Empowerment June 2023 Edition

PUBLISHED BY

POWER OF A DIFFERENT SORT

Picasso Headline,

A proud division of Arena Holdings (Pty) Ltd, Hill on Empire, 16 Empire Road (cnr Hillside Road), Parktown, Johannesburg, 2193 PO Box 12500, Mill Street, Cape Town, 8010 www.businessmediamags.co.za

EDITORIAL

Editor: Ryland Fisher

Content Manager: Raina Julies rainaj@picasso.co.za

Contributors: Lindi Botha, Deidre Forbay, Xolile Kunene, Jeremy Lang, Dikoti Masemola, Sam Mkokeli, Karen Muller, Wendy Petersen, Faye Ross, Happy Zondi

Copy Editor: Brenda Bryden

Content Co-ordinator: Natasha Maneveldt

Digital Editor: Stacey Visser vissers@businessmediamags.co.za

DESIGN

Head of Design: Jayne Macé-Ferguson

Senior Designer: Mfundo Archie Ndzo

Advert Designer: Bulelwa Sotashe

Cover Image: Meeko Media/istockphoto.com, Vasyl Dolmatov/istockphoto.com, Supplied

SALES

Project Manager: Jerome van der Merwe jeromem@picasso.co.za | +27 21 469 2485

+27 82 668 1496

Sales: Frank Simons

PRODUCTION

Production Editor: Shamiela Brenner

Advertising Co-ordinator: Johan Labuschagne

Subscriptions and Distribution: Fatima Dramat, fatimad@picasso.co.za

Printing: CTP Printers, Cape Town

MANAGEMENT

Management Accountant: Deidre Musha

Business Manager: Lodewyk van der Walt

General Manager, Magazines: Jocelyne Bayer

The focus for this issue of Empowerment is ironically within the name of the publication, “power”. But the power we are focusing on is the more traditional power needed to light up our country and economy. There is no doubt about the debilitating impact the insecure energy supply has on every aspect of society, but especially the economy. We know that empowerment suffers when there is slow or no economic growth.

What has happened since the appointment of a Minister of Electricity located in the Presidency? We look at the challenges he has faced since taking office, his progress so far, and the options available to sort out the energy crisis. It is not an easy task, and, just over three months since his appointment, it looks like he is on a hiding to nothing.

We also look at why some companies score high on the environmental, social and governance

6 BLACK MANAGEMENT FORUM

Supporting the advancement of women leaders; and striving for transformational leadership.

9 OPINION: LEGISLATION

The reaction to the EEA amendments should be more than just a knee-jerk reaction

10 PROFILE

The appointment of Dr Kgosientsho Ramokgopa as electricity minister will see him navigate a perpetual tightrope between managing egos, turf wars and policy battles in government.

11 THOUGHT LEADERSHIP: ENERGY

Loss of revenue is merely the “tip of the iceberg” for small businesses that rely

scorecards while others struggle. We hope that by focusing on the success stories, we might be able to inspire others to follow suit. In the long run, greater endurance to ESG principles will benefit companies’ profitability, as one of our interviewees said.

One of South Africa’s biggest industries is the agricultural sector. It used to be associated with white men, but has undergone many changes in the past few years. We take a fresh look at transformation and the obstacles it has faced in this industry.

Technology and infrastructure are always held up as areas that can help with economic growth and empowerment. We consider how effective empowerment has been in these sectors.

We hope you enjoy reading this publication.

Ryland Fisher Editor

21

Farming’s unique challenges: transformation has progressed, but a lack of services hinders future growth; and twenty Akkedisberg Vineyard workers turn seven bags of salt into sixteen hectares of hope and inspire the whole community. 26

The three in-demand digital jobs in South Africa and what traits are needed to get the job.

27 INFRASTRUCTURE

The correlation between infrastructure development and economic growth in eliminating poverty and reducing inequality.

COPYRIGHT:

by the publisher.

It’s about

28 PEOPLE WITH DISABILITIES

After 29 years of democracy, persons with disabilities in South Africa are still not fully integrated into the workplace.

SUPPORTING THE ADVANCEMENT OF WOMEN LEADERS

XOLILE KUNENE , managing director of the Black Management Forum, shares that the advancement of women has evident barriers, and the task to dismantle it requires men and women working together to challenge and change the status quo

Empowering and elevating women to leadership positions has a dual benefit. For the individual, it’s about being able to rightfully take up positions they’ve worked and fought hard for, and for the organisation with a diverse range of backgrounds and demographics, it ensures a depth of collaboration, ideas, talent, skills, competencies and experiences.

Minister of International Relations and Cooperation Naledi Pandor, quoted earlier this year at the Forbes Africa Leading Women’s Summit, shared that while inroads have certainly been made, “only 32 per cent of women occupy a managerial position in South Africa”. She went on to say: “Achieving gender equity in positions of decision-making – both in government and the private sector – is crucial.

So while there has been progress in advancing and empowering women, more still needs to be done. The statistics are simply quite alarming.

According to PwC’s Executive Directors Report 2022, only seven of the top 100 JSE-listed companies have female CEOs (still including Amplats). Across all companies on the JSE, only 8 per cent of CEOs and 22 per cent of CFOs are female, while most executives (85 per cent) are male.

The report further shares: “The private sector has also shown progress with women owning major companies and serving as CEOs and chairs of boards. Women have also started digital start-ups and other innovative businesses. Across all JSE-listed companies, women make up 15 per cent of executives and 30 per cent of nonexecutive directors. According to a new PwC report, the percentage of female CEOs in JSE-listed companies improved to eight per cent at the end of June last year from five per cent a year earlier.”

Empowering women leaders is not just a matter of social justice, but also a crucial driver of societal change and value. We need men in leadership to work with us to address the

JSE: CEO REPRESENTATION BY RACE

Representation on JSE-listed companies remains low with a combined representation for black African, coloured and Indian/Asian CEOs of 22 per cent.

Source: PwC’s Executive Directors Report 2022

challenges, implement effective strategies for diversity and inclusion, and foster a supportive and conducive environment to ensure women thrive in leadership roles. The country has the potential to create a more inclusive and diverse leadership paradigm that reflects the full potential and contributions of all South Africans. With this intentional mindset, the Black Management Forum recently elected its first all-female presidency: Dr Sibongile Vilakazi (only the BMF’s second female president in its history after Dr Nolitha Fakude, who was elected in 2003) and Lilly Moabi, the BMF’s new deputy president.

JSE: GENDER REPRESENTATION BY COMPANY

Only 15 per cent (84 women) of the JSE executive population is female (including CEOs and CFOs). This is slightly improved from last year, where 13 per cent of the overall JSE executive population was female. Female representation at CEO and CFO level is 8 per cent (22 women) and 22 per cent (56 women) respectively.

Source: PwC’s Executive Directors Report 2022

PLANNING FOR DIVERSITY IS CRITICAL

To develop and empower the next pool of women and ensure they are competent to rightfully hold influential positions, leaders must create support structures and environments geared to promote inclusivity. Leaders must be cognisant of the stereotypes, traditional and cultural norms and biases that still limit women’s opportunities for advancement.

It is with this imperative in mind that the BMF is launching a Women Leadership Programme. The programme’s focus is to equip women to navigate corporate environments, including developing technical competencies and important soft skills. The programme will also lend support to overcoming barriers and share the political intelligence required to sustain women’s standing within the organisation. In addition to this programme, the BMF offers mentorship and networking opportunities specifically geared to support women’s leadership development.

EXECUTIVE DIRECTORS REPORT 2022

Xolile Kunene

EMPOWERING WOMEN LEADERS IS NOT JUST A MATTER OF SOCIAL JUSTICE, BUT ALSO A CRUCIAL DRIVER OF SOCIETAL CHANGE AND VALUE.

STRIVING FOR TRANSFORMATIONAL LEADERSHIP

Does the legislation around employment equity and black economic empowerment redress the persisting inequality in the country?

By DIKOTI MASEMOLA , Gauteng provincial coordinator of the Black Management Forum

The goal of the Black Management Forum (BMF) is to advocate for transformation in the social and economic sphere; this includes lobbying for legislation that seeks to change the economic outlook in corporate South Africa and the broader society. A goal that gave the BMF a role in drafting the Employment Equity Act aimed at ensuring intentional opportunities are created for designated groups. Thereafter, facilitating the establishment of the Black Economic Empowerment Commission, with recommendations from the commission’s report endorsed by the government in its B-BBEE policy, which has assisted our government, parastatals and the private sector on the transformation landscape. But have these legislations and policies redressed the inequality inherent in South Africa?

According to the 22nd Commission For Employment Equity Annual Report 2021–2022, female and African representation in top management is 25.8 and 17 per cent respectively. This indicates that transformation in top management roles is changing at a very slow pace, if changing at all, and remains unequal in terms of gender disparities.

LITTLE TO NO SOCIOEONOMIC TRANSFORMATION

Half of South Africa’s population continues to live in poverty, economic growth has stagnated, and the unemployment rate is still above 30 per cent with Africans being affected the most. This is an indication that the B-BBEE Act has not achieved its fundamental objective of advancing economic transformation and enhancing the economic participation of black people in the South African economy.

With all the great legislation and policies available, the transformation agenda has been found to be lagging in the socioeconomic sphere. Time and again, we are confronted with headlines of corrupt leaders in top

management and mismanagement and maladministration by executives. Looting of government resources has become synonymous with top offi cials, while fronting to get a good B-BBEE score ensures private sector companies get deals with the state with no consequences for those who don’t comply. This only serves a handful of black people and benefi ts those who are politically connected.

