Growth & Development Africa - Special Report

Chapter 17 Growth & Development Africa

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The Southern African Development Community (SADC)

The Southern African Development Community (SADC) has been in existence since 1980, when it was formed as a loose alliance of nine majorityruled States in Southern Africa known as the Southern African Development Coordination 256

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Conference (SADCC), with the main aim of coordinating development projects in order to lessen economic dependence on the then apartheid South Africa.

The founding Member States are: Angola, Botswana, Lesotho, Malawi, Mozambique, Swaziland,

United Republic of Tanzania, Zambia and Zimbabwe.

SADCC was formed in Lusaka, Zambia on April 1, 1980, following the adoption of the Lusaka Declaration - Southern Africa: Towards Economic Liberation.

The transformation of the

organisation from a Coordination Conference into a Development Community (SADC) took place on 17 August, 1992 in Windhoek, Namibia when the Declaration and Treaty was signed at the Summit of Heads of State and Government thereby giving the

Tanzania, Zambia and Zimbabwe.

SADC headquarters are in Gaborone, Botswana.

THE SADC VISION The SADC vision is one of a common future, a future within a regional community that will ensure economic well-being, improvement of the standards of living and quality of life, freedom and social justice and peace and security for the peoples of Southern Africa. This shared vision is anchored on the common values and principles and the historical and cultural affinities that exist between the people of Southern Africa.

organisation a legal character.

The Member States are Angola, Botswana, the Democratic Republic of Congo, Lesotho, Madagascar, Malawi, Mauritius, Mozambique, Namibia, Seychelles, South Africa, Swaziland, United Republic of

SADC Headquarters Plot No. 54385 Central Business District Private Bag 0095 Gaborone Botswana Tel: +267 395 1863 Fax: +267 397 2848 Email: registry@sadc.int www.sadc.int

Executive Secretary Dr. Tomaz Augusto SalomĂŁo Best of South Africa

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NEPAD is a Vision and Strategic Framework for Africa’s Renewel

The strategic direction of the NEPAD Agency is based on the following thematic areas: (a) Agriculture and Food Security; (b) Climate Change and Natural Resource Management; (c) Regional Integration and Infrastructure; (d) Human Development; (e) Economic and Corporate Governance; and (f) Crosscutting Issues of Gender and Capacity Development.

The New Partnership for Africa’s Development (NEPAD) Chief Executive Officer Dr Ibrahim Assane Mayaki of the Republic of Niger and Prime Minister of that country from November 1997 to January 2000, is intent on taking their Partnerships to new heights – and lengths.

Dr Ibrahim Assane Mayaki, Chief Executive Officer

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What is NEPAD The NEPAD strategic framework arises from a mandate given to the five initiating Heads of State (Algeria, Egypt, Nigeria, Senegal, South Africa,) by the Organisation of African Unity (OAU) to develop an integrated socio-

economic development framework for Africa.

The socio-economic framework was a result of the merger of the OMEGA initiative, which had been initiated by President Wade of Senegal and the Millennium Partnership for the African Recovery Programme (MAP) into the New Africa Initiative (NAI). NAI, which was later named the New Partnership for Africa’s Development, was formerly adopted by the 37th Summit of the OAU in July 2001, in Lusaka, Zambia.

“The founding countries all came to the party and joined forces designing a comprehensive development framework which could be used as a referral framework,” he adds. “The referral framework would measure the outcomes of delivering certain development programmes in key sectors such as Infrastructure, which covers energy, transport, ICTs, water and sanitation; Agriculture and Food; Peace and Security; Science, and Technology; Trade &

Market Access, including, Tourism and the Environment; Human Development - which includes Health and Education and Water & Sanitation. In addition, we also have a focus on Governance and State Capacity Building which are the conditions for sustainable development, while Gender and women empowerment is central to all programmes. ” Dr Mayaki says the key dimensions of NEPAD are two-fold – Accountability and Integration: “Firstly,” he says, “the programme is based on Africans counting on themselves in order to achieve the set African Union (AU) vision as espoused in the AU Constitutive Act, and the internationally agreed Millennium Development Goals (MDGs) and do not count exclusively on foreign aid. Secondly, African development will not be possible if there is no regional integration.”

The Future With regard to the future, Dr Mayaki says he, and NEPAD, see the future in a very positive light. “We have highly skilled staff and an exceptionally good reputation with our partners. Our strategic plan will, very strictly, encompass the mandate which has been defined for us. We are building an organisational culture based on participatory mechanisms which will help us to collectively describe and attain our programmes and activities.

