SA Profile - Volume 1 2018 by SA Profile Magazine

SA PROFILE Profiling South African Business

Volume 1 n 2018

Can your executives

afford to be ill?

Employment equity planning and reporting

Skills development:

tips, plans and learning programmes

Invincible Valves:

www.saprofilemagazine.co.za

Experts in business

ISSN 2616-3535

772616

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Foreword 2

Proudly South African was established in 2001 and was born from the 1998 Presidential Job Summit convened by the late former President Nelson Mandela. Like all government initiatives, its purpose is to work to combat the triple challenges of poverty, inequality and unemployment. Proudly South African’s mandate is three-fold: to promote nationwide buy local activism, to encourage everyone to look at labels of origin on all goods and make the choice to buy a Made in South Africa product, and to make buying local easier by developing a local supplier database available to everyone. The campaign’s objective is singular – to help in the creation of 11 million new jobs by 2030 in line with the National Development Plan (NDP: Vision 2030) Buy local movements are gaining momentum around the world and South Africa is not unique in its efforts to tap into national pride and patriotism to make buying local both a feel good and do good issue. As nationalism seizes many countries’ imaginations in an apparent backlash against globalisation, the Proudly South African campaign is well positioned to leverage this upsurge in patriotism and push its message that buying local does indeed matter. As individual consumers shopping for household items, we each have the power in our pockets to make a difference to reinvest in our own country, send money back to the fiscus, and retain existing jobs. This is effectively what a buy local choice means. On a grander scale, the benefits of local procurement are enormous. The investment of just R1 in manufacturing results in a R1.13 increase in GDP, in an increase of R0.13 in export receipts, and R0.35 in fiscal revenue. One million Rand of investment in the same sector results in the creation of three new and sustainable job opportunities. Legislating public procurement levels has assisted in increasing the uptake of local goods and services in South Africa, and the Local Procurement Accord of 2011 followed by the revision of the Preferential Procurement Policy Framework Act has resulted in the designation of sectors, sub sectors and products for local procurement. These include agro-processing, clothing, textiles, leather and footwear, green industries, metal fabrication, capital and rail transport equipment, as well as smaller goods such as stationery and office furniture. But while the public sector is in part regulated, it is the business to business opportunities that offer massive opportunities for growth in local procurement. Among our member companies we count some large multinationals, as well as township and even rural-based companies, and we actively encourage trade between them. Unlocking the potential of SMMEs merely by supporting their existence can further our goal of job creation significantly. While government must build the enabling environment for job creation, it is ultimately these companies that will be the employers. In fact, the NDP has a vision of an economy in which SMMEs contribute 90% of jobs by 2030. In a commissioned piece of research, 46% of people said they would support buy local even if the item was more expensive than an imported alternative, once they understood the broader economic impact of their purchasing decision. This underlines the importance of checking country of origin labels – which all items are legally obliged to carry in South Africa. Part of our work is to constantly drive this message home – choose something Made in South Africa and create or at least save a job that might otherwise be in jeopardy.

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Editor’s Note 4

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Elroy van Heerden, Publishing Editor

Firstly, a warm welcome to our launch edition of SA PROFILE – an annual reference book that promotes businesses and entrepreneurs in South Africa to both the public and private sectors by profiling their corporate identities. We aim to connect diverse business strategies and networking across the corporate sphere. SA Profile serves as a useful tool for decision makers – linking corporates and government with prospective clients. We’ve had a number of responses to the concept, but ‘WOW’ is what we aim for. Our publication strives to serve the needs of our readers, and ultimately steer the wheel in the right direction for a great return on investment for our advertisers and profilers. The last few months, getting this title ready for its launch, haven’t been easy but we have pulled through and I would like to thank every advertiser, profiler and editorial contributor who has made it possible for us to publish our very first edition of SA Profile. We look forward to welcoming you all onboard our next edition, due out in early February 2019, and we welcome new advertisers and contributors to make our next issue even more successful. Please don’t hesitate to give us feedback or suggestions to include in our next edition. Your input is valued. We wish you all a productive and healthy 2018. Best Wishes, Elroy van Heerden Publishing Editor info@saprofilemagazine.co.za

“

People who succeed have momentum. The more they succeed, the more they want to succeed, and the more they find a way to succeed. Similarly, when someone is failing, the tendency is to get on a downward spiral that can even become a self-fulfilling prophecy.” – Tony Robbins

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SA PROFILE

Publisher

Profiling South African Business

Volume 1 n 2018

Can your executives

afford to be ill?

Employment equity planning and reporting

Skills development:

tips, plans and learning programmes

Invincible Valves:

www.saprofilemagazine.co.za

Experts in business

Tel: +27 21 424 3625 | Fax: +27 86 516 7277 PO Box 15165, Vlaeberg, 8018

Publishing Editor Elroy van Heerden info@saprofilemagazine.co.za Sub Editor Emma Dawson emma@ediwrite.com Content Manager Melanie Taylor artwork@mediaxpose.co.za

ISSN 2616-3535

772616

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Photography: Invincible Valves

Editorial Contributors ExecCare Myers Attorneys Institute of Directors South Africa Oriole Consulting National Institute of Health The Institute for Timber Construction South Africa Design & Layout CDC Design carla@cdcdesign.co.za Advertising/Profiling Enquiries Wendy Scullard advertising@saprofilemagazine.co.za

SA Profile @SA Profile

SA PROFILE Profiling South African Business

Distribution/Subscriptions Maurisha Niewenhuys distribution@mediaxpose.co.za Chief Financial Officer Shaun Mays shaun@mediaxpose.co.za

Disclaimer: The views expressed in this publication are not necessarily those of the publisher or its agents. While every effort has been made to ensure the accuracy of the information published, the publisher does not accept responsibility for any error or omission contained herein. Consequently, no person connected with the publication of this journal will be liable for any loss or damage sustained by any reader as a result of action following statements or opinions expressed herein. The publisher will give consideration to all material submitted, but does not take responsibility for damage or its safe return.

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CONTENTS 8

Upfront Foreword............................................................................................... 2 Editorâ&#x20AC;&#x2122;s Note.......................................................................................... 4 Cover Story: Interview...................................................................... 10-13

Articles Can your executives afford to be ill?........................................................ 18 Employment equity planning and reporting.............................................. 32 Boards are critical to organisational success............................................. 36 Skills development: tips, plans and learning programmes....................................................... 44 Musculoskeletal disorders and work........................................................ 50 Raising the roof right with prefabricated timber roof trusses........................ 92

Profiles Invincible Valves................................................................................... 15 Armscor............................................................................................... 20 Proudly South African............................................................................ 24 Chartered Institute of Government Finance, Audit & Risk Officers................ 27 Human Resource Development Council............................................... 29-30 Quest Staffing Solutions......................................................................... 39 JB Marks Education Trust Fund................................................................ 40 University of the Free State Business School.............................................. 43 University of Johannesburg..................................................................... 47 RenĂŠ Carayol....................................................................................... 50 National Institute for Occupational Health................................................ 55 Bonitas................................................................................................ 59 Rentokil Initial....................................................................................... 63 Land Bank............................................................................................ 68 HOTGRO............................................................................................. 72 Kwazulu-Natal Sharks Board.................................................................. 75 Sparks & Ellis....................................................................................... 79 Genesis Protection Services.................................................................... 81 Birchwood Hotel................................................................................... 87 Fidelity ADT.......................................................................................... 89 Sephaku Cement................................................................................... 93 Institute for Timber Construction.............................................................. 98 Mellet & Human Architects................................................................... 103 Maredi Technologies........................................................................... 108 Renpower.......................................................................................... 111 Aberdare Cables................................................................................ 113 Ncamiso Mining................................................................................. 115 ZAS Petroleum.................................................................................... 117 IX Engineers....................................................................................... 119 Automotive Industry Development Centre................................................ 122 UD Trucks.......................................................................................... 124 Retail Motor Industry Organisation........................................................ 127

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COVER STORY: INTERVIEW INVINCIBLE VALVES

Turning challenges into opportunities Pam du Plessis, the managing director at the helm of Invincible Valves, is an enterprising woman with global awards under her belt to prove it. She talks to Emma Dawson about her company’s success, its culture and the positive impact they have on young people’s lives.

Managing director of Invincible Valves, Pam du Plessis

Established in 1982 by Rob Macpherson and Paul Kirchmann, Invincible Valves began operating as a valve reconditioning and rubber lining business. From inception, the company has grown from strength to strength and is now one of the top valve distributors, reconditioners and rubber liners for the South African market. ‘We have a broad array of new valves that we distribute globally, as well as its own brand, the Inval® range,’ comments Pam. Over the last few years, to keep pace with changing technology, industrial advancements, and customer demands, Invincible Valves has restructured and diversified to other industries. ‘Since the business was taken over by new management in 2013, each department has been reshaped into a simple team structure with a team leader and no more than five others in a team. We’ve also upgraded our IT infrastructure to ensure more efficiency when responding to customers’ needs. This also provides more accurate feedback, and the ability to speed up processes by submitting documents with ease,’ Pam points out.

Products and markets Invincible Valves’ primary markets include the global mining industry, as well as power generation, paper and pulp, water and sewerage, fisheries, and many more. The company supplies a full range of imported and locally-manufactured lowpressure valves with all the control mechanisms they required. ‘We also offer a reconditioning service for these valves and fittings and have an in-house rubber lining facility for valves, pipes and fittings. This service is used by many of the country’s major valve manufacturers,’ Pam adds. ‘It’s Invincible Valves’ simple structure that I believe makes it easier to work within the parameters of the business,’ explains Pam. ‘This philosophy is also rolled out to our stakeholders, which means that our customers enjoy our flexibility and commitment to service excellence too. ‘We also offer a number of ancillary services that give customers the one-stop-shop deal they’ve come to expect from us.’ Valves are an essential part of our daily lives – just consider the plumbing in homes and offices as an example. Each time you turn on a tap, you’re operating a valve that controls the waterflow and enables you to open, close or control the speed of the flow. On the industrial side, valves are of utmost

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COVER STORY: INTERVIEW INVINCIBLE VALVES

importance for the operations of most industrial processes that use oil, water and or gas. ‘At any given time, Invincible Valves has 90 days of stock on the floor. Our ordering process works on minimum stock levels and is replenished monthly. We have a team of technical sales personnel in the office and on the road who have combined industry experience of more than 100 years. We also have excellent working relationships and access to our principles, which enables us to offer the best advice for any query,’ Pam comments. To service the African market, Invincible Valves has agents located throughout the continent.

At the helm Invincible Valves operates under a new-age management system with team leaders who have each been promoted from within the organisation. ‘With just five employees on each team, these leaders can forge meaningful relationships with their team members and easily identify training needs or social issues, for example. Each team leader reports to me, and we have an open-door policy and family-value system,’ Pam insists.

“

Invincible Valves operates under a new-age management system with team leaders who have each been promoted from within the organisation.” SA PROFILE

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COVER STORY: INTERVIEW INVINCIBLE VALVES

‘From a governance point of view, we have a full board of two executive directors, one non-executive director, and two independent directors. This ensures good governance and consistency within the organisation,’ she adds. Being a woman at the helm of a company in a traditionally male-dominated industry has been a challenge. ‘However, each challenge has created new opportunities. So, while it’s been tough, it’s also been rewarding,’ Pam notes. ‘Initially I wasn’t taken seriously, and that was very difficult. But I decided to hang in there and learn as much as I possibly

could to be able to engage in the right circles. With new levels of emotional intelligence and working in a sector with aging captains of industry also means that I’ve learnt to speak less and listen more. This way I’ve learnt a lot and can make informed decisions,’ she maintains. After finishing school in 1988, Pam got her Diploma in Financial Accounting. She initially followed this path into the IT world of accounting software, Accpac, before joining a healthcare facility as the company’s administration manager. Now, heading up Invincible Valves, Pam is the recipient of two global awards – Enterprising Women of the Year 2017 in Florida, USA; and Moving Mountains 2017 in Lisbon, Portugal. The Enterprising Women of the Year Awards is an annual tribute to the world’s top women entrepreneurs. It is widely considered one of the most prestigious recognition programmes for woman in business. Accolade winners are recognised in seven categories and recipients of awards represent an amazing group of women entrepreneurs from across the USA, Europe, UK, Canada and Africa. Pam won her award in the Over $5 million and up to $10 million in annual revenues category.

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COVER STORY: INTERVIEW INVINCIBLE VALVES Pam’s Moving Mountains 2017 award was presented by Unitedsucces, a global business organisation of credible women entrepreneurs interested in accelerating the growth of their businesses. It connects and unites women entrepreneurs to amplify positive global impact.

Philosophy and drive Pam is a widow of 10 years. She has three young adult sons, a daughter-inlaw, and a beautiful grandson. ‘My philosophy in life is that “too busy” is a myth. People make time for the things that are important to them. This is how I live my life. I am a mother, business partner, managing director, counsellor and socially responsible person. This is what fulfils me and makes me happy, so I make time for these things. My passion to add value to the universe is what drives me,’ she enthuses.

Knowledge is power While Pam is usually the driving force behind Invincible Valves’ CSI projects, her staff are fully supportive and involved. ‘We primarily focus on women and children, which is very special to me and I feel privileged to have been able to touch many people’s lives.’ Invincible Valves’ ongoing projects include a reading programme that donates dictionaries to primary school children, a mentorship programme for young budding entrepreneurs that offers support and advice on the day-to-day running of their new businesses, and a partnership with a local technical high school to provide internships within our organisation. This gives students opportunities to learn about basic business practices and acquire new skills. We extend our support to a training centre in Gauteng that trains unemployed, disabled people, and we also focus on healthcare education relating to HIV Aids, TB and general wellbeing. ‘We take these initiatives seriously and integrate these people into our business to offer them an array of opportunities. I believe these projects are essential. If every company undertook one project a year, we would see a significant impact on our communities. Knowledge is power. The more we share and transfer our skills, the more chance there will be of change through empowerment,’ Pam maintains.

A chance in life ‘I believe that everyone deserves a chance in life – particularly that leg up when moving from being a scholar to embarking on the world of work. Employers are usually driven by candidates having experience, but this is something you can’t buy or achieve without an opportunity. We have had great success with our intern programme and often identify talent for our own business.’ Invincible Valves has a training facility on site, and all training is provided to our staff free of charge. We currently offer the South African Valve and Actuator Manufacturers Association (SAVAMA) Working with Valves course, and a Basic Business courses. ‘Because we’re passionate about education, we extend our training to our interns and our partnered technical high school scholars.’ In addition to the SAVAMA Working with Valves course, Invincible Valves also offers SAVAMA’s Introduction to Valves, and its Control Valves courses. ‘90% of our staff attend these courses because we feel it’s important to upskill everyone so that they have a better understanding of the products the company sells.’ Invincible Valves’ custom-developed Basic Business Skills programme covers topics that include emotional intelligence, communication, and buying and selling, to name a few. ‘This falls in line with our company value system of

transparency and allowing people to grow in other areas of business and life,’ Pam adds. ‘The health awareness initiatives we offer provide training and testing and include an HIV Aids Day programme in December each year, a Tuberculosis initiative twice a year, and an annual Wellness Day. These initiatives give our staff and local community an opportunity to learn about prevalent diseases and to take advantage of the free testing. Our Wellness Day covers high blood pressure, sugar diabetes, and cholesterol, among others. Again, we focus on our family value system of caring for each other and we challenge our staff to share their experience with at least one other person in their community.’

Setting the bar ‘Our internship programmes create opportunities for youngsters to gain work experience and for us to set the bar high when it comes to how they view company culture. I believe this is a great asset for interns to take away with them. In our case, very often our interns are offered positions within our organisation. We then move them between departments to identify their hidden talents and passions, which also gives us the great advantage of having multi-skilled employees,’ Pam enthuses. ‘My personal mentorship sessions are for students, young entrepreneurs and anyone who requires assistance with self-development and those facing tough times. I’ve studied psychology, and mentoring is very special to me. I remember how alone I felt when I entered this industry and I now do my utmost to create support structures for mentees. I mentor on a personal level, as well as in communities outside our businesses because I’m passionate about seeing people grow, rise against the odds, and turn challenges into opportunities.’ Pam concludes. n

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If it’s not Inval®, it’s not Invincible

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PROFILE INVINCIBLE VALVES

One-stop-shop for valves and ancillary services Invincible Valves (Pty) Ltd was established in 1982 and since has grown to a medium sized enterprise located in Knights, Germiston Invincible Valves prides itself on service excellent and flexibility by striving to enhance our customer’s bottom line. Our 6,500m² facility in Knights is made up of 4,500m² under roof being our stores and workshop. The facility is fully equipped to offer a one-stop resource for valves and ancillary equipment which we transport globally. As an approved BBBEE Level 4 supplier to all major industries within South Africa, we maintain expertise and experience across a broad spectrum of industries and applications with a wide range of products. We offer a comprehensive range of local and imported valves and accessories for the mining, petro-chemical, power generation, water, sewerage and general industries. We have agents in all major centres around the country and service all four corners of the globe. We offer an in-house rubber lining service for valves, pipes, fittings and vessels which is utilized by many of the country’s major valve manufacturers. In addition we offer complete service, repair and valve reconditioning services for all types of valves.

Our Core Values We believe in treating our customers with respect. We grow through creativity, invention and innovation. We integrate honesty, integrity and business ethics into all aspects of our business functioning.

Our Mission Statement Build long term relationships with our customers and clients, to provide exceptional customer services by pursuing business through innovation and advanced technology.

Managing director of Invincible Valves, Pam du Plessis

Contact Invincible Valves (Pty) Ltd T +27 (0)11 822 1777 F +27 (0)11 822 3666 E enquiries@invalve.co.za W www.invalve.co.za 33 Shaft Road, Knights, Germiston

Our Purpose To be a leader in the Valve Industry by providing enhanced services, customer service and profitability.

Our Vision To provide a quality service that exceeds the expectations of our esteemed customers. Invincible Valves is a proud supplier of quality valve products and ancillary equipment backed by service excellence around the globe. It is the combination of these values that allows us to form lasting business relationships. n

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EDITORIAL Exec|Care

Can your executives afford to be ill? Last year was stressful for business, marked by uncertainty and serious public scrutiny, and business confidence hitting a 30-year low in August. In his mediumterm Budget Policy Statement, the Minister of Finance, Malusi Gigaba, announced a revised economic growth outlook, from 1.3% to 0.7%, painting a difficult year ahead.

‘Notwithstanding the prevailing economic conditions,’ says COO of Health|Insite Group of Companies, Dr Jedd Myers, ‘business must go on and the responsibility to demonstrate shareholder value ultimately falls squarely on the shoulders of executives.’ He adds: ‘Business leaders have been faced with increased pressure to produce results in an ailing economy, and this can take a big toll on their health and wellbeing. Business executives exert a considerable amount of time and energy ensuring that their businesses perform well and remain profitable, sometimes at the expense of their health and overall wellbeing,’ he says. Because business leaders work long hours with excessive commitments, their overall health is at high risk and, if left unchecked, threatens business continuity and stakeholder interests. The demands of running a business requires alertness and top mental form. Myers says that taking the time for an annual medical assessment to understand your health status, empowering you to make changes to your lifestyle that results in performance at exponential levels could be the difference between ‘good’ and ‘great’ for a company. ‘In my interaction with highly-successful business leaders, because it is their nature to push themselves beyond the limit, their health is usually an afterthought. However, when their systems finally crash it can take weeks for them to recover, if they do at all, losing valuable time that could be spent building their businesses or spent with their families. This has a serious commercial impact; not only do investors lose confidence, staff morale takes a hit, productivity dives and the company suffers,’ notes Myers. ‘It is not that business leaders are unaware of the importance of looking after their health, but most fall into two categories. Some know what health issues they face but are reluctant to do anything about them, and for others it’s pure ignorance. However, when a major health set back occurs, they find that the

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EDITORIAL Exec|Care

time they deemed too valuable to spend at a medical assessment is now spent begrudgingly at the hospital or at home due to ill health. Myers recommends the following steps to help busy executives keep a check on their health: • Conduct a comprehensive health assessment – Invest in an annual comprehensive medical assessment where a multidisciplinary team conducts a full assessment of your overall wellbeing. These tailored programmes will need you to invest a few hours of your day once a year. Holistic multidisciplinary checks should include an assessment by a biokineticist, a medical doctor, a nurse, dietitian, work-management consultant, a personal trainer, and therapeutic massage. • Schedule regular check-ups – In between annual health checks it is just as important to have regular check-ups to make sure you are keeping on track to achieve your health goals. Exec|Care’s ‘Pathway to Health’ focuses on keeping executives on track through nutrition, supplements, other interventions, and physical exercise. • Take up a simple workout regime – Executives commonly complain that they simply don’t have the time to exercise. If you approach physical exercise scientifically, you will be able to get exponential results with disproportionately less time. HIIT or High Intensity Interval Training, strength and conditioning exercises and effective recovery can yield far better results than traditional methods, allowing you to enjoy the benefits of exercise with a much shorter time investment. • Watch your eating habits – As busy executives, you don’t always get to pack your own lunch and, chances are, eat whatever is available while you are on the go. Carve out for yourself, with the help of a dietician and your PA, spouse or partner, what foods are a ‘no go’ so you can make good food choices wherever you are. • Cultivate a habit of mindfulness – The pressures of running a business can be mentally taxing and stressful, and honing the mind so that it is in top form is equally important as maintaining peak physical state. Techniques such as meditation, mind relaxation, and visualisation are all good practices that a leader should incorporate into a daily routine for greater clarity, focus and presence of mind. While this is not an exhaustive list, Myers says it is the start of a journey to good health for even the busiest of executives. ‘It takes a conscious decision for business leaders to keep their health in check, and when they get this right, their business benefits too,’ he concludes. n

Dr. Jedd Myers, chief operating officer for Health Insite Group of Companies and director of ExecCare

Health|Insite is South Africa’s leading corporate health and wellness service provider. Exec|Care, Health|Onsite, Occu|Fit, e|Care and Khula Clinical Care Services comprises Health|Insite’s holistic, integrated suite of services that ensures businesses maximise their return on employee investment in health and wellness for optimal performance as well as legislative compliance.

