SA Business Integrator - Volume 8 l Issue 3

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 8 | Issue 3 | July 2022

COVER STORY:

SEZ important

to facilitate industrialisation

Unlocking opportunities for female electricians

SMEs vital for

economic recovery and upliftment

5 traits needed for successful entrepreneurs

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Current Affairs

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Economic Development

Business Integration

ED'S NOTE

The past few years have brought about a lot of change in all our lives, but it does appear that life seems to be returning to ‘normal’. But what does a return to normality mean?

Some companies continue to mull over if they should let employees return to work full-time and some are looking

South African Business Integrator @SABImagazine

Coming up next...

Our upcoming October 2022 edition of SA Business Integrator's special focus is “Transport”.

For more information, please email elroy@sabusinessintegrator.co.za or call 021 424 3625

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at hybrid models. The reality of it is that with rising costs, a hybrid or a work-from-home model works for some as it is budget efficient. For others, not being in the office is distracting. What is right? That depends on the culture and to a large extent, the needs of the employers and employees.

Over the years we have seen a shift in the mindset of employees – their well-being is a priority, and they might seek alternative employment should companies not come to the negotiation table. Attracting new talent in an organisation is critical for growth, but solid, experienced employees are just as critical as they are essentially the knowledge bank. It’s a fine line…

With all the changes and upheavals endured, we need to start seeing real transformative change. In August we celebrate women’s month, and while many organisations observe this with internal communication initiatives and events, are they doing enough to level out pay disparities, promotional opportunities, and such?

As a country we are also very much at a recovery stage, so we need to be strategic in actions to enable job creation and become more competitive on the global stage. If public and private sector lags on development, we stand the chance of creating further social issues, which as we have previously witnessed, can impact growth.

We have talent, we have resources, and it is time we collectively drive our development as a country. We have the potential to be a major business player in the global market.

Tashne

30810

Equal ambitions, equal opportunity.

At Nedbank CIB we enable the ambitions of women through the Nedbank Women’s Forum. In addition to addressing gender-specific competency gaps and supporting the development and growth of women, the forum’s objectives are to inspire and motivate women to network purposefully and support each other, while amplifying their voices and priorities to ensure support and commitment from leadership. nedbank.co.za/womensforum

‘Being a woman in corporate gives me the opportunity to craft my own identity away from the historical stereotypes. For all of us, it’s a chance to contribute to society and to the economy by bringing our talents and grit to both the home and the office.’

Reezwana Sumad, Senior Research Analyst (Global Markets)

Nedbank Ltd Reg No 1951/000009/06. Licensed financial services and registered credit provider (NCRCP16).

CONTENTS

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10 22 ICT SKILLS The ICT skills you need to stay ahead of the digital curve

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INSURANCE The impact of global inflation on insurance

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ADVERTORIAL Vodacom: A simple, integrated digital approach to agility in manufacturing

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PRODUCTIVITY Five tips for working smarter as a company

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ENTREPRENEURSHIP The five traits needed for successful entrepreneurs

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SMALL BUSINESS Finance and reinforcement: SMEs vital for economic recovery and upliftment

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Q&A: NMG BENEFITS NMG Benefits promotes smart financial decisions

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INDUSTRIALISATION Special Economic Zone programme important to facilitate industrialisation in SA

SOLAR POWER Solar power as a solution to tackle SA’s energy challenges

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SUPPLY CHAIN Proactively managing supply chain risk

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ADVERTORIAL Atlantis: A growing green economy

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COVER STORY Unlocking opportunities for female electricians

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OPINION: MINING South African mining remains a sunrise industry

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OPINION Government aims to shoot both feet with new health & employment laws

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EMPLOYEE RETENTION Transforming employee engagement and talent retention

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CREDITS

South African Business Integrator VOL 8 ISSUE 3

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

Julyl 2022

Volume 8 | Issue 3 | July 2022

COVER STORY:

SEZ important

to facilitate industrialisation

Unlocking opportunities for female electricians

PUBLISHER Elroy van Heerden elroy@mediaxpose.co.za 5 traits needed for successful entrepreneurs

SMEs vital for

economic recovery and upliftment R65.00 Incl. VAT

cus:

ial fo

Spec

EN IN WOM RSHIP E LEAD

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9 772411 292008

Current Affairs

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

Economic Development

Business Integration

Cover image: IEPA Image credits: 123rf.com

South African Business Integrator

EDITOR Tashne Singh editor@sabusinessintegrator.co.za SUB-EDITOR Tessa O’Hara tessa.ohara@gmail.com CONTENT MANAGER Wadoeda Adams artwork@mediaxpose.co.za DESIGNERS Anja Bramley artwork1@mediaxpose.co.za Shaun Mays artwork2@mediaxpose.co.za EDITORIAL ASSISTANT Maurisha Niewenhuys maurisha@mediaxpose.co.za EDITORIAL CONTRIBUTORS Patricia Gamede Keith Bryer Arnoux Mare Maoto Molefane Soul Abraham Daniel Goldberg Moses Rannditsheni Nangamso Matebese-Maponya

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COVER STORY

Unlocking opportunities

for female electricians

The EPC Training Programme and the new Energy Performance Certificate (EPC) has had a positive impact on job creation, targeting, but not exclusively, women and youth. SA BUSINESS INTEGRATOR spoke to Barry Bredenkamp, General Manager, Energy Efficiency at South African National Energy Development Institute (SANEDI), and Yolande de Lange, Executive Director at the Institute of Energy Professionals Africa (IEPA), to find out more.

“Although the initial uptake for Energy Performance Certificates (EPCs) for certain classes of buildings in South Africa was relatively slow, we have experienced a sudden increase in activity, as the current deadline for compliance of 7 December 2022 is fast approaching,” says Bredenkamp.

“This has come with a corresponding positive impact on job creation prospects. This can be seen by the numbers of delegates registering for EPC-training with the various institutions offering this training and the number of jobs advertised by not only SANAS-accredited Inspection Bodies, but also for facility managers with an understanding of the EPC regulations. These numbers still need to be quantified, but it is definitely on an upward trajectory.”

Bredenkamp says that buildings have a major role to play in the effort to reduce the negative

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impacts of climate change. He says EPCs will not reduce energy consumption or carbon emissions but will make a significant impact on visualising how far individual buildings go in achieving this aim, as well as quantifying the quantum of energy efficiency savings required to reach an A-rating, with reduced carbon emissions.

What are the actions of industry players to ensure that businesses are compliant?

Yolanda de Lange says the first step would be for building owners to familiarise themselves with the requirements of the EPC regulation to determine if the building is required to comply.

“Check if the building falls within the building occupancy category and whether the size of the building is larger than the regulation requires, as well as whether the last renovation was done

COVER STORY

within the last two years. An understanding of the regulation can assist with managing the initial financial impact of the regulation on the building owner’s bottom line.”

“This type of work is ideal for women in the energy industry as the nature of the work is largely consulting, and also project-based, and offers flexible hours,” De Lange adds.

What is the SANEDI and IEPA capacity building initiative targeting electricians to enable them to become compliant with reference to the EPC?

How does the EPC Training Programme impact enterprise and supplier development?

De Lange says that since the SANS1544:2014 Energy Performance Certificate standard was already anticipated more than eight years ago, initially a full qualification called the Energy Efficiency Technician, or Energy Audit Technician, was developed and registered with the Quality Council for Trades and Occupations (QCTO).

“This qualification was used as a basis on which the specific outcomes required to collect, collate, calculate and present data required to produce an EPC following a logical standardised approach was developed to build this course, which ultimately is now registered as a qualification at the QCTO called EPC Practitioner. A number of industry bodies and subject matter experts participated through the development and project management process.”

What has the uptake been?

“The uptake has been great; within a week of advertising we received 173 applications from which 50 students were ultimately selected by the companies that signed up to provide the required work experience. There is now a waiting list of persons wishing to take the course and qualify in the full qualification after taking the course.

Around 56% are female students,” says De Lange.

What was the rationale behind targeting predominantly youth and females?

Bredekamp says the rationale is in line with national policy to address the alarming unemployment rate in these sectors, which remain consistently high and unsustainable.

Bredenkamp says the potential EPC market is huge, with many opportunities for many service providers.

“Through targeted training interventions such as this programme, we are able to empower SMMEs with new skills needed to meet the demand for these services, which do not necessarily exist in the South African market right now.”

What is the success rate of the pilot programme?

De Lange says that so far, less than 60% of the students are in permanent employment following the programme. This is mainly due to delays in the assessment processing through the QCTO as a very short timeframe was given to develop the qualification, go through the registration and accreditation processes, which are almost concluded.

“The lessons learnt from the pilot, which all parties contributed to, including the students, mentors, assessors, and steering committee, will assist with the development and deploying future Just Energy Transition projects.

“In addition, the qualification is now available to other colleges to become accredited to provide the course and qualification,” she adds.

The EPC practitioner qualification assists by building on a current artisan qualification, allowing the artisan to have an additional skill over and above others applying for the same job.

“For businesses that are not yet involved in the EPC or the energy field, an artisan can join a company and assist the company to create an

sabusinessintegrator.co.za 11

COVER STORY

additional service, thereby an additional revenue stream thereby effectively paying their own salaries,” explains De Lange.

What has been the uptake on training initiatives geared towards renewable energy over the past 10 years?

De Lange says renewable energy is different to EPCs in that it is a source of energy, where EPCs are intended to provide buildings owners with a metric to determine how efficiently the energy sources are being used within the building envelope – whatever the energy source is.

“The building’s rating also indicates what opportunities there are to improve the energy performance of the building, which eventually will lead to reduced strain on the electricity grid and financial savings.”

“The one common denominator or integrator for the energy sector globally is the area of ‘digitilisation’, where we see energy technologies and appliances converge with the ICT-sector, to implement SMART and sustainable solutions for endusers of energy and buildings are at the forefront of this ‘revolution’ in the energy sector,” Bredenkamp adds.

What plans does IEPA and SANEDI have to continue upskilling local energy professionals, particularly those wanting to be part of the green economy?

Bredenkamp says EPCs provide the opportunity for building owners, managers and tenants to visualise their energy and carbon impacts in an easyto-understand and simple A-G rating system.

“This way it can alert the high energy consumers to take the necessary remedial steps to improve their EPC-rating (aspiring to achieve an A-rating), which in itself creates more business opportunities for Energy Services Companies (ESCos) and others, who will need to be contracted to do the physical technology retrofits,” he comments.

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How do training programmes geared towards building the green economy assist in mitigating the transitional impact from coal-based value chains towards greener energy?

“Firstly, it assists through providing information to determine how to reduce the consumption of buildings and other energy consuming systems so that any alternative and renewable energy options would become more viable. Training in energy and renewable energy is only a small part towards Just Energy Transition, many other careers need to be developed and new economies need to be developed in the areas where coal-based economies are currently active to lessen the impact,” says De Lange.

“EPCs can certainly make a significant contribution to the Just Energy Transition by assisting in the acceleration of the global target for buildings to achieve a 50% Nett Zero target by 2030 and 100% Net Zero Carbon Emissions target by 2050.” Bredenkamp adds.

What is the potential future for local energy professionals in South Africa?

“It is clear from the success and demand of the EPC programme that regulation is what drives commitment to Just Energy Transition and meeting the global environmental goals,” says De Lange.

“The future for energy professionals is very positive, especially now as stimulated by the EPC Regulation, however this could change in an instant if the Regulation is not properly enforced.

“There is currently a shortage of energy professionals with the right qualifications, compared with previous years. We have seen a sharp increase in request for referrals of internationally certified professionals. Sadly, this is the case globally, and our energy professionals are being lured to other countries as opportunities are more lucrative there.”

COVER STORY

IEPA EPC Learner: Reneilwe Mphahlele

Why was it important for you to be part of the EPC training programme?

I was unemployed and it is always important to be on the lookout for programmes that offer job opportunities and also, it was a training programme that was in line with my field. Being a part of the training meant I was going to be professionally exposed, learn and grow.

It was a three-month programme that contributes to youth empowerment and job creation, and it helped me in gaining marketable skills. This was a great opportunity for me to grow my knowledge base in energy efficiency and improve my job skills to become more effective in the field.

What was your experience of the course?

Highlights included meeting new people and expanding my professional network. I got to work with a group of people that were goal driven and that contributed a lot to me increasing my productivity.

The course structure had a schedule. We knew when to submit assignments and when our test and exam dates were. It was easy for us to know when we were being left behind. It worked for our good.

How has this further empowered you?

This course empowered me in so many ways. I took charge of my destiny. This was an opportunity to become more confident in my ability to make and execute decisions, to understand my strengths, my weaknesses and get motivated.

I am grateful to have been a part of an initiative that helped in allowing myself the power to make choices that will definitely push me to achieve my goals.

What opportunities has the EPC training programme unlocked?

Although I am still in the job-hunting phase, the EPC training programme has given me a professional network opportunity. I got used to hearing constructive criticism as it is an important part of learning what areas I need to improve. I can safely say it helped a lot in helping improve my sense of well-being as I am actively working towards expanding my abilities and that increased my feelings of accomplishment and happiness.

What are your future goals?

My goal is to become an expert in my field. I want to be able to provide insights that will help me grow and succeed. I am passionate about continuing to learn as an individual, so I plan to take advantage of the many professional development opportunities that will be available to me. Ultimately, I want to increase efficiency and productivity, and to learn new skills so I can keep up with the latest changes and trends in the field.

Why would you encourage more women to enter the energy sector?

I would encourage women to enter the energy sector to boost innovation – we are capable of achieving anything we set our minds to.

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COVER STORY

IEPA EPC Learner: Thato Monareng Tell us a bit of your journey to become an electrician.

I’m not yet an electrician but working towards it.

As someone who studied NCV at a college, it has been challenging to get any work experience or even training apprenticeships.

What was your experience of the course?

What are your future goals?

I got to meet interesting and intelligent people who also contributed to the knowledge and growth I have today about the energy industry. The course was straightforward from both a theory and practical perspective and everything was well put together.

To be a fully qualified electrician, complete apprenticeships/learnerships and gain experience.

I want to be an expert in my field, to be a valuable asset and contribute as much as possible to the energy industry and the engineering field.

What opportunities has the EPC training programme unlocked?

I learned a lot about the energy industry.

Why would you encourage more women to enter the energy sector?

To bring about change and an opportunity to work on many interesting and innovative projects.

IEPA EPC Learner: Tutuza Gajina Tell us about your journey to become an electrician.

I wanted a skill that will make a difference in our everyday life and that will see me though until the end of life.

Why was it important for you to be part of the EPC Training Programme?

As South Africans we are facing an electricity crisis due to over-consumption and not enough knowledge about the energy sector. It’s very important we engage ourselves with such programmes.

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One of the challenges of the course for me was that we had to apply architectural knowledge to read floor plans, which I had no knowledge of in the

COVER STORY

beginning. Highlights included the experience, skill, mentorship and professional networking.The course has empowered me with skills and self-confidence.

What opportunities has the EPC training programme unlocked?

What are your future goals?

I want to continue learning and growing to contribute as much value as possible I also want to encourage more women to enter the energy sector as this can help to strengthen economic and social progress.

A permanent job opportunity with one of the best companies, CBRE Excellerate!

IEPA EPC Assessor: Vutivi Shivambu Tell us a bit about your career journey.

I am a mechanical and energy engineer (Certified Energy Manager and Certified Energy Auditor in Training) by qualification. I am also a developer of Building EPC app and an Assessment Coordinator with more than three years combined experience in the engineering and energy industry.

How did you get the opportunity to be part of the pilot programme?

I was part of the Certified Energy Manager (CEM) interns in 2017-2018 where I was placed in an energy company in Port Elizabeth (Gqeberha).

We developed a Building EPC app for collecting building data that is required to issue an EPC Certificate.

Why was it important for you to be part of the EPC Training Programme?