“The image which has to be created and disseminated by NEPAD,” Dr Mayaki emphasises, “is that the NEPAD is an inclusive African initiative for the whole of Africa and not a closed club! The five founder member countries, as well as our Steering, or Orientation, Committee – comprising representatives from an additional 15 African

countries (three countries per region)”.

“The Committee,” he continues, “also has representation from regional development communities and regional development banks. This just re-emphasises and reiterates that NEPAD must not be seen as an exclusive initiative – but as an all-inclusive club, which was the aim promoted by the founder members when NEPAD was originally conceived. Our ideal,” Dr Mayaki stipulates, “is to expand to a membership-base of all

53 countries on our continent with the key dimension being broad ownership.

Successes “A great deal has been done in terms of delivery at the NEPAD secretariat level with regards to science and technology – we have built sufficient networks of research at an excellent level throughout Africa. In the Agriculture sector we have conceived the main African framework Best of South Africa

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for the Comprehensive Africa Agriculture Development Programme (CAADP) which has been adopted by the AU. As far as gender main-streaming is concerned, we have helped realise 300 projects in about 14 countries.”

“In information and technology,” he continues, “we have a network of e-schools which is an original experience throughout the continent – integration of e-learning in primary and secondary schools. We also have an action plan for the environment and for each of the sectors we’ve mobilised resources for each of these products. Our partners have given us the to implement these.”

The Youth “We are an extremely young continent,” Dr Mayaki stipulates, “as more than half of our population are less than 18 years of age.

With this in mind we are working for the youth – this makes sense when you realise it is the empowerment of a well-educated and gender-balanced young population that will effectively allow the continent’s development.

You cannot govern a young population in the same way as you govern an old population,” he says, “and if you don’t integrate the necessities of this you will be in trouble politically.”

Primary Objectives Eradicate poverty; place African countries, both individually and collectively, on a path of sustainable growth and development; halt the marginalisation of Africa in the globalisation 260

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process and enhance its full and beneficial integration into the global economy; and accelerate the empowerment of women.

Principles • Good governance as a basic requirement for peace, security and sustainable political and socio-economic development • African ownership and leadership, as well as broad and deep participation by all sectors of society • Anchoring the development of Africa on its resources and resourcefulness of its people • Partnership between and amongst African peoples • Acceleration of regional and continental integration • Building the competitiveness of African countries and the continent • Forging a new international partnership that changes the unequal relationship between Africa and the developed world • Ensuring that all Partnerships with NEPAD are linked to the Millennium Development Goals and other agreed development goals and targets Priorities a. Establishing the Conditions for Sustainable Development by ensuring: peace and security; democracy and good, political, economic and corporate governance; regional co-operation and integration; and capacity building

b. Policy reforms and increased investment in: agriculture; human development with a focus on health, education, science and technology and skills development; building and improving infrastructure, including Information and Communication Technology, Energy, Transport, Water and Sanitation; promoting diversification of production and exports, particularly with respect to agro-industries, manufacturing, mining, mineral beneficiation and tourism; accelerating intra-African trade and improving access to markets of developed countries; and the environment c. Mobilising Resources by: increasing domestic savings and investments; improving management of public revenue and expenditure; improving Africa’s share in global trade; attracting foreign direct investment; and increasing capital flows through further debt reduction and increase ODA flows Desired Outcomes • Africa becomes more effective in conflict prevention and the establishment of enduring peace on the continent • Africa adopts and implements principles of democracy and good political economic and corporate governance, and the protection of human rights becomes further entrenched in every African country • Africa develops and implements effective poverty eradication programmes and accelerates the pace of achieving set African development goals, particularly human development • Africa achieves increased levels of domestic savings, as well as investments, both domestic and foreign • Increased levels of ODA to the continent are achieved and its effective utilisation maximised • Africa achieves desired capacity for policy development, coordination and negotiation in the international arena, to ensure its

beneficial engagement in the global economy, especially on trade and market access issues • Regional integration is further accelerated and higher levels of sustainable economic growth in Africa is achieved • Genuine partnerships are established between Africa and the developed countries based on mutual respect and accountability

www.nepad.org

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Nepad for Business With an ample pool of minerals and an abundance of natural resources, Africa is proving to be an attractive destination for trade and investment by local and international countries.

Introduction In recent years this has become even more evident with statistics reflecting that Foreign Direct Investment into the continent rose from $2.4 billion in 1985 to over $100 billion in 2008.

