SA PROFILE Profiling South African Business
Volume 2 n 2019
NSBC –
Are you struggling to grow your business?
Leadership mind-set in 2019 is about creating space, managing change and reporting Understanding the exemption to the new national minimum wage
Invincible Valves’ Pam du Plessis
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Africa’s Most Influential Women in Business recipient
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Foreword
South African Chamber of Commerce and Industry
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The broadest based business institution in South Africa Reaching back nearly 80 years ago, the South African Chamber of Commerce and Industry (SACCI) – formally known as the South African Chamber of Business (SACOB) – has a history stretching back to WWII. SACCI is unique in the organised business space in terms of its broad representation. It starts at grass roots through its constituent chambers of which there are 40 around the country and grows to span small businesses, all the way to township chamber level. SACCI has over 20 000 small businesses covered under the regional chambers, with an average employment of around 50 people turning over around R50 million annually. At a sectoral level, SACCI has 20 national associations representing the iron and steel industry, the motor manufacturing industry, security, printing and the beneficiation sector, to name just some of the more prominent ones. One body alone employs over half a million people in this membership grouping. And then there are the corporates and multinationals; currently there are around 40 corporate members and the sector is still growing. SACCI publishes two barometers of the economy. These are widely sought after and popular with the press. The ‘SACCI Business Conditions Survey’ results are published monthly and followed within days by the ‘SACCI Trade Conditions survey’. SACCI researches and publishes these as a service to South African business community. Government offices and the broader trade community also use these documents widely as do various embassies. Whilst on the subject of trade, SACCI hosts numerous trade missions from other countries throughout the year and facilitates business-to-business interaction to help widen relationships between our business community and business people in other countries. There are two other aspects which are critical to commerce. SACCI is the only officially sanctioned body issuing guarantee facilities for traders by way of an instrument known as the ATA Carnet. SACCI has a special unit that has been established to service the business community trading across borders with ATA Carnet. Trade facilitation does not end there. SACCI is also the only national chamber body authorised by government and the international community to accredited chambers in South Africa to issue certificates of origin. This has enabled chambers to provide this service to the exporting business community. During 2019, SACCI plans to widen its scope to enable its chamber members to issue other certificates required in the world trading community, thus widening the service offering to South African exporters. The SACCI office also engages on policy issues which affect the business community. High level delegations meet with Government Ministers on a fairly regular basis to sensitise government to the needs within business – especially at a time when unemployment, especially youth unemployment, has reached worrying levels for the country. Perceptions about the country and its policies remain a point needing delicate consideration and adroit handling. There can be no doubt that government needs to consult the right people in business - people who know rather than the people who say they know. SACCI is at the centre of the business universe in South Africa and intends to up its game in 2019/20 for the benefit of all South Africans.
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The Ch il
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Editor’s Note 4
SA PROFILE www.saprofilemagazine.co.za
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Elroy van Heerden, Publishing Editor
We are excited to introduce our second annual edition of SA Profile. We hope that you will enjoy reading this edition of the publication and we look forward to collaborating with more role players in our next edition due out in February 2020. We want to congratulate Managing Director, Pam du Plessis from Invincible Valves, also our cover model for the past two editions, for winning the Africa’s Most Influential Women in Business award 2018, hosted by CEO Global in partnership with Thebe Investment Group. I have been dealing with Pam for the past two to three years and from a personal point of view, she is an on-point woman who knows what she wants and where she is heading. We wish her the best of success for 2019 and beyond and look forward to continuing our business relationship going forward. We also want to extend our gratitude to all our advertisers and contributors for taking part in this current edition. Don’t hesitate. Book your profile space now for our upcoming 2020 edition. It’s an ideal forum to introduce your organisation’s leader to potential investors. We wish all our advertisers, contributors and readers a prosperous 2019. Best wishes, Elroy van Heerden editor@saprofilemagazine.co.za
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Success is not measured by what you accomplish, but by the opposition you have encountered and the courage with which you have maintained the struggle against overwhelming odds.’ - Orison Swett Marden
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SA PROFILE
Publisher
Profiling South African Business
Volume 2 n 2019
Tel: +27 21 424 3625 | Fax: +27 86 516 7277 6 Carlton Crescent Parklands 7441
NSBC –
Editor Elroy van Heerden editor@saprofilemagazine.co.za
Are you struggling to grow your business?
SuB Editor Tessa O’Hara tessa.ohara@gmail.com
Leadership mind-set in 2019 is about creating space, managing change and reporting
Content Manager Melanie Taylor artwork@mediaxpose.co.za
Understanding the exemption to the new national minimum wage
Invincible Valves’ Pam du Plessis
www.saprofilemagazine.co.za
Africa’s Most Influential Women in Business recipient
ISSN 2616-3535
9
772616
353009
Photography: Invincible Valves
Advertising Coordinator Kyla van Heerden artwork1@mediaxpose.co.za Design & Layout CDC Design carla@cdcdesign.co.za Editorial Contributors Chris van der Hoven Chartered Institute of Government Finance Audit and Risk Officers Zodwa Ntuli Jarrod Lyons Petroleum Agency SA Paul Joliffe Faith Ngwenya Dr Natasha Sanabria Ben Leyka The Human Resource Development Council Siya Ngcamu Johan Olivier Mike Anderson Tricia Jones Advertising Manager Wendy Scullard advertising@saprofilemazazine.co.za Advertising Sales Bonakele Makutuya advertising3@saprofilemagazine.co.za
SA Profile @SA Profile
Distribution/Subscriptions Maurisha Niewenhuys distribution@mediaxpose.co.za Chief Financial Officer Shaun Mays shaun@mediaxpose.co.za Reception Daniëla Daniels receptionist@mediaxpose.co.za
SA PROFILE Profiling South African Business
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Disclaimer: The views expressed in this publication are not necessarily those of the publisher or its agents. While every effort has been made to ensure the accuracy of the information published, the publisher does not accept responsibility for any error or omission contained herein. Consequently, no person connected with the publication of this journal will be liable for any loss or damage sustained by any reader as a result of action following statements or opinions expressed herein. The publisher will give consideration to all material submitted, but does not take responsibility for damage or its safe return.
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CONTENTS 8
Upfront Foreword: South African Chamber of Commerce and Industry...................... 2 Editor’s Note........................................................................................... 4 Cover Story: Invincible Valves................................................................. 10 Interview: OTI Petro Smart..................................................................... 25 Q&A: Collaborit.................................................................................... 82
Advertorials AVBOB................................................................................................ 50 University of the Free State..................................................................... 76 MICT SETA........................................................................................... 87
Editorial Bringing the 4th industrial revolution to bear............................................ 14 Leadership development: Coping with change.......................................... 22 Effective asset management improves service delivery................................ 28 SA making slow progress on economic transformation............................... 32 Tapping into global greentech opportunities: SA’s first special economic zone dedicated to greentech manufacturing............................... 36 SA’s oil and gas exploration & production sector an excellent investment.......................................................................... 38 Cybersecurity – the top 5 considerations for CEO’s................................... 42 Business rescue or liquidation – when to choose which.............................. 46 Translating digital data into biological applications................................... 52 Africa, the breadbasket of the world....................................................... 64 Development of human capital in South Africa.......................................... 78 Leadership mind-set in 2019 is about creating space and managing change.......................................................................... 84 Understanding the exemption to the new national minimum wage............... 88 Are you struggling to grow your business?............................................. 102 6 Ways to boost employee engagement................................................ 106
Profiles KSB Pumps and Valves.......................................................................... 17 Retail Motor Industry (RMI)..................................................................... 19 Clay Brick Association........................................................................... 44 National Institute for Occupational Health (NIOH).................................... 56 Henley Business School.......................................................................... 60 Quickeasy Software.............................................................................. 66 National Metrology Institute of South Africa............................................. 72 AHL Water........................................................................................... 90 Hogan Lovells....................................................................................... 94 Sunlit Technologies.............................................................................. 105 Matseke Business Investment................................................................. 108
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COVER STORY INVINCIBLE VALVES
Africa’s most influential women in business & government CEO Global has recognised women’s achievements in its flagship programme, “Africa’s Most Influential Women in Business and Government” for the past 19 years. The recognition programmes are designed to uplift and recognise African influencers, providing a platform they can use to celebrate their achievements, while paying tribute to those who are consistently exercising a positive influence on our communities and society at large.
Managing Director of Invincible Valves, Pam du Plessis, who was the recipient of the Most Influential Women in Business award
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COVER STORY INVINCIBLE VALVES
Since the initial celebration, the awards have grown significantly and enjoy increasing prominence in the marketplace. The events have become a sustainable programme and have become renowned African brands. Besides honouring those who have excelled in their particular sector, the events afford a unique networking opportunity. Connections and mutually beneficial business relationships are built at these events, contributing to the creation of a sustainable business environment. A recipient of the awards is Pam Du Plessis, Managing Director of Invincible Valves, who won Africa’s Most Influential Women in Business award and was the winner in the Manufacturing & Engineering Sector, firstly for the SADC, followed by the AFRICA Award.
Nominations A call for nominations is issued using various media. Nominations can be submitted via the MIW website, email or hard-copy. At events, nomination forms are handed to attendees to be completed and submitted as the event progresses. Nominees are notified via email and by phone. Nominees are then asked to submit an entry form and supporting documents to qualify for adjudication alongside their continental counterparts.
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Connections and mutually beneficial business relationships are built at these events, contributing to the creation of a sustainable business environment.”
The judging process The nominees go through a stringent three-phase judging process that ensures that the most deserving nominees win in their various economic sectors. The judges are chosen as industry experts and comprise three external panels with an independent chair. Judges are independent and do not receive payment from CEO Global. The first judging panel requires judges to eliminate incomplete entries. This is a monumental task as thousands of entries have to be sifted through to put forward those ready for judging panel two. Judging panel two sees judges carefully viewing each entry and comparing it to other entries within the same sector. Scores are determined based on the individual’s success within their particular sector as well as personal contributions to society at large. At the final judging panel, winners are identified per country and region in each sector. Each regional winner in their specific sector automatically becomes a continental finalist and are judged against their industry peers from across the continent.
social environment, corporate social responsibility, personally and professionally. • Broadly speaking, is the individual at the top of their game (or very close to it) in terms of their broader marketplace and economy in their country. • Personal contributions to CSI initiatives are also considered by judges to determine if nominees “walk the talk”.
Judging criteria
Sponsors
A predetermined scoring system is used and judges consider the following: • High standards of excellence on a national basis with due consideration to country context. • The scope and level of people leadership impact. This is the size and number of people in the teams that the individual manages. The level of leadership, i.e. how strategic is their impact. What level are they impacting, e.g. at Board level, at EXCO level at senior management level. • The level of strategic impact and hard-core delivery. What was achieved in terms of measurable, quantifiable results vis a vis the business objectives in making an impact in business performance. For example, grew the revenue from x to y versus a target of z, or grew the gross profit from a to b versus a target of c, or increased customer repeat purchase from a% to b% versus c%. • Good governance, measurable contribution to the triple bottom line, financial performance, contribution to the environment, contribution to the
Organisations that partner on the programme are typically those companies that have a Pan-African vision and believe that great opportunities on the continent can only be unearthed through maximising the potential of people. This year, Thebe Investment Corporation has partnered with CEO Global to take the programme across the continent because it believes that Africa is without a doubt the next growth frontier for the world. n
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N E W C A P I TA L R I S I N G
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EDITORIAL 4TH INDUSTRIAL REVOLUTION
Bringing the 4th industrial revolution to bear If there is one thing that probably comes to mind when thinking about the 4th industrial revolution, it’s hype. But Industry 4.0 is real and it’s slowly transitioning from concept to reality in the world around us.
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The clearest way to visualise its potential impact is with an example. A young student wishes to purchase an electric scooter from a manufacturer. Instead of walking into a showroom and choosing one of a limited range off the floor, she instead sends her biometric measurements and intended usage conditions to the manufacturer over the internet. This might be data like her weight, anticipated driving range (will the scooter be used solely for commuting or also for longer holiday trips), her geographical location (to understand elevation, temperature and number of hills) and her risk preference (how fast it should accelerate and what top speed it should have). All this data is received by the manufacturer’s Artificial Narrow Intelligence (ANI) system which instantly queries the firm’s suppliers of steel, battery components, plastic trims, electronics etc, to identify stock levels. It then runs this information through the firm’s decentralised manufacturing and assembly plants, producing an electric scooter configuration that best suits the customer’s requirements at the lowest possible cost. It knows that the customer will require a specific power-rated motor which is most efficiently built in Mexico, on
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EDITORIAL 4TH INDUSTRIAL REVOLUTION
Where Industry 4.0 really comes into its own is the symbiotic merger of machinery, computer intelligence and advanced communication networks.”
assembly number 11 given this assembly line’s proximity to suppliers and its manufacturing history. It does this for every one of the thousands of components in the scooter. Mere seconds later it presents the customer with a quote and, once accepted, the ANI will direct and coordinate every single aspect of production down to the smallest machine on the assembly line. It will then coordinate shipping (a cost already factored into its decision to use certain assembly locations) directly to the customer’s door or most convenient pick-up location. All of this would occur without any human involvement. This then is the promise of Industry 4.0, a brave new world that has captured our collective imaginations in a way that harkens back to the atomic age. Although it largely reflects our current environment at face value, the changes to underlying communication, efficiency of production, product personalisation potential and synchronisation of the market are massive.
So, where exactly does Industry 3.0 stop and Industry 4.0 begin? The first point to make is that mankind has been on a constant path of industrial revolution since about 1800. Semantically it helps to break this constant process down into somewhat distinct evolutionary steps. Mechanisation, embedded sensors, computerisation, the collection of data and internetconnected firms would all still be categorised as late-stage Industry 3.0. Where Industry 4.0 really comes into its own is the symbiotic merger of machinery, computer intelligence and advanced communication networks. From a manufacturer’s perspective, this translates into a vision of factories that allow computer intelligence to control all aspects of production. For example, a lack of a specific input for a firm may prompt computer intelligence to alter the manufacturing process across hundreds of different factories in dozens of different countries. It could take into account real-time manufacturing costs, expected demand, profit margin, overheads and safety concerns, millions of times faster than a human operator or management team.
worth their salt) of nearly every manufacturing industry. Production costs and waste would decrease, competition would increase and consumers would get a greater variety of products at cheaper prices. The fear is that, like the dreams of the atomic age, Industry 4.0 may never reach its promised potential. Capital costs will be enormous and government money will be needed to establish legal frameworks and IP protection enforcement. In addition, infrastructure networks that span companies, cities and even continents must be established if a first mover disadvantage is to be avoided. This precludes African and even the majority of South African businesses from really implementing Industry 4.0 in the medium term. We simply don’t have the level of sustained capital investment and government support, nor the customer sophistication, appetite and level of income necessary.
Industry 4.0 brings production into line with demand more accurately than ever before. From an economic viewpoint, Industry 4.0 brings production (supply) into line with demand more accurately than ever before. In spite of globalisation, market demand is still largely disaggregated; production still requires a minimum threshold in a single geographical location. A system that could aggregate demand and work across massive disaggregated factors of production would improve the efficiency (the watchword of every economist
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Capital costs will be enormous and government money will be needed to establish legal frameworks and IP protection enforcement.”
But already great steps are being made. Zipline is a company that delivers blood via drone in Rwanda and by year end will deliver nearly 90% of all blood in the country. Iron Ox is a start-up in the US using robots and AI to run an entirely autonomous indoor farm, producing the equivalent of 30 acres of outdoor farming in just a single acre. For Industry 4.0 to really take root in South Africa, the age-old watchwords of profitability and efficiency must be prioritised. n
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PROFILE KSB Pumps and Valves
Global pump manufacturer obtains level 1 B-BBEE certification KSB Pumps and Valves has become the first Original Equipment Manufacturer (OEM) pump manufacturer in South Africa to obtain Level 1 B-BBEE certification. This follows the purchase of a 30% equity stake in the company by the black female-owned Insikazi Synergies (RF) (Pty) Ltd, a company with four business women shareholders including Nonhlanhla Ngwenya and Matshepiso Finca, who have joined the board to play an active role in steering the company in future. Managing Director of KSB Pumps and Valves, Dr Sven Baumgarten, says, the deal is a first for the multi-national KSB Group, a German company which operates through subsidiaries around the globe. ‘Achieving Level 1 B-BBEE Status has marked a significant milestone for us and is evidence of our philosophy of operating globally and thinking locally. For us, transformation is not only a strategic imperative for operating in this market, but something we embrace as a company that will soon celebrate 60 years of operating in South Africa. We are proud to be the first pump and valve OEM to achieve Level 1 B-BBEE status. ‘Our heritage in South Africa started in the 1920’s and has continued with the manufacturing of high-quality products from our modern manufacturing, sales and serving facilities across the country. Our evolving growth story locally is interwoven within the fabric of South African life and we are fully committed to transformation for the betterment of all,’ said Dr Baumgarten. ‘Over the years, KSB Pumps and Valves in South Africa has grown to employ over 500 staff and has a turnover of nearly R1-billion. We are poised for further growth in South Africa and in Sub-Saharan Africa and look forward to continuing our long and fruitful partnership with local business and Government,’ he added. n
Above: KSB Pumps and Valves has become the first OEM pump manufacturer to receive Level 1 B-BBEE certification. Present were front: Tönjes Cerovsky, director, David Jones, regional sales manager Sub-Sahara Africa, Sahana Vaidya, Empower Capital, Matshepiso Finca, director, Nicola Mackay, recruitment and training, Shonah Smith, manager human resources and industrial relations, Zanele Maduna, alternate director and Nonhlanhla Ngwenya, director. Back: Clinton Harris, central functions manager, Friedrich Görgens, engineering manager, Dr Stephan Bross, director, Dr Sven Baumgarten, managing director, Jan Avramov, service division manager, Philip Haslam, Empower Capital, Grant Glennistor, operations manager and Michael Erasmus, financial manager.
Contact KSB Pumps and Valves T +27 (0)11 876 5600 F +27 (0)11 822 1746 E Annett.Kriel@ksb.com W www.ksbpumps.co.za
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PROFILE RMI National Office
Invest in your business Membership of the Retail Motor Industry organisation (RMI) is a sensible investment in your business, says Jakkie Olivier, CEO of the RMI.
Olivier regularly conducts a variety of RMI roadshows throughout the country which gives him the opportunity to step back from the daily running of the RMI and witness, through interaction with RMI members, ‘what the organisation is actually all about, what we provide for our members and why’. ‘From the member interaction and feedback I have received to date, I have again confirmed the dire need for individuals and predominantly small businesses to have a strong, collective voice to overcome the ever-increasing challenges of doing business in South Africa,’ says Olivier. Through the power of the RMI as an umbrella organisation, members, for example, have representation at the highest levels when new legislation is introduced or when changes to existing legislation threatens to negatively impact on business owners’ ability to do business and protect their investment. The most recent example is the planned introduction of a Code of Conduct for Competition in the South African Automotive Industry. The Competitions Commission of South Africa released the second draft for comment in 2018. ‘The Code will no doubt influence the future of the automotive industry and it is best if the RMI and its constituent associations comment, influence and persuade the authorities in a positive manner on behalf of its almost 8 000 members. This is to ensure an outcome that will not only protect the consumer and the automotive industry, but contribute towards a growing economy,’ says Olivier. ‘Without the collective might of the RMI, these negotiations and processes would not even make it to the first round. When the RMI initiates discussions or negotiations, our vast experience and size of our membership allows us to make things happen on your behalf. ‘The importance of the unity that the RMI thrives on, has over many years, strengthened and has become a common slogan in the business context. ‘The RMI constituent associations are extremely active in addressing the daily business challenges of their particular sectors, while the RMI brings them together to fight the battles as a united front that affects the entire industry,’ adds Olivier. However, says Olivier, RMI membership is about more than just having the collective voice and power to take on new legislation and related developments, and ‘fighting the good fight’. Additional benefits include legal and labour advice, the Motor Industry Bargaining Council, access to social, medical and retirement funds, B-BBEE guidance and assistance, apprentice training, complaints resolution and various customised products and services. ‘Belonging is better business – so it makes sense to belong to an organisation that has your business interests at heart and has the collective power to make a difference,’ Olivier concludes. n
Jakkie Olivier, RMI chief executive officer
Contact RMI National Office T +27 (0)11 886 6300 W www.rmi.org.za
ww.facebook.com/ w retailmotorindustry etail Motor Industry R Organisation – RMI
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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
www.facebook.com/retailmotorindustry Retail Motor Industry Organisation - RMI @AutomobilSA
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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
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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%.
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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).
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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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EDITORIAL UNIVERSITY OF STELLENBOSCH BUSINESS SCHOOL EXECUTIVE DEVELOPMENT
Leadership development: Coping with change By Dr Chris van der Hoven, CEO of USB-ED
When you are scanning interesting job adverts, have a look at how many ask whether you are the type of person who can handle stress, thrives on deadlines and high pressure situations. In recent management jargon, employers are asking for someone who can cope in a VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) world.
And there are a myriad of candidates who put their hands up and say, ‘I can’. Even for very capable managers, this can end in trauma. Not many people can cope with relentless change. It takes a special kind of resilience to navigate the change management process. It takes people experienced with high levels of complexity and ambiguity and it takes a supportive team environment, with excellent managers. The thing is: in many contexts rapid change is the norm. This means that for succession planning, organisations must place emphasis on a pipeline of resilient leaders who can adapt to relentless external and internal change. For the incumbent leader there are two concerns: That they can be effective as a leader – a non-trivial requirement since 1. choices are often not obvious and decisions difficult to make and justify to direct reports or staff in general. That they can personally cope - that they have the emotional resilience 2. to remain even-tempered and physically healthy when their decisions may be keeping them up at night. These leaders are often making choices between irreconcilable alternatives, they may be second-guessed by colleagues with their own agendas and they may at times be quite isolated. For the business, the recruitment, induction, performance management and ongoing support of leaders through a pipeline and into these critical roles is clearly crucial. At the University of Stellenbosch Business School Executive Development (USBED) we focus on reflective practice for leadership roles and the development of leaders. This starts by helping leaders to raise their awareness of their own actions: to reflect on what they do, how they plan and react. Since familiarity with a given scenario is a coping mechanism, we may simulate stressful situations or tough moral and operational choices and then help leaders to familiarise themselves with options and approaches they might deploy. This way, we accelerate their experience and the creation of a continuous internal feedback loop. We hold up a mirror to highlight the attributes they need to master. In organisations with demanding change agendas, we help incumbents recognise the difference between being a manager and being a leader. We also point out the need to shift from a transactional to a transformational leadership style.
The difference?