NO ETHICAL OR TRANSFORMATIONAL LEADERSHIP

The problem is that we do not have ethical transformation or ethical leadership. We need to breed leaders who will act without fear, favour or prejudice so we can attain economic freedom.

The BMF’s mission to develop and empower managerial leadership is premised on the perspective that a leader must be transformed. We must call for ethical transformational leaders.

WE NEED TO BREED LEADERS WHO WILL ACT WITHOUT FEAR, FAVOUR OR PREJUDICE SO WE CAN ATTAIN ECONOMIC FREEDOM.

Transformational leadership is defi ned as an approach that causes change in individuals and social systems. It creates valuable and positive change in followers, with the end goal of developing followers into leaders. Coupled with ethics, we need leaders characterised by a moral code –leaders who respect, communicate and ultimately lead by example. Such leaders encourage followers to come up with innovative ways to challenge the status quo.

The BMF is on a mission to develop transformational leaders – leaders who are focused on fi nding solutions to problems, leaders who are accountable for the decisions they make, leaders who strive to achieve inclusive growth, leaders who create opportunities and leaders who work tirelessly to impact economic growth and reduce poverty.

To do this, we have partnered with relevant institutions such as Duke Corporate Education, Henley Business School Africa, McKinsey, Directors Association and PeopleCert. This, together with the proposed creation of a BMF Leadership Academy and the BMF George Negota Litigation Fund, demonstrates our commitment to enforcing transformation to achieve justice, fairness and equity.

Dikoti Masemola

MEGA IS ON THE MOVE

ISAAC MAHLANGU, chief executive officer of the Mpumalanga Economic Growth Agency, shares some of the developments happening at the agency and details of its new location

Mpumalanga Economic Growth Agency (MEGA) is the offi cial development fi nance institution, trade, and investment arm of Mpumalanga Province, tasked with providing funding for small, medium and micro enterprises, co-operatives, housing, and industrial infrastructure to deliver growth and development in the Mpumalanga economy.

UPCOMING INVESTMENTS

We are currently seeking business partners and sourcing funding for the redevelopment of two shopping centres at Kabokweni and Siyabuswa. We intend to partner with private companies interested in rural and township retail asset development.

Kabokweni

MEGA plans to refurbish the existing shopping centre into a new single-level convenience mall of 6 519m 2 gross leasable area. Due to the

size and access constraints of the site, no taxi rank can be accommodated although there will be drop-off facilities for taxis and busses. The rank will remain in its existing location. The development cost is estimated at R106.3-million.

Siyabuswa

MEGA plans to demolish the existing centre and redevelop a new single-level convenience mall of 9 426m 2 gross leasable area. Anchor tenancy has not been concluded yet, but there is interest from the Spar group. The cost of this development is estimated at R148.2-million.

OUR BUSINESS LOCATIONS

Exciting developments are underfoot at the Mpumalanga Economic Growth Agency, and we want to share this important location update with you. The agency has moved to a new facility and our address and phone number have changed, as shown. Come visit us, we are open for business.

Scan

For more information:

Mbombela New Address

MEGA OFFICE PARK 02 Eastern Boulevard, Riverside

Mbombela, Mpumalanga, 1200.

+27 13 492 5818 info@mega.gov.za mega.gov.za

Buffelspruit Address

Malelane Area

+27 13 973 1049

Secunda Address

Heunis Street, Grand Palace Building, 2nd Floor, Suite C3.

+27 017 634 8458/4199

Isaac Mahlangu

EXCITING DEVELOPMENTS ARE UNDERFOOT AT THE MPUMALANGA ECONOMIC GROWTH AGENCY.

MEGA Head Office located in Mbombela, Riverside Park Extension 21, 02 Eastern Boulevard.

INTERESTING REACTIONS TO THE AMENDED EMPLOYMENT EQUITY ACT

When President Cyril Ramaphosa signed the Employment Equity Amendment Bill of 2020 into law in April 2023, followed by the released employment equity targets by the minister of employment and labour in May, there was a predictable outcry from organisations that traditionally have tailored their political programmes to fight for the rights of minorities.

The objections of organisations such as the Democratic Alliance, Solidarity, the Cape Coloured Congress and the People Against Race Classification appear to be about the apparent exclusion of some groups from job opportunities in some provinces. They point out that the percentage of jobs to be reserved for coloureds, Indians or whites in certain regions, in terms of the targets, will make it difficult for people from those groups to find work.

But these groups seem to ignore the broader intention of the amendments to the act, especially relating to targets. It is an open secret that many companies did not comply with the requirements of the Employment Equity Act, especially those who did not really support the transformation of our economy.

After 25 years of unsuccessfully depending on the Employment Equity Act to encourage diversity and equality in the workplace, the government had to make changes to consider regional conditions and demands.

NEW TARGETS – EXCLUSIONARY OR INCLUSIONARY?

In terms of the amended Employment Equity Act, the minister of employment and labour published new targets for 18 economic sectors across all provinces and prescribed demographic targets for employers with more than 50 employees, with five-year milestones to achieve greater diversity in the workplace.

One of the criticisms of the old Employment Act (introduced in 1998) was that targets based on national demographics were unfair to groups such as coloureds that were dominant in some provinces, but were faced with employment equity (EE) requirements based on national demographics.

Remember the outcry several years ago when Jimmy Manyi encouraged “coloureds” complaining about not being able to find jobs in the Western Cape to seek jobs in other provinces? The same

DID YOU KNOW?

The Democratic Alliance referred to the targets as “quotas”, a term often used by people who oppose transformation in South African sport.

DEFINITIONS REDEFINED

Among others, the amended act also realigned the definition of “people with disabilities” with the definition in the United Nations Convention on the Rights of Persons with Disabilities of 2007. The new definition talks about “people who have a long-term or recurring … physical impairment”. The new definition appears to be more inclusive.

people who complained that “coloureds” should not be forced to leave the Western Cape to look for opportunities in other provinces are now complaining that there will now be no opportunities in those provinces.

The amendments appear to want to deal with this phenomenon, but it is unclear it this will have the required effect. Opposition groups say it is exclusionary rather than inclusionary.

The department feels that the opposition groups are blowing hot and cold and that the amendments to the act are merely meant to make it more effective.

“Nothing has changed. These EE amendments are not introducing any new legal obligations on employers because, for over 24 years of the EE Act, employers have been legally required to set their own EE targets taking into account both the national and provincial EAP demographics as per section 42 of the EE Act,” said a departmental statement.

On the face of it, the amended act does not appear to be all bad news, and deals with many other issues apart from targets, claims Cliffe Dekker Hofmeyr’s Employment Law department.

The legal firm says that the new act seems to favour smaller companies that often complain about being bogged down with red tape related to EE. Companies with fewer than 50 employees will no longer have to report annually on their EE performance. This applies to all smaller companies, irrespective of their turnover.

While they will not be required to submit EE reports, they will still be entitled to obtain a certificate of compliance in terms of the act.

Business organisations have been quiet about the amendments, but it is clear that it contains more good than bad. Those wishing to hold government accountable will have to engage with government on what they think is wrong and to look at ways they can support the positive changes. But it requires more than a knee-jerk response that can often be seen as racism or wanting to hark back to the past.

RYLAND FISHER writes that the reaction to the EEA amendments should be more than just a knee-jerk reaction

THOSE WISHING TO HOLD GOVERNMENT ACCOUNTABLE WILL HAVE TO ENGAGE WITH GOVERNMENT ON WHAT THEY THINK IS WRONG AND TO LOOK AT WAYS THEY CAN SUPPORT THE POSITIVE CHANGES.

“ On the face of it, the amended act does not appear to be all bad news.” – Cliffe Dekker Hofmeyr

WILL HE KEEP THE LIGHTS ON?

SAM MKOKELI writes that the appointment of Dr Kgosientsho Ramokgopa as electricity minister will see the minister navigate a perpetual tightrope between managing egos, turf wars and policy battles in government

In March 2023, Dr Kgosientsho Ramokgopa, South Africa’s new electricity minister, kicked off field trips to Eskom’s power stations. His tour, dubbed a diagnostic visit, saw him visiting 18 power stations to acquaint himself with the reasons for Eskom’s declining performance.

He said the tour would allow him to “say what powers are required to enable us to discharge the responsibility”.

Some two weeks earlier, President Cyril Ramaphosa had announced Dr Ramokgopa as the minister responsible for co-ordinating the day-to-day activities meant to end rolling blackouts. His is one of the toughest jobs in the cabinet.

A NEW BUT TRANSITIONAL ROLE

The role is new – the position is seen as transitional until the electricity crisis is solved –and exists alongside two other core ministries: Energy (falling under the Department of Mineral Resources and Energy headed up by Gwede Mantashe), and the management of Eskom (which is in the ambit of the Public Enterprises Department headed up by Pravin Gordhan).

Dr Ramakgopa’s job description had been spelt out in President Ramaphosa’s 9 February State of the Nation Address and in his 6 March cabinet reshuffle when Dr Ramokgopa was finally appointed to the new ministerial position.

Announcing Dr Ramokgopa’s appointment, Ramaphosa said: “The primary task of the new minister will be to significantly reduce the severity and frequency of load shedding as a matter of urgency. To effectively oversee the electricity crisis response, the appointed

UNDER PRESSURE

minister will have political responsibility, authority and control over all critical aspects of the Energy Action Plan.”