Furthermore, since 1989 Africa’s five stock exchanges have increased to over 20, and have been rated amongst the best performing in the world.

Multinational companies are scoping for new ground where they can bring innovation and their expertise to establish or expand their business, Africa is becoming the place to be in business. All of this is to the continent’s advantage by helping to develop under-resourced industries such as information technology and infrastructure, thus widening Africa’s doors to trade locally and abroad.

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About the NBF The NEPAD Business Foundation (NBF) views business in Africa as a fundamental building block for positioning the continent as a key role player for international trade and investment. However this can only be pursued in a sustainable manner with the help of clear focus. To facilitate this, the NBF provides a network for its members to discuss, debate, share ideas and collaborate with government and other stakeholders.

The NBF has evolved from the original structure of being the NEPAD BUSINESS GROUP (NBG) which was formed at the request of the South African Presidency in June 2002. As support for NEPAD grew over the years, the NBG realised that a separate structure was needed where South African

businesses could contribute to fulfilling the NEPAD objectives.

The NEPAD Business Foundation was established in 2005 as a fully operational not-for-profit company with a head office in Sandton, Johannesburg.

What we believe The NBF is a membershipbased organisation that believes in opening dialogue between the public and private sector to transform projects into sustainable enterprises.

The NBF believes this can be achieved by enabling, facilitating and encouraging its member enterprises to undertake their operations in a manner that is aligned to the NEPAD’s strategic focus of raising Africa’s business competitiveness, increasing investment and contributing to the social development goals as a responsible corporate citizen.

What we do As a member-based organisation the NBF ensures that dialogue between its members and relevant parties remains constant for African issues relating to new developments, and knowledge and ideas – sharing. Through these, the NBF would like to see projects come to long-term and profitable fruition. In developing an enabling environment for profitable and sustainable trade on the African continent, the NBF promotes best practice in business. It initiates this through human capital development, by keeping abreast of the latest industry developments that its members can participate or contribute to, and by partnering with organisations with a common objective. In addition to these, the NBF arranges regular networking events, conferences and trade missions where

members have the opportunity to gain insight from each other.

NBF in Africa In order to facilitate trade in Africa, the NBF is committed to developing a continent that is able to assure viable financial returns for investors and businesses alike. In laying the foundation, the NBF has over the past years expanded its network of stakeholders within the private sector, governments, development finance institutions and other key stakeholders in Africa. Some of the NBF’s areas of involvement in Africa include: the Central Development Corridor, North-South Corridor, TransFarm Africa, The Katanga Water and Sanitation Project, WESTCOR and the Kinshasa Electrification project, amongst others. The NBF is pleased that the value proposition of joining

the organisation has been greatly recognised over the years, as more companies apply to become involved in the NBF membership base.

Our structure Based on the NBF research of industry sectors responsible for driving trade, investment and business growth in Africa, the NBF has identified 16 priority sectors. Each of these is led by respected senior managers from private sector companies. The sectors are: Agribusiness; Audit and Accounting; Energy; Finance; FMCG; ICT; Infrastructure; Legal; Mining and Resources; Stock Exchanges; Water; Transport; Healthcare; SMME; Asset Management and Investment and Media and Communication.

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Founding Declaration of Nedlac Growth, equity and participation

Herbert Mkhize

1. The democratic election of 1994 opened a new era for South Africa. It was the decisive step in the transition to democracy. Now our country must meet the challenges of social development and economic growth.

2. South Africa is a land rich in resources, with a strong and diversified economy.

It has a people eager to make the democracy work. It has a well-developed physical and financial infrastructure, such as transport, telecommunications and the banking system.

3. South Africa is also characterised by severe inequality in incomes, skills, economic power, ownership, and a skewed pattern of social development.

This, together with large-scale unemployment and inadequate economic performance, has created major problems in our society.

4. Government, organised labour, organised business and community-based organisations need to develop and 264

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strengthen cooperative mechanisms to address the challenges facing our new democracy. Our three defining challenges are: • Sustainable economic growth - to facilitate wealth creation; as a means of financing social programmes; as a spur to attracting investment; and as the key way of absorbing many more people into well-paying jobs. • Greater social equity - both at the workplace and in the communities - to ensure that the large-scale inequalities are adequately addressed, and that society provides, at least, for all the basic needs of its people. • Increased participation - by all major stakeholders, in economic decisionmaking, at national, company and shop-floor level - to foster cooperation in the production of wealth, and its equitable distribution. a. Meeting these challenges is critical

to the success of the Reconstruction and Development Programme. b. The National Economic Development and Labour Council (Nedlac) is the vehicle by which government, labour, business and community organisations will seek to cooperate, through problem-solving and negotiation, on economic, labour and development issues, and related challenges facing the country. c. Nedlac will conduct its work in four broad areas, covering: iv. Public finance and monetary policy. v. Labour market policy. vi. Trade and industrial policy. vii. Development policy.