Dr Chris van der Hoven, CEO of USB-ED
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Transactional leaders use hierarchies, delegations of authority, employment contracts, rules, policies, discipline and the bonus system to keep normal staff in line. The concern is “the now”, rather than looking ahead. Transformational leaders focus on cross-functional collaboration and team-building to achieve an overarching strategy that all stakeholders contribute to creating. It’s very much a goal-framing approach, focused on people development. They are custodians of critical processes such as maintenance of a winning culture, regular highquality communications and providing a clear focus. It’s the approach that
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EDITORIAL UNIVERSITY OF STELLENBOSCH BUSINESS SCHOOL EXECUTIVE DEVELOPMENT leaders need to adopt to enable their teams to manage change and thrive in a VUCA world. Here is one way that transformational leaders manage change:
Leading strategic change Using John Kotter’s approach: Dr Kotter’s eight-step change management process took decades to develop, following years of study of leaders and organisations as they attempted to transform their strategies. The eight steps finally emerged as: 1. Create a sense of urgency: Communicate the importance of action in catalysing change. 2. Build a guiding coalition: Create a coalition of willing and effective people to coordinate and communicate the change. 3. Form a strategic vision and initiatives: Where possible, what does the future look like and what initiatives are linked to this? 4. Enlist a volunteer army: Rally people around a common opportunity to drive change. 5. Remove barriers to enable action: Take away inefficient processes and hierarchies to allow silos to impactfully collaborate. 6. Generate short-term wins: Recognise and communicate wins to track progress and encourage persistence. 7. Sustain acceleration: Use your credibility and momentum from the first success to keep initiating change after change. 8. Institute change: Show the connection between new behaviours and organisational success to entrench these as replacements to old habits.
Leading in a learning organisation What is a learning organisation? A learning organisation is one that naturally assimilates rapid and/or regular change in the market and still prevails. It is an organisation that adapts quickly and realigns customer value propositions to remain relevant in their markets. Sadly, many leaders claim to have created a learning organisation but
their performance does not support their claim. This is usually because leadership measures this approach in terms of “training spend”! High levels of training spend may well correlate to higher levels of performance in the market, but this is more likely to a market driven outcome and is likely sub-optimal. The real benefits of a learning organisation are achieved when spend on people development is married with learning attained from strategically aligned projects. In other words, transformational leaders have learned to ‘operationalise’ learning. This is a huge opportunity and the approach has so many positive spin-off benefits that it should really be a very high priority in change contexts. USB-ED leadership programmes thus shine a light on change leadership at the individual and the organisational level. Transformational leaders are resilient, are custodians of the change process and understand the change context. They detect patterns and trends and can shape and operationalise a true learning organisation. n
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INTERVIEW OTI Petrosmart
OTI PetroSmart – simplifying and securing the refuelling and payment process
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SA Profile spoke to Charlotte HamblyNuss, Founder and Managing Director of OTI PetroSmart who has been at the helm of the business since its establishment in 2000.
Tell us more about the company and your role as Managing Director? OTI PetroSmart is a leading provider of integrated fuel management solutions based on Automated Vehicle Identification (AVI). Products include configurable hardware, software applications and support services. I am a qualified attorney by profession. Whilst being responsible for the daily operational and financial management of the business, I also lead the business development efforts from both a commercial and technical perspective. I conceptualised and successfully executed a strategic vision that resulted in OTI PetroSmart’s appointment as OTI’s Global VAR for the petroleum product line.
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INTERVIEW OTI Petrosmart How would you describe OTI PetroSmart’s scope of work? We automate, simplify and secure the refuelling and payment process through the use of our AVI solution – EasyFuelPlus – across a range of industries, including the retail, commercial, industrial and mining sectors. Our solutions help reduce operational expenditure by eliminating manual processes, as well as by providing quality data that not only enables the effective management of fuel consumption, but also helps to prevent fraud.
What is the company’s vision for the near future? Over the next three years we intend to target six of the top 10 country markets by business vehicle in use, potential transactions and volume. We view the following as effective methods to growing the business quickly and effectively: • Support strategic partnerships with tools to sell and support products and solutions effectively. • Effectively communicate market position as a full-service provider and systems integrator. • Use programmes such as “shared risk models” and “revenue sharing arrangements”. • Service bundling. • Potential of adding sales and support offices in major markets to support sales. • Expansion into retail segment
What are your long-term goals for the business and how do you plan to achieve them? AVI solutions are firmly emerging as either a complimentary form factor or, in certain cases, as the complete replacement for traditional fuel cards in both the commercial and retail fuelling sectors. EasyFuelPlus provides OTI PetroSmart’s partners with numerous upfront and recurring revenue opportunities. We can assist our partners to understand the market potential for AVI issuance and help identify viable markets and sectors using accepted industry benchmarks and politico-economic filters. We also assist our partners with building innovative and rewarding business models to suit specific markets and opportunities.
How would you describe your top attributes as a successful leader? I am a proactive, results-driven entrepreneurial style leader with a successful background in achieving business growth through in-depth product knowledge, focused partner and customer relationships and a vision for new technical and commercial opportunities. Whilst my key responsibilities are of a corporate and commercial nature, my understanding of the underlying technology platforms, interfaces and overall solution architecture have proven to be invaluable to me. It is impossible to effectively manage a technology and solution focused business unless you have a clear understanding of the product offering and how all the pieces of the puzzle fit together. This understanding has helped me to navigate complex technical discussions to achieve the desired commercial results. My product knowledge has also enabled me to source products to extend our core value proposition and to develop new business models and service offerings for our customers. Success requires hard work; tenacity and discipline. As a result of the extensive experience I have gained in the industry I have been able to develop a multidisciplinary skill set, strong leadership, interpersonal and communication skills. My key strengths include product management, negotiation, contract drafting and strategic account management.
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What are your values as a company leader and how do you ensure these values are upheld by employees? Hard work, energy, enthusiasm, accountability, excellence, efficiency, team work and innovation. I aim to instil these attributes and values by “walking the talk” and leading by example.
Can you tell us about some risks you have taken and the results? Introducing shared risk business models. Whilst you make less money at the outset of a deal, you generate far more revenue over time and these models have ensured that our objectives are aligned with those of our customers. Providing certain services, such as key account management and bureau services - at no cost initially to demonstrate the value proposition. This paid off as today we generate significant monthly revenues from the provision of these services. Introducing new products as an extension of our core value proposition. I conceptualised the introduction of complete packaged home base and mobile browser solutions in conjunction with a bundled service offering to enable OTI PetroSmart to sell automation solutions; AVI and tank gauging systems directly to wholesalers and bulk consumers of fuel. This was a gamble initially but has paid dividends and served to entrench our position in the market.
Tell us more about the demand and supply of your product and services within your industry With more than 220 million corporate fleet vehicles in viable markets globally, the potential AVI market is very significant and offers the potential for long term growth in revenues. AVI solution providers are
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INTERVIEW OTI Petrosmart uniquely positioned to benefit from three strands of the fuel card value chain: 1. Acceptance (site equipment) 2. Issuance (tags and vehicle equipment) 3. Software services Rising fuel costs and the need for increased business transparency will drive continued implementation and adoption.
What challenges is the company facing and what measures do you have in place to overcome these? Whilst our strategic partners are well positioned in certain markets, they do not always have the desired focus when it comes to promoting our product suite. This requires us to either work more closely with the relevant sales teams and distribution channels or re-visit our approach to the market and engage directly with potential end customers.
How does OTI PetroSmart maintain its integrity and loyalty to its customers? OTI PetroSmart is led by highly qualified and experienced executives, supported by a focused team with extensive experience in business development, account management, hardware engineering, software development, technical support and the deployment of retail and commercial fuelling technologies. With our combined knowledge and expertise, we are able to support our direct customers, global strategic partners and valued distributors while identifying opportunities and implementing solutions that deliver real value.
How would you describe the company’s strategic vision and mission over the next five years? Oil companies view fuel card programmes (including AVI)
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Keep doing the work and delivering on your value proposition; focus on your customers and the rest will follow.”
as strategic relationship tools. Such programmes are often referred to as “marketing technology” as they enable the retailer to establish a direct commercial relationship with the customer to facilitate the sale of fuel via a differentiated, secure method of payment. Basic fuel card offerings are being enhanced to provide commercial fleet customers with more security, more convenience, telematics, vehicle location and web-based services. AVI solutions are emerging as a complimentary form factor or in certain cases as a replacement for traditional fuel cards. AVI can easily be implemented into existing fuel card programmes. AVI also facilitates a completely frictionless refuelling experience for heavy and light fleet customers and consumers. The success of PetroSmart is rooted in our ability to develop a network of distribution partners across the fuel value added ecosphere with the ability to drive adoption in major markets. Our longer-term goal is to permanently transform the refuelling experience across industry verticals.
1. What short to medium-term future do you foresee in your industry? The rising fuel price and other road taxes have put pressure on the petroleum industry. Even if fuel is a necessity and its demand relatively inflexible, the price increases have slowed demand. Many industries are dependent on petroleum products and the expected growth in the South African economy would translate into similar levels of growth for the fuel industry. Combined petrol and diesel consumption figures for South Africa are above 20 billion a year and there are approximately 4 600 service stations in South Africa. Fleet management is a very large business in South Africa, especially related to freighting and transport. Almost all goods transported in South Africa are transported by road due to weak rail infrastructure. Most of the transport is undertaken by large freighting and logistics companies with sizeable fleets of vehicles that stand to eliminate fraud when using AVI solutions. B2C initiatives will also serve to drive the establishment of an AVI acceptance infrastructure
2. Any advice to other leaders? You need to be passionate and driven to achieve your goals. Don’t become despondent when things don’t go your way - it is critical to ensure that your team remain positive and enthusiastic. Keep doing the work and delivering on your value proposition; focus on your customers and the rest will follow. n
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EDITORIAL CIGFARO
Effective asset management improves service delivery The recent Local Government Asset Management Indaba provided thought leadership on implementing sustainable asset management solutions as part of the drive towards improved local government services.
One of the key roles municipalities play is that of being custodians to community assets, such as roads, waste disposal sites, water and sanitation systems and public facilities. Clearly, the service delivery potential of any municipal entity is incumbent on both the availability of these key assets and its ability to manage these assets effectively to stretch their service potential to the community. Asset management, therefore, can be defined as the strategic management of physical municipal assets during their total lifetime. All physical assets have such a lifetime – they are planned and created, used, managed and maintained and when they are no longer required, they are prepared for disposal. In light of the impact of asset management on both service delivery and financial management, explains Mseni Ntombela, SALGA KZN’s Municipal Finance Programme Manager, it is important that integrated asset management environments be created within municipalities.
First annual Local Government Asset Management Indaba
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Assets are the biggest item in the balance sheet of any municipality, but we have never had a focus on asset management in South Africa.”
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In the life cycle of any asset, different business units or departments within the municipality are responsible for different aspects of the management of each of the assets. Thus, to stretch either the return on investment (ROI) or the service potential of each asset, it is imperative that all these municipal units work together in a coherent manner. It was to achieve a greater coherence of this nature that SALGA, in partnership with Bonakude Consulting, held the first annual Local Government Asset Management Indaba. Bonakude Consulting conceptualised the Local Government Asset Management Indaba and, for the purposes of delivery, approached SALGA KZN as a key strategic partner for collaboration. The parties agreed to work together to realise and arrange the first Local Government Asset Management Indaba and undertook to commit and arrange the conference. Held on 3 and 4 May 2018 at the Southern Sun Elangeni in Durban, KwaZulu-Natal, the conference was a very successful event. The goal of the conference was to discuss mechanisms and share success stories of how municipalities can enhance integration in asset management across departments, including finance, administration and technical and engineering services. It also allowed for the airing of different perspectives from key stakeholders and the sharing of local and international best practices and experiences on the subject of integrated asset management.
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EDITORIAL CIGFARO The theme of the Indaba, “Towards integrated asset management for enhanced service delivery”, serves as a starting point for providing thought leadership on implementing cost-effective and sustainable asset management solutions for the public sector as a whole. The Indaba was carefully timed to guide the development of municipal budgets. The idea is that every municipal budget in May 2019 will show a comprehension for the tighter financial and fiscal environment that currently exists. Over 230 delegates attended and participated in the two-day conference which brought together SALGA KZN PEC members, KZN COGTA representatives, KZN Treasury representatives, CEO’s of public and municipal entities, international and local speakers, mayors and deputy mayors, councillors, municipal managers, chief financial officers, asset managers, asset practitioners, facility managers, engineers, CIGFARO representatives and private sector representatives involved in asset management. A total of 15 speakers, including Stephen Hove, an asset management practitioner from Canada, shared their expertise and knowledge across seven sessions addressing areas of interest, value and learning for each and every delegate. High-quality keynote and plenary presentations were presented covering various topics on asset management. An exhibition took place during the conference, giving delegates the chance to network during meal breaks and learn about innovative solutions showcased by exhibiting companies. Ultimately, the key focus of the Asset Management Indaba was to design policy responses now that will help to determine the extent to which assets are protected and enhanced, or the extent to which they are undermined.
Key resolutions Among the key resolutions taken at the event was that an Asset Management Forum be established that will sit regularly to discuss crucial issues relating to this subject and that municipalities start making savings that are in line with the depreciation of their assets, by prioritising the 8% Rule for Repairs and Maintenance. A call was made to the leadership of the various municipalities to play a clearer oversight role to ensure that all role-players in the asset management
cycle play their part. This will contribute significantly towards stretching either the ROI or the service potential of each and every municipal asset. ‘Assets are the biggest item in the balance sheet of any municipality, but we have never had a focus on asset management in South Africa. The conference brought together all stakeholders to talk about the best practices of asset management’, said Vela Mtshali, Chief Executive Officer at Bonakude Consulting and Chief Conference Coordinator. A final decision was also taken to ensure that the Indaba become an annual event in the calendar of Local Government, due to the strategic importance asset management has to the public sector. After all, assets are the biggest driver of service delivery and are an issue in most qualified audit reports. The importance of effective asset management, especially of in terms of infrastructure, must not be underestimated. It is perhaps the most critical key to ultimately being able to effectively enhance the delivery of services to all communities. n * First published in CIGFARO Newspaper
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EDITORIAL B-BBEE Commission
SA making slow progress on economic transformation By Zodwa Ntuli, Commissioner at the B-BBEE Commission
Broad-based black economic empowerment in South Africa is moving in the right direction, but too slowly, said Zodwa Ntuli, Acting Commissioner of the Broad-Based Black Economic Empowerment Commission (B-BBEE Commission).
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Ntuli said the Commission is confident that the pace of broad-based black economic empowerment in South Africa will soon accelerate. ‘The whole purpose of B-BBEE is to provide an integrated programme, a framework pointed at moving South Africa towards a transformed, inclusive economy,’ he added. Since its inception in 2016, the B-BBEE Commission has issued 55 preliminary and 14 final findings from complaints received, said Joseph Melodi, the B-BBEE Commission’s acting Senior Manager: Investigation and Enforcement. Melodi said the B-BBEE Commission had found that most entities that had findings against them opted to comply with the Commission’s recommended remedial action. Only three cases had been referred to the South African Police Service or the National Prosecuting Authority for criminal investigation. Approximately 10 cases had been referred to other regulatory entities, including the Companies and IP Commission. More than R100-million has been paid in redress to black people found to have been disadvantaged by misaligned B-BBEE deals, Melodi added. ‘We are comforted by the fact that most entities have taken up the opportunity to correct their transformation deals and transactions, so people are willing. We are going in the right direction as a country,’ said Ntuli
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EDITORIAL B-BBEE Commission Ntuli said broad-based black economic empowerment had previously been hampered because many government entities had been unaware that B-BBEE legislation pertained to them too; the legislation’s proposed beneficiaries – black people – were often unaware of their rights under the Broad-Based Black Economic Empowerment Act (2013); the private sector often received poor advice from B-BBEE advisers; and, in some instances, there had been an element of mendacity within the private sector. B-BBEE is an integrated framework that seeks to advance South Africa’s economic transformation so that the number of black people who manage, own and control the economy is increased. This transformation is guided by the B-BBEE Act, with the accompanying codes, the latest amendments to which were published on 1 May 2015. An entity that is found to have violated the Act can be fined up to 10% of its annual turnover, while individuals found to have violated it face a fine, imprisonment of up to 10 years, or both. ‘If we implement B-BBEE the way it is intended, we’ll be able to create more jobs and integrate more graduates into the economy,’ Ntuli said. Unfortunately, fronting is still a hurdle to South Africa’s economic transformation, she said. Under the Act fronting is any action that undermines the letter or spirit of B-BBEE legislation. In the 2016/17 financial year, the B-BBEE Commission received 191 complaints of fronting, 14 of faulty B-BBEE certificates, 10 complaints regarding contracts and two of misleading advertisements. In that period, five complaints were marked under “other”. In the 2017/18 financial year, complaints of fronting dropped to 92, there were 14 complaints of faulty B-BBEE certificates, four contractual complaints, one about a misleading advertisement and one “other”. So far in the 2018/19 financial year, to the end of August, the B-BBEE Commission had received 125 complaints of fronting, six regarding faulty B-BBEE certificates and nine contractual complaints. Ntuli emphasised that they are referring more cases for criminal processes to deal more decisively with fronting as a criminal offence.
The B-BBEE Commission has a two-pronged strategy for monitoring and investigating B-BBEE. The commission always first approaches a valid complaint with an eye to working with the offending entity to remedy the deal or other transaction so that it meets the B-BBEE Act’s objectives. It is only when the Commission meets with a refusal to remedy the situation that it moves towards enforcement. Blatant criminal conduct cannot be remedied by the Commission, so such are referred to appropriate authorities. Entities wishing to confirm that their transformation-related actions are above board are welcome to phone the B-BBEE Commission, send an email or even visit its headquarters. n
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More than R100-million has been paid in redress to black people found to have been disadvantaged by misaligned B-BBEE deals.”
Far left: Joseph Melodi, the B-BBEE Commission’s acting Senior Manager: Investigation and Enforcement and Zodwa Ntuli, Commissioner of the Broad-Based Black Economic Empowerment Commission Left: Joseph Melodi, the B-BBEE Commission’s acting Senior Manager: Investigation and Enforcement; Zodwa Ntuli, Commissioner of the BroadBased Black Economic Empowerment Commission, Lindiwe Madonsela, acting Senior Manager Advocacy, Education & Awareness and Thembakazi Dondashe, acting Senior Manager Organisational Strategy & Performance.
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EDITORIAL GREEN TECHNOLOGIES
Tapping into global greentech opportunities: SA’s first special economic zone dedicated to greentech manufacturing By Jarrod Lyons, Investment Promotion Facilitator, Atlantis Special Economic Zone for Green Technologies
It is estimated that demand in renewable energy technologies, in particular, wind and solar PV, will grow by at least 10% per year in the medium to long term. By the end of 2018, 13 countries will exceed the one gigawatt mark for annual solar PV installations, with a 35% increase expected in European demand for solar PV.
Jarrod Lyons, Investment Promotion Facilitator, Atlantis Special Economic Zone for Green Technologies
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In the United States, solar demand is expected to double this year alone. Global growth of other green technology (or “greentech”) markets is expected to follow a similar trajectory, with the wind energy market predicted to be worth US$170-billion by 2024. Management consultancy, Roland Berger, estimates the global greentech market to reach US$6 500-billion by 2025. South Africa is a sophisticated, diverse and promising investment location for green technology manufacturers. Strategically located at the tip of Africa, the country has strong and growing internal markets for greentech and is a gateway to the rest of the continent’s one billion inhabitants. The greentech manufacturing opportunity in South Africa is worth as much as R5-billion over the next five years, with a similar market for the Southern African Development Community (SADC). Within South Africa, the recently designated Special Economic Zone (SEZ) for Green Technologies in Atlantis is ideally located for accessing local and continental markets. It is also close to the two largest ports in the Western Cape: Saldanha Bay and The Port of Cape Town. With a government committed to green growth and industrial development, the country is highly supportive of investors. The Atlantis SEZ, like other special economic zones and industrial development zones in the country, offer investors and manufacturers attractive government tax and other incentives. There is a strong investor support system in place with dedicated support provided to prospective and existing investors by collaborative partnerships between the local, provincial and national government and various specialised investment agencies. As the potential greentech manufacturing hub for Africa, the town of Atlantis has thus far proven to be an attractive destination. With an existing manufacturing base of some 78 companies, the skills, know-how and infrastructure foundations are already in place. Greentech investors are already choosing the Atlantis SEZ as their preferred investment location. Among some of the largest investors in the Atlantis SEZ are wind tower manufacturer, Gestamp Renewable Industries (GRI); wind tower internals manufacturer, Resolux Group; and geotextiles manufacturer, Kaytech Engineered Textiles. Other large companies like HiSense, Atlantis Foundries and Pioneer Foods have also chosen the town of Atlantis as their destination of choice because of its location close to ports and a well-established road network. The launch of the Atlantis SEZ coincides with COP24 – where the international community strives to forge cooperation agreements to mitigate and adapt to the increasingly frequent and severe extreme climate events. South Africa has all the elements in place to become Africa’s greentech manufacturing hub, positioning the county to lead the continent’s growth in the green economy. For a country that dons green and gold on sports fields, our economic future appears to be dressed the same. n
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EDITORIAL PETROLEUM AGENCY SA
SA’s oil and gas exploration & production sector an excellent investment There is an excellent case to be made for investment in South Africa’s burgeoning oil and gas exploration and production sector, with shale gas representing a major opportunity. By facilitating the process to attract qualified international explorers to invest in the oil and gas sector, the Petroleum Agency SA can further grow the South African economy and create jobs. This would in turn assist in alleviating the problems of unemployment and contribute to the aims of the National Development Plan 2030.
The National Development Plan 2030 envisages that by 2030 South Africa will have an adequate supply of electricity and liquid fuels to ensure that economic activity and welfare are not disrupted, and that at least 95% of the population will have access to grid or off-grid electricity. Both the National Development Plan and the Integrated Resource Plan call for gas to contribute a far greater percentage to South Africa’s primary energy supply mix. Previous challenges affecting investment decisions, such as the low oil price and the uncertainty introduced by the MPRDA amendment bill, are now a thing of the past. The oil price has recently made a strong recovery, while the MPRDA amendment bill has been withdrawn from Parliament. Both President Ramaphosa and Minister Matashe have explained that oil and gas exploration will be governed by separate legislation and no longer grouped under general mining legislation. South Africa is on the brink of major developments in the upstream industry and in the next few years this will be key in determining its future energy profile and how oil and gas contribute to the greater energy mix.