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PROFILE Armscor

Photo credit: Armscor

Chief executive officer of Armscor: Mr Kevin Wakeford

Unlocking Africaâ&#x20AC;&#x2122;s defence potential Armscor, the acquisition agency for the South African Department of Defence (DOD) and other organs of state, is renowned for its acquisition expertise in providing turnkey solutions to its clients. Armscor, the gateway to defence solutions, aims to deliver on its mandate on time, in time, every time, to support peace-keeping operations in Africa and deliver defence and defence-related solutions effectively and efficiently. The organisation endeavours to explore new defence pathways and drive innovation to develop cutting-edge solutions for peace and security in Africa while creating a defence environment that is inclusive of SMME participation and supports its Enterprise Supplier Development initiatives.

CONTACT Armscor T +27 (0)12 428 1911 E info@armscor.co.za W www.armscor.co.za

Armscor also aims to harness the defence sector to drive economic growth and unlock Africaâ&#x20AC;&#x2122;s defence potential through partnerships with other African countries. In-line with our On Time in Time Towards a Sustainable Future strategy, Armscor is geared towards providing unmatched and sustainable defence solutions.

Corporate Communication division Private Bag X337, Pretoria, 0001

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PROFILE Armscor innovative technology products and services that undergo rigorous internationally-recognised testing and evaluation processes. Research and development expertise • Ballistic testing facilities • Ballistic protective clothing • Chemical and biological laboratory services • Ergonomic services • Communication and intelligence systems • Electronic surveillance system

Vision Armscor’s vision is to be the premier defence technology and acquisition service provider for the South African Government and its allies on the African continent and the world.

Mission Armscor’s mission is to proactively meet the defence matériel requirements, defence technology, research, development, analysis, tests and evaluation requirements of the DOD and other organs of state effectively, efficiently, economically and holistically. Our core business: • Acquisition • Research and development • Naval dockyard

Acquisition Armscor’s acquisition role can be broadly divided into four categories: • Technology acquisition • Capital equipment acquisition • Product systems support acquisition • Procurement Acquisition expertise • Artillery systems • Munitions and small calibre ammunition • Command and control systems • Telecommunication systems (static and tactical) • Radar systems • Guided/unguided weapon systems • Unmanned aerial vehicles • System maintenance and support • Boats and naval system • Riot control equipment and systems • Perimeter security systems • Armour protected vehicles • Aircraft procurement and maintenance

Research and development The research and development function specialises in providing operational and scientific research, as well as vehicle and artillery testing and evaluation services. Our research and development institutes continue to produce

Strategic facilities include: • Test and evaluation services • Operational and scientific research • Technology management, analysis and innovation

Test and evaluation services Gerotek Test Facilities – Gerotek provides vehicle and product testing services to all clients, including private clients. Advanced driver training, corporate events, restaurant and conference facilities are also offered. Alkantpan Testing Range – Located in the central semi-desert part of the country, Alkantpan is an all-purpose ballistic test range for mediumto large-calibre weapons and ammunition. Insensitive munitions, hazard classification, ageing and surveillance trails tests are also conducted. As a world-wide testing range facility, Alkantpan has received positive reviews from international clients who have used the facility over decades.

Operational and scientific research Institute for Maritime Technology (IMT) – The Institute for Maritime Technology (IMT) develops and maintains a sustainable capability for providing techno-military expertise to support naval decision-making

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PROFILE Armscor in specific key naval domains. IMT specialises in defence research, development, testing and evaluation of maritime systems. Protechnik Laboratories – Protechnik Laboratories is a multidisciplinary laboratory facility with its primary focus on Chemical and Biological (CB) Defence Research and Development. Hazmat Protective Systems – Hazmat manufactures high-quality respiratory filters for commercial (industrial) and governmental (military, police and correctional service) clients. Hazmat is considered a major manufacturer and supplier of quality respiratory equipment in the South African safety industry. Defence Decision Support Institute (DDSI) – DDSI renders defence analysis, engineering support, decision support, and operational research and capability analysis services. Ergonomics Technologies (Ergotech) – Ergotech provides military ergonomics research, design, and specification of humanmachine systems and evaluation of environmental stressors. Fluid and Mechanical Engineering Group (Flamengro) – Flamengro provides integrated modelling and simulation support on the design, development and operations of weapon systems. Armour development – Conducts continuous research and development to maintain and advance armour protection technologies and to establish industrial capability, to timeously satisfy armour protection requirements over the entire threat spectrum. This service includes analysis of the customer protection needs, development of armour, testing and qualification of vehicle hull ballistic resistance.

Technology management, analysis and innovation This division manages technology programmes in various areas to

develop and maintain capabilities in South Africa that would support the new and changing demands of the South African National Defence Force (SANDF). Innovation The Innovation division professionally manages intellectual property (IP) created or acquired during the acquisition of defence material or technology development projects on behalf of the DOD.

Naval Dockyard The Dockyard focuses on maintaining required capabilities to support the nation’s submarines, ships and shore-based support facilities. The Dockyard performs the following activities: • Planned preventative maintenance • Corrective maintenance • Reconstruction and repairs • Upgrades to and modernisation of ships and submarines n

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PROFILE Proudly South African

Buy local and create jobs Eustace Mashimbye, chief executive officer of Proudly South African

Proudly South African is this country’s buy local campaign, and works hard to create both supply and demand of local goods and services, and to promote the message of ‘buy local to create jobs’. SA Profile Magazine speaks to the movement’s CEO, Eustace Mashimbye, about how they are working to make an impact on job creation. SA Profile (SAP): How is Proudly SA structured? Eustace Mashimbye (EM): We are a registered NPO that receives some funding for our operation from the dti. We are also a membership-based company, where all membership fees are used for marketing activities that benefit our members – participation in trade events, exhibitions and business forums, for example, for which there is no additional cost to the member.

Contact Proudly South African T +27 (0)11 327 7778 E info@proudlysa.co.za

acebook/Proudly South F African @ProudlySA Proudly.sa

SAP: How does a company become a member of Proudly SA? EM: We have four main criteria for membership – more than 50% of the product or service that a company provides must occur locally or be sourced locally. This means that some raw materials or components of some products can be imported but the design and assembly or manufacture of the finished product must happen in South Africa. Second, a product or service must be of a high quality, and third and fourth, member companies must adhere to all current labour legislation and have a responsible environmental policy. Fees start at just R500 per annum for small companies and NGOs, and go up to R100 000 for big organisations. Email info@proudlysa.co.za for more information about membership. SAP: Tell us more about the Buy Local Campaign EM: It’s simple. Our model is based on other countries that have done the same, including India and Australia. We educate the public through a series of activities that include visiting malls and showing them how to identify Made in South Africa goods and to look for the Proudly South African logo. We also speak to businesses about the importance of local procurement in their everyday operations, and speak to the public sector about local procurement legislation and help to drive compliance in this regard. We have implemented an in-house tender monitoring system that has access to around 600 municipalities, provincial structures, and national departments and SOEs. It picks up tenders that do not adhere to the legislation and, if there is any infringement in the terms of reference or the awarding of the tender, we can report offenders to the relevant department of the dti. We also notify member companies that qualify to bid for a tender, and provide them with the opportunity to pitch for work they might not otherwise have known about. This forms part of our value proposition

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for members. As part of our drive to improve compliance with these public procurement legislations around localisation, we conduct Public Sector Forums in all provinces to educate government officials on our work and their responsibilities in this regard. Apart from our very visible activities, we also act as a lobby group in support of certain vulnerable sectors such as the poultry industry, steel sector, clothing and textiles, and pharmaceuticals sectors that are all under pressure from imported goods. We speak to the unions and other stakeholders to help protect the interests of South African industries and this year will convene special forums to address the issues faced by these sectors. We also work with our member companies and encourage them to make a significant increase in their internal local procurement programmes. If all our members buy their stationery, office fixtures and fittings, detergents and cleaning materials from other South African companies it will make an enormous difference. Additionally, our flagship event â&#x20AC;&#x201C; the Buy Local Summit & Expo, which takes place from March 14 to 15, 2018 at the Sandton Convention Centre, is where we present our work and speak to procurement managers and officials. And, one last thing, we have worked hard with some of our large corporations to increase the amount of local product that they stock. For example, Edcon has increased the local content on its shelves and rails in its Edgars and Jet stores from just 18% to over 50%. Massmart (Game, Makro and Builders Warehouse) have just celebrated their supplier development programme with 33 new suppliers to their stores, of which eight are specifically import replacement products. These items range

from noodles to toilet seats, paints and chemicals, lamps and furniture manufacturers. SAP: What message would you like to leave for the readers of SA PROFILE magazine? EM: The reach of this magazine extends into all industry sectors, and to government and business. We need everyone to understand that as individuals they have the power to make a difference if they make consistent buy local choices. Business owners and managers need to rethink their internal purchasing decisions and government procurement officers need to be aware of the everchanging legislation around sectors that are earmarked for increased local procurement levels. And to companies that meet our criteria for membership we say â&#x20AC;&#x201C; come and join the movement! n

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PROFILE CIGFARO

Promoting high standards of professionalism The Chartered Institute of Government Finance, Auditing and Risk Officers (CIGFARO) is the recognised professional body for finance, audit, risk management, performance management and related professionals in the public sector.

Krish Kumar, CIGFARO president

The Institute was founded in 1929, and is dedicated to establishing and maintaining high standards of professionalism among practitioners by providing a framework for them to collectively enhance and maintain sustainable financial management and good governance in the management of public finances. CIGFARO is the South African Qualifications Authority (SAQA)-recognised professional body for financial management in the public sector.

Core services and functions 1. Further the interests of the public sector in the financial and related professions by: • Advising institutions, commissions and other bodies and persons • Training and advancing knowledge of Institute members, and • Promoting the interests of the profession of public finance officers and related professions. 2. To promote the interests of finance and related professionals in the public sector, and to protect the interests of the public through strict enforcement of the code of conduct by embracing the following objectives: • Developing and registering appropriate qualifications • Registering qualifying professionals as its members • Constant renewing of members’ registrations • Assessing and promoting programmes at institutions of higher learning • Regulating activities within the public-sector finance profession and related professions via the code of conduct and a disciplinary procedure • Monitoring and tracking the continuing professional development of members • Developing and implementing practical guideline and process enhancements and best practices, and • Making submissions pertaining to legislation and/or proposed legislation to sector departments as and when requested. 3. Where necessary, to consider research, and comment on existing and proposed pieces of legislation affecting the South African public sector. 4. To cooperate with any other professional bodies aimed at improving and enhancing public finance and governance in South Africa and internationally.

Contact CIGFARO T +27 (0)11 394 0879 E ceo@cigfaro.co.za W www.cigfaro.co.za

CIGFARO @cigfaro_editor CIGFARO

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5. To advise the national and provincial government, related institutions, and other recognised national associations on matters affecting the public sector. 6. To provide opportunities and platforms for an exchange of views, knowledge and best practices among members. 7. To undertake research into public sector finance and governance to promote efficiency and enhance the available core body of knowledge.

CIGFARO’s advisory functions To further the interests of the public sector in the financial and related professions by advising institutions, commissions and other bodies and persons. Advise the national and provincial government, related institutions and other recognised national associations on matters affecting the public sector.

Member training Training is provided on all aspects of local government with a focus on finance, auditing and risk issues. We are currently rolling out training on MSCOA (Municipal Standard Chart of Accounts). Our conference also assists CPD (continuous professional development) for our staff. These conferences and training courses take place on a national and provincial basis. As the president of CIGFARO, the goals for the Institute during my tenure, which I hope will add value to CIGFARO and our members, include the following key strategic issues: 1. Help public entities survive the current economic climate through economic growth, improved productivity, better collection rates, value for money, and return on investment. 2. Assist in reducing the rate of rural-urban migration. 3. Enhance financial sustainability and viability. 4. Commit to the triple bottom line – assessment of all projects in terms of economic, social and environment issues. 5. Ensure a balance in expenditure – social, economic, environmental and rehabilitative. 6. Optimise the use of technology and innovation. 7. Develop the skills and capacity of finance practitioners in the public sector. 8. Ensure maximisation of service delivery and provide cost effective services. 9. Benchmarking and ensuring value for money is going to be one the key focuses of my term as CIGFARO’s president. While I appreciate that National Treasury is working on this, I believe that CIGFARO and CFOs have an important role to play in driving and implementing this. n

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PROFILE hrdc

Developing SA’s human potential The Human Resource Development Council of South Africa (HRDC) is a multi-stakeholder advisory body that operates under the leadership of the deputy president of South Africa. It is managed by the Ministry of Higher Education and Training.

Deputy president & chairperson of HRDC, Cyril Ramaphosa

The HRDCs vision is ‘partnering to innovatively develop SA’s human potential’. Its mission is to: • Advise government on the HRD Strategy and its priorities • Identify blockages, provide solutions, and monitor implementation • Coordinate the efforts of government departments and social partners in the implementation of the HRD Strategy • Monitor and report on the implementation of the HRD Strategy • Evaluate the impact of the HRD Strategy against agreed indicators The HRDC develops institutional synergies for SA’s HRD Strategy towards 2030 to stimulate training and lifelong learning at individual, organisational and national levels, and transform SA into a knowledge economy. The role of the HRDC and its structure of delivery includes: • Commissioning research in the field of human resource development • Encouraging organised business, civil society, government and organised labour to invest in education and training, and to take responsibility for human resource development issues within their areas of competency • Promoting knowledge management and benchmarking at enterprise and national levels with a view to improving the effectiveness of human resource development • Leading an effective programme of advocacy and communication to build support and gain buy-in for the Human Resource Development Strategy towards 2030 of South Africa (HRDSA) objectives and to ensure effective feedback from and consultation with stakeholders.

HRD strategic goals There are five strategic goals that the HRD Council has adopted to be achieved by 2030: • Strengthen basic education and foundation programmes in science, technology, engineering, maths (STEM), languages and life skills • Expanded access to quality post-schooling education and training • Improved research and technological innovation outcome • Production of appropriately skilled people for the economy • A developmental/capable state with effective and efficient planning and implementation capabilities. The HRDC has the following five programmes to achieve its strategic goals: • Science, technology, engineering, maths, languages and life skills • TVET and the rest of the college system • Higher education and training, research and innovation • Skills for the transformed society and the economy • Developmental/capable state n

Minister Hlengiwe Mkhize CONTACT The Human Resource Development Council of South Africa T +27 (0)12 943 3188 E ramataboe.l@dhet.gov.za W www.hrdcsa.org.za 6th Floor, 178 Francis Baard Street, Pretoria Private Bag X174, Pretoria, 0001, Gauteng, South Africa

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The Revised HRD Strategy towards 2030 Ms Brenda Ntombela, head of secretariat

Ms Brenda Ntombela from the Human Resource Development Council of South Africa answers questions about the Revised Human Resources Development (HRD) Strategy towards 2030. Q: What are the key goals of the Revised HRD Strategy Towards 2030? A: The HRD Strategy aims to achieve the following key strategic outcomeoriented goals: • Strengthening basic education and foundation programmes in science, technology, engineering, maths, languages and life-orientation skills • Expanding access to quality post-schooling education and training • Improving research and technological innovation outcomes • Producing appropriately-skilled people for the economy • Creating a developmental/capable state

CONTACT The Human Resource Development Council of South Africa T +27 (0)12 943 3188 E ramataboe.l@dhet.gov.za W www.hrdcsa.org.za 6th Floor, 178 Francis Baard Street, Pretoria Private Bag X174, Pretoria, 0001, Gauteng, South Africa

Q: How does this plan differ from its predecessor? A: Since the Council was established, various new government priorities and plans have been developed and launched, including the National Development Plan (NDP) that sets out government’s long-term priorities and plans, and frames government’s key medium-term priority areas outlined in the Medium Term Strategic Framework (MTSF). Global trends and developments have also been considered, particularly the impact of the Fourth Industrial Revolution (4IR) on government, business, individuals, and society in general. These changes required a review of the Human Resource Development Strategy of South Africa (HRDSA) 2010 to 2030. Hence, this Revised HRD Strategy outlines the human resource development imperatives that are needed to meet the national development imperatives in the medium term (as outlined in the MTSF) and in the long term (as indicated in the NDP) within the context of the vision and mission set out for the HRDSA. Q: What are the roles of various social partners (labour, business, government, and civil society) in the implementation of the Strategy? A: The scope and importance of the HRDSA for South Africa’s development agenda dictates that its success depends on the full contribution and commitment of all social partners, including community organisations, organised labour, business, the research and academic sector, government, professional bodies, and other role players. The HRDSA recognises that these social partners are crucial to its success and the Strategy is recognised as one that transcends the boundaries of government endeavours. Labour – The Revised Strategy focuses on worker education, which includes training shop stewards and negotiators to improve their understanding of labour law; supporting the analysis of requirements, including the implementation of skills

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PROFILE hrdc audits; assisting with identifying programmes that address identified needs; general education and technical skills; and supporting training for the unemployed. Business – The Strategy continues to work on commitments within the skills Accord. This includes implementing the Chief Executive Officer (CEO) initiative to support a Youth Employment Scheme (YES) that aims to put one million youth into internships, and provide additional funding for bursaries and other skills priorities (over and above skills levy). Government – The Strategy is committed to ensuring that cross-departmental blockages can be discussed and plans to address these agreed upon. The Provincial HRD Council will support the alignment between the provincial plans and activities and the National HRD Council. Additionally, provinces may also adopt special programmes that are specific to their needs. Civil Society – Communities act as a direct mechanism for channelling HRD imperatives through participation. Community involvement enables all citizens to meaningfully influence the decisions that affect their lives, and provide vital information on community development issues. Communities will be able to make decisions on the economic, social, environmental, political, psychological, and other impacts associated with the implementation of the Strategy. These decisions will be made through their representatives who participate in the HRD Council structures. Q: Who are the key beneficiaries? A: The key beneficiaries that the revised HRD Strategy towards 2030 is targeting are government as key leaders, social partners (organised labour, business and civil society), women, youth, communities, vulnerable groups, and small-, medium- and micro enterprises (SMMEs). Q: What are the current projects of Council relating to the implementation of the Strategy? A: The HRD Council is currently coordinating the following projects: strengthening maths and science teachers’ education, developing and implementing a funding model for worker education, and facilitating partnerships between TVET Colleges and industry. The projects that are currently implemented by lead departments are in line with the five programmes that the Strategy is prioritising. These include: Programme 1 – Foundation education with science, technology, engineering, maths and languages, and life orientation/skills Programme 2 – TVET and the rest of the college system Programme 3 – Higher education and training, research and innovation Programme 4 – Skills for the transformation society and the economy

Programme 5 – Development/ capable state. Q: How does the Strategy tackle youth unemployment? A: The importance of the HRD Strategy is to support various interventions to create employment. It also reiterates the need for all stakeholders to be involved in HRD processes. The HRD Council is strengthening the partnerships between TVET colleges and industries to help reduce the number of unemployed youth in the country by calling on industries to open their doors for workplace experience for youth. There are also various initiatives already underway that indicate that the social partners are open to playing a role in ensuring the successful implementation of this Strategy. For example, business through the CEO Initiative has committed to YES to put one million youth into internships. Q: Does the Strategy deal with issues relating to ‘radical economic transformation’? A: Yes, the HRD Strategy promotes social and economic development. It also supports the government’s Medium-Term Expenditure Framework (MTSF) that focuses on a competitive economy, creation of decent work opportunities, encouragement of investment, and promotes inclusive growth. This allows every individual in South Africa to access Human Resource Development facilities and resources. n

Creating a revitalised inclusive economy through collaborations and partnerships for post school education institutions

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EDITORIAL Employment Equity Act

Employment equity planning and reporting In terms of the Employment Equity Act, every designated employer must take various Affirmative Action measures to increase the representation of people from designated groups by drawing up and implementing an employment equity plan. On an annual basis, these designated employers are required to submit an employment equity report based on the plan. The purpose of the Employment Equity Act is to eliminate unequal racial and gender representation of people currently in the workplace, to promote equal opportunity and fair treatment of all employees from the designated groups, and to ensure their equitable representation in all occupational C levels in the workforce. A designated employer is one who employs more than 50 people or has an M annual turnover above the various thresholds as published in Schedule 4 of the Employment Equity Act. The turnover threshold differs depending on the type of Y industry in which the business operates. The term ‘designated groups’ refers to black people, women and people CM with disabilities who are citizens of the Republic of South Africa. A designated employer must appoint an employment equity manager and anMY employment equity committee must be nominated. Committee members must be representative of all race, gender and levels of employment. Together, they mustCY prepare an Employment Equity plan, setting out the steps they intend taking to CMY achieve employment equity. The steps to be followed are: 1. Consult with employees and union representatives, as required by Section K 16 of the Act. 2. Conduct an analysis of the company’s policies, procedures, practices and work environment to determine the barriers contributing to the underrepresentation of Designated Groups, as required by Section 19 of the Act. 3. Prepare an Employment Equity Plan, as required by Section 20 of the Act. 4. Report to the Director-General (Department of Labour) on progress made in implementing its Employment Equity Plan, as required by Section 21 of the Act.