5. Nedlac is established in law through the National Economic Development and Labour Council Act, Act 35 of 1994, and will operate in terms of its own constitution.

www.nedlac.org.za

Proudly South African South Africa attained its political freedom in 1994, but the challenge still remains to achieve economic freedom which translates into prosperity and a better life for all South Africans.

The Proudly South African Campaign originated from the deliberations of the 1998 Presidential Jobs Summit called by former president Nelson Mandela. Proudly SA is much more than a marketing/branding instrument. It is a key domestic resource in the national effort to promote national pride and patriotism, contributing to business competitiveness and employment creation (protection and creation of jobs). This is achieved by promoting Proudly South African member companies and by stimulating consumer demand for quality, locallyproduced products and services – buy local!

Proudly South African defines who we are as a nation – national pride and patriotism is Proudly South African’s brand essence!

As a national campaign with the challenge to create top-of-mind awareness and stimulate a behavioural change amongst consumers – “buy local” - Proudly South African has to sustain a continuous media presence, directed by a strong marketing/ promotional strategy to ensure success.

The Proudly SA Campaign key focus areas can be summarised as follows:

“To build a credible and sustainable country-of-origin brand and license this brand to qualified member organizations, supported by strategic business and social partner relationships, a media education campaign to encourage consumer and procurement support, as well as the delivery of value-added services to members which enable them to leverage their association with the Campaign and improve their competitiveness.”

The initial focus of the Campaign building overall awareness - has now shifted to sustaining (and building) awareness, stimulating uptake of Proudly SA member products and services, while actively encouraging a behavioural change – ‘buy local’ – as part of the Second Phase of the Campaign’s business model.

A number of marketing objectives have been developed to ensure that Proudly South African achieves its purpose: • To educate South African consumers about buying local products and the impact it

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has on economic growth, job creation, the retention of jobs and quality of life/ prosperity; To claim the highest position for the Proudly SA Logo/brand as the most recognized and best-known brand in South Africa; To retain and grow Proudly SA membership; To add value to and support the marketing initiatives of Proudly SA members.

To encourage extensive support for the Proudly South African Campaign by retail chains and all participants in the value chain, including ongoing point-of-sale and promotional support by the retail members.

To gain ongoing support from stakeholders/ sponsors, and ensure their involvement in the Campaign (as “brand ambassadors”) wherever possible;

A variety of flagship projects serve as vehicles for the Campaign’s strategic marketing objectives: • Proudly SA Ambassador’s / Patron Campaign – this campaign utilizes thoughtleaders/celebrities/sports celebraties who share the Proudly South African ethos to Best of South Africa

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Promotions, Networking Sessions, Sector Specific Networking sessions, etc are all part of the Consumer Educational Campaign.

• Proudly SA Homegrown Awards – this is a prestigious annual Proudly SA member competition, aimed at acknowledging, promoting and enhancing South African innovation and entrepreneurial excellence.

• Proudly SA Week – this campaign, which runs in September and coincides with Heritage Day utilizes a broad spectrum of activities to focus attention on the purpose of the Campaign and locallyproduced products and services, while building consumer loyalty and pride in the Proudly South African brand – buy local!.

• The Christmas, Back-to-School Buying Campaigns focus on promoting Proudly South African products and services and the buy local message through and in collaboration with the retail sector and all members of the value chain. It is linked to the national buying/retail cycles. enhance brand association/loyalty in niche markets. In essence it represents a call to the public to ‘buy local’.

• Consumer Education Outreach Campaign – this is a cyclical campaign (programme) through which Proudly SA aims to increase its footprint across all provinces 266

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in South Africa. Both conventional mass media (national radio campaign advertising in all official languages and print media) and community media such as industrial theatre are utilized. This campaign gives effect to Proudly SA’s repositioning strategy. Provincial Road shows, Industrial Theatre, Point of Sale

• Youth Campaign – the youth is a niche market for Proudly SA – they are reached by working with Proudly SA schools and educational institutions, together with other stakeholders, and through the development of special projects linked to suitable national days such as Youth Day.