I had the opportunity to share my experience and knowledge with students, lecturers and mentors regarding the Building EPC. The challenge was getting building plans that have areas, assessing the lecturer’s facilitation and also getting electricity bills from the college. My highlight was when one of the electricians gave input regarding how to make EPC known as most companies still don’t understand it.

The structure of the course was well designed, and it seemed clear to the electricians what was needed from them as EPC delegates.

What opportunities has the EPC training programme unlocked?

The opportunity to be a facilitator, and an assessor and moderator for the course, as well as becoming part of the IEPA family full time.

What are your future goals?

My future goal to is to produce more people like me through mentoring, facilitating and assessing EPC assessments so that there will be more EPC practitioners to collect information.

Why would you encourage more women to enter the energy sector?

Because women are born leaders and they are very capable.

sabusinessintegrator.co.za 15

OPINION: MINING

South African mining remains

a sunrise industry After the recent global self-isolation caused by the Covid-19 pandemic, our country’s excellent management of the virus made it possible for South Africa to host hundreds of delegates again physically at the 28th edition of the Investing in African Mining Indaba. Considered the largest, the Indaba allowed the government to engage with and lure potential investors to bring the muchneeded investments via the country’s mining sector.

By Patricia Gamede, Acting Director General, Department of Mineral Resources and Energy

During the Indaba, we made it clear, as per the keynote address delivered by President Cyril Ramaphosa and reinforcements by the Minister of Mineral Resources and Energy, Gwede Mantashe, that South Africa is an attractive destination for investment.

SA ready to welcome investments Endowed with minerals such as diamonds, gold, coal, iron ore, platinum group metals (PGMs),

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manganese, chromium, copper, and uranium amongst others, South Africa stands ready to welcome investments that will translate into economic growth and development.

As a world leader in platinum group metals, the country is perfectly poised to take advantage of the growing demand for metals such as copper, nickel, cobalt, and rare earths. We consider these as future strategic metals that are yet to be fully exploited.

OPINION: MINING

Exploration Strategy for South Africa’s mining industry

The minerals of the future, as Minister Mantashe generally refers to them, can be used in the development of the hydrogen economy – an economy that relies on this clean energy source as the commercial fuel that would deliver a substantial fraction of a nation’s energy and services.

The goal is to build a mining sector that responds to the long-term sustainability objectives and, the short to medium-term needs for access to energy, job creation and poverty alleviation and eradication.

In order to fast track the exploration of all minerals, the Department of Mineral Resources and Energy (DMRE), in collaboration with stakeholders in the mining industry, has developed the Cabinet approved Exploration Strategy for South Africa’s mining industry.

Amongst others, the Strategy seeks to attract at least a 5% share of global exploration expenditure within a period of five years. It also aims to reignite mineral development, accelerate new mineral discoveries and encourage optimal utilisation of mineral resources in line with the environmental, social, and corporate governance principles.

Furthermore, the official launch of the data management portal by the Council for Geoscience is another significant milestone in the provision of quality geoscience data and information. The portal is accessible and available to all stakeholders and provides necessary information that should help in investment decision making.

While it is a matter of grave concern that South Africa has fallen into the bottom 10 of the Fraser Institute’s Investment Attractiveness Index rankings,

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OPINION: MINING

it is also important to highlight that the Index ranks South Africa amongst the top 50 countries on policy certainty, with good quality infrastructure and ample availability of skilled labour. Such recognition is an affirmation that South Africa is open for business and encourages investments, particularly in the mining sector.

Nonetheless, going forward we contend that it would be appropriate for the Fraser Institute to not only rely on a desktop study but, to conduct field research among industry role players. The Institute must endeavor to collect data from as many respondents as possible. It is unjust to present findings based on the views of a handful of respondents (between 5 and 9), whereas the industry has many more players from whom data could have been collected. Collecting data directly from industry players will enable the Fraser Institute to present credible and objective findings.

Be that as it may, the DMRE is working hard to create a conducive environment for investments in the mining sector. This is evident in the clearing of the backlog of mining and prospecting rights and mineral rights transfer applications. Over 1 000 prospecting right applications were finalised and about 300 mining right applications were adjudicated in the recent past.

We are working on putting in place a modern and efficient cadastral system. The procurement process, which is undertaken in collaboration with the State Information Technology Agency, is underway and progress will be announced in due course.

We also recognise the role of small-scale mining and junior miners in the sector, and we are committed to support these important industry participants. Hence, we reiterate that applications for mining permits, and mining rights are open to all, irrespective of age, race, and gender.

Patricia Gamede, Acting Director General, Department of Mineral Resources and Energy

Challenges in the area of health and safety of mineworkers

It goes without saying that every industry has its unique challenges. The mining sector is no exception and, faces some challenges in the area of health and safety of mineworkers. These matters continue to be a priority for government, as we tirelessly work towards achieving Zero Harm in South African mines, thereby ensuring that each employee returns home unharmed every day.

As part of our proactive actions to alleviate accidents in the mines, the DMRE will, later this year, host the Mine Health and Safety Tripartite Summit to consider further interventions that can prevent accidents in the workplace.

Notwithstanding a protracted heritage of mining, the South African mining sector has not only been a magnet for foreign investment but, has also been an anchor for the emergence and sustenance of several world-class industries which include energy, food, financial, manufacturing, water, infrastructure, and land-use.

Given its endowment with the minerals of the future, and more than 130 years of exploring and exploiting minerals, South Africa’s mining industry certainly remains a sunrise industry. 

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OPINION

Government aims to shoot both feet with

new health & employment laws The new racial laws intending to boost Black economic empowerment, and another one to provide a National Health Service, can be likened to a man taking careful aim at his feet with a shotgun and then pulling the trigger. He can’t miss, but why is he doing it? Taxpayers are likely to be the third foot.

By Keith Bryer, Freelance Journalist and Communications Consultant, Free Market Foundation

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OPINION

Changes to the Employment Equity Act will give the Department of Labour the power to set racial employee targets for companies that, should they fail to meet them, can be fined between 15 and 10% of their annual turnover (a much higher figure than their profits).

On top of this massive extension of bureaucratic interference with the private sector that pays taxes and employs people, companies that cannot comply because of the national shortage of skilled people of the required colour can also be prevented from tendering for any government business.

Implies forced employment of people without experience or skills It implies forced employment of people without experience – or skills, or else. A better way to kill the incentive to grow a business would be difficult to conceive.

To police such draconian regulations, officials will have powers to enter any office, any factory, any shop, any supermarket, and any place of business to ensure the racial headcount is ‘correct’ in the eyes of the Department of Labour. No doubt more people will get government jobs at taxpayer expense.

This example of unashamed racism will dampen any prospect of investment in new businesses, may close existing ones, and blow any chances of foreign investment and new job creation in the private sector.

These attempts to have the government provide everything – jobs for all and perfect equality in society – are more likely to boost the rush for the exit before the whole-socialist experiment brings the economy to a standstill.

They will certainly fail to create new jobs; it is so obvious but no one in Government seems to understand it.

sabusinessintegrator.co.za 23

OPINION

National Health Insurance idea is privatisation in reverse The next barrel of the shotgun aims at the other foot scheduled for destruction – the private medical aid schemes that will be forcibly shoved into a proposed National Health Insurance (NHI) scheme.

The motive seems to be that because the state-run health service shows every sign of achieving the same state of inadequacy as everything else under civil service management, this new legislation will absorb the private medical aid system that does work – and ‘save’ it.

The bonus for civil service managers will be access to the considerable financial reserves in private medical aid schemes so they too can be mismanaged – and siphoned by creating a gigantic state-owned enterprise almost as big as Eskom.

This NHI SOE, however, will be cleverly different.

That is because the larger private sector medical aid schemes show every sign of wanting to cosy up to the Government, snuffing out competition from the smaller medical aid societies. These smaller medical aid societies, some of which were set up by companies for their staff, have tidy sums that when absorbed into a NHI will emerge on the profit side of their foreign owners’ balance sheets.

One such scheme is the BP Southern Africa Medical Aid Society. It has been in the cross-hairs for some time, targeted as the first private scheme to be “amalgamated” into a national health scheme. So far the process has been stopped by the courts and protesting BP pensioners, but both BP plc management, the local management of its subsidiary (BPSA) and our government officials seem determined to go ahead anyway.

This National Health Insurance idea is privatisation in reverse. Instead of allowing an inefficient SOE to be run by people who know how to manage it, the idea is to take a functioning and well-managed private entity and drown it in the

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bureaucratic swamp.

The way to hell is paved with good intentions, so it is no surprise that the idea of a single National Health Insurance is being presented in glowing terms by its advocates.

Prime among the praise singers is a medical doctor in the Health Department who emerges now and then to explain that there isn’t enough money being spent on the state-run health service as it stands – the same kind of plea for more cash that receives short thrift when tried by a manager in the private sector.

The fact is the state health system is a shambles because of inept management and rampant theft, not because of a lack of money. Fixing it by throwing another R175 billion of public and private money will be nationalisation of the private health sector. It is a mistaken and naïve belief that health bureaucrats will do a better job.

Money has been thrown at the State health sector for many years with very little to show for it other than a sizeable addition to those employed by it at taxpayer expense. The idea that they could run a larger national health service would be laughable if it was not so tragic.

As an example of ideological insanity these two new laws are hard to beat. 

INTERNATIONAL

EXPERTS IN FINDING LEADERS FOR DIVERSE TEAMS

leonie@aimsinternational.com arthur.nkuna@aimsinternational.com aimsinternational.com/za

MOVING YOUR ORGANISATION FORWARD Environment. Society. Governance.

EMPLOYEE RETENTION

Transforming employee engagement

and talent retention

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EMPLOYEE RETENTION

In the melting pot of employee, company and expectation, there is one key ingredient that holds everything together – the human touch.

People are craving humanity from the business. They want to step beyond the boundaries of the transactional relationship that has traditionally defined work and towards connections that allow for shared

growth and shared responsibility.

“What’s interesting about this new dynamic is that payroll is an essential part of building this relationship and these connections even though this is traditionally considered part of the foundational element of the working environment,” says Riona Maharaj, National HR & Payroll Manager at Times 3 Technologies.

“However, payroll technology and functionality have become a focal point for employees, transforming the way they connect and transact with ease.”

New trends and strategies are sweeping the dusty legacy systems out the door and replacing them with innovative approaches that allow for employee engagement, improved productivity and, most importantly, data-rich insights that connect with people on the right levels.

Innovative approaches that allow for employee engagement Payroll, benefits and package processes are often left to stagnate. They’re the processes that have been taken for granted, that have played their part efficiently enough over the years that they’re overlooked as critical components of an employee retention strategy.

However, payroll systems and the ways in which employees are compensated are evolving. New trends and strategies are sweeping the dusty legacy systems out the door and replacing them with innovative approaches that allow for employee engagement, improved productivity and, most importantly, data-rich insights that connect with people on the right levels.

According to the Deloitte Global Payroll Benchmarking Survey, one of the key changes is the relocation of payroll from reporting to finance to reporting to either HR or a shared service across all business operations. The goal is to prioritise an end-to-end employee experience that leverages digital capability to create employee experiences and improved interactions and to bypass issues around holidays, reporting inconsistencies and HR reporting.

“Another challenge that often impacts employee retention and engagement is slow onboarding and access to company systems,” says Maharaj.

“Often, legacy systems take months to fully onboard a new employee and this not only impacts their perceptions of the company, but on the time that payroll teams are spending on unnecessary manual operations.”

The Deloitte survey found that it can take up to six months for a company to onboard talent and that more than 25% of payroll staff spent time on running payroll services that are largely manual. In the era of digital, cloud-driven technologies, this is an unnecessary waste of time, resources and costs.

Which is why next-generation payroll is becoming increasingly popular for organisations looking to refine their expenditure and their employee experiences.

sabusinessintegrator.co.za 27

EMPLOYEE RETENTION

Employee experience is important, so using technology that gives them control and visibility is important With the correct tools in hand, organisations can automate timeconsuming payroll services by introducing smart technologies that can automate through artificial intelligence (AI) and machine learning (ML).

In addition to providing the business with smoother payroll handling and processing, this next-generation technology can be used to detect fraud and ghost employees; to dig into the data for granular insights that allow for improved leadership and decision making; and to transform payroll into an invaluable resource that supports the business and its people.

“The employee experience is important, so using technology that streamlines their payroll and gives them both control and visibility is always going to play in the organisations favor,” says Maharaj.

“It can be used to ensure that global teams are paid fairly, that benefits are structured properly, that people are paid on time, and that payroll teams now have the time they need to better engage with workers around payroll queries and changes. The right technology will transform onboarding, data, insights, and payments.”

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A fully connected, highly agile and transparent payroll solution.

Sage 300 People is a cloudbased, digital-first platform that Times 3 Technologies, a Sage Platinum Partner, provides organisations with for a fully connected, highly agile and transparent payroll solution.

Focused on efficiency, processes and productivity, Sage 300 People can be customised to suit any industry and sector and adapt global workforce management and operations optimisation. Designed to track performance, measure productivity and improve payroll efficiencies, this is a solution that understands the needs of the business today, and what it will very likely need tomorrow. 

Media Xpose is perfectly positioned to offer your company tailored solutions to meet any of your branding and marketing needs.

As every client is diferent, we believe in a bespoke, one-on-one service that will deliver what you need, and so much more.

Call us for a coffee, and let’s chat about your needs! +27 (0)21 424 3625 info@mediaxpose.co.za www.mediaxpose.co.za BBBEE Level 2

ENTREPRENEURSHIP

5 traits needed for

successful entrepreneurs Amidst record-high unemployment, especially amongst our country’s youth, entrepreneurship has never been more important. Yet a 2020 study by the University of Stellenbosch Business School (UBS) revealed an alarming 49.8% of South Africans continue to fear failure, deterring them from taking the leap and launching their own businesses.

By Arnoux Mare, CEO of Innovative Solutions Group This same study noted that only 60.4% of respondents believed that there were opportunities out there, and that they had the skills necessary to start and successfully run their own business.

To the contrary, however, after years of observing the enormous talent and untapped potential of South Africans for innovation, it is not a lack of opportunity but flawed mindsets that are

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preventing more individuals from realising their entrepreneurial potential.

As a country, we urgently need to address these mistaken attitudes, and work to instil more confidence in our youth if we are to achieve a thriving, job-creating economy.

In keeping with this, here are the five traits needed for aspiring entrepreneurs to achieve success:

ENTREPRENEURSHIP

1. Courage You do not need thousands of rands to launch a business. Some of the world’s most successful businesses were founded on shoestring budgets in people’s garages, including the likes of Microsoft, Google, and Amazon. In 2011, I founded Innovative Staffing Solutions, a human capital and facilities management subcontracting company, with R500 in my pocket, and today the company employs over 36 000 staff across various industries.

Successful entrepreneurs do not wait until they have perfected their business ideas or product.

Acting quickly to seize opportunities is more important, and you can improve your product or service offering as you go along.

2. Focus One of the largest stumbling blocks for start-ups is losing focus on your core service and purpose.

Financial graveyards are littered with businesses who tried to be everything to everyone, and instead failed to satisfy anyone. Define who your target market is, what unique need your business is fulfilling, and play to your strengths.

It is this same factor which has seen so many of our clients experience phenomenal growth. By outsourcing their staff management, administrative processes, and non-core functions, and focussing on their strategic business imperatives, they were able to enhance the competitiveness of their business and improve their customer service, significantly boosting their growth.

3. Agility In today’s highly competitive environment, it is important to remain agile to any market trends and opportunities to stay ahead of the pack.

Encourage innovation and invite new ideas and suggestions for improvement from staff and clients. Simultaneously, don’t be afraid to adapt your strategy in response to learnings and

developments. Be stubborn about achieving your goals, but flexible enough to adapt when things don’t work out as planned.