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EDITORIAL Employment Equity Act The Employment Equity Plan must contain inter alia the following information: • Duration of the plan (not less than one year and not more than five years) • Annual objectives and dates • Where black people, women and people with disabilities are not represented, the plan must indicate what measures will be implemented to correct this, as well as numerical goals and dates • Strategies • Procedures that will be used to monitor and evaluate the implementation of the plan • Procedures for resolving disputes regarding interpretation and implementation of the plan • Person responsible for implementing and monitoring the plan. Then, on an annual basis during the allocated reporting period, the designated employers must submit an employment equity report to the Department of Labour based on the Employment Equity Plan. The report must be submitted by the closing date as no extensions are granted and must be on the forms contained in the regulations. The employment equity report must contain inter alia the following information: • Company details • The current workforce profile • Occupational categories, positions and levels • Employees recruited, promoted and terminated during the year • Employees who received training during the year • Barriers identified by the EE Committee and the dates and measures implemented to correct the barriers to EE • An indication of whether the annual objectives were met and the explanation as to the reasons why the objectives were met/not met • Remuneration levels of the different employees within the occupational levels of the company Myers Attorney card - Miles - repro.pdf 1 2017/02/06 7:44:02 AM • Assessment of the key reasons for differentiation in income in each occupational level within the company.

If an employer fails to comply with the Employment Equity Act and regulations and any of the requirements contained therein, the Director-General is empowered to approach the Labour Court for an order to have the employer fined. Fines that could be imposed are identified in Schedule 1 of the Employment Equity Act and are dependent on whether the employer is a first time or a repeat offender. For a first-time offender, the fine is a minimum of R1.5 million or a percentage of the company’s turnover. It is therefore very important for those employers who are designated employers to ensure that they have complied with all the requirements of the Act to avoid having large penalties imposed on them by the Department of Labour. n

Miles Dzvengwe Office Administrator

miles@myersattorneys.co.za

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EDITORIAL IoDSA

Boards are critical to organisational success Never underestimate how critical the composition of a board is to organisational success says Parmi Natesan, a chartered accountant CA(SA) and executive director at the Institute of Directors in Southern Africa. Natesan shares some of the competencies that directors need to perform their duties well.

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EDITORIAL IoDSA It has been a very good year for Parmi Natesan. She was recently selected as one of Destiny magazine’s ‘Power of 40 Awards 2017’ nominees. The award celebrates powerful, successful young achievers from the African continent who are under the age of 40 and provide innovative ideas that impact the lives of people in Africa. In 2017, Natesan also received the Rising Star Alumni Award from the Nelson Mandela University. Besides the affirmation of a job well done that an award brings, Natesan acknowledges that her family are her strongest supporters and this motivates her further. ‘My two children (aged 11 and nine) are so proud every time they see me in the newspaper or receiving an award. I think it’s great for children to see that hard work pays off. I hope it motivates them to be the best they can be. I am also grateful to my husband, Suren, for supporting me in my career. It’s not always easy. Sometimes you feel pulled in two directions, but with organisation, a good support structure and, fortunately, flexibility in my working hours, it is possible to have it all.’ Professionally, Natesan’s main focus is promoting corporate governance and upholding the credibility of directorship as a profession. While the Institute of Directors in Southern Africa (IoDSA) is well known for its role in the King Reports, possibly less apparent is the professional body’s effort to increase the number of competent directors, which it does through its Chartered Director and Certified Director designations. Natesan cautions: ‘Board composition probably has the greatest single impact on the future success of an organisation – it is worth getting right.’ To do this, the IoDSA has developed a Director Competency Framework that contains the functional, personal and social competencies necessary for directors. Encouragingly, transformation is happening at board level. Nearly a third (32.3%) of directorships in Johannesburg Stock Exchange (JSE) and AltX-listed businesses are now black. This is the finding of 2017 JSE Research conducted by the South African Institute of Chartered Accountants. ‘However, we still have some work to do on gender diversity stats at board level,’ she notes. Directors are required to provide an example of ethical and effective leadership. Leaders by their very nature carry the people that report to them along with them. And the ethos of an organisation is set by the people at the top. Natesan’s conversation is peppered with phrases such as ‘directors’ duties’. When it comes down to the nuts and bolts of what this means, she is happy to oblige with an explanation: ‘Directors have a fiduciary duty, or duty of trust to perform their functions in good faith, in the best interest of the company, with a duty of care, skills and diligence. In South Africa, directors’ duties are primarily contained in the common law. Some of these duties have been codified in the Companies Act and are also covered in the King Reports and Codes, of which the latest is King IV.’ Be mindful of decisions’ outcomes Natesan hastens to add that directors’ duties should not prevent them from taking the bold decisions that are often necessary to drive growth and success. ‘Business is ultimately about taking risk to gain reward. Equally, it

is accepted that directors may take decisions that turn out to be wrong or result in loss. In these instances, ‘directors have a defence, which is commonly known as the Business Judgement Rule, to be able to demonstrate that they took reasonable steps to become informed, and took a decision that they believed was in the best interests of the company at the time.’ The outcomes-based approach of King IV, which was released in November 2016, represents a significant improvement in corporate governance in South Africa. ‘If the principles of King IV are achieved, the benefits are an ethical culture, good performance, effective control and legitimacy,’ says Natesan. ‘This moves organisations away from a detailed tick-box compliance approach towards a more mindful application – promoting corporate governance as integral to running an organisation and delivering positive outcomes.’ Natesan applauds government’s undertaking to issue a board appointment framework for State Owned Enterprises as part of an inclusive growth action plan. She says: ‘Effective corporate governance improves organisational performance over the long term and contributes to reversing the perception of corruption in the country.’ At the end of another challenging week devoted to good corporate governance, Natesan sets aside space in her diary to relax with family and friends, zumba dance fitness classes, and creative pursuits. Her philosophy is definitely ‘glass half full’.

Tweets

@parminatesan, executive director, @The_IoDSA Centre for Corporate Governance says composition of boards influences organisations success #BoardComposition #Influences #OrganisationalSuccess CA(SA) and Power of 40 nominee, @ParmiNatesan says you can have it all, with planning and a good support structure #Powerof40 #LifeGoals

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PROFILE Quest Staffing Solutions

Customised workforce solutions Quest Staffing Solutions is South Africa’s leader in customised, scalable, workforce solutions within the recruitment and BPO (Business Process Outsource) sector. With over 40 years’ experience and as a Level 1 BBBEE contributor, Quest has 82.45% black ownership and 45% black female ownership, making it the leading gender empowerment ownership structure in the staffing industry. As part of Adcorp Holdings Limited, South Africa’s leading provider of staffing, human capital management and business process outsourcing services, Quest has access to financial resources, leading IT and information systems, and sound corporate governance. Quest has a proud history of firsts in the South African staffing industry – it was the first company to successfully implement learnership and work readiness programmes and, as a leader within the Business Process Outsourcing (BPO) sector, it was also first to set up a specialised contact centre staffing solution. The benefits clients receive when collaborating with us for their BPO solutions through bulk recruiting include: • Reduced administration related stresses. • Variable workforce (because of the nature of outsourcing) to choose from for both specific projects and specialised projects. • Increased capacity and capability to scale up and access specialised skills as needed. • On-demand access to professionals and experts to enhance competitiveness and speed of response to changing market demands. • Flexibility to maintain a core group of full-time employees, as well as contract and temporary workers. • Lowered costs and system-wide savings. • The opportunity to increase organisational capability through knowledge transfer. • Measurable results with SLA & KPI-driven metrics and outcomes. • Timely turnaround times. • Increased productivity. • Access to our in-depth knowledge of employment trends, law changes, and recruitment best practices. • Savings on advertising spend by leveraging on ours. In support of impact sourcing and job creation nationally, and positively impacting the lives of clients and candidates through their mission of ‘Enabling Business through Talent’, Quest hopes to refine the role of strategic HR through the provision of flexible, cost effective, workforce solutions. Quest is a Full Circle Staffing Solutions Company (FCS² ™) with the most comprehensive service offering in the industry that includes Temporary Employment Services (TES), Functional Outsourcing Solutions (FO) and Recruitment Process Outsourcing (RPO). n

Kay Vittee managing director: Support Services

Contact Quest Staffing Solutions www.quest.co.za

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PROFILE JB Marks Education Trust Fund

Education is power JB Marks Education Trust Fund themes 2018 the Year of Inspiration.

Jako Mokgosi, principal officer of JB Marks Education Trust Fund

JB Marks Education Trust Fund is a bursary scheme that owes its foundation to the National Union of Mineworkers (NUM), a mining, energy and construction union that established the bursary 1997. The goal of the bursary is to empower illiterate NUM members and their dependents with a formal higher learning education in the struggle to curb poverty and create a future for a population of African people who previously lacked the privileged circumstances and opportunities to build a better life for themselves. The Trust has nine employees and a Board of Trustees with six members; and, since January 2017, the Trust is 100% self-administered.

What we offer

Contact JB Marks Education Trust Fund T +27 (0)11 492 0601 (Ms Welsina Sekanka, marketing & communications officer)

Our success rates

E Welsina@

Since 1997, JB Marks has produced 1 121 graduates across South Africa, Lesotho, Swaziland, Botswana and Mozambique. This includes 228 Economics and Financial Science, 60 Health Sciences, 212 Engineering, 86 Sciences, 46 Law, and 387 Humanities graduates. Many of our graduates hold affluent positions in corporate businesses, and most have changed their living circumstances for their families because of their education. JB Marks graduates come from very humble beginnings and their stories are aweinspiring. They represent a South Africa that its citizens can truly be proud of. In 2017, The Trust celebrated its 20th anniversary – an amazing milestone at a time when the country is going through so many political trials and tribulations. The Trust also contributes positively to the community through the annual career exhibitions that it has been hosting since 2013 – providing career guidance to underprivileged schools in South Africa’s most rural areas. The latest Career Exhibition took place in Eastern Cape, Mthatha, over two days and involved 80 organisations from the private and public sector.

jbmarksedutrust.co.za W www.jbmarksedutrust.co.za

JB Marks Education Trust Fund bursary is offered to NUM members and their beneficiaries to fund the higher learning education at any accredited South African tertiary institution and selected private institutions in the country. The Trust funds two hundred new undergraduate beneficiaries and fifty postgraduate beneficiaries on an annual basis. JB Marks pays for the registration, tuition, accommodation, books, meal allowance and capacity building programmes with no obligation to reimburse the Trust upon completion of studies. The capacity building programmes offered to the beneficiaries are all designed to optimise their multi-faceted experiences during their schooling career. The Induction Workshop is specifically designed for entry level beneficiaries and prepares them for university. The Exit Workshop is a work readiness programme designed for outgoing beneficiaries in their third year. It involves interaction with corporations and includes budgeting, entrepreneurship, CV writing and interview tips. The Graduates Award Ceremony is a prestigious evening held in honour and celebration of those who have completed their studies and those who have achieved extraordinary results.

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PROFILE JB Marks Education Trust Fund

Above: Class of 2016 JB Marks Graduates at the 2017 Awards Ceremony (3) Left: NUM President Piet Matosa MIC CEO Mary Bomela and JB Marks Trustee Chairperson David Sipunzi at the JB Marks 20th Anniversary Gala Dinner (3)

What we need The Trust receives funding from the Mineworkers Investment Trust (MIT) with dividends received from the Mineworkers Investments Company (MIC). The challenge is that many applicants are unsuccessful because of funding and the Trust welcomes contributions that would assist with increasing the beneficiary intake. By making contributions to the Trust, donors can receive a Section 18A Certificate. The Trust is always looking for more contributions. Even if that contribution only funds one student, it is still one child more than the Trust had before â&#x20AC;&#x201C; and itâ&#x20AC;&#x2122;s this kind of change that helps build a nation. n

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PROFILE University of the Free State Business School

Invest in your career and be worth more Thanks to a tradition of excellence and progressive learning programmes, the University of the Free State is regarded as one of the top academic institutions in the country.

Prof Helena van Zyl, director, UFS Business School

The city of Bloemfontein, situated in the South African province of the Free State, is home to the University of the Free State (UFS). It was founded in 1904, and currently serves more than 35 000 residential and nonresidential students. The UFS Business School, located in the Faculty of Economic and Management Sciences, has firmly established itself as a leader in the provision of management and leadership programmes within South Africa, specifically central South Africa. The UFS Business School provides an exceptional opportunity to Be Worth More.

Message from the director The changing world of work and the challenging business environment has increased the need for skilled and properly educated business leaders. In addition, participants in the economic process and business environment should be relevant for the future. The world-wide skills shortages in several fields of expertise increases the pressure on the demand for managerial leaders. Higher education institutions, and more specifically business schools, have an important responsibility not only to deliver sufficient numbers of well-trained managerial leaders, but also to ensure they qualify with the required skills and competencies. Managerial leaders with vision, commitment, courage and flair, amongst others, are in demand to make significant contributions to the performance of business and industry. The UFS Business School offers a suite of qualifications that will equip candidates to be relevant and successful as business leaders and entrepreneurs. n

Contact University of the Free State Business School Ansie Barnard, Strategic Partnerships T 051Â 401 3204 C 082Â 900 1080 E barnardam@ufs.ac.za

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EDITORIAL Skills Development

Skills development: tips, plans and learning programmes B-BBEE codes put pressure on companies to implement learning programmes for employees and the unemployed to develop their skills.

The first step for an employer is to conduct a skills audit, as well as the type and level of skills required, and identify those that need to be developed. When performing a skills audit, it is advisable to: 1. Compile an external environmental analysis. These are factors that may not be part of the company strategy, but rather a legal requirement such as compliance with the Occupational Health and Safety Act or a vital advancement opportunity such as new technology or production methods. 2. Compile an internal environmental analysis to determine if employees require training as part of the companyâ&#x20AC;&#x2122;s immediate or long-term strategies and objectives. 3. Draw up a list of functional areas (or departments) and roles. Input from the employees is important to avoid missing any key roles or responsibilities. 4. Draw up a list of all the job functions in the organisation and the skills each job function needs to perform required tasks productively. These skills will include both technical and soft skills. 5. Compile a gap analysis for each employee. Using the job function and skills list, the employer can determine areas that an employee already has the required skills and where gaps in the skills levels exist. This will enable an employer to plan future training correctly.

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EDITORIAL Skills Development Once the above is completed, the next step is to draw up a workplace skills plan. This sets out the skills development strategy priorities and details of the planned training for the year. This document will be used throughout the year to monitor that planned training takes place and details reasons for deviation from the plan. Although the plan will only be submitted to the organisation’s relevant SETA during April each year, the period reported on in the workplace skills plan is for January to December of the previous year. When compiling the workplace skills plan, various areas need to be covered. These include: 1. The company’s skills development strategies for the following year. 2. The higher authority’s skills development strategic priorities for the following year. 3. Training programmes planned for the year, including information regarding: • NQF Levels • Credits awarded • Whether programmes are internal or external • Whether programmes are accredited • Planned trainee details • Planned budget for each programme 4. Details of the SDF appointed by the company. 5. List of potential training providers for each programme. 6. Details of available company training facilities. 7. Quality assurance indicators for the programmes and the plan. 8. Areas of skills shortage and strategies to retain employees. There are various learning programmes and the employer must know the definition of each to implement the correct learning programmes for the skills and levels required. The learning programmes take the form of learnerships, internships or apprenticeships. 1. A Learnership is a programme involving both classroom training and workplace experience, and results in a qualification that is registered on the NQF. The learner will need to be registered with the SETA and an accredited training provider must be sourced to provide the classroom training aspect. Learnerships are usually 12 months but may be longer depending on the qualification. An employer who implements this type of programme must ensure that learners can be accommodated in the qualification that they will be completing and will be required to assist learners in creating their portfolio of evidence and completing any assignments. 2. For an Internship, a learner needs to complete a workplace experience

module to achieve the qualification. This training is mostly completed without a separate training provider but is overseen by a qualified senior employee who reports on the tasks and areas of experience gained by the learners during their internship. 3. An Apprenticeship is where a qualified artisan provides workplace tuition and experience to a learner over a period of usually three years. During the apprenticeship the learner must also complete the relevant trade theory (N Levels) to be able to apply for and successfully complete the Trade Test at the end of the programme. Once learners pass the trade test they are certified as qualified artisans. Before embarking on this type of programme, an employer must ensure that there are qualified artisans in the employ of the company who can mentor the apprentices. The employer must also contact the relevant SETA that will need to approve the workplace. This ensures that the necessary resources and tools are available for the apprentice. To derive maximum benefit from your workplace skills plan, it’s ideal to consult all stakeholders to prepare a beneficial plan for the company and trainees with the primary goal being a skilled and more productive workforce. n

www.oriole.co.za

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PROFILE College of Business and Economics

University of Johannesburg, College of Business and Economics Leadership Team

Professor Daneel van Lill, executive dean, College of Business and Economics, University of Johannesburg

Launched in July 2017, the University of Johannesburg (UJ)’s College of Business and Economics (CBE) is set to elevate commerce professions in South Africa.

The CBE comprises six schools, which serve some 19 500 full-time and a further 6 600 part-time continuing education students, totalling about 40% of the University’s student enrolment. The CBE was formed by combining the innovative strengths of the historical Faculty of Economic and Financial Sciences, and Faculty of Management. UJ has established itself as an institution of global excellence and worldclass stature, while providing accessible higher education. The scale and accessibility of the UJ CBE highlights the University’s drive to become an international university with the vision of serving pan-African ideals. In keeping pace with global trends, the UJ CBE recognises the importance of equipping students with top business skills and qualifications. The executive dean, Prof Daneel van Lill, heads the CBE with two vice-deans, Prof Llewellyn Leonard, vice-dean: research, and Prof Sivan Chetty, vice-dean: teaching and learning. Core to the CBE is its newly-established Johannesburg Business School (JBS), with some 10 000 registered students and about 100 full-time staff members. The JBS is the largest business school in sub-Saharan Africa. It is headed by senior director, Prof Lyal White from the field of International Business, with vast experience in Africa and Latin America. Echoing the sentiments of UJ, the JBS seeks a real and sustained impact in management, governance and leadership through scale and excellence. The School comprises four renowned departments and four highly-rated working centres. The transformation of chartered accounting in South Africa is being driven from the CBE School of Accounting, headed by senior director, Prof Amanda Dempsey. UJ annually produces the biggest number (more than a fifth) of all successful African candidate chartered accountants in the country. Major national and international industry bodies, including SAICA, CIMA, ACCA, CISI, AAT and IEDC accredit the School’s programmes. The CBE School of Consumer Intelligence and Information Systems is a

Contact College of Business and Economics W www.uj.ac.za/cbe

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PROFILE College of Business and Economics pan-African epicentre of critical intellectual enquiry in consumer intelligence and information systems, headed by director, Prof Mercy Mpinganjira. Honoured with an award for Commitment to Digital Empowerment at the 2017 Bluemagnet Achievement Awards ceremony, it strives to be at the forefront of analysing, predicting and setting business and consumer trends. The CBE School of Economics is a leader in the fields of competition and regulation economics, industrial policy, local economic development and financial economics. The School hosts the SARChI chair in industrial policy, the UN-IDEP programme, CCRED (the Centre for Competition, Regulation and Development) and CENLED (the Centre for Local Economic Development). The School, headed by director, Prof Hardus van Zyl, is ranked fifth in South Africa by the RePec academic rating system for economics. The CBE School of Public Management, Governance and Public Policy collaborates with a wide range of stakeholders in African and South African developmental government processes. The School, headed by its director, Prof Christelle Auriacombe, has achieved national and international recognition as one of the most successful higher education and training institutions to build on best practices and to improve governance and management capacity. It offers customised Professional development programmes in the public, private and voluntary sectors. The CBE School of Tourism and Hospitality, is rated 34th globally among 100 ranked institutions for research in Tourism and Hospitality Management, in the Shanghai Rankingâ&#x20AC;&#x2122;s 2017 GRAS, the only South African and African university to be included. The School is headed by director, Dr Diane Abrahams. n

October 2017 Doctoral and Masterâ&#x20AC;&#x2122;s (Cum Laude) graduates and supervisors.

Official launch of the UJ College of Business and Economics.

From left to right: Prof Lyal White, Senior Director: Johannesburg Business School; Prof Shikha Vyas-Doorgapersad, School of Public Management, Governance and Public Policy; Prof Amanda Dempsey, Senior Director: School of Accounting; Prof Mercy Mpinganjira, Director: School of Consumer Intelligence and Information Systems; Prof Gerhardus van Zyl, Director: School of Economics; Prof Daneel van Lill, Executive Dean: College of Business and Economics; Dr Diane Abrahams, Director: School of Tourism and Hospitality.

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PROFILE René Carayol

René Carayol’s strengths-based revolution René Carayol, chief executive officer, Inspired Leaders Network

Contact René Carayol W www.carayol.com

renercarayol renecarayol @renecarayol https://www.youtube.com/ user/ReneCarayol renecarayol

Global keynote speaker, leadership guru, writer, broadcaster and author. René’s focuses on inspirational leadership and high performing cultures, bound together by his compelling ‘spike’ philosophy founded on his own board-level experience. René simply and magically provokes and inspires his audiences to be the best they can be. If you are looking for a clever academic who will deliver a wellcrafted speech on the theory, concept and abstract of thought leadership, then stop here. While being a much-acclaimed visiting professor at the distinguished Cass Business School in London, and lecturing on is MSc in Management, René is no academic. If what you’re after is the most important leadership clarion call to your top people, that will energise them to see the art of the possible and stir the leader inside of each of them, then you must be speaking about René Carayol. He is not just one of the world’s leading executive coaches, working with some of the Fortune 500s top CEOs and their executive teams, but he has also been chairman, CEO and MD of blue chip businesses. He speaks with the authority and confidence of the expert practitioner who has seen and experienced it all before. René specialises in delivering leadership and culture, which show precisely how contemporary-inspired leaders can electrify an audience through a powerful and authentic emotional connection. He draws much from his own distinctive experiences from his board positions at some of the biggest international organisations, from Marks and Spencer and Pepsi to IPC Media and the Inland Revenue. His latest book, SPIKE, leads the ‘Strengths based Revolution’. ‘My experience from working with some of the world’s best leaders of this generation, from Prime Minister David Cameron, Sir Richard Branson to Nelson Mandela and many others, informs me that none of them are flawless or allrounders. But they all tend to know their 2/3 ‘spikes’, and have taken the time and focus to fine tune them to near Olympian standards.’ René shares the magic and simplicity of the compelling ‘spike’ philosophy. In his world of ‘spike’ there are no losers anymore – everyone has something they are great at. With the new-world order struggling to deal with constant uncertainty, René provides a compelling approach to the future that is built on ‘managing a little less and leading a little more’. You will continue to see René on the BBC and Sky News as an expert commentator and you can see his portfolio of TV series for the BBC on his YouTube channel.