Interest in petroleum exploration in SA remains high. Natural gas has been discovered off the west coast of South Africa in the Atlantic Ocean (Ibhubesi gas field) and off the southern coast in the Indian Ocean (F-A, E-M and other fields of the Bredasdorp Basin). Both areas have great potential. The period before the recent drop in oil prices saw unprecedented interest and a record level of activity in petroleum exploration in South Africa and exploration interest remains high. With this said, most of the
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The demand for energy has surpassed supply, therefore alternative energy sources are being looked at to deal with the ever-growing demand.”
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EDITORIAL PETROLEUM AGENCY SA is great potential for both oil and gas reserves in this basin. The deep water of the southern offshore, soon to be tested by Total, holds exciting potential for large oil reserves. In today’s world, oil and gas remain the most critical of energy resources and Petroleum Agency SA fully supports those entering the South African oil and gas exploration and production industries. The Agency is fully committed to ensuring that our government and policy-makers sustain the sector for the benefit of all involved and will do everything in its power to advance the industry.
More about Petroleum Agency SA
oil that feeds the country’s four crude-oil refineries is imported, while some of South Africa’s fuel is generated by a natural gas conversion plant on the coast and a coal-to-fuel facility near the country’s industrial heartland. In addition to South Africa’s crude-oil refineries, natural gas conversion plant, coal-to-fuel and gas-to-liquid crude oil refineries, Sasol produces fuel from coal at its Secunda facility and PetroSA has the country’s only gas-to-liquid facility in Mossel Bay. The demand for energy has surpassed supply, therefore alternative energy sources are being looked at to deal with the ever-growing demand. Petroleum Agency SA, together with the Council for Geoscience (CGS) and the Department of Mineral Resources (DMR) is conducting extensive studies into South Africa’s potential shale gas resources. This work focuses on the reserves and the technology that is required to get the gas out of the ground and into the value chain. Other operations of interest include exploration of the deep water and ultradeep water off the southern Orange Basin by Anadarko together with PetroSA and exploration by Sungu Sungu Petroleum. There is continued interest in the ultra-deepwater off the northern sector and it is the Agency’s opinion that there
Petroleum Agency SA is South Africa’s state-owned company established through a Ministerial Directive in 1999. The Mineral and Petroleum Resources Development Act came into operation on 1 May 2004 and in terms of this Act, the Agency received its mandate to operate. In carrying out its mandate, the Agency is responsible for the promotion of exploration and development of South Africa’s oil and gas resources. The Agency acts as the national archive for oil and gas exploration and production data and distribution of all geological and geophysical data to would be-explorers, to appraise potential for oil and gas within South Africa, to promote and regulate exploration and development of oil and gas resources, and to raise awareness of petroleum resources at national level. The Agency adheres to the Mineral and Petroleum Resources Development Act’s (MPRDA) terms and conditions of exploration and production rights that incorporate good petroleum industry practices, and also those in respect of matters that find their origins in the Liquid Fuels Charter, the National Environmental Management Act, the National Water Act, the Mining Titles Registration Act and the Mine Health and Safety Act. n
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SHIFTING PERCEPTIONS. DRIVING ASPIRATIONS.
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EDITORIAL T-Systems in South Africa
Cybersecurity – the top 5 considerations for CEO’s By Paul Jolliffe, Lead DSM: Security at T-Systems South Africa
Cybersecurity has been top-of-mind for every single IT department across the country in recent times. Over the past two years, the spate of cybercrime has surged and many South African organisations have been left reeling in the aftermath.
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The recent PWC Global Economic Crime and Fraud Survey says that over a quarter of South African respondents believe that cybercrime will be the most disruptive, impactful crime faced over the next two years. Also that cyber-attacks have become so inescapable that it’s becoming more strategically important to identify the mechanisms used by cybercriminals than to measure occurrences and impact. This is a bold statement, as it highlights that adopting a proactive approach to cybersecurity must be seen as a business priority. However, many organisations are so indelibly focused on their digital transformation strategies and disrupting the market that, despite its looming presence in the IT world, many executives and CEOs remain unaware of the steps necessary to protect their digital initiatives and underpin their success.
1. Are you building your digital strategy on an insecure foundation? Cybersecurity is fundamental to any digital transformation strategy. Without a secure base on which to build and interlinked security measures deployed across every platform, digital transformation strategies will crumble under the barrage of attacks expected to lambast businesses as they deploy more technologies. The onset of a connected world may hark at an era of uninterrupted, always-on and customer-centric business, however, it also provides a myriad more ways for cyber-criminals to gain a foothold into business’s networks.
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EDITORIAL T-Systems in South Africa According to a recent survey conducted by Cisco, 69% of surveyed executives indicated that their organisations are reluctant to innovate in areas such as digital services because of the perceived cybersecurity risks. However, it’s increasingly apparent that businesses need to digitally transform to remain relevant and innovative. The traditional premise of IT, cybersecurity has evolved as an enabler of digital business growth and should be a boardroom concern, addressed by every stakeholder and driven by business executives.
2. Your data isn’t where you think it is As a CEO or business executive, can you say – with confidence and certainty – that you know exactly where all of your business data is, right now? Do you know who is looking after it or accessing it? Is it safe, or do you just think it is? These are all very important questions that every CEO and business executive must know the answer to. If you don’t, your data may be exposed to cybercrime. Data perimeters have shifted and the advent of the Cloud means that your business-critical data may reside across a number of locations, from your server on site, to various Cloud locations, to an administrator’s USB drive or a salesperson’s mobile device. Shadow data, or data that employees access using unauthorised applications on their mobile device, or simply by taking work home with them on a flash drive, has become a critical area of concern that requires strict controls and awareness. To protect your business, it’s imperative to take cognisance of the threats that exist so you have a better understanding of the complexities of securing a hybrid data environment. A business’ security controls must align with business processes so that the movement, storage, accessing and dissemination of data remains secure, no matter what new technologies are introduced or which direction your digital transformation strategy takes.
3. Even the best security controls are ineffective without the skills to use them It’s one thing to understand that you need cybersecurity controls and technology, but a completely different thing to have the right skills to keep pace with the changing cybercrime landscape and gain the optimal value from the controls and technologies your business employs. Integrate Immigration lists IT security skills as a critical skills shortage in South Africa, promoting it as an area where immigrants are in demand to fill gaps. Unfortunately, the skills required to manage a cybersecurity environment surpass traditional IT or security skills. Whether you elect to outsource, or employ inhouse cybersecurity skills, they need to incorporate a level of data science, an in-depth knowledge of the cyberthreat landscape, knowledge of the security tools needed across various platforms and the controls needed to ensure they work. It’s also becoming increasingly important to embrace social media and the dark web as valuable sources of information with which to build a threat profile for your business and understand what skills you require to employ the next generation security tools that keep it secure.
4. Don’t treat security like a grudge purchase As a CEO or business head, you understand that security is a necessary requirement, however, you may not know what you need to spend on it or how to build a cybersecurity budget that works for your business needs. With cybercrime having affected more than 32% of South African organisations over the past year, businesses can no longer afford to wait until they are affected themselves before acting. The impact of a security breach extends beyond data loss – it affects a
business’ reputation, customer service delivery and bottom line. A robust cybersecurity strategy not only protects your business, it adds value to the customers who entrust you with their data. You need to work hand-in-hand with your cybersecurity provider and IT team to understand the threats that exist for your industry and build a security strategy, complete with supporting technologies and controls, that will ensure your business is secure.
5. Would you do business with a company that’s not secured? This is a question your customers are asking of you. We recently conducted a cybersecurity audit at a large dairy producer who were astounded to discover how many shadow applications and unauthorised programmes were being used within their organization, outside of their security controls. The threat posed by those applications and programmes, as well as the threat of data loss, was immensely high and top-level executives – some of whom were using their own unauthorised applications – were unaware. More importantly, the people responsible for the business’ cybersecurity were unaware. Doing a credit check on partners is something a business doesn’t think twice about, yet we don’t concern ourselves with checking if our partners are secure and if they are keeping our data safe. By doing a security check on your own business, establishing the weaknesses and addressing them, you can show your customers, partners and the world at large that you take security seriously and that you demonstrate accountability and responsibility for the data that resides with you. Cybersecurity is a differentiator and not just something you do on the back end. Customers want to engage with businesses they trust and who take their data seriously. n
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PROFILE CLAY BRICK ASSOCIATION
Clay bricks for a sustainable future The Clay Brick Association of South Africa (CBA) is a member-based, non-profit organisation that creates awareness, shares knowledge and provides support and capacity building within the clay brick value chain in South Africa.
Mariana Lamont, Executive Director, Clay Brick Association of Southern Africa
‘Our goal is to ensure that local property owners achieve long life, good value and sustained performance in the construction of brick walling and paving,’ says CBA Executive Director, Mariana Lamont. ‘As the industry watchdog, the CBA lobbies for improved building standards with particular emphasis on the affordable housing sector. We monitor legislation, like carbon tax and air emissions, and act as the liaison between brick manufacturers, government and the building industry. ‘Membership is voluntary with the prerequisite that members uphold the integrity of the Clay Brick mark by striving for more sustainable production and supplying top-grade masonry products,’ Lamont explains.
Sustainability and air quality in production The CBA provides strategic direction for members through its substantial investment in research and education, particularly around the critical topics of sustainability, environmental protection and air quality. ‘Research, like our recently published industry Life Cycle Assessment (LCA), allows members to respond proactively and avoid risks and costs due to lack of knowledge and non-compliance,’ says Lamont. The LCA allows architects to accurately calculate the lifetime environmental impact of using clay bricks compared to other construction materials. Access to accurate data makes it easier to design “green” buildings that are naturally energy efficient. In 2015, the CBA worked with The University of Pretoria (UP) on a research project to accurately measure air quality and emissions from clamp kilns – a common, local brick-firing technology. An important finding for all rural operations, like quarries, mines and farms, was that good dust control can significantly improve air quality.
Contact The Clay Brick Association of Southern Africa T +27 (0)11 805-4206 W www.claybrick.org
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The long-term use or operations phase of a building has a huge environmental impact in terms of the building’s energy consumption and greenhouse gas (GHG) emissions over its lifetime. The thermal mass and natural insulating properties of clay bricks reduce carbon footprint and environmental impact, while offering long term savings in energy use. The CBA, EcoMetrix Africa and Partners for Innovation have been commissioned to execute a project funded by the European Union under the SWITCH Africa Green programme entitled “Promoting Inclusive Sustainable Practices in the South African Clay Brick Sector”. The SWITCH Project aligns seamlessly with the CBA’s mandate of ensuring RI that clay brick production and use contribute to the sustainable development of CK I N D U ST RY the country. n
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Photograph courtesy of Corobrik
CUT HEATING & COOLING COSTS clay brick is naturally warm in winter and cool in summer
Clay brick is nature’s solar battery, keeping indoor temperatures comfortable without air-conditioning or heating. Wherever you live in South Africa, building with clay brick helps to reduce your electricity bills.
Go to www.claybrick.org to find your nearest clay brick supplier Promoting Inclusive Sustainable Practices in the South African Clay Brick Sector This Switch Africa Greenis This project Project isco-funded co-funded by by the EuropeanUnion Union the European
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EDITORIAL South African Institute of Professional Accountants
Business rescue or liquidation – when to choose which By Faith Ngwenya, spokesperson of the South African Institute of Professional Accountants (SAIPA)
A recent trend that has emerged in South African businesses shutting their doors is to opt for the path of business rescue, as opposed to liquidation. While many believe that a business rescue process is only implemented to stall a liquidation, thereby also frustrating the creditors of a company, this is not the case.
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Business rescue should not be used as a means to stall the liquidation process.”
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EDITORIAL South African Institute of Professional Accountants Business rescue, which is a process of rehabilitating a business that is in financial distress by providing temporary supervision and management by a business rescue practitioner, should not be used as means to stall the liquidation process. Business rescue aims to provide the business entity an opportunity to reorganise and restructure its affairs, while having the protection of the law against any legal proceedings. It is possible that at the time of applying for business rescue it seemed the best solution to address the financial distress of the entity; however, in many instances, after initiating the rescue, it can become obvious that the prospects of a successful rescue are slim. The business rescue practitioner then moves to terminate the rescue and applies for liquidation. This way it will save the assets of the entity from further being depleted.
Business rescue step by step Once a company begins business rescue proceedings, either voluntarily (section 129) or by an order of court (on application by an affected person), the following actions are prescribed by the act: • The registered business rescue practitioner must be approached to investigate the affairs of the company as soon as possible after the start of business rescue. • Within 10 business days after being appointed, the practitioner must convene a meeting of the creditors and a meeting of the employees and advise them of the prospects of rescuing the company. • The business rescue plan, as proposed by the practitioner, must be published by the company within 25 days after the date on which the business rescue practitioner was appointed. The business rescue practitioner must then convene a meeting of the creditors and any other holders of a voting interest, to consider the proposed plan within 10 business days of the publication of the business rescue plan. Last year, the Companies and Intellectual Property Commission (CIPC) accredited the South African Institute of Professional Accountants (SAIPA) to regulate its members that are eligible to be business rescue practitioners in line with Companies Act. This forms part of a broader plan to regulate the business rescue sector. Only SAIPA members in good standing can be licensed as Business Rescue Practitioners as from the beginning of 2017.
How does it affect creditors? Under the supervision of the business rescue practitioner, creditors need to comply with their obligations to supply goods or services to the company in the same way they did prior to the start of business rescue proceedings, unless the agreement between the company and the creditor regulates the relationship between the parties in the event of an insolvency or business rescue. However, it is understandable that unsecured creditors and lenders during business rescue would be wary of continuing to service or supply goods to the company on the same basis on which they did prior to a business rescue. Their claims will be satisfied last in accordance with the order of preference for the payment of claims prescribed by the act.
Going, going, gone Liquidation, which is the dissolving of a business entity by realising its assets and liabilities and distributing the net proceeds, if any, to the shareholders, can be set about by a voluntary application. The trigger for a liquidation is the moment liabilities of the business exceed its assets; the business is insolvent and must stop trading. The first step is to decide on a date for the last day of trading. Any income derived after this date will be for the benefit of the insolvent estate and thus the creditors.
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Last year, the Companies and Intellectual Property Commission (CIPC) accredited the South African Institute of Professional Accountants (SAIPA) to regulate its members that are eligible to be business rescue practitioners in line with the Companies Act.”
The application is submitted to the High Court of South Africa and the court supplies a case number which is delivered to the business’ registered address. The provisional application court date is set and the application is brought by the applicant on a semi-urgent basis. The application entails immediate relief granted by the court, which means that the creditors don’t receive notice of the application first. The court grants the provisional order and postpones the matter to ensure that creditors receive notification, with the exception of the South African Revenue Service, who receives notification of the application before the set court date. The provisional order is important as once it has been granted, no creditor can take any steps to recover debt from the business. The matter is postponed for a period of 30 days and during this period, notice is sent to all relevant parties, giving them time to oppose the liquidation application before the court return date. If no opposition is lodged during this period, the court grants the final liquidation order and the business entity is liquidated. If there is opposition, the relevant party must submit an affidavit detailing the reasons for opposing the application and a trial may follow. n
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Providing smart solutions for the responsible management of the world’s most valuable resource… water
LEADERS IN SMART WATER MANAGEMENT www.utility-systems.co.za +27 (0) 31 700 4143 enquiries@utility-systems.co.za
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D
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DOES YOUR FUNERAL INSURER
GIVE YOU CASH BACK AND ENHANCED BENEFITS*? At AVBOB, our policyholders and members are our family. And family takes care of family. Always. That’s why, with our Cashback Funeral Plan, if you are claim-free for a period of five (5) consecutive years, you’ll get an entire year’s premiums back in CASH* – to spend on anything you want!
And there’s MORE!
PLUS, if you are retrenched, you get a six month premium holiday*.
AVB-OND-180918
You can cover your entire extended family on your policy – all of whom will receive FREE funeral benefits worth up to R16 000*. It’s true! It’s 100% MAHALA!
And it doesn’t end there. To celebrate our centenary, we’re pleased to announce our Centenary Special Bonus – our largest bonus to date – which will be allocated to your very own AVBOB Reward Account, which becomes payable on the first policy anniversary after the main member reaches age 65, provided the policy is at least 10 years old; or at death.*
Ungashiyeki! SMS ‘CASH34’ to 30776 for FREE, and we’ll call you. AVBOB. We’re here for you. Since 1918. *Terms and conditions apply. Benefits are subject to the policy being in force for two years or more. Free funeral benefits only apply if AVBOB conducts the funeral. AVBOB is an authorised Financial Services Provider. AVBOB is a level 2 B-BBEE contributor. FSP 20656. www.AVBOB.co.za Google Play and the Google Play logo are trademarks of Google LLC.
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ADVERTORIAL AVBOB
AVBOB: 100 years of shared values In 2006, American strategy experts Michael Porter and Mark Kramer raised the profile of “Shared Value” business models in an article they authored for the Harvard Business Review. Since then, the concept of “creating shared value” has become not so much a buzzword, as the increasingly loud voice of corporate conscience for the sake of all concerned.
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Unpacking this paradigm-shifting model within the context of South Africa’s socio-economic landscape, it is clear that AVBOB started practising in 1918 what Porter and Kramer started preaching in 2006.
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Shared value is a fundamental business strategy that makes social needs the object of value creation.” Marc Pfitzer
The resurgence in interest in shared value business models was forged in the crucible of the 2008 financial crisis, where many accused big business of earning obscene profits at the expense of society. While AVBOB’s humble beginnings were also rooted in pain, its founding purpose was for the benefit – not the detriment – of its members. To understand AVBOB’s compassionate roots, one has to go back to the Spanish Flu epidemic that arrived in South Africa in the wake of World War I. This caused countless deaths and infinite trauma, both emotional and financial, with many families unable to afford dignified funerals. It was amidst this death and trauma that the original founders of AVBOB stepped forward with a solution: a business started by a community for the upliftment of the community. From day one, the concept of uplifting their members has not only been AVBOB’s guiding force, but part of their corporate DNA. In addition, AVBOB believes that shared value is not a feel-good strategy they have adopted to gain competitive advantage or to improve their corporate image. It is fundamentally who they are. And it is not a one-size-fits-all solution. Underpinning their commitment to shared value is a deep understanding that each continent and country has its own challenges, which is perhaps why it embraces the one term that perfectly encapsulates the core of creating shared value at the southernmost tip of Africa: ubuntu.
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ADVERTORIAL AVBOB
Ubuntu, in the words of the late, great Nelson Mandela, is ‘the profound sense that we are human only through the humanity of others; that if we are to accomplish anything in this world, it will in equal measure be due to the work and achievement of others’. Recognising the wide disparity of income and wealth distribution in South Africa and our responsibility to all citizens, AVBOB is deeply invested in the concept and reality of connectedness through caring and sharing. Informing everything they do, is their understanding of the reality that the costs associated with funeral preparations can often deplete savings and drive families into debt. Without access to financial markets and without meaningful participation in economic growth, the cycle of poverty is never broken. Never before has AVBOB had a more relevant role to play in South African society than today.
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Giving away money is very different from solving a problem.” Mark Kramer
AVBOB’s shared value business model is rooted in its status as a “mutual society”. As a mutual, it has no shareholders. The profits that arise from the various businesses in the Group are deployed solely for the benefit of its members. To this end, at no extra cost to the individual, all members who conduct a funeral through AVBOB will receive a free funeral benefit to the value of approximately R16 000*, which includes free transport of the deceased within the borders of South Africa and R2 500 cash upfront* for unforeseen expenses. In addition to this, the members will receive the full original value of their policy to use for whatever they choose – albeit upgrading a casket, paying off debt, or paying for education costs. As strong as AVBOB’s commitment to their members is, is their passion for improving literacy in South Africa. At face value, this may seem like CSI, which it is. But, as the infomercial adage goes, there’s much more. AVBOB is actively engaged in the communities in which they operate. To date they have donated 50 container libraries to underprivileged schools, with 10 more to follow. They have also pledged to invest R150 million to the refurbishment and upgrading of rural schools, in partnership with the Department of Basic Education. And on the economic front, AVBOB funeral branches procure services from the local communities, thus stimulating local economies. What distinguishes AVBOB’s initiatives from CSI and moves it into the broader sphere of shared value, is arguably the fact that they are boosting the economic engines of tomorrow by improving the lives of all stakeholders – from members and learners to entrepreneurs – today. Against this background, and even in a world that seems to thrive on instant gratification, AVBOB’s 100-year-old foundations are still firm and its views still relevant. Testament to this is its growth into an insurance society covering
6 million lives, complemented by a footprint of over 320 branches countrywide and more than 20 branches in Namibia. It is, however, their deeply-rooted reality of being there for members that elevates these impressive quantities into a qualitative, and competitive, edge. Equally important, and ultimately crucial, is AVBOB’s positioning of itself as a company that is part of the solution, not part of the problem. As a country with a renewed sense of optimism and business confidence arising from the “new dawn”, South Africa is finally moving into a political and individual space where the silver lining starts outshining the dark cloud. AVBOB is taking their lead from this and as a corporation involved with millions of individuals, are mobilised and inspired by the realisation that the time has come to stand up and be counted. n Contact AVBOB T +27 (0)12 303 1000 F +27 (0)12 323 4461 W www.AVBOB.co.za AVBOB 24 hour number T 0861 28 26 21
*Terms and conditions apply. AVBOB is an Authorised financial services provider. FSP20656. AVBOB is a level 2 B-BBEE contributor
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EDITORIAL National Institute for Occupational Health (NIOH)
Translating digital data into biological applications By Dr Natasha Sanabria (Pr. Sci.Nat.), HOD Toxicology and Biochemistry Department, NIOH
Imagine if one could predict what would happen to a person under a certain work condition or in a specific situation at the workplace? The potential for preventing disease or injury would be limitless. Hence, translating digital data into biological applications to study and treat disease, has become essential to modern medicine and healthcare.
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Technological advances, new experimental methods and computational analyses enable effective, efficient and reliable toxicological testing strategies.”
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Common occupation-related diseases The most common occupational diseases recorded over time which have proven to be deadly, are listed in Table 1. These diseases are linked by the route of exposure. When humans inhale a variety of dusts in the workplace, the lungs may be exposed to toxic particles from the air which damages the respiratory system. These lung diseases (pneumoconiosis), may cause a chronic fibrotic reaction that leads to decreasing capacity for exercise and increasing breathlessness, coughing and respiratory difficulty. However, it depends on the composition or size of the dust particle, the amount of dust inhaled, as well as the length of exposure. To limit exposure, water and exhaust ventilation can be implemented to lower dust levels. Other measures also proposed include the requirement for workers to wear respirators or protective clothing. Such procedures are not always feasible and, subsequently, diagnosis of these diseases involves invasive procedures. Similarly, research of these diseases also requires data obtained from exposing lung tissue. As a result, there is a move towards using efficient humanrelevant, yet animal-free testing approaches to assess the toxicity of inhaled substances. Therefore, one must be able to identify the risks associated with the toxic particles via other strategies, e.g. cell culture technologies (in vitro), or in silico computational simulations of digital data. To access digital data, the scientific community relies heavily on numerous databases (Zou et al., 2015). These have been created to cover an extensive array of biological and medical information that serve as reference points for many researchers investigating occupational disease (see Table 2).