4. Willingness to listen Great people make a great business, and smart entrepreneurs not only surround themselves with the best talent but are willing to listen to their input and be guided by their expertise. There’s a reason that your employees are there – and it’s not just to fill seats.

Successful leaders learn from the successes and failures of others. South Africa is full of brilliant entrepreneurs and experienced businesspeople who often offer free advice on social media or through webinars. Listen to what they have to say and implement their successes and lessons learnt in your business.

5. Self-discipline Entrepreneurship is incredibly rewarding, but also demands your blood, sweat, and tears to be successful. Be prepared to work long hours as you build your client base while ensuring your operations run smoothly. You will also need the self-discipline to avoid procrastinating over difficult tasks, and to remain calm and work through stressful situations even when you are under pressure.

Finally, don’t be afraid of mistakes – the difference between those who succeed and those who don’t is not failure, but rather the willingness to pick themselves up, brush themselves off, and persevere. That’s how successful businesses are built. 

Successful leaders learn from the successes and failures of others.

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Q&A: NMG BENEFITS

NMG Benefits

promotes smart financial decisions Craigh Chidrawi, Executive Head of Institutional Business at NMG Benefits, speaks to SA BUSINESS INTEGRATOR about key decisions employers/employees/investors can take to enable financial security for the future.

What has the impact been over the past couple of years from a financial services sector perspective?

The past few years have been characterised by a low growth environment, and that wasn’t helped by the economic impact of the Covid lockdowns.

Because it serves individuals and employers across all industries, the financial services sector has been equally affected.

One significant impact on the retirement fund industry is the way group life premium costs have increased since Covid. There have been significantly more death claims than expected, and the value of these claims was also higher than expected.

Craigh Chidrawi is Executive Head of Institutional Business at NMG Benefits.

He oversees the company’s retirement funds consulting and actuarial businesses in South Africa and Namibia, as well as its retirement fund administration business. He has almost three decades of experience in the employee benefits industry.

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Q&A: NMG BENEFITS

As a result, our risk benefit consultants have seen insurers increasing premium rates by as much as 60% because of the increased claims experience in the scheme.

What were some of the core decisions taken by NMG Benefits to assist clients navigate severe budgetary cuts?

We consistently engage with our clients to ensure that we can help when they need it most.

As each client’s situation is unique and often relates to the industry they operate in, the solutions and assistance needed differed. We assisted many clients who had to retrench staff with financial planning information and advice.

Many companies had made the decision to suspend retirement & pension contributions during the pandemic. What options does NMG Benefits offer for employers and employees to try to get back on track?

Several funds that we provide services to leveraged off the opportunity to reduce their retirement fund’s contribution rate temporarily.

When this happened, our consultants and financial planners helped members understand the implications of this move. Where the fund rules allow it, we’re encouraging members to consider making additional voluntary contributions to make up a shortfall.

Considering increases in repo rates, inflation, and a struggling economy, are we seeing a reduction in investments?

We analysed NMG’s retirement fund administration database of standalone and umbrella fund members to identify trends in 2021.

The average gross contribution for all members was 11.65% of annual salary, down from 12.7% of annual salary in 2019. It’s likely that this was due to the temporary contribution relief that many funds introduced in 2020.

What is the long-term impact of this, and what does NMG Benefits recommend is the best course of action to secure a solid financial future?

The best course of action starts with having the right information. Our retirement fund consultants use data analysis to help the retirement funds we work with identify issues that the fund and employer need to focus their attention on. They then develop strategies to improve retirement outcomes for each unique member group. Often, this involves encouraging members to increase their contributions to retirement savings.

One of your objectives reads as “To find a way for stronger futures”. Please elaborate on NMG Benefits key services.

Our purpose to find a better way for our clients and their employees has led us to develop a number of smart, industry-related tools and products that deliver value to the business, employees and members. Underpinning our purpose is our mission to give every member the best advice based on their individual circumstances. We are committed to finding a better way for all our stakeholders that supports the notion of stronger futures for all.

What are the product offerings of NMG Benefits, and how do these suit sector and individual needs?

Health, happiness, freedom, security – these are the things that people want most of all, and we want to help people get them. That’s why we’ve been providing versatile, smart employee benefits products since 1992.

The NMG Umbrella SmartFund, a multiemployer umbrella retirement fund, is our flagship fund. Combining the contributions of many employers and members helps drive down costs for employers while delivering strong returns for our members.

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Q&A: NMG BENEFITS

Employers can choose their level of involvement in managing the fund, as well as the most appropriate investment strategy.

options to diversify their investments. This will lead to improved diversification of portfolios and should see better risk-adjusted returns over the long term.

How does NMG Benefits technological advancements assist employers and employees make informed decisions?

How does the expertise of NMG Benefits (and partners) play a factor in this?

The tool considers health and wellness, remuneration and engagement, and retirement and insurance to give an overall assessment of the employee benefits programme that is in place with benchmarks against the NMG client base.

NMG SmartAlec: We know that members aren’t always keen to read booklets on financial subjects.

To assist our clients, NMG has introduced a financial education gamification chatbot that we call SmartAlec.

It bridges the gap between financial products and people with an ultra-intuitive WhatsApp chatbot, making financial content accessible by using simple terms and local storylines that help promote an emotional connection with the user.

The WhatsApp chat experience is designed to offer a range of educational financial courses: Basic Finance 1 and 2, Retirement, Insurance, Healthcare and Advanced Retirement Fund.

example withholding taxes and custody issues.

NMG’s investment consultants can provide advice before investment policies and mandates are changed. Any changes in approach to offshore investment need the approval of the trustees of each fund.

NMG Benefits Diagnostic Tool: NMG recently created a unique employee benefits diagnostic tool, a web-based application that helps employers measure the effectiveness of their overall employee benefits programme.

How have changes to Regulation 28, which allows for more diversification of investments, impacted retirement funds?

The recent announcement that South African pension funds can now invest up to 45% of their portfolios offshore means investment managers now have greater flexibility in allocating assets greater access to global investments.

This can have potentially far-reaching effects for members, as it gives investment managers more

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The increase in offshore exposure brings additional considerations that trustees would need to consider.

These include the potential for currency hedging, offshore manager selection and fees for offshore investments. There would also be administrative impacts which need to be considered, such as for

What has the uptake for this been?

We aren’t seeing dramatic changes at this stage.

While the industry has welcomed the increased allowance, it is likely that it will take some time for investment managers to assess their options and offshore opportunities.

Individual members need to consider their long-term goals, objectives, and capacity to take on additional risk when choosing an investment portfolio.

For retirement funds, the boards of trustees need to ensure that the overall investment strategy of the fund remains focused on the fund’s mandate of helping their members reach their goals within the new regulatory limits.

Overall, NMG is excited about the opportunities that the amended regulations bring and look forward to discussing these with clients to improve outcomes.

What are the positives of NMG Benefits being a standalone fund?

In the last decade, we’ve seen several large retirement fund administrators stop providing

Q&A: NMG BENEFITS

administration services to standalone funds, preferring to only offer umbrella funds.

Standalone fund administration is a core function of our business, and we will continue to provide administration services to these standalone funds.

Here, the employer needs to be willing to deal with the governance requirements of managing a retirement fund and appreciate having a greater control over the retirement fund itself.

Looking ahead, what are some factors to be on the lookout for from an investment perspective?

The recent increase in the repo rate, combined with steep increases in fuel and energy prices, points to a tough time ahead for South African consumers battling to make ends meet.

While consumers will be constrained for now, the longer-term effect is that they end up spending less.

In theory, this means demand for goods goes down, and prices are brought back in line, in response to supply and demand principles.

Now, however, external factors like the Russia/ Ukraine war mean the normal tools to manage inflation (monetary policies) may not be as effective.

What are some of the key actions that NMG Benefits would recommend investors take in the next few months?

One of the immediate effects of the increasing interest rates is that households who have debt will now have higher debt repayments.

This raises the risk that highly indebted consumers will start defaulting on their debts. The flip side is that those who have excess funds will save more, as they will earn more interest on their savings.

Our advice to consumers is that they should aim to pay off their debts as quickly as possible and where they are in difficulty, they should seek help and debt counselling.

They should also avoid taking on new debt, or taking on additional debt to pay off debt, as this

will lead to a slippery slope which will be hard to recover from.

Consumers who are nearing retirement should discuss the best way forward with their financial advisors. Those who are five years or more from retirement should remain invested but consult their advisors to get a holistic view of their commitments and assets and work out the best strategy for their circumstances.

Knee jerk reactions during times of market turmoil usually lead to sub-optimal outcomes.

In addition, retirement funds allow members to leave their benefits in the fund after they retire or resign. This offers members who have the means to leave their assets in the fund, the opportunity to benefit from the lower institutional fees offered by retirement funds, while their investments recover from the current turmoil.

The increased interest rates will hit local businesses hard, as they could find it more difficult to obtain or service loans, which could limit their growth. As with consumers, though, businesses with excess cash will benefit from putting their money in higher yielding investments.

Within a portfolio context, investors will have diversified holdings of instruments across multiple asset classes such as equities, bonds cash and property – all of which would react differently to the interest rate changes. 

About NMG Benefits NMG Benefits is an independent, authorised financial services intermediary and expert employee benefits firm. Their transparent, advice-led consulting services span across healthcare, retirement, investment, short-term risk insurance, personal finances and actuarial services. NMG operates mainly in South Africa, Namibia and Botswana.

Website: www.nmg.co.za

sabusinessintegrator.co.za 37

INDUSTRIALISATION

Special Economic Zone (SEZ) programme

important to facilitate industrialisation in SA South Africa continues to be beset by the triple challenges of poverty, unemployment and inequality, notwithstanding government’s best efforts. The general concurrence among the policy authorities is that the prevalence of the foregoing socio-economic challenges can be best curtailed by propelling the country into an industrialisation path that will broaden its export base of value-added goods and tradable services.

By Maoto Molefane: Acting Deputy Director-General of Spatial Industrial Development at the DTIC

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INDUSTRIALISATION

To this end, a concerted effort is being made by the country’s economic policy authorities to systematically respond to the challenge of the declining sectoral contribution by the manufacturing sector towards South Africa’s GDP. In his keynote address at the launch of the book Structural Transformation in South Africa: The challenges of Inclusive Industrial Development in a Middle-Income Country, in September 2021, the Minister of Finance noted that manufacturing contributes around 12% of GDP. This is down from a high of around 22% of GDP in the late 1980s to

strategic industrial capabilities and further promote regional diversification.

The programme is at a full implementation phase with designated SEZs continuing to show positive progress in terms of their contribution to the economy. To-date, South Africa has 10 SEZs, which host approximately 169 operational investments with an estimated cumulative investment value of R22 062 billion (as of the end of Q4:2021/22FY).

The biggest sectors represented in the zones are logistics, automotive, general manufacturing, agroprocessing and chemicals. What is worth noting is

the early 1990s. The country’s economy is instead mostly dominated by (credit-driven) consumptionbased sectors, which are often characterised by limited multipliers, especially where job creation opportunities are concerned.

Based on the lessons learnt from the experience of international countries, one of the key policy levers that has proven to be a key catalyst in the development of a number of developing economies – through promoting industrial upgrading and allowing for greater access to global value chains – is the Special Economic Zones (SEZs) programme.

Correspondingly, SEZs are increasingly becoming an economic tool of choice for most governments, with an estimated 5 400 SEZs that span more than 140 economies (World Investment Report, 2019).

that a concerted effort is being made to unlock an additional 85 of secured but not yet operational investment pipeline, which is approximated to be valued in excess of R40 168 billion (as of the end of Q4:2021/22FY).

Scaling up regional production of valueadded and export-oriented goods In line with the global trend, South Africa has also opted to adopt the SEZ programme as one of the critical tools for driving regional industrial development policy. The specific aim of the programme is to scale up regional production of value-added and export-oriented goods by leveraging on the country’s comparative and competitive advantages.

The key objectives of the programme are to attract foreign and domestic direct investment, build additional industrial hubs and to build

The benefits of locating in an SEZ The benefits of locating in an SEZ include the provision of customised or general infrastructure built within the confines of a safe and secured environment. Moreover, SEZs in SA offer land that is serviced along with reliable utilities. Facilities within the zones are world-class, equipped with the latest information and communications technologies.

Close distance to target markets and major transport nodes are additional benefits. The regulatory and administrative environment allows for streamlined processes, which are meant to reduce the costs of doing business. Some SEZs, such as the OR Tambo SEZ, Coega SEZ and Dube Trade Port SEZ, have one-stop-shops that assist new enterprises in starting operations by facilitating the acquirement of licenses or even grants and loans.

Fiscal incentives are also available to qualifying enterprises. This includes a 15% corporate income tax concession, a building allowance rate of 10% per annum, a special customs and VAT regime and an employment tax incentive designed to encourage the employment of youth. Fiscal

sabusinessintegrator.co.za 39

INDUSTRIALISATION

incentives are administered by the South African Revenue Services.

It is also worth mentioning that other sector specific incentives are also applicable within the SEZ context. The aim is to offer an attractive business environment with significantly better operating conditions.

Still room for improvement

diminishing the threefold challenge of poverty, inequality and job creation.

The District Development Model is process based in that cooperative and shared planning takes place at the local, district and metropolitan level.

The objective being to develop one purposefully designed strategy for each of our districts and metros.

Whilst SEZs have continued to maintain their momentum in attracting new investments as well as managing to retain most of their tenant industries

Success of integrated approach to planning and development of SEZs proven

during the challenging Covid-19 period, there is still room for improvement.

Further opportunities exist to entrench backward linkages that create an avenue for township and rural based SMMEs to partake meaningfully in the existing value-chains linked to the core economic activities undertaken within SEZs. To this effect, the DTIC is in the process of developing an expanded and inclusive approach to industrial development, with the intention to achieve three overarching outcomes: 1. industrialisation to promote jobs and rising incomes.

2. transformation to build an inclusive economy; and 3. a capable state to ensure improved impact of public policies.

the DDM goals by its ability to work with all spheres of government and local communities to find sustainable ways to improve the quality of their lives.

SEZs such as Coega, the East London IDZ and Dube TradePort have already demonstrated the success of an integrated approach to the planning and development of SEZs. They have further revealed that national government needs to play a strong, decisive role in supporting provinces and municipalities.

For SEZs that are still to become operational and for the planned new ones, national government is now actively involved in their planning and development. This means a greater involvement of the dtic in the development of SEZs, through shared ownership. Accordingly, the DTIC will no longer simply be a regulator and adjudicator of applications, but will be an active participant in the planning, development and management of the zones. The intention is to create a platform through which national government can influence the strategic direction of SEZs. In conclusion, SEZs serve as an efficient tool for not only enhancing South Africa’s production capacity, but also can equally crowd-in the muchneeded private sector foreign direct investment, whilst simultaneously facilitating technology transfer from international companies. This in turn will enable the country to effectively establish linkages within critical global value chains. 

The intended consequence of this expanded approach is to streamline all spatial industrial development support measures under a single plan within each district municipality in the country, using the District Development Model (DDM) as a point of reference.

In 2019, the South African government introduced the District Development Model as the means to address the weak coherence in planning and implementation amongst all the spheres of government. Years of operating in silos has resulted in poor service delivery, exacerbating, rather than

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SEZs can play a key role in the materialisation of

ADVERTORIAL: ATLANTIS SPECIAL ECONOMIC ZONE

Atlantis:

A growing green economy Atlantis in the Western Cape has been prioritised as a Greentech hub by all three tiers of government.

The scheduling of the Atlantis Special Economic Zone (SEZ) state-owned company Limited as a provincial business enterprise was approved by National Treasury on 15 December 2021. The Atlantis Special Economic Zone Company (ASEZCo) is driving sustainable development and job creation in the area by harnessing the opportunities in a growing green economy. The ASEZCo, with its Greentech theme, is a unique SEZ that speaks to the needs of investors in Greentech. It is a key element in the Western Cape Government Economic Recovery Plan and the scheduling of the company as a provincial business enterprise bodes very well for its role as a gamechanger in the renewable energy and green technology sectors of the Western Cape’s economy.