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PROFILE René Carayol

René has built his reputation on getting to know the culture of businesses better than their teams do themselves, and providing answers and solutions no matter how big or small the problems. His messages are practical, real life experiences delivered with electrifying effect. He shakes up and inspires his audiences by showing them not only what lies within their grasp, but how true collaboration makes everyone stronger.

Expertise and focus As the business world moves out of a sustained period of austerity, René specialises in helping many blue-chip businesses chart a path for growth and a culture of enterprise. He tailors every keynote to fit the challenges or opportunities faced by his clients – embracing regional differences and cultural nuances learned from his years of experience working across the globe.

Recent keynotes Manage a little less and lead a little more – In recent times, a good enough management team, a good enough strategy, and a good enough brand, was good enough. This is no longer the case. The blunt instrument of management alone just doesn’t cut it anymore. It is the time for leadership, and inspired leadership at that.

Culture is more powerful than strategy – René shares his extensive experience and exposure to some of the worlds’ leading corporate cultures, telling his inspiring stories with his deft sense of humour while challenging everyone in the auditorium to think again about culture. Collaboration is the new leadership – ‘Nothing is best done alone anymore’ – No one leader can make all the tough calls on their own anymore. In today’s unforgiving markets, every leader requires the support of a diverse and high-performing team. Building a collaborative and collegiate culture demands a new approach to leadership and a change in mindset. Gone digital – René shares his hands-on experience and the exposure of working with a diverse range of organisations that have either stalled on their digitisation strategy, or are reaping the huge benefits of having taken a Big Bang approach. We are stronger together (diversity and inclusion) – René tackles the unsaid, the difficult and the downright uncomfortable with optimism and a positive outlook based on his powerful and sometimes crushing experiences. René will challenge, lead and support the audience to authentically embrace difference and benefit from it. This is not about guilt or blame, but much more focused on the tangible benefits of an inclusive and diverse culture. If you think diversity is not for you, René will encourage you to think again. n

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EDITORIAL NIOH Musculoskeletal disorders

Musculoskeletal disorders and work By Dr Busisiwe Nyantumbu-Mkhize DOH, MSc (Med), PhD, senior medical scientist in ergonomics, and Dr Spo Kgalamono DOH, FCPHM (Occ Med), MMed, occupational medicine specialist at the National Institute for Occupational Health

Musculoskeletal disorders (MSDs) are painful and disabling conditions. They encompass an array of inflammatory and degenerative conditions affecting muscles, tendons, joints, nerves and blood vessels, and are reported in many occupational groups across different industries worldwide. They are a major cause of morbidity and disability in working populations and result in substantial economic and social impact.

The body parts that are usually affected are the neck, upper limbs and lower back. Examples of these disorders are rotator cuff syndrome (a condition that affects the shoulders) and lower back pain. The pain is often the main reason for these workers taking time off from work and consulting healthcare providers. This increases sick leave, which can adversely affect productivity at work. In addition, healthcare utilisation can increase usage of healthcare resources that have cost implications. And, adding to this burden, a proportion of MSD cases progress to disability and work incapacity. For instance, they may find it difficult to do certain tasks at home and at work. Consequently, these workers may become candidates for early retirement, further eroding public resources and becoming dependent on the state for health care.

What causes MSDs? MSDs have multiple causation. This means that they may be caused by factors at work and outside work. For this reason, the World Health Organization has classified MSDs as work-related rather than occupational conditions. In workrelated conditions, the work environment and the performance of work is said to contribute significantly to their development, while occupational conditions are entirely caused by work. Research studies from many countries have established a link between the development of MSDs and work. Physical and psychosocial aspects of work, referred to as ergonomic risk factors, have been identified as the main contributing factors to the development of MSDs.

Why ergonomics is important Risk factors arise from poorly designed workplaces in which ergonomics had not been considered. Ergonomics aims to match the physical and psychological capabilities of workers with job demands. A mismatch in this relationship may lead to the development of MSDs. For instance, workers may be at high risk of developing these disorders if their tasks are designed in such a way that they handle heavy loads; the layout of their workstations force them to assume awkward body postures when working; the tools they use emit vibration; and the demands of their jobs are higher in relation to the control they have in carrying out those jobs. In these scenarios, the risk may be compounded by the length of time they are exposed to each of these factors.

Occupational health legislation

Blanching of the right index and middle fingers in a worker suffering from Hand Arm Vibration Syndrome (HAVS) Photo credit: LINKEDIN SLIDESHARE www.slideshare.net/ tanwarlalit/vibration-35072284

In keeping with the objectives of occupational health, South Africa has occupational health legislation â&#x20AC;&#x201C; the Occupational Health and Safety Act of 1993 that governs the non-mining sector. This Act makes provision for a work environment that is without risks to the health of workers. Workers are empowered to recognise risks in their jobs and become conversant with these risks. Following occupational health principles and practice, of which ergonomics is an integral part, the Act provides for occupational health surveillance that includes the work environment and workersâ&#x20AC;&#x2122; health. Work environment surveillance entails the identification, assessment, prevention, monitoring and evaluation of risks while health surveillance aims to apply preventive strategies after the workers have developed the condition but are at an early stage when the condition is still reversible.

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EDITORIAL NIOH Musculoskeletal disorders The Occupational Medicine Section of the National Institute for Occupational Health has an Occupational Medicine (OM) Clinic where workers suspected of having work-related conditions such as MSDs, including Hand-arm Vibration Syndrome (a condition caused by exposure to vibration emitted by handheld vibrating tools) are referred for clinical evaluation and work-relatedness of MSDs. Work-relatedness is determined by conducting an ergonomic risk assessment to identify risk factors to which the worker is exposed. For OM Clinic bookings, contact Sr Buffel on +27 (0)11 712 6420 or goitsimang.buffel@nioh.nhls.ac.za, and Mr Senamolela on +27 (0)11 712 6462 or jacob.senamolela@nioh.nhls.ac.za. n

References Barondess, J. A., Cullen, M., De Lateur, B., Deyo, R., Donaldson, K. & Drury, C. 2001. Musculoskeletal disorders and the workplace: Low back and upper extremities. Washington, DC: National Academy of Sciences, 1-512. Bernard, B. P. 1997. Musculoskeletal disorders and workplace factors: a critical review of epidemiologic evidence for work-related musculoskeletal disorders of the neck, upper extremity, and low back. NIOSH. Buckle, P. W. & Devereux, J. 2002. The nature of work-related neck and upper limb musculoskeletal disorders. Applied Ergonomics, 33, 207-217. World Health Organization 1985. Identification and control of work-related diseases. Geneva, Switzerland: WHO. WHO Technical Report Series 714. Department of Labour, South Africa. 2005. Occupational Health and Safety Act and Regulations. Revised fourth edition, LexisNexis, Butterworth. Punnett, L. & Wegman, D. H. 2004. Work-related musculoskeletal disorders: the epidemiologic evidence and the debate. Journal of Electromyography and Kinesiology, 14, 13-23.

Worker suspected of having HAVS being tested for blood vessel damage at the Occupational Medicine Section, Ergonomics Laboratory, NIOH

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PROFILE NIOH

Promoting sustainable prevention in occupational health and safety

Dr Sophia Kisting, NIOHâ&#x20AC;&#x2122;s executive director

By Dr Sophia Kisting (NIOH executive director), Prof Jim Phillips, Prof David Rees, and Ms Shanaz Hampson

To control hazards you must be able to identify and measure them. The National Institute for Occupational Health provides laboratory-based, discipline-specific specialised services to industrial clients and government and offer occupational and environmental health and safety for the public, private and informal sectors. Gold was discovered on the Witwatersrand in 1885 and just a year later the city of Johannesburg was founded. Even in those early days, the pioneering miners of the reef suffered from chest disease because of the dusty conditions in which they worked. South Africa became the centre for research into mining-related diseases and this was acknowledged in 1930 when Johannesburg hosted the first International Silicosis Conference. Following this work, the Pneumoconiosis Research Unit (PRU) came into being in 1956. Over the years the role of this unit has expanded not just to investigate disease in the mining industry but to look at all aspects of occupational health across all industrial sectors. Following its 60th anniversary in 2016, the institute is now named the National Institute for Occupational Health (NIOH), and is a division of the National Health Laboratory Service (NHLS).

Contact National Institute for Occupational Health â&#x20AC;&#x201C; NIOH T +27 (0)11 712 6400 E info@nioh.nhls.ac.za W www.nioh.ac.za

Asbestos fiber counting in the Occupational Hygiene Laboratory.

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PROFILE NIOH The NIOH is a public health institute that focuses on providing occupational and environmental health services across the public and private sectors, and the informal economy. This is primarily to improve and promote workers’ health and safety but very importantly to be a consistent catalyst for a mind-set change towards greater prevention in Occupational and Environmental Health and Safety. The institute achieves this through its mandate of knowledge generation and innovation, teaching and training activities, and service delivery.

Knowledge generation and innovation As a World Health Organization Collaborating Centre for Occupational Health, a centre of excellence and a referral institute, the NIOH engages in activities that generate and improve local, regional and international knowledge through research in the fields of occupational and environmental health. This is in line with national priorities and those of the African region. The Institute collaborates with local and international institutions of higher learning to redress the legacy of occupational and environmental health issues throughout Africa. New knowledge through research is fundamental to a better world of work and the reason why global national institutes for occupational health have research as a core function. This research is often interdisciplinary because of the complexity of modern workplaces. The NIOH has a proud research record of over 50 years. During this time, it has expanded its research mandate to not only focus on mineral particles and the health of miners but also to include diverse topics and research programmes such as nanotechnology and health; asbestos in brake dust, schools and in homes; tuberculosis prevention in healthcare workers; noise-induced hearing loss and

Occupational hygienists at NIOH conducting respirator fit testing on employees.

hearing conservation; water quality in hospitals; health effects in populations living around gold mine tailings; kidney dysfunction in workers doing strenuous work, the toxicity of nano materials and pesticides; and adverse health effects to name a few. To fulfil its role as a centre of excellence, the Institute continues to conduct research and write publications on both traditional and emerging issues challenging occupational health for the benefit of workers and stakeholders. The research done by the NIOH is important. But as important is the production of the next generation of skilled professionals. All over South Africa, and in many other parts of the world are occupational health and hygiene professionals and researchers who acquired their skills at the NIOH.

Service delivery To control hazards you must be able to identify and measure them. The NIOH provides laboratory-based, discipline specific specialised services (including advisory and information services) to clients in many industrial sectors, government agencies and trade unions. The Institute’s laboratory services include asbestos identification and counting; diagnostic lung pathology; analytical chemistry (e.g. for biological monitoring specimens); the identification of components of dusts (respirable crystalline silica in particular); microbial air sampling; allergy diagnostics; nanoparticles and invitro risk assessments. Among the discipline-specific services are occupational medicine, occupational hygiene, occupational toxicology, immunology and microbiology, and occupational epidemiology. Information services are also a core service of many national institutes of health around the world and the NIOH is no exception. Its unique library and information services provide occupational health professionals, occupational hygienists, industry, labour and academics with information that cannot be resourced elsewhere on the continent.

Leading by example The World Health Organization (WHO) defines health as ‘a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity’. In keeping with this broad definition, occupational health aims to maintain the highest level of physical, mental and social well-being of workers in all occupations. This is primarily done by ensuring that workplaces are healthy. This, in turn, means that workplace hazards (which pose significant risks) are promptly and accurately identified and controlled to protect the health of workers. However, the sole purpose of occupational health is not only to ensure that people who come into the workplace do not acquire illness, but also to safeguard the well-being of workers so that they maintain optimal

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PROFILE NIOH health, and even to assist employees with non-occupational related illnesses to achieve higher levels of health and wellness. This could be in the form of programmes, policies and/or services that ensure the creation of a â&#x20AC;&#x2DC;healthy workplaceâ&#x20AC;&#x2122;. The NIOH is also passionate about ensuring that the environmental contaminants emanating from workplaces are also monitored, measured and controlled to ensure minimum impact on the communities living in the surrounding areas. The Sustainable Development Goals (SDGs) adopted by the United Nations in September 2015 include decent work, good health and wellbeing, gender equity, youth employment, sustainable economies, and sustainable environments among their goals. Its objective was to produce a set of universally-applicable goals that balance different dimensions of sustainable development mainly the environmental, the social, and the economic. The SDGs are intended to promote human rights, greater equity, peaceful and inclusive societies, create decent and sustainable jobs, and address the enormous environmental challenges, including climate change. Environmental pollution secondary to industrial activity contributes enormously to the burden of non-communicable diseases in many countries including our own. The NIOH strongly believes that this should constitute an important part of deliberations on effective and efficient interventions at workplaces.

Looking ahead The NIOH plans to contribute more to addressing the decent work deficit in our country and to supporting efforts related to inequality at work. Furthermore, the NIOH needs to support all efforts to nurture a culture of sustainable prevention of occupational injuries and diseases as well as non-communicable diseases that may be exacerbated by conditions of work. Important areas that require

more attention relate to gender concerns at work, workers who may be considered particularly vulnerable, including migrant workers, subcontracted workers and workers with disabilities. The Institute plans to take a lead in the management of workplace stress as it has identified and recognised that this area requires more study and service development. As a result, the NIOH has established a Mental Health Unit in its Occupational Medicine and Epidemiology Division. This unit has begun research into occupational stress in South Africa, and plans to support both employees and employers in their efforts to reduce this increasingly common, and serious, occupational health problem. This involves developing programmes and approaches to identify and mitigate risk factors at organisational and individual levels to create workplaces that are healthy, safe and ultimately sustainable. n

NIOH Immunology staff educating waste pickers about OEHS and the correct PPE to use.

Lung Dissection to detect disease at NIOH Pathology Laboratory.

Interdisciplinary team from NIOH doing field work.

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PROFILE Bonitas Medical Fund

The future of healthcare in South Africa Access to good healthcare remains a concern for most South Africans and choosing a medical aid to suit your financial status and healthcare needs can be confusing.

Gerhard Van Emmenis, principal officer, Bonitas Medical Fund

With a rich heritage spanning more than 35 years, Bonitas Medical Fund is a stalwart in the healthcare industry. With over 750 000 beneficiaries, we have the size and financial stability to strengthen our position as one of the leading medical aids in South Africa. This is supported by a drive to make healthcare more affordable and accessible, as well as a reputation for service excellence.

Tailored plans We know that there is no ‘one size fits all’ with medical aid options. Bonitas offers an array of plans to suit the needs of South Africans from all walks of life. This includes traditional medical aid plans, savings plans, hospital plans and income-based options. Each plan is designed with simplicity in mind, allowing members to make the most of their benefits and derive maximum value for money. Each of the 12 Bonitas options includes wellness benefits to actively manage members’ health and help prevent chronic conditions. These include blood pressure, glucose, cholesterol and BMI tests, and free annual flu injections among others.

Why choose Bonitas? Independent administration Bonitas is independently administered by Medscheme, the largest medical scheme administrator in the country. Although Medscheme is a strategic service provider, the Scheme retains its independence by ensuring that crucial elements – such as tariff negotiations, procurement, banking and investments – remain within its control. This has led to a strong focus on customer-centricity with: • 96% overall customer service quality • 91% of claims paid within five days • 93% of calls answered within 20 seconds

Contact Bonitas Medical Fund T +27 (0)86 000 2108 W www.bonitas.co.za

Amalgamation success New members are critical to the sustainability of any medical scheme and during the past 18 months Bonitas amalgamated with Liberty Medical Scheme (LMS) with an excellent migration rate (above 90%). The transaction was the largest of its kind in the healthcare industry. This is because Bonitas is viewed as one of the most stable and financially sustainable medical schemes in the industry.

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PROFILE Bonitas Medical Fund Reserves increase ‘Bonitas reserves have increased from both the consolidation with LMS and business results,’ says Gerhard Van Emmenis, Principal Officer of Bonitas. ‘Currently at R3.1 billion this places us in a stronger, more robust financial position where we are confident of our ability to meet member claims.’ According to Van Emmenis, money recouped in the last financial year through innovative cost-saving initiatives has allowed Bonitas to emerge in a stronger financial position. The result has been a significant reduction in the overall net deficit experienced by the Fund – reducing it from R205.5 million in 2015 to R16.9 million in 2016. A surplus is predicted for the 2017 financial year.

Quick facts: • It is the 2nd largest open medical scheme in South Africa with a membership of 348 088 principal members and 753 514 beneficiaries. • It has a national footprint with a diversified membership that reflects the SA population. • Has a network of over 6 000 general practitioners and around 3 000 specialists. • Has a solid financial position with R3.1bn invested. • As a non-profit organisation, dividends from investments are channelled into containing annual policy fee increases or increasing member benefits. • 32 034 claims processed daily. • 91% of claims paid within five days.

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Cost-containment initiatives The healthcare industry is complex, and is plagued by a number of challenges including escalating costs. ‘We continue to explore and implement solutions to help curtail costs and strive to help members derive real value for money and stretch their benefits as far as possible. The past financial year saw the board and management team improve the operational, financial and strategic position of the fund to ensure sustainability,’ Van Emmenis points out. To ensure sustainability, Bonitas continues to look for ways to limit healthcare costs and ensure quality of care. Over the past few years we have introduced several innovative solutions that include: Managed care programmes With the increase in prevalence of lifestyle diseases and the increasing cost of treatment, there has been a trend towards prevention and managed care protocols. This aims to assist members in managing severe chronic conditions proactively. Bonitas also offers eight specialist areas including back and neck rehabilitation, dental wellness, disease management, diabetes, hip and knee replacement, HIV/AIDS and oncology. These are vital tools in helping members to achieve the best possible outcomes through access to quality care and ongoing wellness support. From a fiscal point of view, these initiatives also help members derive maximum value for money from their benefits. Fraud, waste and abuse Fighting fraud, waste and abuse is also one of Bonitas top priorities. This is a key challenge facing the healthcare industry and a series of measures are in place to ensure that it is fraud resilient. ‘We already employ an arsenal of sophisticated measures to deal with the challenge, and significant progress has been made to enhance our prevention and detection capabilities. Phase 1 identified R79 million worth of fraud, waste and abuse, recovering approximately R20 million from healthcare professionals and securing a number of convictions.’ Strategic purchasing One of the core tactical pillars is strategic purchasing, which mandates the fund to use its market power to negotiate prices to favour its members. This includes negotiating multiple contracts with healthcare service providers to lower inflation increases and ease costs within the healthcare supply chain. ‘Our robust negotiating strategy with healthcare providers to get the best possible rates and service of the highest standard resulted in a saving of more than R100 million in 2017. Plus, a saving of around R500 million over the next three years, in present value terms, is projected,’ explains Van Emmenis. Optimised servicing and online systems A new website features information on benefits and plans to help current members understand more about what their plan offers while potential members can select and choose a plan to meet their specific needs. A facility allows you to compare up to three plans on a like-for-like basis. In addition, we’ve focussed on optimising and improving service levels across all areas of the business to ensure that our members get the support they need.

“

Our members know that when things get tough, we’re there to handle the little details so that they can receive the best of care and focus on getting better.”

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PROFILE Bonitas Medical Fund Bonitas CSI and sponsorships

The way forward

We have a number of sponsorship initiatives that benefit not just our community of members but the community at large.

Increasing healthcare inflation coupled with economic pressures has presented a challenge to the industry, requiring innovative costcontainment solutions and it is here that Bonitas continues to excel. With a GP network boasting over 6 000 doctors – the largest in South Africa – a Specialist Network featuring quality healthcare practitioners across various disciplines, a host of supplementary benefits paid from risk, and the managed care programmes to cover chronic conditions including cancer, diabetes and HIV/AIDS, members are able to derive real value and stretch benefits as far as possible.

Bonitas House Call In the past, doctors used to visit patients at their homes when they were sick – these visits were called house calls. Although this rarely happens these days, we bring leading health experts, specialised in a variety of topics, into your home through the Bonitas House Call television show. This A-team of practitioners offers medical advice, tips and easy-to-understand information on medical issues affecting South Africans. Comrades Marathon In line with promoting health and wellness, we have been a major sponsor of the Comrades Marathon for the past decade. As a proudly South African company that promotes accessible quality healthcare, this ultra-marathon is an ideal fit for us to talk about making good wellness choices every day and celebrate ordinary people doing extraordinary things.

Just In Case Every year, over 8 000 children die in South Africa from accidents that could have been prevented. To help put safety first we launched Just In Case, an initiative designed to take safety to 43 000 learners at 67 schools across the country.

Awards The Fund has won numerous awards for service excellence, and a hat trick in 2017 with Bonitas being presented with the Ask Afrika Orange Index, the Kasi Star Brand Award, and the Icon Brands Survey award (which we also won in 2016).

