FREE
PONDOLAND TIMES
PONDOLANDTIMES
PONDOLANDTIMES
Khanyisani SP School Held a joyous occasion – celebrating flush toilets handover ceremony by Wild Coast Sun
WWW.PONDOLANDTIMES.CO.ZA FRIDAY 21 MAY—FRIDAY 28 MAY
REACH OVER 50 000 READERS EVERY WEEK ISSUE 11, VOLUME 1
B: Avela Gontsana
From the left: Mr P. Tshii Wild Coast Sun General Manager, Mr T.S Mchunu chairman of CPF and Mrs Z. Khuzwayo Acting District Director of Dept of Education (Alfred Nzoo East)
On the 14th of May 2021 Wild Coast Sun under Sun International along with their local shareholders (Mbizana Development Trust and Mgungundlovu CPA) handed over flushable toilets to Khanyisani SP School at Luna in Nyaka location. Luna community members and the neighboring Schools celebrated this moment with Khanyisani, they congratulated them for being finally over the nightmare of using these scary and dangerous pit toilets which the department is also working on doing away with.
This follows a tragic death of a learner at one of their nearby schools
(Luna JSS) due to the use of pit toilets which resulted in a temporally closure of school (Khanyisani) after being ordered by the department to demolish the toilets, the school reopened with the use of mobile toilets. The acting district director for Alfred Nzo East department of education Mrs Khuzwayo said the gesture of Wild Coast Sun in donating these ablution facilities is perfectly aligned with the department’s plan of enrolling flush toilets in schools she went on and said their timing is just perfect, these toilets with hand wash sinks are just what the school needs at this time of the pandemic where learners and educators have to wash hands more often. Mrs Khuzwayo urged the community
members to protect their schools and the school to maintain these toilets. Mrs Khzwayo said the department recognizes and appreciates everything that the Wild Coast Sun is doing to assist the department as it is not the first time having similar event. “Wild Coast Sun has donated science kits to twenty (20) high schools, built kitchen in Dlungwana SPS and there is also an upcoming library Project around Casino” Said Mrs Khuzwayo while expressing her gratitude to the Wild Coast Sun team.
PONDOLAND TIMES
PAGE 2
FRIDAY 21 MAY —FRIDAY 28 MAY
MBANGE TRAVEL AND TOURS INVITES YOU TO EXPLORE THE PONDOLAND By: Lolly Mhlongo
Photo by TripAdviser.co.za “Eco-tourism allows for local communities to have
more control over decisions and resources that directly affect their quality of life and environmental wellbeing, which I find extraordinary” Anele Ndodo
This week on local tourism news we sit down with Lusikisiki born travel agency founder and managing director Anele Ndondo of Mbange Travel and Tours to find out more about the importance of eco-tourism on the rural economy as well as some of those hidden holiday destinations of Pondoland that brings its travellers on their knees resulting in what many call Pondo Fever. Mbange travel and tours is a female owned South African Tour Operators Company specializing in travel to the hidden holiday destinations of Southern Africa, from the wild coasts of
Lesotho, Victoria Falls, Kenya, Tanzania and Zanzibar islands to mention just a few. The travel agency offers a variety of services and organize individual, group and business travel packages including hotel bookings and reservations, air flights, transfers on arrival and departure, air flights, business conferences, school excursions and meetings including visa services and information all to make your travelling experience a breeze. Anele strongly believes that the future of Pondoland Tourism lies within its eco-tourism with its unspoiled landscapes, beaches and rich cultural heritage. When asked on the role of tourism and sustainability the 30-year-old travel enthusiast replied “eco-tourism allows for local communities to have more control over decisions and resources that directly affect their quality of life and environment wellbeing, which I find extraordinary”. Born and bred in Pondoland herself Anele understands first-hand the warm hospitality and natural environment her guests get to enjoy boasting that “In Pondoland we place great emphasis on providing our guests with an understanding of the natural environment by providing first hand experiences such as guided hikes cultural experience tours, wildlife safaris, and expansive waterfalls, the list goes on”. Anele shared with us the significant role tourism plays on local communities. As tourism helps maintain heritage and natural resources through homestays, storytelling activities, arts and craft activities, village tours which help increase awareness and knowledge of the Mpondo people and their beliefs contributing largely to cultural conservation. Travelling doesn’t have to be far it can be right in your backyard with an endless natural leisure catering to tourists and travellers who wish to experience nature without damaging it.
