTIONAL TITLE MODEL | AVERAGING 3 800m 2 OFFICE SPACE

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Since inception, Steyn City’s trajectory has always only been upwards.

Contact us and join the trend.

Call 010 597 1040 sales@steyncity.co.za Mark: 082 559 2989 Leanne: 072 078 9562 steyncity.co.za

2 BASEMENT PARKING LEVELS | ROOFTOP GARDENS | GREENBELT ACCESS | CITY CENTRE RETAIL AND HOSPITALITY

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Interview: Invincible Valves

Contribute to the universe and feel the positive impact!

SA Business Integrator spoke to Africa’s most Influential Woman in Business, Pam du Plessis, Managing Director of Invincible Valves.

After being awarded ‘Africa’s Most Influential Woman in Business’ by CEO Global, please tell us what you think has encouraged you to achieve this title and how can you encourage other women to be a positive influence on others?

My passion for positive influence and impact in the universe has been the driving force of my recent award. From my perspective, it’s not only about your business, but instead includes your personal capacity. It’s about your contribution to the universe and the impact that comes from it.

I would encourage women to live their lives with integrity and contribute on every capable level. These contributions can be so small, yet so very significant in someone else’s world. Make every encounter an impactful and meaningful experience for yourself and others. Go the extra mile and extend yourself; we after all have a huge amount to contribute. Every encounter is an opportunity to encourage, uplift or just be a pillar of strength for the person you are engaging with. With this form of awareness you tend to have more impactful encounters every day.

As a remarkable woman in the manufacturing and engineering sector, usually a male-dominated industry, how do you foresee the next five years for women in top positions in your sector?

The world is your oyster, if you want it you need to go and get it. In a nutshell, I do believe we will be seeing more women coming through the ranks and taking more senior positions in the next five years. The world is changing and I feel that it’s becoming more acceptable in people’s minds, therefore there is no longer that shock-and-horror moment, but instead a shorter period for full acceptance of the change. When we talk change it usually takes 21 days of consistency, but when it comes to this movement, it seems to have become quicker and less questionable than previously.

Your role as Managing Director at Invincible Valves must be very challenging. Can you give us some insights about your role as the driving force behind the company?

Challenging along with interesting, entertaining and most of all very rewarding. My role is to strictly work on the business and not in the business. My role entails a significant amount of engaging with clients, suppliers, our staff, mentoring, upliftment programmes, assessing

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Interview: Invincible Valves strategy, risks, compliance along with goal setting and achieving. It’s an incredibly varied position, no two days are the same, instead every day is a new challenge and may end with great rewards.

How would you describe the success behind the company’s history and what is the company’s vision going forward?

The success comes from process and the management thereof. We have successfully moulded our teams into the process flow and created a working environment conducive to the needs and happiness of our staff.

We understand the value of our people and engage in an open and honest manner, we offer numerous opportunities for greater personal growth and success.

We recognise our achievers and evaluate their success continuously, providing constructive feedback and further learning opportunities. Our people make our business successful, they understand and live the culture, they engage and work together as a team.

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We understand the value of our people and engage in an open and honest manner.”

Long-term goals are vital. What are your long-term goals for the business and how do you plan on achieving them?

Our long-term goals include expansion, which in turn will result in greater impact to our staff, local community and aerotropolis economy. Another is to infiltrate alternative markets with our Inval products and become a leader in our own right. We consistently look at innovation and technology as being one of our long-term goals to upgrade and reinvent quicker and easier methods of achieving our goals and those of our esteemed customers. Finally, education fits into all three goal segments because we believe that education of our staff and customers should be an ongoing goal which will ultimately result in a better understanding of our sector, which would result in more efficient and more productive man-hours within our sector.

How would you describe your top attributes as a successful leader?

My high level of Emotional Intelligence (EQ) gives me the capacity to have those hard conversations and to mentor people without being personally involved in the situation. It allows for logical, unemotional thought processes which in turn results in strategic outcomes. It’s the art of not taking things personally and instead taking it on the chin, listening and using or losing it. It allows for honest feedback and empowers an individual to think

about the reasons behind their wants. There is a great belief in leading that goes ‘if you not bleeding, you not leading’ which really means if you are not committed 100% you will not achieve 100%. I am ‘all in’ - my levels of passion are extremely high with an absolute love for the business, the people within it and the evolving sector. Each challenge is very quickly turned into an opportunity and then we run with it.

What are your values as a business leader and how do you ensure that these values are upheld by employees?

My value system starts with reputation, this being the most important asset. Maintaining the trust and confidence of everyone who deals with us is high on my agenda. The only way you can maintain that is to remain true to a value system of honesty, integrity, diligence, accountability and responsibility. Carrying this system through the business is fairly simple as it starts at the interview process – selecting candidates that display similar values in their personal lives. Then it’s about clear communication of what is expected going forward, followed by consistent accountability to the roles and responsibilities that you are entrusted with. The system of teams is where you find peer-to-peer accountability and that strengthens the value system by an additional measure. Therefore structured, consistent accountability ensures our value system is upheld by all employees within our organisation.

How does Invincible Valves maintain its integrity and loyalty towards its customers?

Invincible Valves maintains its high level of integrity and loyalty towards its esteemed customers by working with an open-door policy, transparent communication and the general value system upheld by the Invincible family.

We have an incredible sense of who our customers are and appreciate their commitment to our business and in turn, do our utmost to service them at the level that they deserve and have come to expect.

And who are your main customers?

Our main source of customers is within the mining sector, along with project houses and maintenance contractors.

We have a number of agents around the globe who in turn are also our customers.

Any advice for future leaders?

My advice is simple - remain true to yourself. Don’t ever pretend to be someone that you are not. Knowledge is power and therefore I encourage leaders to read, learn and empower themselves to take on the tasks, understand the risks and enjoy the ride.

Trust your gut and never forget that honesty is the best policy. Be open-minded and at the end of every day look back and assess the situation – turn challenges into opportunities, draw from your positive encounters and remain humble. n

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BUSINESS RESCUE

Business rescue or liquidation – when to choose which

By Faith Ngwenya, spokesperson for the South African Institute of Professional Accountants (SAIPA)

A recent trend that has emerged in South African businesses shutting their doors is to opt for the path of business rescue, as opposed to liquidation. While many believe that a business rescue process is only implemented to stall a liquidation, thereby also frustrating the creditors of a company, this is not the case.

Business rescue, which is a process of rehabilitating a business that is in financial distress by providing temporary supervision and management by a business rescue practitioner, should not be used as means to stall the liquidation process. Business rescue aims to provide the business entity an opportunity to reorganise and restructure its affairs, while having the protection of the law against any legal proceedings.

It is possible that at the time of applying for business rescue it seemed the best solution to address the financial distress of the entity; however, in many instances, after initiating the rescue, it can become obvious that the prospects of a successful rescue are slim. The business rescue practitioner then moves to terminate the rescue and applies for liquidation. This way it will save the assets of the entity from further being depleted.

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BUSINESS RESCUE Business rescue step by step Once a company begins business rescue proceedings, either voluntarily (section 129) or by an order of court (on application by an affected person), the following actions are prescribed by the act: • The registered business rescue practitioner must be approached to investigate the affairs of the company as soon as possible after the start of business rescue.

• Within 10 business days after being appointed, the practitioner must convene a meeting of the creditors and a meeting of the employees and advise them of the prospects of rescuing the company.

• The business rescue plan, as proposed by the practitioner, must be published by the company within 25 days after the date on which the business rescue practitioner was appointed. The business rescue practitioner must then convene a meeting of the creditors and any other holders of a voting interest, to consider the proposed plan within 10 business days of the publication of the business rescue plan.

Last year, the Companies and Intellectual Property Commission (CIPC) accredited the South African Institute of Professional Accountants (SAIPA) to regulate its members that are eligible to be business rescue practitioners in line with Companies Act. This forms part of a broader plan to regulate the business rescue sector.

Only SAIPA members in good standing can be licensed as Business Rescue Practitioners as from the beginning of 2017.

How does it affect creditors?

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Business rescue aims to provide the business entity an opportunity to reorganise and restructure its affairs, while having the protection of the law against any legal proceedings.”

The application is submitted to the High Court of South Africa and the court supplies a case number which is delivered to the business’ registered address.

The provisional application court date is set and the application is brought by the applicant on a semi-urgent basis. The application entails immediate relief granted by the court, which means that the creditors don’t receive notice of the application first. The court grants the provisional order and postpones the matter to ensure that creditors receive notification, with the exception of the South African Revenue Service, who receives notification of the application before the set court date.

The provisional order is important as once it has been granted, no creditor can take any steps to recover debt from the business. The matter is postponed for a period of 30 days and during this period, notice is sent to all relevant parties, giving them time to oppose the liquidation application before the court return date. If no opposition is lodged during this period, the court grants the final liquidation order and the business entity is liquidated. If there is opposition, the relevant party must submit an affidavit detailing the reasons for opposing the application and a trial may follow. n

Under the supervision of the business rescue practitioner, creditors need to comply with their obligations to supply goods or services to the company in the same way they did prior to the start of business rescue proceedings, unless the agreement between the company and the creditor regulates the relationship between the parties in the event of an insolvency or business rescue.

However, it is understandable that unsecured creditors and lenders during business rescue would be wary of continuing to service or supply goods to the company on the same basis on which they did prior to a business rescue. Their claims will be satisfied last in accordance with the order of preference for the payment of claims prescribed by the act.

Going, going, gone Liquidation, which is the dissolving of a business entity by realising its assets and liabilities and distributing the net proceeds, if any, to the shareholders, can be set about by a voluntary application. The trigger for a liquidation is the moment liabilities of the business exceed its assets; the business is insolvent and must stop trading. The first step is to decide on a date for the last day of trading. Any income derived after this date will be for the benefit of the insolvent estate and thus the creditors.

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Faith Ngwenya, spokesperson for the South African Institute of Professional Accountants (SAIPA).

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Board Members

Effective board members: Fluent in the language of influence Companies shape the commercial landscape. Yet, it is the board that guides business strategy and monitors its implementation. Board composition is of the utmost importance.

The King IV report makes this clear: It is crucial for an organisation to get the right mix and balance of people to sit on its board. The report implies there is a positive correlation between the diversity of skills present on the board and its effectiveness.

Therefore, the importance of influential board members cannot be underestimated. Through their influence they determine the rise or fall of companies. The ability to influence is a prerequisite for any leadership role.

Alfred Ramosedi, CEO of Bayport Financial Services, couldn’t agree more. He currently serves on the board of CIMA South Africa and is also Chairman of the board for the Accounting Technicians South Africa AT(SA), an

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associated designation of the South African Institute of Chartered Accountants (SAICA).

Three key competencies necessary to be an influential board member Ramosedi defines three key competencies necessary to be a truly influential board member. These are financial acumen, decisiveness and interpersonal skills.

As Chairman of the AT(SA) board he says: ‘Amongst other competencies, these three are most valuable to me. At AT(SA) we are growing a future economy by building people. Ensuring our board members have the

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Board Members right competencies, ones that balance us as a whole and enable us to do this job better.’

‘Further to just the right competencies, having one vision that we communicate consistently makes our targets easy to achieve. Having the ability to inspire people for them to adopt your vision enables tough conversations to be had further down the line, if and when they are required,’ he explains.

‘Interpersonal skills are often deemed to be “soft” yet they are hard to master as they demand greater awareness,’ Ramosedi adds.

Although difficult to define, such skills are vital to fulfilling a role as a board member. They allow you to ensure that objectives and values are clear.

Decisiveness a key factor Decisiveness is yet another attribute which Ramosedi promotes within the AT(SA) board. He believes this is a key factor for the organisation’s continued success.

In a world with seemingly unlimited opportunities but imposed with a scarcity of time and other resources, indecisiveness costs.

‘Nobody likes a board that dithers,’ he says.

Relating to decisiveness is what Ramosedi believes to be his greatest life lesson. The lesson: ‘Don’t be afraid to fail’ is conceptually simple but difficult to master in practice.

‘The quicker you learn to fail the calmer you are about your future because you know you can handle anything that’s thrown at you.’

It is a fear of failure that promotes indecisiveness. By learning not to be too afraid of failure, board members can become more decisive. A track record of decisiveness can improve the esteem in which they are held, thus expanding their influence.

‘We are all failures, people that are very successful are those that accept they are going to fail and when they do, they pick themselves up quickly and don’t dwell on the failure,’ says Ramosedi.

To ensure the company stays its course, the board must mitigate the risk of failure.

Ramosedi speaks about the relationship between the board and management – one which must constructively ensure the fitness of the company.

‘The board is there to ensure the direction and relevance of the company. Moreover, it is there to ensure that governance processes are adhered to.’

He emphasises the need for a board not to spend too much time looking in the rear view mirror. This is an exercise which is counterproductive and does not serve the purpose of being positively influential.

The board’s focus should be firmly on the future, concludes Ramosedi.

‘Tomorrow is coming – are you ready? You need to have a nice balance between holding management to account and pushing them forward.’ n

Alfred Ramosedi, CEO of Bayport Financial Services.

About AT(SA) Accounting Technicians, South Africa [AT(SA)] is a leading, trusted professional body dedicated to the education, development, regulation and support of accounting technicians in South Africa. In association with South African Institute of Chartered Accountants (SAICA), AT(SA) represents confident, skilled accounting technicians who are committed and empowered to deliver and uphold the high professional standards and ethics that the profession demands. AT(SA) is locally delivered through a vast network of leading training providers across the country – each carefully selected to provide best-in-class training and globally relevant content.

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Content Marketing

The challenges of content marketing

By Nick Durrant, Bluegrass Digital Managing Director

Content creation practices are under constant pressure to perform and deliver to meet sales targets. Although the biggest factor to achieve return on investment (ROI) is content personalisation, the challenge for marketers is to create content that turns heads.

Eighty-nine percent of the most successful B2B organisations are very committed to content marketing and it is no surprise that 62% of those successful B2B companies have a documented content marketing strategy.

After all, there is little reason to create brand assets – whitepapers, articles, blogs, infographics, videos and the like – if audiences are not defined, goals are not mapped and topics are not based on demand.

‘We think you’ll learn a lot to drive your content marketing to the next level based on generating actual results,’ says Bluegrass Digital Managing Director Nick

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Durrant. ‘Products such as Episerver Advance helps organisations deliver individualised content to visitors everywhere they digitally engage.’

Why is content marketing so popular with businesses?

The decoupling of marketing from other parts of the typical organisation has caused silos in business goals. While IT typically has the goal of managing and maintaining a stable online platform, marketing has the goal of creating sales pipeline or generating brand interest.

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Content Marketing Durrant says this content is continually pushed to be cutting-edge, relevant and timely.

‘I often hear that content marketing teams need to put out materials weekly because if they don’t, they feel like they are falling behind.’

Marketers are fighting for their jobs and their job is to create relevancy for their brand by creating demand. The problem here is that content groups often don’t have the time or structure to slow down and make sure their content strategy aligns with the rest of the organisation.

The question is whether content creation will slow down or keep increasing. Durrant believes this process will continue to get faster and more frantic.

‘The expectations of communication channels like social media and efficient content creation platforms is that our marketing teams can publish as fast as possible. Paired with expectations, marketers will continue to feel the burden of working at the speed of urgency,’ he explains.

Durrant says the speed at which marketing organisations work is unsustainable.

‘Marketers traditionally think and work in a vacuum because businesses do not have the infrastructure or place the importance on broad network thinking. This devalues the success of the content they create as it lacks the overall strategy component that is essential to organisational success.’

More importantly, they are not given the tools to communicate and share insights properly to influence their content practice. Marketers often have their own disconnected set of tools they work with to create content.

‘If my technology is not integrated with the rest of my technology stack, issues can easily arise.’

Typically with acquisitions, organisations will use various marketing automation platforms and CRMs between many marketing teams under one umbrella. This normally leads to many horror stories of dead-end landing pages, failed outreach campaigns and unmanaged email lists.

This is largely due to the tools not been synced across the organisation and a lack of commitment to fix the problem. Their result, many pointless emails to users and without much success and a steady stream of complaints about the strategy - externally and internally.

The traditional organisation places the ownership of websites and digital content in the hands of IT. Marketers are tasked with creating stand-alone messaging through their own channels, and this separation creates confusion and misalignment.

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Marketing teams and content creators are tasked with telling great stories, but often these stories don’t ask the right question – what does the audience want to hear?”

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A successful content strategy should focus on producing relevant content, not aiming for critical mass.”

‘Imagine if we could centralise these technology decisions by using platforms that integrate the many digital tools into the same solution. The simple cohesion of a technology stack could bring marketing and IT/ content publishing to the same table and help them to be on the same page,’ says Durrant.

With so many companies coming out with cloud-based digital marketing hubs that combine CMS with marketing automation and data analytics (such as Episerver), there are no more excuses why these technologies need to be separate.

Content marketing strategies done right However, there are real-world examples of content marketing strategies done right. A home décor retail company had just relaunched their website on Episerver.

They spoke about the internal changes that came along with the rebranding, from empowering their separate divisions into the platform to help with content and marketing alignment.

They talked about the simple act of business governance of assets and content publishing that allowed a more centralised flow of syndication through the marketing team from the different divisions. This saving of time allowed them to slow down and think about what they were creating rather than feeling the urgent need to simply stay ahead.

There are specific elements that marketers can consider to determine whether their content creation practice is effective. They can help their practice by investing and connecting to their different departments through technology to align marketing goals with content publishing tactics.

They can also institute proper data practices and feedback loops to make sure that learnings and insights from different teams can be shared and applied to messaging practices.

Can marketers prove the ROI of their content practice?

A successful content strategy should focus on producing relevant content, not aiming for critical mass. By synthesising cross-team communication with effective attributable data practices, teams can do less work and produce more successful results.

Durrant says the ROI here is more time for your team to think critically and make decisions that resonate rather than reacting to deadlines.

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Content Marketing

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Technology organisations will continue to develop machinelearning based platforms that can analyse customer journey trends and even go as far to suggest relevant content to publishers during the creation process based on business goals.”

‘Additionally, by investing in technology that syncs your organisation, you can eliminate redundant disconnected technologies that might only exist because of legacy decisions.’

‘While re-platforming and integrations can cost money, this investment needs to be weighed against the value of continued business development and your end goals.

How much is your technology costing you to be inefficient and ineffective?’ he asks.

Content creation needs to be driven by smart data practices. Marketing teams and content creators are tasked with telling great stories, but often these stories don’t ask the right question – what does the audience want to hear?

‘Data analytics and customer data platforms provide the tools to give a single source of your customer journey, from offline business steps all the way through in-store purchase. Your content team should be directly linked to these platforms to find key attributable data points to help drive future innovations,’ says Durrant.

Technology organisations will continue to develop machine-learning based platforms (much like Episerver has) that can analyse customer journey trends and even go as far to suggest relevant content to publishers during the creation process based on business goals.

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Data analytics and customer data platforms provide the tools to give a single source of your customer journey, from offline business steps all the way through in-store purchase. Your content team should be directly linked to these platforms to find key attributable data points to help drive future innovations,’ says Durrant.”

The question is whether content creation will slow down or keep increasing. Durrant believes this process will continue to get faster and more frantic.”

Technology will no longer be the deterrent to these business practices. Marketing teams will come to the table with IT departments to make investment decisions in platforms that can drive both teams’ interests.

This will mean the expectations of marketing and content publishers will rise – ease of connection to tools like personalisation and access to data platforms will be an expectation rather than on the wish list.

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He says content expectations will not go away, organisations will continue to work at the speed of information and expect their messaging to fall in line.

‘As teams get better at using data to drive these decisions, innovation and responsiveness will move upward since the tools will empower teams to work faster and smarter,’ Durrant concludes. n

Bluegrass Digital Managing Director, Nick Durrant.

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Cybersecurity

Cybersecurity – the top 5 considerations for CEOs

By Paul Jolliffe, Lead DSM: Security at T-Systems South Africa

Cybersecurity has been top-of-mind for every single IT department across the country in recent times. Over the past two years, the spate of cybercrime has surged and many South African organisations have been left reeling in the aftermath.

The recent PWC Global Economic Crime and Fraud Survey says that over a quarter of South African respondents believe that cybercrime will be the most disruptive, impactful crime faced over the next two years. Also that cyber-attacks have become so inescapable that it’s becoming more strategically important to identify the mechanisms used by cybercriminals than to measure occurrences and impact.

This is a bold statement, as it highlights that adopting a proactive approach to cybersecurity must be seen as a business priority. However, many organisations are so indelibly focused on their digital transformation strategies and disrupting the market that, despite its looming presence in the IT world, many executives and CEOs remain unaware of the steps necessary to protect their digital initiatives and underpin their success.

1. Are you building your digital strategy on an insecure foundation?

Cybersecurity is fundamental to any digital transformation strategy. Without a secure base on which to build and interlinked security measures deployed across every

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platform, digital transformation strategies will crumble under the barrage of attacks expected to lambast businesses as they deploy more technologies. The onset of a connected world may hark at an era of uninterrupted, always-on and customer-centric business, however, it also provides a myriad more ways for cyber-criminals to gain a foothold into business’s networks.

According to a recent survey conducted by Cisco, 69% of surveyed executives indicated that their organisations are reluctant to innovate in areas such as digital services because of the perceived cybersecurity risks. However, it’s increasingly apparent that businesses need to digitally transform to remain relevant and innovative. The traditional premise of IT, cybersecurity has evolved as an enabler of digital business growth and should be a boardroom concern, addressed by every stakeholder and driven by business executives.

2. Your data isn’t where you think it is As a CEO or business executive, can you say – with confidence and certainty – that you know exactly where all of your business data is, right now? Do you know who

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Cybersecurity is looking after it or accessing it? Is it safe, or do you just think it is? These are all very important questions that every CEO and business executive must know the answer to. If you don’t, your data may be exposed to cybercrime.

Data perimeters have shifted and the advent of the Cloud means that your business-critical data may reside across a number of locations, from your server on site, to various Cloud locations, to an administrator’s USB drive or a salesperson’s mobile device. Shadow data, or data that employees access using unauthorised applications on their mobile device, or simply by taking work home with them on a flash drive, has become a critical area of concern that requires strict controls and awareness.

To protect your business, it’s imperative to take cognisance of the threats that exist so you have a better understanding of the complexities of securing a hybrid data environment. A business’ security controls must align with business processes so that the movement, storage, accessing and dissemination of data remains secure, no matter what new technologies are introduced or which direction your digital transformation strategy takes.

3. Even the best security controls are ineffective without the skills to use them It’s one thing to understand that you need cybersecurity controls and technology, but a completely different thing to have the right skills to keep pace with the changing cybercrime landscape and gain the optimal value from the controls and technologies your business employs.