• Proudly SA Loyalty Card – this initiative, which is in the assessment/due diligence stage, will add another powerful tool to the Campaign’s marketing bouquet, offering an opportunity to promote the Proudly South African brand, while simultaneously creating additional value for members and all Proudly South African consumers.

The Campaign has adopted a partnership approach in building the capacity of companies, including SMMEs to continuously aspire to higher standards of quality and efficiency in order to enhance their competitiveness in local and global markets.

The Campaign would like to partner with provinces and municipalities to promote buy local – by encouraging them to consider buy local opportunities in their procurement processes for all future projects.

Environmental scanning/media intelligence and regular consumer research; ongoing assessment of internal systems and processes and a commitment to quality and excellence (Proudly SA is ISO9001:2008 compliant) ensures that Proudly South African stays in touch with its environment and continuously adapts to serve the needs of members and consumers. This approach is assisted through regular and effective communication with staff, stakeholders, constituencies, members and consumers through the mass media, and dedicated communication tools, i.e. the Proudly SA

e-News! (monthly electronic newsletter); staff newsletters and the Proudly South African website.

By fulfilling its mandate, the Proudly South African Campaign is contributing towards inspiring and consolidating our national pride in support of the country’s socio-economic objectives. As one of a number of tools with the economic wellbeing of our country at heart, Proudly South

African is making its impact felt in terms of the protection of jobs and the creation of quality job opportunities.

Be Proudly South African. Buy Local to create jobs.

Tel: + 27 11 327 7778 or visit www.proudlysa.co.za Best of South Africa

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Diplomat Africa Magazine

Dipl

mat

www.diplomatafrica.org

Sharing knowledge, future vision and inspiration in the pursuit of best practice in governance and leadership.

Diplomat is a quarterly print and online magazine about government and Industry and their role in promoting economic growth and the social well being of Africa.

The magazine launched in East Africa first with now more than 5 issues under their belt. www.diplomatafrica.org has just launched as the wheels are now in motion for Southern Africa and West Africa to join our East Africa colleagues in reporting the whole story of Africa. The first Diplomat magazine for SADC will be launched in February 2011.

The Role of the Magazine The magazine is about government and 268

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their role in promoting economic growth and the social well being of Africa. African leaders need to promote and showcase their vision, national interests, missions, foreign policies and diplomacy successes.

We focus on foreign affairs, trade, investment, business, energy, health, education, environment, security and culture.

Why? The diplomatic community needs to promote and showcase their national interests, missions, foreign policies and diplomacy successes.

Our Challenges SADC countries face various social, development, economic, trade, education, health, diplomatic, defence, security and political challenges.

Most of these challenges cannot be tackled effectively by individual members as we are all interlinked, we provide a platform whereby we can all be more effective in our approach in combating these challenges.

For example, the sustainable development that trade brings could be threatened by the existence of different product standards and tariff regimes, weak

Dipl

southern africa

mat

www.DiplomatAfrica.org

Promoting economic growth and sustainability through leadership and diplomacy

SADC 2010 ONE TEAM 15 NATIONS

Promoting sustainable investment into Southern Africa Trade – Investment – Tourism – Energy – Environment – Health – Education – Security – Culture – Lifestyle

Dipl East africa

mat

www.DiplomatAfrica.org

Promoting economic growth and sustainability through leadership and diplomacy

Resurgent

Rwanda

President Paul Kagame

The Come-back Country

Trade – Investment – Tourism – Energy – Environment – Health – Education – Security – Culture – Lifestyle

Dipl

western africa

mat

www.DiplomatAfrica.org

Promoting economic growth and sustainability through leadership and diplomacy

customs infrastructure and bad roads. As would political instability, education and health.

The Member States recognise that achieving regional economic integration in Southern Africa requires them to put their full support behind SADC to act on behalf of all Southern Africans for their common prosperity, peace and unity.

SADC Vision The SADC vision is one of a common future, within a regional community that will ensure economic well-being, improvement of the standards of living and

quality of life, freedom and social justice; peace and security for the peoples of Southern Africa.

This shared vision is anchored on the common values and principles and the historical and cultural affinities that exist amongst the peoples of Southern Africa.

To submit an article or report to be included in the launch edition of Diplomat Southern Africa and future editions please contact our editors.