Van Emmenis notes: ‘We appreciate the need to differentiate ourselves, not just through our product offerings but on delivering an efficient service and outcome for our members. We’re pleased our members are positive about both the product and service they receive from us. This can directly be attributed to claims being dealt with quickly and efficiently, as well as clear, simple, easy to understand communication. n *All figures as per the 2016 Annual Report

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PROFILE Rentokil Initial

Delivering added value services Rentokil Initial has been operating in South Africa for 50 years as a Proprietary Limited Company. With close to 800 employees, Rentokil Initial South Africa has representation in the country’s major business centres, and services include Rentokil Pest Control and Fumigations Services, Initial Hygiene Services and Ambius Interior Plants. Rentokil Initial plc (public limited company) has more than 27 000 employees providing a range of support services in over 60 countries, and offers the strengths and experience of a multi-national organisation while retaining the agility and characteristics of a local company. The business is focused on delivering great service to its wide range of customers. Services include pest control, interior landscaping, washroom solutions and textiles. The company’s primary listing is on the London Stock Exchange. Rentokil Initial’s continued success and excellent reputation is based on providing superior standards of customer care utilising the most technically advanced services and products. Research and development scientists and technologists ensure that the company remains at the forefront of technical developments in all areas of its operation. This allows customers to reap the benefits of services that undergo constant improvement.

Rentokil Initial South Africa Rentokil Initial is a proudly South African company, and takes its responsibility to all its stakeholders seriously. Its rich history of transformation, both internally and externally, goes back many years. At Rentokil Initial South Africa, we not only believe that empowerment is critical to the success of our business, but believe that it is a prerequisite for sustainable growth. To this end, Rentokil Initial South Africa launched an Employee Share Ownership Plan in 2014. The company’s three major business divisions are:

Nkosinathi Solomon, managing director

Contact Rentokil Initial T +27 (0)21 670 4700 +27 (0)800 77 7788 W www.rentokil-initial.co.za www.rentokil.co.za www.initial.co.za www.ambius.co.za 2 Stigant Road, Claremont Cape Town

Rentokil: Pest Control and Fumigation Services Rentokil is the world’s leading pest control company. Continued research and development ensures that our residential and commercial customers are provided with the very best products and techniques to ensure pest-free premises. Strong emphasis is placed on the use of environmentally-friendly pesticides, and Rentokil is an active member of the South African Pest Control Association (SAPCA). Rentokil’s services for the commercial market include rodent control, flying, crawling and biting insect control, pest birds, stored product insects and fumigation.

ww.facebook.com/ w InitialHygieneSA/ @Initial_Africa, @Rentokil, @RentokilInitial, @Ambius a.linkedin.com/company/ z rentokil-initial

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PROFILE Rentokil Initial Initial: Hygiene Services

Ambius: Interior Plants

Initial is the leading specialist in providing hygiene services for workplaces and washroom areas in shops, offices, factories, hotels and leisure facilities. Services include sanitary dressing disposal, air fresheners, hand sanitisers and ablution hygiene treatments. Both our Signature and Reflection range of washroom products are exclusive to Initial – Signature having won the prestigious Red Dot award for product design excellence in 2014. Initial also offers workplace hygiene solutions such as floor mat rentals, IT hygiene services, biological dosing for grease traps and CaterClean, an industrial kitchen deep-cleaning service, all designed to minimise the risk of cross infection in the workplace.

Ambius is the worldwide leader in the design, supply, installation and maintenance of acclimatised indoor and outdoor plant displays. With our qualified horticulturists and designers, we construct and maintain attractive plant displays in offices, hotels, shopping centres and other commercial enterprises, to enhance the indoor environment. Ambius not only specialises in acclimatised interior plants and pots, but also offers additional services such as plant and pot hiring for events, exterior landscaping, festive decorating, corporate rental art, living green walls and replica plants and flowers.

About our clients Rentokil Initial is proud to work in partnership with some of the biggest names in South African business, across a wide variety of sectors.

Mission Statement Rentokil Initial aims to deliver added value services to our customers in pest control, washrooms, textiles, facilities and plants, through our network of over 1 000 branches worldwide.

Vision ‘To be the best at what we do by doing what’s right for our colleagues and our customers.’

Values Our Company values underpin everything we do: • Service: We are passionate about delivering excellent service to every customer • Relationships: We value productive, long-lasting relationships with our colleagues and customers • Teamwork: We work together to deliver great results

Customer Promise Rentokil Initial makes the following promise to every one of our clients. We promise to: • Prevent problems • Respond rapidly • Make honest recommendations • Deliver a reliable service • Be open, honest and accurate in our communications • Provide information and insight • Minimise our environmental impact

Our directors Rentokil Initial South Africa has three country directors – Nkosinathi Solomon, managing director; Mark Gillespie (UK), divisional finance director; and Nombeko Langeni, human resources director. The rest of the EXCO team includes, Annie Campbell (finance director), Tashwill Carelse (IT director), Gregory Smith (sales director), and Clint Jackson (operations director).

Black Economic Empowerment Rentokil Initial is committed to open and transparent management and measurement of its Black Economic Empowerment and transformation process. Rentokil Initial is currently rated a Level 4 BEE Company by Empowerdex. The Company has an Employee Share Option Plan (ESOP) in place since

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PROFILE Rentokil Initial Enterprise and supplier development The company is currently in a process of implementing its Enterprise and Supplier Development program where suitable small enterprises from the emerging sector are empowered and upskilled to enable them to grow their businesses. The primary objective of this initiative is to provide direction and the transfer of skills to those that have not had the opportunity in the past, and to assist in the development of the second economy.

Preferential procurement

2014 in which all eligible employees collectively own 25% of RISA through an Employee Benefit Trust, and are paid an annual dividend in the first quarter of each year.

Management and control Rentokil Initial continues to recruit and develop people from historically disadvantaged backgrounds. It is the objective of the company to achieve 85% representation of all designated groups and 50% female representation at all managerial levels and on the board.

Employment equity Rentokil Initial recognises that there are disparities in the workplace resulting from past discriminatory practices and legislation and that this has implications on the economy. Rentokil Initial has undertaken to redress inequalities relating to race, gender and disability through an active process of identifying barriers to equality and engaging in activities that address these through targeted promotion and selection and structured development programmes. Targets have been set at 70% black representation, 50% women representation and at least 1% disabled representation. The progress is periodically evaluated by the Transformation Forum consisting of employees of all races, genders and occupational categories, EXCO and the board. Our current EE Plan and annual EE reports are available on request.

Skills development Skills development is the foundation of transformation in South Africa, and Rentokil Initial has a role to play as a responsible corporate citizen. Therefore, Rentokil Initial is committed to active participation in the National Skills Development initiative and in the creation of opportunities for development and growth for both its employees and the disadvantaged communities in areas where the company operates. RISA also offers the following learning programmes: Adult Basic Education (ABET), learnerships and internship programmes, and financial support for all staff via part time tertiary studies.

Active steps have been taken to identify the status of all vendors to Rentokil Initial. We currently source 50% of our total procurement spend from Black Empowered suppliers. Black Empowered suppliers are given preference when procurement decisions are made.

Socio economic investment Rentokil Initial recognises its responsibility to the community in which it operates and, for many years, has been actively involved in a variety of initiatives. Our philosophy of â&#x20AC;&#x2DC;a hand up, not a hand outâ&#x20AC;&#x2122; has not only ensured that the companyâ&#x20AC;&#x2122;s management and staff become actively involved in these projects, but has resulted in recipients becoming more self-reliant and focused.

Environment Rentokil Initial is a world leader and innovator through its international development of green friendly processes for enhancing and protecting the environment in the workplace and surrounding areas. Rentokil Initial not only uses products and services that conform to this philosophy, but also is actively involved in campaigns and initiatives focused on preserving and protecting the environment. n

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PROFILE Land Bank

Ensuring South Africa’s food security TP Nchocho, Land Bank’s chief executive officer

Land Bank is a specialist agricultural bank for those involved in ensuring South Africa’s food security.

Contact

Established in 1912, the Land and Agricultural Development Bank of South Africa (Land Bank) is South Africa’s only specialist agricultural bank that has the sole objective to serve South African commercial and emerging farmers and bring specially-designed financial services within their reach. These services enable farmers to finance land, equipment, improve assets and obtain production credit. The Land Bank provides financial services that have moved with the times, and it continues to provide services to agri-business by constantly reviewing its offerings to ensure that they match industry needs. As change has swept across the South African sector, the socio-economic makeup of agriculture has altered, bringing new entrants from historically disadvantaged backgrounds on to the land. For these new farmers, facing the challenges of establishing sustainable agri-businesses across the agricultural value chain, Land Bank has been a commercial lifeline offering appropriately-designed financial products that facilitate personal and commercial viability in a sector that is vital to the sustainability of South Africa and its people. Although established by government mandate, Land Bank receives no financial subsidies from government. Instead, it relies on the expertise of skilled staff who compete on equal terms with commercial banks to obtain the funds needed from the money market at competitive wholesale interest rates. These funds are then lent to its agricultural clients at marketrelated rates. However, as Land Bank enjoys ‘tax-free’ status, and pays no dividends to government, all funds raised are used for development. Our broad mandate, as expressed in the Land Bank Act, covers 11 objectives: • Equitable ownership of agricultural land, particularly the increase of ownership of agricultural land by historically disadvantaged persons. • Agrarian reform, land redistribution or development programmes aimed at historically disadvantaged persons. • Land access for agricultural purposes. • Agricultural entrepreneurship. • Removal of the legacy of racial and gender discrimination in agriculture. • Enhancing productivity, profitability, investment and innovation. • Growth of the agricultural sector and better use of land.

Land Bank T +27 (0)800 005 259 E info@landbank.co.za W www.landbank.co.za

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PROFILE Land Bank • Environmental sustainability of land and related natural resources. • Rural development and job creation. • Commercial agriculture. • Food security. Farmers in primary agriculture have certain specific needs, including acquisition of land, capital improvements to land, establishment of perennial crops, purchase of livestock and equipment, as well as production credit on a seasonal basis. Although the names of the Land Bank products have changed over the past century, the Bank has always provided financing to farmers for these purposes. Additionally, the Bank provides funding on a wholesale basis to agribusinesses, as well as working capital and term loans. Initially the Bank focused mainly on primary agriculture, but over time has become more involved in the agricultural value chain. Today, it supports the sector at both primary and secondary levels.

Unique services for unique clients Land Bank recognises the important role that farmers play in communities, and their valuable contributions to the growth of the South African economy. We understand the daily challenges they face, which is why we provide the financial solutions needed to ensure the success and growth of these businesses. As a development finance institution, we proactively tailor products and services geared towards ensuring inclusivity and growth in the agricultural sector. Recognising that farmers operate under a unique set of economic requirements; Land Bank offers its clients highly-competitive products and services to cater for their specific needs. What our clients can expect: • Loan terms that are longer than those offered by competitors. • Low monthly administration costs, customised deal structure, pricing and insurance. • Customised product offerings. • Flexible security options. • The backing and support of skilled and experienced staff. • Instalments that are matched to primary income streams (monthly, quarterly, half yearly or yearly). In addition to these unique facilities, Land Bank is committed to supporting sector growth, supply chain development, production expansion and intensification, as well as agricultural innovation. Land Bank’s principal offerings include:

Mortgage finance To take care of capital expenditure financing needs, Land Bank offers its clients a mortgage finance loan with a maximum term of up to 25 years. This facility caters for various needs including: 1. Purchase of land or property. Repayment of debt incurred for the purchase of property. 2. 3. Purchase and installation of machinery and equipment. 4. Fixed asset improvements. 5. Other agriculture related capital expenditure. Security for these loans can be in the form of a bond over fixed property or through alternative security arranged in agreement with the bank. In addition, Land Bank offers specific support for individuals or legal entities who are historically disadvantaged South African citizens, first time buyers of agricultural land, and those who own land but need a loan to purchase additional land to make farming a viable enterprise.

Medium-term loans At Land Bank we have a blend of medium-term finance loans that offer clients customised lending solutions. Whether it is a general-purpose loan to make structural improvements, a loan to purchase livestock, or even a loan for the establishment of perennial crops, we have the right solution. Loan periods range between five and 15 years, with instalments being monthly, quarterly, half-yearly or annually.

Short-term seasonal loans Short-term seasonal loans are tailored to meet important financing needs faced by our clients during the vital agricultural production cycles. These include the provision of advances of crop intake, production requirements, production credit, and other related services such as manufacturing, packing, processing, storage, transport, and marketing of agricultural products. These loans are available for terms of up to five years.

Land Bank Insurance Company Land Bank Insurance Company (LBIC) offers insurance to farmers and the overall agricultural sector. Our years of short-term insurance experience means we understand the needs of this market and offer products tailored to suit our clients’ needs. LBIC’s short-term insurance offerings include assets and crop cover.

Agricultural asset insurance Covers everything that has to do with your farming requirements, such as vehicles, fencing, irrigation systems, machinery, livestock, and computers. Assets are insured against fire, flooding, theft and natural disaster, amongst other risks. We insure it all, ensuring that owning assets is safer.

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PROFILE Land Bank Crop insurance Gives you financial security and protection on your investment. The product covers you in case of crop failure due to excessive rain, hail, frost, wind, and physical damage to the whole or part of your insured that could result in a loss of income.

Land Bank Life Insurance Company With over 60 years’ experience in life insurance, Land Bank Life Insurance Company (LBLIC) has tailor-made offerings for farmers. We secure the wellbeing of farming families and offer financial peace of mind. We truly understand farmers’ life insurance needs and make it our objective to meet them. Our policies provide peace of mind to know that your family will not struggle without you and your legacy will live on. Land Bank Life Insurance Company offers Term Insurance Policy. What do clients need to do to apply? For a full list of requirements, visit your nearest Land Bank branch to provide detailed requirements based on your needs.

Land Bank provincial and satellite offices Land Bank has nine provincial offices with satellite offices strategically placed across the country to serve the agricultural community. Our staff understand agriculture and can examine specific needs and develop customised solutions to meet customers’ requirements. Once a loan is approved, Land Bank representatives monitor the project and evaluate the business against the stated business objectives. Where required, they also assist with additional advice and support. For more information, contact your nearest provincial or satellite office. n

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PROFILE HORTGRO

Anton Rabe Hortgro, executive director

Passionate about fruit, passionate about people Hortgro is the home of the South African deciduous fruit grower. As a knowledge group, Hortgro currently services 1 218 pome and stone fruit producers by keeping them informed about markets and trade, research and technology, plant development and evaluation, cultivar development, market access and phytosanitary issues, communications, marketing campaigns, transformation, and the development of rural areas. But where did it begin? In 1652, the VOC established an outpost at the Cape of Good Hope to resupply its ships with fresh meat, vegetables, fruit and water on their journeys to East Asia. Fresh fruit was particularly important to remedy the effects of scurvy that affected many sailors on the long sea voyages between the Netherlands and the Far East.

CONTACT Hortgro T +27 (0)21 870 2900 F +27 (0)21 870 2915 E info@hortgro.co.za W www.hortgro.co.za 258 Main Street, PO Box 163, Paarl, 7620

Hortgroâ&#x20AC;&#x2122;s board of directors, from left at the back: AndrĂŠ Smit, Nicholas Dicey (Chairperson), Anton Rabe (Executive Director) and Dr Mono Mashaba. In front, Pitso Sekhoto and Bongiwe Njobe.

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PROFILE HORTGRO The first two ripe Dutch apples were picked on April 17, 1662 in the Company’s nursery garden. In 1892, Percy Molteno exported the famous first 14 trays of dessert peaches to the UK that were sold at London’s Covent Garden Market. By 1910, export volumes to Europe was steadily increasing and, in 1939 just before the Second World War, 92 500 tons of deciduous fruit was exported and the first regulatory body to manage the industry, the Deciduous Fruit Board (DFB), was formed. With the deregulation of the deciduous fruit industry on October 1, 1997, the Deciduous Fruit Producers’ Trust (DFPT) was established as a first step to creating a comprehensive service structure for the industry. That structure is known today as Hortgro – the deciduous fruit growers’ umbrella body that also provides industry services to other horticultural crops.

Transformation At Hortgro, the transformation of the deciduous fruit industry is an important driving force in our endeavours. We recognise that transformation is about more than land ownership – its’ about creating economic opportunities throughout the whole value chain. To create profit and real opportunities you must work the land. Our focus is on land reform, economic development, black economic empowerment – with a specific focus on the youth and women – training and mentoring, and social development. At Hortgro we ‘grow people’ and invest in human capital by apprenticeships, free technical training, research and technology transfer, life skills development, health care, occupational safety, substance abuse programmes, Agri’s got Talent, and Help a South African School Book Project. We have spent more than R20 million on a bursary programme over the past ten years. And 1.13 permanent jobs per hectare are created by the pome and stone industry. Hortgro’s vision is ‘inspiring inclusive growth’. n

Interesting pome and stone fruit facts • Hortgro has an industry turnover of R12.41billion annual turnover. • 44% of total stone and pome production goes to the export market. • The industry provides permanent jobs to 61 738 workers and covers a total production area of 54 417 hectares. • Total tons of production in 2016 was 1 658 424 (pome and stone fruit), of which 724 946 tons were exported, 580 900 were processed, 317 669 were sold on the local market, and 34 917 tons were dried. • About 6 045 billion apples are annually hand-harvested in South Africa. • There are about 67.99 million pome and stone fruit trees in the deciduous fruit industry in South Africa. • Ladders are annually moved around 278 million times in our orchards.

Above: Meet Ricard Myburgh, pome fruit farmer from Villiersdorp and the Toyota New Harvester of the Year 2017. Left: Errol April from Greyton won the Novice Award for 2017 at the Fruit Industry Gala Event in 2017.

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PROFILE KwaZulu-Natal Sharks Board

Safeguarding KZN’s coast Environmentally sensitive bather protection against sharks and a thriving maritime skills sector enhances human and economic development. KwaZulu-Natal Sharks Board (KZNSB) safeguards 37 beaches on the KwaZulu-Natal (KZN) coastline with shark safety gear owned and maintained by the KZNSB. The organisation positions itself as ‘The Only Organisation of Its Kind in the World’. The KZNSB’s mission is to strive to be a leader in environmentally-sensitive protection of bathers against sharks and capacity building in the maritime sector. The organisation has achieved distinguished accomplishments, defining its successes towards achieving its mission. The KZNSB Act requires the organisation to provide measures to reduce the risk of shark attack but also to attempt to reduce the environmental cost associated with those measures. As a result, the KZNSB continuously looks at ways to reduce the catch of sharks and other non-shark species.

Mthokozisi Radebe, chief executive officer

Leader in capacity building in the maritime sector The KwaZulu-Natal Sharks Board Maritime Centre of Excellence facilitates skills development, enterprise development, and community engagement in the maritime sector. In 2012, the KZNSB established a Maritime Institute of Sectoral Occupational Excellence. Dubbed the Maritime Centre of Excellence (MCoE), the institute facilitates the development of skills in trade, occupation and SMME’s in the environment of ocean and coastal shipping, inland waterways, aquaculture, port activities, maritime security, boat building, boat repair and associated land-based activities with a focus on youth and previously disadvantaged communities as beneficiaries of these skills. The MCoE works closely with various SETAs including the Transport Education Training Authority (TETA); Manufacturing, Engineering and Related Services SETA (MerSETA); the Education, Training and Development Practices Sector Education and Training Authority (ETDP SETA); and several accredited training service providers. It is also a registered ICDL training and assessment centre. The MCoE Institute at KZNSB continues to offer remarkable training programmes and has qualified over 1 500 learners in less than 48 months since its inception. The MCoE initiated a boat-building project for deaf learners. This project runs for 12 months. The students undergo an intensive boat building skills programme funded by KZNSB and its partners, which covers workplace health and safety, boat design and laminating modules.

Contact KZN Sharks Board T +27 (0)31 566 0400 E nombusom@shark.co.za W www.shark.co.za

Shark Repellent Technology As part of the organisation’s drive towards reducing environmental impact, the following measures have been implemented: Net reduction, the introduction of drumlines, beach clean-up campaigns, and the introduction of pingers to deter dolphins and whales. SA PROFILE

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PROFILE KwaZulu-Natal Sharks Board

The KZNSB received a permit from the Department of Environmental Affairs to test the Shark Repellent Technology (SRT), well known as the shark repellent cable. This technology is the brainchild of the KZNSB. The 100m-long cable emits a low frequency pulsed electronic signal that repels white sharks. The success of this innovation will provide the basis to develop a barrier system that can protect bathers without killing or harming sharks or any other marine animals.

Shark and dolphin research The KZNSB has a research development and planning division that is responsible for conducting research into the biology of sharks and other marine animals. KZNSB scientists are actively involved in many spheres of shark and dolphin research, including maintaining the South African section of the International Shark Attack File and funding alternative methods of protecting bathers. In-depth research, that has already produced vital insight, is conducted into shark behaviour, feeding and breeding. Dynamic audio-visual shows, and dissection of sharks are both educational and entertaining. There are also boat trips to venture out to sea to watch the shark safety gear off Durban’s Golden Mile. Two-

hour boat trips leave Wilson’s Wharf at 06:30 and they include opportunistic viewing of marine life including seabirds. The public can enjoy an informative walkabout at the KZNSB’s renowned Shark Museum that is home to a variety of life-like replicas of sharks, including an 892kg Great White Shark, and other marine animals. Furthermore, KZNSB undertakes awareness programmes in bather safety, which it offers the public through boat tours, static display areas on site, outreach programmes, a website, external exhibitions/displays, social media, radio interviews, publications and advertisements.