Models and simulations When computer simulations complement findings from experimental studies, in other words, the predicted event matches the experimentally observed result, it implies that other scenarios can be predicted with reasonable accuracy and reduce animal testing. Prediction tools make use of models and simulations which allow one to test situations that would be harmful to replicate in real life. Examples include testing cellular interactions with a new drug, determining the change in protein structure introduced by a genetic mutation, or observing the biological response to a possible toxic substance (Proctor and Dokholyan, 2016). A “simulation” imitates the process or changing event to predict what could happen in real life, or explain how an event occurred to figure out what caused it in the first place. Simulations are used to answer scientific questions, observe how complex systems work, test new ideas and make predictions. To perform a simulation, one must first know the biological context of how the system normally works, without the disease state, so as to be able to predict the change in the process or event that leads to disease. Secondly, one must
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EDITORIAL National Institute for Occupational Health (NIOH) Table 1: Deadly occupational diseases (www.humanresourcesmba.net; www.britannica.com/science/ occupational-disease) Disease
Description
Reference
Silicosis (Potter’s rot)
Symptoms include coughing, fever and shortness of breath from inflammation and scarring of lung upper lobes, caused by breathing crystalline silica dust
Pelucchi et al., 2006; Bloch et al., 2018
Coal worker’s Pneumoconiosis (CWP, black lung)
Inflammation and necrosis of tissues, caused by longterm exposure to coal dust, found in miners
Castranova et al., 2000; Blackley et al., 2016; Beer et al., 2017
Mesothelioma
Latent cancer in the mesothelium (protective membrane covering several organs), presenting chest pain, fatigue, neck or facial swelling, blood clots, jaundice and internal bleeding; Reported in people exposed to asbestos fibres
Mazurek et al., 2017; Blyth and Murphy, 2018
Lead poisoning
Symptoms include anaemia, headaches, seizures, coma and death; Reported in factory workers, miners, plumbers, glass manufacturers, welders, printers
Flora et al., 2012; Nestorova et al., 2018
Asbestosis
Inflammatory condition affecting lungs, resulting in shortness of breath or respiratory failure, caused by inhaling asbestos fibres
Furuya et al., 2018; Walters et al., 2018
Table 2: A few databases that serve as reference points for investigations of occupation-related disease Database
Description & Website
ATSDR
Agency for Toxic Substances and Disease Registry (https://www.atsdr.cdc.gov/substances/ index.asp)
EMBL-EBI
European Bioinformatics Institute, which is part of the European Molecular Biology Laboratory for basic research in molecular biology (https://www.embl.de/; https://www.ebi.ac.uk/)
NCBI
National centre for Biotechnology Information, part of the National Institute of Health (NIH) in USA (https:// www.ncbi.nlm.nih.gov) and PubMed, which contains biomedical literature from MEDLINE (https://www. ncbi.nlm.nih.gov/pubmed)
PDB
Protein Data Bank with 3D-information of proteins, nucleic acids or complex assemblies relevant to all aspects of biomedicine, i.e. from protein synthesis to health and disease (https://www.rcsb.org/)
TOXNET
Represents an online group of databases managed by the Toxicology and Environmental Health Information Program and the National Library of Medicine (https://toxnet.nlm.nih.gov/)
know the rules that govern that state, i.e. the physical laws. These two types of information collectively form a “model”. A model represents a system and how it works. It consists of a 3D spatial representation of the object being modelled. It also includes the physical laws that explain how it moves and changes (usually represented as mathematical equations).
Molecular Dynamics of (disease-related) proteins Proteins are flexible structures that can move, where changes in the shape affect the function. If one can track the motion, it is possible to correlate the information to disease (see Figure 1). A good example of a change in protein structure, which is directly related to an occupational disease, was demonstrated for the tissue reaction to asbestos fibres (Pascolo et al., 2015). The protein structure changed from a predominately α-helix (Theil et al., 2013) to a β-sheet folded domain. Molecular Dynamics (MD) represents a
physics-based simulation method that is used to model these changes in the structure, e.g. protein binding conformations for drug design, protein mutations that cause disease, or protein-folding intermediates or conformational switches that control cell signalling and are implicated in disease onset or progression (Proctor and Dokholyan, 2016). Specifically, cystic fibrosis was studied by performing MD simulations of disease-causative mutants of the transmembrane
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EDITORIAL National Institute for Occupational Health (NIOH) conductance regulator, CFTR (Proctor et al., 2015). Similarly, the epithelial sodium channel, ENaC, which is responsible for salt balance, blood pressure and organ function was also investigated with MD (Kota et al., 2012). Even pain sensitivity has been studied with MD where a mutation affected the translational efficiency and levels of the COMT protein (Tsao et al., 2011).
Protein structure (database)
Computational simulation (MD)
Analyse shape & motion (related to disease)
Toxicological testing at NIOH Technological advances, new experimental methods and computational analyses enable effective, efficient and reliable toxicological testing strategies. Examples include: • pharmacokinetic models that predict the physiologically based absorption, distribution, metabolism and excretion of a chemical, as well as • numerous in vitro models, e.g. submerged monocultures, co-culture systems or threedimensional human respiratory tissue models that are grown at the air–liquid interface (Clippinger, 2018).
Figure 1: Brief overview of computer simulation process. A structure is obtained from PDB, used for MD simulations, in order to analyse the motions and changes in the shape of the protein that govern function, which provide insight regarding disease.
At the National Institute for Occupational Health (NIOH), the focus of occupational health has been related to the health risk assessment of nanomaterials (http://www.nioh.ac.za/services/nano-and-microparticletoxicity-unit/). State of the art equipment allows cytotoxicity testing, e.g. the xCELLigence Real Time Cell Analyser assesses toxicity of particles and chemicals in real time, without the need for dyes and optical read-out systems. In addition, the CytoViva Hyperspectral Imaging System, with 3D Enhanced Darkfield Imaging technology, allows precise localisation of particles within cells and tissues. The Health Risk Assessment Unit is currently in the process of establishing and validating modelling systems for Computational Toxicology, i.e. translating digital data into biological applications. n
References Beer C, Kolstad HA, Søndergaard K, Bendstrup E, Heederik D, Olsen KE, Omland O, Petsonk E, Sigsgaard T, Sherson DL, Schlünssen V (2017) A systematic review of occupational exposure to coal dust and the risk of interstitial lung diseases. European Clinical Respiratory Journal. 4:1 DOI:10.1080/20018525.2017.1264711 Blackley DJ, Halldin CN, Cummings KJ, Laney AS (2016) Lung transplantation is increasingly common among patients with coal workers’ pneumoconiosis. American Journal of Industrial Medicine. 59(3):175177. DOI: 10.1002/ajim.22551 Bloch K, Johnson LF, Nkosi M, Ehrlich R (2018) Precarious transition: a mortality study of South African ex-miners. BMC Public Health. 18:862 DOI.org/10.1186/s12889-018-5749-2 Blyth KG, Murphy DJ (2018) Progress and challenges in Mesothelioma: From bench to bedside. Respir Med. 134:31-41. DOI: 10.1016/j.rmed.2017.11.015. Castranova V, Vallyathan V (2000) Silicosis and coal workers’ pneumoconiosis. Environmental Health Perspectives. 108(Suppl 4):675-684. Clippinger AJ (2018): Application of In Silico and In Vitro Approaches to Assess the Toxicity of Inhaled Substances. Applied in vitro toxicology 4:2. DOI: 10.1089/aivt.2018.29016.ajc Flora G, Gupta D, Tiwari A (2018) Toxicity of lead: A review with recent updates. Interdiscip Toxicol. 2012 Jun; 5(2): 47–58. DOI: 10.2478/v10102-012-0009-2 Furuya S, Chimed-Ochir O, Takahashi K, David A, Takala J (2018) Global Asbestos Disaster. Int J Environ Res Public Health. 15(5). pii: E1000. DOI: 10.3390/ijerph15051000. Kota P, García-Caballero A, Dang H, Gentzsch M, Stutts MJ, Dokholyan NV (2012) Energetic and structural basis for activation of the epithelial sodium channel by matriptase. Biochemistry. 51:3460–3469. DOI: 10.1021/bi2014773 Mazurek JM, Syamlal G, Wood JM, Hendricks SA, Weston A (2017) Malignant Mesothelioma Mortality — United States, 1999–2015. MMWR Morb Mortal Wkly Rep. 66:214–218. DOI: 10.15585/ mmwr.mm6608a3 Nestorova V, Ivanov B, Mircheva I, Dimitrov I, Kaprelyan A, Drenska K (2018) Occupational Lead Exposure and Cognition in Adults. J of IMAB. 24(2):2069-2073. DOI: 10.5272/jimab.2018242.2069 Pascolo L, Borelli V, Canzonieri V, Gianoncelli A, Birarda G, Bedolla DE, Salomé M, Vaccari L, Calligaro C, Cotte M, Hesse B, Luisi F, Zabucchi G, Melato M, Rizzardi C (2015) Differential protein folding and chemical changes in lung tissues exposed to asbestos or particulates. Sci. Rep. 5: 12129; DOI: 10.1038/srep12129 (2015). Pelucchi C, Pira E, Piolatto G, Coggiola M, Carta P, La Vecchia C (2006) Occupational silica exposure and lung cancer risk: a review of epidemiological studies 1996–2005. Annals of Oncology. 17: 7, 1039–1050 DOI:10.1093/annonc/mdj125 Proctor EA, Dokholyan NV (2016) Applications of Discrete Molecular Dynamics in biology and medicine. Curr Opin Struct Biol. 2016 Apr;37:9-13. DOI: 10.1016/j.sbi.2015.11.001. Proctor EA, Kota P, Aleksandrov AA, He L, Riordan JR, Dokholyan NV (2015) Rational Coupled Dynamics Network Manipulation Rescues Disease-Relevant Mutant Cystic Fibrosis Transmembrane Conductance Regulator. Chem Sci. 6(2):1237-1246. DOI:10.1039/C4SC01320D Theil EC, Behera RK, Tosha T (2013) Ferritins for Chemistry and for Life. Coord. Chem. Rev. 257: 579–586 DOI:10.1016/j.ccr.2012.05.013 Tsao D, Shabalina SA, Gauthier J, Dokholyan NV, Diatchenko L (2011) Disruptive mRNA folding increases translational efficiency of catechol-O-methyltransferase variant. Nucleic Acids Res. 39:6201–6212. DOI: 10.1093/nar/gkr165 Walters GI, Robertson AS, Bhomra PS, Burge PS (2018) Asbestosis is prevalent in a variety of construction industry trades. NPJ Prim Care Respir Med. 28(1):11. DOI: 10.1038/s41533-018-0078-6. Zou D, Ma L, Yu J, Zhang Z (2015) Biological Databases for Human Research. Genomics, Proteomics & Bioinformatics. 13:1, 55-63. DOI:10.1016/j.gpb.2015.01.006.
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PROFILE National Institute for Occupational Health (NIOH)
Dr Sophia Kisting, NIOH’s executive director
Leading by example – a preventive approach to OEHS The World Health Organisation (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. By Dr Sophia Kisting (NIOH Executive Director) & Shanaz Hampson
Contact National Institute for Occupational Health – NIOH T +27 (0)11 712 6400 E info@nioh.ac.za W www.nioh.ac.za
Holistic worker health, and by extension decent work, is primarily achieved 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 get sick, but also to safeguard the well-being of workers so that they maintain optimal 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 or services that ensure the creation of a “healthy workplace”. The National Institute of Occupational Health (NIOH) is also passionate about and committed to ensuring that the environmental contaminants emanating from workplaces are also monitored, measured and controlled to ensure minimum impact on the communities residing in the surrounding areas.
SDGs universally applicable The Sustainable Development Goals (SDGs) adopted by the United Nations in September 2015 include decent work, health, gender equity, youth employment, sustainable economies and sustainable environments. The objective is 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, and to create decent and sustainable jobs and address the enormous environmental challenges including climate change.
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PROFILE National Institute for Occupational Health (NIOH)
“
We need to ensure that work promotes good health. To do this we need to encourage decent work and to identify and control the workplace factors that lead to illness, injury and environmental damage.�
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.
NIOH plans to take a lead in the management of workplace stress Looking forward, the NIOH plans to contribute more to addressing the decent work deficit in our country and to support efforts related to inequality at work. It is also imperative that the NIOH supports 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 at work. Important areas that will require more attention relate to gender concerns at work; workers who may be considered more vulnerable, including migrant workers, and subcontracted workers and workers with disabilities.
The NIOH plans to take a lead in the management of workplace stress as it has identified and recognised this as an area that requires more study and service development. Considering this, it has established a Mental Health Unit in its Occupational Medicine & Epidemiology Division. This unit has started doing 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 would involve developing employee assistance programmes aimed at individual workers, including strategic approaches to identifying and mitigating risk factors at an organisational level, creating healthy, safe and ultimately sustainable workplaces. n
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PROFILE HENLEY BUSINESS SCHOOL
Building a business school Dean and Director, Jon Foster-Pedley
The Henley Business School Africa recently won the Platinum PMR Award. By their rankings taken from the views of corporate HR directors and leaders, the business school is now the top MBA business school in the country. By Dean and Director, Jon Foster-Pedley We never set out to win awards. When I started at Henley Business School Africa seven-and-a-half years ago, Henley would have ranked eighth, maybe ninth, maybe even tenth in a small pool. In the Financial Mail (FM) rankings, the golden four: USB, Gibs, Wits and UCT had always been on top of the perch and no one could dislodge them. Suddenly, last year, we were ranked fourth in the FM and we had moved up to fourth in the PMR rankings. This year we’re at the top. But I don’t feel any sort of schadenfreude, only an overwhelming feeling of gratitude for the recognition that has started coming our way. In fact, I have the deepest respect for USB, GIBS, Wits and UCT. I worked at UCT for 15 years, designing and directing their executive MBA, and we collaborate with the others. I’m excited that UJ is starting its own business school. What this award does is affirm the journey we started seven years ago; moving from a staff of five in a single office with one programme – albeit an international MBA – with historical debt. Now we’re a flourishing business which has long paid off those debts, grown to a staff of 70, occupies an entire campus and provides a range of training of which the MBA is only 40%.
Contact Henley Business School T + 27 (0)11 808 0860 W www.henleysa.ac.za
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Three fundamental drivers We bootstrapped our way with no investment to where we are today because we kept to our original strategy. This wasn’t a conventional strategy where you learn business models from the past and then perfect them. We started off instead with three fundamental drivers; reframing a positive African future, defining our purpose and putting it before all other things and creating a rich environment for networking and connections. This was critical. We wanted to build the leaders who build businesses that build Africa. This meant we had to truly understand the issues that the country faced, the truth of our students’ lived reality, the needs of the businesses who sent them to us and the dynamics of the communities they operate in. We developed a range of deep learning through immersive processes and teaching innovation, not academically, but practically. We wanted our graduates to leave not being afraid of change. We wanted them to be able to deal with new and complicated problems; learning in action rather than looking back at what had been done in the past. They needed to be able to leave us as activists immediately applying
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PROFILE HENLEY BUSINESS SCHOOL their knowledge about the new and the unknown in the business place, as SIMBAs, lions or Smart Intuitive MBAs. We didn’t want painful SAMBAs – Smart Arse MBAs who suddenly knew it all and returned to the office expecting the waters to part and a dry passage all the way through to the CEO’s desk. Our graduates, we often say, needed not to kick against the thorns of life – but rather work with them and that way foment sustainable change all the way to the boardroom, building a better nation. When we designed our purpose, it was to create these kinds of business leaders and in the process reframe capitalism too as thoroughly and profoundly as we were reframing Africa.
The future is dictated by giving opportunities to those who need it When you look at Africa over the next two decades, you’re going to see a continent not just with the largest population or the youngest, but the most consumers too – which is why Britain and so many other First World countries are making a play to engage with the continent and be part of that future. For us, the future is dictated by giving opportunities to those who need it most to be able to learn and then take their places in the boardrooms of New York, London, Singapore or right here at home. We need to create leaders who will be able to develop Africa’s economy from so much more than just a place where stuff is dug out of the ground or grown but rather into a highly diverse intelligent economy with multiple sectors which is much more resilient because it’s based on intellectual and creative capital. We have gone as far as to design the Creative MBA and actively find creatives – who wouldn’t have had the opportunity otherwise or even felt welcome – to join us in this journey and co-learn and co-teach on this journey. As we reframed Africa, it became clear that much like the #MeToo movement, we need a #MeToo4Africa movement, people who can stand proud, forever dispelling the seed of doubt that still takes root here and abroad, because they are as good if not better than their peers elsewhere in the world. We wanted people with a normalised sense of identity after the ravages of apartheid and colonialism, confident in their own space; a little like Wakanda, super heroes in their own right. That journey that started all those years ago, seems to be working; our students leave, they go back to work, they impress their managers and the HR departments that sent them, we build trust, people talk and we end up getting more people sent to us.
Henley’s purpose was never driven by money, it was to build leaders The PMR awards, which are based on the feedback from the people in the industry who know what they are speaking about – the business managers and the HR practitioners – is particularly special. The award mirrors the feedback we are getting from the students and from our clients generally about the attention we have put into developing customised courses, the care for the students and the ongoing innovation.
We were determined to create a narrative that was informed by brutal truths about the country in which we live; about the incontrovertible imperative to create opportunities and destroy poverty, using business to do just that in the full knowledge that hard work, study and effort are non-negotiable. Our purpose at Henley was never driven by money, it was to build leaders. Sticking to that purpose though has led to us being a very successful business, an even greater kudos when your business is teaching business. We don’t get things right all the time but we never give up trying to do that. We will not give up because even if we fail, we are creating the space for others to follow and provide a critically needed counterpoint for our prevailing reality. We are making the road for others to follow and go further. n SA PROFILE
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24
OTTC CELEBRATING 24 YEARS OF WORLD SKILLS PARTICIPATION
Isolde Dobelin
South Africa
OTTC -OPEN TRADE TRAINING CENTRE
World Skills - 1995 to 2019
OTTC is a leading training provider in Commercial and Industry Refrigeration, Air-Conditioning, Ammonia, Refrigeration, Heat-pump Systems, Electrical Engineering and Controls for R & AC and Transport Refrigeration since 1992. The OTTC training courses are designed according to International Standards and Worldskills requirements where 80 countries have agreed to test their competitors in competition. OTTC has won the SA National Gold in the Trade of
Refrigeration & AC competition eight times and since then seven of their students have been chosen to represent South Africa in the International Worldskills Competition. OTTC takes pride in the company philosophy of training excellence and has tailored its courses to cover the entire spectrum of technical knowledge, both practical and theoretical, to achieve confident and informed decision-making combined with the appropriate skills.
THANK YOU TO ALL SPONSORS
REFRIGERATION CC
South Africa
‘Specialists in commercial refrigeration’ Tel: 011 794 3234 • Fax: 011 794 4662 Unit 1, Laserdowns Business Park, Johan Street, Honeydew PO Box 7946 Westgate 1734
OTTC believes that the quality of training must be relevant and practical to prepare their learners for various situations encountered in the workplace.
Worldskills International Competitions: Results From 1999 To 2017 TRADE 38 REFRIGERATION - All OTTC Participants YEAR
HOSTING COUNTRY
RESULT FROM GOLD MEDAL
RESULT OTTC PARTICIPANT
ACHIVED % FROM GOLD MEDAL
1999
MONTREAL CANANDA
547
499 BURT BOUWER
91%
2005
FINLAND HELSINKI
542
441 JACOBUS KIES
81%
2007
JAPAN SHIZUOKA
548
459 IVAN THERON
84%
2009
CALGARY CANADA
549
475 NICOLAS BARKHUIZEN
87%
2011
ENGLAND LONDON
544
478 DE WET BRITZ
88%
2013
GERMANY LEIPZIG
535
473 DYLAN LE MAITRE
88%
2015
BRAZIL SÃO PAULO
537
469 MARKO COMBRINCK
87%
2017
SAUDI ARABIA ABU DHABI
739
656 TYRONE BUNCE
89%
Geoff Alder | Dris Fouche, Assessment | Hans Damhuise
Tyrone Bunce “2017 Worldskills Project Plant” completed in given time and working according to given specification.
Tyrone Bunce wiring the panel.
OTTC trains their students to participate in the international World Skills competitions PO Box 14532, Dersley, Springs, 1569 | Tel/Fax No +27 11 816 2580 or +27 11 366 1219 mailto: ottctraining@icloud.com / idobelin@icloud.com | Website: http://www.ottc.co.za and http://www.ottc-training.center
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KILLS
1997
1999
2005
2007
2009
2011
2013
2015
TION CC
rigeration’
4662 Honeydew
2017 Abu Dhabi
Experts, competitors, translators, shop master & Festo representatives of the Skill 38 Refrigeration and Air Condition team. Tyron Bunce middle and Bob Vuletic last row with red sleeves.
Tyrone Bunce leaving for Abu Dhabi
Thank You John Ackermann, Rory Macnamara, Dr. Patel, Bob Vuletic, Peter Hoetmer, the OTTC Team and all the Sponsors. All in all, the WorldSkills Abu Dhabi 2017 which took place from 14 to 19 October gathered over 1,200 contestants from 59 countries. This year, requirements were even more demanding than in 2015. For instance, 700 points in the individual competition were required for a Medallion of Excellence, as compared with 500 at the WorldSkills Brazil 2015. Nadezhda Kashtelyan, a graduate of Brest State College of Service Industry, won a medallion in the Hairdressing category. WorldSkills is the biggest vocational education and skills excellence event in the world, a sort of Olympics for aspiring workers and specialists. The international
WorldSkills Competition is held every two years. Taking part in the event are young skilled workers, students of universities, lyceums, and vocational education institutions aged up to 22. The WorldSkills movement is meant to promote blue-collar jobs in the modern society and increase their popularity among young people.
SEE YOU IN RUSSIA, KAZAN. 23-24 August 2019 WorldSkills 2019 - SOUTH AFRICA
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EDITORIAL African Agri Council
Africa, the breadbasket of the world By Ben Leyka, Executive Director, African Agri Council (AAC)
For the past three years, the African Agri Council (AAC) has been promoting the development of African agriculture across the value chain. As a private sector led organisation, the Council has been working with various stakeholders to identify investment opportunities in agriculture as well as create platforms and programmes designed to bring high level stakeholders together to discuss the business of agriculture.