Atlantis is the ideal location from where to compete in Africa’s green technology markets. It is located within a transport corridor with easy access to two ports. It has a large manufacturing skills base, which continues to grow with the support of local and provincial government, and operational costs, especially for manufacturing businesses, are low. In addition, the City of Cape Town continues to roll out modern infrastructure throughout the area.

The company seeks to attract Greentech investors that embody the elements and ethos of green technology manufacturing and resourceefficient cleaner production. It is being positioned as the ideal destination for sustainable manufacturing

for manufacturers wanting to supply their technologies to Independent Power Producers bidding on the national government renewable energy programme, the REIPPPP. Partnerships with InvestSA, Wesgro, Greencape and the City of Cape Town’s Enterprise and Investment Unit create an environment of rapid facilitation and access to opportunities. Nonfinancial incentives include single-point investment facilitation, including the Atlantis Investment Facilitation Office, and development application fast-tracking for land use applications, building plan submissions, and occupancy certificates. Financial incentives include development application fee exemptions for landuse applications and building plan submissions, a special electricity incentive for medium and large power users, and development contribution deferral/debt write-off (capped at R1m per investment).

The ASEZCo offers industrial-zoned land, strong support from government, and mutually beneficial business relationships where investors work closely with the locals and help uplift the community – this lays a solid foundation for sustainable productivity and success. Green skills development and growing technical capabilities within the Atlantis community are part of the ASEZCo’s strategic objectives.

Please don’t hesitate to contact Jarrod Lyons on jarrod@atlantissez.co.za or on 087 183 7000.

sabusinessintegrator.co.za 41

ICT SKILLS

The ICT skills you need

to stay ahead of the digital curve With the Fourth Industrial Revolution (4IR) brought a step closer by the Covid-19 pandemic, businesses’ continued success relies on their ability to use information and communication technology (ICT) to its fullest – and that depends on having people with ICT skills. The question facing many business leaders is what skills, specifically, their business and people need to stay ahead of the digital curve.

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ICT SKILLS

According to Prudence M. Mathebula, the founder and Managing Director of Dynamic DNA, a leading training and skills development company empowering Africa’s ICT generation, a few critical skills areas have emerged as critical for businesses.

She explains that these required skills coincide with the basic backbones of 4IRT technology: networks, coding and apps, and the ability to keep workforces functional and customers happy.

Cloud and security backbones First, then, are skills in the underlying technologies that support the 4IR: Cloud networking and cyber security analytics, where certification in solutions

by Amazon (Amazon Web Services, or AWS), Microsoft (Azure), and Google (Google Cloud Platform) are most in demand.

“This accelerated demand for cloud skills is a direct result of the pandemic, which forced a migration toward distance learning and remote work,” Mathebula says.

Added to that, Forrester Research expects that enterprises will accelerate their move into cloud-scale applications to meet their competitive challenges this year.

Coding languages, apps and UX The cloud backbone allows for the next thing businesses will need skills to develop mobile apps, coding (which is now being introduced in schools from primary school) and quality assurance testing on those apps and systems.

These skills include knowing different coding languages such as Java, JavaScript, Swift, Objective-C and Kotlin, and knowing how to use the libraries and platforms that support them, such as React.js, React Native, and the Angular framework.

“But what’s the use of having an app that doesn’t deliver an exciting and easy user experience (UX), how a person feels when interacting with a system? Hence skills in user interface (UI) design and UX itself are increasingly important across industries, not just marketing and gaming, its traditional fields of dominance,” Mathebula explains.

Support, AI, and ML Technical support – for both employees and customers – becomes critically important in this environment and hence is another skill that companies are searching for. Although it is often an entry-level position for technicians, the skills required are very customer-centric, including putting customers first, having a sound understanding of the basics of the company’s apps and systems, and knowing how to help people without making them feel stupid. An analytical mind is key too, to help find the source of a

sabusinessintegrator.co.za 43

ICT SKILLS

problem a user or employee may be experiencing.

An analytical mind also underpins one of the most sought-after skills: data science, the building block of two other scarce skills, namely automation and machine learning.

“The global machine learning market alone is expected to reach $20.83 billion by the year 2024 – just imagine how many people will be required to drive it, despite what naysayers believe about potential job losses,” Mathebula remarks.

Soft skills Despite the apparent focus on technical skills, a key component of working with advanced technologies is that people need to understand more than just the technologies themselves. They also need softer skills, such as empathy and business acumen.

“These advanced technologies work best when

44 sabusinessintegrator.co.za

the people who understand how they work are also able to understand what other people - consumers, employees - need and can innovate, develop, and adapt the tech to support the people,” Mathebula concludes.

One way that Mathebula believes individuals can take advantage of this skills demand is to take specialised, certified courses which can range from one year to a few months in duration for one qualification and depending on the course, and with the advancement of technology many of these can be done online.

“It is important to ensure that these courses are aligned with the MICT SETA qualifications framework and provided by a recognised training provider,” she advises. “This ensures that you receive quality education given by qualified lecturers with a certificate that is internationally recognised.” 

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INSURANCE

The impact of global inflation

on insurance

Following the disruptive Covid-19 lockdowns of the past two years, global supply chains have struggled to normalise, leading to a spike in the price of almost all goods. This sustained hyperinflation has seen the dramatic increase in the price of many commodities such as oil, wheat, and other crops and even computer chips, leading to inflation rates last seen several decades ago.

By Soul Abraham, Chief Executive for Retail at Old Mutual Insure

We are also experiencing double-digit inflation numbers in the average cost of motor vehicle claims, mostly owing to the global semiconductor and microchip shortages, which have negatively impacted the availability of new cars.

46 sabusinessintegrator.co.za

INSURANCE

It is likely to persist for at least the next 12 months and is having a significant impact on our industry. Already, we are seeing a much higher inflationary figure than what was expected (almost three times our worst-case scenario) and this is significantly affecting our claims cost base, particularly in our motor portfolio.

While we are working closely with our supplier base to mitigate these costs, we cannot offset all of them and unfortunately some must be passed on to our customers in the form of premium increases.

Trends impacting inflation, and claims costs Demand is increasing rapidly around the world after two years of Covid-19 restrictions. The sustained increase in inflation is caused by the resumption of global economic activity after long lockdowns have sent demand, and subsequently prices of goods, higher.

Supply chain disruptions are being driven by port congestion, skyrocketing freight costs, and the widely publicised semi-conductor chip shortages. China’s strategy of hard lockdown when the coronavirus is detected will also influence the supply chain. Shanghai – a major manufacturing centre globally – also experienced lockdown.

We are also experiencing double-digit inflation numbers in the average cost of motor vehicle claims, mostly owing to the global semiconductor and microchip shortages, which have negatively impacted the availability of new cars.

And the demand for used cars has exploded since the start of the pandemic, which is driving a reduction in depreciation of vehicles and leading to a higher replacement cost at claims stage. In addition, disruptions in the global shipping and transportation arrangements have led to and increased cost of vehicle parts and repairs.

Shipment costs across the globe have increased drastically, directly impacting costs of imported goods. A significant amount of our costs relates to imported goods. There is also a huge shortage of containers – artificially increasing the supply challenge.

In addition, we cannot ignore the conflict in

Ukraine, as a result of Russia’s invasion, which will have a knock-on effect on inflation.

Ford, for example, has already said that its plant in Poland has come under pressure due to part shortages. This has led to a halt in production. There is still lots of uncertainty on how this will play out.

We have also noted a spike in geyser repair costs, amplified by an increased volume of geyser and accidental damage claims caused by loadshedding.

To combat the sudden spike in general prices, the South African Reserve Bank and other central banks across the globe have raised interest rates, further putting pressure on the consumers’ spending power.

The broker’s role in this environment These extraordinary circumstances mean that it will cost more to provide the same level of cover and policyholders can therefore expect aboveinflation average renewal increases as the year progresses.

Brokers are critical, especially in situations like these where external factors could cause financial strain on customers. Insurers therefore rely heavily on our partners to continue educating customers that it becomes even more important to remain fully insured during tough financial times.

It is highly unlikely that we will have deflation once some of the supply chain issues are resolved over the next 18 months, but we hope we will return to a scenario with more normal claims inflation in the medium to long term. 

sabusinessintegrator.co.za 47

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As a result, manufacturers are uniquely equipped with a single-pane view of all data across multiple assets, locations (from factories to branch offices), and resources (such as the people involved, from staff to suppliers).

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It offers affordable, reliable, high-quality connectivity across all sites, including those in difficult-to-connect, hard-to-reach rural locations.

It boosts efficiency by managing bandwidth availability and usage, traffic routing, and prioritisation of business-critical protocols. It examines essential network traffic metrics, such as latency, packet loss, jitter, and availability, using this data to respond proactively to real-time network conditions, selecting optimal paths for data packets. It’s a near-instant solution that can connect to wireless mediums like LTE/4G with a near zerotouch configuration, making it ideal for manufacturers’ timeconstrained operations. SD-WAN’s traffic-prioritisation benefits are vital, considering the increased use of Internet of Things devices within manufacturing.

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PRODUCTIVITY

Five tips

for working smarter as a company Back in 2007, Michael Hammer, the father of the process-centred organisation, wrote in the Harvard Business Review that, “Few executives question the idea that by redesigning business processes – work that runs from end to end across an enterprise – they can achieve extraordinary improvements in cost, quality, speed, profitability, and other key areas. Yet in spite of their intentions and investments, many executives flounder, unsure about what exactly needs to be changed, by how much, and when.”

50 sabusinessintegrator.co.za

PRODUCTIVITY

Alice Jakins and Belinda (Bill) Murray who run a People & Process programme, work collaboratively with businesses, helping them to run better, with improved processes, practices, and platform wins.

They love to make processes fun, simple and people focused and help businesses and teams around the world work smarter.

“We’ve found that for all our clients, big or small, the same challenge applies; finding the time to optimise the efficiencies within the company. And that’s where we come in,” says Jakins. “We fast-track the understanding of the true challenges and then share recommendations on how to future-proof their internal processes and accountability within teams.”

What lessons come up again and again?

This is the advice that Jakins and Murray find

this tied into the company’s quarterly goal bringing

themselves giving most frequently once they’ve done an audit of clients’ systems and processes:

greater purpose to the work.

1. Ensure everyone knows how the company’s goals and values translate in terms of their ways of working.

“We were working with the marketing team of a global pharmaceutical company. One of their values was ‘collaboration’, yet the team was not collaborating. Someone would brief in a brochure, and it would sometimes take four weeks for it to be supplied. When you have the right people collaborating from the start, and there is a basic practice to support this, the workflow runs much smoother.”

2 Regularly check in on your organisational structure, job specs and goal tracking.

“One of our clients was a boutique digital agency that had scaled pretty quickly from five to 20 people. All the worker bees were reporting to both managers, which was confusing for staff and meant the managers were duplicating efforts in certain areas.

“We helped them clarify not only their own strengths in the business but also everyone else’s.

We worked together to co-create a responsibility chart that highlighted four key responsibilities for each individual in the business as well as team accountability in the format of skillset pods. All of

3 Choose (and use) the right internal metrics “An online retailer's creative team were feeling completely stretched in terms of volume of work.

We shared some online platforms that could help them work smarter in the delivery of their creative work, but the real problem was that they weren’t quantifying the kind of creative work being requested.

“Once they had the data to show it was mostly emailers, for example, or partner web pages or banner sets, they could implement smarter ways of working with the right mix of required skillset and platform bits in order to get through the work optimally.”

4 Ditch complex ways of working for simplicity “We discovered that every member of another marketing team we worked with was using a different briefing format. A lot of the briefs were extremely long with the crux of what was needed from the creative team sitting at the very end.

“We worked with both marketing and creative teams to surface their challenges with the briefs and then together co-created a consistent briefing template.”

5 Invest in training and upskilling “While doing a company audit, we discovered that

sabusinessintegrator.co.za 51

PRODUCTIVITY

many employees were super keen to upskill but weren’t aware of what was available to them, or how to find the time to complete courses.

“We worked with the partners on a list of skills that would grow the business. Making training part of a growth plan ensures it is considered, strategic and sets one up for success.

How to bring process problems to the surface “Our model is based on a hive of activity that has three key interlocking areas; inside each of these are the parts that speak to working smart,” says Jakins.

The key areas in the People Process model are: 1.

Purpose, principles and proprietary; 2.

Processes, practices and platforms; and 3.

People, pods and profession.

When doing a people and process audit for a business, Jakins and Murray use their hive model as a guide to build a Miro board. This Miro board holds all insights from the audit. These include results from an initial survey plus all the info gathered from personal one-on-ones, as well as documents, visuals and screenshots shared pertaining to platforms and processes in the business.

(Miro is a virtual collaboration platform or “online whiteboard” that enables people to engage in a visual way and is changing the way we work for the better. It is possible to build your own boards or adapt one of the amazing available templates as a starting point.)

“The documentation part of the audit is huge and the amount of info we collate is enormous.

Having all the material in one visual space makes it easier to digest (and saves hours of time),” says Murray.

All that data is then broken down into common

challenges, and Jakins and Murray strategize on the best way to fix or improve the business’s internal ways of working.

“The final step is the roll-out phase. We use Miro again; this time working collaboratively with businesses and end up running various workshops to ensure process improvements are driven from the inside. The solutions seem quite simple when we map it out in a visual way like this,” says Murray.

“It really helps them unlock it in their headspace.”

Jakins and Murray rely on the Miro tool to such an extent that they are part of the Miro expert team in South Africa.

“It’s a fun process but it also ensures buy-in and ownership,” says Jakins. “Injecting fun doesn’t mean you’re not working hard, but accountability and ownership are the key to success. The trick when fixing broken or convoluted processes is to start with the people.” 

Alice Jakins – Work Smarter Facilitator, Miro Expert Jakins runs interactive power hours, group learning sessions and workshops helping teams to work smarter. For more information, visit www.alicejakins.com/people-and-processprogram Belinda Murray – Process Consultant, Creative Outsourcing Murray helps businesses all over the world improve their ways of working. She also outsources the best creative talent South Africa has to offer. For more information, visit www.thebillmurray.co.za

Miro is the online collaborative whiteboard platform that enables distributed teams to work effectively together, from brainstorming with digital sticky notes to planning and managing agile workflows. For more information, visit www.miro.com 52 sabusinessintegrator.co.za

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SMALL BUSINESS

Finance and reinforcement:

SMEs vital for economic recovery and upliftment In his 2022 Budget Speech, Finance Minister Enoch Godongwana outlined several measures the National Treasury would undertake to support small-to-medium enterprises (SMEs) in the wake of the Covid-19 pandemic. These measures include a bounce-back scheme where small business loan guarantees of R15 billion would be facilitated through banks and other financial institutions, a partnership between government and loan providers to underwrite the first 20% of losses, and a business equity-linked loan guarantee support mechanism, bringing the total support package through the scheme to R20 billion.

By Daniel Goldberg, Co-Founder and CEO of Bridgement

54 sabusinessintegrator.co.za

SMALL BUSINESS

Godongwana’s scheme speaks not only to the vital role that SMEs play in South Africa’s economy, but also to the importance of accessible and reliable finance as a means to activating change and promoting growth.

SMEs do not exist exclusively from the rest of South Africa’s business sector. They are South Africa’s business sector and understanding their importance and how much they need institutional and financial support are paramount in the face of growing insecurity and uncertainty.

The role and benefits of a SME South Africa’s small businesses have the capacity to solve employment problems.

We're facing record levels of unemployment – most notably among our youth – which has disastrous implications for the national economic outlook and puts further strain on public money and institutions. Job growth begins and ends on the ground level, where SMEs operate.