The Winnie Madikilezela-Mandela Municipality shed the light as to why most SMMES Struggle with securing tenders
Here are some places Anele suggests for those who wish to explore best Pondoland has to offer:
• • •
Mkhambathi nature reserve Magwa falls and tea farm Xholobeni
•
Hole in the wall
•
Wild Coast Sun Resort
•
Ntsubane forest (the only forest in SA that has eagles, antelopes amongst others)
•
Port St Johns
•
Coffee Bay
• The list is endless For those of you that wish to explore the Pondoland region, here's five travel tips from the travelling expects •
Do your research about your travel destination
•
Pack appropriate clothes
•
Have your passport with you at all times
•
Be open minded and embrace the bizarre
• Explore Africa For contact details Email: mbangetraveolandtourism@gmail.com Instagram: @mbangetraveolandtourism
The Debate Concerning The Conflict Between Culture And Equality South Africa had in the past recognised two different systems of succession: the common law (together with the statutes amending it) and customary law. Many of the customary law rules previously used were not only in conflict with the principle of equal treatment, but totally unconstitutional. The debate concerning the conflict between culture and equality has been widely debated in case law especially in the last few years.
By: Avuyile Ncanga
A concrete example of the conflict surfaced is the first case of Mthembu v Letsela, as well as the second Mthembu case (Mthembu v Letsela), Bhe v The Magistrate of Khayelitsha, which went on appeal. Ultimately, as discussed above, the discriminatory statutory and customary law rules were declared unconstitutional and new legislation promulgated. However, analysis of the impact of these documents should not be superficial because, as much as practices and culture are fluid and dynamic, the question should not be whether they have changed, but rather how they have changed and whether such changes have disrupted existing power relations (which favour men) within the community. As indicated with the example of customary marriages, although the practice of marriage may be changing, it has not translated into increasing levels of power for women. Rather, other practices and discourses (such as primogeniture) are used to maintain male power and land ownership. Though since the rule of male primogeniture has been abolished after Bhe case but in most parts of Africa and South Africa in particular the rule is still practiced.
Winnie Madikizela Mandela Local municipality SCM (supply chain management) managers and other government departments shared information on the tender procurement process of their respect departments at the Oliver & Adelaide Tambo Regional Hospital Auditorium on Tuesday 18 may 2021, one of the greatest concerns was compliance check. The chairperson Mr Maphetshana in his opening remarks acknowledged all the SMMES for attending the information sharing day stating that lack of knowledge contributes to most people failing resulting into SMMES taking two steps back in every 10 steps they take. The business forum raised concerns that most SMMES struggle with filling the forms to bid for tenders because they find the annexures too complex pleading with SCM departments to simplify these forms. Alfred Nzo Development Agency SCM manager Ms Sompa said that “most SMMES don’t pay attention to the MBD form which disqualifies you before we even look at your quotation”. She added that sometimes the bidder has all the necessary documents however the mark-up percentage is beyond the legal threshold for mark-ups and the system automatically picks up the cheapest quotation.
A WEEKLY COLUMN BY:
Amidst the presentation one member of the SMMES raised Bongani Dinga Ka Luvatsha concerns on how the supply chain management departments bonganiluvatsha@gmail.com force them to under quote because the government chooses the cheapest bidder which leaves the SMMES destitute. PUBLIC Department of rural development and Agrain Reform (DRDAR) deputy director Mr Dumezweni said “The constitution of South Africa guides us in terms of how to do the procurement” he added that as the department they don’t rely on the work experience listed by the bidder or the SMME, the supplier must be registered with central supplier database (CSD), LOGGIES and you must not be working under government, even when you are a CO-OPARATIVE none of your board of directors must work for government, the SMME must be TAX compliant, make all the necessary declarations and attach all the supporting documents in the order required. supply chain department checks for local content check, ECBD (forms 4,8,9 and BBBEE (Broad Based Black Economic Empowerment) status of contributor. For more information please visit https://wwwadm.gov.za and https://www.mbizana.gov.za
APOLOGY
We, Pondoland Times hereby issue a public apology in respect of an article we wrote in our edition dated 14th 21st day of May 2021, where we regrettably mentioned the name of Mrs Gwanisheni of Ludeke Halt. We hereby declare that the contents of that article were false and incorrect. We submit our judgement was poor in verifying and testing the claims of our source. We therefore forward our deepest apology to Mrs Gwanisheni, her family and friends and to our readers at large. We have learnt our lesson and commit to do better as we grow. We hope you will accept our apology and find this in order. Regards PONDOLAND TIMES
PONDOLAND TIMES
FRIDAY 21 MAY —FRIDAY 28 MAY • • • •
HUMAN RESOURCES MANAGER Main Purpose of the Job: Overall responsibility and accountability for the leadership and management of the human resources team and function and the effective and efficient integration and delivery of human resources initiatives and projects at a business unit level to support the achievement of the business strategy; in line with budget and legislative compliance
Education, experience and competencies required: • Grade 12 / Matric • B. Degree in Human Resources Management • 10 years experience including 4 years management experience in human resources as an HR Business Partner
• •
Ability to work shifts that meet operational requirements Local Travel
Core behavioural competencies
• • • • • • • • • • •
Planning Decision-making Evaluating & Developing HR competence Influencing Results orientation Developing relationships Innovation & continuous improvement Service orientation Analytical thinking & conceptual ability Managing risk Motivating others
Technical / Proficiency Competencies
• • • • • • • • • • •
Interviewing Skills
• • • • • • • • • • • • • • • • • •
• • • • • • • • • • • • • • • •
Employee Relations Processes
•
Labour legislation
•