Fostering Corporate Social Initiatives KZNSB embraces fostering Corporate Social Investment (CSI) in various avenues, mainly the on-going Outreach Programme that delivers a solid marine education to learners in all provinces in South Africa, especially focusing on those learners who do not have the opportunity to visit the coast and know very little about the sea, sharks, and other marine life. Advice on safe bathing and reducing pollution in rivers and on beaches is all part of the programme presented to the learners and educators. In 2012, KZNSB identified a catastrophic situation at Mdlebeni in KwaDukuza, where school learners and other community members had to cross the 2.5m-deep Tugela River (with crocodiles) every morning and afternoon. KZNSB decided something had to be done to moderate the situation. Preceding this commitment, a feasibility study was conducted to ascertain the type of boat that would be suitable for the river in an attempt to assist the Mdlebeni community. Following the study’s fruition in July 2013, KZNSB had the pleasure and liberty of donating a stable, durable and economical boat that is made from fibreglass and built by students enrolled at the MCoE. For the society of Mdlebeni, a safe, economical and reliable boat is now used primarily for school learners and the general public to cross the hazardous Tugela River, which has unfortunately led to the loss of life in the past. KZNSB remains the custodian of the ferry in terms of its maintenance and requirements. KZNSB hosts beach clean-ups at identified beaches one day a month for two hours. This contributes to reducing sea washed debris, including, but not limited to, plastic and other pollution on the popular beaches. The KZNSB invites communities to the beach clean-ups as part of a drive to get them involved in the campaign and ensure that tourists and locals have a good beach experience in a clean environment. n

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PROFILE SPARKS & ELLIS

Getting customers into the right gear Sparks & Ellis is the oldest and most trusted leading supplier of uniforms and accessories in South Africa. It specialises in complete uniform solutions and offers clients a head-to-toe service. Developing technologically-advanced products, Sparks & Ellis offers uniforms and equipment for security, traffic, fire and rescue, ambulance, law enforcement, and corporate clients. It has branches in Cape Town, Johannesburg, Durban and Port Elizabeth. The company was established in the early 1930s and in 1967 was bought by Cape Union Mart. It is now owned by the Cape Union Mart Group (70%) and Thebe Investment Corporation, the empowerment partner has 30%. It is one of the few suppliers of uniforms to have an Empowerdex rating of AAA+, is a Level 1 contributor and 135% procurement recognition. MD Sue de Wet says: ‘One of the group’s philosophies is that the quality of the company is equal to the quality of its people’. Sparks & Ellis has a dedicated group of long-serving staff members who take customer responsibility very seriously and are often commended on their high levels of service excellence. Staff stay with Sparks & Ellis for an average of 18 years, which is attributed to the company not only offering a nice place to work, but an empowering one too. The company invests hundreds of thousands of rands every year in training its people. Sue adds: ‘And, as we spend at least 40 hours a week at work, we believe it’s important to make those hours as enjoyable and fulfilling as possible. All our employees are treated with respect and are also given opportunities to upskill themselves at the company’s expense. We also help them with travel assistance if they cannot get to their classes or arrange for the classes to be given in the office. We do what we can to help.’ Sue herself has been with the company for more than 40 years, so perhaps it could be said that she’s setting a good example in every way. ‘We also have our own in-house design studio that allows us to develop unique products and ensure consistency in terms of quality and fit,’ she enthuses. ‘We focus on using technology to streamline our business processes as far as possible. Our on-line order system allows clients to access full history per person, as well as a 13-month financial history by account.’ She maintains that Sparks & Ellis believes in adding value to customers by allowing them to focus on their core business while outsourcing the complete uniform supply function to her company.

Managing director of Sparks & Ellis, Sue de Wet

Contact Sparks & Ellis Cape Town T +27 (0)21 404 1240 Durban T +27 (0)31 202 6660 Port Elizabeth T +27 (0)41 379 5390 Johannesburg T +27 (0)11 262 8906 E info@sparks.co.za W www.sparks.co.za

Board of directors Nobuzwe Mbuyisa has been appointed to the Board of Sparks & Ellis as a director. Nobuzwe has more than 10 years’ experience at senior management and executive levels and was previously the chairman at Chevron. Nobuzwe is the ideal candidate to bring a diversity of experience, foresight and energy to this important Cape Union Mart subsidiary. n

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PROFILE Genesis Protection Services

Specialised personal protection Genesis Protection Services is a specialist in personal protection, providing highly-skilled and experienced Close Protection Officers and top-quality protection equipment. Genesis Protection Services was established by Shaun Liedtke in 2010. Liedtke believed that although there were many guarding and security options available to residents in South Africa, executive quality personal security solutions were hard to find. Providing this standard of close protection service obviously requires not only highly-trained and proficient operators, but operators that work in a special manner that reflects the image of the executive client. Having had exposure to international standard governmental and private sector training and operations, Liedtke had a clear picture of what could be possible in terms of providing a leading executive service in South Africa. Although the service started with providing close protection services to executives, it quickly extended to their families and other corporate clients. Born from client’s needs, there was also a natural extension to the assisted transportation of valuable corporate and private assets and materials. According to Liedtke, ‘the advantage of having a professional bespoke approach to the security of our clients and their assets lies with the proficiency and efficiency of the solution. It starts with our ability to conduct accurate risk assessments and then provide the resources for the efficient execution of the resultant plans. This also allows us to foster long-lasting high-trust relationships with our clients where our services often develop beyond providing key protection services’. The philosophy of Close Protection Officers (CPOs) is different to what could be expected from ‘bodyguards’ in that CPOs are more highly trained, accredited and experienced in providing advanced security services and first aid in line with both local and international standards, while consistently adapting to the clients’ unique requirements, image and personal needs in the execution of protection duties. Many of the CPOs have extensive military, security or law enforcement experience but they still receive continuous training and skills development across a broad scope, including importance of brand, image and reputation protection in addition to health, safety and security elements to remain motivated and always provide the best service available in the industry. The Genesis Protection Services operations are accredited and accountable to SASSETA (Safety and Security Sector Educational Training Authority), PSIRA (Private Security Industry Regulatory Authority), and SAPS (South African Police Service).

Genesis Protection Services – founder and chief executive officer, Shaun Liedtke

CONTACT Genesis Protection T +27 (0)11 463 3858 E info@genesisprotection.co.za W www.genesisprotection.co.za

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PROFILE Genesis Protection Services Our services include:

Close Protection Services The objective of providing a Close Protection Service is to provide peace of mind to clients by implementing suitable risk mitigation strategies and well organised security measures to protect them from health and safety threats. The objective is to ensure that the security measures are appropriate for the anticipated level of threat while minimising the disruption to clients in terms of their daily lives or routines. The work commences with evaluating the possible threats, assessing the client’s daily routines, and ensuring that the necessary personnel, equipment, technology and security strategies are implemented to deal with those possible threats. Typical risks include kidnap, assassination, robbery or exposure to criminal or dangerous environments.

All areas of close protection are considered and catered for including but not limited to: • Personal security • Home and office location security • Searching and clearing of premises • Surveillance • Personal escort (all areas) • Travel security These services are provided for individuals, as well as expanded protection services for family and or groups depending on the requirement and the level of threat.

Personal Protection Escort (PPE) A Personal Protection Escort (PPE) service relates to the protection of an individual, family or team from one point to another in a manner that reduces the risk or danger to the clients. This service is generally provided to clients involved in sensitive or high-risk businesses involving proprietary technology or trade in high-value items or international clients that are unfamiliar with South African conditions and wish to be escorted in a manner that ensures their safety and security. The PPE service is tailor made to the client’s requirements and specific needs. The solution follows a detailed assessment of available intelligence, client needs, and the potential threats. Following the evaluation of the risks, a suitable solution is provided and managed by well-trained and equipped Close Protection Officers. The PPE service could include a home destination escort where the CPOs would conduct home clearing and protection while the clients settle in safely.

Transport Industry Escort (TIE) Genesis Protection Services provides a specialised service to the transport industry where high-value materials are transported between locations, often across country borders. These protection escorts on trucks and other transport vehicles are deployed to minimise the loss of life, loss of goods, and loss of vehicles, while performing standard daily tasks or where a high-risk or sensitive delivery is required. The focus here is on protecting the client’s personnel, vehicles and high-value materials while in transit. Again, the service entails the right combination of transport planning, personnel, vehicles, equipment and technology to execute the task safely and cost effectively.

Personal Valuable Escort (PVE)

Genesis Protection Services also provides specialised body armour and IFAKS (Individual First Aid Kits)

A Personal Value Escort (PVE) is a service offered to clients for the point-topoint transportation of high-value items, cash, special materials or sensitive documents. The service provided is informed by a thorough assessment of the goods being transported, the transport routes, and the associated risks. Once this has been evaluated, a strategic plan is presented, including the suitable personnel, vehicle, equipment, technology and route for the movement of clients with their goods from point A to point B. Generally, there is no direct contact with the goods but to ensure a safe passage for the goods and clients transporting the goods. This PVE service provides clients with the necessary protection and peace of mind while working in a potentially threatening environment. n

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PROFILE BIRCHWOOD HOTEL

Making life easier Director Kevin Clarence, his late father, Brian Clarence, and the late businessman, Charles Kawalsky, recognised the tremendous growth opportunities in the business tourism industry and the need for a onestop facility for the booming SA business sector. As shareholders, the three responded to the need by opening the Birchwood, situated just 7km from OR Tambo International Airport. Kevin’s father lived by the motto: ‘Look after your staff and the rest will follow’.

With the vision and ability to listen and adapt to a changing economy and new market needs, ‘looking after your staff and the rest will follow’, governs Kevin’s approach and is something he continually propagates amongst his staff. Silverbirch @ Birchwood and Valustay @ Birchwood within the Birchwood property are two fresh brands that embody this ethos and are proving popular. Silverbirch considers the needs of the discerning and modern business traveller needing a peaceful, upmarket stay with excellent business facilities and personal service. For this it won a Certificate of Excellence from global brand, TripAdvisor. ValuStay @ Birchwood offers unsurpassed value for travellers and groups on a tighter budget. In 2017, ValuStay underwent a dramatic renovation and upgrade with the goal of exceeding expectation, not budget. Our 665 rooms collectively in Birchwood, Silverbirch and ValuStay mean that we can accommodate the largest of conference groups. Adding to your experience is our selection of restaurants, evening entertainment and recreational facilities, including a gym, spa, splash pool and squash courts. The entire Birchwood property has been designed to give guests all they could possibly require in one place, creating one of the most convenient locations in South Africa for local and international business. With over 60 venues set in lush open grounds close to OR Tambo International Airport, Birchwood offers a host of interesting indoor and outdoor venues and our range of creative dining options ensures a memorable multiple-day conference. Birchwood’s unsurpassed variety and facilities are the proud recipients of a national Lilizela Tourism Award for Meetings, Exhibitions and Special Events (MESE), as well as winning the Readers’ Choice Award for Best Conference Venue in the Best of Ekurhuleni Awards. There is simply no other venue that can provide the variety and options that Birchwood can. Almost two decades of experience means Birchwood is here to make your life easier. Our in-house technical team, dedicated event planners, and on-site décor specialists ensure that your conference expectations are always exceeded. n

Birchwood Hotels – founder and chief executive officer (Kevin Clarence)

Contact Birchwood T +27 (0)11 897 0000 E quotes@birchwoodhotel.co.za W www.birchwoodhotel.co.za

ww.facebook.com/ w birchwoodhotel ww.twitter.com/ w birchwood_hotel ww.instagram.com/ w birchwoodhotel

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PROFILE Fidelity ADT

Security technology trends for 2018 Innovation by harnessing the power of the mobile phone is changing South Africa’s security landscape.

The South African security market is one of the more mature and distinctive security industries worldwide. It’s mature in that its origins as a technology and armed response service go back as far as the 1950s, and distinctive in that crime in South Africa is higher than in many other countries. ‘This has led to a crime fighting solution that consists of a mix of technology, and alarm monitoring and armed response, with innovative products and services that allow South Africans to stay ahead of the crime wave,’ explains Stuart Clarkson, Managing Executive at Fidelity ADT. As with many industries, the future focuses on harnessing the power of the mobile phone. In the South African security market this is creating innovation in two areas: personal safety and response to the mobile phone, and the management of security technology from a mobile phone – both of which are supported by a 24-hour monitoring station and responded to by armed personnel. Clarkson adds that while there are many different emergency apps available for mobile phones, many of which are free, there remains a question around the effectiveness of a mobile phone emergency button sending an alert to nominated contacts, without any professionally-coordinated armed response to the user. ‘The Fidelity ADT FindU app is a multi-feature emergency button app for smartphones, and is linked to a 24-hour monitoring station and a national footprint of armed response resources. The app is activated by pressing the panic button, or by shaking the mobile phone. The mobile phone then emits an audio siren, flashing strobe, and records a video at the time of the event. The video and the phone’s coordinates are sent to the monitoring centre, which then calls the phone and coordinates a response,’ he explains. Home alarms, which form the first layer of electronic security for many South Africans, have also recently taken steps towards the mobile device technology trend. As one manufacturer describes it, ‘the keypad is moving to your cell phone’. ‘Alarm systems can now be armed and disarmed, zones bypassed, trouble conditions interrogated, and activations received on the phone. In more sophisticated solutions, in-home and external video cameras can also be viewed, and even lights and switches can be operated from the phone, wherever you are and whenever you choose,’ Clarkson points out. On some platforms, security scenarios can be programmed to only send alerts on exceptions.

Stuart Clarkson, managing executive, Fidelity ADT

CONTACT Fidelity ADT T +27 (0)86 12 12 400 505, 15th Road, Randjespark, Midrand 1685

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PROFILE Fidelity ADT ‘In many parts of the world, self-monitoring of these apps is the norm. However, with high crime risk in South Africa our market still requires monitoring of these apps through a security industry accredited and compliant central monitoring station with armed response. Fidelity ADT has solutions in this space called Secure Home and Secure Connect. Consumers need to be cautious when looking at off-the-shelf technology solutions that do not have the facility to be monitored by control rooms, and responded to by armed response service providers,’ he cautions. South Africans generally understand that security needs to be layered around their properties and their lifestyles. In simple terms, this extends from physical security (fences, gates, and burglar bars), to indoor electronic solutions such as alarm systems with PIRs and door contacts, and external detection devices such as beams for early warning. The next layer is environmental or neighbourhood security that includes community CCTV solutions and License Plate Recognition technology that reads vehicle license plates and can run the number against databases of suspicious vehicles. ‘This upstream approach is aimed at preventing a crime by triggering alerts when the threat is identified in the suburb before an incident can take place. The CCTV systems alone provide limited service and, again, it is the central monitoring centre receiving the alert and acting appropriately with security resources on the ground, which offers real value to residents. Fidelity ADT has more than 100 cameras in neighbourhoods across South Africa and works with communities to help reduce crime. The recent expansion of Fibre to the Home (FTTH) will also significantly increases the population and reach of these schemes,’ Clarkson concludes. n

IDS 805

X-series panel

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PROFILE Sephaku Cement

Building prosperity in South Africa Sephaku Cement, powered by Dangote Cement is changing the genetic code of cement in South Africa. With the most high-tech plants in the country turning its turbines, Sephaku Cement has injected fast, strong and confident DNA into an ageing sector. Since 1934, the roots of South Africa’s first new clinker producer dates to 2006 when its hugely successful Greenfields project commenced. Today, as a 36% associate company of Sephaku Holdings, we are immensely proud to stand side by side with Dangote Cement, which is Africa’s fastest growing industrial company. Sephaku Cement is committed to serving as the sub-Saharan driver of Dangote Cement’s bold vision to build prosperity in Africa. As a 64% owned subsidiary of the company, customers gain access to a range of benefits that are unlocked as a direct result of being part of a truly pan-African manufacturer and distributor of cement, including: • Proven success through efficient production facilities in strategic locations close to key growth markets. • The operation of modern plants in exciting growth markets. • High-quality products at affordable prices, backed by excellent customer service. Sephaku’s operations include a 6 000-ton per day flagship clinker facility located near Lichtenburg in the North West Province; a cement milling plant in Delmas, Mpumalanga; and Sephaku Ash, producing close to 1.3-million tons of ash annually. Its plants run on the latest cement production technology equipment and, critically, do not emit more than 30mg particulate matter per normal cubic metre. With a positive impact on cost and environmental management efficiencies, its operations are in the region of 30 to 40% more efficient through, among other factors, the installation of new vertical roller mill technology for all milling requirements. Embedded in these impressive plants, operational and process efficiency and customer-centric service, Sephaku Cement confidently stakes its claim as one of the continent’s most proficient producers of integrated cement and clinkers. ‘Sephaku Cement, powered by Dangote Cement is the partner of choice for those building South Africa,’ says Pieter Fourie, Sephaku Cement’s CEO. n

Pieter Fourie, chief executive officer

Contact Sephaku Cement T +27 (0)86 1324 252

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EDITORIAL ITC-SA

Raising the roof right with prefabricated timber roof trusses The roof structure is arguably one of the most important construction elements of any residential building because it protects the property, finishes, and inhabitants from the elements. It is also one of the largest, heaviest and most costly structural components in any home design.

The Institute for Timber Construction South Africa (ITC-SA), South Africa’s professional body for the engineered timber structure industry, offers insight into the benefits of using prefabricated roof trusses for roofing and how to prevent costly and potentially dangerous situations arising from having a non-compliant, site-manufactured roof installed by an erector that is not accredited by the Institute. While it seems logical to expect that much planning, design and knowhow would be invested in a construction project to create an aesthetically pleasing, sound structure that can safely carry the induced loading, and offer acceptable longevity and aesthetic appeal for the lifespan of the building, this is not always the case. Unfortunately, many building owners choose price over quality with regards to workmanship and materials, leading to costly and disastrous situations.

ITC-SA-accredited fabricators Every ITC-SA-accredited fabricator is audited on an annual basis in line with quality, competence and compliance to inter alia the South African National Standards – SANS 10243: The Manufacture and Erection of Timber Roof Trusses.

An example of a site-manufactured roof structure that will threaten life and limb. The ITC-SA makes sourcing of reputable roof fabricators, erectors, inspectors and engineers easy – all the consumer needs to do is to contact the Institute directly or visit its website for a comprehensive list of all accredited members across the country.

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EDITORIAL ITC-SA

A fully-compliant roof structure as manufactured by a professional member of the ITC-SA.

An annual Certificate of Competence is issued by the ITC-SA to confirm that the fabricator complies with the National Design and Material Standards and the ITC-SA’s requirements. Prefabricated roof trusses shall, at all times, be in accordance with the rational design requirements given by the engineer, and the SANS requirements listed below. To confirm compliance, an engineering certificate is required on completion of any roof structure: • SANS 10400 - Part L • SANS 10243 • SANS 10163 • SANS 1783 - Part 1 and 2 • SANS 51075 • SANS 3575 • SANS 10096 Prefabricated roof trusses can only be approved when a rational design is available, confirming that the material and truss design meet and/or exceed the SANS requirements.

What are the essential elements that need to be considered in ensuring a sound timber roof structure? 1. The timber used must be structural timber and comply with the material and, where applicable, treatment requirements to meet the design intent: Structural timber needs to be marked with red ink on the face of the timber at 1m intervals. If it does not bear these structural markings, it will need to be rejected. Consumers should beware of unmarked timber or timber with black crosses at the end because this marking, or lack thereof, confirms that the timber in question is not structural timber. 2. The designer must create an accurate cutting bill: The cutting bill will dictate the exact lengths and angles at which the timber must be cut for proper assembly. 3. The right engineering systems must be used: The ITC-SA provides accreditation for systems software suppliers that are recognised for meeting all South African prescribed design and manufacturing requirements. The metal connector plates used must be supplied by the specific software system that was applied in the design. In addition, the metal connector plates must be the right size, positioned correctly and located as per the standard methods and tolerances prescribed by the System. It is also critical to note that teeth direction on the connector plate(s) is also important – only a cutting bill can confirm this. 4. All connections and bracing details must be in accordance with the

rational design intent: In other words, everything that holds the structure together, such as the number of nails, bolts, washers, brackets and cleats, must be in accordance with the engineering design. All necessary bracing accessories must be stipulated on the design drawings.

What are some of the most common pitfalls with regards to new timber roof structures? Choosing price over quality Many consumers try to save on the roof construction and often end up spending more time and money remedying the resultant consequences that arise from using sub-standard materials and workmanship. Bear in mind that to create a professional and sound end result, you need to employ professional, knowledgeable and experienced individuals who will, no doubt, cost more initially than unqualified individuals, but will save a lot of money and stress down the line.

Choosing the right engineer Use an Engineering Council of South Africa (ECSA) registered professional, who is accredited with the ITC-SA to design and certify

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EDITORIAL ITC-SA the timber roof structure. Ensure that your chosen professional has good working knowledge of timber and roof construction.

manufacturing warranty. Part of the membership requirements for engineers accredited by the ITC-SA is that they all carry their own Professional Indemnity insurance cover for any professional negligence on their part with regards to the specific structures they sign off and for which they take responsibility.

Prefabricated timber roof trusses are preferred

Conclusion

Prefabricated timber roof trusses are cut by advanced, specially-designed machinery and are therefore far more accurate than their hand-made counterparts. Prefabricated trusses covered by a rational design will also use less timber and will comply with all regulatory requirements, assuming they are designed by an ITC-SA accredited professional. In all industry-related tests, the ITC-SA has found site-made timber trusses to be more expensive than prefabricated timber roof trusses.