They also support our economy in other

ways. A small business is one that innovates and competes. Competition from others keeps up pressure to uphold consistent According to McKinsey, SMEs quality of service, and forces enterprises to in South Africa represent more think beyond their current state and explore than 98% of businesses across new ideas. the country.

Quality of service also contributes to long-lasting customer and community relationships. In a small town like Grabouw, the community supports the businesses that they Small business, big money have grown to know According to McKinsey, SMEs in South Africa represent more than 98% and appreciate, and of businesses across the country. These businesses employ between 50% therein lies a cyclical and 60% of the workforce across all sectors and are responsible for not movement of income only a quarter of all job growth in the private sector, but also for 39% of and expenditure that can South Africa’s GDP. SMEs have the potential to promote inclusive growth sustain those businesses as 38% of them are owned by women. in the long term.

These are not insignificant numbers, and South Africa is well aware of Think of family it. In addition to having a dedicated state-level agency in the form of the businesses that have Department of Small Business Development, multiple agencies spread endured for decades. across the country work hard to promote SMEs located and operating in SMEs respond to local their respective regions. trends and are malleable Take, for instance, the Grabouw Development Agency. It services the enough to adapt in a areas surrounding the Western Cape, uplifting the local economy (85% short period of time – of which is centred on agriculture), encouraging growth, and supporting something larger entities export yields that help South Africa in the greater globalised economy. struggle to do.

sabusinessintegrator.co.za 55

SMALL BUSINESS

Securing finance across sectors SMEs face economic and logistical setbacks like any other corporate entities or individuals in South Africa. The impact of load shedding has long been documented since the outages first began more than a decade ago. Rising fuel prices, even prior to the Ukraine crisis, have not only dramatically increased running costs and company expenditures, but also emphasised the issues surrounding our rail and transport networks, and their importance to business.

Another factor to consider is the split between formal and informal businesses. In its quarterly update for Q1 2021,The Small Enterprise Development Agency (SEDA) reported that twothirds of South Africa’s small, medium, and micro enterprises (SMMEs) operate in the informal sector and only a third in the formal sector, with the ratio having changed little since 2010.

These businesses are subject to varying degrees of access to finance, creating an uneven playing field as well as gatekeeping growth opportunities. And with SEDA also reporting that the number of SMMEs in SA has declined by 11% year-on-year, support and change have never been more necessary.

Working capital is one of the key pillars of this

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support and change. Obtaining finance and securing a line of credit is the first step to giving budding enterprises the resources they need to take off, or to give established businesses the capital they need to scale. With tech-enabled lenders streamlining the lending process, there’s no reason why we can’t increase growth in the sector. If the private and public sectors work towards the unified goal of creating a nurturing environment for SMEs, revitalising South Africa’s small businesses is possible. 

Daniel Goldberg, Co-Founder and CEO of Bridgement

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SOLAR POWER

Solar power

as a solution to tackle SA’s energy challenges

South Africa and the Northern Cape in particular, has some of the best solar resources in the world, which places SA in a very competitive position when it comes to harvesting this abundant resource.

SA BUSINESS INTEGRATOR spoke to Pieter Oosthuizen, Asset Director at Globeleq South Africa Management Services, to find out more.

58 sabusinessintegrator.co.za

Oosthuizen says the harvested energy can be used to either supply electricity for the South African electricity market, or as a costeffective energy source that can be used in the production of green fuels such as hydrogen. He says the planned upgrade of the transmission grid into the Northern Cape will further unlock access to this solar resource and will enable many additional solar generation projects that are shovel-ready. The cost of solar energy, even with Covid and Ukraine supply chain shocks, remains cost competitive relative to other technologies, and utility-scale solar farms can be built within two years.

SOLAR POWER

Opportunities for ESD Solar power plants have created opportunities in communities that would not have been able to do so on their own. Oosthuizen says the availability of the resource in some of the isolated and underdeveloped areas in the Northern Cape has brought focus to these communities and the potential for economic development that has led to employment opportunities and opportunities for small businesses to become part of the industry supply chain.

Over R100 million each year is invested in the Northern Cape alone, through various socio-economic development projects, ranging from education to health and small business development programmes that have resulted in improved livelihoods and quality of life for the mostly rural communities in the Province.

“With Power Purchase Agreements spanning over 20 years, independent power producers have an opportunity to create sustainable livelihoods and self-reliant communities over the lives of the

Agreements, an outcome that will have a high socio-economic impact on the Province and the country,” says Oosthuizen.

Challenges in developing solar power to become more mainstream Oosthuizen says the only significant remaining challenge for solar power and photovoltaic (PV) solar in particular, is its intermittent nature.

Even though storage technologies have evolved and are becoming more affordable, it is still challenging to store very large amounts of electric energy for later consumption costeffectively. Hydroelectric pumped storage facilities have been the traditional South African method for energy storage but have limited capacity within the South African power grid.

Battery storage technologies can also be used to address this challenge but are still rather expensive and not easy to implement at the required scale.

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SOLAR POWER

“The way to address this intermittent nature of PV solar power is therefore not only through energy storage but also by making solar generation part of a basket of generation technologies to better reflect the electricity demand curve. Electricity systems of the future will require more flexibility to respond to demand with an increasing contribution from solar,” he adds.

How solar power can be used to assist with Eskom’s challenges Oosthuizen says solar generation is one of the most cost-effective and expeditious ways to address the capacity constraints within the South African generation fleet and will play a key role in addressing the capacity challenges that Eskom is facing.

The flexibility and scalability of solar PV generation also make it easy for consumers and industries to self-generate, thereby reducing the demand being placed on Eskom’s generation fleet.

“The lifting of the generation license requirement cap to 100 MW has also opened up the market for industrial consumers to enter into private offtake agreements which would further reduce reliance on Eskom and stimulate private investment into large-scale solar generation. The first two 100MW projects were recently licensed by the developer SOLA for NYSE-listed miner-based Tronox,” he says.

Other renewable energy sources According to an IPCC Report, “long-term mitigation goals could be achieved with accelerated adoption of solar PV and wind generation, if the electricity sector decarbonises by phasing out coal entirely by 2050, even if CCS (carbon capture storage) is not feasible before 2025”.

Oosthuizen says that given the abundance of solar and wind resources and the vast amounts of available land in South Africa, it should definitely

60 sabusinessintegrator.co.za

be technically possible for the country to make a total transition away from coal by 2050, with green hydrogen replacing gas as the transition fuel supporting more renewables.

“Through the transitional period, the renewable generation will have to be supplemented with more flexible generation technologies including battery storage, gas turbines in the medium term, and green hydrogen-fuelled turbines in the long term as the system reduces its reliance on baseload nuclear and coal generation. If properly managed this transition could be done with minimal or in some cases positive impact on electricity prices and job creation,” he adds.

Future of solar power in SA “I believe that solar power is critical for a just energy transition in South Africa and that the country should do everything in its power to tap into this vast natural resource to stay competitive and stimulate local industries and job creation,” comments Oosthuizen.

“As the world is moving away from carbonintensive energy sources we should be tapping into our competitive advantage as a country and be an innovative leader in this transition.”  Pieter Oosthuizen looks after the day to day operations of the De Aar Solar Power, Droogfontein Solar Power, Jeffreys Bay and Klipheuwel Wind Farms and has 25 years’ experience in the field of engineering the majority spent in the energy and power generation sectors.

Globeleq South Africa Management Services is contracted to manage Aries Solar Power, Boshof Solar Power, De Aar Solar Power, Droogfontein Solar Power, Jeffreys Bay Wind Farm, Klipheuwel Wind Farm, Konkoonsies Solar Power and Soutpan Solar Power on behalf of all shareholders.

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SUPPLY CHAIN

Proactively managing

supply chain risk

If you’re in the business of importing or exporting, you will be acutely aware of the current pains caused by global supply chain problems. With the help of expert advice, there are several steps you can take to protect your business.

Shipping congestion While supply chain logistics have yet to recover fully from the severe lockdowns at the start of the Covid-19 pandemic in the first quarter of 2020, further port closures and other disruptions are impacting negatively on supply chains and causing rising costs. But there are other consequences too. The closures have led to congestion and long delays in shipping, as well as a shortage of empty containers for loading and moving goods elsewhere around the globe.

China has seen several port closures over the past year as that country grapples with repeated Covid-19 outbreaks and opts for a drastic response. In addition, we have seen shipping disruption resulting from the Ukraine-Russia hostility and even South Africa’s harbours have seen interruptions this year from extreme flooding and damage to key infrastructure.

A Royal Bank of Canada (RBC) study in May found that a fifth of the global container ship fleet was currently stuck in congestion at various major ports, while the local computer and network industry has been warned of delays that will last into 2023 due to the shipping backlogs.

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SUPPLY CHAIN

Business impact “The implications for importers and exporters are enormous and the effect on a business can range from potentially crippling it to throttling its growth prospects,” says Gary Swinson, Head: Global Trade at DG Global Forwarding.

“Anyone involved in moving goods globally needs to pay attention to their supply chain management – not only those at risk of folding.”

Organisations need to consider: • Stock availability – delays mean that firms are running low or even running out of stock, leading to lost sales.

• Costs – insurance premiums are up, fuel costs have risen markedly, shipping costs are higher, plus there is the additional holding cost of the delayed freight, all putting additional pressure on businesses.

• Cash flow – the higher costs combined with longer lead times mean that capital is tied up for longer adding to cash flow pressures.

Even if your landed costs are rising, your opportunity cost of lost sales is higher still – not having stock to sell is far costlier to you than having expensive stock on hand.

Be proactive It doesn’t matter if the supply chain struggle is strangling your business or simply preventing its growth, your best option is to take active steps to address the issues facing you.

There are four areas where a firm can take action to manage its supply chain risks: 1. Start with planning and stock management – you can’t sell product if you can’t land it.

“Even if your landed costs are rising, your opportunity cost of lost sales is higher still – not having stock to sell is far costlier to you than having expensive stock on hand,” notes Swinson.

If your pain point is running out of stock, you need to plan for that, especially with lead times doubling (or worse). This could involve placing an additional order in-between your normal order cycle or even air freighting some stock instead of shipping it. Using an expert freight advice team can help to ease that pain and manage the planning process, finding solutions and solving problems.

2. Manage your funding requirements – establish your funding needs and then the freight and forex can be put into place.

“While not all businesses require funding, some do require finance to meet an increase in sales and purchase order requirements. Longer shipping times which have developed is another reason that adequate funding is essential,” comments Arno van Niekerk, Director at DG Capital Funding Solutions.

Van Niekerk cites an example of a client in the telecommunications industry that required purchase order funding due to a sudden rise in orders from well-known telecommunications companies in South Africa.

“The business was unable to fulfil these orders due to capital constraints,” he says. “We facilitated the funding, forex and freight on these orders,

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SUPPLY CHAIN

thereby enabling our client to increase turnover by 300% within a year.”

3. Enlist the aid of freight experts.

Once you are on track in terms of your planning model and your funding, look for optimal freight and logistics management to ensure a streamlined process that saves time and costs. Freight experts will look at the supplier’s manufacturing time and the time required to market in order to determine the best shipping options and plan accordingly.

“By the time the supplier has the stock ready to move, the payments will have been made and the shipping booked to ensure minimal delays,” adds Swinson.

“When the goods are landed, clearance, duties and VAT payments are made and, if necessary, funded on behalf of the client. Warehousing and distribution can be arranged while document archiving can also contribute to trimming delays.”

4. Optimise your forex and hedge the risk.

With currency fluctuations a key risk for importers and exporters, using a forex dealer who will craft a solution to suit your needs, will ease the burden.

But also integrating the forex function with the freight and the funding functions can avoid delays in the chain.

“We look at the pricing, products (such as Forward Exchange Contracts, currency futures, options or collars), payment terms and the prevailing market environment to reduce a client’s currency risk,” explains Ryan Booysen, MD, DG Capital Forex Solutions.

“We will consider if the rand is moving in your favour or against you, what the business implications would be for you, and what the optimal solution would be.”

An export client, which used to sell all its US dollar receipts at spot prices because “the rand always weakens”, is now using a strategy that includes forward contract and spot transactions.

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“Since April 2020, the rand has strengthened considerably having a negative impact on exporters’ margins, but our strategy has created a “banked profit” element to our client’s business while still leaving room for the company’s risk appetite,” adds Booysen.

“While the volatility in the rand does provide opportunities for both importers and exporters, their timing and cash-flows aren’t always matched to those opportunities. This is why having an expert to determine the opportunity and employ the correct product to take advantage of it is beneficial.”

Every business is different and each one requires a bespoke solution for its own circumstances.

Whether your business is struggling to stay afloat in the midst of stock arrival/departure delays with resultant cash flow issues or thriving in the vacuum left by exiting competitors, the supply chain risks inherent in today’s environment require active intervention.

“It is important for the market to realise that that funding, freight and forex advice is available to participants in both scenarios. Advice and expertise to navigate risks can support businesses in difficulty as well as aid growth,” adds Swinson.

Gary Swinson: Head Global Trade, DG Global Forwarding

Anna Botha Director of Business Unlimited

Valerie Munro Kieswetter Owner and founder of Business Unlimited

Women

in leadership

LEAD FEATURE

Tackling the challenges within

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SA’s property industry Valerie Munro Kieswetter is a force of nature – she exudes confidence, charm, business acumen but remains very down to earth and lacks artifice as she speaks passionately about her various entrepreneurial ventures, which includes being a key player in the property sector. With several companies under her belt focused on real estate, training and outsourcing, Munro Kieswetter is a true example of passion drives success. She chats to South African Business Integrator about her experience, and how Business Unlimited is seeking to help strengthen the integrity of the property sector.

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There are some key governing issues facing the property industry in South Africa, including fraud, corruption and delays in issuing valid FFCs, which negatively impacts agents according to Valerie Munro Kieswetter. “There have been various improper practices that have occurred under the watch of the Estate Agency Affairs Board (EAAB), which was later replaced by the Property Practitioners Regulatory Authority (PPRA) in February 2022,” says Munro Kieswetter.

“Additionally, it is very unfortunate that over

Developing future professionals: TCG Training

the years there have been numerous ‘fly by night’ real estate agencies that have popped up, which has resulted in the public losing trust and respect for the industry. This has caused huge financial difficulties for the honest agencies, and serious daily challenges. The public needs to be made more aware of dealing with valid and trustworthy registered estate agents. Name and shame the culprits and refrain from working with them in the future,” adds Munro Kieswetter.

She does note that there are certain agencies and bodies that aim to strengthen governance within the sector. “The property industry, which has been impacted by the pandemic and economy does have the Institute of Estate Agents of SA (IEASA), established 1997, and the Real Estate Business Owners of South Africa (REBOSA) for business owners, established in 2012. There is also the rental tribunal for tenants which was established 2001.”

“The property sector remains a solid avenue for investors and persons seeking to build a career in the industry, but we need to do more. We need to prioritise consequences for ‘cowboy’ agencies and agents, empower professionals in the sector with training, and CPD points must be earned by all parties concerned. Inspectors also need to pay visits to estate agencies more frequently,” advises Munro Kieswetter.

TCG Training is SETA registered.”

Speaking passionately, she notes that a training programme that prioritises personal growth, helps students feel more empowered and confident in their business, can translate to enhancing profits down the line. “Unlike traditional training, transformational training does not overload learners with extraneous details while they are trying to learn.”