Integrate Immigration lists IT security skills as a critical skills shortage in South Africa, promoting it as an area where immigrants are in demand to fill gaps. Unfortunately, the skills required to manage a cybersecurity environment surpass traditional IT or security skills. Whether you elect to outsource, or employ in-house cybersecurity skills, they need to incorporate a level of data science, an in-depth knowledge of the cyberthreat landscape, knowledge of the security tools needed across various platforms and the controls needed to ensure they work.

It’s also becoming increasingly important to embrace social media and the dark web as valuable sources of information with which to build a threat profile for your business and understand what skills you require to employ the next generation security tools that keep it secure.

4. Don’t treat security like a grudge purchase As a CEO or business head, you understand that security is a necessary requirement, however, you may not know what you need to spend on it or how to build a cybersecurity budget that works for your business needs.

With cybercrime having affected more than 32% of South African organisations over the past year, businesses can no longer afford to wait until they are affected themselves before acting.

The impact of a security breach extends beyond data loss – it affects a business’ reputation, customer service delivery and bottom line. A robust cybersecurity strategy not only protects your business, it adds value to the customers who entrust you with their data.

It’s important to ensure your security budget is in line with the maturity level of your business as well as the maturity level expected by the industry you operate in.

You need to work hand-in-hand with your cybersecurity provider and IT team to understand the threats that exist for your industry and build a security strategy, complete with supporting technologies and controls, that will ensure your business is secure.

5. Would you do business with company that’s not secured?

This is a question your customers are asking of you.

We recently conducted a cybersecurity audit at a large dairy producer who were astounded to discover how many shadow applications and unauthorised programmes were being used within their organization, outside of their security controls. The threat posed by those applications and programmes, as well as the threat of data loss, was immensely high and top-level executives – some of whom were using their own unauthorised applications – were unaware. More importantly, the people responsible for the business’ cybersecurity were unaware.

Doing a credit check on partners is something a business doesn’t think twice about, yet we don’t concern ourselves with checking if our partners are secure and if they are keeping our data safe. By doing a security check on your own business, establishing the weaknesses and addressing them, you can show your customers, partners and the world at large that you take security seriously and that you demonstrate accountability and responsibility for the data that resides with you.

Cybersecurity is a differentiator and not just something you do on the back end. Customers want to engage with businesses they trust and who take their data seriously. n

Paul Jolliffe, Lead DSM: Security at T-Systems South Africa.

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JOIN US FOR THE INAUGURAL TETA SKILLS SUMMIT 2019 O ver the past 17 years and amidst obstinate and multifarious challenges, Transport Education Training Authority (TETA) achieved notable milestones in its efforts to transform the South African transport sector.

The organisation is also aware that the role it plays within the transport sector is still obscure to many industry players. Accordingly, TETA is geared to convene an Inaugural Skills Summit at Birchwood Hotel in Ekhurhuleni.

Through this Summit the organisation aims to foster the culture of collaboration between government and private entities, encourage participation in skills development initiatives, share its mandate and its achievements, create an opportunity for the beneficiaries of its programmes and initiatives to share their success stories and tackle industry issues. The Summit also aims to encourage a continuing strive for innovative solutions in the industry.

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Among others, topics for in-depth discussions during the Summit will include: » Future of work (4IR) » Road and rail safety » Best practices in SMME support » Industry transformation This Summit will attract provincial governments, educational institutions, researchers, industry players and TETA financed SMMEs. These entities have multiple opportunities to participate in the Summit. A host of speaking, exhibition and sponsorship opportunities are available.

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Education

Expanding tertiary education for young people

By Naledi Pandor, Minister of Higher Education and Training

34

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Education Youth unemployment is our central challenge. Government has embarked on several initiatives to tackle this challenge – not alone, but in partnership with employers. For example, the Youth Employment Scheme (YES) stands out as one of the boldest initiatives to date in which the public and private sectors will collaborate over three years to provide a million youngsters with a year’s work experience at large or small companies.

The shared aim of all these initiatives is to assist young people to progress from school to work. There is seldom one destination, one workplace, for any youngster – the days of working for a single employer for an entire working life is long gone. So our job is to prepare young people for the labour market as effectively as possible.

Working with industry associations to train artisans One way in which the Department of Higher Education and Training is doing this is to work with industry associations to train artisans. The programmes that arise from this collaboration are not geared to the needs of a single firm only, but to any firm that requires one or more of the skills that an artisan is trained to perform.

The desired artisanal skills sets are defined by a group of employers under the umbrella of the Quality Council for Trades and Occupations (QCTO) – one of our quality councils. Thus the qualification earned is the currency that the artisan can use to market her- or himself to many employers across a number of sectors.

We are piloting this approach in the Centres of Specialisation Programme for which planning began in October 2017 and which has been launched in January 2019. For each of 13 trades we have industry association partners; we are working with the Retail Motor Industry for the automotive trades, the Institute of Plumbers of South Africa for plumbers, the Southern African Institute of Welders for welders and with the Steel and Engineering Industries of Southern Africa for the remaining nine trades. With these partners we have identified two TVET colleges for each of the trades.

Together with these industry partners we are ensuring that the curriculum is up to date, the facilitators are prepared and that the workshops are well equipped.

Together we are also scouring the landscape around each college to identify employers willing and able to provide

“

We have opened up our universities to change, and thousands of black students and women today enjoy state-supported access to higher education.”

the workplace learning required for the specified trades.

Revitalising manufacturing in South Africa The TVET college sector is poised to make a huge contribution to the skills that will be needed to revitalise manufacturing in South Africa. Manufacturing is a key driver of economic growth and development.

Manufacturing is the normal route to development.

Developed countries became high-income countries by developing a substantial manufacturing base that in turn provided for full or nearly full employment. For example, 40 years ago Korea had a comparative advantage in growing rice. Had it stuck to that strength alone, it would not be the industrial giant that it is today. It might have become the world’s most efficient rice grower, but it would still be poor. Korea certainly benefited from an Asian version of the Marshall plan. It’s post-war development plan was based on manufacturing-led growth. That policy laid the foundation for the successful and well-known Korean companies like Samsung and LG.

“

The TVET college sector is poised to make a huge contribution to the skills that will be needed to revitalise manufacturing in South Africa.”

SA manufacturing base need diversification, modernisation to become globally competitive South Africa has an extensive manufacturing base, but one that needs to be diversified, modernised and must become more globally competitive. There are about 35 000 manufacturing firms in South Africa employing about 1.4 million people. Doubling its size would require an enormous infusion of capital and many skilled people: thousands of entrepreneurs, managers, machinists, engineers, accountants, tax officials, lawyers, marketers, artisans, electricians, data scientists, coders and IT experts. On average, it takes five skilled people to run the average manufacturing company. That means 175 000 skilled people would be needed to double our manufacturing industry.

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Education The skills that we need are not only at the lower end of the spectrum. We also need high-level skills for the dynamic parts of the economy - hi-tech manufacturing, the creative industries, hi-tech medicine, renewable energy, business services, education and computer software, in advertising, in mobile phones and in automotive and aerospace engineering.

Korea was able to move into a high-tech economy over 50 years and many have suggested that we should have emulated what they did. We have the same population as Korea, but Korea’s investment in education and in research and development has been far larger than ours.

Our higher education sector is constrained by a shortage of scientists and technologists. This is partly a legacy of poor science and mathematics performance in our schools, but we must also recognise a failure to invest more aggressively in our university system.

Talent must be given the opportunity to flourish.

Particular focus should be directed at black students, especially black women, to pursue postgraduate studies through the provision of financial and academic support, accompanied by mentoring that helps to release their full potential. We have opened up our universities to change, and thousands of black students and women today enjoy state-supported access to higher education. We have substantially re-organised the sector to erode its past racial character.

“

It is quite possible that automation will be an opportunity to transform gender discrimination and equalise pay between men and women. Most certainly, I am sure that women should take greater advantage of the opportunities of digital innovation.”

SA experiencing high-level skills shortage Yet, South Africa is in the grip of a high-level skills shortage. Globally the market for people with portable skills is exploding - in engineering, finance, marketing, construction, healthcare, management and technology.

Companies operate in dozens of countries, requiring complex technologies and a massive pool of highly skilled people able to navigate tricky international waters. All these processes are creating a fierce competition for talent. If we are not to lose our talented young people to this competition, it is one in which we have to take part, and to win.

We are building a higher education system that addresses automation, digitisation and machine learning.

One in three jobs in South Africa – almost 5.7 million – are currently at risk of automation within a decade. These jobs may well be replaced by others that do not even exist yet. We are teaching young people in universities

36

“

We are building a higher education system that addresses automation, digitisation and machine learning.”

the high-level skills, the innovation and creativity that are not in danger of being automated or digitised. We know young people will have to continuously upgrade skills and learn new skills through lifelong learning. That’s why we’re investing in skills to become a learning and knowledge society.

Women in a better position to benefit from automation But what jobs are we losing? Among the torrent of information that is now available, one trend has been hidden - women are in a better position to benefit from automation. Women are currently overwhelmingly in jobs that require the human touch and that are least likely to be automated (like nursing, teaching and care work). That’s on the one side. On the other side, women in South Africa are better educated than men. There are more of us in school, in college, and at university. We have a comparative advantage, because of our better education, in a labour market that is being transformed through new technologies.

It is quite possible that automation will be an opportunity to transform gender discrimination and equalise pay between men and women. Most certainly, I am sure that women should take greater advantage of the opportunities of digital innovation.

New technologies provide huge commercial and economic payoffs for companies that are keen to replace people with robots. As our people expand their knowledge, skills, and abilities at university and colleges from the soft to the hard sciences, and from undergraduate to postgraduate studies, they will be in the best position to take advantage of high-skilled jobs in these new and emerging technology fields. n

“

Developed countries became high-income countries by developing a substantial manufacturing base that in turn provided for full or nearly full employment. For example, 40 years ago Korea had a comparative advantage in growing rice. Had it stuck to that strength alone, it would not be the industrial giant that it is today. It might have become the world’s most efficient rice grower, but it would still be poor.”

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South Africa

OTTC -OPEN TRADE TRAINING CENTRE

World Skills - 1995 to 2018

OTTC is a leading training provider in Commercial and Industry Refrigeration, Air-Conditioning, Ammonia, Refrigeration, Heat-pump Systems, Electrical Engineering and Controls for R & AC and Transport Refrigeration since 1992.

The OTTC training courses are designed according to International Standards and Worldskills requirements where 26 countries have agreed to test their competitors in competition.

OTTC has won the SA National Gold in the Trade

23

OTTC CELEBRATING 23 YEARS OF WORLD SKILLS PARTICIPATION

Isolde Dobelin

of Refrigeration & AC competition eight times and since then seven of their students have been chosen to represent South Africa in the International Worldskills Competition.

OTTC takes pride in the company philosophy of training excellence and has tailored its courses to cover the entire spectrum of technical knowledge, both practical and theoretical, to achieve confident and informed decision-making combined with the appropriate skills.

THANK YOU TO ALL SPONSORS

REFRIGERATION CC

South Africa

‘Specialists in commercial refrigeration’ Tel: 011 794 3234 • Fax: 011 794 4662 Unit 1, Laserdowns Business Park, Johan Street, Honeydew PO Box 7946 Westgate 1734

OTTC believes that the quality of training must be relevant and practical to prepare their learners for various situations encountered in the workplace.

Worldskills International Competitions: Results From 1999 To 2017 TRADE 38 REFRIGERATION - All OTTC Participants YEAR

HOSTING COUNTRY

RESULT FROM GOLD MEDAL

RESULT OTTC PARTICIPANT

ACHIVED % FROM GOLD MEDAL

1999

MONTREAL CANANDA

547

499 BURT BOUWER

91%

2005

FINLAND HELSINKI

542

441 JACOBUS KIES

81%

2007

JAPAN SHIZUOKA

548

459 IVAN THERON

84%

2009

CALGARY CANADA

549

475 NICOLAS BARKHUIZEN

87%

2011

ENGLAND LONDON

544

478 DE WET BRITZ

88%

2013

GERMANY LEIPZIG

535

473 DYLAN LE MAITRE

88%

2015

BRAZIL SÃO PAULO

537

469 MARKO COMBRINCK

87%

2017

SAUDI ARABIA ABU DHABI

739

656 TYRONE BUNCE

89%

Tyrone Bunce “2017 Worldskills Project Plant” completed in given time and working according to given specification.

Geoff Alder | Dris Fouche, Assessment | Hans Damhuise

Tyrone Bunce wiring the panel.

OTTC trains their students to participate in the international World Skills competitions PO Box 14532, Dersley, Springs, 1569 | Tel/Fax No +27 11 816 2580 or +27 11 366 1219 mailto: ottctraining@icloud.com / idobelin@icloud.com | Website: http://www.ottc.co.za and http://www.ottc-training.center

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Courses offered atat Tshwane TVET College Courses Courses offered offered at Tshwane Tshwane SouthSouth TVET South College TVET College are:are: are: NATIONAL CERTIFICATE VOCATIONAL NATIONAL NATIONAL CERTIFICATE CERTIFICATE VOCATIONAL VOCATIONAL Courses offered at Tshwane South TVET College are: Courses Courses offered offered at Tshwane at Tshwane South TVET South College TVET College are: *L2 – L4 Courses offered at Tshwane South TVET College Courses Courses offered offered at Tshwane at Tshwane South TVET South College TVET College are:are: are: are: *L2 – L4:*L2 – L4: NATIONAL CERTIFICATE VOCATIONAL NATIONAL NATIONAL CERTIFICATE CERTIFICATE VOCATIONAL VOCATIONAL • NATIONAL Tourism NATIONAL CERTIFICATE VOCATIONAL NATIONAL CERTIFICATE CERTIFICATE VOCATIONAL VOCATIONAL • Tourism • Tourism *L2 – L4 *L2 – L4: *L2 – L4: • Hospitality *L2 – L4 *L2 – L4:*L2 – L4: • Hospitality • Hospitality • Tourism Courses offered at Tshwane South TVET College are: •• Tourism Information Technology & Computer Science • •• Tourism Tourism Tourism Tourism Information Information Technology Technology & Computer & Computer Science Courses offered atScience Tshwane South TVET College are: NATIONAL CERTIFICATE VOCATIONAL Courses offered at Tshwane South TVET College are: • Hospitality •• Hospitality • Hospitality Civil Engineering & Building Construction • Hospitality Hospitality • Hospitality Courses offered at Tshwane South TVET College are: Civil Engineering Civil Engineering & Building & Building Construction Construction NATIONAL CERTIFICATE VOCATIONAL *L2 – VOCATIONAL L4: CERTIFICATE ourses offered at NATIONAL Tshwane South TVET College are: • Information Technology & Computer Science Courses offered at Tshwane South TVET College are: •• Information • Information Technology Technology & Computer & Computer Science Science Electrical Infrastructure Construction • Information Technology & Computer Science Courses offered at Tshwane South TVET College are: NATIONAL CERTIFICATE VOCATIONAL Courses offered at Tshwane South TVET College are: Information • Information Technology Technology &•NATIONAL Computer & Computer Science Electrical Electrical Infrastructure Construction *L2 –Construction L4: Tourism *L2 –Infrastructure L4: ATIONAL CERTIFICATE VOCATIONAL Courses offered atScience Tshwane South TVET College are: CERTIFICATE VOCATIONAL Courses offered at Tshwane South TVET College are: • Civil Engineering & Building Construction • Civil Engineering • Civil Engineering & Building & Building Construction Construction Engineering & Related Design • Civil Engineering & Building Construction NATIONAL CERTIFICATE VOCATIONAL *L2 – L4: NATIONAL CERTIFICATE VOCATIONAL ourses at Engineering Tshwane South TVET College are:Construction •NATIONAL • Civil •Tourism Civil & Building & Building •*L2 Hospitality Engineering Engineering &Engineering Related &Tourism Related Design Design L2 – L4: offered CERTIFICATE VOCATIONAL –Construction L4: NATIONAL CERTIFICATE VOCATIONAL ourses offered at • Tshwane South TVET College are: • Electrical Infrastructure Construction • Electrical • Electrical Infrastructure Infrastructure Construction Construction Office Administration *L2 – L4: • Electrical Infrastructure Construction • Tourism *L2 – L4: ATIONAL CERTIFICATE VOCATIONAL • Hospitality • Information Technology & Computer Science •• •Administration Hospitality Tourism CERTIFICATE • Electrical Electrical Infrastructure Infrastructure Construction Construction Office*L2 Office Administration *L2 – L4: • Tourism – L4: ATIONAL VOCATIONAL Engineering & Related Design ••&Tourism •• Hospitality • Tourism Finance Economics & Accounting •• Engineering • Engineering & Related Related Design Design • Engineering & Related Design L2 – L4: Information Technology & Computer Science Civil Engineering & Building Construction • Information Technology & Computer Science Hospitality • Tourism • Hospitality • Tourism Engineering • Engineering & Related & Related Design Design L2 – L4: Finance Finance Economics Economics &Hospitality Accounting & Accounting • Office Administration •• Science •• Engineering Information Technology & Computer Science • Hospitality Tourism • Office Administration • Office • Administration Office Administration Civil & Building Construction Electrical Infrastructure Construction • Civil Engineering & Building Construction Information Technology & Computer • Hospitality •Learning Information Technology & Computer Science Hospitality Tourism • Office •Administration Office Administration Pre – ••• Vocational Pre – Vocational Learning Programme (NEW) (NEW) Finance Economics & Accounting ••&Information Technology &Building Computer Science •• Programme Civil Engineering &Construction Information Technology & Computer Science Hospitality Pre-learning Programme Electrical Infrastructure • Finance Economics & Accounting Engineering & Related DesignConstruction • Electrical Infrastructure Construction •• Finance • Finance Economics Economics Accounting & Accounting Civil Engineering & Building Construction • Information Technology & Computer Science • Civil Engineering & Building Construction • Information Technology & Computer Science Hospitality Finance • Finance Economics Economics & Accounting & Accounting Civil Engineering & Building Construction Electrical Infrastructure Construction •• Civil & Building Construction Information &Engineering Computer ••• Science Engineering & Programme Related Design •••Learning Office Administration • Engineering & Related Design PLP- Pre Learning Programme Electrical Infrastructure Construction ••Technology Pre – Vocational • Pre – Vocational Learning Programme (NEW) Civil Engineering &(NEW) Building Construction Electrical Infrastructure Construction • Civil Engineering & Building Construction Information Technology & Computer Science Pre –&••Pre-learning Vocational • Pre –Administration Vocational Learning Programme Programme (NEW) REPORT REPORT 191: GENERAL 191: STUDIES STUDIES 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Office Administration • Finance Economics & Accounting • Office Administration Engineering & Related Design REPORT REPORT 191: GENERAL 191: GENERAL STUDIES STUDIES • Management • Management Assistant Assistant Pre – Vocational Learning Programme • Pre – Vocational Learning Programme (NEW) Finance Economics & Accounting • Office Administration • Finance Economics & Accounting(NEW) •*N4 Office Administration ––N6 Engineering*N4 & Related Design – N6: *N4 N6: • Finance Economics & Learning Accounting • Pre – Vocational Programme (NEW) • Finance Economics & Accounting Office Administration REPORT 191: GENERAL STUDIES *N4 – N6: *N4 – N6: REPORT 191: GENERAL STUDIES • Financial • Financial Management Management Pre – Vocational Learning Programme (NEW) • Finance Economics & Learning Accounting •& Pre – Vocational Programme (NEW) •• Finance Economics Accounting Office Administration Management Assistant REPORT 191: GENERAL STUDIES • Management • Management Assistant Assistant • Pre – Vocational Learning Programme (NEW) • Pre – Vocational Learning Programme (NEW) Finance Economics & Accounting REPORT 191: GENERAL STUDIES *N4 –STUDIES N6: *N4 – N6 REPORT 191: GENERAL • Management • Management Assistant Assistant Hospitality Hospitality Studies Studies • Pre – Vocational Learning Programme (NEW) • Pre – Vocational Learning Programme (NEW) Finance Economics & Accounting • • Financial Financial Management *N4 – N6 REPORT 191: GENERAL STUDIES • Financial Management Management Pre – Vocational Learning Programme (NEW) *N4 – N6: • Management Assistant *N4 – N6: EPORT 191: GENERAL STUDIES • Management Assistant REPORT 191: GENERAL STUDIES • Financial Management Management Pre – Vocational Learning Programme (NEW) • •• Financial Hospitality Studies Management Assistant REPORT 191: STUDIES *N4 –STUDIES N6: GENERAL REPORT 191: GENERAL Hospitality Hospitality Studies Studies •REPORT Management Assistant •*N4 Financial Management • Management Assistant N4 – N6: • 191: GENERAL STUDIES • Financial Management –STUDIES N6:SCIENCE REPORT 191: GENERAL •REPORT Hospitality • Hospitality Studies Studies REPORT 191: NATURAL 191: NATURAL SCIENCE • Financial Management *N4 – N6: • Management Assistant *N4 – STUDIES N6: Management EPORT 191: GENERAL •*N4 Financial Management ••N6: Hospitality Studies • Financial Management Assistant – Management Assistant *N4 – N6: • Hospitality Studies EPORT 191: GENERAL STUDIES (ENGINEERING STUDIES) STUDIES) 191: NATURAL SCIENCE • (ENGINEERING Hospitality Studies •• Management Assistant • Financial Management • Management Assistant N4 – N6: Management Hospitality Studies •REPORT Hospitality Studies Financial REPORT 191: NATURAL 191: SCIENCE SCIENCE • NATURAL Management Assistant • Financial Management • Management Assistant N4 – N6: REPORT REPORT REPORT 191: NATURAL 191: NATURAL SCIENCE SCIENCE *N1 – N6: *N1 – N6: • Financial Management (ENGINEERING STUDIES) • Hospitality Studies • Financial Management Management Assistant REPORT 191: NATURAL SCIENCE Hospitality Studies • Financial Management • Hospitality Studies • Financial Management (ENGINEERING (ENGINEERING STUDIES) STUDIES) Management Assistant REPORT 191: NATURAL SCIENCE (ENGINEERING (ENGINEERING STUDIES) STUDIES) • Hospitality Studies • Electrical • Electrical Engineering Engineering • Hospitality Studies *N1 – N6 Financial Management REPORT 191: NATURAL SCIENCE REPORT 191: NATURAL SCIENCE (ENGINEERING STUDIES) REPORT 191: NATURAL SCIENCE • Hospitality Studies •(ENGINEERING Hospitality Studies Financial Management *N1 – N6: *N1 – N6: STUDIES) REPORT 191: NATURAL SCIENCE *N1 – N6: *N1 – N6: Hospitality Studies • Mechanical • Mechanical Engineering Engineering • Electrical Engineering (ENGINEERING STUDIES) (ENGINEERING STUDIES) *N1 – N6: (ENGINEERING STUDIES) EPORT 191: NATURAL SCIENCE REPORT 191: NATURAL SCIENCE Hospitality •Studies Engineering *N1 – N6 REPORT 191: NATURAL SCIENCE STUDIES) REPORT 191:Engineering NATURAL SCIENCE • Electrical Electrical Electrical *N1 –(ENGINEERING N6: • •• Electrical Mechanical Engineering •(ENGINEERING Electrical Engineering *N1 –N6: N6 Civil Engineering Civil Engineering *N1 –Engineering ENGINEERING STUDIES) REPORT 191: NATURAL SCIENCE STUDIES) REPORT 191:Engineering NATURAL SCIENCE • Mechanical • Mechanical Engineering Engineering • Electrical Engineering (ENGINEERING STUDIES) *N1 – N6: (ENGINEERING STUDIES) EPORT 191: NATURAL SCIENCE • Electrical Engineering • Mechanical Engineering • Electrical Engineering Civil Engineering N1 – N6: • Mechanical • Mechanical Engineering Engineering • Electrical Engineering (ENGINEERING STUDIES) *N1 – N6: (ENGINEERING STUDIES) EPORT 191: NATURAL SCIENCE *N1 –••N6: • Mechanical Engineering Electrical Engineering •• Civil Engineering Civil *N1 – N6:Engineering ENGINEERING STUDIES) • Mechanical Engineering Civil Engineering • Mechanical Engineering Electrical Engineering *N1 –•N6: • ••SKILLS Mechanical Engineering Electrical Engineering Civil Engineering Civil *N1 – N6:Engineering SKILLS PROGRAMMES PROGRAMMES ENGINEERING STUDIES) • Electrical Engineering • Mechanical Engineering • Electrical Engineering • Civil Engineering N1 – N6: •• Civil • Civil Engineering Mechanical Electrical Engineering • Engineering Mechanical Engineering SKILLS PROGRAMMES •• Electrical Engineering Civil Engineering N1 – N6: •Engineering Cosmetology • Cosmetology • Mechanical Engineering •SKILLS Civil Engineering • SKILLS Mechanical Engineering Electrical Engineering PROGRAMMES SKILLS PROGRAMMES PROGRAMMES Civil Engineering • Mechanical Engineering • Civil Engineering • Mechanical Engineering Electrical Engineering • Cosmetology SKILLS PROGRAMMES •Engineering Clothing •PROGRAMMES Clothing Production Production •SKILLS Civil Engineering •SKILLS Civil Engineering MechanicalSKILLS PROGRAMMES PROGRAMMES Cosmetology Cosmetology • Cosmetology • Civil• Engineering •SKILLS Civil Engineering Mechanical• Engineering • Clothing Production PROGRAMMES • Cosmetology • Cosmetology Artisan Training Artisan Training SKILLS PROGRAMMES Civil Engineering • Cosmetology • Clothing Production •• •Cosmetology Cosmetology KILLS PROGRAMMES SKILLS PROGRAMMES •• Clothing Production Production Civil Engineering Artisan Training • • –Clothing Cosmetology Clothing Clothing Production Production SKILLS PROGRAMMES • Cosmetology Gandhi Gandhi Mandela – Mandela Centres Centres of Specialisation of Specialisation for Artisan for Skills Artisan (NEW) Skills (NEW) SKILLS PROGRAMMES • Clothing Production • Artisan Training • Clothing Production Cosmetology • Clothing Production SKILLS PROGRAMMES • Cosmetology SKILLS PROGRAMMES • Artisan • Training Artisan Training Gandhi – Mandela Centre of Specialisation for Artisan Skills (NEW) • Clothing Production • Cosmetology • Clothing Production • Cosmetology • Artisan Training Artisan Training KILLS PROGRAMMES Centre of Centre specialisation of specialisation for fitting for fitting turning& (NEW) turning of (NEW) •• Artisan Training •• Gandhi –&Production Mandela Centres Specialisation for Artisan Skills (NEW) • Artisan Training Clothing Production Cosmetology Clothing Artisan Training •• • Cosmetology KILLS PROGRAMMES •• Gandhi • – Gandhi Mandela – Mandela Centres Centres of Specialisation of Specialisation for Artisan for Skills Artisan (NEW) Skills (NEW) Centre of specialisation for fitting and turning (NEW) • Artisan Training • Clothing Production • Artisan Training • Clothing Production Cosmetology Gandhi • – Gandhi Mandela – Mandela Centres Centres of Specialisation of Specialisation for Artisan for Artisan (NEW) Skills • Gandhi – Mandela Centres of Specialisation for Artisan Skills (NEW) Centre specialisationfor forArtisan fitting Skills & turning (NEW)(NEW) •• Clothing Gandhi –Production Mandela Centres ofof Specialisation Skills (NEW) Artisan Training • • Clothing Production •• Artisan Training Cosmetology Gandhi – Mandela Centre of Specialisation for Artisan Skills (NEW) • Centre • of Centre specialisation of specialisation for fitting for & fitting turning & (NEW) turning (NEW)