Guarantee By using reputable fabricators, such as those registered with the ITC-SA, consumers immediately have the peace of mind that these companies or individuals are regularly audited and monitored, and that should something go wrong with their workmanship, they will have recourse in the form of a

• Internal investigation and findings by the ITC-SA have confirmed that 90% of hand-/site-made trusses do not comply with the relevant building regulation and SANS material and design specifications. • Research suggests that hand-/site-made timber roof trusses are on average up to 20% more expensive than pre-manufactured timber roof trusses. • Prefabricated timber roof trusses come with guarantees in the form of a manufacturing warranty and an engineer’s design certificate, which the owner may call upon to have the roof structure repaired. It is important to note that the so-called ‘engineer’s certificate’ so often referred to on quotations refers to the certificate that certifies that the timber structure has been erected according to the design intent. In addition to this, the owner should insist that the fabricator prove that the roof structure has been designed according to a rational design. The ITC-SA was established more than 40 years ago to regulate the engineered timber roof structure industry and to provide design, manufacturing, erection, inspection and certification for compliance with inter alia SANS 10400 and SANS 10082, where engineering rational designs are applicable. The ITC-SA is a South African Qualifications Authority (SAQA) accredited professional body with a professional membership and therefore has to comply with the requirements as set out in the National Qualifications Framework Act (NQF Act 67 of 2008 – as amended). The ITC-SA is also a Recognised Voluntary Association in terms of the Engineering Profession Act, 2000 (Act 46 of 2000). In 2014, the Institute for Timber Frame Builders (ITFB) was incorporated into the ITC-SA to ensure a better and more uniform representation of the timber engineered practitioners in the built environment. n

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PROFILE ITC-SA

Amanda Obbes, national coordinator

Contact ITC-SA T +27 (0)11 974 1061 E enquiries@itc-sa.org W www.itc-sa.org

Consumer protection for the use of timber engineered products As a professional body, the Institute for Timber Construction South Africa’s (ITC-SA) vision is to create and maintain the highest standards in the engineered timber construction industry by monitoring its membership, continuously improving standards, promoting and marketing engineered timber structures, and overseeing the training and development of its members. With the ITC-SA, trade and consumers can enjoy the protection that comes with a safely erected and inspected timber roof, home or deck. The ITCSA is a SAQA-accredited professional body and a recognised Voluntary Association in terms of the Engineering Profession Act, 2000 (Act 46 of 2000). The Institute was established more than 40 years ago to regulate the engineered timber roof structure industry and to provide design, manufacturing, erection, inspection and certification for compliance with inter alia SANS 10400 and SANS 10082, where engineering rational designs are applicable.

The importance of the ITC-SA for the industry http://bit.ly/1SVoQcn http://bit.ly/1pwZH0P http://bit.ly/1NnOiLx http://bit.ly/29hRJ3y http://bit.ly/2bCftRn

The ITC-SA works to ensure that the industry’s viewpoints are accommodated and protected in the compilation of all documents on grading specifications, design codes and matters affecting National Building Regulations. The Institute’s Timber Engineering Advisory Committee (TEAC) maintains its status as the official drafting committee for the code of practice for the Design of Timber Structures. The ITC-SA ensures the continued existence of the Standards, Inspections and Audits Committee to regulate and control safe and consistent standards within the industry. The Institute will pursue and assist in the enforcement of the ‘A19’ process of the National Building Regulations through all local authorities by offering the ITC-SA accredited engineers and appointed inspectors to fulfil

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PROFILE ITC-SA the role of Approved Members of the structural system to comply with statutory requirements. The ITC-SA carries out random inspections of truss manufacturing plants to uplift and maintain desired quality standards in the industry. The Institute works to ensure close liaison with the education sector and training authorities in the development of unit standards for the manufacture of nail-plated timber roof trusses, for the erection of timber roof trusses, and to facilitate training in these disciplines, in compliance with the Skills Development Act. The ITC-SA also works closely with the South African Local Government Association (SALGA) and particularly with the Disaster Prevention Department. The ITC-SA works to establish a Certificate of Competence for truss estimators/designers, to promote a code of ethics for roof truss fabricators, to monitor the contractual obligations of systems and licensees and ensure adherence to agreed procedures, and to continuously update bracing and erection manuals to disseminate correct procedures to members and to the industry at large.

How does the ITC-SA protect consumers? A professional body such as the ITC-SA protects the public interest in relation to the services provided by its members and the associated risks. Recognised and accredited professional bodies such as the ITC-SA are mandated to develop, award, monitor and revoke their professional designations in terms of its own rules, legislation and/or international conventions. The role of the ITC-SA is to ensure consumer protection in the use of timber engineered products in contracts entered into with the ITC-SA membership and to regulate the professional conduct of its members. Where prima facie

evidence confirms professional misconduct, to protect the consumer and the reputation of the industry, the ITC-SA shall apply proper sanctions. The ITC-SA has a well-established national infrastructure. Its head office is situated in Isando, Gauteng, with branch structures in Gauteng, Polokwane, Mpumalanga, North West, Free State, Southern/Eastern Cape, Western Cape, Northern Cape and KwaZulu-Natal. The individuals in the employ of the ITC-SA come with a wealth of experience and qualifications in the built environment. These skills and accolades create and bolster the reputational environment that drives the objectives of the ITC-SA, making it the go-to organisation for both the trade and consumer to source quality timber construction products and services and to be consulted on if any service related problems arise. n

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Choose the correct preservatives treated timber for your end application (H classes)

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PROFILE Mellet & Human Architects

Designing timeless projects Pretoria-based Mellet & Human Architects is an award-winning practice that was founded in 2000 by André Mellet and Willem Human. In the intervening years, they have made a name for themselves by designing timeless projects, most notably in the upmarket residential sector. André Mellet and Willem Human studied architecture together and graduated from the University of Pretoria in 1991 (Mellet obtained his degree Cum Laude). They know each other’s capabilities and complement each other perfectly – Mellet has an eye for design and is in charge of conceptualisation, design and marketing; while Human’s expertise, having studied engineering prior to architecture, is in the field of technical documentation and detailing of designs. ‘Today, we combine our experience to run our office and both of us are personally involved with all projects and consultations with clients, something our clients appreciate,’ says Human. ‘I’ve wanted to be an architect since my first years of primary school,’ notes Mellet. ‘I was always intrigued by people’s houses and used to draw house plans as a kid – I even designed a house for a Grade 7 school project. Because of this, architecture was my only choice as a profession.’ After graduating, both gained valuable experience in most fields of architecture, working for large firms until 1999 when they realised that to further their careers and explore their creative talent they had to start their own venture. ‘We were both up for a bit of a challenge when we began, especially after being employed in big firms for nearly ten years,’ explains Mellet. ‘Our initial goals were to be creative, enjoy what we did, and do it by ourselves.’ Their first projects as Mellet & Human Architects were residential in nature and were just the tool to satisfy their urge for creativity since, as Human notes, ‘residential designs can be some of the most challenging’. Their efforts have paid off and they’ve undertaken projects throughout South Africa, in Mozambique, and in Florida and Tennessee in the United States, as well as a rural home in Israel. ‘Our combined architectural experience enables us to undertake projects in the commercial and leisure markets, and office buildings also form part of our portfolio of work,’ notes Human.

Award-winning practice The practice is affiliated to the South African Council for Architects (SACAP), the South African Institute of Architects (SAIA), the Pretoria Institute of Architects (PIA), and is a member of the Green Building Council of South Africa (GBCSA). Notable awards include a PIA Honourable Mention for Architecture in 2011, an SAIA Award of Excellence and Award of Merit in 2012, and

André Mellet and Willem Human

Contact Mellet & Human Architects W www.mellethuman.co.za E willem@mellethuman.co.za, andre@mellethuman.co.za T +27 (0)83 306 9915 (André Mellet), +27 (0)83 306 9916 (Willem Human)

ww.facebook.com/ w MelletHumanArchitects/ ttps://twitter.com/ h MelletHumanArch ww.instagram.com/ w mellethumanarchitects/

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PROFILE Mellet & Human Architects the prestigious International Property Award: Best Residential Architecture South Africa in 2013. Three Brazilian architects, Isay Weinfeld, Studio MK27 and Oscar Niemeyer, have had a notable influence on the pair, primarily in the simplicity in their designs, bold shapes, and architecture that recognises context, the use of climatic influences, and their use of colour. ‘It is maybe not a coincidence that we share the same vision as these Brazilian architects, as South Africa and Brazil are both located in the southern hemisphere. I think that architecturally we share some of the same architectural principles in terms of climate and context,’ says Mellet. ‘Architecture is increasingly becoming more competitive with the use of the internet,’ adds Human. ‘Potential clients are also becoming more aware of architecture through social media, so the challenge is to educate clients on the value

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that can be added to their project by using an architect who is suitable and well qualified.’ It is this personal attention that sets the duo apart in what is increasingly becoming a fast-track, bottom-line driven industry as opposed to a client-centric one. ‘One of our strengths is listening to what clients need and interpreting this into their designs,’ explains. ‘We also try and create a sense of timelessness with our projects, so we don’t pay much attention to today’s architectural trends. Ultimately, we want to create something that won’t need a facelift in 10 years’ time.’

Expanding horizons Over the next twelve months, they will be busy designing an apartment block in Midrand, and luxury residences in Thohoyandou, Midstream and Pretoria, as well as residential designs for a developer at The Ridge in Pretoria East. To get away from the stresses and strains of the architectural industry, both Human and Mellet enjoy travelling and seeing the world. ‘I think that to travel is essential to be an architect,’ states Mellet. ‘Whether local or international, travelling opens your eyes and offers the opportunity to experience, inspire and create memories. We both love to travel, and we support each other’s getaways throughout the year. I often travel internationally, especially to New York and Sao Paulo in Brazil, while Human prefers his annual camping safaris,’ he adds. ‘Practicing architecture is exciting because of the constant changes through the development of technology and the internet,’ the pair conclude. ‘More than ever before, we are able to compete on an international level, and the internet brings global architecture into the office. It is challenging and keeps the creative minds of architects going.’ With a solid portfolio in a variety of sectors, these award-winning architects offer exclusivity with a personal touch, something not common in today’s architectural practices. n

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PROFILE Mellet & Human Architects Mellet & Human Architect’s favourite projects ‘Creating good architecture is about solving the challenges accompanying each project successfully, which contributes to the sense of achievement and enjoyment of these designs,’ explains Mellet. The following projects, each one different in challenges and client requirements, showcase Human and Mellet’s talent and diversity.

House Walbridge, Waterkloof Ridge, Pretoria Although completed in 2005, this home commissioned by and American client, is still one of our favourite designs. The brief was to design a modern family house in white utilising the views over the city. It was a dream project where budget was not a big concern and we had free reign to design. Because of the steep site, the house is spread over four levels. The main entrance is on the upper street level, leading down to the living areas and guest wing, then the family bedroom level, and eventually at the lowest point, a games room and pool area. The house is large but, with a central staircase, movement is easy and passages have been kept to a minimum.

House Eloff/Kruger Groenkloof, Pretoria This house is situated in Groenkloof, an established suburb of Pretoria. The large, steep stand affords views over the city to the north, and borders a nature reserve to the south. The brief was for a modern, functional, energy-efficient house that utilises city and nature reserve views, and the moderate outdoor living climate of Pretoria. The footprint of a demolished house had to be incorporated into the design. The result is a design that spreads over three levels with a glass skin northern façade providing sufficient

natural light, views and connection to the outside. The main entrance has open-plan living areas flowing and connecting to the outside entertainment area and pool deck overlooking the garden. A study, guest room and garage complete this floor. The private upper level has three ensuite bedrooms and a small TV lounge. Views of the nature reserve are provided through the staircase’s double volume glass and upper-level strip windows, while a studio on the lower level functions as a small separate living unit. Energy efficiency is achieved through orientation, double glazing and insulated floors, walls, and roof, and concrete overhangs framing the upper level provide sun control. Solar power provides electricity and warm water, and rainwater is collected for reuse in galvanised tanks used externally as architectural features. The large garden is landscaped with waterwise indigenous plants, and external surfaces and levels are finished and textured in different materials, such as flush jointed painted brick walls, exposed concrete, steel, glass and natural stone.

Private Lodge, Boschhoek Mountain Estate, Modimolle Still under construction, this private lodge is situated on Boschhoek Mountain Estate close to Modimolle. The brief was to design a luxury lodge consisting of a main communal living and entertainment unit with lounge and dining facility, pool and boma, a private owner’s suite and three private, self-contained guest units each with their own splash pool. Set against a cliff to the south, views are afforded over the estate to the northeast. The singlelevel units are positioned between rocky outcrops and indigenous bush for low impact on the natural environment. The steel structures are filled in with brickwork and mostly glass to create the effect of being in the bush. Low-maintenance finishes

are used, and the lodge will be self-sufficient: solar power will fulfil electricity and heating needs; a dual waste water system for grey and black water is used; and the buildings are insulated. Solar panels are integrated as part of the carport roof structure, while rainwater will be collected in a 53 000-litre underground water tank, and should be sufficient for lodge use.

Volumode Offices Groenkloof, Pretoria This office building is situated alongside a busy road no longer desirable for residential purposes but identified for higher-density development. Planning and essential rezoning was done in consultation with the local resident’s association, which was favourably met as it might set the theme for future similar projects. It is a new headquarters building with executive and openplan offices in a functional and energy-efficient design. It was designed with a north orientation with a central courtyard that provides sufficient daylight and ventilation.

House Aucamp Gift Acres Estate, Pretoria This project is situated on a small steep and narrow site measuring only 12m x 30m that runs northsouth (to the south the stand borders a nature reserve). Extensive and intricate accommodation requirements had to be fitted into the design and, furthermore, the narrow north frontage of only 12m created the challenge of allowing northern light into the internal spaces of the house. Living areas run the length of the property, opening to the north, and connecting the nature reserve on the south to the house. The living areas are single storey, allowing the use of clerestory windows to bring northern light deep into the structure. This project offered the opportunity of designing on a small piece of land and solving the resultant design challenges. SA PROFILE

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PROFILE Maredi Technologies

Leveraging the power and expertise of strategic partners Maredi Thema, managing director

Maredi Technologies was established in 2005 with a vision to provide ICT Infrastructure solutions to public and private sector clients.

Contact Maredi Technologies T +27 (0)11 074 7181 F +27 (0)86 541 8340 E info@maredit.co.za, sales@maredit.co.za W www.mareditechnologies.co.za 04 Liebenberg Road Noordwyk Midrand, 1687

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Maredi Technologies is 100% black owned, and our companyâ&#x20AC;&#x2122;s primary goal is to provide clients with turnkey solutions that are both cost effective and operationally efficient. This is made possible by the significant experience and knowledge acquired by our management team that boasts years of experience in the ICT sector. Comprehensive ICT strategies are designed through consultation with clients, and proposals and implementations are established on a per project basis, leveraging the power and expertise of strategic partners wherever necessary. Partnering with these strategic partners ensures that client investments in specific systems are protected, and that fundamental changes to ICT systems are generally avoided.

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PROFILE Maredi Technologies

Mission To deliver quality and cost-effective solutions to our clients in manner that exceeds expectations. To assure our clients of our personal attention and professionalism at all times.

• Power installation and maintenance (generators ,batteries,rectifiers,AVRs, HybriXd,SAM,CK,etc.)

Vision

Products

We strive to become the partner of choice in the ICT sector and to be recognised as its preferred employer, fostering a culture of integrity, service excellence, performance, social responsibility, passion and innovation.

Cables and accessories • Network termination equipment • Wireless products • Transmission equipment • Test equipment • Power solutions • Repeaters, DAS and TMAs • Batteries • Power monitoring and energy management solutions • Optical fibre products • IT hardware and software products • Custom design products n

Values We value service excellence. We uphold integrity towards our clients. We are client-centric in our approach to our customers, and strive to consistently maintain a high standard of service to our clients

Services • • • •

Network installations (RF, Microwave,indoor and Optical Fibre) Network maintenance (RF, Microwave,indoor and Optical Fibre) Network optimisation (RF, Microwave,indoor and Optical Fibre) IT network design,build and maintenance (fixed and wireless)

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WWW.RENPOWER.CO.ZA

WE ARE SPECIALISED IN BOTH ROOFTOP PROJECTS AND GROUNDMOUNTED, GREENFIELDS SOLAR PROJECTS. OUR CUSTOMERS CHOOSE BETWEEN A VARIETY OF FLEXIBLE OPTIONS:

WE STEP IN AT ANY STAGE, WHEREVER YOU NEED US:

· Own your own solar plant

· We are specialists in Project Development, right from the beginning in identifying the project and preliminary design.

· Rent out your roof or property for a RENpower solar power installation · Use the electricity yourself in your own home or business · Feed the electricity into the electricity transmission network

· We assist and advise in project selection and, with the help of our proprietary software, perform a detailed evaluation of the underlying roof structure or ground site chosen for the solar project.

To find out more what RENpower can do for you please contact Marius Bekker, mbekker@renpower.co.za CONTACT DETAILS:

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Tel: 021 035 0345 E-mail: mbekker@renpower.co.za

Address: 10A Carpe Diem Offi ce Park, Quantum Street,Techno Park, Stellenbosch

Web: www.renpower.co.za

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PROFILE RenPower

Addressing user needs in renewable energy

Chief operating officer, Marius Bekker

Founded in 2013, RenPower Group (Pty) Ltd (RenPower) develops rooftop- and ground-mounted PV projects for the agricultural, industrial, large retail/ logistics, and mining sectors.

RenPower’s management and technical teams have extensive experience in the mature European PV market, as well as in the developing South African PV market and its accompanying regulatory environment. RenPower is based in Stellenbosch in the Western Cape.

Service offering RenPower offers a service that spans the development, implementation, and operational chain of a PV plant from initial site audit to the monitoring and maintaining the plant. This includes, among other things, load profile and bill analysis to get the PV plant to the right size, designing the plant and planning its layout, selecting the power and ancillary equipment that go into the plant, assisting with the utility application for the plant’s connection, managing the plant’s installation, and performing ad hoc due diligences required from site to site.

Innovative solutions RenPower offers well-suited innovative solutions that suited the specific needs of rural end users, including farmers, mines, and military bases, looking to invest in or make use of renewable energy. RenPower’s PowerSafe is a containerised PV plant that runs with or without the electricity grid or a backup generator. The PowerSafe is shipped with all the plant’s components inside the container, including the PV panels that are usually transported on the outside of the container in competing products. The deployment of the PowerSafe is quick and effortless. The areas of application for the PowerSafe include irrigation, plant power, camp power, desalination plants, cell phone towers, radio stations, charging stations for electric vehicles, rural and deep rural electrification, and many more. n

Contact RenPower T +27 (0)21 035 0345 C +27 (0)79 523 3657 E mbekker@renpower.co.za W www.renpower.co.za Unit A10, Carpe Diem Building Quantum Street, Techno Park Stellenbosch

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PROFILE Aberdare Cables

Leaders in the cable industry Southern Africaâ&#x20AC;&#x2122;s largest cable manufacturer, Aberdare Cables, was established in 1946 and offers cable design, product development, installation support, commissioning and diagnostic testing through its engineering services division.

In 2016, Aberdare Cables was acquired by a Chinese cable manufacturer, Hengtong Group. The Hengtong Group operates in 120 countries, has nine overseas manufacturing bases, including Aberdare. Empowerdex ratings place Aberdare Cables as a Level 1 broad-based black economic-empowerment company. Our Empowerment partner, Golden Consortium Africa (Pty) Ltd, is a 100% women-owned consortium. Aberdare Cables is a leading supplier of intelligent energy inter-connection products and services in Africa. The company has the most highly-trained and experienced employees in the industry. As a technology leader, we are driven by cutting-edge R&D, providing world-class innovative solutions, processes, products and customer service. Aberdare Cables has 3 manufacturing sites in South Africa, with Customer Service Centres in each province and in Maputo. Its 24 200m2 Elandsfontein facility in Johannesburg undertakes centralised distribution to South Africa and offers short lead times. The company offers cable and cabling solutions to the mining, power utilities, municipal, building and construction, large industry, renewable energy, retail, original-equipment manufacturer, agriculture and transport sectors. Aberdare manufactures a full range of low voltage cables, elastomeric trailing cables, medium voltage XLPE (Cross Linked Polyethylene), and PILC (Paper Insulated Lead Covered) cables, as well as bare aluminium overhead conductors. At Aberdare, education, training and development are considered a foundation for economic productivity and as crucial tools to build empowered and dedicated employees. Our company actively promotes and follows a number of educational programmes, including adult basic education, apprentices, trainees, learnerships, and formal education assistance. Our company champions various social investment initiatives across our country. We have just launched AberSchool, a programme that aims to raise the level of maths and science at some of the high schools in Pietermaritzburg. Other programmes include an investment of R1 million in computer workstations for a computer laboratory at the Nelson Mandela Metropolitan University, and half-a-million Rand investment into an administration block at the Charles Duna School in New Brighton. We also provide an on-going supply of equipment to the AberCare Centre â&#x20AC;&#x201C; an organisation based in Pietermaritzburg that provides a sense of selfsufficiency and pride for mentally and physically disabled people. n

Dr Haiyan Song, chief executive officer of Aberdare Cables

Contact Aberdare Cables T +27 (0)11 396 8000 E info@aberdare.co.za W www.aberdare.co.za Group Operations Centre 181A Barbara Road Elandsfontein PO Box 1679, Edenvale, 1610

ww.facebook.com/ w aberdare.cables.5 or Aberdare Cables @Aberdare_Cables @Aberdare_Cables

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PROFILE Ncamiso Mining

Complete, sustainable land rehabilitation

Fikile Mashinini, Ncamiso founder and managing director

Ncamiso Mining is an industry-leading innovator in alternative mining solutions and rehabilitation.