“
Can Africa’s annual food import bill of $35 billion, estimated to rise to $110 billion by 2025, ever reflect the continent’s potential?”
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We believed we had the formula to drive the development of the sector, however, we’ve come to quickly realise drastic actions have to take place from both the public and private sector to truly see meaningful impact. It is the scary realisation that we live in a food-insecure world with a fast growing population – many authors, experts and stakeholders within the private and public sector believe Africa can become the breadbasket of the world. We need to move away from continuously presenting baseless stats and potential without drafting implementable strategies that will convert them into economic potential. Can Africa’s annual food import bill of $35 billion, estimated to rise to $110 billion by 2025 (as quoted by the President of the African Development Bank (AfDB), Dr Akinwumi Adesina), ever reflect the continent’s potential? This is a reality that has weakened African economies, decimated its agriculture industry and exported jobs from the continent. Whether it is called agriculture or agribusiness, the fact remains the same, it is a business and as such it requires an entrepreneurial approach, plenty of risk capital, favourable policies and the involvement of many actors with various perspectives. Despite the African continent’s vast agricultural potential, our food import has been rising consistently in the past decades. There is a lack of adequate programmes that integrate the youth into the industry, limited financial schemes supporting the sector growth and lack of market access, among other pressing challenges. Investment in agriculture is particularly treacherous, with low productivity in many African countries, the vicissitudes of climate change and limited access to infrastructure and technology. As a result, institutional investors, donors and funding partners are unlikely to reach those most in need to truly ensure a food-secure Africa. Therefore, should Africa continue to depend on outside donors and financial aid to develop this industry? Certainly not! The continental agricultural frameworks developed by the African Union have clearly stipulated the industry needs to be developed from within Africa and approached as a business rather than donor or aid led. The AAC believes Africa’s agriculture development must be based on sound economic and business principles to ensure long-term sustainability. As a result, all our programmes and initiatives are built on a solid business foundation, with an understanding that accelerated agriculture investment and development can only take place if realistic fundamentals exist. n
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PROFILE Quickeasy Software
Candace de Villiers QuickEasy BOS Marketing Manager
Clarity and control of your entire business with one system Why do hundreds of SMEs in South Africa rely on BOS to manage their business’s finances, distribution, manufacturing, sales and people, efficiently? Here’s why.
Contact QuickEasy T +27 (0)87 820 7272 E info@quickeasysoftware.com W www.quickeasysoftware.com
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Your business needs a business operating system to manage business resources efficiently; the same way computers need an operating system to manage hardware and software resources. An efficient business has systems that talk to each other. Business Operating System (BOS) integrates all business functions into one very clever, easy to use system. It efficiently gets on with all the admin work in the backend, so that you can get on with running a business. BOSEnterprise is business software for medium-sized companies. It provides customised modules and is scalable and flexible. Built to streamline complex operations, this ERP system is no “out of the box” solution. It is robust and flexible and customised to handle every cycle of your business. BOSEnterprise is highly configurable and supports multi-database, multicurrency and multi-entity. With hundreds of settings to control user access, BOS is also secure, reliable and stable. BOSEnterprise is powerful, completely integrated and highly adaptive to your business, be it for: • Full CRM • Built-in analytics • Instant reporting • Full financials • HR • Procurement • Production, or • Supply chain management
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PROFILE Quickeasy Software
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IT’S OUR PARTNERSHIPS THAT MATTER! EWSETA believes that skills development and training is a collective responsibility. Together with our Board, our and most importantly, our strategic partners, we are contributing towards the skills drive in the energy and water sector.
EWSETA Acting Chief Executive Officer – Ms. Mpho Mookapele.
SOME OF OUR PARTNERS:
This is your opportunity to work with us and put your mark on the skills landscape in the country.
CONTACT US TODAY! Contact Details Physical Address: Sunnyside Office Park Second Floor, Building B 32 Princess of Wales Terrace Parktown, Johannesburg Postal Address: PO Box 1273 Houghton 2041 Tel: (011) 274 4700 Fax: (011) 484 8953 / (011) 484 1078 info@eseta.org.za www.ewseta.org.za
REPUBLIC OF SOUTH AFRICA
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SKILLS DEVELOPMENT CRITICAL T O S U S TA I N I N G S O U T H A F R I C A’ S GREEN ECONOMY
S
outh Africa is once again on an upward trajectory, with an expected Gross Domestic Product (GDP) growth of over 1.5% in 2018.
In light of this positive news, it must be noted that natural resources such as water, land, and minerals are the biggest drivers of the South African economy. This vast and lucrative sector of natural resources covers a full spectrum of industries like mining, agriculture, energy and gas. Additionally, both the energy and water particularly are fundamental resources for all industries. Considering their impact on the economy, the country would not exist without them. To compound this, South Africa has been enduring the worst drought in over 30 years – affecting the country’s tourism and agriculture sectors severely. As a result of the intense drought experienced in the Western Cape, the province has shed over 50,000 jobs in the agricultural sector alone with a projected loss in the agriculture sector in the province of up to R5.9bn. Moreover, like other progressive countries the world over; South Africa is confronted with the challenge of a complete migration to renewable energy, sustainable water management and the extensive reduction of the carbon footprint. Failure to adapt can have far-reaching consequences such as fines for the government, increased possibilities of dangerous climate change and reduced competitiveness for green South African businesses. Nevertheless, it cannot be denied that South Africa is making great strides to remain on par – if not ahead of its counterparts. Essentially, to lead the pack and continue to look after its own people, South Africa needs a skilled workforce that will take it forward. In this case, a young, talented, visionary and skilled labour force will be vital. To secure world-class manpower that will advance the country’s green economic sector and skills, strategic skills development initiatives are imperative. It is here that entities such as the Sector Education and Training Authorities (SETAs) continue to demonstrate their instrumental value. South Africa has a total of 21 SETAs, these entities are strategically organised to address the skills needs of the country in their respective sectors. SETAs lead the education and training domain, namely in the technical and vocational space and due to the levy system have close ties with employers in the various industries.
As one of these SETAs, the Energy and Water Sector Education and Training Authority (EWSETA) has been working continuously to set the country forward with the main goal to safeguard and leverage the country’s natural resources through improved skills planning and strategic skills development projects. The EWSETA is mandated to anticipate, build and manage the skills development and training needs of the energy and water services sector through strategic skills planning within the context of the National Skills Development Strategy (NSDS III). The Authority serves seven sub-sectors which include electricity; oil and gas; nuclear; renewable energy; waste and sewage services; collection, purification, and distribution; and refuse and sanitation services. South Africa has a unique opportunity to create employment opportunities in its renewable natural resources, including energy, water, and biodiversity. The implementation of the Green Economy Accord, as aligned with the government’s New Growth Path (NGP), will see the development of green skills potentially create more than five million new jobs by 2020. The EWSETA is fully committed to developing renewable energy and ‘green economy’ skills to support the Green Economy Accord and is actively involved in a number of significant projects. The projects include the War on Leaks programme which aims to train 15,000 young people as artisans and water agents in local communities. Another partnership is with the South African Independent Power Producers Association (SAIPPA) to establish the UN Women in Oil South Africa programme. EWSETA has also been a co-sponsor of the annual Green Youth Indaba with the Fibre Processing and Manufacturing (FP&M) SETA and Department of Environmental Affairs where the focus is on creating ‘green’ skills and career paths for youth and entrepreneurs. Considering the shortage of artisans in the country, the EWSETA and other SETAs have partnered with the government and industry stakeholders to increase the output of qualified artisans on an annual basis. An increase in this critical skill should eventually aid the country in addressing the challenges that are facing the country’s green economy. Moreover, developing the scarce skills to manage South Africa’s water resources and mitigate the impact of drought in the country is an urgent priority for the EWSETA. The SETA is actively engaged in key interventions, such as the Young Water Professional Conference and TVET water programmes. Without a doubt, South Africa is well on its way to winning the skills race and this should yield sustainable results for its green economy. With that said, it is certain that with the SETAs by its side, great progress is guaranteed.
Tel: (011) 274 4700 | Fax: (011) 484 8953 / (011) 484 1078 | eMail: info@eseta.org.za Building B, Sunnyside Office Park, 32 Princess of Wales Terrace, Parktown, Johannesburg PO Box 5983, Johannesburg, 2000, South Africa
www.ewseta.org.za
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PROFILE The National Metrology Institute of South Africa (NMISA)
The National Metrology Institute of South Africa The National Metrology Institute of South Africa (NMISA) was established under the Measurement Units and Measurement Standards Act, No 18 of 2006, known as the measurement Act and provides the following: • use of measurement units of the international system of units (SI) and certain other measurements • designation of the national measurement units and standards • keeping and maintenance of the national measurement standards and units • establishment and functions of NMISA NMISA’s vision is to be a centre of measurement excellence, inspired to consistently deliver outstanding innovative and internationally-comparable measurement solutions that support the country’s trade, people’s quality of life and enable the protection of the environment Its mission is to keep, maintain and develop national measurements standards and units and to disseminate traceability in South African industry. NMISA’s values include measurement excellence, social responsibility, economic prosperity and good governance.
Accurate and internationally acceptable
Contact NMISA T +27 (0)12 841 4152
+27 (0)12 841 3523
E info@nmisa.org comms@nmisa.org
The role of NMISA is to ensure that measurements performed, both nationally and regionally, are accurate and internationally acceptable. This enables trade, component manufacturing, the legal acceptance of measurement in environmental monitoring and safety and is crucial for health care. As the custodian of the national measurement units and national measurement standards (NMS), NMISA maintains and ensures the appropriate application of the international system of units (SI) and other measurement units as defined by NMISA, in consultation with the measurement community, for the country. NMISA also keeps, maintains and disseminate the gazetted NMS. This role is performed through various products and services and is influenced by the external environment. The trade of goods and services around the world is the lifeblood of the global economy and is increasingly important for domestic economic growth, productivity and investment opportunities. For customers to consider trade to be effective and efficient and for effective health care and the protection of the environment, measurements taken in different parts of the world need to be accurate, equivalent to and accepted by each other. Important decisions (economic, environmental, social and medical) are based on measurement results.
Measurement assists with SA industry’s competitiveness NMISA has a very specific role to play in this context. Without a measurement infrastructure it is difficult to manufacture to international specifications and tolerances to ensure the integrity of commodities, locally
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PROFILE The National Metrology Institute of South Africa (NMISA)
and for the export market. Competitive manufacturing relies on accurate, internationally comparable measurement that is achieved through the establishment of the traceability of the measurement result to the SI or internationally agreed references. In line with its mandate, NMISA ensures the comparability of measurements made locally with those of our main trading partners. Measurement thus assists with the competitiveness of the South African industry in support of the national strategic initiatives. Measurements are part of our daily lives and inaccurate measurement can result in losses, disagreement between partners and harm to people and the environment. Our very survival depends on the ability to provide comparable data and inform government in addressing compliance issues that are critical for trade negotiations and overcoming technical barriers to trade. Countries and trade regions impose regulations and directives to trade goods, protect the health
of their people and the environment. Stricter legislation and the initiation of environmental programmes are being applied globally that directly impact South Africans and South Africa’s trade. It is thus becoming imperative that South Africa understands and implements its own regulatory frameworks that will ensure that measurement underpins the global economic initiative and contributes to the overall quality in support of the IPAP.
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PROFILE The National Metrology Institute of South Africa (NMISA) The anticipated revision of the SI in November 2018 introduces an increased demand for research and development at NMISA to be able to realise the units independently of our trade partners. The technology of realisation of the units is changing the quantum technologies that necessitate higher qualified staff, more technical and scientific expertise and increased collaboration. NMISA has organised activities into thematic, multidisciplinary research programmes that will deliver outcomes such as improved NMS or measurement solutions to industry. These programmes are: Energy efficiency • Solid state lighting • Smart grids • Power and energy • ACDC transfer difference measurements Redefinition of the SI • Watt balance • Avogadro project • Quantum standards Reference Materials • Food and feed matrix reference materials • Forensic and environmental reference materials • High purity calibrators • Mineral beneficiations Quality of life • Cancer age • Pharmacology • Primary health care • Occupational health and safety Advanced measurement solutions • Time reference signals (MeerKAT) Manufacturing competitiveness • Thin film failure analysis • Dimensional measurements • Advanced manufacturing and torque Green economy • Air, terrestrial and aquatic monitoring • Industrial and applied monitoring • Alternative technology • Commercial services • Law enforcement • Radiation protection • Sale of CRMs • Calibration services NMISA is part of the Department of Trade and Industry’s family of Technical Infrastructure (TI) Institutes. The TI is responsible for the measurement standards and sciences, procedures and the regulations as well as accreditation that gives confidence in goods and products and allows for successful prosecution in cases of non-compliance. n
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ADVANCED DIPLOMA
in Estate and Trust Administration Applications are now open for an opportunity to study through the only South African accredited education partner of the global professional association, STEP.
ADMISSION REQUIREMENTS For admission, one (1) of the following is required: a. An
applicable
Bachelor’s
Degree,
or Any B.Com degree, Law degree, Actuary, Accounting, Investments, Business Management. b. An applicable Diploma or Advanced Diploma, or Advanced Diploma in Estate Planning, Tax, Trusts, Trust Administration on a NQF level 6 with minimum total credits of 360.
MINIMUM DURATION OF THE COURSE IS 1 YEAR. The completed Advanced Diploma in Estate and Trust Administration is on an NQF level 7. The SAQA code is 97594. APPLICATIONS CLOSING DATE Applications close 15 JANUARY 2019
T: 051 401 2823 | E: sfpl_appl@ufs.ac.za | www.ufs.ac.za/sfpl
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ADVERTORIAL UNIVERSITY OF THE FREE STATE
Educating financial planners The School of Financial Planning Law (SFPL) in the Faculty of Law at the University of the Free State prides itself on its qualities of excellence and integrity in providing holistic financial planning education since 2001.
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The school is educating financial planners who are theoretically and practically trained to meet the unique needs of each client through postgraduate and undergraduate programmes. Financial planning is the profession of identifying the needs and goals of clients and building a holistic and lifelong plan to address those needs to achieve the financial goals of the client. It deals with all the aspects of ensuring that financial matters are well managed on a month-to-month basis – making sure that clients have sufficient cash flow to meet financial obligations. It specifically focuses on long-term planning, such as ensuring enough funds for retirement, estate planning and any other aspects around financial planning for the client and their loved ones. Financial planning also looks at the manner in which businesses are structured and the continuity of business interests within a corporate structure.
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ADVERTORIAL UNIVERSITY OF THE FREE STATE A unique academic qualification The Advanced Diploma in Estate and Trust Administration is a unique academic qualification that teaches skills to become a fiduciary practitioner who will be able to provide advice on a multitude of platforms, including administration of trusts, estate planning, administration of deceased estates, drafting of wills and legislative issues surrounding the fiduciary services industry. The diploma consists of four modules which should ideally be completed within one year. The diploma is the only programme that is currently endorsed by the Fiduciary Institute of Southern Africa (FISA) as a relevant qualification to be awarded the FPSA® designation. It is the only qualification that is currently accepted by FISA as an examination and education requirement for FPSA® status. To be awarded the Fiduciary Practitioner of South Africa® (FPSA®) designation ensures that the individual is an expert in most of the highly technical areas of the South African fiduciary space. Consumers are also guaranteed that individuals who have been awarded FPSA® status are professionals that have not only obtained a formal academic qualification – the Advanced Diploma in Estate and Trust Administration – but also have relevant experience in the fiduciary space.
ADVANCED DIPLOMA
in Estate and Trust Administration
Applications are now open for an opportunity to study through the only South African accredited education partner of the global professional association, STEP.
Accredited Education Partner of STEP
The University of the Free State School of Financial Planning Law was chosen as an Accredited Education Partner of STEP in 2018, making it the only accredited education partner of this global professional association in South Africa. The Advanced Diploma inREQUIREMENTS Estate and Trust Administration meets the ADMISSION requirements of STEP to become a full STEP member, known as a TEP.
What is STEP? For admission, one (1) of the following is
Contact Application information E sfpl_appl@ufs.ac.za General enquiries If your surname starts with the letter A - H:
STEP is an international professional association for practitioners who specialise Jaqueline Badenhorst required: in family inheritance and succession planning. The STEP global network is E badenhorstje@ufs.ac.za made up of more than applicable 20 000 practitioners acrossDegree, 95 countries, bringing a. An Bachelor’s T +27 (0)51 401 2823 together lawyers, accountants, trustees, and other specialists. Full STEP or Any B.Com degree, Law degree, members, known as TEPs, are internationally recognised as experts in their your surname starts IS 1 YEAR. Accounting, Investments, MINIMUM If DURATION OF THE COURSE field, with proven Actuary, qualifications and experience. with the letter I – N: The Advanced Diploma the following STEP-recognised modules: Businessprovides Management. • Regulatory Environment JuliaAdvanced Molete Diploma in Estate and The completed b. Anofapplicable Diploma or Advanced • Administration Deceased Estates E moletemj@ufs.ac.za Trust Administration is on an NQF level 7. The • Trust Administration T +27 (0)51 SAQA 401 2823 Diploma, or Advanced Diploma in code is 97594. • Estate Planning and Drafting of Wills Estate Planning, Tax, choosing Trusts, toTrust Because South Africans are increasingly invest funds offshore, CLOSING DATE If yourAPPLICATIONS surname starts owning propertiesAdministration in different international locations, and on a NQF level 6 withare part of trusts in with the letter O – Z: different jurisdictions – either as trustees or as beneficiaries – the importance of Applications close 15 JANUARY 2019 minimum total credits of 360. Joyce Leeuw being a STEP member in this current political and economic climate could not be more relevant. E leeuwj@ufs.ac.za Expert fiduciary practitioners should not only be able to give advice on T +27 (0)51 401 2823 T: 051 401 2823administration, | E: sfpl_appl@ufs.ac.za | www.ufs.ac.za/sfpl local issues regarding estate the drafting of wills, estate planning and trust administration. They should also have an international footprint. The benefits of obtaining an Advanced Diploma in Estate and Trust Administration are not only limited to improving academic knowledge and skills, but to also set you up for local and international accreditation as an expert fiduciary practitioner by preparing you to apply for both FPSA® status and STEP membership. n
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EDITORIAL THE HUMAN RESOURCE DEVELOPMENT COUNCIL
Development of human capital in South Africa By Rre Elijah Lithekho, a member of the HRDC
The Human Resource Development Council (HRDC) has been established so that it can play a pivotal role in the facilitation of human resource development in the country to ensure that its socio-economic and development needs are adequately addressed by a competent and well resourced workforce.
“
Are these initiatives enough to assist the country to reach the NDP unemployment rate of 14% by 2020?”
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At the launch of the National Development Plan (NDP) on 19 February 2013, the then Minister in the Presidency: National Planning Commission, Trevor Manuel, stressed that the NDP aimed to eliminate poverty, reduce unemployment and inequality by 2030. This strategic objective as stated in the NDP can be realised by doing the following: • Building capabilities • Drawing on the energies of the people of this country • Enhancing the capacity of the State • Growing an inclusive economy • Promoting ethical leadership as well as credible and sustainable partnerships throughout society. Five years into the introduction of the NDP, progress made towards the attainment of its objectives needs serious interrogation. Let’s look at why this is necessary. According to Oxfam’s Global Inequality Report, as well as by the World’s Bank’s estimates, South Africa is the world’s most unequal country. It is a country where extreme poverty lives side-by-side with opulence. South Africa has been listed as the worst performing country in the area of labour relations in the 2017/2018 Global Competitive Report. We are rock bottom in the list of 137 countries that have been assessed. The country has dropped 14 places to 61st position in the overall global rankings and: • Quality of primary education has been ranked at 116 • Quality of higher education at 114 • Quality of Maths and Science at 128 • HIV prevalence at 134 • Impact of TB on business at 137 Given the above evaluation it becomes evident that as a country we need commitment to do proper introspection regarding how effectively we work together as a system that drives the country towards a more globally competitive position. The unemployment rate in the country stands at 26.7%. The unemployment
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EDITORIAL THE HUMAN RESOURCE DEVELOPMENT COUNCIL rate target for 2020 as per the National Development Plan is 14% – leaving the country with just two years to achieve this target. The unemployment absorption rate currently stands at 43.1%, meaning that more than half of the working population (15-64 years) is unemployed. Nobody wants to be idle and spend day in and day out doing nothing, including the readers of this article. The reports cited in this article demonstrate the dire socio-political environment that the country finds itself in and the required strategic response from all social partners functioning within the South African economy. This approach is advanced in the 2017/2018 Global Competitiveness Report where this salient point is made: The resolution of the socio-economic challenges facing any country across the globe require collective effort from “policy makers, business leaders, civil society, including organised labour, academics and the public at large’’. In addition, the report encourages public-private partnerships and asserts that “governments can resolve market failures more effectively if solutions emerge from an understanding between the public and private sectors.” It is in this context that the report cites the successes in the labour relations arena in countries that have high levels of both workers’ rights protection and flexibility where unemployment is very low and inequalities hardly noticeable. These countries include Denmark, Norway, Sweden, Switzerland, the Netherlands and Germany. The report stresses the fact that workers’ rights can be well protected in flexible labour markets as well.
Call to action! Whilst there has been positive media publicity about the recent initiatives introduced by the government (Youth Employment Services, Investment Envoy, Africa – Japan Public Private Economic Forum, etc) in collaboration with its social partners, we need to ask ourselves some questions as a country. Are these initiatives enough to assist the country to reach the NDP unemployment rate of 14% by 2020? Are all the social partners onboard and what other initiatives are there that will facilitate the attainment of the above target? What is required to mobilise the country around the attainment of this target? To what extent have the social partners investigated the labour relations models implemented in the countries mentioned above? If the social partners are serious about tackling the triple challenges of unemployment, poverty and inequality, why are they not adopting some of these models and refining them if needed, based on their documented successes? To what extent are the social partners committed to working together to seek solutions to the South African market failures as published in the 2017/2018 Global Competitive Report? The Human Resource Development Council (HRDC) has been established
“
so that it can play a pivotal role in the facilitation of human resource development in the country to ensure that its socio-economic and development needs are adequately addressed by a competent and wellresourced workforce. The HRDC hosts bi-annual summits where the government and social partners meet to explore labour market challenges and design solutions to address them. What is needed is: • Partnerships that will intensify and strengthen work-integrated learning programmes, including community work programmes. • Appreciation of future skills needs and how to prepare for them across the board and various levels, i.e., basic education, post-school education, government, business and society at large. • Understanding the impact that the 4th Industrial Revolution will have on the way we conduct our lives, on business, government operations and the disruptive nature of this revolution. • Public-private partnerships aimed at contributing to economic growth that results in the creation of job opportunities. Together we can design the country and a human capital development infrastructure that we can all be proud of. n
South Africa has been listed as the worst performing country in the area of labour relations in the 2017/2018 Global Competitive Report. We are rock bottom in the list of 137 countries that have been assessed.”