“A lot needs to happen for us to help develop the industry as a whole. We need to root out corruption, and ensure that people working in the sector receive the proper training. My business partner and myself recently established a training academy with the aim to develop and grow young, upcoming people. Knowledge is power. One cannot empower a nation without education and training. Training that is not SETA-accredited has no credibility. That’s why our training academy

Directors of TCG Training Academy

Elrien Van Zyl

Marlene Roberts

The property sector for 2022 “The hybrid model of working is negatively impacting the sale of commercial property. However, since the coronavirus seems to be more under control, incentives have begun to disappear. In my experience, things will return to normal, although

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LEAD FEATURE

with fewer people in the office, companies will recalibrate the amount of space they need. As a consequence, the reduced demand for office space will reduce the building market value, which is dependent on leasing revenue. Repurposing buildings may be the best viable option for some landlords if they are in the position to do so,” notes Munro Kieswetter.

“There has been a lot of talk about off-grid buildings, but these remain very expensive and it’s not always possible to go off the grid.” “‘Semigration’ trends, however, are looking

are increasing,” adds Munro Kieswetter.

“Interest still remains much lower than it was in the 1990’s (25%). However, a property always remains a good investment and with the more people working remotely from home, the need is still there. You will always have the capital growth.”

up. Recent events appear to have played into the hands of the Western Cape Province, setting it up for future economic growth and prosperity.

The WCP’s ability to attract ‘semigrant’ skills and purchasing power crucial for economic and growth, has recently been enhanced and rental and sales

agents. The EAAB is also a supervisory body of the estate agency profession and responsible for preventing, identifying and reporting money laundering and terrorist financing activities in the estate agent sector.

“There is however a lack of transparency of how fees paid by real estate agencies are used. Increased transparency is needed to help avoid corrupt practices. If we eliminate the incompetency of certain bodies, this will allow better service to the public. If we eliminate corrupt practices from both the government and private sector, The money in PPRA kitty could be used to build low-cost homes, houses and flats – impacting positive change for South Africans,” says Munro Kieswetter.

When you are a woman in most industries and sectors, you tend to work twice as hard as your male counterparts to prove that you are capable.

The property sector as an enabling platform for change The estate agent board was established to protect the public against fraudulent estate

Being a woman in the property sector “When you are a woman in most industries and sectors, you tend to work twice as hard as your male counterparts to prove that you are capable. The real estate companies are mainly male dominated.

You need to stay focused, stay on top of latest trends and try and refrain from getting emotional when making decisions,” advises Munro Kieswetter.

“There are many opportunities for women in the property industry, from interns, full status agents, and principals, to trainees and developers in the rentals, sales, commercial and residential sectors.

I would advise many more women to claim their spot in the property sector, and to be unafraid of diversifying – I firmly believe that in today’s uncertain times you must not have all your eggs in one basket,” concludes Munro Kieswetter. 

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Meyerton / Kliprivier / 6 Bedrooms

FARM FOR SALE This extraordinary 9.2-hectare property is situated in the heart of Kliprivier and has easy access to the R59. The property features a farmhouse and a two-bedroom cottage.

www.realaboutrealty.com

PROPERTY FEATURES INTERIOR Bedrooms 6 Bathrooms 4 Kitchen 1 Reception Rooms 3 Studies 1

EXTERIOR Carports / Parkings 2 Security Yes Flatlet 1 Domestic Accommodation 1 Views Yes

SIZE: 90,000M2 EXTRAS: Central A/C & Heating, Build-in Wardrobes, Covered Parking, Security.

The property has two large barns, stables, paddocks, reservoir, two boreholes, storage and staff accommodation. There is also an irrigation system, and the farm is fully fenced.

An ideal property for a business or farming opportunity.

Develop a guesthouse, truck stop, wedding venue or use the farmland and outbuilding for business.

R5,995,000 Realty Agents: Henck Conrey l +27 74 179 5386 Richard Opperman l +27 72 570 2940 Lebogang Tsokoe l +27 71 583 8663

The Klipriver Business Park is considered to be the new major growth node of Gauteng. It covers the entire R59/R550 interchange and is accessible to all major road networks (N1 and N3) and rail network.

The business park also assures potential tenants that no compromise will be taken on the high-quality security standards in place, which will encompass onsite security, as well as an adjacent police station and full access control and perimeter security.

Oakwood Properties, consulting property managers to Basil Read, will be responsible for the management of Klipriver Business Park. Competitively priced housing opportunities for employees will soon be available nearby at a large-scale planned development called Savanna City, of which Basil Read Developments and Old Mutual are 50/50 development partners.

Bordering on the business node are reputable corporate neighbours, including Heineken, BSI Steel, Crystal Pack, Kwikspace, Nampac and Everite. The Klipriver Business Park node will create a vibrant working node with excellent access to all major southern suburb areas of Johannesburg, including Meyerton, Vanderbylpark and the Eye of Africa.

This property should not be overlooked. It has major potential and is definitely a great investment opportunity.

AGRICULTURE & LAND REFORM

Agriculture and land reform as a means to

empower women Agriculture plays an important role in the process of economic development and can contribute significantly to household food security. It is an engine of growth and poverty reduction in nations in which it is the poor's primary employment, according to the international development community.

By Moses Rannditsheni, Director: Media & External Communications, Department of Agriculture, Land Reform and Rural Development However, many developing countries' agricultural sectors are underperforming, in part because women, who play critical roles in agriculture and the rural economy as farmers, labourers and entrepreneurs, nearly always confront greater barriers to productive resources than men.

National governments and the

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international community will be better able to fulfil their goals for agricultural development, economic growth and food security if they build on women's contributions and take steps to reduce these obstacles.

An increasing amount of research suggests that empowering women can result in economic gains for women, their families and their communities (Doss, 2021). Approximately four-fifths (79.7%) of South African households that were involved in agriculture were involved in an attempt to secure an additional source of food (StatsSA, 2021).

AGRICULTURE & LAND REFORM

Sustainable farming as an entry point towards becoming commercial farmers Sustainable farming is a broad term which refers to farming methods that will also nurture society, the environment and the economy. It is an alternative to mainstream, industrialised agricultural practices. Sustainable farmers seek to support community health and well-being and to work with nature, while still being profitable businesses.

Women make essential contributions to the agricultural, rural economies and the environment in all developing countries. Rural women, especially, often manage complex households and pursue multiple livelihood strategies. Some of these household activities include producing agricultural crops, tending animals, processing and preparing food, working for wages in agricultural or other rural enterprises, collecting water, engaging in trade and marketing, caring for family members and maintaining their homes.

A number of these activities may not be defined as economically active employment; however, they are essential to the wellbeing of rural households (Doss, 2021). Sustainable agriculture, therefore, exists within both the commercial, subsistence and small-scale farming.

What are the key challenges hindering women’s progression into the commercial agricultural sector?

In much of the world, the face of farming is female, yet women come up against various barriers that limit their full potential as farmers.

Gender inequality in the agricultural sector is effectively depriving the industry of the benefits that come from women participating equally, including food security, job creation and income generation.

According to the Food and Agriculture Organisation (FAO) of the United Nation (UN), challenges facing women include access to

land, limited access to technological advances and market opportunities, and the lack of infrastructure. The World Economic Forum argued that, if women had the same access to productive resources as men, they would increase the yields of farms by 20% to 30% and reduce hunger by up to 17%.

The FAO report further indicates that approximately 820 million people worldwide, who are currently undernourished, live in developing countries, the same places where women are key to food production. Therefore, giving females access to the same resources and education as males could increase food production by women by up to 30%, potentially eliminating hunger for 150 million people.

Abolishing the following gender-specific barriers in farming, would not only empower women to achieve their highest economic potential, but it could also help feed a hungry world: • Expand women’s access to land and finance: Providing women with greater access to land, finance and production inputs is crucial to closing the productivity gap between men and women.

• Link women to agricultural value chains: When women are linked to agricultural value chains from production all the way to processing and marketing, they help make traditional farming more productive and commercially viable. Inclusive value chains also offer work opportunities for other people off the farm.

• Improve rural women’s access to training and information: Knowledge of farming techniques is crucial to productivity; however, women farmers have inadequate access to agricultural extension and training services. It is also important that training and agricultural technologies are accessible and adapted to women’s needs and constraints.

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AGRICULTURE & LAND REFORM

What are the opportunities for women in the agricultural sector?

The Department of Agriculture, Land Reform and Rural Development strives to make basic infrastructure available to farmers, such as fencing, boreholes and basic input support. The main concern for farmers currently is rural infrastructure, especially rural roads, both on and off farms.

The department is undertaking robust engagements to see how best this can be addressed, working closely with farmers and other stakeholders to ensure this is fixed.

The land reform programme, which is crucial in agricultural support, continues to intentionally aim at including the most important groups of society, which are women and youth. The department is also exploring arrangements for communal land as this could be a process that enables it to unlock investment in rural communities, increase market access opportunities and increase production in these areas.

The funding mechanisms that are available to farmers and designated groups are the Comprehensive Agricultural Support Programme (CASP), Ilima/Letsema and Land Development Support. The department has developed a blended Type of training programme Aggregate total Women supported finance instrument working with development finance Experiential Training, Internship and 1 032 617 (59,8%) Professional Development Programme institutions and private banks.

External Bursary Scheme 1 817 1 010 (57,5%) From 2017 to date, 62 336 Farmer training (CASP) 58 458 29 824 (51%) farmers were trained, of which Graduates Placement Programme 1 029 569 (55,3%) 32 020 (51.4%) were women.

(CASP) for 2018–2020 The breakdown is as follows:

How can private businesses assist?

Private businesses can provide support by: • organising women to increase their bargaining power and collective strength and benefit from private and public supportive programmes; • enabling access to social services for women and their families; • building women’s capacity by facilitating their access to education, technology, knowledge and information; and • facilitating capital formation through asset ownership and access to financial services.

How does legislation assist in driving women empowerment within the sector?

South Africa has an extensive history of gender discrimination, which continues to be evident in the prevailing societal echelons where women are relegated to the traditional subordinated roles.

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Women also remain the victims of the gender pay gap that continues to rise, consequently seeing them being paid less than their male counterparts. Although this challenge has been experienced across the globe, it is being addressed by policymakers and the business society needs to address it urgently because it is discriminatory and unsustainable.

The Constitution of South Africa refers to the need for transformation to address the elimination of all forms of discrimination against women. The Bill of Rights in Chapter 2 Section 9 (3) further consolidates fundamental human rights and outlaws discrimination based on several grounds, including gender, age, disability, location and race.

The economic inclusion of women, youth and persons with disabilities has become so dire in the country owing to the broadening inequalities typified by entrenched patriarchy and other forms of

AGRICULTURE & LAND REFORM

social exclusions, escalating cases of gender-based violence and femicide (GBVF) and the devastating effects of Covid-19.

The country, as well as the department has been actively conforming to the international, regional and national treaties, such as the Convention on the Elimination of all forms of Discrimination against Women (CEDAW), which is the international bill on the rights of women, Beijing Platform of Action for Gender Equality (BPA), United Nations Commission on the Status of Women (UNCSW) and United Nations Convention on the Rights of People with

target for women.

• Developed Women Empowerment Strategy in agriculture, land reform and rural development, in collaboration with UN Women, which awaits approval by DALRRD. • Introduction of Norms and Standards for the inclusion of designated groups that seeks to influence departmental programmes, including post-settlement programmes, such as CASP, to increase and mainstream women participation in the sector by adhering to the 50% target.

• Blended finance, a financial support model, has

Disabilities (UNCRPD).

The National Development Plan (NDP) Vision 2030 also explicitly accentuates the need for inclusive growth in the endeavour to eliminate poverty, reduce inequality and raise employment.

The NDP envisions rural areas that are spatially, socially and economically well-integrated across municipal, district, provincial and regional boundaries where residents have economic growth, food security and jobs as a result of the Agrarian Transformation and Infrastructure Development Programme, and have improved access to basic services, healthcare and quality education.

The Women Empowerment and Gender Equality (WEGE) Bill calls for the progressive realisation of at least 50% representation of women in decisionmaking structures, improved and equal access to education and training, skills development and measures to promote women’s reproductive health, elimination of discrimination and harmful practices, including gender-based violence.

been introduced to reduce reliance on grants and increase access and affordability of loans by black producers. This model also emphasises the need to adhere to the 50% target for support to women.

Some of the policy instruments developed and still being developed by DALRRD include: • The introduction of the Beneficiary Selection and Land Allocation Policy, inter alia, 50% for women, as an intervention to unlock women’s access to land.

• Draft National Policy on Comprehensive Development Support, which stipulates 50%

How will empowered female farmers help promote socio-economic development within society?

Female farmers take responsibility for the wellbeing of the members of their families, including food provision and care for children and the elderly. Women from indigenous and grassroots communities are often also custodians of traditional knowledge, which is key for their communities’ livelihoods, resilience and culture.

More so, promoting and ensuring gender equality and empowering rural women through decent work and productive employment, not only contributes to inclusive and sustainable economic growth, but also enhances the effectiveness of poverty reduction and food security initiatives.

How big a role does land ownership play in women empowerment?

The issue of land access and ownership remains an important productive asset that women need. After the promulgation of the Native Land Act in 1913, women were at the forefront in waging struggles against land dispossession. The quest for

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AGRICULTURE & LAND REFORM

women’s access to land was also reflected in the Women's Charter of 1954 before the drafting and adoption of the Freedom Charter in 1955. This was highlighted by the Honourable Minister of Agriculture, Land Reform and Rural Development in a webinar hosted on 12 August 2021.

Enabling women farmers to control their resources is important to achieving not only the UN Sustainable Development Goal (SDG) 5 – gender equality and empowerment of women and girls but also many others, including eliminating poverty (SDG1) and ending hunger (SDG2).

When Africa’s female farmers thrive, everyone benefits: the women themselves, the children in whom they invest, the communities that they feed and the economies to which they contribute.

With the right investments and policies, Africa’s women-run farms could produce a bumper crop of development.

What resources does the government make available to empower female farmers?

Moses Rannditsheni, Director: Media & External Communications, Department of Agriculture, Land Reform and Rural Development

• CASP and Ilima/Letsema, 2004; • Jobs Fund (2019); • Presidential Employment Stimulus (2020); and • Farmer entrepreneur awards.

These programmes have the long-term ambition of leveraging women entrepreneurs from being subsistence and smallholder producers to commercial entrepreneurs who also venture into export markets.

The department made land available by lease to females. What has been the impact, challenges and opportunities?

The government of South Africa continues to play an important role in agriculture for female farmers The department had acquired allocated PLAS land because of their effort to fight food insecurity to women from 2015 as follows: and poverty. Several policies, programmes and • For the past six years, the department allocated strategies have continuously been developed 440 331 hectares from 292 farms. Allocations to acknowledge, encourage and increase the range from commercial, smallholders, farm participation of women, young women and women dwellers to labour tenants’ categories. with disabilities in the agricultural sector.

• Of the 440 331 hectares, 190 169 hectares were The major thrust of these programmes was to allocated to women. underline the fact that women play a significant • There are 1 669 beneficiaries of which 414 are role in food security, job creation, economic women: growth and poverty alleviation. Therefore,

o 190 169 hectares (43%) allocated to women. investing in them will promote sustainable

o 414 women beneficiaries (25%).  agricultural production in the country and unlock Allocated farms 2015 – March 2021 enormous economic PSSC Farms Hectares Number of beneficiaries Hectares growth. Some of the allocated allocated to Individuals Women women agricultural programmes TOTALS 292 440 331 1 669 414 190 169 implemented include:

72 sabusinessintegrator.co.za

ADVERTORIAL: NEMESIS ACCCOUNTING

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At Nemesis Accounting, we have introduced a different approach and integration methodology

Clearly this type of teaching enables learning to take place within business and the business owner,

to our accounting and business service offerings.

The reason for this is simple: connective thinking and integrated consulting using neuroscience and mbraining methods achieves real results in real time. Being a Master NLP practitioner, an MBIT certified coach and a Masters MBIT professional international certified coach, means that we have very powerful tools at our disposal when it comes to business results. Ultimately meaning that success is a brain game!

enabling a deeper connection on an intrinsic level to occur. Re-aligning the values and beliefs becomes the cornerstone of the resetting and reigniting process.