• Gandhi – Mandela Centre of Specialisation for Artisan Skills (NEW) • Artisan Training • Gandhi – Mandela Centres of Specialisation for Artisan (NEW) • Artisan Training Clothing Production Centre of fitting of & turning (NEW) for Artisan Skills •• Centre of specialisation for fitting & Skills turning (NEW) •LEARNERSHIPS Centre • of Centre specialisation of specialisation for fitting for fitting turning &for (NEW) turning (NEW) Gandhi Mandela Centres Specialisation forspecialisation Artisan (NEW) LEARNERSHIPS •• Artisan Training • Gandhi –&Mandela Centres Specialisation Skills (NEW) • Artisan Training Clothing–Production Centre of specialisation for fitting and turning (NEW) • Gandhi – Mandela Centres of Specialisation for Artisan Skills (NEW) • Centre of specialisation for fitting & turning (NEW) LEARNERSHIPS • Gandhi – Mandela Centres of Specialisation for Artisan Skills (NEW) • Centre of specialisation for fitting and turning (NEW) Artisan Training LEARNERSHIPS Centre specialisation for fitting & •turning (NEW) Gandhi – Mandela Centres of Specialisation for Artisan • Centre specialisation for fitting &Skills turning (NEW) Skills (NEW) – Mandela Centres ofofSpecialisation for Artisan (NEW) • Early • Childhood •Gandhi Early Childhood Development Development Artisan of Training •LEARNERSHIPS Centre of for fitting & turning (NEW) • Centre of specialisation for fitting & Skills turning (NEW) Gandhi – Mandela Centres Specialisation forspecialisation Artisan (NEW) • Early Childhood Development

LEARNERSHIPS LEARNERSHIPS • Early Childhood Development LEARNERSHIPS •House CentreBuilding of for fitting & turning (NEW) •LEARNERSHIPS Centre of specialisation for fitting & Skills turning (NEW) Gandhi – Mandela Centres Specialisation forspecialisation Artisan (NEW) LEARNERSHIPS LEARNERSHIPS • Community • Community House Building Centre of specialisation forChildhood fitting & •turning (NEW) • Community House Building LEARNERSHIPS Early Childhood Development •LEARNERSHIPS Community House Building •• Early Childhood • Early Childhood Development Development Development EARNERSHIPS LEARNERSHIPS Centre of specialisation for fitting & turning (NEW) Early •LEARNERSHIPS Childhood •Early Early Childhood Development Development • Early Childhood Development LEARNERSHIPS • Early Childhood Development •House Community House Building Building and Civil Construction •• •Community House Building Early Childhood Development Early Childhood Development •• Community Community House Building Building LEARNERSHIPS • Early Childhood Development LEARNERSHIPS Community • Community House Building House Building • Community House Building • Early Childhood Development • Community House Building • Early Childhood Development EARNERSHIPS www.tsc.edu.za www.tsc.edu.za For more For info more visit info our visit website: our website: Community House Building • Community House Building • Early Childhood Development •For Community Building more infoHouse visit our website: www.tsc.edu.za EARNERSHIPS • Early Childhood Development • Community House Building • Building and Civil Construction • Community House Building Early Childhood Development Tshwane Tshwane South TVET South College TVET College •For Community House Building www.tsc.edu.za more info visit our website: • Building and Civil Construction • Community House Building www.tsc.edu.za For info visit our website: @tsc_tvet @tsc_tvet Early Childhood Development For more info visit our website: www.tsc.edu.za Tshwane South TVET College @tsc_tvet www.tsc.edu.za www.tsc.edu.za more For info more visit info our visit website: our website: CommunityFor House Building www.tsc.edu.za For more info visit our website: www.tsc.edu.za www.tsc.edu.za For more For info more visit info our visit website: our website: Community House Building www.tsc.edu.za or more info visit our website: Tshwane Tshwane South TVET South College TVET College Tshwane South TVETTVET College @tsc_tvet @tsc_tvet Tshwanewww.tsc.edu.za South College Twitter: @tsc_tvet Instagram: @tsc_tvet For@tsc_tvet more info visit TVET our website: Tshwane South College @tsc_tvet @tsc_tvet Tshwane South TVET South College TVET College www.tsc.edu.za Forour more infoTshwane visit our website: www.tsc.edu.za For more info visit website: @tsc_tvet @tsc_tvet For more info visit our website: www.tsc.edu.za Tshwane South TVET College @tsc_tvet Tshwane South TVET College Tshwane Tshwane South TVET South College TVET College www.tsc.edu.za For@tsc_tvet more info visit our website: Tshwane South TVET College www.tsc.edu.za For info visit our website: @tsc_tvet YouTube: Tshwane South TVET College Facebook: Tshwane South TVET College Tshwane TVET College @tsc_tvet @tsc_tvet For@tsc_tvet more infoSouth visit our website: www.tsc.edu.za Tshwane South TVET College @tsc_tvet www.tsc.edu.za or more info visit our website: Tshwane Tshwane South TVET South College TVET College Tshwane South TVET College @tsc_tvet @tsc_tvet Tshwane South TVET College Twitter: @tsc_tvet Instagram: @tsc_tvet Tshwane South TVET College @tsc_tvet @tsc_tvet @tsc_tvet Contact details Tshwane South TVET College www.tsc.edu.za or@tsc_tvet more info visit our website: Tshwane Tshwane South TVET South College TVET College Tshwane SouthSouth TVETTVET College Contact Contact details details @tsc_tvet @tsc_tvet @tsc_tvet Tshwane College Twitter: @tsc_tvet Instagram: @tsc_tvet Tshwane South TVET College @tsc_tvet @tsc_tvet Tshwane South TVET College Tshwane South TVET College @tsc_tvet YouTube: Tshwane South TVET College Facebook: Tshwane South TVET College Tshwane South TVET College @tsc_tvet @tsc_tvetGeneral Contact details General Enquiries: 012 401TVET 5000College Contact details Contact details: Tshwane South Tshwane South TVET College @tsc_tvet YouTube: Tshwane South TVET College Facebook: Tshwane South TVET College Tshwane South TVET College @tsc_tvet General Enquiries: Enquiries: 012 401 012 5000 401 5000 @tsc_tvet Contact details Tshwane South TVET College @tsc_tvet Contact Contact details details Pretoria West Campus: 012 380 5000 General Enquiries: 012Pretoria 401 Atteridgeville Campus: 0125000 373Pretoria 1200 Campus: General Enquiries: 012 401 5000 ontact details General Enquiries: 012 401 5000 Contact details Tshwane South TVET College @tsc_tvet Contact Contact details details West West Campus: 012 380 012 5000 380 5000 Atteridgeville Atteridgeville Campus: Campus: 012 373 012 1200 373 1200 Contact details General Enquiries: 012 401 5000 Contact details Contact details: Pretoria West Campus: Odi012 380 5000 Campus: 0125000 725 1800 Atteridgeville Campus: 012Pretoria 373 1200 Pretoria West Campus: 012 380 5000 012 380 Centurion Campus: 012 6608500/1 Atteridgeville Campus: 012 373 1200 General General Enquiries: Enquiries: 012 401 012 5000 401 5000 eneral Enquiries: 012 401 5000General Contact details Atteridgeville Campus 012 373 1200 West Campus: Enquiries: 012Campus: 401 5000 Contact details Contact details: General General Enquiries: Enquiries: 012 401 012 5000 401 5000 Odi Campus: 012 725 012 1800 725 1800 Centurion Centurion Campus: Campus: 6608500/1 6608500/1 Pretoria West Campus: 0121800 380 5000 General Enquiries: 012Odi 401 5000 Atteridgeville Campus: 012 373 1200 General Enquiries: 012 401 5000 ontact details General Enquiries: 012 401 5000 Odi Campus: 012 725 Centurion Campus: 012 6608500/1 Odi Campus: 012 725 1800 Centurion Campus: 012 6608500/1 Pretoria West Campus: 012 380 5000 tteridgeville Campus: 012 373 1200 Pretoria Pretoria West Campus: West Campus: 012 380 012 5000 380 5000 Pretoria West Campus: 012 380 5000 General Enquiries: 012Odi 401 5000 Atteridgeville Atteridgeville Campus: Campus: 012 373 012 1200 373 1200 Atteridgeville Campus: 012 373Pretoria 1200 Campus: General Enquiries: 012 401 5000 Centurion Campus: 012 660 8500/1 Campus: 012 725 1800 ontact details General Enquiries: 012 401 5000 Pretoria West West Campus: 012 380 012 5000 380 5000 Atteridgeville Atteridgeville Campus: Campus: 012 373 012 1200 373 1200 Pretoria West Campus: 012 380 5000 Odi Campus: 012 725 1800 Atteridgeville Campus: 012 373 1200 Pretoria West Campus: 012 380 5000 Centurion Campus: 012 6608500/1 Atteridgeville Campus: 012 373 1200 012Pretoria eneral Enquiries: 012 5000Centurion Atteridgeville Campus 012 373 1200 West Campus: Odi Campus: 012 725 1800Odi012 380 5000 enturion Campus: 012 401 6608500/1 Pretoria West Campus: 012 1800 380 Campus: 0125000 725 1800 Atteridgeville Campus: 373 1200 Pretoria West Campus: 012 380 5000 Campus: 012Campus: 6608500/1 Atteridgeville Campus: 012 373 1200 Odi Odi Campus: 012 725 012 1800 725 eneral Enquiries: 012 401 5000 012 Centurion Centurion Campus: Campus: 6608500/1 012 6608500/1 Atteridgeville Campus 012 373 1200 Pretoria West Campus: 012 380 5000 Odi Campus: Odi Campus: 012 725 012 1800 725 1800 Odi Campus: 012 725 1800 Centurion Campus: 012Odi 6608500/1 Centurion Centurion Campus: Campus: 6608500/1 012 6608500/1 Odi Campus: 012 725 1800 012 725 1800 Centurion Campus: 012 6608500/1 Pretoria West Campus: 012 380Odi 5000 tteridgeville Campus: 012 373 1200 012 Centurion Campus: 012 660 8500/1 Campus: 012 725 1800 Campus: Centurion Campus: 012 6608500/1 Odi Campus: 012 725 1800

Centurion Campus: tteridgeville Campus: 373 1200 Centurion012 Campus: enturion Campus: 012 6608500/1 enturion Campus: 012 6608500/1

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012 6608500/1 Pretoria West Campus: 012 380 5000 012 725 1800 012 660 8500/1 Odi Campus: Odi Campus: 012 725 1800 Odi Campus:

012 725 1800

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Advertorial: Tshwane South TVET College

Tshwane South TVET College – equipping students with skills required by the job market Tshwane South Technical Vocational Education and Training (TVET) College, operating under the Department of Higher Education and Training, succeeded in enrolling about 25 000 students in 2017, inclusive of National Certificate (Vocational) NC(V), Report 191/Nated engineering and general studies programmes and workshops. A great success for all trimesters, semesters and year programmes.

The college, whose core business is the programmes mentioned above, was selected as one of the centres of specialisation for the fields of mechanical fitter and fitting and turning in 2017.

Employing 470 staff members, the college aims to equip students with the skills required by the job market and has alumni that work for renowned engineering companies like WBHO, to name but one.

The college targets learners who have completed their Grade 9 to 11 for NC(V) courses as well as learners who have completed their Grade 12 for Nated/Report 191 programmes.

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The college offers Report 191 programmes N1 to N6 in mechanical, civil and electrical engineering, and N4 to N6 management assistant, financial management and hospitality studies, as well as NC(V) L2-L4 in electrical infrastructure construction, engineering and related design, information technology, tourism, office administration, civil construction and hospitality.

Learnerships are also offered at the college.

Tshwane South TVET College is a merger of three colleges - Atteridgeville, Centurion and Pretoria West.

Its Odi campus previously belonged to Orbit College in the North West. This campus was transferred to TSC

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Advertorial: Tshwane South TVET College

TVET College owing to demarcation. Currently, the college comprises the following campuses: Atteridgeville, Centurion, Odi and Pretoria West.

The college’s campus in Centurion is famed for the culinary skills of its hospitality students and for having the best machinery for practical engineering training workshops, while its Atteridgeville campus is known for its civil engineering.

Its centralised campus, Pretoria West, is known for its Report 191 and NC(V) engineering and IT courses, with the Odi campus, in Mabopane, acclaimed for its NC(V) tourism programme.

TSC TVET offers the following NC(V) programmes: • Finance, Economics and Accounting • Office Administration • Information Technology and Computer Science • Civil Engineering & Building Construction • Electrical Infrastructure Construction • Engineering and Related Design • Hospitality • Tourism n

National Certificate Vocational - NC(V) If a learner has a Grade 9 certificate or higher, but doesn’t know yet which career path to follow, then the National Certificate Vocational - NC(V) is an ideal choice to start studying for a career path.

The National Certificate Vocational NC(V) is a new and modern qualification offered at Tshwane South TVET College since January 2007. It is offered at Levels 2, 3 and 4 of the National Qualifications Framework which are equivalent to Grades 10, 11 and 12. It is regarded as one of the high skills, high quality and high knowledge programmes that provides experience of the workplace environment and is intended to directly respond to the priority.

This qualification will also provide learners with an opportunity to be admitted at higher education studies that are subject to appropriate subject combination.

The NC(V) is a three-year qualification offered at Levels 2, 3 and 4. Each level takes a full year of study. A student is issued with a certificate on the successful completion of each level of study.

Tshwane South TVET College T +27 (0)12 401 5000 E info@tsc.edu.za W www.tsc.edu.za @tsc_tvet Tshwane South TVET College @tsc_tvet Tshwane South TVET College

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Economic Transformation

SA making slow progress on economic transformation

By Zodwa Ntuli, Commissioner at the B-BBEE Commission

Broad-based black economic empowerment in South Africa is moving in the right direction, but too slowly, said Zodwa Ntuli, Acting Commissioner of the BroadBased Black Economic Empowerment Commission (B-BBEE Commission).

Ntuli said the Commission is confident that the pace of broad-based black economic empowerment in South Africa will soon accelerate.

‘The whole purpose of B-BBEE is to provide an integrated programme, a framework pointed at moving South Africa towards a transformed, inclusive economy,’ she added.

Since its inception in 2016, the B-BBEE Commission has made issued 55 preliminary and 14 final findings from complaints received, said Joseph Melodi, the B-BBEE Commission’s acting Senior Manager: Investigation and Enforcement.

Melodi said the B-BBEE Commission had found that most entities that had findings against them opted to comply with the Commission’s recommended remedial action. Only three cases had been referred to the South African Police Service or the National Prosecuting Authority for criminal investigation.

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Approximately 10 cases had been referred to other regulatory entities, including the Companies and IP Commission. More than R100-million has been paid in redress to black people found to have been disadvantaged by misaligned B-BBEE deals, Melodi added.

‘We are comforted by the fact that most entities have taken up the opportunity to correct their transformation deals and transactions, so people are willing. We are going in the right direction as a country,’ said Ntuli Ntuli said broad-based black economic empowerment had previously been hampered because many government entities had been unaware that B-BBEE legislation pertained to them too; the legislation’s proposed beneficiaries – black people – were often unaware of their rights under the Broad-Based Black Economic Empowerment Act (2013); the private sector often received poor advice from B-BBEE advisers; and, in some

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Economic Transformation instances, there had been an element of mendacity within the private sector.

B-BBEE is an integrated framework that seeks to advance South Africa’s economic transformation so that the number of black people who manage, own and control the economy is increased. This transformation is guided by the B-BBEE Act, with the accompanying codes, the latest amendments to which were published on 1 May 2015.

An entity that is found to have violated the Act can be fined up to 10% of its annual turnover, while individuals found to have violated it face a fine, imprisonment of up to 10 years, or both.

‘If we implement B-BBEE the way it is intended, we’ll be able to create more jobs and integrate more graduates into the economy,’ Ntuli said.

Unfortunately, fronting is still a hurdle to South Africa’s economic transformation, she said. Under the Act fronting is any action that undermines the letter or spirit of B-BBEE legislation.

In the 2016/17 financial year, the B-BBEE Commission received 191 complaints of fronting, 14 of faulty B-BBEE certificates, 10 complaints regarding contracts and two of misleading advertisements. In that period, five complaints were marked under “other”. In the 2017/18 financial year,

“

In the 2018/19 financial year, the B-BBEE Commission had received 125 complaints of fronting, six regarding faulty B-BBEE certificates and nine contractual complaints.”

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Unfortunately, fronting is still a hurdle to South Africa’s economic transformation. Under the Act, fronting is any action that undermines the letter or spirit of B-BBEE legislation.”

complaints of fronting dropped to 92, there were 14 complaints of faulty B-BBEE certificates, four contractual complaints, one about a misleading advertisement and one “other”.

So far in the 2018/19 financial year, to the end of August, the B-BBEE Commission had received 125 complaints of fronting, six regarding faulty B-BBEE certificates and nine contractual complaints. Ntuli emphasised that they are referring more cases for criminal processes to deal more decisively with fronting as a criminal offence.

The B-BBEE Commission has a two-pronged strategy for monitoring and investigating B-BBEE. The commission always first approaches a valid complaint with an eye to working with the offending entity to remedy the deal or other transaction so that it meets the B-BBEE Act’s objectives. It is only when the Commission meets with a refusal to remedy the situation that it moves towards enforcement. Blatant criminal conduct cannot be remedied by the Commission, so such are referred to appropriate authorities.

Entities wishing to confirm that their transformationrelated actions are above board are welcome to phone the B-BBEE Commission, send an email or even visit its headquarters. n

Far left: Joseph Melodi, the B-BBEE Commission’s acting Senior Manager: Investigation and Enforcement and Zodwa Ntuli, Commissioner of the Broad-Based Black Economic Empowerment Commission.