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S I
SENTECH OTT SOLUTION SET TO EXPAND THE 4IR ARMY
SE
wo
Th
ni
Se
se
ow
tio
SE a
an The current buzz around 4IR is becoming a reality, as state owned SEN-
Streaming on SENETCH’s OTT platform will not only enable the real-time
do
TECH is to launch its own OTT (Over-The-Top) platform. The company will
delivery of live action across multiple screens/devices but will open new
tio
be implementing a universal approach on Over-The-Top (OTT) broadcast
market segment opportunities for broadcasters and content creators.
Te
distribution infrastructure consisting of OTT over Broadband, OTT over
th
Satellite and, later, OTT over DTT (Digital Terrestrial Television). The plat-
SENTECH successfully demonstrated its OTT solution in November 2018,
als
form will provide a gateway for multi-user, multi-screen, live and VOD
at AfricaCom.
ce
content at home, public spaces and on the move, content is consumable
m
on any device.
Th Currently running trials on OTT solutions over satellite, the special con-
ra
tent distribution network technology utilised by SENTECH will reduce the
Te
cost of data associated with Broadband services. The technology also
an
improves the user experience by addressing the challenges of buffering
de
and system delays.
ac
This approach allows for content to be transmitted via the satellite net-
C
work, to content consumption over a local Wi-Fi network, which will allow end devices such as mobiles and tablets to view the content without us-
Th
ing the Internet.
te
th to operators seeking to launch their service, offering the benefits of rap-
sy
idly deployed video services, with little to none additional capex requirement, delivering high quality picture and consistent end-user experience.
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SENTECH - Providing Multimedia Content Infrastructure Services and Platforms
SENTECH is the premier provider of electronic communications net-
Infrastructure Management
work services in the broad¬casting and communications industry. The state-owned company is licensed to provide Electronic Commu-
With vast experience in managing different types of networks from broad-
nications Network Services (ECNS) and Electronic Communications
casting to telecommunications, SENTECH has built up a strong capability
Services (ECS) services. Enabling broadcasting and digital content
in network design, deployment, operation and maintenance.
services to corporate institutions, government departments and stateowned entities, SENTECH is critical to stability of the telecommunica-
Connectivity Services
tions industry. SENTECH has positioned itself to play a significant role in the implemenSENTECH operates approximately 330 terrestrial broadcast sites and
tation of SA Connect and servicing government in wireless broadband
a satellite platform to provide signal distribution services for television
services. The organisation will be involved in wireless broadband services
and radio. SENTECH has infrastructure that provides up linking and
in support of SOC-nominated beneficiaries that will lead the broadband
time
down linking of programmes via satellite and can be used for bi-direc-
rollout.
new
tional communications as well as for DTH (direct to home) and Digital
2018,
Terrestrial Television (DTT) broadcasts. Its high-site masts are used for
SENTECH provides innovative content delivery solutions
the broadcast of television and radio to the public. These facilities are also utilised by other telecommunications services providers such as cellular phone opera¬tors, wireless internet service providers, government entities and private telecom¬munications companies.
SENDER TECHNOLOGY PARK (STP)
The Company has expanded its foot¬print to clients in sub-Saha-
Telephone: 011 471 4400
ran Africa to provide broadcasting managed services such as Digital
International: +27 11 471 4595 | Fax: 011 246 2610
Terrestrial Television (DTT) solutions, Digital Radio (DAB+), training
Email: support@sentech.co.za
| Call Centre: 0860736832 | Website: www.sentech.co.za
and consultancy services. SENTECH offers a wide range of services designed to meet the needs of broadcast and tel¬ecoms operators across the continent.
Content and Multimedia Services This covers broadcasting signal distribution services including business television delivered via satellite. There are other value-added services that form part of this service such as OTT, broadcast monitoring and syndication and Hybrid Broadcasting (e.g. HbbTV and Hybrid Radio)
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Q&A COLLABORIT
Making the most of the complete asset management lifecycle Collaborit was formed in 2008 with an initial focus on the delivery of SAP consulting services within the Enterprise Asset Management space. SA PROFILE spoke to Jannie Potgieter, Group CEO at Collaborit.
“
Collaborit’s aim is to provide its customers with innovative, digital asset management solutions that connect people, processes and technology to the asset.”
Tell us more about the company and your role as Group CEO? Collaborit was formed in 2008 with an initial focus on the delivery of SAP consulting services within the Enterprise Asset Management space. This need arose through the shortcomings that we identified in terms of the availability of key functionalities and skills in assisting organisations to make the most of the complete asset management lifecycle. It quickly became a viable business proposition for us to expand our business in two main dimensions: 1. Moving from a service only business to include solutions, and 2. Expanding the business to include ALL aspects of Asset Management Engineering and furthering our footprint by adding components in the Engineering space (CES) Although the role of CEO is of critical importance related to governance and accountability, the strength of Collaborit lies within the co-accountability that is created through ownership in the different structures. We have SAP, asset management and engineering services units which are managed by Directors and jointly contribute to the overall success of the company. We are all part of the present and the future and in this regard our collective role is to create an environment for our employees in which they can flourish.
How would you describe Collaborit’s scope of work? Today, Collaborit’s aim is to provide our customers with innovative, digital asset management solutions that connects people, processes and technology to the asset. We specialise in the business of asset management (AM). With a comprehensive suite of expert services and solutions, our streamlined offering combines SAP and AM into one integrated package. We consider all aspects of the business and where asset management plays a role we disseminate, develop and deliver services and solutions.
What is the company’s vision for the near future? We continuously strive to enable business transformation through our offerings at all levels which is aligned with our vision of an environment in which all South Africans can prosper and grow.
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Q&A COLLABORIT Collaborit embraces change. In an ever-changing bi-modal world and faced with key opportunities such as digitalisation and localisation, we are on the move to not only grow the company substantially locally and internationally, but to do it in a responsible way. Our main objectives for the near future are as follows: • Create a strong local footprint and transformational intent. • Continuation of implementing expert Solutions and Services. • Internationalisation of our Services and Solutions. • Creating more digitised offerings supportive of future possibilities. • Forging relationships that are strategic and built on trusted delivery of Services and Solutions.
How would you describe the company’s strategic vision and mission over the next five years?
How would you describe your top attributes as a successful leader?
What short- to mediumterm future do you foresee in your industry?
Within Collaborit leadership is a joint responsibility. We need to steer the business and take courageous decisions which is not always comfortable. Therefore, transparency, joint accountability and active decision-making are vital ingredients that we believe in to create a trusted working environment.
What are your values as a company leader and how do you ensure these values are upheld by employees? Collaborit has a set of values in place that are lived by everybody associated with the organisation. The organisation, although large enough to have a full corporate culture, is still valued by its clients and staff as an organisation with a warm, friendly environment where all individuals have the freedom to express their own wants and needs. This has resulted in an organisation with an extremely low turnover rate. Combine this with core values such as trust and honesty and we believe that we have a winning recipe to preserve our future.
Are there any challenges the company is currently facing and what measures do you have in place to overcome this? Our biggest challenge currently is to prioritise the items that we believe will enable our future within the constraints of limited resources and time. Collaborit is busy digitising all our offerings to enable our customer’s digitalisation strategies around offerings such as Cloud, IOT & big data, AI and Smart Assets. We believe that not only will this enhance our value proposition to our existing customers but enable us to penetrate different markets and customers which in turn will yield growth and return value for all shareholders and stakeholders. Collaborit believes in inclusive transformation and we are committed to be a significant contributor to skills development, job creation and localisation to build our nation. In this regard, we are currently on a fast-tracked exercise to increase our equity shareholding, tackle youth and unemployment issues and to come up with creative networks to materially improve some of the countries critical challenges.
How does Collaborit maintain its integrity and loyalty towards its customers? Collaborit acts within a good corporate governance framework. We believe in forging trusted relationships with our customers based on mutual respect. We currently have 47 local and international customers across a variety of industries and this is an ever-expanding baseline. We pay careful attention to our customers’ needs and engage constructively and continuously to avoid misalignment regarding expectations.
We want to become the best and most relevant digital asset management company both locally and internationally and, in the process, improve the lives of our people and our customers.
We believe that the management of assets does not get the attention it deserves compared to the potential value that can be unlocked. More and more companies are seeing asset management engineering and its associated benefits as a critical focus for the future which opens up opportunities for all of us. n
“
Collaborit’s aim is to provide our customers with innovative, digital asset management solutions that connects people, processes and technology to the asset.”
Contact Collaborit EAM Services (Pty) Ltd Southdowns Office Park, Ground Floor Block A, Cnr Karee Street & John Vorster Drive, Irene Ext 54, Centurion, 0062 T +27 (0) 12 665 4990 F +27 (0) 86 588 3627 W www.collaborit.com
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EDITORIAL LEADERSHIP
Leadership mind-set in 2019 is about creating space and managing change Each new year poses challenges and pressures for everyone in leadership positions. The future remains uncertain, the pressure to perform remains unrelenting and change, as always, remains a certainty. Some business leaders will have to rethink their processes, change models, policies and their interactions with their staff, if they want their businesses to continue to prosper this year. 84
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EDITORIAL LEADERSHIP We live in a country where there were and still are many great leaders. We went through many issues and learning curves. Why not revisit the way in which we do business and how we lead our businesses during 2019? Leadership qualities and requirements, like almost everything else, are everchanging. Gone are the days where degrees, technical expertise, dedication and loyalty were all that was needed to be deemed a successful leader and steadily climb the corporate ladder. Gone are the days where focussing only on price and competition were all that was needed to grow the bottomline. Especially in South Africa, business leaders are challenged to guide transformation within the company whilst driving profitability. A business’s workforce holds great power and great wisdom that, if left unmined, can slowly erode the bottom-line. While great products, marketing and sales remains a fundamental aspect of business and its survival, it is no longer the only differentiator of performance. Innovators from all areas of the business should be brought together and leaders should embrace a right-brain mind-set to allow the constant generation of new, creative and different ideas. The mindset of right-brain leaders should be to create a space for all their stakeholders, to allow inclusivity, a sense of purpose and belonging. In this way, every individual can contribute to the business in a meaningful way which will foster a sense of ownership and responsibility within everyone for the ultimate success of the business. Adopting this mind-set will lead to successfully growing and thriving businesses. Leaders will also achieve personal satisfaction and professional success during 2019. This mind-set needs to include right brain skills like empathy, inventiveness and a constant search for meaning. Elmarie Pretorius, Managing Owner of The Mindspa Institute, a South African based skills development company, says: ‘Our vast leadership training programmes and interaction with South African corporates and leaders show a distinct shift toward a need for right-brain skills that are tied to managing relationships with all stakeholders and implementing positive improvement and change. The challenge to leadership is about the ability to create a comfortable, meaningful space in which the seeds for improvement, growth and achievement can flourish.’ This right-brain mind-set of leadership is rich in emotional intelligence. If leaders display emotional intelligence, they become conscious role models. Leaders who are self-aware and emotionally tuned in can interpret the signals from other team members in their actions, body language and responses. This will assist the leader to understand each individual better. By knowing what motivates, inspires and how to manage change with each individual, leaders will be able to not only raise performance levels, but also create the right space for relationships to flourish. Business leaders need to be constantly involved with the emotions of the employees and create perceptions of trust and fairness. Adopting such a mind-set will give teams the platform to collaborate, innovate, grow and work together as a team. Through meaningful conversations, creative ways of problem-solving and decision making will surface. Peter Diamandis summed it up: ‘Your mind-set matters. It affects everything – from the business and investment decisions you make; to the way you raise your children; to your stress levels and overall wellbeing.’ n
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The mindset of right-brain leaders should be to create a space for all their stakeholders, to allow inclusivity, a sense of purpose and belonging.”
More about The Mindspa Institute The Mindspa Institute Training Company specialises in skills development through management training, leadership development, office professional and secretary training. The greatest gap in the world is between “knowing” and “doing” and to this end all their training workshops and interventions focus on bridging that gap through interacting with the business, its management and employees, enabling them to take the lessons and practically implement the changes in their work and personal lives. The training courses are carefully researched to ensure they are relevant to the South African reality. Their training consultants are specialists in their particular fields and this gives them insight into delegate needs as well as knowledge about actual trends in the market. While management training remains a key focus, they offer a variety of different public training courses in a variety of business fields, around the country. Training material is developed in-house and therefore training manuals can be customised to include the company’s branding, mission, vision and values statement – this is exclusive to in-house training.
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EDITORIAL Webber Wentzel
Understanding the exemption to the new national minimum wage By Siya Ngcamu, Candidate Attorney in the Employment Practice & Johan Olivier, Partner at Webber Wentzel
The Regulations provide information on the criteria to be met and process to be followed by any employer who wants to be exempted from the national minimum wage. The national minimum wage figures as they currently stand are: All workers
The National Minimum Wage Act 9 of 2018 (NMWA) came into operation on 1 January 2019. The Minister of Labour also released the National Minimum Wage Regulations, 2018 (Regulations) which also came into operation on 1 January 2019.
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The exemption process is specifically created for employers who can show that they cannot afford to pay the national minimum wage to workers.”
ZAR 20 per hour
Farm workers only
Domestic workers only
ZAR 18 per hour
ZAR 15 per hour
The national minimum wage figures reflected above will remain in force for the next two years (i.e. until December 2020). In January 2021, the Minister of Labour will announce whether the national minimum wage will be adjusted in any way.
Exemption process Section 15 of the NMWA, read together with the Regulations, provides an exemption process for employers. The exemption process is specifically created for employers who can show that they cannot afford to pay the national minimum wage to workers. An exemption will only be granted if the following criteria are satisfied by the applicant employer: • The employer cannot afford to pay the national minimum wage; and • Representative trade union(s) of the workers have been meaningfully consulted or, if there are no trade union(s), the affected workers have been meaningfully consulted. To assess affordability, elements of profitability, liquidity and solvency are considered. The decision-making process is rigorous and employers will need to ensure that they submit comprehensive financial and organisational information when applying for exemptions. No exemption may be granted where the wage is below the following wage thresholds: • 90% of the national minimum wage in respect of workers other than farm workers and domestic workers, • 90% of the national minimum wage in respect of farm workers, or • 90% of the national minimum wage of domestic workers. The nature of exemptions will therefore be limited as follows Category National Minimum Wage
All workers ZAR 20 per hour
Minimum wage ZAR 18 per hour after exemption is granted
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Farm workers Domestic only workers only ZAR 18 per hour ZAR 16.20 per hour
ZAR 15 per hour ZAR 13.50 per hour
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EDITORIAL Webber Wentzel
The table above illustrates that it is not possible for an employer to be exempt from the national minimum wage by a large amount. It is essentially only possible for an employer to obtain a 10% decrease (as a maximum) in the national minimum wage through the exemption process. If successful, the employer will be provided with an exemption notice which will contain the following information: • the period of exemption • the wage(s) that the employer is required to pay workers, and • any other relevant condition. If unsuccessful, the employer will also be provided an exemption notice which will contain reasons for the refusal. The exemption process is managed by the Department of Labour through an online system called the National Minimum Wage Exemption System. To apply for an exemption, the table below provides important information. n
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The national minimum wage figures will remain in force for the next two years (i.e. until December 2020).”
Website
National Minimum Wage Exemption System www.nmw.labour.gov.za
Online application form
Employers will need to complete an online application form (employer particulars, employment details and financial information)
Financial information
Business or organisation: full financial statements of the business for three years (current year predictions and previous two years) and any other relevant information Household: details of annual household income and expenditure and any other relevant information
Period of exemption (if granted)
Maximum period of one year
Siya Ngcamu, Candidate Attorney in the Employment Practice & Johan Olivier, Partner at Webber Wentzel
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PROFILE AHL WATER
Ayesha Hamid Laher BSc (Biological Sciences, University of South Africa) MSc (Water), University of North West (Potchefstroom) PR Nat Sci
Contact AHL Water T +27 (0)12 370 3435 M +27 (0)84 506 3447 E ayesha@ahlwater.co.za W www.ahlwater.co.za
AHL Water – Sustainable management is a reality Founded in December 2016, AHL Water (Pty) Ltd is a registered private company with 100% black female ownership (Level 1B-BEE). The company is headed by Ayesha Laher, a professional scientist with 13 years’ experience in water and wastewater treatment. ‘Backed by our experience, expertise and integrity, we aim to provide holistic water services solutions to commercial, government and private clients throughout Southern Africa,’ says Laher. ‘Unlike other consultancies who only focus on infrastructure, we offer holistic water services solutions focusing on design, operations, maintenance and management of water supply systems as per the Capable Plant Model of the American Water Works Association to ensure sustainable operations.’ The company adopts a systematic approach rooted in risk-management principles. This is aligned with: • The Water Safety Planning concept of the World Health Organisation • Legislative requirements outlined in the Blue, Green, and No Drop Certification programme of the Department of Water and Sanitation • Norms and standards (SANS 241) AHL Water aims to identify, mitigate and manage risk throughout the supply system leading to sustainable operations and production of water and effluent that is compliant with relevant licenses, norms and standards. As the company does not supply or endorse technology or products, its solutions are unbiased and appropriate; based on the client’s unique requirements (core business, operational model, budget). Solutions are based on scientific proof, incorporating local and international best practise principles.
Scope of services • Risk management of treatment plants to ensure legal compliance (SANS 241/License/WHO): risk assessment, implementation plan, risk-based monitoring programme and incident management protocol. • Process audits of treatment plants to evaluate performance against design. • Legal compliance audits of treatment plants: legislation, design, operations, management, reporting, cost. • Containerised water and sanitation solutions (schools, hospitals, mines, commercial properties).
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PROFILE AHL WATER • Blue, Green and No Drop audits with implementation plans. • Feasibility studies for augmentation of water supply: borehole, rainwater, reuse and recycle (grey, black, process water). • Operational support for water and wastewater treatment plants: Operational models, O&M manuals, monitoring programmes, asset management, staff classification, training. • Research: Ozone lab testing, review of treatment technologies. • Other: WSDP Review, Water Services Master plans, reconciliation strategies. • Implementation Readiness Studies (IRS), Section 78 Water Services. • Industrial effluent monitoring plans, sludge management plans, review of bylaws.
Clients AHL Water’s clients include some of the country’s largest organisations, including: Green Drop Audit of 19 wastewater treatment plants
Quarterly Green Drop audits and site inspections of 19 wastewater treatment plants for three years, development of improvement plant and tracking risk management as per Wastewater Risk Abatement Plans.
Feasibility and operational support for containerised treatment plants
Support to MR Water with augmentation of water supply for commercial clients. Services include borehole feasibility studies, legislative and operational compliance for containerised treatment plants.
Review of desalination plant for legal compliance
Independent audit of containerised desalination plant to ensure legal compliance and alignment with best practice principles with regards to design, operations, asset management and monitoring.
Review of O&M plans Green Drop improvement plans for 82 wastewater treatment works
Conduct mock Green Drop audit of 82 wastewater treatment plants and develop Green Drop improvement plans with specific actions, targets and timeframes to achieve compliance.
Bidvest SA Water IMPROCHEM
Laboratory testing for destruction of cyanide with ozone.
More about Ayesha Laher Laher is a professionally registered environmental scientist in the water stream with a BSc (Biological Sciences, University of South Africa), and an MSc (Water) from the University of the North West (Potchefstroom). She has 13 years’ experience in all aspects of water and wastewater treatment, including treatment technologies, design, operation, maintenance and management of water and wastewater supply systems. Her participation in various policy and planning projects including the development of the Second National Water Resources Strategy has contributed to understanding of policy, legislation, water resource planning and institutional requirements for management of the value chain of water. As a Lead Inspector for the Blue, Green and No Drop Certifications programmes of the Department of Water and Sanitation, Laher has sound knowledge of best practise principles for operation and management of water and wastewater treatment systems with emphasis on risk-based procedures embodied in the Water Safety planning concept, risk-based monitoring programmes and Incident Management. Laher has contributed to several WRC publications including the Wastewater Risk Abatement Planning guideline document and presented papers on Water Safety plans, Process Audits and risk-based monitoring programmes. Ayesha is passionate about capacity building through mentorship and addressing issues of diversity and inclusion in the industry. She is an active member of WISA, has large network of associates in the water industry and is committed to improving water services delivery. n
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Embracing integrated strategic, Embracing integrated risk, performance and strategic, sustainability Embracing integrated risk, performance and strategic, sustainability governance in a transparent manner risk, performance and sustainability governance in a transparent manner governance in a transparent manner Sasria is an authorised financial services provider (FSP-number: 39117)
Sasria is an authorised financial services provider (FSP-number: 39117)
Sasria is an authorised financial services provider (FSP-number: 39117)
Good governance is at the centre of everything we do. As a result, Sasria SOC Ltd was recognised by the Chartered Secretaries of Southern Africa during its Integrated Reporting Awards 2018 for the third year in a row. Sasria is honoured to have is been awarded Merit Award the category at these Good governance at the centre the of everything weindo. AsState-Owned a result, SasriaCompany SOC Ltd was recognised by awards. the Chartered Secretaries of Southern Africa during its Integrated Reporting Awards 2018 for the third year in a row. Sasria is Sasria offers insurancethe cover against riots, terrorism, civil commotion and public disorder to honoured to short-term have is been awarded Merit Awardstrikes, indo. the category at these Good governance at the centre of everything AsState-Owned apolicyholders. result, SasriaCompany SOC Ltd was recognised by awards. the Chartered corporate and commercial customers as well aswe individual Secretaries of Southern Africa during its Integrated Reporting Awards 2018 for the third year in a row. Sasria is Sasria offers insurancethe cover against riots, terrorism, civil commotion public disorder to honoured to short-term have been awarded Merit Awardstrikes, in the State-Owned Company category and at these awards. For more information, visit www.sasria.co.za corporate and commercial customers as well as individual policyholders. Sasria offers short-term insurance cover against strikes, riots, terrorism, civil commotion and public disorder to For more information, visit www.sasria.co.za corporate and commercial customers as well as individual policyholders. For more information, visit www.sasria.co.za
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Who’s leading Hogan Lovells in South Africa Diversity and gender-equality our priority Nkonzo Hlatshwayo was appointed as Chairman and Clive Rumsey as Deputy Chairman of our South African practice, effective 1 October 2018. May-Elaine Thomson has been the Chief Executive Officer since 2012 the first female in this position in a major law firm in South Africa. Starting with diversity and gender-equality at the top is the best way to ensure that it filters through to all levels.