Yet, until 26 May, Dr, Ramokgopa still had no delegated powers to match the ambitious job description. And his first few months in office have been a baptism of fire, matching him against more senior cabinet and ANC colleagues skilled in the dark arts of defending their turf and seniority.

No fewer than six cabinet ministers have jurisdiction over policy issues that impact Eskom’s performance and Dr Ramokgopa’s role. They include Public Enterprises, Mineral Resources and Energy, Trade and Industry and Competition, Environmental Affairs and National Treasury, according to Claude de Baissac, CEO of advisory firm Eunomix.

“This is a governance nightmare that keeps getting worse because each crisis results in new layers of governance,” says De Blaissac.

South Africa’s just energy transition is essential for reaching a net-zero economy, which includes incorporating both green energy operations and ways to offset emissions.

Electricity minister Dr Kgosientsho Ramokgopa’s plan to postpone the decommissioning of end-of-life power stations has attracted criticism, with energy experts saying that it flies in the face of a move to a low-carbon economy.

Energy expert Professor Anton Eberhard says: “Postponing the planned decommissioning of old, expensive, dirty coal power stations will torpedo South Africa’s best opportunity for financing the expansion of the grid — the $8.5-billion Just Energy Transition Investment Plan.”

The Just Energy Investment Plan aims to accelerate the country’s transition from coal towards clean energy and is being financially supported by international governments. However, these partners are calling for South Africa to take rapid and concrete action to maintain the momentum of the just energy transition.

DR RAMOKGOPA’S NEWLY ANNOUNCED POWERS

The Presidency announced on 26 May that Dr Kgosientsho Ramokgopa had been tasked with co-ordinating the government’s emergency response to the load shedding crisis. His powers include the determination of the new capacity that must be procured, the type of capacity (for example, wind or solar PV), and the way in which it must be procured.

Mineral Resources and Energy Minister Gwede Mantashe remains in charge of the procurement process of new generation capacity, which is carried out by the Independent Power Producer Office (IPP Office). The IPP Office will remain responsible for implementing various initiatives outlined in the Energy Action Plan, according to presidential spokesman Vincent Mangwenya.

GARNERING SUPPORT

During his visit to Kusile, Dr Ramakgopa said: “The problems and challenges we have here are technical. They have nothing to do with so-called corruption.” Vowing to take the public into his confidence, he said: “We will be honest and transparent on where we are with the resolution of this problem. We will communicate that to the general public.”

With South Africa heading for a national election next year, Dr Ramokgopa has his work cut out for him, watched by a tired public and electorate and an impatient business sector.

Dr Kgosientsho Ramokgopa

THE IMPACT OF LOAD SHEDDING

JEREMY LANG , chief investment officer at small- to medium-sized enterprise financier Business Partners Limited, shares two reasons why he believes loss of revenue is merely the “tip of the iceberg” for small businesses that rely heavily on a consistent and reliable energy supply

1. PRODUCTIVITY LEVELS ON THE DECLINE

In a recent online survey conducted by market research firm BrandMapp, 45 per cent of employers reported a noticeable decrease in productivity due to load shedding. This same finding was reflected in the results of the Q4 2022 SME Confidence Index conducted by Business Partners Limited, in which over 39 per cent of small business owners reported that their business’ productivity levels had declined as a direct result of the rolling blackouts. This comes as no surprise, given that power cuts lead to the abrupt disruption of workflow. Further to that, businesses are also drained of the added time needed to restart operations, retrieve lost data and constantly adjust working timetables to accommodate the load-shedding schedule. The cost of lower productivity results in small businesses generating reduced outputs. This, in turn, affects not only profitability, but also their ability to create new jobs.

2. TEAM SPIRIT TAKES A KNOCK

Another key area of impact is employee morale. BrandMapp’s study found that worker confidence and mood have taken a dive due to increased levels of stress, financial pressure and job insecurity. The possibility of downsizing and salary reductions is a looming reality for many

of the country’s small businesses that simply cannot afford to absorb load-shedding-related risks and costs.

This consequence has been felt most acutely by township and rural-based businesses. According to the Insights Report conducted by Nedbank, in partnership with the Township Entrepreneurs Alliance, about 65 per cent of small township businesses are forced to cease operations during power cuts. A further 66 per cent of these businesses have also been forced to cut jobs due to signifi cant revenue losses.

The disproportionate effect that load shedding has had on microenterprises and those in the informal sector is evidence of the pressing issue of economic inequality.

Many of the corner shops, tailors, shisanyamas and local fruit and vegetable sellers that have become such an important part of the South African small and medium enterprise (SME) landscape are not in a position to afford expensive generators, inverters and alternative energy sources.

This has placed many local business owners under immense stress, and “job shedding” has become a very real fear. The need for access to funding for alternative energy systems is one of the key factors that prompted Business Partners

Limited to set up the Energy Fund for SMEs – a mechanism to provide small businesses with loans to finance off-the-grid power supplies such as generators and inverters.

TIME TO BRACE FOR IMPACT

Local small businesses will have to adopt an agile mindset and approach to change. These are unprecedented times for the South African socioeconomic climate, with emerging challenges that present a whole new set of threats to business continuity and, by extension, employee wellbeing.

Small businesses can no longer afford not to invest in contingency plans to help them stay afloat amid the energy crisis. We are aware that load shedding will persist into the indefinite future. As such, small businesses need to find creative ways to maintain their employee value proposition by offering flexibility and structured arrangements to recover lost working hours. Now is also the ideal time to invest in health and wellbeing – providing support for employees and building positive team culture should be regarded as a business imperative.

The energy crisis is undoubtedly one of the biggest contributing factors to the local working landscape’s evolution. In the near future, how these businesses respond to the mounting pressures will determine the long-term sustainability of the sector and its people.

SME

BUSINESS CONDITIONS

INDEX Q4 2022

Jeremy Lang

THE POSSIBILITY OF DOWNSIZING AND SALARY REDUCTIONS IS A LOOMING REALITY FOR MANY OF THE COUNTRY’S SMALL BUSINESSES THAT SIMPLY CANNOT AFFORD TO ABSORB LOAD-SHEDDING-RELATED RISKS AND COSTS.

DRIVING THE JUST ENERGY TRANSITION BY EMPOWERING SOUTH AFRICA’S WORKFORCE

The Energy and Water Sector Education and Training Authority is a skills development accelerator for energy and water sector transformation

Developing skills is a catalyst for empowerment in the energy and water sectors – and that role cannot be underestimated in pursuit of a prosperous and sustainable future. As South Africa undergoes a transformative journey towards a just energy transition, the Energy and Water Sector Education and Training Authority (EWSETA) has emerged as a driving force in empowering individuals, advancing socioeconomic needs, and nurturing a skilled workforce that will shape the future of this vital sector.

At EWSETA, we believe empowering individuals through skills development is the cornerstone of a thriving energy and water sector. Our commitment to nurturing talent and bridging the skills gap is unwavering, and we have established ourselves as the foremost authority on skills development in the industry.

We recognise that providing individuals with the necessary tools, knowledge and opportunities empowers them to shape their futures and contribute meaningfully to South

Africa’s socioeconomic landscape. Through our comprehensive skills development programmes, we aid individuals to unlock their potential and become active participants in the energy and water sector.

The National Skills Development Plan guides specific actions to advance empowerment through Priority 4 to increase skills development support of small, medium and micro enterprises (SMMEs) in the sector, especially in response to the fourth industrial revolution, and entrepreneurship skills in the short to medium term, and Priority 5 aims to support equity imperatives, such as gender equality, especially in key professional and technical occupations (long term).

The Just Energy Transition (JET) is a critical aspect of our collective future, aiming to ensure equitable access to clean and sustainable energy sources while addressing the challenges of climate change. At EWSETA, we are fully committed to driving this transition by empowering the workforce. By equipping individuals with the skills required to embrace

renewable energy, energy efficiency and sustainable water management, we are building a workforce that will lead the charge toward a greener and more inclusive future.

EWSETA’S JET STRATEGY

We strive to make this transition accessible to everyone, regardless of their background or educational level. We also believe this commitment can help create more job opportunities for those already in the workforce and for those just entering the job market. By working together, we can create a better future for all. That is why our JET strategy not only focuses on upskilling and reskilling the current workforce for new employment opportunities and self-employment, but also places considerable focus on strengthening our Public Education and Training System (PSET) sector, in particular, the TVET colleges and Community Education colleges, and capacitating the SMME market to be ready to capitalise on and leverage the opportunities offered through the transition to a low-emission economy.

Renewable energy. The global shift towards renewable energy sources is gaining momentum, driven by the urgent need to combat climate change and reduce reliance on fossil fuels. By providing individuals with the necessary skills in renewable energy technologies, such as solar, wind, hydropower, and bioenergy, EWSETA is empowering them

PROVIDING INDIVIDUALS WITH THE NECESSARY TOOLS, KNOWLEDGE AND OPPORTUNITIES EMPOWERS THEM TO SHAPE THEIR FUTURES AND CONTRIBUTE MEANINGFULLY TO SOUTH AFRICA’S SOCIOECONOMIC LANDSCAPE.

to contribute to the development, installation, operation and maintenance of renewable energy systems. This equips them to play a crucial role in expanding clean energy infrastructure and meeting the growing demand for sustainable power generation.