Left: Joseph Melodi, the B-BBEE Commission’s acting Senior Manager: Investigation and Enforcement; Zodwa Ntuli, Commissioner of the BroadBased Black Economic Empowerment Commission, Lindiwe Madonsela, acting Senior Manager Advocacy, Education & Awareness and Thembakazi Dondashe, acting Senior Manager Organisational Strategy & Performance.

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INTERVIEW: NEMISA

NEMISA NPC developing e-skills for all in SA SA Business Integrator spoke to Phuti Phukubje, Acting CEO of NEMISA NPC.

There have been many highlights in you work career. Can you please tell us more about these?

I have held many positions in the past, among them Deputy Chair of the Audit & Risk Committee (ARC) at IPID, a member of ARC at Police Civilians Secretariat, Chair of ARC at Nemisa (prior to March 2018), Chair of ARC at MDDA, Chair of ARC at William Humphrey Art Gallery and Acting CEO at NEMISA. It has been a mixture of different portfolios which gave me enough ground to steer the current position at Nemisa.

You were appointed as Acting CEO of NEMISA NPC in March 2018. Please tell us more about your role as Acting CEO of NEMISA NPC. Initially, in March 2018, I was asked to stabilise the organisation that had fallen apart during the previous leadership. My role entailed gaining trust from employees, stakeholders, shareholders, and parliament. I had to establish a new culture of trust, transparency and honesty in our daily core activities. I also had to improve on our audit outcomes and governance. To date, we have won the battles and NEMISA is the best performing entity in the Ministry of Communication and in Q3 (Oct to Dec 2018) we achieved 100% of our set quarterly targets, assured by our auditors to be valid, accurate and complete.

NEMISA NPC is a non-profit education institution that trains previously disadvantaged individuals in an effort to eliminate poverty. Do you have any ‘success stories’ that you can share with us, and any insights on the national development plan going forward?

There are millions of success stories about our successful training initiatives. We have CoLabs located provincially across South Africa offering free training to everyone in the country. Many of our trainees are employed, while others are running their own businesses.

We also have our in-house training unit that specialises in the creative media industry. We have trained thousands of people; the majority of SABC’s production crew were trained at NEMISA. Our in-house training unit is currently accredited in nine SAQA-registered qualifications (NQF Levels 4 & 5).

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INTERVIEW: NEMISA NEMISA NPC develops e-skills, also referred to as digital skills, capacity in South Africa by creating a partnership framework that guides e-skills initiatives. Can you please elaborate more on this partnership framework?

We work with universities across South Africa. These universities have a wide range of accredited digital skills courses and by partnering with them, we benefit from their skills and experience in training, while also using their spaces to do some training. We are also planning to partner directly with TVET’s colleges because of their exposure to local communities. They are on the ground and are trusted by their own communities. We will capitalise on such synergies.

NEMISA is a globally recognised institution with a physical presence in all nine provinces. Please tell us more about this mandate on a national level.

We had partnered with seven universities and then added two more in the 2018/19 financial year - Mpumalanga University and the Central University of Technology. This is done strategically to capitalise on the presence of local universities in extending our training mandate to local communities. There was no way the national office could cover nine province while we only had a head office in Parktown and one regional office in Cape Town.

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NEMISA is positioned to become iKamva National e-Skills Institute and its mandate has been extended to promote and guide the development, training, learning, research and innovation of digital skills.”

Digital readiness depends on various elements, including infrastructure and e-skills. How ready is NEMISA NPC with its plans for an educated digital society?

NEMISA is doing its best to train as many as people on the ground as it can. We need help in terms of more funding, infrastructure and connectivity to successfully roll out more training. We will be partnering with our sister company, USAASA, for connectivity and possible utilisation of their existing provincially spaces.

With regards to the Fourth Industrial Revolution (Industry 4.0), what is the institution’s plan in relation to this?

NEMISA is part of the Minister of Communication’s broader plan to ensure no-one in South Africa is left behind in terms of 4IR. This concept ensures that we use technology tools to the best of our advantage to compete

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We have trained thousands of people; the majority of SABC’s production crew were trained at NEMISA. Our in-house training unit is currently accredited in nine SAQA-registered qualifications (NQF Levels 4 & 5).”

on a global scale. The majority of our people don’t have access to a computer, never mind know how to operate a computer. Therefore, we use the concepts of reskilling and upskilling. For someone who has never used a computer, you can’t even mention 4IR (cloud computing, data scientist, internet of things, artificial intelligent). So, we still need to strike a balance to ensure that we give our people what they need the most at the moment, which is basic, and then take it from there.

Please tell us more about the goals the institution has set to evaluate its socio-economic impact in targeted broadband and NHI focus areas.

NEMISA has been doing digital training since 2013.

However, there are focus areas such as broadband and NHI which are still the poorest of the poor. A special focus is being placed in those areas such as the Northern Cape and Eastern Cape.

Please tell us more of the alignment of NEMISA and the plans by the new Ministry of Communications.

NEMISA, through its annual APP, feed directly from the New Ministry of Communication’s plan. Her plan is to ensure that NEMISA become a digital training platform and academy for both public servants and communities.

NEMISA is up to the challenge with this new mandate and through our nine-province presence of CoLabs, we shall cover the whole country.

NEMISA NPC is in the process of becoming the iKamva National e-Skills Institute (iNeSI) with an integration of two other entities. Please tell us more about the process and what the overall mandate of this institute will be?

NEMISA’s original mandate – to train previously disadvantaged individuals in the creative media industry, particularly women, to equip them with the necessary skills to play a significant role in the constantly changing broadcasting environment – has been enhanced by adding digital skills training.

NEMISA is positioned to become iKamva National e-Skills Institute and its mandate has been extended to promote and guide the development, training, learning, research and innovation of digital skills. n

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Developing e-skills capacity in SA – for inclusion, competition, and for the 4th Industrial revolution NEMISA, a state-owned entity, focuses on developing digital skills capacity in South Africa by creating a partnership framework that guides e-skills initiatives. This reduces duplication, increases national impact (massification), and aligns to government policy.

NEMISA provides a platform for multi-stakeholder collaboration. To develop e-skills on a mass scale, there needs to be a framework for coordination and a shared vision. NEMISA provides this partnership framework for guiding digital skills initiatives, as well as playing a catalytic role around digital skills. Digital skills stakeholders include government, business, education, organised labour, civil society, and global development partners.

Some of the ways to work with NEMISA

NEMISA addresses all e-skills interventions through multi-stakeholder collaboration, teaching and learning, research, innovation and aggregation. • The 9 provincial e-Skills CoLabs, based at universities and the in-house training unit based in Parktown, develop and align training and education interventions.

Become a partner

As a national catalyst for the development of e-skills in South Africa, NEMISA calls on e-skills stakeholders to become involved in the integrated approach to e-skills development.

For more information contact the Marketing Officer, 011 484 0583, www.nemisa.co.za or contact our colabs: Mr Doc Fick NEMISA 011 484 0583 docf@nemisa.co.za info@nemisa.co.za

Ms Antoinette Lombard Northern Cape & South Gauteng Colab Vaal University of Technology 016 930 5128 alombard@vut.ac.za

Prof. Mpho Chaka North West Colab North West University 018 389 2908 16063783@nwu.ac.za

Dr Farivar Rahimi Limpopo Colab University of Limpopo 015 268 2449 Farivar.rahimi@ul.ac.za

Dr Colin Thakur (Surendra) KwaZulu Natal Colab Durban University of Technology 031 373 6991 thakur@dut.ac.za

Dr Leona Craffert Western Cape Colab University of Western Cape 021 959 3580 lcraffert@uwc.ac.za

Ms Sibukele Gumbo Eastern Cape Colab Walter Sisulu Univresity 043 709 4708 sgumbo@wsu.ac.za

Prof. Thembisa Ngqondi Mpumalanga Colab University of Mpumalanga Thembisa.ngqondi@ump.ac.za

Prof. Kennedy Chinywa Gauteng Colab Tshwane University of Technology botes@tut.ac.za

Mr Tseliso Mpekoa Free State Colab Central University of Technology (CUTiS) cmpekoa@cut.zc.za

Mr Jacques Fortuin NEMISA Franschhoek Office 5 Mark Street, Groendal, Franschhoek, 7690 021 876 3008 jacquesf@nemisa.co.za

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A nd on NEMISA’s Vision is to have digitally competent citizens and its mission is to drive national digital skills, enhancing competence for sustainable socio-economic development in South Africa.

We need digital skills (e-skills) to function effectively today. Technology has become essential for everything, from business and social communication to banking and research. Digital is not an aspect of society but society itself is becoming digital.

Technology plays an intrinsic role in actively participating in society. It is of particular importance to ensure the following risk groups are included: the previously disadvantaged, elderly, jobless, marginalised youth, women, and people not in employment, education or training (NEETs). Furthermore, world economies are now emphasising the Digital Economy – where business and economic activity takes place within a digital framework (usually the internet).

The World Economic Forum advises countries to prepare for the 4th Industrial Revolution (4IR). 4IR is described as a time when technology will replace many routine jobs. To remain economically active and relevant, people will need to upskill and re-skill – particularly with e-skills/Digital skills.

More ways to work with NEMISA

• The innovative research network (Knowledge for Innovation) focuses on e-skills research with links to universities locally and internationally. Stakeholders can, for example, invest in research, participate in the proceedings, and learn more about the research.

• NEMISA develops and applies e-skills indicators for determining and measuring the e-skills demands and supply needs. This is done in collaboration with government, business, education and training, labour and civil society.

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PROFILE: ADVOCATE SHAMILA BATOHI

New National Director of Public Prosecutions Career Advocate Shamila Batohi has been appointed as the new National Director of Public Prosecutions (NDPP), making her the first female appointed in this position. Batohi, who started her duties in February 2019, served as a Senior Legal Advisor at the International Criminal Court (ICC) prior to her new position.

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PROFILE: ADVOCATE SHAMILA BATOHI The announcement was made by President Cyril Ramaphosa recently following a gruelling interview process that was a culmination of a Constitutional Court directive in August 2018 for the appointment of a new NDPP within 90 days.

The court had highlighted the severe challenges that have confronted the National Prosecuting Authority in recent years, including leadership instability and a decline in public confidence in the institution.

President Ramaphosa said Batohi’s appointment was a response to the state of dysfunctionality and deficiencies in the NPA that were identified by the court.

‘I am confident that Advocate Batohi possesses all the attributes of a capable NDPP. Throughout her extensive and distinguished career, and in the course of the selection process, she has shown herself to be a fit and proper person.’

The President said the NDPP occupies a vital position in the country’s democracy and makes an essential contribution to upholding the rule of law and ensuring the efficiency and integrity of law enforcement.

‘At this moment in our history, as we address matters that South Africans are most concerned about – such as state capture, corruption and widespread crime – our country needs a National Prosecuting Authority that is above reproach in the performance of its mandate and that enjoys the confidence of the public.

‘The NDPP must ensure that the NPA exercises its functions without fear, favour or prejudice and should not be beholden to any vested interests, whether in politics, in business or elsewhere. The NDPP needs to be able to take decisions independently and impartially,’ he said.

After the Constitutional Court ruling, President Ramaphosa decided to depart from previous practice of appointing the NDPP and sought the assistance of a panel of individuals from the legal fraternity and Chapter 9 institutions in recommending suitable candidates.

The panel was led by Energy Minister Jeff Radebe, as chairperson and Auditor General Kimi Makwethu, South African Human Rights Commission Chairperson Bongani Majola, Jaap Cilliers from the General Council of the Bar of South Africa, Richard Scott from the Law Society, Lutendo Sigogo from the Black Lawyers Association, Lawrence Manye from the Advocates for Transformation and Mvuzo Nyotesi from the National Association of Democratic Lawyers.

Following a process of nominations, shortlisting and interviews that were open to the media, the advisory panel proposed five candidates for the NDPP position.

“

Our country needs a National Prosecuting Authority that is above reproach in the performance of its mandate and that enjoys the confidence of the public.”

“

I am confident that Advocate Batohi possesses all the attributes of a capable NDPP. Throughout her extensive and distinguished career, and in the course of the selection process, she has shown herself to be a fit and proper person.’

About Shamila Batohi Batohi began her career as a junior prosecutor in the Chatsworth magistrate’s court in 1986 and steadily rose through the ranks to become the Director of Public Prosecutions in KwaZulu-Natal.

She was seconded to the Investigation Task Unit established by President Nelson Mandela in 1995 and later served as the first regional head of the Directorate of Special Operations based in KwaZulu-Natal.

For much of the last decade, she has served as a Senior Legal Advisor to the Prosecutor of the International Criminal Court.

‘Despite the many challenges the NPA has faced in the past, we know that there are women and men of great ability, experience and commitment within the NPA who are dedicated to doing their job and doing it well,’ said President Ramaphosa.

“

The NDPP must ensure that the NPA exercises its functions without fear, favour or prejudice and should not be beholden to any vested interests, whether in politics, in business or elsewhere.”

‘It is our collective responsibility to ensure that the conditions exist for them to effectively serve the cause of justice and to meet the great expectations that the South African people have of them,’ he added.

Embracing the challenge, Batohi thanked the President for appointing her and the interview panel for the recommendation.

‘I accept with gratitude the opportunity to serve as the NDPP. My only obligation is to serve the country with humility and dignity and to the best of my ability,’ she said.

Batohi defined her appointment as a historic moment for women in the country, saying it was recognition by the President that the role of women in the pursuit of equality and justice is important.

‘The President and, by proxy, the people, have bestowed a lot of confidence in me and the least I can do is to reciprocate that confidence,’ she said.

Batohi added that her leadership would seek to work with the different sectors of government and society in an effort to promote justice. Building a harmonious NPA also ranked amongst her primary objectives. n

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ENERGY SECURITY

Green power for growth The Western Cape Government is encouraging the installation of rooftop photovoltaic systems so that there is sufficient green power for growth in the province. Taking the province into the solar age, they are installing solar PVs on various government buildings in and around Cape Town.

A grid-tied feed-in PV system is a solar PV system that generates the electricity needed for a property and then feeds the extra electricity back into the electricity grid. This excess electricity is used by others, ensuring enough power for growth in our province.

Installing a grid-tied feed-in PV system is much cheaper than going completely off-grid. If you are planning on installing a grid-tied system, you need to apply to your local municipality. Illegally connected systems can compromise the safety of those within the building and electrical staff. Eskom customers currently cannot have grid-tied systems.

Here is a checklist to guide you through the process of ensuring your solar PV system is safe and legal.

• Before installing a solar PV system, become as energyefficient as possible. This will reduce the size and cost of the PV system.

• Ensure a quality installation service. Be certain that the service provider has substantial prior experience in PV installations and employs qualified staff. It is recommended to use a PV installer that is accredited by

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a third-party quality assurance programme, such as the PV GreenCard or the P4 Quality Assurance Programme.

• Obtain approval from your municipality. For a grid-tied solar PV system you need to obtain approval in writing from the municipality before installation. In the Western Cape, 22 municipalities allow grid-tied systems and 18 have a feed-in tariff for excess electricity fed back into the grid.

• Make use of the correct inverter. For a grid-tied system in the City of Cape Town, ensure that an approved inverter is being used.

• Request an original electrical certificate of compliance (CoC) to ensure your system is certified. n

www.switchandsave.co.za

Department of Economic Development and Tourism W www.westerncape.gov.za

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ADVERTORIAL: EKURHULENI EAST TVET COLLEGE

EKURHULENI EAST TVET COLLEGE – A VOCATIONAL TRAINING CENTRE FOR THE 21ST CENTURY!

Ekurhuleni East TVET College (EEC) strives above all, to create a quality learning environment which will prepare our students for the 21st century workplace. We strive to give all our students the ongoing opportunity of work-based learning and exposure to the industry of their choice. To this end, we continually nurture both local and international partnerships to enable us to place all our students for their work-based experience. Both our lecturing staff, who are thus kept up-to-date with the current technology in industry, and our students, receive training and mentorship from both local businesses and industries as well as international ones in China and Germany.

EEC boasts six campuses in Benoni, Daveyton, Springs, Brakpan and Kwa Thema which cater for over 15 000 students. A wide variety of fully accredited courses in Business Studies, Tourism, Hospitality, ICT, and Electrical, Civil and Mechanical Engineering are offered.

EEC is also the first TVET College to institute a delivery site which focuses purely on artisan development. At our specially dedicated Artisan & Skills Development Centre in Kwa Thema, courses range in duration from six months to three years as well as shorter Skills courses.

While some programmes are designed for Matriculants, courses are also available for school-leavers who have

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only passed Grade 9. DHET bursaries administered by NSFAS, make it possible for financially needy, capable students to have a quality, affordable education provided they pass all their subjects and attend all their classes.

EEC is one of only four TVET Colleges in the country to run a Dual System Pilot Project (DSPP) in Electrical studies and Plumbing. This innovative system of apprenticeship training involves a hands-on learning approach over three years during which students alternate between their theoretical classes in the College and practical exposure with their Host employer, in blocks of between eight and fourteen weeks. 70% of the student’s overall training period is spent with their mentoring host companies. On completion they sit for the revised A21 Trade Test which will certify them as fully-fledged and competent artisans. It is envisaged that the DSPP and CoS models of artisan training will greatly assist in addressing the current chronic lack of skills in the country.

The best way of achieving this is through collaboration between the training institutions and the industries which require those skills.

Ekurhuleni East TVET College also hosts the Gauteng Foundry Training Centre, the only one of its kind in the country where Melters, Moulders and Patternmakers can be trained and take their trade tests. Trade tests are conducted once a month on average, depending on the frequency of requests from the industry.

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ADVERTORIAL: EKURHULENI EAST TVET COLLEGE

The Samsung Refrigeration and Air-conditioning Academy is a dynamic example of the partnerships that can exist among TVET Colleges, industry and the SETAs. The emphasis on a vocational, practical, industrydriven education is designed to fast-track the entry of young people into the job market while simultaneously addressing the skills shortages in the country.

EEC has also been selected by DHET to spearhead the national CoS programme in 13 priority trades. A Centre of Specialisation in Boilermaking has been established where training will be offered in fully-equipped, stateof-the-art workshops. Curricula for the CoS system are developed and supervised by experts from the very industries which require those skills and students are seconded to their host companies from the start of the three-year programme.

We strive to ensure that our CSI projects are relevant and practical, as well as involving our students. As a result, as part of a previous Mandela Day initiative, the Engineering students, under the supervision of their lecturers, built a two-bedroomed house in Duduza which was donated to a child-headed family. The Hospitality students cater for numerous College functions, e.g. the Business Breakfasts and Career Expos which the College hosts for local industries.

The College is soundly managed which is why we took pride in the Unqualified Audit with no findings which the

Auditor-General of South Africa has given the College for the fourth consecutive year since the process was initiated in 2014.

When all is said and done, our primary focus at Ekurhuleni East TVET College remains our students. Our chief aim is to prepare young people for the workplace and make the moment pictured below, a reality in their lives!. n

EKURHULENI EAST TVET COLLEGE T +27 011 730 6600 E info@eec.edu.za W www.eec.edu.za

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EMPLOYEE ENGAGEMENT

6 Ways to boost employee engagement Written by Tricia Jones, founder of Capacity Builder

Employees are the driving force behind any company; the engine so to speak.

If you were to see that engine light flashing profusely, would you ignore it?

Unlike engines, employees have feelings and conditions. If your “engine” decides it doesn’t want to work for you anymore, that’s an issue. This is why it is absolutely essential to create a motivation-friendly environment where your employees want to come to work every day, not just have to.

Engagement: Commit to your employees Engagement is the emotional commitment and psychological contract an employee has with the organisation and to its goals. People are usually more easily committed to something that adds value to their life

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and aligns with their beliefs. Because it is an emotional commitment, it is often created using bonding techniques.

(Spoiler alert: You have to get close to your employees).

If you need a better reason to up your employees’ engagement, look at the numbers. According to the British multi-national organisation, Aon, there exists a consistent, statistically significant relationship between higher levels of employee engagement and financial performance, with a 5% increase in employee engagement leading to a 3% increase in revenue growth the subsequent year (Aon: 2015 Trends in Global Employee Engagement).

Now you’re probably thinking: ‘But, Tricia, how do I know whether my employees are engaged or not?’

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EMPLOYEE ENGAGEMENT Ask a few engaging questions

Clarify goals and responsibilities

Use the Gallup Q12 Index. No, it’s not the newest antiaging cream on the market. It’s a list of questions you can ask your employees to gauge their engagement.

Through rigorous research, based on more than 17 million employees, Gallup has identified 12 core elements – the Q12 – that link powerfully to key business outcomes.

Simply ask your employees the following questions: 1. Do you know what is expected of you at work?

2. Do you have the materials and equipment to do your work right?

3. At work, do you have the opportunity to do what you do best every day?

4. In the last seven days, have you received recognition or praise for doing good work?

5. Does your supervisor, or someone at work, seem to care about you as a person?

6. Is there someone at work who encourages your development?

7. At work, do your opinions seem to count?

8. Does the mission/purpose of your company make you feel your job is important?

9. Are your associates (fellow employees) committed to doing quality work?

10. Do you have a best friend at work?

11. In the last six months, has someone at work talked to you about your progress?

12. In the last year, have you had opportunities to learn and grow?

Once you have established whether or not you need to up the ante when it comes to employee engagement (trust me, you do), you can generate solutions surrounding your areas of need.

Clarifying goals and responsibilities seems like very basic advice but is quite often overlooked in the workplace.

An employee can’t be engaged in something they don’t understand. Get into the nitty gritty the next time you kick off a project or hand out new tasks.

Let your employees focus on what they do best An employee will hardly be engaged when he or she needs to use a skillset they don’t possess. Ask employees what their strengths are and use them when delegating.

Give your employees visibility Recognition is a basic need all humans possess. Loved ones, employees and strangers alike all want to hear ‘you matter’ or ‘I see you’ at some point.

It doesn’t have to be the cheesy “Employee of the Month” notice board. Simply loading the name of a key player onto the company intranet will have an impact on engagement. You can also give an employee credit in a press release or company newsletter. Lastly, I would recommend taking your employees out to lunch to thank them every once in a while.

After all, the only thing more necessary than recognition is food.

An increase in employee engagement will directly impact employees’ motivation. n

Solutions for employee engagement Employees who feel safe enough to speak up will often reveal the biggest issues they have with management, the office environment or the work itself. You’ll be able to fix these issues, get new ideas and boost engagement all at once. But the company has to promote an environment free of judgement and criticism for them to feel safe enough to do so. Make it a tradition by dedicating the last ten minutes of every meeting to employees.