Then the magic begins…

There is much more to a business’s needs than accounting, tax and compliance. Clients want tangible results that enable them to achieve more. With everything now going the 4IR and digital route, it was also time to revamp the skills development side and interpersonal development of our clients and ourselves and to present these offerings to the market at large. Economic improvement and sustainable business requires a different type of intervention.

Nemesis Accounting has developed a “mapping” approach when assisting and guiding a client.

Our additional skills-set encompasses the following: Neuro-linguistic application-based communication, GC Index implementation and profiling, mentoring and SMART-GOAL criteria methodology, strategic business advisory services, NLP problem solving techniques for business and MBIT (multiple brain integration techniques) for the va-va-voom element.

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DIVERSITY

Trade as a

catalyst for board gender diversity South African companies seeking to expand into global trade and investment could become more attractive trade partners by adopting relevant corporate governance practices of countries in the European Union, South Africa’s largest trading partner in 2020, especially in enhancing gender diversity on their boards.

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DIVERSITY

Trade as both an economic exchange and an exchange of corporate governance cultures could also assist European companies to learn from South Africa on bringing race and ethnic diversity into their boardrooms, says Prof Anita Bosch, the Research Chair for Women at Work at Stellenbosch Business School.

The Research Chair’s report Winds of change: Trade as a catalyst for board gender diversity, launched recently, is aimed at assisting European and South African businesses to do business

gender parity on boards,” says Prof Bosch.

“This report should encourage more directors, institutional investors and shareholders to think deeply about how they use their influence to ensure that boards benefit from the richness of thinking that comes with gender and racial diversity.”

She adds that many of South Africa’s trade partners in the European Union, and those in Iceland, Scandinavia and the UK had made great progress in diversifying and including more women

responsibly and examines how board structure, size and directors’ terms of office influence the gender composition of boards. The report is also a resource on board differences for executives intending to trade with European counterparts.

“Trade brings opportunity for change. As North-South trade intensifies, so too does the opportunity for progressive companies and countries to learn from one another about how to create systemic change, particularly so as to encourage

on listed companies’ boards, with change in some countries, such as France and Norway, driven by legislated quotas, or voluntary targets in the case of the UK. “Change in Europe has also been stimulated by generally widespread corporate governance reform promoting diversity and inclusivity on company boards,” she explains.

“In South Africa, institutional and other shareholder pressures, the B-BBEE Act, King IV Code revisions and the Johannesburg Securities Exchange (JSE) listing requirements have all placed pressure on companies to address board reform and the country has seen promising progress in reversing gender and racial similarity with increasing levels of Black women at board level.”

Iceland’s two-tier board has produced near parity between women and men Prof Bosch said learning from the two-tier board structure used by key trading partners such as Germany and the Netherlands could assist South African companies to enhance gender diversity on their boards.

Iceland’s two-tier board structure has remarkably yielded near parity between women and men.

While South African board structure follows the UK example of a single, unitary board composed of executive and non-executive directors headed by a chairperson, dual-tier structures have a supervisory board elected by shareholders, which appoints and oversees a management board. The supervisory board is similar

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DIVERSITY

to a body of non-executive directors, while the management board consists of executive directors.

“Women’s continued low levels of representation in senior executive roles in South African companies continues to hamper their chances of becoming executive directors, and they are commonly appointed as non-executive board members. Similarly, in European companies with two-tier boards, women are more likely to be appointed to supervisory boards,” says Prof Bosch.

She said that when comparing statistics, one

underrepresented in executive roles in Europe and therefore underrepresented on their second-tier management boards.

“With a two-tier board structure, it is thus easier to influence diversity on the supervisory board.

Since South Africa has one-tier boards, foreign investors and our trade partners can seek to influence board gender diversity through subtle or direct pressure on South African companies to diversify non-executive directors, in return for monetary investments or export- and import

needs to realise that European board gender diversity numbers are based on supervisory boards.

“Similar to South Africa, women remain

contracts. Similarly, South African companies can exert pressure towards racial and ethnic diversity on European boards,” Prof Bosch adds.

Women face a second ‘glass ceiling’ She said that women faced a “second glass ceiling” – once appointed to a board, they are unlikely to be appointed as chairs of the key board committees for audit, nominations, and remuneration.

“Significant power and responsibility vests in these committees, especially those chairing them, with direct impact on company policies on financial reporting, board composition and remuneration, even though all board members remain collectively accountable.

Studies show that higher female committee representation is reflected in companies having fairer remuneration policies, financial reports of higher quality, and more diverse appointments to boards. Yet, South African companies are struggling to improve on women chairing these committees,” she adds.

Prof Bosch said that both one- and two-tier boards should be challenged to place women

in more powerful positions on the board, with a target of either a woman CEO or board chair and targeting female non-executive directors to chair board committees.

She said gender diversity on boards could also be enhanced through training and mentoring of potential female directors in corporate governance and board protocols so that they are equipped to make a meaningful impact, while institutional investors should require progress reports on setting and meeting clear targets for diversity. Support should also be provided to existing board members to develop skills of being purposefully inclusive of new board members.

Prof Bosch co-authored the report with Stellenbosch Business School research fellow Shimon Barit. The report is available as a free download from www.usb.ac.za/usb_reports/windsof-change-trade-as-a-catalyst-for-board-genderdiversity/ 

REFERENCES The statistics and figures in this release are all drawn from the Stellenbosch Business School Research Chair in Women at Work report Winds of change: Trade as a catalyst for board gender diversity at https://www.usb.ac.za/usb_reports/winds-of-change-trade-as-a-catalyst-for-board-gender-diversity/

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PRACTICE MAKES PERFECT

• South Africa Law Firm of the Year Chambers Africa Awards, 2021 & 2022

• ESG Initiative of the Year African Legal Awards, 2021

• Women Empowerment in the Workplace Award (Overall Winner: Southern Africa) Gender Mainstreaming Awards, 2021

• M&A Firm of the Year: South Africa International Financial Law Review Africa Awards, 2021

• Tax Firm of the Year: South Africa International Tax Review EMEA Tax Awards, 2021

in alliance with

Q&A: CARMEN STEVENS WINES

Carmen Stevens –

growing a brand, not just a wine company

Carmen Stevens is the first Black female to register a 100% Black-owned winery in Stellenbosch, Carmen Stevens Wines.

What is the driving force behind your success?

To be and stay financially independent with the aim of offering my children and family better prospects now and in the future. I aim to do better with each vintage I produce as I want to leave a legacy that speaks of a person that did not just do a job, but enjoyed the career path I chose for myself. Additionally, I play a role in the future of so many learners’ success at school level, which is very close to my heart.

Tell us about your journey as the first Black female to register a 100% Blackowned winery in Stellenbosch.

The idea of making wine came to me through novels that I read when I was at school. It was the lifestyle that was associated with wine that initially triggered the idea; the wealth, opulence, and the green environment that were described in the novels.

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What were some of the major hurdles you had to overcome?

I applied three times over a period of three years to study winemaking. The first rejection was because the college was only open to white South Africans, the second was because I did not have an agriculture background, and the third rejection was because I didn’t do military service!

My challenges now are different, with market access being the biggest.

You have won numerous awards – did you always envision yourself as an entrepreneur in the wine industry?

No, I just knew that I wanted to do more than just work for a big company or corporate doing more admin than winemaking.

The world opened for SA and most winemakers ventured into making wines under their own names, which seemed like the ideal path to follow after working for big companies.

Q&A: CARMEN STEVENS WINES

A major opportunity presented itself to me when I was approached by someone from the United Kingdom who said they would import my wine should I produce wines under my own name/ label.

How did you make the best of the opportunities afforded to you?

Opportunity comes to all of us. I also think we do not see opportunity for what it is. To attend a school is an opportunity, to learn from others is an opportunity, to be exposed to different working environments is an opportunity, and people challenging you is an opportunity. I knew studying would take me out of my immediate circumstances. I also knew I had one opportunity because money was an issue – so one chance to make a difference in my future – hence I studied and worked hard so when I was presented with the words, “if you make wine under your own name, we will buy it”, I was ready because I have the knowledge and work experience to back it.

Tell us a bit about the Carmen Stevens Foundation.

The foundation was registered in 2016, five years after the programme started in 2011. It started very small – a cup of soup three times a week for school learners. I always said not less than 300 and not more than 500 kids, and three schools. We provided those meals to learners at school for four years. We now provide for 25 531 learners in 125 learning institutions (ECDs, primary and secondary schools) – all thanks to the wine I make.

I wanted my kids to know where I come from and see how privileged they are. One of the communities where we provide food is the community I grew up in. People sometimes ask why these parents cannot provide for their own children – the short answer is that parents work and want to provide but life is not always fair or that straightforward. I know this because I come

from the same circumstances. My mother was a factory worker and we too struggled.

What's your philosophy about impacting positive change?

Be the difference you want to see in others, inspire, encourage and be the motivation for those that do not realise what their potential is yet. If you can make a difference, you should.

What are some of the key lessons you have learnt?

See every failure as a soundboard for what not to do next time and find different ways to reach your goals. Be innovative and stay relevant, even if you need to look at competitors for guidance.

What needs to be done to unlock more opportunities for aspirant female entrepreneurs in the wine industry?

Consumers needs to become conscious buyers, buy from women and buy local, and buy the authentic story. That will open markets, which will lead to unlocking business opportunities and the growth of women-owned businesses that speak to the whole value chain in the wine industry.

What advice would you share about becoming a successful winery owner?

Do not just accept “no” as an answer and know that you need to be able to understand and do the hard work before you can expect to be successful. You need to understand the whole value chain. This will help you in making good decisions.

What does the future hold for Carmen Stevens and Carmen Stevens Wine?

Growing a brand – not just a wine company that makes wine.  For more info: www.carmenstevenswines.co.za

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WOMEN’S ECONOMIC EMPOWERMENT

Investing in women-centric transport:

key to economic growth

Imagine a world where everyone had an equal opportunity to advance their goals and dreams, more so one where everyone could contribute meaningfully to the growth and sustainability of the society.

By Nangamso Matebese-Maponya, Infrastructure Finance Professional

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WOMEN’S ECONOMIC EMPOWERMENT

When I imagine that world, I see a world where we all benefit from the diverse skills and unique abilities of everyone playing a role. I see thriving economies, with no hunger, less dependency and improved quality of life. That is what the Sustainable Development Goals aspire for this world and that is what we all dream of witnessing in our lifetimes.

Women’s economic empowerment is central to realising women’s rights and gender equality. It includes women’s ability to participate equally in market activities, access to productive resources, decent work, and control over their own time, lives and bodies. In addition, empowerment entails an increased voice, agency and meaningful participation in economic decision-making at all levels from the household to institutions (UN Women, 2018).

Empowering women and closing gender gaps in the world of work are key to achieving the 2030 Agenda for Sustainable Development (Women’s Economic Empowerment, 2016). This is particularly true for Sustainable Development Goal (SDG) 5 which is specifically aimed at promoting gender equality, and Goal 8, on promotion of productive employment and decent work for all. Also relevant are the goals related to ending poverty, ensuring food security and providing

access to basic education and health.

There is no doubt that pivotal to unlocking the potential to achieving these goals and sustainable growth is reliant heavily on closing the gender gaps in society’s key sectors.

A strong assertion is made by Women’s Economic Empowerment (2016) that when more women work, economies grow, and families thrive.

Women economic empowerment therefore boosts productivity; increases economic diversification and income equality, in addition to other positive development outcomes. (IMF, 2018).

Infrastructure

Design Growth

Africa’s economic growth Despite many attempts and efforts demonstrated in advancing development, Africa’s growth remains lagging behind those of many countries across the world and accounting for most poor people worldwide.

Women economic empowerment in the continent is being driven mostly by social and civil society groups, particularly led by women themselves and not always considered as fundamental to the economic development and growth of countries on the continent.

Chief to Africa’s slow growth is poor social and economic infrastructure development, with women and children being at the bottom of the food chain in the considerations of the development designs and plans; inherently, making women economic empowerment a secondary part of the entire growth plan.

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WOMEN’S ECONOMIC EMPOWERMENT

Gender in transport infrastructure Some of the key issues in infrastructure development are the gender and age-neutral designs, which indirectly discriminate against those who have unique needs (mostly women, children, some vulnerable groups) and, in a way, perpetuates inequality. For instance, in the case of transport infrastructure, where issues related to safety, cost and travel time affect women more than men; disadvantaging and hampering their growth potential.

In transportation policies and planning, gender is rarely an issue considered. It could therefore be fair to argue that there are limited systematic gender inclusion procedures for transportation, in terms of training of professionals, participation of users, and the design and planning of systems, services and equipment, implying an overlook of gender in the entire ecosystem, embedding further inequality.

In South African and most African urban areas, most women walk 15 minutes and at least half a kilometre to reach a bus, train or taxi stop/station; and wait at each stop for at least another 15-30 minutes, which is close to the international average walking distance and waiting time. However, because they require more than one route to complete a journey, they walk and wait double the standard distance, which might increase their chances of a negative experience on the journey, with likely impact on their safety and many forms of harassment.

These experiences impact on many life choices, including field of study and type of work they end up doing, which in many cases would be informal work.

Women have a vital role to play Among other facts, women constitute half of the population in Africa, however in 2018, only about 33% of African females were afforded the opportunity to play meaningful roles in the mainstream economy. That said, there are numerous attempts by women to drive radical change in many sectors of the economy, including taking up positions of leadership and driving large businesses that contribute to the improvements of their livelihoods and their families’ socio-economic status, in turn contributing towards economic growth.

The role women play in these sectors have a positive impact, not only through the diversity they bring into the business sector but with them, they echo the voices of the many marginalised groups, therefore contribute to improving equitable access to infrastructure and economic participation for those.

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WOMEN’S ECONOMIC EMPOWERMENT

Investing in women-centric transport One of the drivers of economic development in countries across the world is sustainable mobility, broadly defined as the form of transportation systems that are sustainable in terms of economic, social, environmental and climate impacts. Providing equitable access to transportation therefore has a potential to drive wholesome economic participation and growth.

Women’s participation in the transport sector therefore highlights those discriminatory designs and practices, voicing those unique challenges and finding ways to correct them.

An example is how technology is increasingly being considered to improve safety for female drivers in both passenger and freight transport, and how electro-mobility (e-mobility) is embraced, with the hope to improve (among other things) costs, time and safety. Some of the solutions proposed include improving lighting and reducing the walking distance around the transport nodes, installation of surveillance cameras and panic buttons to improve safety.

seeing more women as not only owners of the project companies, but leaders in developing and delivering quality and sustainable infrastructure, across different sectors.

All these allow for participation in the various parts of the infrastructure value chain, bringing small and informal business owners into the mainstream economy.

The economic and social imperative for women’s economic empowerment is clear.

Greater gender equality boosts economic growth and leads to better development outcomes, contributes to reducing income inequality and boosts diversification and, in turn, supports economic resilience (IMF, 2018).

The world that I imagine is that which I live in today and the one which I dream to see more of.

The world where women are increasingly taking a strong position to drive economic growth by empowering themselves, creating opportunities for others and working with everyone to reduce inequality and dependency of any form. 

Observations As an infrastructure finance professional, these are some of my recent observations: • a growing interest from women to participate in the development and ownership of transport infrastructure and businesses, driving further growth and transformation throughout the sector.

• a growing number of skills development and business incubation initiatives and programmes, helping increase the pool of skilled women business owners, engineers, operators, planners, designers and general workers.

• the drive to promote policies and practices that aim to support women-owned and led businesses – through procurement and access to market.

• In investors forums, women participation in major infrastructure projects has taken centre stage.

Wherein investors are increasingly insisting on

Nangamso Matebese-Maponya is an Infrastructure Finance Professional, with over 14 years’ experience within development finance institutions in South Africa. She has participated and led several infrastructure projects in the continent, across different sectors.