Energy efficiency. Improving energy efficiency is essential for mitigating climate change and reducing energy costs. By training individuals in energy-efficiency practices, including energy auditing, retrofitting and optimising energy consumption, EWSETA enables them to identify and implement measures that minimise energy waste and maximise efficiency in various sectors. These skills are crucial for reducing greenhouse gas emissions, conserving resources and enhancing the overall sustainability of energy systems.

Sustainable water management. Water scarcity and the need for sustainable water management are pressing global challenges. By equipping individuals with skills in sustainable water management, including water conservation, wastewater treatment and water reuse, EWSETA is creating a workforce capable of addressing these challenges. These individuals can contribute to the development and implementation of innovative water management strategies, technologies and policies, promoting water efficiency, protecting water resources and ensuring equitable access to clean water for all.

Building a greener future. Through the development of a skilled workforce in renewable energy, energy efficiency and sustainable water management today, EWSETA is actively contributing to the transition toward a greener tomorrow. The knowledge and expertise gained through these skills empower individuals to drive the adoption of sustainable practices, technologies and policies across industries and sectors. They become catalysts for change, leading the way in implementing environmentally friendly solutions and promoting a more sustainable and resilient society.

Promoting inclusivity. In addition to environmental benefits, the focus on equipping individuals with a wide range of “green” skills also promotes inclusivity. By providing training and employment opportunities to a diverse range of individuals, including disadvantaged communities and marginalised groups, EWSETA ensures that

the benefits of the green transition are accessible to all. This commitment to inclusivity not only promotes social equity, but also enriches the workforce with diverse perspectives and talents, fostering innovation and creativity in addressing sustainability challenges.

Driving impactful partnerships. EWSETA understands that true empowerment is achieved through collaboration. We work closely with local and international partners across various sectors, including government entities, schools, tertiary education institutions, employers and nonprofit organisations supporting unemployed youth, to advance the socioeconomic needs of our beneficiaries. By forging strategic alliances, we create pathways for individuals to gain the relevant skills, access employment opportunities and get entrepreneurial support. Our collaborative approach ensures that no one is left behind in the pursuit of a prosperous energy and water sector while simultaneously ensuring that all parties benefit.

EMPOWERING SOUTH AFRICA’S FUTURE: THE EWSETA ADVANTAGE

With years of experience and expertise, EWSETA has established itself as the go-to authority for skills development in the energy and water sector. We have a deep understanding of the industry’s evolving needs and the skills required to thrive in a rapidly changing landscape. Our programmes are designed in collaboration with industry

experts and registered with the Quality Council for Trades and Occupations, ensuring that our beneficiaries receive relevant and up-to-date quality training that aligns with industry standards.

EWSETA has registered a diverse range of programmes catering to individuals at different stages of their educational and professional journey. From foundational skills development initiatives to specialised training programmes (from 12-month learnerships to targeted short courses), we equip individuals with the skills needed to excel in the energy and water sector. Our focus on unemployed youth ensures that those most in need of opportunities can access quality training and support.

The impact of EWSETA’s skills development programmes is best exemplified through the success stories of our beneficiaries. Individuals who have gone through our programmes have transformed their lives and become valuable contributors to the energy and water sector and active economic participants. By empowering individuals, we are not only transforming their trajectories, but also driving economic growth and societal development.

Are you ready to be part of the transformation? Join an EWSETA-funded skills development programme through one of our partners today and unlock your potential in the dynamic energy and water sector. Visit our website at www. ewseta.org.za to learn more about our offerings and take the first step towards a brighter future. Empowerment through skills development is not just a concept; it is a reality that EWSETA brings to life everyday. Together, let us build a skilled workforce to lead South Africa toward a prosperous and sustainable future in the energy and water sector.

Scan this QR code to go directly to the EWSETA website.

For more information: info@ewseta.org.za www.ewseta.org.za

EQUIPPING STUDENTS TO MEET INDUSTRY DEMANDS

BRIAN MADALANE Principal of the Northern Cape Urban Tvet College provides some insight into the college’s educational offerings and future plans.

Q: Where is the Northern Cape Urban TVET (NCUTVET) College based?

The college is based in Kimberley, Northern Cape. It comprises three campuses: Moremogolo Campus and Phatsimang Campus in the township of Galeshewe and the City Campus in the city centre.

Q: What courses do you offer and what changes have you experienced in the last three years?

We aim to enrich the learning experience for students to cultivate a commitment to lifelong learning and to empower students to flourish as innovators and entrepreneurs. The college has exciting aspirations as it moves into a new era of development and has responded to the economic drivers by means of a curriculum that is responsive to industry demands, with a specific focus on artisan training and artisan-related programmes.

National Certificate (vocational) programmes

• Civil engineering and building construction;

• Finance, economics and accounting;

• Tourism;

• Safety in society;

• Transport and logistics; and

• IT.

Report 191 (N1–N3) engineering studies programmes

• Electrical engineering;

• Mechanical engineering; and

• Civil engineering.

Report 191 (N4–N6) business studies programmes

• Marketing Management diploma;

• Tourism diploma;

• Intro to business management;

• Business management diploma; and

• Financial management diploma. We also have a vibrant Skills and Innovation Centre that offers various accredited national certificates, learnerships and skills programmes. The enrolment numbers at the college have increased significantly over the last three years, with females entering the artisan space.

Q: How has the college transformed and expanded?

The college has expanded and even introduced new programmes, such as IT and transport and logistics.

As a centre of specialisation in carpentry and joinery, bricklaying and hairdressing, we can give special focus to artisan development and the training of apprentices. We are also forging partnerships both locally and internationally.

Q: What are some of the college’s most memorable milestones?

• Seeing the enrolment numbers grow from 4 000 to approximately 8 000 annually. This was achieved through vigorous marketing campaigns, including commissioning billboards around the city, radio and school visits, among others.

• Becoming a centre of specialisation for carpentry, bricklaying and plumbing – the college is one of only two in the country offering specialisation in carpentry.

• Sending six students to China for a skills internship, an initiative funded by CETA.

• Department of Higher Education and Training recognition of Phatsimang Campus as an independent campus, thus being issued its own exam number.

• Establishing an online application system for the college.

• Improved subject pass rate, resulting in the college leading in the Western Cape/ Northern Cape Region.

• Issuing of staff bursaries to enable them to obtain the necessary qualifications for their jobs. Due to budgetary constraints, this was not possible previously.

Q: What exciting plans do you have for the future?

We are introducing new learnership and skills programmes that are responsive to the industry and plan to open an agricultural campus in neighbouring towns. We are also strengthening partnerships, especially with local industry. COVID-19 forced us to expedite the introduction of a remote learning management system to respond to the fourth industrial revolution (4IR), and we are now planning to introduce a 4IR centre where students can acquire skills related to 4IR. In addition, we are reskilling our teaching staff to ensure they keep abreast of the demands of 4IR.

For more information:

35–39 Long Street, Kimberly 053 839 2060

info@ncutvet.edu.za https://ncutvet.edu.za/

Brian Madalane

WHY ENVIRONMENTAL, SOCIAL AND GOVERNANCE MATTERS

The environmental, social and governance (ESG) ethos is growing across corporate South Africa, with many corporates now embedding it in their operations and corporate culture.

These companies recognise that sustainability issues are top-tier agenda items that impact their performance and are a concern to their stakeholders.

The challenge ESG poses to companies is to balance short-term challenges with longer-term strategies and perspectives. For example, adapting to climate change and the imperative of the Just Energy Transition is just one element of an ESG strategy.

Regarding adopting ESG metrics, South Africa ranks a respectable fourth in the world, according to Jonathan Hanks, director of Insite, who was part of the team that developed the JSE’s Sustainability Disclosure Guidance. About 75 per cent of local companies use metrics in their operations and planning. Australia leads (at 84 per cent), followed by Continental Europe (at 79 per cent).

And, globally, a growing number of companies now link executive pay to ESG performance, particularly in the environmental area, in their long-term incentive plans.

Gareth Ackerman, co-chair at the Consumer Goods Council of South Africa, says investors, employees and customers are supporting only companies that embrace the ESG gospel. “Even nonlisted companies are beginning to report on sustainability metrics and demonstrating in practical terms their commitment to sustainability and climate change. More and more, companies globally are demanding ESG targets and their achievement as a condition of doing business.

“Financial institutions are developing sustainability-linked funding solutions and are preferring to do business with companies that are embracing sustainability in their business processes, with penalties for noncompliance.”

TIME FOR ACTION AND PERFORMANCE

While companies may be embracing the metrics, actual performance needs to catch

up. Intellidex chairman Stuart Theobald says South Africa is an international outlier for its economy’s carbon intensity – a position being addressed through a national effort.

South Africa is the world’s 32nd biggest economy – but the 15th biggest carbon emitter, according to Theobald. It also scores poorly on several governance indicators, such as corruption perceptions indices and components of the World Bank’s Worldwide Governance Indicators.

Many companies have weak emissions profiles and score low on sustainability, given their reliance on coal-based power and the economy’s bias towards extractive industries.

Nompilo Morafo, MTN Group chief sustainability and corporate affairs officer, says: “Organisations are now expected to operate responsibly with integrity and a focus on the wellbeing of our communities and planet. By combining our core connectivity and mobility strengths with emerging technologies such as 5G, AI, cloud computing and machine learning, we are laying the

groundwork for a thriving digital economy and helping to solve many of the challenges facing our customers and communities.”

GETTING IT RIGHT

“All these efforts – including our work to cut greenhouse gas emissions, strengthen data privacy and security, minimise the gender pay gap and uphold digital human rights – are reflected in the continued improvement in the ESG ratings accorded to MTN by key raters and rankers,” says Morafo.