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Employees who feel safe enough to speak up will often reveal the biggest issues they have with management, the office environment or the work itself.”

Tricia Jones, founder of Capacity Builder.

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Governance

Good governance is key to keeping strategic customers

By Chani Slabbert, Brand Manager at AVeS Cyber Security

The principles of good governance are elementary to the success and long-term sustainability of all businesses, regardless of their size and whether they are family owned, public or private enterprises.

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With increasing obligations on companies to comply with various laws and codes, it is becoming more important for them to partner with businesses that also adhere to high levels of good governance.

So much so that good governance practices have become an enterprise-level priority for keeping strategic partners and customers who are the lifeblood of every business.

This is according to Charl Ueckermann, CEO at AVeS Cyber Security, who says companies are also increasingly being expected to be able to show how they’ve implemented their IT governance to retain business with organisations that prioritise governance.

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Governance ‘Organisations expect their partners to have good IT governance in place. That’s because good IT governance ensures not only that the partner’s IT investments support its business objectives, but also means that the company is effectively managing its risks and meets compliance regulations. Organisations want to partner with companies who are compliant and don’t impose any unwanted risks,’ he says.

IT governance framework & security policies for leading law firm Citing an example, Ueckermann says that AVeS Cyber Security has been commissioned to implement an IT Governance Framework and prepare IT security policies and operational procedures for one of South Africa’s most prominent law firms. The firm had been asked by one of their strategic customers, a major South African bank, to show how they’ve implemented their IT governance.

AVeS Cyber Security has an in-depth understanding of the corporate governance context for information security compliance, specifically from a business operations and IT implementation perspective.

‘Our client comes from a history of infrastructure, which the bank appreciates. However, given that they deal with people’s information, it is important for the bank to know how and where the firm implements governance principles to protect the confidentiality, integrity and availability of information assets,’ Ueckermann explains.

‘We started with a comprehensive Information Security Risk Assessment and are targeting the assessment’s outcomes, which include the governance and remediation of information security systems, as one project.

‘We are looking at the business holistically: the people in the organisation (their individual roles, cultures and ethics, skills, training and awareness), the governance framework (with its recommended policies and prioritised processes), as well as technology (which involves all the documented procedures, workflows and forms). All of these must align back to the company’s business requirements,’ Ueckermann adds.

During the assessment, AVeS Cyber Security uncovered some critical issues and has made several recommendations, amongst which include updating the Information Security Policy based on ISO 27002. The firm had few defined IT Operational Procedures and AVeS Cyber Security is preparing and implementing revised and comprehensive IT Operational Procedures, covering all critical activities of IT in line with the updated Information

Security Policy and the company’s security requirements.

The year-long project kicked off in August 2018. To date, AVeS Cyber Security has prepared the IT Governance Policy, the IT Strategy Plan until 2020, an inventory of IT assets and a high-level Information Security Policy, amongst other tasks. During the first quarter of 2019, some of the issues to be tackled include the management of vulnerabilities and policies around the transfer of physical media, access control to company systems, privileged access rights, cryptographic controls, the security and control of off-site equipment and supplier security.

Technical solutions are not a complete answer, governance is ‘These are all crucial elements that must be addressed to achieve good IT governance. Yes, technology is integral to achieving this. However, technical solutions are not a complete answer, governance is. Governance encompasses the technology, people and processes across the business to ensure that it is managing risks effectively and is compliant with the codes and legislation that pertain to their industry as well as the industries in which their clients operate.

‘While creating a business that is compliant, accountable, resilient and transparent, this also offers clients the peace of mind that they have partnered with a service provider that protects their information proactively and subscribes to the highest standards of IT governance,” concludes Ueckermann. n

Chani Slabbert, Brand Manager at AVeS Cyber Security and Charl Ueckermann, CEO at AVeS Cyber Security.

About AVeS Cyber Security AVeS Cyber Security is a specialist IT Governance & Architectural services consultancy that combines expert knowledge and services with leading technology products to provide comprehensive Information Security and Advanced IT Infrastructure solutions. Over the past 21-years, AVeS Cyber Security has strategically honed its solutions and services to help Southern African businesses future-proof their IT environments against the constantly evolving threat landscape while achieving their digital transformation aspirations. The company offers a leading portfolio of professional services, products, and training in security, infrastructure, and governance solutions. In 2018, the company won eight awards from some of the world’s top technology vendors, indicating competency, strength, innovation and robustness in an industry that is fast growing in complexity due to evolving challenges such as ransomware, advanced targeted attacks and the Internet of Things.

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RICS Summit Africa 2019 29-30 May 2019, Maslow Hotel, Johannesburg, South Africa

Following the success of the 2018 event, RICS Summit Africa returns in 2019 bringing together chief executives, CFO’s, Managing Directors and Presidents of the African built environment’s most influential organisations. This year’s theme “Investing with Impact – Collaboration and Innovation” will focus on how collaborative partnerships and impactful investment is shaping the future of SubSaharan Africa.

Key topics for discussion will include an in-depth look into inward investment, geopolitics and cross-border collaboration, as well as an examination of current and future investment trends in cities, renewable energy and transport infrastructure. The agenda will also address established and emerging models of funding.

Attend to hear regional and international speakers address these pertinent subjects and explore possible collaborative and innovative strategies to push Africa forward as a global thought leader and influencer in the built environment sector.

Book now to reserve your place: rics.org/summitafrica

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Industry 4.0

Mining sector – Stepping carefully into the 4th Industrial Revolution

By Aalia Manie, a partner at Webber Wentzel and an expert in technology-related law and Intellectual Property

Rapid advances in technology and artificial intelligence in the mining industry raise issues like data protection, intellectual property ownership and legal liability. In the current absence of specific legislation to govern emerging technologies like artificial intelligence, businesses must continue to rely on existing laws and ensure that they enter into robust contracts.

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Industry 4.0 In December 2018, government invited the public to nominate candidates to serve on the Presidential Commission on the Fourth Industrial Revolution (4IR).

This development should be of interest to the mining industry, where artificial intelligence, big data and technology are rapidly converging in various ways.

The 4IR is creating a need for regulation on issues such as unemployment, intellectual property (IP), data privacy and security and liability for defects and loss of control.

The commission, announced in President Cyril Ramaphosa’s State Of the Nation address earlier in 2018, will identify what strategies, policies and plans South Africa should put in place to position itself as a leading country in the technology revolution. However, these regulations have yet to be drafted and their nature and scope is not yet known.

In the mining sector, some companies are using digital twinning, a virtual reality environment that mirrors the mining environment and is used for training employees on potential risks in the workplace. They are increasingly investing in autonomous vehicles and equipment. There are also intelligent data analytics systems enabling valuable analysis of data which are collected using the internet of things (IoT) technology. For example, the latest mining equipment can be fitted with sensors that generate messages about breakdowns or safety issues. With better data, capital and labour can both be optimised, allowing for better decision-making.

Artificial intelligence is being deployed in a number of other industries, too. Yet, at present there is very little specific legislation, either in South Africa or anywhere else, to manage its effects.

Key issues that need addressing For companies wishing to access the latest emerging technologies, there are key issues that need to be addressed, no matter what business model is used.

Licensing technology systems or services owned by a third party - companies must be particularly cautious when they become reliant on that third party’s system or services to operate. Where the third party technology is integral to ensure effective or ongoing operations, companies must protect their interests through careful contracting around issues such as scope of use, termination rights, service levels, liability for loss of access or defective service delivery and insolvency of the third party.

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Artificial intelligence is being deployed in a number of industries. Yet, at present there is very little specific legislation, either in South Africa or anywhere else, to manage its effects.”

Contractual negotiation - when the technology owner is aware of the company’s reliance on the system, it has greater bargaining power in setting pricing and terms.

Commercial partnerships and joint ventures companies can also access or develop technology through commercial partnerships and joint ventures. A critical issue from an intellectual property perspective is ensuring clarity on ownership of jointly developed intellectual property and databases, and who owns and/ or may use them if the relationship terminates (which may be particularly problematic if the termination happens on acrimonious terms).

Acquisition or ownership of the IP - a third way of procuring technology is through acquiring or ownership of the IP in the technology, which gives rise to typical merger and acquisition issues such as the necessity for a due diligence to confirm the rights of the seller in relation to the technology.

Companies can also build new technology by developing it in-house or with an academic institution, as some mining companies are already doing. Companies using university facilities for research and development must be aware of the IP implications of engaging in publicly funded research and development through academic institutions, which are governed by the Intellectual Property from Publicly Funded Research and Development Act (IPR) Act. The technology evolution is exciting, but it also presents challenges which must be carefully considered and addressed as part of effective business planning and strategy.

Whatever approach South Africa takes towards regulating artificial intelligence and emerging technologies, it should align itself as closely as possible with global best practice to ensure uniformity. South Africa has to remain competitive as a jurisdiction for technology investment, research and development. n

Aalia Manie, a partner at Webber Wentzel.

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Petroleum Agency SA

South Africa’s search for alternative energy resources The demand for energy in South Africa has surpassed supply, therefore alternative energy resources are being looked at to deal with the ever-growing demand. Petroleum Agency SA, together with the Council for Geoscience (CGS) and the Department of Mineral Resources (DMR) is conducting extensive studies into South Africa’s potential shale gas resources. This work focuses on the reserves and the technology that is required to get the gas out of the ground and the value chain.

Petroleum Agency SA is the South African agency responsible for the promotion of exploration, development and regulation of South Africa’s oil and gas resources. It is a state-owned company that was established through a Ministerial Directive in 1999.

The agency received its mandate to operate after The Mineral and Petroleum Resources Development Act came into operation on 1 May 2004.

The agency’s responsibilities include: • to act as the national archive for oil and gas exploration and production data and distribution of geological and geophysical data to would-be explorers, • to appraise potential for oil and gas within South Africa, • to promote and regulate exploration and development of oil and gas resources, and • to raise awareness of petroleum resources at national level.

Other operations of interest include exploration of the deep water and ultra-deep water of the southern Orange Basin by Anadarko together with Petro SA, as well as exploration by Sungu Sungu Petroleum. There is continued interest in the ultra-deep water of the northern sector and it is the agency’s opinion that there is great potential for both oil and gas reserves in this basin. The east coast, off KwaZulu-Natal, currently being explored by Eni and ExxonMobil, is also considered to hold great potential. The deep water of the southern offshore is soon to be tested

by Total and holds the possibility for large oil reserves.

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South Africa has great potential as a major shale gas producer The current estimate of technical recoverable shale gas resources is 207 Tcf. This represents a substantial potential source of energy. However, this potential source will require a great deal of exploration and appraisal before estimates can be proven as actual reserves, whilst production will depend on factors such as economic viability, environmental impact and social acceptance.

An environmental authorisation is a prerequisite for the granting of an exploration license. The application process will involve consideration of the potential impact of exploration activities on the environment, including mitigation measures to minimise the potential impacts associated with exploration activities.

If the proposed mitigation measures are not able to minimise the potential impacts associated with exploration activities, the law instructs the Minister not to grant the environmental authorisation and therefore an exploration licence.

The agency assesses environmental authorisation applications to determine, amongst others, the robustness of proposed mitigation measures to effectively minimise potential impacts arising from proposed exploration activities and advise the Minister accordingly. After licences are granted, the agency undertakes monitoring and enforcement of compliance with the conditions of the granted environmental authorisations meant to ultimately protect the environment. n

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Investment

Colgate vs Bitcoin: Reasons to invest in the Goliaths Amidst rapidly changing economic conditions, trends and technology, South African investors seeking to grow their wealth should be wary of attempting to identify the next Bitcoin or Apple. Instead, choosing to invest in wellestablished, multinational brands with proven track records is a far better predictor of future investment success, says Scott Cooper, Chief Executive Officer of CybiWealth.

CybiWealth is a low-cost digital platform that enables investors to purchase shares in an offshore investment portfolio of 20 select, high-quality multinational companies including Colgate, Coca-Cola, Unilever, Johnson and Johnson, L’Oréal and Nestlé.

Cooper states that the immediate benefits of choosing to invest in global companies versus tech start-ups lies in their pre-established positions as market leaders, with global distribution networks and a history of reliable capital growth.

‘Consider, for instance, that 15 years ago it would have been extremely difficult to predict that Apple would be where it is today. There were perhaps 10 other companies that were similar to Apple that simply didn’t succeed in the same way that Apple has. So, when looking at start-ups, you may choose the next market leader, but there’s also a strong possibility of getting it wrong,’ he adds.

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Likewise, Cooper points to the example of Bitcoin, which has plunged some 70% since reaching record highs in December 2017.

‘If you look at Bitcoin, it’s also impossible to say what the price will be in five or 10 years. The price is extremely volatile and the downside of that volatility is that there’s just no way to know where your investment will be in the future,’ he notes.

‘By comparison, it’s much easier to predict where companies such as Coca-Cola or Johnson and Johnson will be in five, 10 or even 25 years from now. We may miss out on picking the ultimate winner of the self-driving race, but the companies in the CybiWealth portfolio have all withstood the test of time.’

Cooper adds that CybiWealth’s selection of global companies, which sell hundreds or thousands of marketleading products in hundreds of countries, are far more resilient to changing economic conditions than companies

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Investment and dividends are automatically allocated to each individual’s account and reinvested towards the purchase of additional shares.

‘We do, however, try to reconnect investors with their investments by making them direct shareholders in companies. Unlike a unit trust portfolio, our investors are directly buying a portion of businesses with well-known and recognisable brands, and they are also provided with company news and dividend notifications,’ notes Cooper.

CybiWealth charges an annual management fee of 0.75% and brokerage fees of just 0.25% on investments.

The CybiWealth portfolio is managed by FIM Capital, a professional wealth management team based in the Isle of Man that is authorised and regulated by the Financial Conduct Authority and is distributed in South Africa by Marriott Asset Management, an authorised Financial Services Provider.

About CybiWealth CybiWealth is an online investment platform that facilitates the simple, easy and cost-effective investment in direct shareholdings in a high-quality offshore share portfolio. Portfolio management and regulatory compliance is provided by FIM Capital in the Isle of Man (licensed by the Isle of Man Financial Services Authority and authorised and regulated by the Financial Conduct Authority). Marriott Asset Management has a contractual agreement with FIM Capital to distribute CybiWealth in South Africa. n

that are limited to one specific region or type of product.

‘Investing in poor economic cycles can seem daunting, but it’s important to remember that consumers usually don’t change their basic buying habits during an economic downturn. So if you take a well-established company with a strong balance sheet like Colgate, which sells around 50% of the world’s toothpaste, we expect it to continue to grow and pay dividends even if we enter a bad economic cycle,’ he explains.

‘People may look at the types of companies that CybiWealth is investing in and think they’re stodgy or boring, but we like the diversification that multinationals bring to the table and the fact is that these companies have done very well over time.’

While the minimum initial investment amount in the CybiWealth portfolio is £500, there is no minimum value on additional investments. Furthermore, all companies included within the portfolio are reliable dividend-payers,

Scott Cooper, Chief Executive Officer of CybiWealth.

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National Institute of Occupational Health

Protecting the next generation by eliminating lead-based paint in South Africa

By Dr Wells Utembe, Ms. Shanaz Hampson & Dr Natasha Sanabria of the National Institute for Occupational Health

Lead is a poison that affects multiple body systems, particularly in young children.

Once the lead is ingested or inhaled, it is distributed to all parts of the body, including the brain, liver and kidneys. Afterwards, it is stored in the skeletal system (e.g. bones and teeth), where it accumulates over time. The accumulated lead is released from the bone into blood during pregnancy, where it can be a source of exposure to developing foetuses. Globally there is no known level of lead exposure that is considered safe.

Occupational or environmental sources of exposure occur through the inhalation of lead particles generated by burning materials containing lead (e.g. smelting). Ingestion of lead-contaminated dust, water (from leaded pipes) and food (from lead-glazed or soldered containers) may also occur. Young children are particularly vulnerable to lead poisoning given that they absorb four to five times as much ingested lead from a given source than adults. Subsequently, even relatively low levels of exposure can cause serious, and in some cases irreversible, damage to the brain and nervous system.

Many studies have shown that lead causes reductions in intelligence quotient (IQ) and school performance, as well as increases in violent behaviour (Chiodo et al., 2004, Needleman et al., 2002). The reduction of IQ and school performance persists throughout life, affecting the child’s work performance that may result in decreased economic earnings.

Sources and routes of exposure Historically, the main source of lead was leaded petrol, where lead was used to improve the combustion of petrol in cars. Encouragingly, the use of leaded petrol has subsequently been banned in almost all countries around the world. Another significant source of lead is paint, where lead is used because its compounds exist in many bright colours, resist moisture or corrosion and accelerate drying (Filippelli and Laidlaw, 2010, RSC, 2007). Children can also be exposed to lead by touching painted walls and inhaling lead-bearing dust, especially when the paint starts to flake. A child’s inherent curiosity and natural inclination towards hand-to-mouth behaviour also results in sucking and ingestion of lead contaminated dust from fingers and other objects. According to the

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WHO, ‘…exposure to lead-contaminated soil and dust resulting from battery recycling and mining has caused mass lead poisoning and multiple deaths in young children in Nigeria, Senegal and other countries.’ (WHO, 2017) Other sources of lead exposure include some children’s toys, unregulated cosmetics, certain traditional medicines and the mining of lead-bearing ore. Workers who handle lead-bearing raw materials in mining and some manufacturing industries are at high risk of exposure to lead, where exposure to working pregnant women is of particularly serious concern.

Exposure in Southern Africa on the decline Exposure to lead in Southern Africa has been declining since the banning of leaded petrol. Human exposure is usually assessed through the measurement of lead in blood expressed in the unit known as microgram per decilitre (µg/dL).For example, before the banning of leaded petrol, 13% of urban children in South Africa had blood lead levels above 25 µg/dL (von Schirnding et al., 1991), whereas after the banning of leaded petrol, only 10% of children had blood lead levels above 10 µg/dL (Mathee et al., 2006b).

Similar trends in levels of lead in blood have been observed in other countries in the region. However, domestic paints have still been shown to be a significant source of lead (Mathee et al., 2009, Mathee et al., 2006a).

Many countries, including South Africa, recommend limits for lead in paint. Despite the existence of these limits, studies have shown that concentrations of lead in paint often exceed these limits. White paints often have the least concentration of lead, whereas yellow, red and other brightly coloured paints often have the highest amounts of lead (UNEP, 2013). White paints have the

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National Institute of Occupational Health least concentration of lead because of the availability of inexpensive white titanium dioxide pigment, which also has other superior properties.

Sections of the paint manufacturing industry appear to support the elimination of lead in paint. In that regard, the South African Paint Manufacturing Association (SAPMA) urged the government to ‘name and shame’ as well as ‘prosecute unscrupulous paint producers who are still including hazardous lead levels in their paints’ (Cremer media reporter, 2013).

Joint international efforts to eliminate lead-based paint Due to the significant dangers posed by lead-based paints, the WHO and the United Nations Environment Programme (UNEP) jointly led a cooperative initiative known as the Global Alliance to Eliminate Lead Paint (GAELP). The aim was to focus and catalyse the efforts to achieve international goals to prevent children’s exposure to lead from paints and to minimise occupational exposures to lead paint (WHO, 2018). GAELP seeks to promote the phase-out of the manufacture and sale of paints containing lead and, eventually, to eliminate the risks that such paints pose by 2020. To that end, GAELP aims to help identify paint manufacturers, paint formulators and distributers that continue to produce and market paints containing lead.

The elimination of lead in paint will not only reduce the exposure of lead to children, but also adult employees in the painting, construction (demolition), waste sorting and paint manufacturing industries. The phasing-out of lead is excellent news to the National Institute of Occupational Health which is concerned with exposure to hazardous substances among workers, especially the exposure to lead among painters in the informal sector.

The National Institute of Occupational Health urges South African authorities to cooperate and participate in GAELP to eliminate lead in paint and pledges its support in raising awareness on the risks of lead in paint among manufacturers, workers and the general population.

widely available and have been in widespread use for decades’ (UNEP 2013). These alternatives can easily be used to reformulate paints with very little impact on the properties of the paints and their prices. It makes business sense from economic and social points-of-view for paint manufacturers to switch from lead-laden paint raw materials to the lead-free alternatives. The switch is very feasible especially with support and oversight from responsible government agencies.

Finally, in addition to the regulations on lead in paint, an effective regime for monitoring, compliance and enforcement is needed to eliminate lead from paints in South Africa. It is recommended that the government lead the initiative to target the total elimination, instead of only reducing levels of lead in paint.

Furthermore, there is a need for greater consumer awareness about the dangers of leaded paint. In this regard, consumer and public health protection groups as well as civil society need to encourage consumers to look for lead-free labels when selecting paints. In addition, the paints must be analysed on a regular basis to ensure that paints, which are labelled as lead-free, are indeed lead-free.

The prevention of lead exposure is of critical importance to protect both workers, and the general population at large. It is incumbent upon all of us as citizens of South Africa to join the global community in advocating for the successful elimination of lead in paint. n

The way forward According to UNEP, ‘cost-effective alternatives for all the lead compounds that are added to paint are

References Chiodo, L. M., Jacobson, S. W. & Jacobson, J. L. 2004. Neurodevelopmental effects of postnatal lead exposure at very low levels. Neurotoxicology and teratology, 26, 359-371.

Mathee, A., Röllin, H., Levin, J. & Naik, I. 2006a. Lead in paint: three decades later and still a hazard for African children? Environmental Health Perspectives, 115, 321-322.

Mathee, A., Röllin, H., Von Schirnding, Y., Levin, J. & Naik, I. 2006b. Reductions in blood lead levels among school children following the introduction of unleaded petrol in South Africa. Environmental Research, 100, 319-322.

Mathee, A., Singh, E., Mogotsi, M., Timothy, G., Makuda, B. & Olivier, J. 2009. Lead-based paint on playground equipment in public children’s parks in Johannesburg, Tshwane and Ekurhuleni. SAMJ: South African Medical Journal, 99, 819-821.

Needleman, H. L., McFarland, C., Ness, R. B., Fienberg, S. E. & Tobin, M. J. 2002. Bone lead levels in adjudicated delinquents: A case control study. Neurotoxicology and Teratology, 24, 711-717.

Von Schirnding, Y., Bradshaw, D., Fuggle, R. & Stokol, M. 1991. Blood lead levels in South African inner-city children. Environmental Health Perspectives, 94, 125.

WHO. 2018. Global Alliance to Eliminate Lead Paint [Online]. Available: https://www.who.int/ipcs/assessment/public_health/gaelp/en/ [Accessed 18/1/2019].