Functional HR knowledge – recruitment, learning & development; performance management; talent management; workforce planning Change Management Remuneration & benefits Business Acumen Project Management Proficiency in MS Office; Peoplesoft Financial Management Communication skills (Verbal and Written) Personal Credibility & integrity
Key Performance areas
•
•
Understand the Group HR strategy and develop objectives for the Unit’s HR deliverables Facilitate the programme management and achievement of milestones of HR deliverables and departmental budget Investigate HR practices and benchmark with leading trends and technology Identify and investigate new opportunities to streamline and optimise HR processes and services for the property Conduct risk analyses i.t.o impact on short term profit margins vs. long term sustainability Provide clear delegation of authority and accountability for deliverables at all levels Manage and allocate people and operational resources including the data integrity of the HR Information System Align practices with EE, SD and procurement transformation strategies which contribute towards BBBEE targets being achieved for the property Reports on the human resource and workforce trends; statistics; project status updates highlighting remedial action to be taken, ROI analytics and measurements Oversee that HR standards and processes are developed, communicated and audited on a regular basis within the business unit Manage internal audit processes and conduct quality assurance to ensure procedural compliance Research new technologies and alternative methods of efficiency to improve and streamline processes and products. Align practices with new legislative compliance around labour law and regulations Implement sufficient control measures (including systems and processes) & checks within each department to mitigate any risk to the business. Conduct regular walkabouts of the business unit to ensure practices comply with standards
• • • • • • • • • • • • • • •
PAGE 3
Partners with GM, Unit EOC and the Group ER to build an employee relations plan that will ensure a sound ER environment within the business unit Sponsor ER programs and initiatives to enhance positive employee relations and proactive management of the ER climate at BU Level Partner with the business in leading change and communication with regards policies and processes within the business unit Participates at a Group level in representing the Company at wage negotiations and other union / management forums Nurture co-operative relationships with union representatives to ensure effective relations within the business unit Oversee the partnering with business unit operations to facilitate the execution of all talent management processes in the operations including: recruitment, onboarding, performance management consulting, learning and development needs analyses, talent and succession planning and management. Partners with Group COEs to drive initiatives for building the SI Employee Value Proposition and Employer Branding in order to create a ‘Great Place To Work’ environment Drive the performance management process throughout the operations to ensure the effectiveness of service delivery and alignment to achieve business strategy and goals. Partners with Group COE to manage recruitment and succession planning processes to attract and retain the best-in-class talent ensuring a sustainable bench of growing ready now talent for key positions on the complex Leads the execution of talent retention programmes within the relevant business units including reward programmes for exceptional performers Analyses the Business Unit’s change capability, capacity and commitments, Identify transformational change journey risks, and defines the risk management initiatives. Oversee the effective management of remuneration and benefits for the unit Work with internal and external stakeholders to identify wellness risk areas and address these through potential new programs or solutions. Initiates and drives appropriate recognition and rewards programmes and other employee motivational programmes e.g. long service awards; roadshows, FLAG programmes Work with the unit leadership to promote team effectiveness and a culture reflective of the Company values Provides direction and support to all functional management and employees with regard to operationalizing strategic deliverables Provides motivation and leadership to promote positive working relationships Track, measure and enhance employee engagement Drives a performance management culture Identify and manage training, coaching and development requirements in line with strategic plans, e.g. skills shortages, succession plans, talent management to build a solid talent pipeline Manage change processes and communication to ensure all employees and business partners are aligned on changes taking place across the business unit Manage internal communication and development interventions to ensure competence levels of staff meet operational level requirements (right fit for the job) Source and Select talent as per EE plan Manage the budget for the unit HR function including: Budgets Cost management Capex PIP and forecasting Financial reporting for the function Financial reporting on the ROI of projects initiative Acts as coach and trusted business advisor to influence Functional Managers in the areas of HR Policy, organization effectiveness, leading change, organization architecture, building capability, employee relations and the implications of decisions from an HR perspective. Initiates and sustains continuous dialogue with the Operational teams on change issues, and partners in exploring options for resolving the issues. Maintain relationships with key stakeholders (including management, payroll, Group COE, staff and HR colleagues) by promptly resolving escalated queries; Attend various industry conferences in order to stay informed of best practices and industry trends; Monitor and manage staff, service providers and other stakeholder expectations in order to build long term relationships and employee engagement Manage relationship with vendors/suppliers through regular engagements to ensure performance objectives are achieved Build trusted and respected relationships with internal stakeholders, and be a sound and credible counsel for HR and operating teams
Please Note: Preference will be given to suitably qualified employees from the designated groups in line with the provisions of the Employment Equity Act, No. 55 of 1998 (and any amendments thereto), the relevant internal recruitment policy as well as unit’s employment equity plans and Gaming Board License conditions. As a result of the company’s operational requirements, you may be expected to work in any area designated as a “smoking area”.