Founded and incorporated in South Africa in 2008, Ncamiso Mining currently mines, excavates, handles and transports close to one-million tons of raw material a year in the South African mining industry. Ncamiso is highly focused on providing expert and professional services to maximise the revenue of its clients by screening gold from mine dump material that would otherwise be sterilised and crushed for roads and development. As part of these extra revenue stream projects, Ncamiso also provides valuable and unique solutions in post mine closure rehabilitation and removal of contaminated surface material to rehabilitate the ground. Ncamiso consistently works towards merging industries in the mining, construction and farming sectors to close the gap that was created by mining in the past. In each project that Ncamiso takes on, we strive for complete, sustainable rehabilitation of land for residential development, the eradication of illegal miners, and job creation in local communities. Our innovative services include: • Crushing and screening • Earth moving • Mineral beneficiation • Mining of semi-precious gems • Open cast mining • Post-impact rehabilitation of gold mines and dumps • Recovery of precious metals • Removal of contaminated surface material • Vamping and underground sweeping Ncamiso is committed to meaningful participation by historically disadvantaged South Africans at all levels of the South African economy. The company embraces the principles embodied in the Broad Based Black Economic Empowerment Codes of Good Practice. Ncamiso is a 100% black owned and managed company and a Level 3 B-BBEE contributor. With nearly 10 years in operation, and boasting strong partnerships within the mining industry, Ncamiso has established itself as an asset to the state in reducing state-owned liability and facilitating sustainable development of old South African mining communities. n

Contact Ncamiso Mining T +27 (0)11 362 1842 W www.ncamiso.co.za

ww.facebook.com/ w ncamisotrading/ @ncamisomining

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PROFILE ZAS PETROLEUM

Black womenowned B-BBEE supplier creates impressive trading portfolio

Siyamthanda Maya, founder and managing director

ZAS petroleum is a 135% women-owned B-BBEE Level 1 crude and petroleum products trading entity that has, in its short lifespan since 2015, created an impressive trading portfolio importing crude for refineries and exporting petroleum products to the global markets. Our approach is based on strategic partnerships that we develop with global entities in specific areas of product excellence to provide a unique, globally-backed service to the South African energy industry. We have a network of logistic companies that we collaborate with to bring fuel to our clients in South Africa and abroad. Our competitive edge is maintained by streamlining overheads to enable us to offer our clients: • Value excellence through competitive pricing. • Swift transactions thanks to a high degree of professionalism and service excellence. • Agility from our dynamic team that is responsive to customer needs and backed by renowned industry experience. • Top empowered business management. ZAS actively trades in imports and exports of crude and petroleum products. As a wholesaler, we specialise in bulk fuel supply inland and cross border. We supply products such as diesel 50 & 500pp, petrol, jet fuel, paraffin and lubricants.

Contact ZAS petroleum T +27 (0)21 802 3954 C +27 (0)83 298 7089 F +27 (0)86 416 9682 W www.zaspetroleum.co.za E info@zaspetroleum.co.za Cartel House 113 Loop Street, Cape Town

Statistics, demographics and history Year founded: 2015 Founding members: 1 Number of employees: 3 Number and location of branches: 1, Cape Town CBD Trade affiliations: Chevron, BP, Petro SA, Addax energy SA Membership: SAOGA Strategic partnership: Lavin Energy Ltd CSI partners: Kusasalethu Group and AP Madubula Foundation

Contracts and awards Recent major contract awarded: BPSA crude imports 2017 n

@ZASpetroleum ZAS Petroleum (PTY) Ltd

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“A local company with global experience” Lebo Leshabane CEO

INNOVATIVE ENGINEERING SOLUTIONS With key staff having more than 35 years’ of experience in South Africa, our intimate knowledge of the country’s unique challenges enables us to tailor our solutions to deliver maximum value to our customers and apply this knowledge to the broader African and internationa arena.

Our Services • iX engineers is a Professional Consulting

Buildings & Services

Engineering Practice specialising in Civil, Structural, Chemical, Process, Electrical and Mechanical Engineering, as well as Instrumentation and Project Management.

Water

• Seven Offices in South Africa • iX engineers is the biggest black

Transports

owned consulting engineering company in South Africa with more than 35% black women ownership.

Infrastructure Management

• iX engineers is a consulting engineering

Urban Infrastructure

company that participates in infrastructure development on the African continent.

Environmental and SHERQ

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PROFILE iX engineers

Distinctive engineering at iX engineers iX engineers is a professional consulting engineering practice that specialises in civil, structural, chemical, process, electrical and mechanical engineering, as well as instrumentation and project management. iX engineers provides a national service from its Pretoria, Cape Town, Bloemfontein, Durban, Kimberley, Port Elizabeth and Upington offices. Our teams have worked across most continents and are well versed in international best practices, routinely applying state of the-art technology and systems to support a more efficient project process. ‘We offer a practical, hands-on engineering approach and deliver a onestop, complete package from project inception to completion and beyond, as well as comprehensive operations and maintenance service support if needed by our clients. By tailoring our services to fit our clients’ needs, the environment they operate in, and the goals they wish to achieve, we provide solutions that are both successful and sustainable to assist a project’s full life cycle. Our engineers are highly motivated because many are shareholders. Pride, dedication and excellence are everyone’s order of business. The team at iX engineers confidently tackles any project that needs distinctive engineering, innovative thinking, and a solution-orientated approach,’ says Lebo Leshabane, CEO. Our differentiating factors include: • Desalination experience and capabilities • Low-volume Roads – we are one out of four companies in the world that has developed a unique design solution for low-volume roads • Water conservation and demand management capabilities • We were part of the development of St Helena airport – the only greenfield airport project in the world – which was built on time and within budget • We are one of the handful Level 1 BEE companies in the consulting engineering industry that is our size (large company) • Innovative mechanical team – for the V&A cooling system that uses sea water

Social responsibility

Lebo Leshabane, chief executive officer

Contact iX engineers T +27 (0)12 745 2000 W www.ixengineers.co.za Eastwood Office Park, Protea House 270 Lynwood Service Road, Lynnwood Ridge Pretoria, 0081

It is a priority for iX engineers to ensure that our corporate social responsibility is met, and we aim to identify the needs of customers and our fellow citizens. The process of our social responsibility begins with an initiative and specific goal in mind. iX engineers is committed to supporting and developing the communities in which it operates. On a broader level, the company is active in promoting the effective participation of previously disadvantaged individuals and communities in the South African economy.

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PROFILE iX engineers

Four main focus areas were identified to aid in this endeavour: • Affirmative Procurement & Supplier Development: In terms of the company’s procurement policy and supplier development programme, preference is given to companies that are at least 51% black owned and managed, where feasible, including Exempted Micro Enterprises (EME) and black woman-owned entities. • Skills Development: The company, together with its business partners, has a policy of investing in the education of black students in various technical fields. A workplace skills plan is in place. The workplace skills plan includes the appointment of black engineering students to do their in-service training with the company. iX engineers has established learning programmes, implements

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coaching and mentorship to train young professionals, and supports continuous professional development (CPD). • Black Business Partners: The Company works with black alliance partners on current projects which will extend to future projects. • Socio Economic Development: iX engineers executes social upliftment and development projects in the communities in which it is active. In addition to these projects, company employees participate in social responsibilities and living our values. iX engineers has made a paradigm shift of turning goals and objectives into a realistic approach and therefore ensures successful projects. These projects include a focus on education and the needs of the underprivileged youth of South Africa. It is a priority for iX engineers to ensure that our corporate social responsibility is met, and we aim to identify the needs of our fellow citizens.

Core business operations Our core business lines can be identified as follows: • Transport – airports, roads and rail • Water – water consulting, advisory & regulatory services, water resources, water & waste water conveyancing systems, water & waste water storage, water & waste water treatment, industrial water & waste water • Support to the resource & energy markets • Buildings – electrical and electronic, mechanical, structural & civil engineering, electrical, mechanical and instrumentation • Human Settlements – urban infrastructure, residential, industrial, commercial, sport & recreation, education and utilities • Safety, health, environmental, risk, quality & restoration • Infrastructure, project and programme management n

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PROFILE AIDC

Dr David Maasondo – chief executive officer

Developing the automotive manufacturing sector The AIDC was initiated in 1997 from a workshop hosted by the CSIR, the DTI, the Fraunhofer Institute in Germany, and NAAMSA to consider how South Africa could assist and promote the growth of the auto sector.

The AIDC was established in 2000 and was responsible for the design and development of the Automotive Supplier Park (ASP) in Rosslyn. The ASP was then transferred to the Supplier Park Development Company (SPDC) in 2004. In 2013, AIDC and SPDC merged as part of the province’s drive to consolidate several agencies. Contact AIDC T +27 (0)12 564 5000/5300 E info@aidc.co.za 30 Helium Road Automotive Supplier Park Rosslyn EXT 2, 0200

Vision To be the leading implementation agency delivering creative, efficient, best practice and value-based solutions in support of government’s programmes relating to the automotive and allied sectors.

Mission In pursuit of its vision, our aim is to provide innovative customised solutions to develop the automotive manufacturing sector to globally-competitive standards of excellence through a world-class value proposition that enables effective and sustainable socio-economic growth.

Flagship Projects The AIDC runs a number projects that contribute to development in the automotive industry. Our flagship projects include:

The Automotive Supplier Park

@AIDCgauteng @AIDCgauteng

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The ASP is managed by the facilities department at the AIDC. The ASP is based in Rosslyn and spans an area of 130 hectares, with a tenant pool comprising mainly of component manufacturers and suppliers to OEMs who require a continuous supply of components to assembly plants. Because of its locality, automotive component manufacturers, suppliers and service providers benefit from synergies and cost-saving opportunities. The AIDC develops factories to tenant requirements on a long-term lease basis. The ASP also offers shared mini-factories for smaller operations and offices for automotive service providers.

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PROFILE AIDC Incubation Programmes (Ford and Nissan)

Highlights from 2017

In 2011, the AIDC launched the first automotive incubation centre in South Africa. That year, the Incubation Programmes Department opened the incubation centre at the Ford Motor Company’s Silverton plant in Pretoria. Incubator models have proven to be highly successful globally but are a relatively new concept for South African based OEMs. The AIDC pioneered the incubation concept within the local automotive industry to provide support to black-owned enterprises and nurture these companies during their startup phases. The incubation programme is in line with the AIDC’s mandate to create jobs and develop sustainable SMMEs. The programme benefits start-up businesses by allowing them to operate in the facilities where they receive subsidised rental, mentorship and financial support. The incubation programme runs for five to seven years, after which time incubatees can establish themselves as fully-fledged businesses in the automotive industry. The Incubation Programme Department’s objectives are to: • Identify individuals with entrepreneurial aspirations and abilities and then nurture them into successful businesses. • Provide business support, mentoring and training to the incubates. • Identify opportunities in the automotive sector for new components to be included in the incubators with the ultimate objective of increasing local content for the sector. The AIDC’s Automotive Incubation Centre at Ford currently houses five blackowned companies that supply automotive components directly to the OEM’s production line. They are now in their fourth year of incubation. Each of the five incubatees is subcontracted to a Tier 1 component supplier who then provides technical mentoring as required.

We received a clean audit report with no matters of emphasis for the 2016/17 financial year. This award is evidence of our commitment to running a stable and transparent organisation that accounts for all its business activities. The Institute of the Motoring Industry (IMI) announced that the Gauteng Automotive Learning Centre has successfully met the training criteria to become one of its approved international centres in South Africa. The Learning Centre also received a nod of approval from Deputy President, Cyril Ramaphosa, when he visited the facility as part of the Human Resource Development Council programme. The partnership between the AIDC and Nissan SA, which gave rise to the Learning Centre, is one our finest example of successful public-private-partnerships.

Winterveld Automotive Hub (Township Hub) Automotive plays a pivotal role in upskilling individuals and supporting the growth of local SMMEs with a focus on auto body repairs and spray painting. Winterveld has always had a strong, yet largely informal, automotive presence. The purpose of the hub is to expose the local SMMEs to modern auto body repair equipment and methodology, and to formalise and develop their businesses by facilitating economic transformation within this area.

Skills Development (Gauteng Automotive Learning Centre and the Trade Test Centre) The Gauteng Automotive Learning Centre (Learning Centre) was established in 2014 by the AIDC to support to the automotive industry. It was established as a world-class training centre to service the needs of the automotive and allied industries while addressing the scarce and critical skills identified by SETAs. The Learning Centre’s vision is to become the leading academic and practical training hub for the automotive and allied industries. It is the conduit for addressing scarce and critical skills in the engineering, technical and trade fields for the automotive and allied sectors.

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Partnerships As an agency of government, the AIDC has various partners to ensure that there is development in the automotive sector. The AIDC has partnered with: • The City of Tshwane • The National Association of Automobile Manufacturers of South Africa (NAAMSA) • The National Association of Automotive Component and Allied Manufacturers (NAACAM) • The Manufacturing, Engineering and Related Services Sector Education and Training Authority (MerSETA) • The Department of Trade and Industry • BMW • Nissan These partnerships create an enabling environment from which the AIDC can roll out its projects. n

To be the leading implementation agency delivering creative, efficient, best practice and value-based solutions in support of government’s programmes relating to the automotive and allied sectors.”

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PROFILE UD Trucks

Providing transport solutions that customers need

Chief executive officer of UD trucks, Gert Swanepoel

People depend on logistics, and logistics depend on people. That is why UD Trucks Southern Africa is passionate about solving the challenges customers face in the local transport industry. UD Trucks has an unrelenting passion to provide the trucks and services the world needs today. This commitment has driven the company’s innovation for over 80 years worldwide, and for more than 55 years in southern Africa. ‘We are committed to listening to our customers and, importantly, the drivers of UD trucks across the region so that we can tackle issues together to create the most efficient transport solutions for everyone,’ explains Gert Swanepoel, managing director of UD Trucks Southern Africa.

Innovations The history of UD Trucks is a history of challenges and innovations. Since its foundation in 1935, UD Trucks has always aimed to go the extra mile, providing smart and modern products and services during each era. For instance, in 2008, UD Trucks launched the extra-heavy Quon range locally, featuring a revolutionary urea SCR system that answered the dual need for better fuel efficiency and lower emissions. In 2012, UD Trucks introduced the cutting-edge electronically-controlled automatic transmission, ESCOT-V on Quon, marking a drastic improvement in drivability, safety and fuel efficiency. Currently, the Quester and Croner truck ranges also feature innovative fuel coaching and onboard telematic services as standard, assisting customers to manage their fleets effectively and keeping trucks on the road while reducing operational costs. This includes real-time location, fuel utilisation, fuel loss alert, proactive maintenance support, and geofencing. Croner also features a fully-automatic transmission for improved ease of use, safety and less driver workload. ‘UD Trucks’ innovations and advancements are focussed on putting people first,’ adds Swanepoel. ‘It is built on the principles of driveability, fuel efficiency, safety, productivity and uptime – all essentials in any transport business.’

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Uptime support UD Extra Mile Support is everything fleet owners need to make the most out of every moment.

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PROFILE UD Trucks

‘From service and parts to on-road support, driver training and telematics, it’s our complete solution that customers can rely on to keep their trucks running,’ says Swanepoel. ‘With 37 dealers in South Africa, and 16 dealers in 14 other markets across southern and eastern Africa, customers are assured of on-time support no matter where they operate in the region.’ UD Genuine Service means a customers’ truck is always in the hands of professionally trained and competent front-line staff who know what’s best for it. In addition, UD Genuine Parts have been specially designed and tested to ensure maximum vehicle performance and endurance. Both combine to keep

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fleets on the road longer for higher productivity and less time wasted. Importantly, UD Driver Training is a programme that improves the capabilities of fleet drivers, which includes optimising operation, fuel-efficiency and safe driving. ‘UD Trucks believes that investing in the skills and knowledge of drivers is just as important as building the truck to be better,’ notes Swanepoel. ‘By including UD Telematics Services, you can easily monitor the progress of your driver’s training. This also helps the driver to get the most out of his or her truck.’

World needs tomorrow As a part of one of world’s leading commercial vehicle manufacturers, UD Trucks utilises and adapts global technology, knowledge and resources to provide trucks and services that perfectly fit the needs of customers and society today, and in the future. Innovation efforts currently focus on autonomous driving, electromobility and connectivity – three innovative pillars that will shape the future of smart logistics. ‘At UD Trucks, our mission is to provide the added value of Ultimate Dependability derived from ‘UD’ to our company’s products, as well as an unsurpassed level of excellence for our customers,’ Swanepoel concludes. n

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PROFILE RMI National Office

Strength in unity There is an old African proverb that states, ‘If you want to go quickly, go alone. If you want to go far, go together’. For nearly 110 years, both business and motoring customers have been going further – and reaping the benefits – by standing together with the Retail Motor Industry (RMI) Organisation. The RMI and its team of specialists serve as the collective voice for an industry sector that not only contributes substantially towards South Africa’s GDP, but is also a major employer and job creator. While we are proud of our history that spans well over a century, our vision is firmly focused on the future. Through our international exposure, we help members and consumers stay abreast of the dynamic motor industry, its technological and other advancements. To belong to the RMI, businesses must meet stringent membership criteria. They must subscribe to the RMI code of conduct, comply with prescribed regulations, and adhere to strict quality standards to the benefit of both business and customers. Consumers have total peace of mind when dealing with an RMI-accredited business, while RMI members enjoy a host of business benefits, including industry-specific advice, support, assistance and training, specialist labour advice, and access to tailored business products. These include: • 24-hour legal advice for business • Short-term business insurance • Occupational Health and Safety support • Advice and assistance on B-BBEE matters. The RMI is recognised by Government, big business, relevant stakeholders, banking and insurance associations, and regulatory bodies as the authoritative voice of the retail motor industry. Together with its Associations, the RMI actively influences legislation to minimise the impact on member businesses, consumers and the industry. Through its ongoing engagement with regulatory bodies, the RMI defends the industry when compulsory specifications and standards are compromised. The RMI facilitates and mediates customer complaints and plays an important role in educating the motoring public. The RMI represents its members at centralised wage negotiations and looks after their interests at the industry-specific medical aid, provident and other funds, and actively drives training and skills development initiatives through the relevant SETAs. The RMI’s strategic international partnerships further contribute towards adhering to global best practices and standards. The 13 reputable associations of the RMI represent all aspects of the South African motor retail industry, including parts, component and equipment manufacturers, independent workshops, franchised and pre-owned motor and motorcycle dealers, tyre dealers, fitment centres, motor body repairers and vehicle testing stations. From bumper to bumper and everything in between, dealing with an RMI-accredited business offers consumers complete peace of mind, while for RMI members, belonging is better business. Join the RMI or visit an RMI member today, as together we can go a lot further. n

Jakkie Olivier, RMI chief executive officer

Contact RMI National Office T +27 (0)11 886 6300 W www.rmi.org.za

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The benefits of belonging to the RMI The RMI has represented the retail motor industry and its members for more than 100 years. It is widely recognised as the authoritative voice in the motor retail industry and, with over 7 500 members business and 13 associations, there is strength in unity.

Benefits of belonging to the RMI includes:

• Communication and Media • Quality and Standards • Labour Relations Seminars • Advice, Support and Assistance • Representation • Training • Influencing and Lobbying • Industry-specific Products and Business Benefits

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• The RMI is recognised in the media as the industry voice and is regularly invited to comment on industry topics by both print and broadcast media.

• The Association participates in and hosts numerous conventions and shows. • Members have access to the informative Automobil magazine and receive weekly web letters which not only facilitate two-way communication, but keep Members abreast of developments in a highly dynamic industry.

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Quality and Standards

Advice, Support and Assistance

• The RMI and its Associations represent the Industry at various South African Bureau of Standards (SABS) committees and working groups

Labour Relations Seminars

• Members have access to Industry labour relations seminars focused on the rules, agreements and industry-specific topics that affect retail motor industry businesses

• Professional industrial relations advice by specialists, ensuring procedural and substantive fairness with disciplining staff.

• Support with chairing disciplinary hearings and automatic entry and representation at the CCMA, DRC and Labour Court.

• Exceptional CPA support and member assistance during defence cases

at the National Consumer Commission (NCC) and the Motor Industry Ombudsman of South Africa (MIOSA). • Facilitation of complaints between RMI Members, with a complaint resolution rate in excess of 95%.

Representation

• Members enjoy RMI presentation at often volatile and disruptive centralised wage negotiations.

• Representation at various MIBCO and Industry-related Boards and committee structures.

• Representation at the National Regulator for Compulsory Specifications (NRCS), defending our industry when compulsory specifications and standards are compromised. • Representation at the Moto Health Care Fund, Industry Provident Funds and the Sick, Accident & Maternity Pay Fund. • Affiliation to reputable organisations recognised by Government, big business, consumers and relevant stakeholders, such as Business Unity SA (BUSA).

Training

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Influencing & Lobbying

• Training and representation via merSETA and W&RSETA. The RMI actively drives industry-wide training and apprenticeship issues through its position on the merSETA Board and involvement with the Technica manuals.

• The RMI and its Associations are actively involved in influencing new legislation and regulations to minimise the impact on business and the industry it serves.

Industry-specific Products and Business Benefits • The RMI offers industry-specific products, tailored to meet the needs

of the industry it serves: RMI4Law: 24-legal advisory service RMI4Sure: Best-value short-term insurance RMI4OHS: Occupational Health and Safety RMI4BEE: Advice and assistance on B-BBEE matters, with an accreditation service and the compilation of a National B-BBEE register. • Industry-specific Products and Business Benefits Associational accreditation ensures ongoing development and implementation of commercial value propositions specific to the Association.

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DO BUSINESS WITH RMI - ACCREDITED MEMBERS FOR MOTORING PEACE OF MIND

Communication and Media

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If it’s not Inval®, it’s not Invincible Invincible Valves (Pty) Ltd T +27 (0) 11 822 1777 | E enquiries@invalve.co.za | W www.invalve.co.za

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