WHO. 2017. Recycling used lead-acid batetries: health considerations [Online]. Available: https://apps.who.int/iris/bitstream/handle/10665/259447/9789241512855eng.pdf;jsessionid=FA44982CAEEE1E08C7BCBAD10CBCCE59?sequence=1 [Accessed 22/01/2019].

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Occupational Health and Safety

Cannabis in the workplace: What employers need to know about occupational health and safety

By Professor Halton Cheadle

In September 2018, the Constitutional Court ruled that certain provisions of the Drugs and Drug Trafficking Act were unconstitutional and infringed on the right to privacy. This has paved the way for legalisation of personal consumption of cannabis in a private place. But what does it mean for occupational health and safety in the workplace? Professor Halton Cheadle and Danny Hodgson explains.

Adult South African citizens are now allowed to cultivate and use cannabis in a private place, which means it can no longer be described as an illegal substance. Employers will have to reconsider policies that deal with substance use in light of this change.

The intoxicating effects of alcohol are well known and, for that reason, most employers have a zero tolerance policy against being drunk at work. The effects of cannabis, on the other hand, are not as familiar and

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although cannabis (dagga) may not impair a person to the same extent as alcohol, it is a psychoactive.

If workers’ cognitive abilities are impaired, they could potentially pose a risk to themselves and others when it comes to operating machinery, driving a vehicle or performing other dangerous work. From these effects, it seems clear cannabis should be regulated in the same manner as alcohol, and a zero tolerance policy should be applied.

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Occupational Health and Safety As it stands, The Occupational Health and Safety Act 85 of 1993 requires employers to provide and maintain, as far as is reasonably practicable, a working environment that is safe and without risk to the health of employees.

Where medicine is concerned, an employer should only allow an employee taking medicine to perform duties that don’t constitute a threat to the health or safety of the person concerned or other persons in the workplace.

An employer that fails to comply with these points could on conviction be subject to a fine not exceeding R50 000 or imprisonment for a period not exceeding one year, or both.

As such, an employer is obliged to implement policies and put measures in place to limit any potential risk of harm, which include identifying intoxicated employees through observation and drug testing and excluding them from the workplace.

Employees using cannabis at the workplace The court did not confine “private” to a home or dwelling, as the Western Cape High Court had done, and did not provide any test to determine what it means. It did, however, state that the right to privacy confers a very high level of protection on an individual’s intimate personal sphere but, as soon as that person enters into relationships outside that sphere, the individual’s activities acquire a social dimension.

This means use of cannabis at the workplace will constitute an offence in terms of Section 4(b) of the Drugs Act. Employers should therefore have a provision in their disciplinary policy stating that any employee found using cannabis in the workplace shall be reported to the South African Police Service for criminal investigation.

Dealing with cannabis use at the workplace For an employer to meet its statutory obligations, it needs to implement measures to identify employees intoxicated by cannabis and exclude them from the workplace. Line managers and supervisors should be given a checklist to fill in noting observable signs of intoxication. Some indicators to look out for include red, glossy or swollen eyes, dry mouth, muscle tremors, impaired speech, abnormal behaviour and an odour of cannabis smoke.

With alcohol it is easy to prove intoxication as the employee can take a breathalyser test which will immediately reflect their blood and alcohol concentration.

With cannabis it is a lot more difficult as the substance stays in the body much longer, even after the intoxicating effects have worn off and there is no reliable test to determine the current state of intoxication.

There are saliva tests that have been held to be the most advanced type of test for signalling recent use. This is because saliva tests can only detect cannabis use for up to 24 hours after use.

Disciplining cannabis-intoxicated employees Once an employee is found to be intoxicated at the workplace an investigation should be initiated with regard to possible disciplinary action. Employees who are found to have been intoxicated at the workplace may be dismissed for misconduct for contravening the employer’s policy and the Act after following a fair procedure. There may be instances when the employer may have to treat the intoxication as an incapacity issue and assist the employee with counselling or rehabilitation.

Pre-employment testing The aim of pre-employment testing is to determine whether the applicant is a user of an illegal substance and not whether they are intoxicated. As cannabis can no longer be regarded as an illegal substance, an employer may not be entitled to refuse to appoint an employee on the basis that the employee tested positive for cannabis.

Possession at the workplace Adults are permitted to legally possess cannabis on their person or in their possession, such as their bag or car even when they are not in private as long as the cannabis is not used and not exposed to the public. The General Safety Regulations referred to above, however, state that no person at the workplace shall have in their possession any intoxicating liquor or drugs. Possession of cannabis should therefore be regulated in the employer’s policy in the same manner as provided for in the Regulations.

In light of the Constitutional Court judgment, cannabis use is likely to increase due to its new legal status and a corresponding change in societal norms. It is therefore important for employers to review their policies to ensure that they can adequately deal with intoxicated employees and comply with their obligations. n

Professor Halton Cheadle is a partner at BCHC, a specialist labour law firm.

Danny Hodgson is a candidate attorney at the firm.

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Renewable Energy

How smart models can make solar and wind energy more reliable

By Derick Cluley, Country Manager, FICO South Africa

South Africa’s shift to renewable energy is moving at a slow pace, however, there are some small communities which have started to make use of renewable energy - predicted to be the future of energy. Communities in the remote areas of the country have opted for solar and wind energy to ensure that they have a sustainable supply of electricity, especially with South Africa being plunged into another load shedding crisis during December 2018 - with a high chance of further electricity rationing for all in the upcoming months.

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Renewable Energy Renewable energy has been one of the biggest talking points in South Africa with state power utility, Eskom having to deal with the dilemma of load shedding since 2007. This development has left many businesses without power, resulting in large financial losses and ordinary South Africans have had to bear the brunt of having no power on some of the coldest winter nights.

The blackouts have been attributed to Eskom’s failure to keep up with the ever-increasing demand for electricity in South Africa. Another issue has been the delay in the completion of the Medupi and Kusile power stations which were expected to supply 4 800MW each, as well as the inadequate investment in distribution maintenance and refurbishment.

A new era in South Africa’s energy history The signing of Power’s and Energy Purchase Agreements (PPA) has signalled a new era in South Africa’s energy history. This will see stern steps towards the development of alternative power sources, including hydropower, solar power and wind power in South Africa. This will mean a lower demand from citizens from embattled power producer, Eskom, which still relies on fossil fuels as a source of power for the country.

Currently, 100 megawatts of new solar power have been added to the grid in a town described as one of the best places on earth to generate solar power, just 30km from Upington in the Northern Cape. The power is harvested through the sun’s energy via a series of concave mirrors and uses this energy to heat High Temperature Fluid, which then drives a steam turbine to convert the energy into electricity.

The big question is: how can renewable energy sources optimise their systems to minimise the downtime that has impacted so negatively on South Africa’s economy?

‘With South Africans having battled load shedding since 2007, it’s understandable that communities and businesses would be concerned about experiencing the same problems once they switch to renewable energy sources. FICO has made major strides in optimising renewable energy through predictive analytics tools to keep the lights on for longer’, says Derick Cluley, Country Manager at FICO South Africa.

longer term. So, while the weather cannot be controlled, using predictive and prescriptive analytics, along with optimisation algorithms, can be a viable solution.

For example, FICO analytics can be used to compare the electricity flow you have in renewable energy versus other sources, while augmenting that with data streams that project weather patterns. Now you can know exactly how much sun is expected and how much wind is required for people to have enough energy. This improves the reliability of renewable energy and tells you exactly when you need to augment it with fossil fuels.

These new technologies in renewable energy are also creating new or previously unexplored maintenance practices. It would ordinarily take you more time and many more trial runs to determine what your maintenance schedules should look like for a new system, if you haven’t had any historical data to base your needs on. But by deploying drones to inspect wind turbines using highres cameras and thermal imaging, you can get a better picture of each asset’s health, digitised and ready to be fed into maintenance optimisation algorithms.

This is particularly valuable for wind turbines and solar panels in remote places, or places that are difficult and expensive to have humans check. Optimisation technologies can enable people to make decisions about maintenance, rather than just handling routine inspections.

One such example can be taken from Norway’s leading renewable energy suppliers, Statnett, who operate nearly 11 000km of high voltage power lines across Norway and have been responsible for creating the next-generation main grid and securing the power supply of the future in this region. Through the introduction of FICO’s Xpress Optimisation tools to their operations, Statnett was able to maximise operations and therefore, value across their entire supply chain, eliminating the need for them to buy multiple solvers for different applications. n

Using predictive and prescriptive analytics, along with optimisation algorithms At the heart of this approach is mathematical optimisation.

Data scientists in the energy field and other disciplines use FICO Xpress Optimisation to solve previously unsolvable problems, including balancing the energy mix to increase the use of renewables without having outages. They are also using optimisation to consider how much power will be required into the short, mid and

Derick Cluley, Country Manager, FICO South Africa.

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Risk Management

Risk and insurance essentials for healthcare professionals

By Clayton Ellary, Commercial Branch Manager JHB, Aon South Africa

There are few professions as emotionally and physically demanding as that of a healthcare professional. While a respected and in-demand profession, particularly in South Africa with its severe skills shortages, a career in healthcare is also fraught with risks and liabilities that can put not only professional reputation and business assets on the line but that of your personal life too.

Legal suits against practicing healthcare professionals are far more commonplace in an increasingly litigious society and the risks to property, assets and business continuity are many and diverse.

If you are running a practice or hold a managerial position in a healthcare group, there is a very strong need for a diverse range of insurance solutions to protect your career, your practice and your personal assets.

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Aon South Africa, a leading global risk advisor and insurance brokerage, provides some key insights into the insurance that a healthcare professional cannot afford to be without.

1. Medical malpractice - Over the last decade, the size and frequency of compensation awards in medical negligence cases have increased dramatically, making professional indemnity a crucially important product for

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Risk Management medical practitioners. The cover indemnifies you against your legal liabilities for damages, including legal costs and expenses, for claims as a result of an actual or alleged negligent act, error or omission, during the period of insurance. In the absence of such a policy, you or even your business may suffer the loss 2. Business assets cover - covers your owned assets against losses caused by fire, lightning, explosion, storms, hail, water, malicious damage, theft, public liability, etc. It also covers the contents of your practice, inclusive of all fittings and fixtures, stock, medical equipment, computers as well as the physical building. Commercial vehicle insurance covers vehicles owned by the practice used for business purposes.

3. Public liability - Forms part of your commercial building or contents cover and protects individuals, businesses and organisations against claims of personal injury or property damage that a third party suffers (or claims to have suffered) as a result of your business activities. An example is a slip and fall incident, where a patient slips and falls on a wet floor in your practice and suffers a back injury.

4. Business interruption - Many businesses have the usual property and assets cover for their buildings, vehicles and other essential equipment. All good and well if you have an accident, theft or fire and your policy is designed to take care of the replacement of the physical assets. What happens, however, if you are also unable to trade for weeks, even months and your revenue declines or even stops altogether as a result? What would happen if you lost your practice and everything in it due to a fire?

Business overheads such as rent, salaries and so on don’t go away simply because you are unable to trade and earn an income due to a physical disaster or damage to your property or equipment. This is where Business Interruption insurance is vitally important to tide your business over in terms of lost income until your business is back to operating as usual.

loss of income, not to mention legal action, regulatory costs and the associated disruption to the practice.

7. Risk management – A comprehensive risk management strategy provides a framework to understand and respond to business uncertainties and opportunities with relevant risk insight, enhancing your ability to manage your risk and make informed decisions.

8. Personal household and motor protection - Your personal assets are an important part of your financial wellbeing. Ensure that you have the right insurance cover in place to protect your personal vehicles, your primary home, holiday home and any investment properties. Also consider cover for your moveable property such as your household contents, collectibles and those items you take out of your home on a regular basis.

9. Medical aid and gap cover - You will need access to health care for yourself and your family. To make an informed decision, consider your claims history, state of health and level of cover required by you and your dependents. Also consider the level of self-funding you are able, or willing to bear. Gap cover policies for medical scheme shortfalls are proving to be invaluable safety nets that cover certain in-hospital and specialist shortfalls that may occur. You may also need to consider Employee Benefit Solutions that look at health and risk benefits such as medical schemes and gap cover for your employees.

10. Retirement fund - Don’t neglect the implementation of an efficient, attractive and cost-effective retirement plan. With the cost of living skyrocketing, you may need more than you initially anticipated to retire comfortably one day.

Get an expert broker by your side that will work with you to structure a cost-effective and comprehensive insurance portfolio, whether you run an owner-managed private practice or a large healthcare facility. n

5. Directors and officers Insurance - D&O liability insurance has a vital role to play in any business, regardless of size or nature of ownership. The main purpose is to offer financial protection for investigation and defence costs together with awards for a valid claim that could be made against the personal assets of directors, officers, managers and other employees that are charged with supervisory and managerial responsibilities.

6. Cyber risk - If your practice has a network, an internet connection and holds sensitive or personally identifiable patient data, then your business is at risk for a cyber breach. A data breach or cyber-attack can compromise this confidential information, or even prevent access to vital online services, leading to reputational damage and

Clayton Ellary, Commercial Branch Manager JHB, Aon South Africa.

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Risk Management

The danger of buying insurance without risk management advice Risk management is perceived by most people as simply buying insurance. As a result, many companies take insurance assuming they will be protected from the risks they face, which is a rapidly eroding model that doesn’t take stock of risks that are only partially or completely uninsurable.

‘Mature companies understand that while insurance is an important aspect of risk management, it is by no means the only tool at their disposal to address their risk profile in totality. They understand that other risk treatment options may be less costly in specific situations, and in some cases, certain risks are in fact partially or completely uninsurable,’ explains Michael Ferendinos, Enterprise Risk Business Unit Head at Aon South Africa.

‘As a guiding principle, pure risks are insurable whilst speculative risks are uninsurable. A pure risk generally refers to a threat that results in sudden and unforeseen

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loss such as a safety incident, fires, natural disasters and property damage. Companies normally don’t have the financial capacity to field this type of risk on their own and from a strategic point of view it absolutely makes sense to transfer the risk to an insurer,’ he adds.

‘A speculative risk is strategic in nature and entails voluntary risk-taking to generate superior returns. Examples could include the company entering into a new market, introducing a new product, engaging in new competition or even increasing their risk of reputational damage. Companies normally have a moderate tolerance for these risks due to the perceived business benefits,’ says Ferendinos.

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Risk Management Aon’s Risk Maturity Index, developed in partnership with The Wharton Business School and the University of Pennsylvania, highlights the fact that companies with greater levels of risk maturity tend to have better stock price performance and less share price volatility as they improve in risk maturity.

Mature companies don’t solely rely on insurance to manage their risks. They use the following four risk treatment options: • Risk avoidance: The risk is avoided by changing approach in some way to bypass the risk. A manufacturer for example, can avoid the risk of product failure by refusing to introduce new products. The aim of this risk response strategy is to eliminate the uncertainty associated with the risk.

• Risk reduction: If a risk cannot be avoided, perhaps it can be reduced. This refers to traditional risk mitigation or reduction of either the likelihood of the risk occurring or the impact that it will have. A manufacturer for example, can reduce the risk of product failure through careful product planning and market testing. The aim of this risk response strategy is to modify the exposure or size of the risk to acceptable levels.

• Risk acceptance: A firm will, and probably must, take on certain risks as part of doing business. The risk may be accepted perhaps because there is a low impact or likelihood. The firm that markets a new product assumes the risk of product failure - after first reducing that risk through market testing. The aim of this risk response strategy is to take the risk and hope to get lucky.

• Risk transfer: Certain risks can be insured against whereby some or all of the risk is transferred to a third party. An insurer agrees, for a premium, to assume financial responsibility for losses that may result from a specific risk. The aim of this risk response strategy is to allocate ownership to the third party best able to manage the risk effectively.

Corporate risks are becoming far more complex and interconnected than ever before. Fully insurable risks are not only becoming less of a priority but are also becoming more expensive to mitigate. The latest Aon Global Risk Management Survey – which surveyed 1 843 CEOs, CFOs and Risk Managers around the world from companies of all sizes – states that there won’t be a single fully insurable risk in its list of top 10 global business risks by 2020. The top priority business risks in 2020 will rather be comprised of partially insurable and uninsurable risks.

Insurers also incentivise companies to have effective risk management programmes by making them eligible for lower insurance premiums or deductible structures.

Having an effective risk management programme in place shows an insurer that your company is committed to loss reduction or prevention, making it a better risk to insure.

The insurance brokerage model is also evolving, with brokers now offering a broader range of risk management services beyond insurance advice. Forward-looking brokers have become trusted advisors to their clients by not just selling them policies but supplementing the

“

Aon’s Risk Maturity Index, developed in partnership with The Wharton Business School and the University of Pennsylvania, highlights the fact that companies with greater levels of risk maturity tend to have better stock price performance and less share price volatility as they improve in risk maturity.”

process by helping them manage their full exposure.

Companies tend to be far more loyal to their brokers due to the added benefits that risk-based intervention brings about and are less swayed by minor insurance premium savings.

‘Companies will be well-served to engage with the risk consulting team at their brokerage at the inception of insurance and risk management discussions to secure an all-encompassing risk solution that addresses the full spectrum of its insurable, partially insurable and uninsurable risks,’ says Ferendinos.

This is where the value of dealing with an expert broker by your side comes to the fore.

‘A brokerage that understands the industry and business landscape as well as the trends and emerging technologies that might disrupt the business going forward, is paramount to compiling a well-rounded risk management strategy and insurance solution. Of paramount importance is the realisation that insurance in and of itself is not the cure-all for all risks, and that buying insurance without risk advice and mitigation strategies is the riskiest approach of all,’ concludes Ferendinos. n

Michael Ferendinos, Enterprise Risk Business Unit Head at Aon South Africa.

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TECHNOLOGY

The 4IR Army – unlocking skills for a digital future

By Stella Ndabeni-Abrahams, South African Minister of Communications

The technology rise inspired by the Fourth Industrial Revolution (4IR) will demand the presence of a capable 4IR ‘Army’, aptly equipped with a new set of skills. Consequently, jobs of the future will require a combination of unique expertise that in many instances do not exist today.

As a country, this presents us with an opportunity to learn these new skills and advance our abilities so that we can create opportunities that will unlock future jobs and drive our economy. In doing so we will create a new generation of workers that are specialists in a data-centric environment.

This is in line with President Cyril Ramaphosa’s 2019 State of the Nation address, appreciating that revolutionary advances in technology are reshaping the way people work and live, and that we urgently need to develop our capabilities in the areas of science, technology and innovation.

Government has fully embraced the advent of the Fourth Industrial Revolution and is currently in the process of preparing the country to harness the benefits of 4IR to drive our developmental agenda as envisioned in the National Development Plan.

Amongst the countless benefits of this advance in technology is the impact it will have on rural communities as it will allow them to leapfrog many of their challenges through the economic and social benefits that come with 4IR. Moreover, young people are encouraged to embrace the Fourth Industrial Revolution by taking an interest in technology, in particular the development of mobile Apps which offer an opportunity to revolutionise the way we interact and conduct business.

Skills initiatives will counter any challenges As part of our preparations, we have established a Presidential Commission on the 4IR to coordinate the development of South Africa’s national response.

Importantly, our approach to the 4IR is rooted in the National Development Plan as we seek to coordinate 4IR

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Stella NdabeniAbrahams, South African Minister of Communications

legislation, policies and strategies to advance inclusive growth and drive back unemployment, poverty and inequality.

As skills development is an important pillar to prepare the nation for the 4IR, we commissioned a study that revealed that skills in the areas of artificial intelligence, big data, cybersecurity, digital communications, digital modelling, machine learning, mechatronics and cloud computing, amongst others; will equip South Africans for future occupations.

The ‘Building a capable 4IR Army’ programme We are therefore spearheading the ‘Building a capable 4IR Army’ programme to ensure that communities are equipped to take advantage of new digital technologies, unlock future jobs and drive competitiveness.

This includes skills development and capacity development initiatives aimed at ensuring that, amongst others, by 2030, one million young people are data scientists. Our successes thus far includes more than 20 000 young people who have been trained on 4IR related programmes.

To succeed there needs to be strong collaboration between all stakeholders. The DTPS has convened a multi-stakeholder engagement forum on 4IR Skills under the theme ‘Coordinate. Collaborate. Execute 4IR’ to advance this partnership.

Going forward, 4IR plans include the establishment of township digital hubs, along with a drive to connect 22 million South Africans to the internet by 2020 through the ‘Internet for All’ initiative.

All South Africans are encouraged to join government in this new journey. Let us together unlock the skills necessary to take advantage of the oppurtunities brought by the Fourth Industrial Revolution. n

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What benefits are derived from our services?

Who we are ?

Wha t uniq ue serv ices do w e prov ide?

Wh at bu sin are ess we in?

m

ith

W

o wh

e w do act? r e t in

What’s needed by the market we serve?

Safety Isn’t Negotiable

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An association concerned with the well-being of the methane gas industry; promoting a climate conducive to safety and free of all incidents ; assisting with the development of a national qualifications framework for the industry; providing education and training to persons working in the methane gas industry; developing skills, competencies and ensure knowledge sharing throughout industry; building partnerships with industry members and major role players, government and non-government; maintaining a high degree of technical expertise in gas and equipment safety; assisting with development of regulations and health and safety standards with the national authority. Ensuring a good supply of registered gas practitioners to work on gas systems.

Educating stakeholders in safety and standards; providing competent gas practitioners; assisting industry to comply with relevant legislation; providing a safe gas equipment verification scheme; advocating the safe and efficient use of pressure equipment; interfacing with government on regulatory issues; upholding sound environmental practices; providing training and registered equipment for persons needing to work on methane gas systems in the domestic, commercial and industrial markets.

An association dedicated to the methane gas industry to regulate and ensure conformity in the safe use of gas and gas systems; providing learnership paths to work in the gas industry for registration as gas practitioners; awareness, training and educating in the safe and efficient use of gas and equipment; conformity to the regulatory health and safety framework; manufacturers, importers and suppliers providing conforming equipment fit for purpose to the gas market. Ensuring a climate conducive to safety We embrace all gas associations by strategically positioning ourselves to collectively ensure the safe and efficient use of gas in collaboration with members, downstream supply chain, regulatory and media sectors and any other associations/institutions with similar directives.

An association regulating methane gas operations (people, equipment and standards) for applications in domestic, commercial, industrial thermoprocessing, biogas; compressed natural gas (CNG) industrial; natural gas vehicles (NGV); liquefied natual gas (LNG). Ensuring equipment from manufacturers, importers, suppliers are in conformance to Regulations and relevant Health & Safety Standards.