First right of refusal will be given to candidates from the licensed area. If you are interested in applying and you are confident that you qualify in terms of the information set out in this advertisement, please send your CV to;
ntandoyenkosi.ngwenya@suninternational.com .
THE CLOSING DATE FOR APPLICATIONS IS: 28 MAY 2021
Drive a performance management culture and ensure all staff are competent Work with Unit EOC and business partners to identify risk areas and address these making recommendations; changes and enhancements Act as a counsel for the Unit EOC in all aspects of HR matters
Should you not hear from us within a month after the closing date, please consider your application unsuccessful.
PONDOLAND TIMES
FRIDAY 21 MAY —FRIDAY 28 MAY
PAGE 4
SINENKANI FC CRUSIFY BURMINGHAM IN A EIGHT GOAL THRILLER ON WEDNESDAY By: Mawande Genu
Photo taken from: Sinenkani FC Facebook page
Local outfit, Sinenkani FC, continued their fine form in the ABC Motsepe league this past Wednesday with an emphatic victory over Burmingham FC in their Stream B encounter. The Greens have a enjoyed a scintillating form season that has seen him being touted for the provincial play offs. The Bizana outfit started like a house on fire in the first stanza of the game scoring three goals from Gaba and a brace by Moshe. The home side answered with a solitary strike before the first half ended to maintain their hopes.
Creating a sustainable tomorrow in rural areas By: Lithakazi Mhaga
Living in the times of the fourth industrial revolution, while experiencing a worldwide pandemic and economic recession, all sectors of trade have been forced to re-evaluate when, where and how to conduct business.
While local production decreased by nearly 9 million pairs or 13.3% in 2019, imports grew by 3.3 million pairs,” Pandle said, explaining the reason he continues to work and struggle for his brand.
Pondoland Times is not exempt or opposed to change and spoke to 24-year-old Mthatha local, Sibulele Pandle, via WhatsApp, about IBHAQAZA, his fashion and footwear brand.
“This outlines the challenge faced by the South African shoe manufacturing industry. The country's footwear sector employs nearly 10 000 people, with the capacity to support many more jobs,” he said, affirming his hope for an economical rise that can change the lives of those close to him.
Although young, Pandle is well-versed in the global implications and potential of locally manufacturing fashion items. “I founded IBhaqaza in 2019, on the 5th of June,” Pandle proudly said. After coming across statistical information that peaked his curiosity and drive, he saw a need to be a manufacturer and supplier of fashion and footwear items. “South African Footwear and Leather Industry Association (Saflia) figures show that local market demand for footwear was 264 million pairs in 2018, with local production accounting for less than one-quarter of demand.
Hope alone does not make a business, a fact that Pandle is accutely aware of, “some of the challenges we have faced is the lack of financial muscle to upscale and make IBHAQAZA the finest of its kind. Moreover, covid-19 has proven to be a threat on all SMME's including us,” he prehensively mentioned. “Our goal in business is creating a sustainable tomorrow in rural areas, creating a rural and circular economy a sneaker at a time, building our factories in rural areas, empowering through skills development and creating jobs,” Pandle passionately said, stating his vision for IBHAQAZA.
The boys from the Coastal Pondoland town continued where they left of by adding four more goals on the scoresheet. Moshe completed his hat trick with fellow teammates Mjozi, Bongani and “Messi” adding sault to the would as Burmingham FC suffered a humiliating defeat. Sinenkani FC will be go to their next fixture reeling with confidence and with great aspiration of making it to the Glag Africa Championship play offs.