“MTN’s approach to human rights and community, labour standards and social supply chain all showed improvements. Similarly, our work around anticorruption and sound corporate governance was recognised, and we look forward to further progress in 2023.”

Other areas where MTN made improvements in 2022 are the reduction of greenhouse emissions and increased broadband coverage.

“In 2022, for the second year running, we performed a gender pay-gap assessment across 18 markets. We focused on determining the reasons for the gender pay gap and established plans to reduce this over the short and medium term.

“In case studies from Eswatini, Rwanda and South Africa, we discussed efforts to make MTN’s products and services more accessible to people living with disabilities and, in particular, to develop products and services to meet the communication needs of the visually and hearing-impaired community.

“With a focus on growth, we outline how we are enabling local economies, empowering local enterprises and unlocking local ownership across our markets. We refer to our tax contribution, our network infrastructure investment and our localisation and enterprise development initiatives, including providing digital skills training to more than 1 250 SMEs,” says Morafo.

SAM MKOKELI writes that environmental, social and governance is a challenging and dynamic path towards sustainability

“COMPANIES GLOBALLY ARE DEMANDING ESG TARGETS AND THEIR ACHIEVEMENT AS A CONDITION OF DOING BUSINESS.” – GARETH ACKERMAN

Nompilo Morafo

ADDRESSING SKILLS DEVELOPMENT

Skills development is crucial in a country such as South Africa with its major socioeconomic difficulties, including high unemployment, rising poverty and inequality. South Africa’s high crime rate, teenage pregnancy and societal instability are linked to its high unemployment rate. Xenophobia is an ever-present issue in our country. Highly trained foreign nationals frequently find it easier to gain career chances in South Africa in comparison to the country’s own people.

The National Development Plan 2030 (NDP 2030) proposes expanding the role of state-owned enterprises in training artisans and technical professionals to produce 30 000 skilled artisans annually (less than half the current demand) to meet the country’s skills requirements. These efforts encourage self-employment and can boost economic growth, according to the NDP. By increasing the production of young skilled artisans, the country can make significant progress towards economic advancement.

PARTNERSHIPS A PRIORITY FOR EMPLOYMENT OPPORTUNITIES

Partnerships with industries are a top priority when offering artisan development programmes. Artisan development training programmes require institutional training with knowledge modules and the placement of learners in industries for experiential learning to acquire practical knowledge. Artisanship training requires collaboration between training institutions and the private sector to increase innovation, improve infrastructure and prevent an oversupply of skills. Elangeni Technical and Vocational Education and Training (TVET) College is developing the rural and township economy by creating

employment opportunities through a range of skills programmes, learnerships and apprenticeships, and ministerial-approved programmes to certify students that have gone on to secure employment in various sectors of the economy. ETVET believes value-added programmes focused on business incubation are necessary to help unemployed youth become entrepreneurs and take advantage of the township economy

and other initiatives to create jobs. At ETVET, we believe in partnerships and have forged international collaborations with institutions in the Netherlands, China, the United Kingdom and the United States.

Artisanship training enhances human capital development and increases chances of employability not only in South Africa, but also across the globe. It improves the employability of those that may have been prevented from gaining access to education and the labour market, but it can also increase levels of production and economic expansion. In this way, it can contribute to reducing unemployment. Recently, the College acquired Trade Test Centre status for two programmes (welding and electrical engineering) and views this as an enabler for meeting the goal of the NDP Vision 2030 of producing 30 000 artisans annually. My vision for our students is that

Elangeni TVET College’s

Rector/Principal,

TJ Zodwa Kula, shares why equipping students with practical skills is essential

ARTISANSHIP TRAINING REQUIRES COLLABORATION BETWEEN TRAINING INSTITUTIONS AND THE PRIVATE SECTOR TO INCREASE INNOVATION, IMPROVE INFRASTRUCTURE AND PREVENT AN OVERSUPPLY OF SKILLS.

they will use the knowledge and experience they gain at ETVET to fi nd gainful employment or launch successful businesses. I would love to hear about alumni that have gone on to be leaders in their fi elds because of the education they received at ETVET.

EDUCATING FOR SUCCESS

I believe that success in education and life depends on an individual’s effort, supported by an educator. At ETVET, we endeavour to instil in our students a sense of integrity, selfconfi dence and self-motivation and to shape them into independent thinkers so that when they graduate with a skill or diploma in their area of study, they are employable and selfsustainable. I want students to be inspired to engage in a process of lifelong learning. I want to ensure that ETVET’s core values are instilled in all our students, including our emphasis on honesty, respect, transparency, accountability, loyalty, hard effort and constant growth. As the head of the institution, I emphasise trust, culture and a clear vision for ETVET management. The college’s teaching and learning deliverables would diminish without competent leadership. I encourage all staff members and students to come to me with any questions, suggestions or concerns they may have regarding the institution. My door is always open. I have also established the

College Staff Awards and College Sports Day to recognise staff for their outstanding work and to integrate wellness and athletics. These events help to build stronger bonds and motivate staff in the workplace.

ETVET maintains excellent teaching and learning standards, profi les alumni as ambassadors for its quality education and boosts its visibility through marketing and communication objectives, such as the college’s newsletter and social media channels, such as Facebook, Instagram and YouTube – attracting aspiring artisans.

MILESTONES AND INITIATIVES

With three consecutive unqualified and clean audits from the Auditor General in 2020, 2021, and 2022, Elangeni TVET College is confident in its financial management policies and procedures. ETVET appreciates the exemplary work of its Finance Department and the College Council for their good governance.

Elangeni TVET College has a vision to generate graduates who are employable and able to provide a sustainable future for themselves. Our students must be able to use the knowledge and experience they gain at ETVET to find gainful employment or to launch successful businesses of their own.

The College recently acquired a 450-student capacity skills centre, largely geared towards Construction and Building, Civil and Farming Management and Agribusiness. The site has a great potential to be a multi-purpose centres for both commercial and education – thus contributing to the spatial transformation of Inchanga and surrounds. We need to acquire new equipment for workshops, and strategic partners will be given an opportunity to fund equipment and/or workshops aligned to their preferred industry needs in line with the accreditation requirements.

ETVET’s KwaMashu Campus is currently sharing its location with a high school. We have decided to build a new campus in KwaMashu. The new complex will host 900 students with special focus on the following skills: Refrigeration, Motor mechanic, Spray painting Information Technology and Hospitality.

The College is hosting a Fundraising Golf Day on 27 July 2023. We are looking for sponsorship from industry. Our partners will play a critical role to ensure that we respond to the skills and occupational demands of the industry sectors. The proceeds of this fundraising initiative will contribute towards the relocation of ETVET’s KwaMashu Campus as well as the development of a Skills Centre in Inchanga.

For more information: 031 492 4363

marketing@elangeni.edu.za

www.elangeni.edu.za

Elangeni TVET College

@Elangeni TVET College

Elangeni TVET College

WE ENDEAVOUR TO INSTIL IN OUR STUDENTS A SENSE OF INTEGRITY, SELF-CONFIDENCE AND SELF-MOTIVATION AND TO SHAPE THEM INTO INDEPENDENT THINKERS.

IT’S ABOUT PEOPLE

KAREN MULLER , global client service advisor at Top Employers Institute, shares why humanity should be a top priority for business leaders in 2023

for identifying and solving wellbeing challenges before they become bigger problems.

Lastly, learning and career development can be enhanced by offering platforms that allow employees to evaluate themselves and discover their growth opportunities. Resources such as mentors, coaching or career counsellors are essential so that all employees receive personalised advice on their next career steps.

The pandemic changed the way we work, shining a spotlight on employees’ challenges and springboarding platforms for them to voice their concerns.

Today, people culture can no longer be put on the back burner. Business leaders must focus on creating a super-personalised employee experience, listen to the “heartbeat” of the organisation – employees – and deliver a lasting positive impact within and beyond their organisational boundaries to remain competitive.

The top three trends revealed in our company’s recently released World of Work Trends Report 2023, shows that the key priorities for businesses in 2023 should be:

1. Creating a high-performance culture.

2. Developing new leadership capabilities.

3. Aligning purpose, vision and values.

FROM PEOPLE-CENTRIC TO PERSON-CENTRIC

Employers will need to offer next-level personalisation in how they approach flexible, remote and hybrid working, wellbeing and benefits and learning and career development.

Now that hybrid work is increasingly being formalised, businesses must reinforce a culture of trust and accountability. This can be done by empowering employees to manage their working hours and location.

Personalising wellbeing and benefits can be addressed through regular conversations between managers and employees. Active listening by these managers will be a key skill

Developing new strategic skills is vital, particularly that of “listening to the heartbeat” of the organisation. Leaders are effectively having to “double screen” their working world by simultaneously thinking about long-term horizons while acting decisively in the short term to not only survive, but also thrive. They will need to place greater focus on a more committed listening strategy to win the emotional commitment of their teams when dealing with disruptive challenges.

POSITIVE IMPACT IS THE NEW NORTH STAR

Positive impact among organisations can be defi ned and achieved in three ways: a lived purpose, diversity and inclusion (D&I) and sustainability.

A lived purpose, at its best, is shown in the decisions made by all employees daily. Employees want to know that their organisation’s culture and purpose align with their own goals, priorities and values. These are elements that the world’s best employers capture in their employee value propositions.

Diversity and inclusion are imperative in business, with the best organisations acting decisively to achieve both daily. In 2023, we see a signifi cant growth in initiatives to ensure diverse representation at all levels of the organisation.