Providing industry with gas practitioners; industry members conforming to regulations, health and safety standards, codes of best practice; ensuring safe and compliant pressure equipment to industry; liaisons with the Departments of Labour and Energy, NERSA (Gas Regulatory Member) and Gas Associations on behalf of members; sharing technical and safety knowledge, best-in-class practices for industry.

Southern African Gas Association NPC Tel

+27 (0) 11 431-2016

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Fax

+27 (0) 86 525 3415

E-mail

care@sagas.co.za

Website

www.sagas.co.za

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SAFE GAS EQUIPMENT SCHEME Verifies Natural and Liquefied Petroleum Gas Industrial Equipment locally manufactured, imported and supplied prior to being placed in the market as required by the Pressure Equipment Regulations

Southern African Gas Association NPC Tel +27 (0) 11 431-2016 Fax +27 (0) 86 525 3415 E-mail care@sagas.co.za

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Website www.sagas.co.za

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We ensure all industry stakeholders in the methane based environment provide safe and efficient downstream operations to users in the domestic, commercial and industrial markets within Southern Africa

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Transport SME’s

Growing transport SMEs to build SA’s economy

By Cecil Ramonotsi, CEO of the Eskom Development Foundation

The transport sector presents myriad new business opportunities and with the right support, SMEs in this sector can flourish, says the Eskom Foundation.

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Transport SME’s

Transport underpins virtually every economic sector, so building a sustainable transport sector is a good place to start in building a thriving economy.

In South Africa, we only have to consider the impact the fuel price has on every sector to understand how closely transport is tied to our socio-economic development. The organic growth of the mini-bus taxi sector, the meteoric rise of the app-based taxi era and the rapid growth of logistics networks to support the burgeoning online shopping sector are all examples of how transport helps change the shape of business and daily life, and how the sector creates tens of thousands of jobs. The transport industry, in any country, is the lifeblood of its economy.

In South Africa, while we have made great strides and significant improvements in the sector, a lot of work remains to be done. Capitalising on the potential of the transport sector demands a focus on developing entrepreneurs and SMEs in this space. Large enterprises have an important role to play as well in empowering the smaller players to gain traction, grow and contribute to economic growth.

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The transport industry, in any country, is the lifeblood of its economy.”

Eskom, through its corporate social investment establishment, the Eskom Development Foundation, has played a role in helping transport SMEs grow sustainably over the past decade.

The Eskom Development Foundation is tasked with implementing Eskom’s CSI strategy in sectors including enterprise development, education, healthcare, social and community development.

The Foundation has created initiatives that help small black-owned enterprises to become sustainable, grow and attain more success. This is all done in an effort to help them create jobs in their respective communities and local economies, thus helping the country in its fight against underdevelopment, poverty and unemployment.

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Capitalising on the potential of the transport sector demands a focus on developing entrepreneurs and SMEs in this space.”

Eskom Business Investment Competition helps local SMEs realise their potential One of these initiatives is the Eskom Business Investment Competition (BIC), which rewards black-owned SMEs that are contributing to growing their local economies by giving them an opportunity to boost their operations and create even more jobs. The competition is open to SMEs operating in four key categories; manufacturing, engineering/construction, agriculture/agro-processing and trade/services.

Amongst others, the competition has benefited companies working in renewable fuel solutions, shuttle and transfers as well as delivery services. One of the latest beneficiaries is Prodeliver Group, the overall winner of the 2018 edition of the competition. For this achievement the company was rewarded with a cash prize of R300 000 to scale up its operations.

Prodeliver Group provides logistics and mining services, including transportation of commodities and palletised materials to both private and public sectors.

The company was started in 2014 by mining engineer Nyadzeni Makhado, who used to work in gold mines before becoming an entrepreneur.

Makhado and his two partners offer transport solutions to producers, receivers, manufacturers and suppliers in the mining sector. They have volume trucks, side tipper trucks as well as flat-deck trailer trucks to transport commodities, including steel, timber, cables, pipes, cement, tools and equipment.

With one depot and six employees on its books, the company projects its growth to include two additional depots and a significantly increased staff complement, along with a diversified service offering. Thanks to support and capital investment, the company is even considering harnessing alternative forms of transport, such as drones.

This is just one example of how support and a capital injection can help local SMEs realise their potential, create jobs and contribute to economic growth.

As the Eskom Development Foundation, we are always inspired to make a meaningful contribution towards improving life for South Africans. Witnessing the growth of small businesses such as Prodeliver is a remarkable reward in itself. While we appreciate that our transport sector has not yet delivered on its full potential, we remain encouraged that it is only a matter of when, not if, it will get there. n

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Tax

The world cup – not all seats are cheap Co-Authored by Christopher Renwick and Jean du Toit, Senior Tax Attorneys at Tax Consulting South Africa

Starting line up

Captains toss

It is quite the spectacle. Whether it’s the Cricket, Rugby or Football World Cup, the buzz and excitement of a host of countries coming together to compete for what is the ultimate top honour in that sporting discipline, carries with it a frenzy of activity. Spectators come out in their droves to attend what is, effectively, the modern gladiatorial contest.

A big factor in the excitement of any world cup is the offer by companies of world cup packages to their staff. For some, simply a ticket to an event, while others receive a full hospitality package inclusive of meals, accommodation, flights and an entertainment allowance.

Let’s single out the Football World Cup that took place in Russia last year. Many companies held competitions, incentives and raffles to allow their staff the opportunity to travel abroad and watch the beautiful game. Other employers send their employees as chaperones to make use of the opportunity to wine and dine their clients.

Sounds idyllic, but, of course, the saying that “there is no such thing as a free lunch” may very well apply to these situations.

For those who went to the World Cup on the company’s dime, tax may well have been due. Simply put and frustrating for most, is the fact that SARS is owed its dues for some of those who went to Russia. A touch of complexity, however, is that others might well owe nothing.

I’d love to say that a blanket approach could be applied and quite simply determine that all individuals from one side of the World cup coin owe taxes and those on the opposite side do not. Unfortunately, it is not so simple as the toss of a coin, nor in fact would the coin necessarily land with a side up or down. In fact, this particular tax coin would keep spinning without some analysis.

Heads you owe, tails…maybe still There are those of you reading right now who are probably about ready to call me out for fear mongering.

How can you be liable for tax for simply attending the World Cup? It makes absolutely no sense and is probably

Jean du Toit and Christopher Renwick, Senior Tax Attorneys at Tax Consulting South Africa

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Tax just a bold attempt at kicking the beehive, right?

Well, no. You see, when you get something for free (or at a low cost) from your employer, it may have a myriad of implications.

For those who are unfamiliar with fringe benefit tax may be in for a surprise. The thing is that SARS does not easily believe in shear generosity of employers and may want to tax your free-ride to the World Cup as a part of your income.

Visual Assistant Referee (VAR) Ordinarily, SARS would allow you to receive gifts, prizes or charity up to a value of R100 000 per year without taking a slice of the pie, but where your employer is the one who bestows you with such gratuities, the exemption may not be applicable.

Where you receive any benefit in respect of or by virtue of your employment, the Seventh Schedule to the ITA gets triggered and your employer may be required to include the value of said benefit in your taxable income.

Meaning, where you are fortunate enough to receive an all expenses paid trip to Russia, your employer would be obligated to withhold a considerable amount of PAYE from your next paycheque.

The Seventh Schedule is a powerful weapon in SARS’ arsenal and its ambit is sufficiently wide to make virtually any item with a monetary value taxable in your hands.

In terms of your once-in-a-lifetime holiday to Russia, your flight ticket, game ticket and accommodation would undoubtedly be taxed under the Seventh Schedule. Meals and refreshments are not completely exempt either, so you may have to consider what the tax at your marginal rate would be on that Budweiser(s) you enjoy at the stadium.

The Seventh Schedule, however, does make provision for many instances where these benefits would not be taxed. This may be the case where these expenses are incurred for business purposes, but not always.

The type of benefit you receive and why you receive it would determine if it should be taxed and how the value of the benefit must be determined. The nuances in making these determinations, however, can be more difficult than reaching the final.

Off the bench With the above in mind, what should you do? Sure, you could decide it’s not really your problem as an employee and that your company should sort it out. As a company, you might be thinking that say nothing and do nothing is the right approach for you.

Sure. That’s a possibility. And sure, SARS might never be any the wiser.

But a growing trend in SARS payroll audits may just mean that you will be caught off-side. With a growing deficit in collections versus targets, SARS’ tax base barrel will undergo some serious scraping. As a reminder, SARS may decide to approach a company for outstanding taxes,

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The Seventh Schedule is a powerful weapon in SARS’ arsenal and its ambit is sufficiently wide to make virtually any item with a monetary value taxable in your hands.”

given that SARS typically knows where the money is.

The prudent taxpayer, employee, employer and World Cup attendee, will need to consider (or rather has no choice but to consider) a review of their tax affairs. Simply put, if you’re nervous at this stage, you may well have good reason to be. So, review your tax affairs, employees and employers alike.

My advice is, bring someone “off the bench” to do this for you. Sometimes an impact sub can make all the difference.

But, don’t only focus on the first half performance, adopt a solid strategy to ensure that you win the match.

Forward pass Now you sit with the situation where you are unsure as to where you sit in the eyes of SARS. And while hindsight is 20/20, you need to look into the future. This year, South Africa takes part in two World Cups. Two World Cups where they stand a good chance of winning, provided one of the teams can shed an unwanted tag and rise to the occasion.

That’s two World Cups of tickets, accommodations, entertainment allowances and air travel. Two sets of tax liabilities. Two sets of planning that needs to occur.

Like any team attending the World Cup, where you fail to prepare adequately, you will find yourself on the wrong side of a loss. A tax loss. And those carry with them penalties that rub salt in the wound.

Setting up your wall Well, what should be done?

That depends on where you sit, doesn’t it?

Are you a company who has already sent your employees overseas for last years’ World Cup? Or are you sending them in the future? Perhaps to the Cricket or the Rugby.

If you have a past transgression, consider consulting with a professional who can handle a Voluntary Disclosure Programme (“VDP”) application effectively. You’ll probably need a payroll audit too, in order to build a case for the VDP. Where the future is concerned, you may want to get the opinion of a tax professional on whether or not you may incur a future liability. All scenarios will need to be considered so the right professional is key.

Either way, you will need to set up a wall of defenders.

There are specialists in the sporting world and teams rely in them heavily. Why not do the same for business? n

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T e O a o lo

YOUR TAX PARTNER CAPABLE TO NAVIGATE THE LONG HAUL ACROSS A WIDE ARRAY OF TAX TECHNICAL TERRITORY

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WE OFFER A T UR NK EY A P P ROAC H ACROSS ALL TAX TYPES (VAT, INCOME TAX & PAYE)

The success of an organisation’s tax risk management strategy is dependent on their engagement of a partner in tax that can provide a holistic corporate tax solution.

Our corporate tax team consists of 70 full-time professionals including business accountants, tax attorneys, chartered accountants and master tax practitioners, thereby offering peace of mind to corporates with the knowledge that highly qualified people are looking after their corporate tax needs and at reasonable rates.

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Compliance (tax registrations, preparing of annual financials, tax computations and submission of tax returns)

Commencing and representing Corporates in tax disputes (filing objections/appeals and attending at Tax Court)

PAYROLL AUDITS

VAT REFUNDS

Internal payroll audits and review of fringe benefit tax treatment

Pursuing long standing VAT refunds due by SARS

SARS AUDITS

SHARE SCHEMES & TRUSTS

Representing Corporates in addressing SARS audits and verifications

Registering and reviewing employee share schemes held both local and/or offshore trusts

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Tax technical advice (preparing legal opinions, techinal notes and ad hoc expert advice)

Remuneration package structuring including establishing employee share schemes

011 467 0810 contact@taxconsulting.co.za

CONSULTING south africa

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Tourism

Tourism – a vital sector to grow the economy

By Tshifhiwa Tshivhengwa, CEO of the Tourism Business Council of South Africa

According to the World Travel and Tourism Council (WTTC), the tourism sector now supports one in ten jobs on the planet and contributes 10% of global GDP. In the past 10 years, one in every five jobs created around the world was in this sector and, with the right support from governments, nearly 100 million new jobs could be created over the next decade.

Travel and tourism plays a vital role in growing the economy and creating jobs. According to Statistics South Africa (StatsSA), South Africa has 16.2 million workers and tourism directly employs 4.5% (726 500) of this total work force.

Tourism has created more jobs than manufacturing and mining between 2014 and 2017. It is critical that the industry is protected from forces that could impede its growth and sustainability.

In 2017, travel and tourism contributed R412 billion to our GDP and its direct and indirect contribution to employment is 1 530 500 jobs, according to the WTTC. This is a sector that government must fully embrace and nurture with the intent to further contribute to the economy and employment.

The tourism sector created 31 752 new jobs in 2017.

This is the greatest number of new jobs generated by tourism within a year in at least the last eight years. This also represents the second year of employment growth after the sector saw a net loss of 12 262 jobs in 2015.

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This highlights the strength of the industry and why it is imperative to build and strengthen the sector in a country that is facing a significantly high unemployment rate.

South Africa, the destination of choice South Africa has everything to offer, from world-class cities and tourism infrastructure, nature, wildlife, beaches, mountains, villages, wedding and conference destinations.

This makes South Africa an ideal destination for leisure and business travel and we believe the future of tourism looks bright for South Africa - provided we do the right things fast.

Growing the economy from the grass roots up TBCSA highlights the fact that substantial benefits from tourism accrue at the local level, including improvements in income distribution, regional development and employment opportunities in rural parts of our country.

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Tourism

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TBCSA highlights the fact that substantial benefits from tourism accrue at the local level, including improvements in income distribution, regional development and employment opportunities in rural parts of our country.”

This has a positive impact in addressing inequality and geographic spread of tourism.

Untapped and alive with potential In comparison with other world regions, Africa’s tourism industry remains relatively underdeveloped. Of the 1.2 billion people traveling internationally in 2016, only 58 million arrived in Africa - roughly 5% of the world’s inbound tourism.

To realise the full potential of the South Africa tourism sector’s impact on economy and job creation, the departure point must be the urgent removal of regulatory barriers that are impacting growth. This includes immigration regulations (birth certificates for minors, eVisas, visa waivers) national public transport regulations and dealing with sharing economy concerns. These regulatory barriers are self-imposed and have damaged the tourism industry performance both inbound and outbound.

The TBCSA has done a study to project the impact of tourism in South Africa in 2030. The study shows that we can double the number of foreign tourist arrivals by 2030 to 21 million, with associated impact on creating 2 million more jobs, mobilising R1.4 trillion investment and generating demand for other sectors such as food, vehicles, construction and retail.

This can only happen if we urgently address regulatory barriers, work on a tourism strategy for growing China, India and Africa markets. There are many countries that are already ahead of the curve and we need to move with speed in addressing these issues. n

Tshifhiwa Tshivhengwa, CEO of the Tourism Business Council of South Africa.

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The New National Minimum Wage

Understanding the exemption to the new national minimum wage

By Siya Ngcamu, Candidate Attorney in the Employment Practice & Johan Olivier, Partner at Webber Wentzel

The National Minimum Wage Act 9 of 2018 (NMWA) came into operation on 1 January 2019. The Minister of Labour also released the National Minimum Wage Regulations, 2018 (Regulations) which came into operation on 1 January 2019. pay the national minimum wage to workers. An exemption will only be granted if the following criteria are satisfied by the applicant employer: • 'The employer cannot afford to pay the national minimum wage; and • Representative trade union(s) of the workers have been meaningfully consulted or, if there are no trade union(s), the affected workers have been meaningfully consulted.

To assess affordability, elements of profitability, liquidity and solvency are considered. The decisionmaking process is rigorous and employers will need to ensure that they submit comprehensive financial and organisational information when applying for exemptions.

No exemption may be granted where the wage is below the following wage thresholds: • 90% of the national minimum wage in respect of workers other than farm workers and domestic workers, • 90% of the national minimum wage in respect of farm workers, or • 90% of the national minimum wage of domestic workers.

The table above illustrates that it is not possible for an employer to be exempt from the national minimum wage by a large amount. It is essentially only possible for an employer to obtain a 10% decrease (as a maximum) in the

The Regulations provide information on the criteria to be met and process to be followed by any employer who wants to be exempted from the national minimum wage. The national minimum wage figures as they currently stand are: All workers

Farm workers only

Domestic workers only

ZAR 20 per hour

ZAR 18 per hour

ZAR 15 per hour

The national minimum wage figures reflected above will remain in force for the next two years (i.e. until December 2020). In January 2021, the Minister of Labour will announce whether the national minimum wage will be adjusted in any way.

Exemption process Section 15 of the NMWA, read together with the Regulations, provides an exemption process for employers. The exemption process is specifically created for employers who can show that they cannot afford to

The nature of exemptions will therefore be limited as follows -

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Category

All workers

Farm workers only

Domestic workers only

National Minimum Wage

ZAR 20 per hour

ZAR 18 per hour

ZAR 15 per hour

Minimum wage after exemption is granted

ZAR 18 per hour

ZAR 16.20 per hour

ZAR 13.50 per hour

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The New National Minimum Wage

Johan Olivier, Partner at Webber Wentzel and Siya Ngcamu, Candidate Attorney in the Employment Practice.

national minimum wage through the exemption process.

If successful, the employer will be provided with an exemption notice which will contain the following information: • the period of exemption • t he wage(s) that the employer is required to pay workers, and • any other relevant condition.

If unsuccessful, the employer will also be provided an exemption notice which will contain reasons for the refusal.

The exemption process is managed by the Department of Labour through an online system called the National Minimum Wage Exemption System. To apply for an exemption, the table below provides important information. n

Website

National Minimum Wage Exemption System www.nmw.labour.gov.za

Online application form

Employers will need to complete an online application form (employer particulars, employment details and financial information)

Financial information

Business or organisation: full financial statements of the business for three years (current year predictions and previous two years) and any other relevant information Household: details of annual household income and expenditure and any other relevant information

Period of exemption (if granted)

Maximum period of one year

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Clay Brick Association of South Africa

SA clay brick producers cut carbon emissions South Africa is the largest CO2 emitter in Africa and the 12th largest in the world.

The clay brick sector is committed to playing their part in meeting Government’s targets to reduce carbon emissions.

The industry’s sustainability initiatives are being driven by the Clay Brick Association of South Africa (CBA), a member-based non-profit organisation that supports and builds capacity in the national clay brick supply chain. The sector produces more than 3.5 billion clay bricks per year, providing around 20 000 direct jobs and an additional 160 000 jobs in allied services.

Over the last five years, the CBA’s Energy Efficient Clay Brick Programme has resulted in a 10-15% reduction in the industry’s greenhouse gas emissions. In 2018, the CBA was commissioned to execute a three-year project co-sponsored by the European Union (EU) under the SWITCH Africa Green programme.

‘Our Switch Africa Green Project encompasses several integrated industry initiatives to support, promote and implement sustainable development in the sector,’ reports CBA Executive Director, Mariana Lamont.

‘Our project plan includes research on improving sustainability in production, as well as educating construction professionals, government and home-owners on how to design resource-efficient buildings.’

Twelve regional sustainability workshops for members were conducted during 2018. The workshops were also attended by architects and building industry decisionmakers who were given access to research on improving the natural energy-efficiency of homes and offices.

By reviewing and assessing lessons learned in the European clay brick sector, it is able to provide internationally proven, locally-relevant factsheets on green building practices.

Sustainability in the formal sector An online data gathering and reporting portal has been developed which will track nine sustainability metrics – this will help to identify the most effective energy-saving methods and technologies.

A key topic for CBA members is reducing CO2 emissions. To achieve a real drop in CO2 emissions, CBA members need to improve or upgrade their production facilities. Organising additional funding and financing instruments for CBA members is essential to the success of this important CO2-reduction initiative.

Sustainability in the informal sector The Switch Africa Green Project promotes an exchange of ideas between formal and informal brick producers,

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The Clay Brick Association of South Africa is leading a three-year EU-funded programme to support, promote and implement sustainable development within the clay brick sector. The CBA is working with its members to conduct training courses and distribute educational materials giving informal brick makers the skills needed to produce more sustainably and profitably.

sharing practical ways to reduce coal and water consumption, air pollution and waste.

A four-day pilot training session held in Indwe in the Eastern Cape was attended by 24 informal clay brick makers. Conducted in in English, Afrikaans and Xhosa, the training was well received by both the informal brick makers as well as the municipality. Additional courses are being developed.

Informal businessmen lack access to the internet. This makes gathering data, communication and distribution of educational information challenging. The Local Economic Offices at several municipalities have shown an interest in engaging with the project and the informal sector.

Continually improving industry sustainability ‘The Clay Brick Association of Southern Africa has led research in brick production and brick building design for 55 years,’ explains Lamont.

‘This information aids architects and engineers to maximise thermal comfort and energy efficiency in residential and commercial buildings. To facilitate energy efficient building design and construction, our technical manuals and sustainability reports are available free from the www.claybrick.org website.’ n

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Lindelani

The people keeping it clean Heavy industry is a critical part of our economy. But disposing of the waste they produce in a way that’s safe for people and the environment takes years of expertise, scientific savvy and biochemistry knowledge.

Not just anyone can do it. That’s why EnviroServ employs the most highly-qualified professionals for the job.

Like our Onsite Supervisor, Lindelani Innocent Mbeje. He’s just as passionate about protecting the planet as you are. A professional soccer player, he played for AmaZulu and now manages his own team. Which means helping to protect the environment is in his best interest.

With a qualification in Video Technology and five years’ experience at EnviroServ, he’s the right guy for this demanding job and takes pride in running a compliant operation.

Because expertise is important, but so is having employees who live the EnviroServ values of passion and integrity, who are dedicated to working towards delivering environmentally responsible and effective waste solutions.

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Waste Management

SA is drowning in its own waste – are our regulators taking this crisis seriously?

By Leon Prinsloo, Director: Facilities Management, Institute of Waste Management.

South Africans dispose of enough municipal solid waste to fill an entire football field 10 metres deep, every day. Every single person of our total population of 57 million generates up to 2.5kg of waste a day, on average, depending on his or her level of income. The disposal of such waste at properly licensed and regulatory compliant sanitary landfills is a generally accepted as being a safe and economical option throughout the world.

In total, South Africans generate roughly 54.2 million tons of general (municipal, commercial and industrial) waste a year. Of this 54.2 million of tons of waste, a maximum of only 10% is recycled or recovered for other uses, whilst at least 90% is landfilled or dumped.

These statistics (2017) are among some of the more concerning insights reported in the latest and second draft of the State of Waste Report (SoWR) 1, issued by the Department of Environmental Affairs (DEA).