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WOMEN IN FINANCE

Bursting through glass ceilings for a better tomorrow Motivated by using numbers to tell the story of how public entities are meeting the needs of South Africans, Bongi Ngoma, Head of Audit at the Auditor-General South Africa (AGSA), was recognised by the African Women Chartered Accountants (AWCA) as the Chief Financial Officer (CFO) of 2021 and was historically awarded the Transformation and Empowerment Award in the public sector at the annual CFO awards of the same year.

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These accolades are a culmination of a lifetime of resilience, courage, determination, and an unwavering effort to challenge the status quo.

As one of three siblings raised by a single mom, Ngoma is no stranger to roads less travelled, particularly by black women.

When asked about her willingness to make courageous choices and decisions that would positively change the course of her life and that of her family, Ngoma attributes it all to her mom

Despite our circumstances, dreaming is free, it is not constrained by your reality and remains a powerful force of creation.

who had the foresight to dream; the courage to persevere, and the self-belief to break through proverbial glass ceilings.

While raising her family single-handedly, her mom obtained two degrees during some of the darkest days of apartheid. She ultimately rose from the ranks of a teacher to that of inspector of schools, thus joining a handful of black women who held this position at the time; an inspired Ngoma realised the possibility of achieving the impossible.

Her mom imparted values that continue to be a guiding light in her life; the pursuit of excellence above all else, resilience, optimism and the importance of using what you have at your disposal. Ngoma and her siblings would aspire to a life from books and magazines that her mom would come home with, offering a perspective of the world that they did not see every day.

Nostalgia kicks in as she asks how a child can dream about what they have not seen.

The bigger the vision, the bigger the accomplishment “Despite our circumstances, dreaming is free, it is not constrained by your reality and remains a powerful force of creation. Yet a child cannot dream of what he or she cannot imagine. However, it is true that, the bigger the vision, the bigger the accomplishment. Those magazines were my window to dreams that became motivating forces in my life,” she says.

Seemingly, her accounting career came about because of fate. Ngoma was particularly inspired by the story of Nonkululeko Gobodo; South Africa’s first black female Chartered Accountant [CA(SA)], which was her mainstay.

“In a country where race, class and gender pre-determined your status in life, she was limitless. Her story became my mainstay and in my darkest and most difficult days, would help me to take one more step, fight one more day, and take one more breath,” she remembers.

Her path was not met without challenges. She pursued her accounting degree at the then University of Natal’s Howard College in KwaZulu-Natal. Her studies were initially funded by her mom, for whom no sacrifice for her children’s future was too great. Following her securing of good grades in her first year, Ngoma received bursaries from Toyota and Kellogg’s.

Armed with her first degree, she left university to begin her articles so that she could take some of the financial pressure off her mom and help with her siblings.

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WOMEN IN FINANCE

Focus on driving accountability and pursuing excellence As a young graduate, she took the opportunity to do her articles at Ernst and Young. After completing her articles, Ngoma was employed by the Industrial Development Corporation (IDC) where she navigated various portfolios for 13 years.

Describing her time at the IDC, Ngoma says, “I was shaped by that organisation. The culture demanded excellence, but it was also nurturing and encouraged growth – both personal and professional,” she said.

Ngoma joined the AGSA in November 2012 as an executive responsible for internal operations, which was later restructured into a CFO position, a position she held until June 2021, when she was appointed as the National Head of Audit.

When reflecting on why she does what she does with such commitment, excitement and enthusiasm, Ngoma said she sees herself as a growth catalyst. Her passion is people and the

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country, and she intends to use her current role to augment her past focus on driving accountability and pursuing excellence.

And where does she see herself continuing to contribute to the country and its people? “I want young professionals to develop resilience and know that there are no limits to what they can create. Circumstances are seasonal, they do not constrain what we can be and what we can create if we master the skills to navigate through them by knowing what to ask for and how, and more importantly, be willing to work for what we dream of. Resilience is the breeding ground of excellence, coupled with discipline and commitment – it all does pay off,” she says.

“Today I am honoured and awed by these accolades. Yet, the road ahead of me is still long.

South Africa still needs each of us to build a capable state characterised by professionalism, excellence and an unwavering commitment to service.” 

WOMEN IN FINANCIAL SERVICES

Women in Finance Network – women changing the business landscape For the financial planning industry to be sustainable, active strategies must be implemented to recruit, mentor and retain young people, people of colour and more women. While it is encouraging to see exponential growth and change, the industry still faces many challenges, including the average age and gender of planners and the lack of diversity concerning race.

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Kim Potgieter, Director at Chartered Wealth Solutions, says that her work in financial services has been the most meaningful years of her career.

Yet, the journey has not always been easy in a male-dominated industry.

Often feeling misunderstood, she knew her experience was not unique and that many women in the profession felt the same way. Inspired to ignite change, Potgieter partnered with Allan Gray, Old Mutual Wealth, Chartered Wealth Solutions and the FPI to form the Women in Finance Network (WiFN) in 2013. The aim of the WiFN is to

Events to network and form meaningful mentor-mentee relationships

connect women in the planning industry through shared experiences, support, mentoring, learning and networking; ultimately attracting and retaining women in the profession.

Potgieter believes that we have to discover the potential in others and find ways to grow that potential. For this reason, the Women in Finance Network sponsors students from the ASISA Academy to attend events and sponsors one female student’s Financial Planning Honours/Post Graduate Diploma. After an extensive selection process, Hibah Shafi received the first bursary this year.

The ability of women to drive collaborative change, support each other in the process and play a key role in leadership and innovation will have a crucial impact on the success of future financial planning, recruitment and retention of woman planners and the status of the industry. 

Industry can change for the better if women planners work together Potgieter firmly believes that the industry can change for the better if women planners work together and inspire each other toward this goal.

Women have the inherent skill to form meaningful and lasting relationships with their unique gift of authenticity, skill-set of empathy, coaching and intuitive approach. By connecting with the hearts and minds of their clients, the value-add of financial planning significantly increases and brings the industry one step closer to an intrinsic profession.

Women in Finance Network partners, along with renowned guests such as Nikki Bush, Nene Molefi, Maya Fischer-French and Nicky Newton-King, plan to host regular events in Johannesburg, Durban and Cape Town.

At the first hybrid event this year, guest speaker Asnath Mahapa shared her journey and the many obstacles she faced to become the first African commercial pilot. Verity Price, winner of the 2021 Toastmasters World Championship in Public Speaking, joined the second hybrid event in Cape Town to tell her inspirational story.

Apart from learning and sharing ideas with motivational guest speakers, members use these events to network and form meaningful mentormentee relationships. The collaboration, skillsharing and coaching between more experienced and younger planners benefit the industry and our clients. Kim believes that we all need to find ways to mentor and encourage others for significant change to become a reality.

Giving back is an essential pillar of WiFN.

Kim Potgieter, Director at Chartered Wealth Solutions

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GENDER INEQUALITY

Corporate SA to take responsibility for advancement of women engineers Despite decades of efforts to drive diversity and increase the number of females within the local science, technology, engineering, and mathematics (STEM) industry, there is still a wide gender gap that exists across related sectors. This gap could be attributed to the various challenges that women still face when looking to enter the sector and progress in their roles as STEM professionals.

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GENDER INEQUALITY

This is according to the Regional Director of SubSahara at Arçelik and CEO of Defy Appliances, Mustafa Soylu, who points to UNICEF South Africa research, which highlights that women continue to experience a gender gap in STEM-related careers after college, with less than 28.5% graduating to careers in STEM. He says that while South Africa has made strides over the past few years when it comes to the number of women in STEM careers, the country and the African continent still have a long way to go to bridge the gender gap that exists in the sector.

“Corporates in South Africa need to play a pivotal role in addressing and transforming the gender gap across STEM, especially those who do business in the sector,” says Soylu.

He goes on to explain that this deep-seated conviction has underpinned the decision taken by Defy South Africa to take on a mission in line with the social commitments of Arçelik, Defy’s parent company; to support the gender equality movement in technology and innovation in cooperation with UN Women’s Generation Equality Forum.

This movement has formed the backbone of the newly launched WE-inTech programme which aims to offer training, internships and job opportunities to women pursuing careers in the STEM field.

“Creating a workforce with STEM skills is critical to achieving global economic growth. And although the number of women in STEM fields has increased over the last 50 years, it appears that the trend has slowed, particularly since the 1990s,” says Soylu.

“Our aim with the WE-inTech project is to raise awareness by emphasising the importance of Research and Development (R&D), encourage young women to pursue careers in related fields, and implement a longterm and effective programme to increase women's participation in new generation R&D. “We are proud of this project that reflects our commitment to giving back to South Africa while also demonstrating that we are true allies to women students on their educational and professional journeys.” 

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WOMEN IN MINING

Women driving

change in mining The mining industry continues to be a key driver of the economy, and women are leading the change within the sector.

Meet three inspirational leaders who are game-changers in the sector.

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What are the highlights of your role?

My role is new to the portfolio of the company I work for, therefore providing opportunity for me to be a path finder and to define the operating model.

What attributes make you successful in your position?

I am a collaborator; resilient and adaptable. Grounded in strong business acumen, with a strategic and logical mindset, I am also action orientation, influential and a good negotiator.

Challenges that face women in mining include juggling between your career progression and your personal life. There is also the fight for equal recognition of women and their rights. At work, these ideals are promoted, however at home and in society are not always

Nandipha Ziphethe GENERAL MANAGER, CONTRACT MINING AT SERITI RESOURCES Nandipha Ziphethe is a mother of two, and a Chemical Engineer with 20 years’ work experience. Her journey started in 2002, as a trainee metallurgist, and moved through the ranks in coal mining operational and project management roles. In 2016, she was appointed General Manager for Contract Mining at Seriti Resources, and is also a Director for a JV company.

embraced. There are also limited social support systems for single women, single parents and other primary care givers.

It is important to form bonds of friendship beyond work so you can become each other's support system, especially if your own family is far away or estranged. My kids have a second grandmother in Witbank whom I met when I was a graduate.

What difference do women bring to the mining sector?

The world of work is shifting from transactional to transformational leadership. Force is losing its weight and mental alertness, intuition and nurturing in which women are stronger are becoming the attributes to attain full economic and social development. If mining is the engine driving our economy, we cannot leave women behind if we want to thrive. Women bring about balance in masculine and feminine elements which are both necessary for sustainability.

From a transformation perspective, how do you see yourself impacting proactive change for future female leaders in mining?

In my decision-making, creating an enabling environment for women to thrive. By mentoring, coaching and learning, and by engaging and encouraging personal development and being of service to others.

Why do you think more women should consider pursuing a career in mining?

Any career that emancipates the station of women should be pursued. Mining drives our economy and technological innovation, much more now with the ESG value proposition. Women must be at the forefront as we change the course of history and the narrative of mining in our country.

What are your future goals?

My future goals are to complete executive leadership training and become the CEO of a company.

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WOMEN IN MINING

What are the highlights of your role?

The highlights of my role include gaining knowledge and experience in public reporting under the leadership of my mentor, and now also taking on the opportunity to lead this function going forward.

What attributes make you successful in your position?

I believe attributes that have made me successful in my position are my ability to effectively communicate as well as having excellent organisational, analytical, and interpersonal skills.

What challenges do you face as a woman in the mining industry?

Tarryn Flitton VICE PRESIDENT: RESOURCE AND RESERVE, ANGLOGOLD ASHANTI Tarryn Flitton has over 20 years’ career experience in the mining industry and qualifications in Geology and Geotstatistics. She has 10 years direct corporate experience, which led to leading and managing governance aspects of resource and reserve estimation and for the company’s global operations and projects.

The main challenge I face has always been about being recognised as a professional and acknowledged for my technical ability and the job that I do, rather than the contribution I make because I am a woman. It is difficult, however, to have people recognise this when women are in the minority and not adequately represented at all levels in the organisation. I find that being open, honest, and courageous in starting these conversations is key to us addressing underlying issues. Sharing our challenges we as women face so that people can learn and grow through our shared experiences, helps us be more aware and create an inclusive environment for others going forward.

What do you believe women can bring to the mining industry?

Women bring different ideas and a new way of thinking to the mining sector, which can spur creativity and innovative ways of working. Diversity and inclusion allow other voices to be heard and this leads to greater insight, influence, and impact.

We need to move from an inflexible culture to one of integration and inclusion and we need our leadership to set this example and be intentional with the narrative and challenge the status quo.

Women need to support each other by mentoring and coaching each other into these roles, by assisting with overcoming the unconscious bias and build better versions of us that allows women to be stronger and stand up to challenges and prejudices.

Why do you think more women should consider pursuing a career in mining?

Women should pursue a career in mining as there are so many more opportunities now than ever before to make a difference. Technology, innovation, and automation have eased impediments women might have been confronted in the past and are no longer being excluded. The industry is recognising the value of women and what they bring to the table to build a sustainable mining industry we can all thrive in.

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What are the highlights of your role?

Running safe and cost-effective sections which include managing contractors. Safety is my top priority and running without a recordable injury since I joined the company in 2019 is a significant milestone that I recognise without celebrating – because not injuring people is not an achievement but what I stand for as a leader.

What attributes make you successful in your position?

Being a team leader as well as a team player and knowing when to play which role. I am tactical in my approach to problem-solving and always strive to empower my teams to solve problems and perform at their optimum. I am a collaborator and can work with different people and that is an invaluable skill in the diverse world of mining.

What are some of the challenges for women in the mining sector and how have you overcome this?

Mogaleadi Seabela SECTION MANAGER, ANGLO AMERICAN KUMBA IRON ORE Mogaleadi Seabela is a multiaward-winning mining engineer.

She began her career as a graduate-in-training and currently works as a Section Manager at Anglo American Kumba Iron Ore.

• Resistance to mindset change and bias, regardless of the change we are seeing and the opportunities of creating an inclusive industry.

• Inadequate infrastructure and working hours that do no accommodate mothers.

• Insufficient representation of women in core mining roles to serve as mentors/coaches for up-and-coming women (this is also important for attraction and retention of WiM).

Overcoming my own self-limiting thinking and learning, I broke out of self-entitlement and victim mentality and worked on my career. I was supported by my peers, mentors who shared experiences and guidance. I have also been working on personal development to prepare for future opportunities.

What difference do women bring to the mining sector?

They bring a diversity of ideas and solutions. The mining sector has a strong history of monotony and slowness to change, and women are one of the greatest changes the sector has experienced, and they bring with them different ways of working and thinking. They are more collaborative, empathetic and resilient (by nature) and these traits are essential to innovation, agility and adaptability.

From a transformation perspective, how do you see yourself impacting proactive change for future female leaders in mining?

As a change agent and a disruptor. I do this in my role as a WiM committee chairperson for Sishen Mine and a mentor in various platforms including WiMSA. I encourage younger women to take up careers in mining and inspire those in the industry in the manner I do my work. More women should enter the industry because it is a fulfilling career with vast opportunities. My goal is to become a global thought-leader in mining. 

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Impact Through Scale We drive inclusive growth and transformation by financing property entrepreneurs in their purchase and refurbishment of rental properties, with a focus on affordable rental housing, through:

Entrepreneurial growth • SME development with a housing outcome • Access to finance – any language, any level • Training and mentoring clients every step of the way

Urban regeneration and densification • Finance repurposing and new build in inner cities • Precincts where in neighbourhoods are regenerated

Local economic development • Support for the influx of talent and increased diversity in our inner cities • Stimulate local economic and social development • Inclusive economic growth happens locally

Fiscal impact for local government • Increasing inner city property values • Increased & compliant utilities & rates base • Allows government to focus on productive infrastructure investment

Job creation and skills development During construction

Urban land reform • Empowerment finance model • Inclusion changes ownership.

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Contact us 086 000 TUHF (8843) • www.tuhf.co.za