Sustainability is about showing real commitment to delivering a lasting positive impact in everything the company does. Organisations wanting to impact the world positively are increasingly including social and environmental performance indicators in their internal management reporting.

Businesses worldwide must recognise that they need to place greater focus on humanity, which is at the heart of these three trends, so that they prosper now and into the future, creating a better world of work for all.

RECENT GLOBAL SURVEYS PROVIDE GREAT INSIGHTS INTO FLEXIBLE WORK ARRANGEMENTS

• A survey by Mercer of 800 human resource leaders reported that 94 per cent found that their company’s employees were more or equally productive working remotely compared with working in the office.

• A two-year survey by Great Place to Work of more than 800 000 employees showed that the shift to working remotely during the pandemic boosted worker productivity by six per cent on average.

• Envoy – a US-based workplace-tech organisation – found that 82 per cent of organisations surveyed have a hybrid work policy, and 71 per cent of employees preferred going into the office mid-week.

• Vitality’s employee wellbeing survey, Britain’s Healthiest Workplace found that hybrid employees have the lowest loss of productive days.

• Survey data of 1 100 corporate executives across several industries globally, revealed that the return-to-offi ce mandates of companies such as Amazon, Disney and Starbucks represent the exception, not the rule.

Source: Advaita Naidoo, Africa MD at Jack Hammer Global

DOWNLOAD THE WORLD OF WORK TRENDS REPORT 2023

EMPLOYEES WANT TO KNOW THAT THEIR ORGANISATION’S CULTURE AND PURPOSE ALIGN WITH THEIR OWN GOALS, PRIORITIES AND VALUES.

FARMING FACES UNIQUE CHALLENGES

Transformation has progressed, but a lack of services hinders future growth, writes LINDI

The dawn of democracy in South Africa brought significant changes to the agricultural sector. The marketing boards abolished in 1998 brought an open market system, eliminating limits on land ownership and paving the way for greater inclusion in the agricultural sector.

While transformation in agriculture has lagged in progress, the demographics of agriculture are far more inclusive than what is popularly portrayed by the government in its arguments in favour of land expropriation without compensation.

The Agricultural Business Chamber’s chief economist, Wandile Sihlobo, points out that while Statistics SA does not have comprehensive data on farmers, accurate figures can be assembled when taking the population census into account as well. “There are 242 221 commercial farming households in South Africa, of which only 18 per cent are white commercial farmers. If we consider only the agricultural households with agriculture as their main source of income surveyed in the 2016 Community Survey, we end up with 132 700 households of which 70 per cent are black farmers.”

The figures show that commercial farming in South Africa consists mainly of small-scale family-based operations, with almost 90 per cent of all VAT-registered commercial farming businesses classified as micro- or small-scale enterprises – earning less than R2.5-million annually. These farmers are responsible for only 23 per cent of total farm income but 37 per cent of all farm employment. Large-scale enterprises with

BOTHA

more than R22.5-million turnover per annum, however, take up 67 per cent of total farming income and employ more than half the labour force, while taking up only 6.6 per cent of farming units.

Sihlobo states that generalisations of the South African farming landscape should be avoided since the statistics show that not all white commercial farm operations are “large-scale” and not all black farmers are “small-scale”, “subsistence” or “emerging”.

While the agricultural sector is changing and has grown to include a substantial number of black farmers, the increasing global tendency towards fewer, larger farms has raised concerns. Economies of scale make it easier for farmers to overcome production challenges, hence the global movement, but South Africa also faces unique challenges that prevent smaller farms from succeeding.

LACK OF GOVERNMENT SUPPORT

Prof Johann Kirsten, director of the Bureau for Economic Research at Stellenbosch University, says the lack of government support, rampant crime, excessive logistic costs due to poor roads, electricity shortages and underfunded research and development means that farmers have to undertake and fund multiple tasks themselves. Tasks that would usually be provided by the government.

“The only way they can fund these ‘support services’ is to grow the business to the point where the additional costs can be carried and justified. The failure of the state has led to a situation where small- and medium-scale farmers struggle to survive.” All farmers face production challenges, but small-scale

farmers especially are hard hit. Malapane Thamaga, agricultural economist at the African Farmers Association of South Africa (AFASA), explains that while small commercial farmers have the passion and commitment to keep producing, getting the produce to the market and earning a competitive income for it is one of the biggest challenges.

“It serves no purpose if produce is produced and packaged, but can’t get to a marketing platform. In addition, if transport must be sourced, it comes at great cost and is one of the biggest challenges facing small commercial farmers.”

He adds that without reliable transport continuously delivering produce as it is harvested is not possible. This hinders farmers from establishing trust with buyers and building a trusted brand.

“This is where we need the government’s support to ensure that farmers can get their produce to consumers. If we can get this right, we will be one step closer to a more inclusive agricultural sector, motivate small commercial farmers to stay in the game and ensure greater food security and rural employment. In the long run, this is what will grow our economy. Achieving food security is only possible if true inclusivity is established. We are a long way from this point. The current norm is no longer good enough and we must all push hard to change our environment for the better.”

Malapane Thamaga

“WHILE SMALL COMMERCIAL FARMERS HAVE THE PASSION AND COMMITMENT TO KEEP PRODUCING, GETTING THE PRODUCE TO THE MARKET AND EARNING A COMPETITIVE INCOME FOR IT IS ONE OF THE BIGGEST CHALLENGES.”

– MALAPANE THAMAGA

A win for agriculture

Twenty Akkedisberg Vineyard workers turn seven bags of salt into sixteen hectares of hope and inspire the whole community, writes

WENDY PETERSEN , executive manager of the SA Wine Industry Transformation Unit

At the foot of the southernmost mountain range in Africa, a group of workers have been cultivating land and tending vineyards in the award-winning Overberg wine region for decades. Now, the workers of Akkedisberg Boerdery are the proud owners of their own brand, and the excitement at the well-known Raka wine farm is palpable.

Raka, situated between Caledon and Stanford in the Western Cape, is where 20 members of Akkedisberg launched their first wine, Southern Treasures Pinotage 2021, early in May this year. Akkedisberg Boerdery, a company with a trust as shareholders and beneficiaries, was founded in 2013. It leases sixteen hectares of land from Raka Wines, owned by the Dreyer family, at a nominal amount with a 30-year agreement.

The brand name Southern Treasures refers to the people who made this empowerment

project possible. The expression “eating a sack of salt together” does not adequately describe what this project achieved within 10 years. Rather, seven heavy sacks of salt, as in the well-known Afrikaans nursery rhyme, have now transformed into sixteen hectares of hope.

MENTORSHIP, CAPITAL AND PEOPLE WITH A WILL

Josef Dreyer grew up on Raka farm, studied at Elsenburg and took over the winemaking from his father in 2007. From an early age, he experienced how his father adapted to the times by replacing citrus on the farm with vineyards, building a cellar and setting up an empowerment project in the fishing industry. “I know the people,” says Dreyer about his Akkedisberg colleagues. “We work together and have a good relationship. That is why it was important to create and establish an opportunity for them in agriculture.”

The Dreyers assisted Akkedisberg to apply to Vinpro in 2014 for a vineyard planting project and to invest capital in a fishing business. Their first vines were planted in 2015 – Sangiovese, Pinotage and Malbec. At first, the grapes were sold to Raka, but by 2019, the members were keen to establish their own label.

According to Dreyer, the main aim of the project is to empower workers by transferring skills to them. “Nelson Mandela said that education is the most important tool with which to change the world. Raka has no stake in this project; we are two separate entities. I would not be able to afford such a project on my own. Capital is important, and that’s where the Western Cape and the national government come in – they gave most of the money – as well as the financial contribution, mentorship and guidance that the SA Wine Industry Transformation Unit (SAWITU) provides. My contribution is my time and love for our community. I can’t just sit back and think something is going to happen. But the most important requirement is someone who wants to drive the project themselves and take ownership of it. People such as Mariëtte Moos and Christel Moses.”

“THE PROJECT AND THE PEOPLE I HAVE MET OVER THE PAST EIGHT YEARS INSPIRE ME. NOW I KNOW THAT I CAN DO SOMETHING, NOT ONLY FOR MYSELF, BUT ALSO FOR THE PEOPLE AROUND ME.” – MARIËTTE MOOS

FROM “STOKKIESDRAAI”, PICKING FLOWERS AND SELLING NAARTJIES TO DIRECTORSHIP

Mariëtte Moos, a director of Akkedisberg, grew up in the Boland and, so to speak, in the vineyard. Her husband, Andrew Moos, is Dreyer’s left and right hand in the cellar. The family has been living and working at Raka for two decades.

“I really love the vineyard,” says Moos, who did not finish high school but started working full-time in a vineyard in Wellington at the age of 16. On her life journey to her own vineyard, she worked on fynbos export farms in the Overberg, sold naartjies “next to the road” when her four children were small, and today, she still works in Raka’s vineyards.

Moos says she would never have dreamt she could cultivate her own vineyard or launch her own wine. “Piet Dreyer and his son, Josef, encouraged us over many years to become part of an empowerment project and just never gave up,” says Moos. “The project and the people I have met over the past eight years inspire me. Now I know that I can do something, not only for myself, but also for the people around me. It’s a really good thing the Dreyers have done.”

Moos is proud of her children who work on the farm and her two daughters who completed matric, one of whom is completing a tourism course at Boland College. “This project is for all our workers. One day, if I can, I would like to create jobs too, especially for young people who have not finished school.”