To find out more about how Hogan Lovells can help you, please contact us on info.johannesburg@hoganlovells.com @HoganLovellsSA
www.hoganlovells.com Hogan Lovells is an international legal practice that includes Hogan Lovells International LLP, Hogan Lovells US LLP and their affiliated businesses. Images of people may feature current or former lawyers and employees at Hogan Lovells or models not connected with the firm. www.hoganlovells.com Š Hogan Lovells 2018. All rights reserved.
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PROFILE Hogan Lovells
Nkonzo Hlatshwayo, Chairman of Hogan Lovells (South Africa)
Nkonzo Hlatshwayo, Chairman of Hogan Lovells (South Africa) The new chairman of Hogan Lovells (South Africa) is no newcomer to positions of leadership. Previously, Nkonzo Hlatshwayo served as a director in the Competition Board under the Department of Trade and Industry and later became the founding head of the Mergers & Acquisitions Division of the Competition Commission. He also served in a Deputy Commissioner capacity for two years. More recently, he served as chairman of the Swaziland Competition Commission for three-and-a-half years.
Contact Hogan Lovells (South Africa) Inc T +27 (0)11 286 6900 E info.johannesburg@ hoganlovells.com
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Having been involved in the development and evolution of competition law in South Africa and other parts of Africa, Hlatshwayo has established strong relationships and networks with competition regulators across Africa. In his three years at Hogan Lovells, Hlatshwayo has been a driving force, together with practice head Lesley Morphet, to grow the South Africa competition practice. Focusing on general competition work (including transactional/M&A), he represents parties in merger proceedings, complaint proceedings, intervention applications, leniency applications and cross-border proceedings. He also advises on competition law compliance and audits and has handled a number of regional competition matters before various competition authorities. The competition practice has been involved in a number of high-profile matters involving complex cross-border transactions and merger notifications in several African jurisdictions, such as Bayer AG’s acquisition of Monsanto Company, BayWay’s joint venture with Barloworld South Africa and many others. Hlatshwayo holds both BA and LLB degrees from the University of Swaziland, an LLM degree from Osgoode Hall Law School at York University in Canada, and a Certificate in Mergers and Acquisitions from the New York Institute of Finance. In addition, he has completed the Senior Executive Programme for Southern Africa at Harvard Business School and an internship at the US Department of Justice and Federal Trade Commission.
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PROFILE Hogan Lovells He was also a lecturer for several years, teaching company law, constitutional law and the law of property, publishing various academic articles and co-authoring a book on human rights. Hlatshwayo takes over as chairman from Lavery Modise whose term had come to an end. Modise has been an inspirational and dedicated leader through many changes and challenges in Johannesburg, including transitioning the office through expansion of its legal and business services functions. The South African practice has offices in Johannesburg and Cape Town with over 430 people; 130 lawyers, including 51 partners and one of two Hogan Lovells Global Business Service Centres. ‘It is a great honour and privilege to be chosen to lead such an accomplished group of lawyers and support professionals. Our presence in South Africa and throughout the continent is growing and playing a critical role in African development. Africa’s future is bright. I am grateful for Lavery’s years of leadership, and I look forward to continuing his great work,’ said Hlatshwayo. ‘My vision is to enhance the stature of our firm here at home and abroad, especially in Africa. It is already a great firm and we can turn it into one of the best firms on the continent, both in terms of scale and depth. It must be a firm that clients can look to for assistance in South Africa and across the continent,’ he added. As part of a Tier 1 Top 10 global law firm with over 47 offices around the world, we do not expect anything less from the firm’s new chairman in South Africa, but to take the firm to even greater heights. n
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About SANEDI The South African National Energy Development Institute (SANEDI) was established in 2011 under the National Energy Act, 2008 (Act No. 34 of 2008). The Act provides for SANEDI to direct, monitor and conduct energy research and development, promote energy research and technology innovation as well as undertake measures to promote energy efficiency throughout the economy. SANEDI’s energy development agenda is a key part of our country’s energy journey. SANEDI’s portfolio of initiatives are closely attuned to technology advancements, declining technology costs and continued innovation in the energy sector. As a whole, these can enable South Africa to take full advantage of our energy resources and the associated infrastructure development as a vehicle for economic growth, industrialisation, employment creation and sustainable development.
Our Vision Sustainable living for growth and prosperity in Africa.
Our Mission Using applied and energy research and resource efficiency to develop innovative, integrated solutions that will catalyse growth and prosperity.
E N E R GY I N N OVAT I O N F O R L I F E Energy Efficiency Applied Energy Research, Development and Innovation
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T: +27 11 038 4300 E: information@sanedi.org.za W: www.sanedi.org.za A: Block C, Upper Grayston Office Park 152 Ann Crescent, Strathavon,Sandton 2146 @Sanedi.gov
@Energy_ZA
2018/11/21 PM 2019/01/24 12:18 7:24 PM
Energy efficiency puts cash back in your pocket
Energy efficiency is often seen as a ‘nice to have’ or only for ‘big corporations’ but not applicable at home or to small to medium businesses because it is expensive or not necessary.
It is this kind of thinking that delays the implementation of efficient energy solutions across the board – from home to skyscraper to factory, explains Barry Bredenkamp, General Manager Energy Efficiency for the South African National Energy Development Institute (SANEDI). “Load shedding focussed South Africans on the need to monitor their electricity consumption and plan efficient usage and it appears that some people have gone back to the idea of ‘I’ll just pay’. Recently however, load shedding threats have resurfaced and rolling blackouts are an ever-increasing possibility, whilst the price of electricity is likely going to continue to be increased at double-digit figures for at least the next five years, as Eskom struggles to recoup its losses. “South Africa relies on coal for about 90% of its energy input, resulting in a large amount of carbon dioxide emissions. This pollution, concentrated around the power stations mainly in the
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Mpumalanga area, is not caused by the power stations alone but by all South Africans, as they are generating the pollution through their excessive use of coal-based energy. These emissions contribute to the changing climate patterns we are now seeing develop in South Africa – climate change is a reality today, not some time in the distant future. Every kilogram of coal burnt releases approximately one kilogram of carbon dioxide. “Now is the time for everyone to consider mixed energy resources at home and work, energy efficiency and what these mean in terms of savings on the monthly budget and saving the planet.
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Industry compliance leads to tax paybacks “Many companies are unaware of the tax rebate programme administered by SANEDI on behalf of government. The incentive has been in place since 2013.
Digitisation saves energy “The fourth Industrial Revolution (Industry 4.0) is pushing energy efficiency, as more and more items become digitised. The Internet of Things (IoT) includes the refrigerator in your home, the aircon in your office and the entire production process in your factory. The more efficiently these run, the less energy is expended.
“We have had small companies and a number of the top energy intensiveusers apply, all with excellent results. Interventions include flare stacks and waste heat converted back into production; airlines optimising routes and avgas usage; hospitals cutting down on lighting and air-conditioning usage. Solar powered parking, double-glazing, conversion to LED lights – all add up to energy efficiency over the year.
Go to green transport
Most appliances and machinery come with an energy rating, from A (the most efficient) to G (least efficient). There is a corresponding price difference but what both consumers and procurement departments fail to take into account, is that the energy saved over the life of the item will outweigh the higher initial cost – it is about life cycle costs and not just the initial purchase price. Digitisation enables buildings to become ‘smart’ – lights only operate when someone is there; air conditioners are central yet create climate zones for differing comfort levels; banks of computers or other machines can be ‘put to sleep’ after a period of non-activity; lifts only switch on lights when called; underground carparks remain dark until movement occurs and so the list goes on. “However, these building management systems (BMS) are not just for the office building; there are smaller versions, available locally, that can be wired into one’s home’s distribution board. These can be used to shut down what the industry refers to as ‘vampire loads’, all the plugs with indicator lights that are not in use but on standby, any appliance using clocks or readouts when not in use; these can be put into ‘sleep’ mode. “You can go one further; there are many ‘apps’, that when coupled to the right technologies, can switch on and off lights, heaters/air cons or get the microwave going from your smart phone. What once was science fiction is an everyday reality and this is only the beginning!
“Transport is one of the largest causes of greenhouse gas emissions, particularly in South Africa, which has a high ratio of cars, taxis, buses and trains all using fossil fuels. Green fuels are being developed for diesel consumers, particularly buses and electric cars are moving from drawing boards to parking lots. Electric vehicles make sense economically, again when viewed over the life cycle of the car. The initial cost is outweighed by no services and a replacement of a battery every couple of years. Already carparks are installing electrical vehicle charging outlets and, what adds to their energy efficiency is that these are mostly solar powered, thus reducing electricity usage.
Future thinking “The next big jump will be provided by LED lights. Essentially motherboards with a bulb, many of these lights are already marked as Li-Fi enabled. Li-Fi uses the light spectrum, as opposed to Wi-Fi, which uses the radio spectrum. This spectrum is already overcrowded across the world because of the rapid uptake of Wi-Fi. Li-Fi will be broader, faster and will enable anyone with an LED light to be able to connect to the world. Streetlights, traffic lights, shops, offices will all act as routers and this will change communication in ways we cannot even begin to imagine. “What is needed is a radical change in human behaviour – one that looks at the long term effects of purchasing an item versus the immediate costs, that weighs up our children’s air quality against coal power stations; that understands that reducing water and waste also contributes to energy efficiency,” concludes Bredenkamp.
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TM
The modern accounting landscape is more than just a number crunching game. It transcends traditional career boundaries and expands into all facets of the South African financial context and beyond. Today, a Professional Accountant (SA) aims for value creation for businesses, wealth creation for investors/owners and of course, the ultimate goal of sustainable economic growth. SAIPA encompasses those objectives across private practices, corporate, public and education sectors. The South African Institute of Professional Accountants has more than 35 years of experience to make meaningful contributions to your career, as well as the accountancy profession as a whole.
The
future of www.saipa.co.za
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EDITORIAL NATIONAL SMALL BUSINESS CHAMBER (NSBC)
Are you struggling to grow your business? By Mike Anderson, CEO of National Small Business Chamber
Do you know who your target customers are? Then it is time to turn visitors into customers with some easy to implement lead generation tactics.
Tactic 1 - Create great content The first step is to create website content which answers the ‘pain point’ of your client. You want to give them value. When you offer your client value, they will be more inclined to do business with you and they will start to view you as a thought leader in your industry.
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By hosting an event you can show your skills and network with potential clients which could grow your leads.”
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Tactic 2 - Highlight your call-to-action After you have welcomed your client with great content, it is time to get them to give you some information. You can do this through a ‘call-to-action’ button. This button needs to be clearly visible on your website page and it should also state clearly what value your client will receive if they click on it. It could be an infographic, check-list, webinar or trial of your product. When they are taken through to your landing page you should ensure that the registration form is easy to complete and only asks for information you need to move the lead down your sales funnel.
Tactic 3 - Create strategic partnerships Another way to generate great leads is to partner with a complementary company. Through this partnership you can tell your customers about the complementary business. You can also give the client a trial product from the company which you are in partnership with. An example would be if you sell hair products, you could partner with a hairdresser. They could use your products and you could tell your clients about the hairdresser who stocks your products.
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EDITORIAL NATIONAL SMALL BUSINESS CHAMBER (NSBC) Tactic 4 - Host a webinar Do you have a product which needs to be demonstrated for people to understand the value it could add to their lives? Then why not host a webinar? In the webinar you should give your prospective clients great content and actionable steps which will help to boost their business. By giving them a taste of what your services can do for them, they will be more inclined to give you their contact details so that you can continue the conversation with them.
Tactic 5 - Use a chatbot Though chatbots are used to improve your customer’s experience, they can also be used to generate leads. When a chatbot pops up on a website, it can ask your client specific questions which could qualify the guest as a potential lead. You could programme the chatbot to gather information and from that information you can qualify whether the guest to your website is a viable lead or not.
Tactic 6 - Host an event Are you a member of a business group? Why not host a free event? Through the event you can show your skills and network with potential clients which could grow your leads. You will also be able to get good quality leads as you can qualify them before you give them your business card.
Tactic 7 - Create a referral system Who better than your current clients to help get leads? Word-of-mouth
marketing is very effective as people generally trust their colleagues and friends to suggest good suppliers. You can also get your current clients to return by offering them a discount should their referral be successful.
Tactic 8 – Get a free ticket to Africa’s greatest business-boosting event of the year Later this year is ‘The Business Show: South Africa’, the biggest and most successful event in Africa for anyone serious about starting out and growing a bigger and more successful business. With hundreds of exhibits, seminars and masterclasses, it’s the place to be and learn how to get ahead. To get your free ticket or exhibit, visit www.thebizshow.co.za. Tickets are limited. n
Where small business is big business The National Small Business Chamber (NSBC), established in 2007, is a nonprofit membership organisation and the driving force fuelling small business growth. The NSBC is South Africa’s leading and largest SME organisation and the fastest growing organisation of its kind in the world, committed to helping business owners and entrepreneurs become tomorrow’s business legends. The real purpose behind the organisation is fostering the sustainability and growth of the SME sector, driving job creation, alleviating unemployment and nurturing the country’s entrepreneurial spirit. Because of our innovative and value-driven member benefit offering, the NSBC has a current base of over 127 000 SMEs and 60 big brands as National Partners. The NSBC will do whatever it takes to make a positive difference to the everyday life of the South African SME, entrepreneur and business owner. As a small business owner or entrepreneur, you dedicate yourself to your life’s work. The NSBC is dedicated to being your voice and to fight the good fight to ensure that your business thrives. The NSBC is committed to helping SMEs grow, learn, network, connect, be inspired and succeed. This we do by constantly researching, conceiving and developing unique and meaningful success mechanisms for our SME base. Our initiatives, movements, publications, special events and exhibitions are global leaders and include, but are not limited to: • The Business Show: South Africa – www.thebizshow.co.za • Small Business Friday – www.smallbizfriday.co.za • Think Beyond a Job – www.thinkbeyondajob.com • The Prompt Payment Code – www.promptpaymentcode.org.za • The Small Business Site – www.thesmallbizsite.co.za • Breakfast Connect – www.nsbc.org.za • My Business Mag – www.nsbc.org.za If you are serious about the success of your small to medium size business, or if you are a big brand and want to partner with the NSBC then visit our website at www.nsbc.org.za or e-mail twane@nsbc.org.za n
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PROFILE SUNLIT TECHNOLOGIES
Simple Professional Led Solutions
Contact Sunlit Technologies (Pty) Ltd Unit 1, 4-8 Westgate Place,
Established in May 2015, Sunlit Technologies is a steadily growing and innovative brand in professional and general lighting.
Pinetown, KZN, South Africa T +27 (0)31 880 0983 E info@sunlit-tech.co.za
Creating strategic partnerships with like-minded business partners locally and internationally, Sunlit provides professional and innovative solutions in lighting and related industries. During the coming years, Sunlit will be increasing and expanding its presence in the market through online and print media and will continue to expand and innovate its product range, as well as improving already committed service to its business partners. Sunlit will strive to keep ahead of technological advances to sustain a strong and competitive edge both locally and abroad. n
W www.sunlit-tech.co.za
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EDITORIAL Capacity Builder
6 Ways to boost employee engagement By Tricia Jones, founder of Capacity Builder
Employees are the driving force behind any company; the engine so to speak. If you were to see that engine light flashing profusely, would you ignore it?
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Employees who feel safe enough to speak up will often reveal the biggest issues they have with management, the office environment or the work itself.�
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EDITORIAL Capacity Builder Unlike engines, employees have feelings and conditions. If your “engine” decides it doesn’t want to work for you anymore, that’s an issue. This is why it is absolutely essential to create a motivation-friendly environment where your employees want to come to work every day, not just have to.
Engagement: Commit to your employees Engagement is the emotional commitment and psychological contract an employee has with the organisation and to its goals. People are usually more easily committed to something that adds value to their life and aligns with their beliefs. Because it is an emotional commitment, it is often created using bonding techniques. (Spoiler alert: You have to get close to your employees). If you need a better reason to up your employees’ engagement, look at the numbers. According to the British multi-national organisation, Aon, there exists a consistent, statistically significant relationship between higher levels of employee engagement and financial performance, with a 5% increase in employee engagement leading to a 3% increase in revenue growth the subsequent year (Aon: 2015 Trends in Global Employee Engagement). Now you’re probably thinking: ‘But, Tricia, how do I know whether my employees are engaged or not?’
Ask a few engaging questions Use the Gallup Q12 Index. No, it’s not the newest anti-aging cream on the market. It’s a list of questions you can ask your employees to gauge their engagement. Through rigorous research, based on more than 17 million employees, Gallup has identified 12 core elements – the Q12 – that link powerfully to key business outcomes. Simply ask your employees the following questions: 1. Do you know what is expected of you at work? 2. Do you have the materials and equipment to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good work? 5. Does your supervisor, or someone at work, seem to care about you as a person? 6. Is there someone at work who encourages your development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about your progress? 12. In the last year, have you had opportunities to learn and grow? Once you have established whether or not you need to up the ante when it comes to employee engagement (trust me, you do), you can generate solutions surrounding your areas of need.
Solutions for employee engagement Employees who feel safe enough to speak up will often reveal the biggest issues they have with management, the office environment or the work itself.
You’ll be able to fix these issues, get new ideas and boost engagement all at once. But the company has to promote an environment free of judgement and criticism for them to feel safe enough to do so. Make it a tradition by dedicating the last ten minutes of every meeting to employees.
Clarify goals and responsibilities Clarifying goals and responsibilities seems like very basic advice but is quite often overlooked in the workplace. An employee can’t be engaged in something they don’t understand. Get into the nitty gritty the next time you kick off a project or hand out new tasks.
Let your employees focus on what they do best An employee will hardly be engaged when he or she needs to use a skillset they don’t possess. Ask employees what their strengths are and use them when delegating.
Give your employees visibility Recognition is a basic need all humans possess. Loved ones, employees and strangers alike all want to hear ‘you matter’ or ‘I see you’ at some point. It doesn’t have to be the cheesy “Employee of the Month” notice board. Simply loading the name of a key player onto the company intranet will have an impact on engagement. You can also give an employee credit in a press release or company newsletter. Lastly, I would recommend taking your employees out to lunch to thank them every once in a while. After all, the only thing more necessary than recognition is food. An increase in employee engagement will directly impact employees’ motivation. n
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PROFILE MATSEKE BUSINESS INVESTMENT
Mashilo Nick Matseke, Executive Director and founder of Matseke Business Investment, former Chairman of BBF-Gauteng, ultra marathon runner (Comrades, Two Oceans and various others)
Maximising opportunities through innovation, diversification, enthusiasm Matseke Business Investment Pty (Ltd) is an authorised financial services provider in terms of Section 8 of the Financial Advisory and Intermediary Service Act , 2002 (FAIS, Act 37 of 2002). We provide a range of financial advisory services based on the categories authorised by the Financial Sector Conduct Authority, FSP No. 48618.
Contact Matseke Business Investment E info@matsekeinvestment.co.za W www.matsekeinvestment.co.za T 010 005 5942 F 086 415 5212
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As one of the leading financial advisory services in South Africa, MBI is informed by a team of experts providing financial services, including business assurance, healthcare services (medical aid), investment , retirement annuities, group retirement, life insurance, group risk and wills. We partner with our clients to ensure that, when it comes to the finance function of their business, they are always well informed and therefore better able to make strategic business decisions. We also ensure that all requirements are met in terms of the relevant laws governing companies in South Africa. MBI render services that assist their clients to identify which investments are appropriate for them in different stages of their lives. Their target market are young professionals in all sectors, including SMEs, government and corporate. The company believes that if you have a financial plan to guide the decisions you make about your money, it will improve your chances of achieving your goals and contribute to your peace of mind. Owned by young entrepreneur Mashilo Nick Matseke, former chairman of BBF-Gauteng, Matseke has always believed that ‘Some people don’t just live! They lead a life. They don’t sit around waiting for luck. They create opportunities. They go after their dreams and bring them to life. They develop a vision of the good life, devise a plan for how to attain it, go for it and check their progress along the way. As with any great effort, their work is never done but ever-evolving and often, inspiring to those around them,’ he says. As a young company MBI always finds ways to maximise opportunities through innovation, diversification, an enthusiastic approach and willingness to network with any stakeholder.
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PROFILE MATSEKE BUSINESS INVESTMENT
MBI welcomes Temba Bavuma onboard ‘We have identified the need to render our services in the sports fraternity. We invested our time and resources on the operational ability, technology and the best team of advisors for this and recently welcomed Temba Bavuma to the company,’ says Matseke. Bavuma is a current national cricket player and Highveld Lions franchise captain. He holds a Bachelor’s Degree in Finance and has a keen interest in financial matters such as wealth management, investments and economics. He made his national debut against the West Indies in 2014 at the age of
24 and has been professionally involved in cricket for the past 10 years. He was also the first black African in 2016 to score a test century against England. Bavuma also joined the illustrious list of debutants to score a century in their one-day international career, against Ireland in 2016. n
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As a young company MBI always finds ways to maximise opportunities through innovation, diversification, an enthusiastic approach and willingness to network with any stakeholder.”
Above and left: MBI welcomes Temba Bavuma (Mashilo Matseke and Temba Bavuma S.A cricketer/entrepreneur.
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When it comes to designing your new or current property and protecting the environment in Johannesburg, Egoli Gas piped natural gas has one of the most important influences in buildings and factories, piped directly to your premises.
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Power Generation systems can achieve high efficiency production of electricity and heat overall efficiencies of up to 95%. Significant reductions in greenhouse gas emissions, no harmful chemical pollutants since water is used as the refrigerant. Reduced fuel and energy usage during peak demand. Beneficial for improving building’s energy efficiency ratings. Power Generation power plants will meet the reliability requirements of the facility energy system, uninterrupted. Substancial regional air quality benefits and reduction in the generation of global warming gases. UNINTERUPTED ENERGY
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Underground Natural gas piped directly to your premises will ensure low carbon emitting power generation, steam, hot water and chilling at reduced energy costs, uninterrupted.
egoligas.co.za alida@egoligas.co.za +27(0) 11 356 5000
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RETAIL MOTOR INDUSTRY RETAILMOTOR MOTORINDUSTRY INDUSTRY––– RETAIL THE VOICE OF THE AUTOMOTIVE INDUSTRY
THEVOICE VOICEOF OFTHE THEAUTOMOTIVE AUTOMOTIVEINDUSTRY INDUSTRY THE CONSTITUENT ASSOCIATIONS CONSTITUENTASSOCIATIONS ASSOCIATIONS CONSTITUENT CONSTITUENT CONSTITUENTASSOCIATIONS ASSOCIATIONS Who do they represent and what are their objectives? Who do they represent and what are their objectives? Who do they represent and what are their objectives? Who Whododothey theyrepresent representand andwhat whatare aretheir theirobjectives? objectives?