The report further highlights that approximately 94% of the 48 million tons of hazardous waste generated in 2017 was also directed to landfill sites. Hazardous waste types include mercury containing, asbestos containing, brine, fly ash, waste oils, sewage sludge and materials considered as miscellaneous waste. These hazardous wastes generate a wide range of toxins that are hazardous to the environment and human life and need to be carefully treated according to strict hazardous waste regulations.

Metropolitan Municipalities in Gauteng have not licenced a single new landfill facility for 24 years and during this time we have lived under an illusion that we need to (and can feasibly) recover 70% of our municipal waste streams generated.

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The reality is that our few remaining landfill sites are filling up and approaching closure at a rapid and increasing rate and we are not replacing them with new landfills or implementing viable alternative waste disposal or recovery solutions.

Serious decline in standard of landfill operation & management in SA Sanitary landfilling is a generally accepted method of waste disposal throughout the world as being an economical and safe option, in the absence of economically viable alternatives. As the Institute of Waste Management of Southern Africa, we have also witnessed a serious decline in the standard of landfill operation and management throughout South Africa, particularly at municipal level, which in turn creates a domino effect and contributes to the dwindling capacity and eventual closure of these facilities.

During the recently held WasteCon2018 conference at Emperors Palace, the theme of ‘Implementing the Waste Hierarchy’ was extensively discussed and debated, with international experts and guest speakers sharing

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Waste Management their experiences and best practice with South African environmental practitioners, but the reality is that South Africa is in a waste crisis that requires immediate attention and action.

Apart from the eThekwini Metropolitan Municipality and the City of Ekurhuleni, most, if not all other major cities and local municipalities across South Africa have no legal airspace left, are in serious trouble, and are generally operating in crisis mode. Not only do the majority of South African municipalities not comply with their regulatory obligations in terms of the operation of their landfills, but also with the gazetted norms and standards for the development of such facilities.

Generally, it will take any municipality at least five years to obtain a waste licence and an additional 12 months for the construction of a new landfill facility, without any public opposition to such a facility, which the City of Cape Town and various other municipalities have learned over the past 20 years and are still learning.

Needs to be a viable commercial need for the resource or commodity In an ideal world, various waste streams should be seen as a resource, however, there needs to be a viable commercial need for the resource or commodity. It can be said that South Africa is at least 15 years behind Europe in implementing the required resource recovery systems which would create economically viable businesses and employment.

Various municipal and hazardous waste streams have significant calorific value and could be used in the generation of renewable energy, alleviating pressure on conventional power generation facilities, while at the same time providing part of a solution to the landfill crisis in South Africa. In reality, however, it will take any private or public entity at least 10 years to licence and construct a large-scale waste-to-energy facility in South Africa.

For years, South Africans have been fighting the poaching of rhinos and supporting various other honourable and worthwhile causes, but for at least 15 years there has been a ‘waste tsunami’ on the horizon, threatening our growing population whilst we turn a blind eye towards this major threat. A real concern is that we won’t even be able to pay for the problem to go away, as we simply do not have sufficient licenced landfills or waste treatment facilities to accommodate the ever growing ‘wave of waste’.

If government acts now, we could have a sustainable solution in next 10 years The Institute of Waste Management of Southern Africa has been highlighting these issues for years and pleading with the regulatory authorities to take this crisis seriously.

It is clear that simply releasing more legislation as a response to the crisis will not yield satisfactory results.

Should Government act decisively on the waste crisis now, we will most likely only have a workable, sustainable solution in place within the next 10 years. From a waste perspective, South Africa is in self-destruct mode and if recent history is to be extrapolated, we will be leaving nothing behind but significant air and water pollution for generations to come.

It is time that the pleas of the IWMSA and qualified, experienced waste management practitioners be heard, and it is our challenge to the regulatory authorities to no longer ignore the stark reality and take hands with the IWMSA, develop a disaster management team, and act immediately.

The first step to recovery is recognition and admission of the problem at hand. We, as a society, need to admit that we have become complacent with the state of waste management and disposal in our country - consumers and industry are all contributors to the current state of the public and private sector waste management industry.

Our waste management industry as it stands is simply not able to keep up with the high and increasing volumes of waste generated as our population grows. We seriously need to look at adding to our current waste management infrastructure which will ultimately help us manage our country’s waste in a sustainable way. n

Leon Prinsloo Director: Facilities Management

Institute of Waste Management of Southern Africa W www.iwmsa.co.za

References 1. Department of Environmental Affairs. South Africa: State of Waste Report (Second draft report). Accessed online at: http://sawic. environment.gov.za/documents/9066.pdf [Published: 22 August 2018].

2. Destiny Man. The Shocking statistics on how much plastic South Africans use. Accessed online at: http://www.destinyman. com/2018/10/05/shocking-statistics-much-plastic-south-africans-use/ [Published on-line: 05 October 2018].

3. South West Waste. Waste Wise Gardening. 2017. http://www.glenelg.vic.gov.au/Files/WasteWiseGardening .pdf 4. Department of Environmental Affairs. Waste Prevention. Accessed online at: http://sawic.environment.gov.za/ ?menu=18 [Last updated: 30 November 2007].

5. Resources Journal (Vol. 6 [Issue 4]). Historical Review of Waste Management and Recycling in South Africa. Accessed online: https:// www.mdpi.com/2079-9276/6/4/57/htm [Published: 19 October 2017].

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Water, Energy, Food

Assessing the state of the water-energy-food nexus in South Africa

By Prof Sylvester Mpandeli

The Water Research Commission (WRC) has identified the water-energy-food (WEF) nexus as one of its focus areas of research. Unlike integrated water resource management which is water-centric in nature, the goal of the WEF nexus is to approach resource management more holistically by using a multi-centric philosophy. Each resource sector within this sector has an equal weighting. In its latest study on the subject, the available information and knowledge about the WEF nexus in South Africa was reviewed.

Background The water-energy-food nexus is broadly defined as an approach that considers the interactions, synergies and trade-offs of water, energy and food when undertaking the management of these resources. Water, energy and food securities are inextricably linked, with usage within one sector influencing the use and availability in the adjacent sectors.

The WEF nexus is gaining recognition internationally as an intersectoral approach to resource management and sustainable development. The WEF nexus is a focus research area for the WRC. The WEF nexus presents an opportunity for policymakers, researchers and development agencies to integrate the sectors to optimise the use of the resource base, maximise synergies and minimise trade-offs and conflicts.

In this latest project, the WRC led a review of available information and knowledge about the WEF nexus in South Africa. More specifically, the study reviewed past,

present and ongoing work on the WEF nexus, focusing on the current status, potential, challenges and opportunities for intersectoral WEF nexus planning.

Why the WEF nexus is important for the country Increased frequency and intensity in drought attributable in significant part to climate change is already causing acute water shortages in some parts of South Africa.

In view of the water scarcity problem, there is a need for an increased ability to make use of alternative water sources. Even though water is a renewable (recoverable) resource and there is sufficient water globally to satisfy an expanding and wealthier population, demand for water exceeds supply in many regions of the world.

Water availability will affect the future of the WEF nexus. While there is significant uncertainty regarding the magnitude of effects, water availability and predictability will be altered by changing temperatures, shifting

The proposed WEF framework for South Africa.

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Water, Energy, Food inaccessible or unusable due to scale, unit or temporal differences. Furthermore, WEF nexus implementation will be subject to its inclusion in national policies and standards, implying the integration of the water, energy and agricultural departments.

Conclusion and recommendations The water-energy-food nexus.

precipitation patterns, increasing variability and more extreme weather. Several factors require the water-energy nexus be addressed in an integrated and proactive way, and urgently so.

• First, climate change has in the last two decades become significantly pronounced, both in terms of increased temperatures, but more worryingly increased variation in precipitation both intra and inter rain season across Southern Africa.

• Furthermore, population growth urbanisation and regional migration trends indicate that the population is further impacting the management of both energy and water systems.

• Last but not least, introduction of new technologies in changing energy and water domains could shift water and energy demands.

Main results Much of the WEF nexus information that has been produced has a regional SADC focus. South Africa, however, has many opportunities to implement WEF nexus thinking in resource management.

Solar power generation, water reuse and recycling and precision agriculture are examples of opportunities that could contribute to intersectoral optimisation. For South Africa, it is imperative that the WEF nexus approach be closely aligned with the United Nations Sustainable Development Goals (SDGs), particularly to SDG 2 (zero hunger), SDG 6 (clean water and sanitation) and SDG 7 (affordable and clean energy).

A diverse set of challenges hinder the effective implementation of the WEF nexus in South Africa. As a developing country, South Africa’s primary focus is on alleviating poverty, inequality and corruption while attempting to increase economic growth.

Resource management and policy development are generally sector-specific, with little acknowledgement of adjacent sectors. Data related to the three sectors, especially their interactions, are frequently unavailable,

A systematic analysis of existing WEF nexus framework in academic and grey literature resulted in the development of a South African framework that considers the three sectors as well as technological innovations, humanwellbeing, SDGs and different drivers of the WEF nexus.

It is proposed that this framework be used as a point of departure for future research related to the WEF nexus in South Africa. To this end a research agenda for the WEF nexus in South Africa is proposed in the final report of the study.

It is recommended that future research on the WEF nexus focus on the following: • Developing an integrated model, metrics and indices to assess the WEF nexus in South Africa and creating a WEF nexus database.

• Translation of existing knowledge to inform policies for integrated sustainable resource management among the WEF sectors.

• Participatory research aimed at demonstrating the applicability of the WEF nexus at the local level, especially among the poor and generating cases that demonstrate how the WEF nexus could assist in achieving the SDGs. South Africa is well positioned to achieve these goals as there are large datasets already in existence. The development of a WEF nexus model, metrics and indices would help to unlock the value of such existing data and also guide the generation of new datasets. n

Prof Sylvester Mpandeli (PhD) (Pr.Sci.Nat) Research Manager: Water Utilisation in Agric Water Research Commission

Prof Sylvester Mpandeli (PhD) has been a Research Manager responsible for the key strategic area which deals with water utilisation in agriculture at the Water Research Commission (WRC) since May 2013. He is also an Adjunct Professor at the School of Environmental Sciences at the University of Venda. He has authored and co-authored more than 140 publications, including scientific papers, book chapters, technical reports, conference proceedings and two books. He was the Chairman: African Regional Working Group of the International Commission on Irrigation and Drainage (ICID) and also the Deputy Chairman: South African National Committee on Irrigation and Drainage (SANCID). He represents the South African Regional Irrigation Association (SARIA) at the International Executive Council of ICID. Currently, he is an Advisory Board member of the Joint Programming Initiative of the European Commission from 2019 until 2022. He is also a board member at the Applied Centre for Climate & Earth Systems Science (ACCESS).

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Youth Unemployment

The real hunt for a lasting job continues

By Dr Karina De Bruin, Managing Director at JvR Africa, Counselling Psychologist

South Africa’s massive youth unemployment rate is currently estimated at around 52% and the percentage of youth absorbed into the formal economy is a mere 12.2%, justifying South Africans’ concerns about the matter. Although job creation is a global challenge, the low skills and education levels of the unemployed in South Africa undoubtedly exacerbates this predicament.

During the recent Job Summit, initiatives and agreements reached between government and large organisations promise the creation of an additional 275 000 jobs per annum over the coming years.

‘Youth employment interventions worldwide have shown to have a positive impact on labour market outcomes,’ says Dr Karina de Bruin, Managing Director at JvR Academy and counselling psychologist.

She says skills development, the promotion of entrepreneurship, subsidised employment programmes and youth employment services greatly assist in achieving this positive impact.

‘These may however not lead to immediate positive effects on labour market outcomes. Investments in human capital take time to bear fruit.’

Job destroyers The quality of education instilled in the individual is often questionable. De Bruin says instead of taking responsibility for their own upskilling and finding a job, individuals often look around them and lose hope when they see so many other unemployed and in the same dire situation they find themselves in.

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Youth Unemployment ‘At their immediate environment or social level, there is often a lack of successful role models and negative influences by family members and peers.’

She adds that at the broader societal and political level, factors such as socio-economic status, state capture and corruption lead to lower levels of trust and scepticism from investors in the SA economy.

The result is an economy that is being deprived of meaningful investment in its human capital – education and skills development. Author of SOUTH AFRICA CAN WORK and labour lawyer Frans Rautenbach writes in an article that regulation and labour legislation increase the cost of labour.

‘So employers buy less of it,’ he says.

The role of legislation De Bruin says labour market legislations are necessary to address inequalities, protect temporary workers and improve working conditions. However, they sometimes create barriers for entry into the job market.

‘Worldwide, research has indicated that when government intervenes in the workplace, it does not necessarily decrease inequalities and it often leads to an increase in unemployment.’

She adds that employers generally do not respond very positively when governments are too prescriptive in terms of how they should do business.

‘Employers often choose to downscale on temporary employees rather than offering them permanent employment. Or they choose to outsource some of their activities rather than employing people full time.’

The need for job security, minimum wage laws and other conditions of employment often prevent people on the lower levels of the spectrum, from finding employment. Especially the non-skilled worker is missing out on opportunities to earn a wage (even if they are willing to offer their services at a much lower wage than prescribed), says De Bruin.

They are deprived of the opportunity to show how they can make a valuable contribution to the workplace. When appointed on a temporary basis, employers have the chance to observe their potential, which may lead to longterm and better employment prospects. At the least, they would have proven their willingness to work, reflecting on a positive attitude – a quality equally important than technical skills and experience.

‘Even opportunities to be involved in temporary or low paying jobs provide a chance to gain work experience, exactly what employers are looking for in prospective employees.’

It is also imperative that efficient mentoring and monitoring occur.

‘The intensity and scale of the skills development programmes contribute to the success of these programmes.’

De Bruin notes that too often these programmes merely provide the youth with a once-off development opportunity with limited impact.

‘These programmes are a waste of time and money, but the numbers often satisfy the sponsors.’

Her advice: ‘Rather focus on longer-term skills programmes, including technical skills and workplace soft skills where participants are mentored, monitored and the learning gets cemented by means of continuous learning touch points.’

Work readiness programmes, particularly, could be integrated into the school curriculum and should rather be a continuous exposure to the development of skills needed to enter and remain in the workplace. It is also important to instil a greater appreciation and recognition for trade qualifications. Certainly, in our current economic climate, Matric or a higher education qualification is not the only ticket into the job market. n

The differentiators The success of employment intervention programmes largely depends on how they are designed and implemented. De Bruin says it is critical to ensure alignment between individual strengths and the type of work environment where an individual applies these strengths.

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Dr Karina De Bruin, Managing Director at JvR Africa, Counselling Psychologist.

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ADVERTORIAL: THE PEOPLE EXPERTS

Invest in your teams ‘Train people well enough so they can leave, treat them well enough so they don’t want to,’ Sir Richard Branson Investing in your teams now will have a positive, long-term effect on your business. Training plays a very important role in maintaining a productive workforce and often encourages the processes by increasing the organisation’s profits.

Organisations want and need to keep abreast with the fast pace of change in the business world. In times of change, training also allows for easier acceptance of transformation as employees learn that without change, organisations are likely to lose their competitive edge and fail when trying to service the growing needs of loyal customers.

Improving your business from the starting point Primarily, for effective training to progress to a positive work environment, the trainer or employer must clarify the organisation’s goals. This will provide employees with a strategy or approach which they can use to best implement the organisation’s services. When putting these ideas forward, it’s important to remember how this will increase customer satisfaction, improve service quality and allow an up-to-date work ethic amongst the employees (Biech, 2018).

By introducing new employees and change of any kind to your organisation, you will be testing the strength of your organisational structure. As change is implemented, you will begin to see which areas of your structure are strong and which require re-evaluation; also to see whether onthe-job training or off-the-job training is required.

Shandre Petersen, Director

Another challenge is to keep the training inclusive; involve all employees so that no-one feels left out or dissatisfied.

It’s also crucial that changes made are done efficiently.

The implementation of this process needs to ensure that employees and your clients preserve the relationships they have developed over the years, as small elements such as feedback and social support outside the workplace closely correlate to job satisfaction. n

Improvement in performance Training serves multiple purposes.

Training inevitably leads to an improvement in employees’ performance and supports the organisation in achieving its goals. Training helps reduce employee turnover, maintain and generate new customers, as well as increase customer satisfaction, reduce errors and expenses, improve time management, and at the end of the day, increase the organisation’s bottom line.

Investing in change Managing change can be challenging, especially when trying to get the organisation to accept change and execute the various elements of change. We incorporate change because it is expected to see efficient results and keep ahead in the business world (Root III, 2018). And, honestly speaking, change is our only constant, ever evolving.

The People Experts E shandre@thepeopleexperts.co.za W www.thepeopleexperts.co.za

References Root III, G. (2018). What Are the Benefits of Managing Change in Organizations? [online] Smallbusiness.chron.com. Available at: http://smallbusiness.chron.com/benefits-managing-changeorganizations-108.html [Accessed 4 Mar. 2018].

Biech, E. (2018). Why Is Training Necessary? [online] dummies. Available at: http://www.dummies.com/business/human-resources/employeeengagement/why-is-training-necessary/ [Accessed 3 Mar. 2018].

Richards, L. (2018). Why Is Change Important in an Organization? [online] Smallbusiness.chron.com. Available at: http://smallbusiness. chron.com/change-important-organization-728.html [Accessed 3 Mar. 2018].

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Advertorial: Medloyd Healthcare

Gloves In A Bottle Finally, an all-in-one shielding and dry skin lotion that effectively combats adverse workplace-related skin conditions.

the bad stuff out”. It prevents moisture-depleting irritants from penetrating the skin, whilst simultaneously locking in the skin’s natural moisture, lipids and oils and in so doing, achieves deep-rooted and long-lasting nourishment through all seven layers of the skin. GIAB does not wash off and will last through multiple washes, even with alcohol or chlorhexidine-based soap solutions. A single application will last 4 to 12 hours.

How does GIAB work?

When applied, it attaches to the outermost layer of skin, creating a microscopic and undetectable protective barrier. The skin is still able to breathe and perspire normally. Locking out moisture-depleting irritants whilst simultaneously locking in the skin’s natural moisture, lipids and oils establishes the perfect platform for a continued healthy and vital skin.

What is the difference between GIAB and a conventional artificial moisturiser?

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The rate at which our world has been industrialised over the past few decades through manufacturing, engineering, construction, mining and petrochemicals, to name just a few, has had a negative effect on skin care! Employees involved in these hands-on processes are increasingly experiencing adverse work-related skin conditions such as severe dry, cracked, red, itchy or flaky skin, even though they are wearing the prescribed safety apparel. Invariably this is because employees come into continuous daily contact with skin moisture depleting irritants.

What is a moisture depleting irritant?

This is an irritant that has the ability to remove the natural moisture, lipids and oil from the skin, including chemicals, resins, solvents, detergents, adhesives, paint, isocyanates, dirt, cement, grease, grime, petro-chemicals and the list goes on … and is almost endless.

What is Gloves In A Bottle?

Gloves In A Bottle (GIAB) is an all-in-one shielding and dry skin care lotion that “keeps the good stuff in and

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GIAB is scientifically proven to be six times more effective than conventional artificial moisturisers. Artificial moisturisers wash off and offer no barrier protection. The technology of these two products are polar opposites.

Artificial moisturisers flood the external surface of the skin with artificial moisture, signalling to the body that it has sufficient natural moisture and oils, which it does not.

GIAB locks in the natural moisture and oils and allows the body to continue to produce that which it requires to maintain a healthy skin, whilst preventing irritants from removing these. Homeostasis is achieved.

Reasons to use Gloves In A Bottle in the workplace GIAB is not a replacement for protective apparel, but it is clear that protective apparel does not always provide adequate protection. At an affordable cost of around 20 cents an application, GIAB should be used as a first line of protection.

Healthy employees result in increased productivity and GIAB reduces down time for employees affected by workrelated skin conditions.

Available in 60ml, 240ml, I-gallon and 50-gallon drums for corporates. Contact Medloyd Healthcare on 011 397 2717 to arrange a FREE TRIAL and position your organisation to give your employees the protection and dry skin care they deserve. n

MEDLOYD HEALTHCARE T +27 011 397 2117 E info@medloyd.co.za

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CITY OF JOHANNESBURG

Turning the inner-city into a construction site begins in earnest

By Executive Mayor, Councillor Herman Mashaba, City of Johannesburg

This morning, I had the pleasure of joining the City of Johannesburg MMCs for Economic Development and Development Planning, as well as the City Manager, key stakeholders and members of the press on a walkabout tour of the first three of 84 inner-city buildings set for development.

This event saw us officially set off on our journey of rejuvenating the inner-city through the provision of quality low-cost accommodation for our residents, which is a long-standing quest to help us address a housing backlog that easily exceeds 300 000 units.

Since coming into office, the multi-party coalition government has made tackling the City’s housing crisis one of its top priorities for bringing change to the Johannesburg.

It has always been the current administration’s belief that key to bringing about this change to the City is unlocking the massive potential of the inner-city - not only for the purpose of meeting our housing challenges headon, but for the purpose of creating jobs as well.

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It is estimated that the City of Johannesburg’s inward migration is set at about 3 000 people a month, which undoubtedly adds greater pressure on us to deliver services efficiently.

In October 2017, a tender was advertised to the public availing 13 properties in various areas of the inner-city.

The response that was received from developers was encouraging, both at the briefing session, the acquisition of the tender documents and the submissions. This process has culminated in the awarding of Vannin Court and Beaconsfield Court and vacant land at 82 Gwigwi Mwrebi Street, Newtown, to EGC Properties and Johannesburg Housing Company, respectively.

The three properties have been awarded to these two

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CITY OF JOHANNESBURG developers who have a proven track record in the area of affordable housing and inner-city development.

The developers have committed a proposed total investment of just over R204-million. Both Hillbrow properties and their associated buildings earmarked for refurbishment are expected to be completed in the next twelve months - availing 384 units for the residents of Johannesburg.

These developments speak to the multi-party government’s priorities which focus on: • ensuring pro-poor development that addresses inequality and poverty and provides meaningful redress • creating a city that responds to the needs of residents • building an inclusive society with enhanced quality of life for residents, and • growing a diverse and competitive economy that creates jobs.

Based on the three proposals for buildings handed over, these three projects will also create around 900 jobs during construction. The majority of the completed 384 units (the developments cater for mixed-use purposes) will see a maximum rental of R900 a unit per month excluding municipal services.

Both EGC Properties and the Johannesburg Housing Company have worked extensively in the inner-city, which pleases me immensely – a great relationship with the private sector will ensure that we continue to collaborate in the future with other investors so we can realise a thriving inner-city where our residents can live, work and play safely.

The proposals also showed a strong commitment to skills transfer through artisans training and development, women’s empowerment, SMME support and green building. We are excited for the residents who will participate in this. n

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