GROWING AND LEARNING WITH THE PROJECT

Christel Moses not only works in Raka’s tasting room, where she helps with administration, deliveries and wine tastings, but has also been a director of Akkedisberg since 2022.

Moses grew up on Rietpoel farm near Riviersonderend and attended high school

in Caledon. Although she did not complete matric, she is computer literate and has received a farm worker award. Before joining Raka in 2015, she was employed at Springfontein Wine Estate, where she received wine-tasting and cellar training and completed Vinpro’s SKOP course. She lives in Stanford with her mother and her 17-year-old daughter.

who dream of similar projects. “Do what the employer asks you to do. Listen. Don’t be stubborn. Be prepared to be helped, and then you might get an opportunity. If you give your best, they will try to help from their side. If you put your heart into it and believe in yourself, I believe you will come out on top.”

INVEST IN A RARE TREASURE

Moses is excited now that their product is on the shelves where everyone can see it.

support

“I learn something every day,” explains Moses. “It’s wonderful how Raka’s owners have done everything in their power to support us. Piet Dreyer wanted to walk this path with his workers, and Josef, as winemaker and mentor, works hand in hand with us and assists us with financial advice.”

Moses also singles out SAWITU’s role. “If it weren’t for Wendy Petersen, SAWITU, and the government, we would not have reached this point. We, as workers, feel proud to have been chosen by SAWITU for this project. The funds are used for our vineyards, including everything from purchasing vines and poles, planting, spraying, water and electricity, tractors, fuel, and more, as well as for our wine, from the bottles to labels and marketing material.”

Moses says that all 20 workers on the farm are involved, and everyone’s input is considered. “Be patient,” is her first piece advice to people

“This wine is something a little different, a Pinotage, but not necessarily with the flavour profile that people are used to,” she explains. “Even people who don’t like Pinotage, but taste it because I encourage them, say afterwards that I was right.”

Only a limited number of 5 033 bottles of the Southern Treasure Pinotage 2021 have been released. The wine can be bought for R300 at Raka Wine Estate between Caledon and Stanford. “Southeast of Hermanus, just a ‘short’ distance from Stellenbosch,” Piet Dreyer says tongue in cheek.

“Come and experience the northernmost point of the southernmost mountain range in Africa,” invites Josef Dreyer. “The Klein River is popularly known as the longest river in the world whose source and mouth are the closest to each other, a distance of 90km of meandering, but only 3.3km as the crow

flies.”

“PIET DREYER WANTED TO WALK THIS PATH WITH HIS WORKERS, AND JOSEF, AS WINEMAKER AND MENTOR, WORKS HAND IN HAND WITH US AND ASSISTS US WITH FINANCIAL ADVICE.” – CHRISTEL MOSES

us. Piet Dreyer wanted to walk

Members of Akkedisberg Winery with Josef Dreyer.

From left: Josef Dreyer, Mariette Moos and Christel Moses of Akkedisberg Winery, and Wendy Petersen from SAWITU.

Akkedisberg Wineries Southern Treasure

CONNECTING YOU

SENTECH is a B-BBEE level 1 South African-based digital infrastructure and content delivery company providing services in South Africa and on the African continent.

As the custodian of both Individual Electronic Communications Network Services (I-ECNS) licence and Individual Electronic Communications Services (I-ECS) licence, we are able to provide voice-based telecommunications and multimedia services.

SENTECH is a Schedule 3b government enterprise and we derive our mandate from legislation, particularly the SENTECH Act and the Electronic Communications Act (ECA).

SENTECH was incorporated as a wholly owned subsidiary of the South African Broadcasting Corporation (SABC) in 1992. In 1996, the SENTECH Act (No. 63 of 1996) was amended, converting SENTECH into a separate public entity that owns the largest infrastructure in the country for terrestrial signal distribution for both television and radio.

PRODUCTS AND SERVICES

The company has an extensive, strategically positioned infrastructure that provides a

combined coverage to 100 per cent of the South African population. This enables us to provide facility leasing and co-location on our masts, offering connectivity and infrastructure services to the retail, telecommunications and public sectors. We provide broadcast transmission services to commercial and public broadcasters in the country, including over 150 community radio stations.

• Video and audio content distribution.

SENTECH provides video and audio content distribution to Radio and TV broadcasters in South Africa and Africa through Satellite- DTH (direct-to-home), DTT (Digital Terrestrial Television), and Over-the-Top (OTT).

• Mast and Towers leasing.

SENTECH provides co-location of its masts and towers to leading telecommunications and wireless providers on more than 320 high-sites. The high-sites are situated strategically at different locations with different heights to fit customer coverage needs, throughout South Africa. The company provides and manages passive infrastructure services with value-added services for customers.

• Broadband connectivity.

SENTECH connects households, clinics, schools and communities in South Africa through satellite, VSAT and fixed wireless.

• Data centre infrastructure.

The company offers tier 2 data centre co-location services to customers and small enterprises. The company is in the process of upgrading to tier 3 to offer enterprise-type cloud and infrastructure services.

• Satellite operations.

Throughout its 30 year of existence the company has been providing satellite services for broadcasting such as DTH and VSAT. The company has a plan of becoming a communication satellite operator for

SENTECH PROVIDES SITE-SHARING FACILITIES TO PUBLIC AND PRIVATE COMPANIES ON MORE THAN 220 OF ITS TRANSMITTER HIGH-SITES FOR VARIOUS COMMUNICATION SERVICES THROUGH ITS FACILITIES LEASING SERVICE.

SENTECH is committed to creating smart communities through the delivery of content and digital solutions

broadcast, broadband connectivity and surveillance by launching own operated Pan-African Satellite.

SOCIOECONOMIC AND ENVIRONMENTAL INITIATIVES

The company supports socioeconomic transformation through preferential procurement from small and medium enterprises, skills development and corporate social investment. It employs talented and engaged people and provides workplace training as well as bursaries for employees to further their studies or branch into other linked jobs within the company. The bursary scheme provides financial assistance towards part-time studies of tertiary qualifications.

SENTECH’s focus on socioeconomic transformation is achieved through the management and support of various programmes that aim to:

THE COMPANY

• Sustain SENTECH’s B-BBEE contribution level.

• Increase the number of black- and female-owned enterprises.

• Grow sustainable black qualifying small enterprises (QSE) and Exempt Micro Enterprises (EMEs).

• Increase its current supplier base through the introduction of new black start-up enterprises.

• Upskill the current supplier base of black QSE/EMEs.

• Breakdown market barriers for SMMES.

• Improve employee skills.

• Bridge the digital divide.

As a responsible corporate citizen and ethical steward of the natural environment, it has converted four of its sites to clean energy and plans to convert 10 sites by 2025. In addition, a solar power plant was

installed at the company’s head office, which has assisted in reducing indirect emissions by 1 154 tonnes of carbon dioxide.

VISION AND VALUES

SENTECH ’s vision is to be a global leader in digital infrastructure enabling connectivity and content delivery, and the company’s ethos is refl ected in its values: i – CAARE – innovation, customer-centric, agile, accountable, reliable and ethical. It is all about connecting you to the world and connecting the world to you.

For more information: Call centre: 0860 736 832 WhatsApp: 060 062 5458 support@sentech.co.za www.sentech.co.za

SUPPORTS SOCIOECONOMIC TRANSFORMATION THROUGH PREFERENTIAL PROCUREMENT FROM SMALL AND MEDIUM ENTERPRISES, SKILLS DEVELOPMENT AND CORPORATE SOCIAL INVESTMENT.

Digital Transformation

FAYE ROSS, senior talent acquisition specialist at Strider Digital, shares the three in-demand digital jobs in South Africa and what traits are needed to get the job

Never before have digital skills been so important in the workplace. In today’s digitally led era, global tech companies, financial institutions and all companies that touch the digital economy see this skill set as a non-negotiable. And this is no different for South African businesses. According to SAP Africa’s new Africa’s Tech Skills Scarcity Revealed report, 70 per cent of South African companies cited digital transformation skills as an in-demand skill.

Digital skills are paving the way for our workplaces of the future. So, it’s no secret that all digital jobs on offer today demand a baseline digital skill set that requires talent to be multidisciplined and have both hard and soft skills.

Here are three of the top digital positions businesses are looking to fill.

1. PRODUCT DESIGNER (UX/UI)

Both UX (user experience) and UI (user interface) design form part of a product designer’s skill set. UX or user experience involves the development of products that solve user problems while providing them with a good experience. UI design refers to the look and feel of the product, ensuring that it’s pleasing to the eye and consistent with the brand’s visual identity. Product designers are in high demand.

It’s very true today that no one wants to use an app or website that is difficult to navigate or unintuitive. And as a result, companies are

constantly striving to improve the usability of their platforms, as well as their overall customer experience. They have now realised that providing a good user experience is a way of upping the game against their competitors – and a good product designer is key to their success.

Product designers should be emphatic, curious, creative and solutions driven. They also need to be innovative – this must come across in a portfolio of work that not only showcases final products, but also showcases methodology and thought processes used.

2. IT BUSINESS ANALYST

IT business analysts oversee all the digital elements that operate within a business. They focus on products, processes and systems, working to ensure these operate seamlessly within current digital trends, the needs of the market and desired profits of the business.

An IT business analyst will essentially be bridging the role of IT and business while working to improve the company’s overall efficiency. Duties include a lot of data analysis, which includes large volumes of digital information, but, more importantly, understanding and interpreting business requirements and then creating solutions based on these needs.