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he heRMI RMIisisaaproactive, proactive,relevant, relevant,retail retailand andassociated associatedmotor motorindustry industry heorganisation RMI is a proactive, relevant, retail and associated motor industry recognised as the leading voice in South Africa’s automotive he organisation he RMI RMI is ais proactive, a proactive, relevant, relevant, retail retail and and associated associated motor motor industry industry recognised as the leading voice in South Africa’s automotive organisation serving recognised as theneeds leading voice in South Africa’s automotive aftermarket, the daily of its members and playing a organisation organisation recognised recognised as thethe leading leading voice in in South South Africa’s Africa’s automotive automotive aftermarket, serving theas daily needs ofvoice its members and playing akey keyrole rolein in aftermarket, serving the daily needs of its members and playing a key role in enabling motor traders to deliver top class service to motoring consumers. aftermarket, aftermarket, serving serving thethe daily daily needs needs of of itsclass its members members and and playing a key a consumers. key role role in in enabling motor traders to deliver top service toplaying motoring enabling motor traders to to deliver top class service toto motoring consumers. Here are the associations which fall under its umbrella… enabling enabling motor motor traders traders to deliver deliver top top class class service service to motoring motoring consumers. consumers. Here are the associations which fall under its umbrella… Here are the associations which fall under itsits umbrella… Here Here areare thethe associations associations which which fall fall under under its umbrella… umbrella… ACRA ACRA(Automotive (AutomotiveComponent ComponentRemanufacturers’ Remanufacturers’Association) Association) ACRA (Automotive Remanufacturers’ Association) ACRA represents component involved ACRA representsComponent componentremanufacturers remanufacturers involved ACRA ACRA (Automotive (Automotive Component Remanufacturers’ Remanufacturers’ Association) ACRA represents component remanufacturers involved and inin the ofComponent components theremanufacture remanufacture ofsafety-critical safety-critical components and Association) ACRA represents represents component remanufacturers remanufacturers involved involved inACRA theradiators, remanufacture ofcomponent safety-critical components and ananever-growing industry ininwhich keeping radiators, ever-growing industry which keeping in the inremanufacture the of safety-critical of safety-critical components components and and radiators, an remanufacture ever-growing industry inbusiness which keeping abreast of owners. abreast ofchange changeisiscrucial crucialforfor business owners. radiators, radiators, an ever-growing anisever-growing industry in which in which keeping keeping abreast of change crucial industry for business owners. abreast abreast of(Engine change of change isRemanufacturers’ crucial is crucial for business for business owners. owners. ERA Remanufacturers’ Association) ERA (Engine Association) ERA ERA (Engine Remanufacturers’ Association) motor who ERArepresents represents motorengineers engineers whore-machine, re-machine,rebuild rebuildand and ERA ERA (Engine (Engine Remanufacturers’ Remanufacturers’ Association) Association) ERA represents motor engineers who re-machine, rebuild and remanufacture engines in South Africa. ERA members promote the remanufacture engines in South Africa. ERA members promote the ERAreuse represents ERA of represents motormotor engineers engineers who who re-machine, rebuild rebuild and and remanufacture engines in South Africa. ERAre-machine, members promote engines, parts and components inina amanner that isthe green and reuse of engines, parts and components manner that is green and remanufacture remanufacture engines engines in South in South Africa. Africa. ERA members ERA members promote promote the the reusesustainable. of engines, ERA parts and components in a mannerand that is green and members create employment skills development sustainable. ERA members create employment and skills development reusereuse of engines, of engines, partsparts andcreate and components in a manner inand a manner thatdevelopment isthat green is green and and sustainable. ERA members employment skills opportunities, directly incomponents own machine shops and opportunities, directly intheir their own machine andindirectly indirectly sustainable. sustainable. ERA members ERA members create create employment employment andshops skills and skills development development opportunities, directly in their own machine shops and indirectly through suppliers totothe industry and component manufacturers. through suppliers the industry and component manufacturers. opportunities, opportunities, directly directly in their in their own own machine machine shops shops and indirectly and indirectly through suppliers to the industry and component manufacturers. through through suppliers suppliers to the to industry the industry and component and component manufacturers. manufacturers. MDA (Motorcycle Dealers’ Association) MDA (Motorcycle Dealers’ Association) MDAMDA (Motorcycle Dealers’ Association) represents members who are represents members who aremotorcycle motorcycledealers dealers– –these these MDAMDA MDA (Motorcycle (Motorcycle Dealers’ Dealers’ Association) Association) MDA represents members who are motorcycle dealers these members benefit from an extensive array of value-add members benefit from an extensive array of value-add servicesand and MDAMDA represents represents members members who who are motorcycle are motorcycle dealers dealers ––these –services these members benefit from an extensive array of value-add services and and products such asascommercial insurance, labour legal assistance and products such commercial insurance, labour legal assistance and members members benefit benefit from from an extensive an extensive arrayarray of value-add of value-add services services and products such insurance, labour legal assistance and representation, consumer dispute resolution, and a astrong relationship products products suchassuch ascommercial commercial as commercial insurance, insurance, labour labour legal legal assistance assistance and and representation, consumer dispute resolution, and strong relationship representation, consumer dispute resolution, and aaand strong relationship with the of Importers and representation, representation, consumer consumer dispute dispute resolution, resolution, and strong aDistributors. strong relationship relationship with theAssociation Association ofMotorcycle Motorcycle Importers and Distributors. with the Association of Motorcycle Importers and Distributors. with with the Association the Association of Motorcycle of Motorcycle Importers Importers and Distributors. and Distributors. MIMA MIMA(Motor (MotorIndustry IndustryManufacturers’ Manufacturers’Association) Association) MIMA (Motor Industry Manufacturers’ Association) MIMA members are Parts, Equipment Component Manufacturers MIMA MIMA (Motor (Motor Industry Industry Manufacturers’ Manufacturers’ Association) Association) MIMA members are Parts, Equipmentand and Component Manufacturers MIMA members are Parts, Equipment andManufacturers Component Manufacturers and suppliers toto Original Equipment and the MIMA MIMA members members are Parts, are Parts, Equipment Equipment Component and Component Manufacturers Manufacturers and suppliers Original Equipment Manufacturers and theautomotive automotive and to Original Equipment Manufacturers and the automotive aftermarket that exports into Africa and other countries in andsuppliers suppliers and suppliers to Original to Original Equipment Equipment Manufacturers Manufacturers and the and automotive the automotive aftermarket that exports into Africa and other countries inthe theworld. world. aftermarket aftermarket thatexports exports that exports intoAfrica Africa into Africa and other and other countries countries ininthe inworld. the world. aftermarket that into and countries the world. MIWA MIWA(Motor (MotorIndustry IndustryWorkshop WorkshopAssociation) Association) MIWA MIWA (Motor (Motor Industry Industry Workshop Workshop Association) Association) MIWA (Motor Industry Workshop Association) MIWA, the within the MIWA, thelargest largestassociation association within theRMI, RMI,strives strivestotokeep keepitsits MIWA, MIWA, thelargest largest the largest association association within within the RMI, strives strives to keep to keep its its thereby MIWA, the association the RMI, strives torepair keep itsindustry, members informed about the auto members informed aboutwithin theever-changing ever-changing auto repairindustry, thereby members members informed informed aboutabout the ever-changing the ever-changing auto auto repair repair industry, industry, thereby thereby members informed about the ever-changing auto repair industry, thereby ensuring that vehicles are repaired to acceptable standards designed ensuring that vehicles are repaired to acceptable standards designed ensuring ensuring thatthem vehicles that vehicles arerepaired repaired are repaired to acceptable acceptable to acceptable standards standards designed designed ensuring that vehicles are to standards designed toto make better roads. make themperform perform betterand andsafely safelyononSouth SouthAfrican African roads. make to them make themperform them perform perform betterbetter and safely safely and safely on South South on South African African roads. roads. totomake better and on African roads. MPEA (Motor Parts and Association) MPEA (Motor Parts andEquipment Equipment Association) MPEA MPEA (Motor (Motor PartsParts andEquipment and Equipment Equipment Association) Association) MPEA (Motor Parts and Association) MPEA represents South Africa’s auto part traders, including MPEA represents South Africa’s autotraders, parttraders, traders, including MPEA MPEA represents represents South South Africa’s Africa’s auto auto part part including including MPEAwholesalers, represents South Africa’s auto part traders, including retailers and independent operators in the wholesalers, retailers and independent operators wholesalers, wholesalers, retailers retailers and independent and independent operators operators in thein in thethe wholesalers, retailers and independent operators in the replacement motor parts industry. Genuine replacement replacement motor partsindustry. industry. Genuine replacement replacement replacement motormotor partsparts industry. Genuine Genuine replacement replacement replacement motor partsatindustry. Genuine replacement parts are available accredited MPEA spares outlets at are available accredited MPEA spares outlets partsparts parts are available are available at accredited atataccredited MPEAMPEA sparesspares outlets outlets at at at partsaffordable are available at accredited spares outletswarranty. at prices, backed byMPEA the affordable prices, backed themanufacturer’s manufacturer’s warranty. affordable affordable prices,prices, backed backed by thebyby manufacturer’s the manufacturer’s warranty. warranty. affordable prices, backed by the manufacturer’s warranty. NADA (National Automobile Dealers’ Association) NADA (National Automobile Dealers’ Association) NADA (National (National Automobile Automobile Dealers’ Dealers’ Association) Association) NADA (National Automobile Dealers’ Association) NADA represents the interests of business people who own NADA represents the interests of business people who ownoror NADA represents represents the interests the interests of business of business people people who who own own NADA represents the interests of dealerships business people who ownused orused operate new vehicle franchise dealerships and qualifying or operate or operate new vehicle new vehicle franchise franchise dealerships and qualifying and qualifying usedvehicle operate new vehicle franchise dealerships and qualifying used vehicle operate new vehicle franchise dealerships and qualifying used vehicle outlets. NADA is committed to the image enhancement of the vehicle vehicle outlets. outlets. NADAis NADA iscommitted committed is committed theto image the image enhancement enhancement ofretail outlets. NADA totothe image enhancement of theretail outlets. NADA ismotor committed to the image enhancement of the retail business, facilitating the interface dealers and themotor retail the retail motor business, business, facilitating facilitating the interface the between interface between between dealers dealers motor business, facilitating the interface between dealers andOEMs/ OEMs/ motor business, facilitating the interface between dealers and OEMs/ distributors, building relationships between dealers and customers and OEMs/distributors, and OEMs/distributors, building building relationships relationships between betweenand customers distributors, building relationships between dealers distributors, building relationships between dealers and customers and bringing issues toto the ofofgovernment. dealers dealers and customers and relevant customers andindustry bringing and bringing relevant relevant industry industry and bringing relevant industry issues theattention attention government. and bringing relevant industry to the attention of government. issues issues to theto attention the attention of government. ofissues government.
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NAZA NAZA(Number (NumberPlate PlateAssociation AssociationofofSouth SouthAfrica) Africa) NAZA (Number Plate South NAZA supports the imposition standard NAZA supports theAssociation impositionofofaofanational nationalAfrica) standardforfornumber number VTA VTA (Vehicle (Vehicle Testing Testing Association) Association) NAZA supports the imposition of a national standard for number embossing plates, asaswell as legislation totogovern their plates, well asforfor legislation govern theirmanufacture, manufacture, embossing TA TA Theplates, VTA Thepractice represents VTA represents private private vehicle vehicle testing testing stations stations that are that are committed to to as well as legislation tomembers govern their manufacture, and protocol. NAZA adhere totoacommitted code practice andfor protocol. NAZA members adhere astrict strictembossing codeofofethics ethics operating operating within within thetheir law thein law accordance accordance withadhere with the Road the Traffic Traffic Act and Act the and the practice and protocol. NAZA to aRoad strict code ofsector. ethics ininensuring eradicating corruption within the ensuring theirpart partininmembers eradicating corruption within the sector. relevant relevant SANSSANS standards. standards. thisInhighly this highly regulated regulated environment, environment, the association the association in ensuring their part inIneradicating corruption within the sector. represents represents the(Vehicle interests the interests of itsof members its members at government at government working working groups groups and and VTA Testing Association) VTA (Vehicle Testing Association) TA TA is committed is committed to enhancing to enhancing the reputation the reputation of theofindustry the industry in all intheall spheres. the spheres. to VTA (Vehicle Testing Association) The private TheVTA VTArepresents represents privatevehicle vehicletesting testingstations stationsthat thatare arecommitted committed to TA The VTA represents private vehicle testing stations that are committed toandthe operating within the ininaccordance with Traffic operating within thelaw law accordance withthe theRoad Road TrafficAct Actand the SADFIA SADFIA (South (South African Diesel Diesel Fuel Fuel Injection Injection Association) Association) operating within theAfrican law in accordance with the Road Traffic Act andthe the relevant SANS standards. In this highly regulated environment, association relevant SANS standards. In this highly regulated environment, the association SADFIA SADFIA members members operate operate fully equipped fully equipped pump pump rooms rooms aimed aimed at at relevant SANS standards. In this highly regulated environment, the association represents the ofofits atatgovernment working groups and represents theinterests interests itsmembers members working providing providing cost-effective cost-effective service service solutions solutions for owners for owners ofgovernment diesel of diesel powered powered groups and represents the interests of its members at government working groups and isiscommitted to enhancing the reputation of the industry in all the spheres. committed to enhancing the reputation the industry in all the spheres. vehicles vehicles seeking seeking fuel injection fuel injection system system testing, testing, repairrepair orofreplacement. or replacement. is committed to enhancing the reputation of the industry in all the spheres. SADFIA (South African Diesel Fuel Injection Association) SADFIA (South African Diesel Fuel Injection Association) SAMBRA SAMBRA (South (South African African Motor Motor Body Body Repairers’ Repairers’ Association) Association) SADFIA (South African Diesel Fuel Injection Association) SADFIA members operate fully equipped pump rooms aimed atat SADFIA members operate fully equipped pump rooms SAMBRA SAMBRA is an isactive an active leaderleader in theinmotor the motor body body repairrepair industry industry and aimed and SADFIA members operate fully equipped pump rooms aimed at providing cost-effective service solutions for owners of diesel providing cost-effective service solutions forstandards owners ofin diesel powered consolidates, consolidates, communicates communicates and regulates and regulates repairrepair standards in the the powered providing cost-effective service solutions for owners of of diesel powered vehicles seeking fuel injection system testing, repair ororof replacement. vehicles seeking fuel injection system testing, repair replacement. motor motor body body repair repair industry. industry. SAMBRA SAMBRA ensures ensures the provision the provision technical technical vehicles seeking fuel training injection system repair or replacement. and business and business skills skills training that meets that meets thetesting, demands the demands of the ofindustry the industry (South African Motor Repairers’ Association) SAMBRA (South African Motor Body Repairers’ Association) and instils andSAMBRA instils confidence confidence in consumers in consumers and industry and Body industry stakeholders. stakeholders. SAMBRA (South African Motor Body Repairers’ Association) SAMBRA is an active leader in the motor body repair industry SAMBRA is an active leader in the motor body repair industryand and SAMBRA is(South anAfrican active leader in theand motor bodyAssociation) repair industry andininthe consolidates, communicates repair standards SAPRA SAPRA (South African Petroleum Petroleum Retailers’ Retailers’ Association) consolidates, communicates andregulates regulates repair standards the consolidates, communicates and regulates repair standards in the motor body repair ensures the SAPRA SAPRA represents represents and promotes andindustry. promotes theSAMBRA interests the interests of petroleum of petroleum retailers retailers inofoftechnical intechnical motor body repair industry. SAMBRA ensures theprovision provision motor body repair industry. SAMBRA ensures the provision ofthe technical and business training that demands ofof industry South South Africa Africa and fosters andskills fosters strong strong relationships relationships withthe with the Department the Department of of and business skills training thatmeets meets the demands the industry andEnergy, business skills training that meets the demands ofstakeholders. the industry and instils confidence in and industry Energy, oiland companies, oil companies, banks, banks, financial financial institutions institutions and other and other stakeholders stakeholders instils confidence inconsumers consumers and industry stakeholders. that have that have an impact an impact on the onsustainability the sustainability of the ofservice the service station station industry. industry. and instils confidence in consumers and industry stakeholders. SAPRA SAPRA(South (SouthAfrican AfricanPetroleum PetroleumRetailers’ Retailers’Association) Association) SAVABA SAVABA (South (South African African Vehicle Vehicle and and Bodybuilders’ Bodybuilders’ Association) Association) in SAPRA (South African Petroleum Retailers’ Association) SAPRA represents and promotes ofof petroleum SAPRA represents and promotesthe theinterests interests petroleumretailers retailers in SAVABA SAVABA members members areand professional, arepromotes professional, certified certified and regulated and regulated vehicle vehicle SAPRA represents therelationships interests of petroleum retailers in ofof South Africa with South Africaand andfosters fostersstrong strong relationships withthe theDepartment Department body body builders builders inand South infosters South AfricaAfrica who who manufacture manufacture commercial commercial vehicle vehicle South Africa strong relationships with the Department of Energy, oil companies, banks, financial institutions and other stakeholders Energy, oil companies, banks, financial institutions and other stakeholders body body applications applications (tanker, (tanker, coal, coal, refrigerated refrigerated truckstrucks and trailers) and other trailers) andstakeholders and Energy, oil companies, banks, financial institutions and that have onon the ofofthe that haveananimpact impact thesustainability sustainability theservice servicestation stationindustry. industry. busthat bodies bushave bodies (commuter (commuter and tourist andsustainability tourist type).type). Members Members manufacture an impact on the of themanufacture service station industry. usingusing the latest the latest equipment equipment and highly and highly trained trained staff staff to ensure to ensure strict strict SAVABA SAVABA(South (SouthAfrican AfricanVehicle Vehicleand andBodybuilders’ Bodybuilders’Association) Association) compliance compliance with with SABSAfrican SABS standards standards and other and other legal legal specifications. specifications. SAVABA (South Vehicle and Bodybuilders’ Association) SAVABA members professional, certified vehicle SAVABA membersare are professional, certifiedand andregulated regulated vehicle SAVABA members are professional, certified and regulated vehicle body builders in South Africa who manufacture commercial body(Tyre builders inand South Africa whoAssociation) manufacture commercialvehicle vehicle TDAFA TDAFA (Tyre Dealers' Dealers' and Fitment Fitment Association) bodybody builders in South Africa who manufacture vehicle applications (tanker, coal, refrigeratedcommercial trucks and trailers) and body applications (tanker, coal, and trailers) and The TDAFA The TDAFA is the isonly the representative only representative bodyrefrigerated body for tyre fordealers tyretrucks dealers nationally. nationally. The The bodybus applications (tanker, coal, refrigerated trucks and trailers) and bodies (commuter and tourist type). Members manufacture busworks bodies andrelevant tourist type). manufacture association association works on(commuter allonissues all issues relevant to tyres to tyres andMembers the andfitment the fitment industry. industry. bus bodies (commuter and tourist type). Members manufacture using the latest equipment and highly trained staff strict using latest and trained stafftobetween toensure ensure strict Strategically, Strategically, thethe TDAFA the TDAFA isequipment positioned is positioned as anhighly asintermediary an intermediary between government, government, usingcompliance the latest equipment and highly and trained staff to ensure strict with SABS standards other legal specifications. compliance with SABS standards other legal specifications. the tyre theindustry tyre industry and consumers and consumers and isand recognised is and recognised by government by government and and compliance with SABS and other legaltyre specifications. industry industry leaders leaders as the aslegitimate thestandards legitimate voice voice representing representing dealers. tyre dealers. TDAFA TDAFA(Tyre (TyreDealers Dealersand andFitment FitmentAssociation) Association) TDAFA (Tyre Dealers and Fitment Association) The TDAFA isdetails body RMI RMI contact contact details The TDAFA isthe theonly onlyrepresentative representative bodyforfortyre tyredealers dealers TheHead TDAFA is011-886-6300 theThe only representative body tyre dealers nationally. association works ononallfor relevant Head Office: Office: 011-886-6300 | www.rmi.org.za |works www.rmi.org.za nationally. The association allissues issues relevanttototyres tyres nationally. The association works on all issues relevant tyres and fitment industry. Strategically, the TDAFA istoispositioned Surrey Surrey Square Square Office Office Park, Park, 330 Surrey 330 Surrey Avenue, Avenue, Ferndale, Ferndale, Randburg, Randburg, 21942194 andthe the fitment industry. Strategically, the TDAFA positioned andRMI the fitment industry. Strategically, the TDAFA istyre positioned asasRegional an between government, the and RMI Regional Offices: Offices: Highveld: Highveld: Randburg: Randburg: 011-886-6300; 011-886-6300; Northern: Northern: anintermediary intermediary between government, the tyreindustry industry and as Pretoria: anconsumers intermediary between government, the tyre industry andEastern and isKwaZulu-Natal: bybygovernment and industry leaders Pretoria: 012-348-9311; 012-348-9311; KwaZulu-Natal: Durban: Durban: 031-266-7031; 031-266-7031; Eastern consumers and isrecognised recognised government and industry leaders consumers and is recognised by government and industry leaders asasthe legitimate voice representing tyre dealers. Cape/Border: Cape/Border: Port Elizabeth: Port Elizabeth: 041-364-0070; 041-364-0070; Western Western Cape: Cape: Cape Cape Town: Town: the legitimate voice representing tyre dealers. as 021-939-9440; the legitimate representing tyre dealers. 021-939-9440; Freevoice State/Northern Free State/Northern Cape: Cape: Bloemfontein: Bloemfontein: 051-430-3294 051-430-3294 Vehicle Testing Association
Vehicle Testing Association
Vehicle Testing Vehicle Association Testing Association
Vehicle Testing Association
RMI RMIHEAD HEADOFFICE, OFFICE,Tel: Tel:011-886-6300 011-886-6300Web: Web:www.rmi.org.za www.rmi.org.za RMI HEAD OFFICE, Tel: 011-886-6300 Web: www.rmi.org.za www.facebook.com/retailmotorindustry Retail www.facebook.com/retailmotorindustry RetailMotor MotorIndustry IndustryOrganisation Organisation- -RMI RMI -6 JULY - JULY 2018 2018 www.facebook.com/retailmotorindustry Retail Motor Industry Organisation - RMI
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