IT business analysts come from diverse backgrounds, but you can generally expect a business analyst to have experience in business administration, computer science, information technology or engineering.

Those who succeed in this field are analytical thinkers with great emotional intelligence, high attention to detail and exceptional stakeholder engagement skills.

3. SOFTWARE QUALITY ENGINEER

A software quality engineer tests the quality and the competency of a software product before it goes live, but also plays a quality check role throughout the entire product development cycle.

Software quality engineers focus on developing and implementing software testing strategies as well as crafting and executing test plans and cases. But as crucial as the tests they run are the relationships they need to build. Software quality engineers work closely with software developers and other stakeholders, so communication is key.

Successful software quality engineers are inquisitive, collaborative, fast learners and the ultimate problem-solvers. As with many software development related jobs, software quality engineers usually have a background in computer science, but this isn’t always the case. We’ve seen candidates with a talent for testing propel themselves into immense success via coding bootcamps or college short courses.

EMPOWERED THROUGH INFRASTRUCTURE

In May 2020, President Cyril Ramaphosa launched the National Infrastructure Plan (NIP), outlining the need for infrastructure-led economic growth and recovery for the country. Cabinet further established Infrastructure South Africa (ISA), housed in the Department of Public Works and Infrastructure (DPWI), and in August 2020, established the Infrastructure Fund to finance projects identified in the NIP.

Managed by the Development Bank of Southern Africa, in partnership with National Treasury and DPWI, the Infrastructure Fund provides blended financing solutions by sourcing funding from the private sector, institutional investors, development financing institutions and multilateral development banks.

The ISA ensures the allocation of funds, along with legal, technical and financial mechanisms, while providing a system to account for all infrastructure projects at the various levels of government.

Despite government’s intentions, Nedbank’s Capital Expenditure Project Listing, released at the beginning of 2023, showed a decline in infrastructure projects, with the value of new projects announced during the year amounting to R248.5-billion, down from R392.7-billion and R425.4-billion in 2021 and 2020, respectively.

According to Nedbank, “the slowdown resulted from a moderation in project announcements by general government and public corporations. This suggests a hesitancy among businesses to commit to large capital expenditure given weak business confidence worsened by intense load shedding as Eskom struggled to sustain power supply and a deterioration in global growth prospects”.

However, Minister of Public Works and Infrastructure Sihle Zikalala says this will change. “There is an urgent need to speed up the implementation of infrastructure projects to achieve economic and social transformation. We are a government envisioning a new economic architecture where job creation and participation

of local suppliers into the construction, maintenance and property management value chains is a norm rather than an exception.”

R900-BILLION BOOST FOR INFRASTRUCTURE

ISA is projecting to spend R903-billion on infrastructure over the medium term. The largest portion, around R448-billion, will be spent by state-owned companies, public entities and public-private partnerships.

At the end of April, the minister gave an update on the progress. The total value of projects completed is R21.4-billion – mainly roads and human settlement projects. The value of projects currently in construction is R313-billion. Projects in procurement stand at R295.2-billion.

LOCAL GOVERNMENT THE CATALYST FOR INFRASTRUCTURE DEVELOPMENT

Local governments countrywide are at the coalface of delivering essential services, including bulk economic and social infrastructure.

Charity Wurayayi, group head for group accounting in the City of Johannesburg (CoJ), is working on her 10th annual budget, estimated at R77.5-billion for the 2023/24 financial year. This includes a capital budget of R6.9-billion, of which nearly R5-billion has been allocated to infrastructure projects.

DEPARTMENT OF PUBLIC WORKS AND INFRASTRUCTURE UPDATES ON MEGA PROJECTS

• N3 Highway upgrade – meeting timeline targets. Further improvement is to start in May 2023.

• N2 Wild Coast Highway (Mtentu Bridge) – work will start in May 2023.

• Umkhomazi Water Project in KwaZulu-Natal – a R24-billion water augmentation project in advanced preparation stage.

• Vaal River System and Lesotho Highlands Water Project – construction of advanced infrastructure in progress.

• Raising of Hazelmere Dam wall – completed.

Highlighting how infrastructure is key to transformation, Wurayayi explains that Johannesburg’s spatial form still bears the signs of a city divided by apartheid. “Many residents continue to live far from economic opportunities and therefore investment that seeks to transform the spatial form must continue to address historical economic imbalances.”

In 2012, CoJ identified key economic corridors of investment based on transport nodes from the south to the north through the inner city.

“These have become our main investment focus areas aimed at improving transport along the corridors and increasing the density of residential and business activity.

“Historically, CoJ has been a market leader in diversified funding instruments and often been at the forefront of innovative funding options. However, in recent years much of the city’s funding has been confined to bilateral loans with local financial institutions.

“During the ‘COVID-19 years’, financial institutions took a conservative view of lending to local government in light of the constrained economy. Thus, while the city has ample capacity to borrow to fund capital investments, loan funding has not been readily available to respond to the full requirements. As the economy improves, we expect market appetite to shift accordingly,” Wurayayi says.

The correlation between infrastructure development and economic growth has long been understood as being critical to eliminating poverty and reducing inequality in South Africa, writes DEIDRE FORBAY

Charity Wurayayi

ISA IS PROJECTING TO SPEND R903-BILLION ON INFRASTRUCTURE OVER THE MEDIUM TERM. THE LARGEST PORTION, AROUND R448-BILLION, WILL BE SPENT BY STATE-OWNED COMPANIES, PUBLIC ENTITIES AND PUBLIC-PRIVATE PARTNERSHIPS.

CREATING AN EQUITABLE WORKING ENVIRONMENT

GOVERNMENT’S FOCUS AREAS

Speaking at the Presidential Work Group on Disability in March this year, President Cyril Ramaphosa said the government’s focus areas include creating accessible and inclusive environments for people with disabilities, ensuring that public facilities and services are accessible and promoting universal design principles in the built environment. He added that government would promote the participation of people with disabilities in decision-making processes and ensure their voices are heard in all areas of public life.

Early this year, President Cyril Ramaphosa, in his opening address at the Presidential Working Group on Disability, laid out the tangible steps government will take to address shortcomings in how it deals with the challenges faced by people with disabilities. He said: “First, we will increase funding for disability-related programmes and services. This will include funding for education, training, employment and healthcare services for people with disabilities.

“Second, we will strengthen disability-related policies and legislation to ensure effective implementation. We will work with disability organisations and other stakeholders to develop and implement disability-inclusive policies and programmes that promote the rights and welfare of persons with disabilities.

“Third, we will increase public awareness and understanding of disability issues through public awareness campaigns and community outreach.

He added that, according to Statistics South Africa, around seven per cent of our population has some form of disability. “These are not just numbers. They represent human beings with aspirations, dreams and purpose, citizens whose rights to equal treatment and opportunity should be guaranteed and protected.”

Despite these affirming words, founder and executive director of Disability Info South Africa (DiSA) Alan Downey says: “Since 1996, various legislation has been passed to promote the

THE STATISTICS

Disability is more prevalent among females compared to males (8.3 per cent and 6.5 per cent respectively).

• More than half (53.2 per cent) of persons aged 85+ have a disability.

• 11 per cent of persons aged five years and older have visual difficulties.

• 4.2 per cent have cognitive difficulties (remembering/concentrating).

• 3.6 per cent have hearing difficulties.

• 2 per cent have communication, self-care and walking difficulties.

Source: Disability Info South Africa

rights of persons with disabilities. While these are meant to prohibit unfair discrimination against employees on the grounds of disability or illness, access to the workplace environment remains a distant dream for most.”

Justene Smith, disability specialist at Progression, agrees and adds that what exacerbates the challenge is that the Department of Labour and Employment has failed to penalise companies that don’t comply with legislation.

“Rather than penalties, perhaps governments should encourage compliance with tax incentives – as they come with tangible benefits for companies,” says Smith.

Downey adds: “Although there is a need to ensure that workplaces are more inclusive, we cannot ignore other competing interests. Prioritising and balancing these become important.

“A good example is an ATM that is inaccessible to people using wheelchairs, but has a sanitiser for other customers. You then ask yourself how these needs are weighed and considered,” Downey comments.

Downey says in some countries overseas, building structures that are not accessible for persons with disabilities are torn down. He asked why South Africa does not have the same rules, as buildings – office space, shopping malls and schools – are being erected daily, yet most are not even wheelchair-friendly.

“Why is public transport still so inaccessible to persons with disabilities, especially trains and taxis? It makes being able to commute extremely difficult. Companies need to understand that when they hire persons with disabilities, transport is one of the key challenges they will encounter. It is also twice as expensive, if not more, to get around.”

Perhaps even more disheartening is that in his opening address, Ramaphosa said: “There is inadequate funding for disability-related programmes and a lack of public awareness and understanding of disability issues. As a government, we recognise that we have not done enough to support people with disabilities.”

What is clear though is that government cannot do the work to create an inclusive society alone. Corporate South Africa, organisations working within the sector and communities must band together to create the equity to which people living with disabilities are entitled.

After 29 years of democracy, persons with disabilities in South Africa are still not fully integrated into the workplace, writes HAPPY ZONDI

“ALTHOUGH THERE IS A NEED TO ENSURE THAT WORKPLACES ARE MORE INCLUSIVE, WE CANNOT IGNORE OTHER COMPETING INTERESTS. PRIORITISING AND BALANCING THESE BECOME IMPORTANT.” – ALAN DOWNEY