Ghanaian Diplomat

Kofi Annan

Seventh Secretary-General

of the United Nations

www.DiplomatAfrica.org

Trade – Investment – Tourism – Energy – Environment – Health – Education – Security – Culture – Lifestyle

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World Trade Centers - Sub-Saharan Africa is open for business

Introduction Just as a wave gains huge momentum and power before crashing onto the shores of Africa’s dramatic coastline, so trade and growth are gaining huge momentum on this incredibly diverse continent.

World Trade Centers is at the forefront of this burgeoning trade.

It is on the cusp of a wave that is constantly gathering more energy.

Using technology and integrating a growing global network of more than 1 million trade partners, in more than 300 Cities and 90 Countries, World Trade Centers – have successfully increased trade all over the world.

The main purpose of a World Trade Centre is to meet the local and international business needs, of the region it serves. It supports business and government agencies involved in trade development, stimulating the economy, of the region it serves.

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They are the focal point for local and foreign trade in a city or region and give companies of all sizes a platform to gain access to international markets.

Now, World Trade Centers are being built across Sub-Saharan Africa. The goal is simple – to increase trade with Africa, through each of the regional World Trade Centers.

Mochron investments the owners of World Trade Center Johannesburg and Cape Town, is forming business partnerships in 47 African nations to assist local business in establishing an African network of World Trade Centers. Real estate developers in each of these countries are being invited to participate in iconic property developments that will be promoted globally. These are typically mixed use developments that include; residential, office and hotel space. Independent audit reports indicates that the strength of the World Trade Center brand on average generate 18% higher returns and 11% less vacancy rates.

The real estate development is supported by Mochron investments, which is the driving force behind the establishment

of the Office for International Trade in each of these World Trade Centers. The Office for International Trade, links the World Trade Centers of Africa, with a common mantra - increase trade with Africa!

The goal is to increase trade by 1% within 5 years. This will gain Africa 70 billion dollars in revenue, which is 3 times the current aid received from the G8 countries and 16% more than Africa requires to alleviate poverty.

In order to achieve this goal and using its technology, the Office for International Trade forms sophisticated links between companies across Africa that serve a diverse range of business sectors. These sectors range from; Hotel Groups, Conference & Mission Organisers, Insurance Companies, Freight Forwarders, Shipping Companies, Finance Companies as well as Sovereign and other organisations such as Chambers of Commerce and the World Bank.

Conditions are perfect. The timing is right. Global economists agree that emerging markets, such as Africa, will continue to serve as the main growth areas in the world economy. However

these economists also agree, that to achieve success in a highly competitive global market, the emerging economies must work together. They must reduce barriers to trade amongst each other, and thereby increasing each other’s potential to link with global markets.

The World Trade Centers of Africa is well positioned to take advantage of this opportunity, to stimulate trade for Africa and to provide a return on investment for its shareholders. They transcend political borders and can benefit all business in Africa, thereby achieving the 1% goal for Africa.

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such as Port Authorities and Custom Offices to ensure a fully integrated solution.

Contact the Office for International Trade at the Johannesburg World Trade Center, as only a select number of Strategic partnerships can be endorsed with this accreditation in each region.

Strategic Partners Seamless, efficient trade generates the profit that grows the value of local businesses and economies. It is sophisticated linkages between Strategic Partners that allow this to happen.

Receiving the accreditation as a Strategic Partner of the World Trade Center, literally opens up a new world of opportunity for companies in Sub-Saharan Africa. A select few companies covering critical business sectors are being invited to apply for this accreditation, and not only grow their businesses, but their entire local economies across World Trade Center’s globally.

Strategic Partners are in effect, preferential 272

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trade partners. They enjoy first priority and have direct access to the business generated from international deals and trade transactions that take place, between their local World Trade Centre and ones in more than 300 regions and cities globally.

To support the Africa 1% initiative the Office for International Trade seeks partnerships with African companies providing business services such as; Freight Forwarding, Shipping, Accounting, Import Export, Global Sourcing, Trade Risk insurance, Trade Finance and many more. In addition local partners that are able to engage with government are required to cement relationships with government departments

Regional Agencies The opportunities within a World Trade Center are not exclusive to big business. Each World Trade Center is required to engage local business to participate in every aspect of it is global success.

As a professional person active in one of 150 selected regions, you are invited to apply for accreditation from the Office for International Trade. A successful accreditation will ensure your regional agency license. The agency represents the Office for International Trade and is the local partner that exclusively generates business between that region and the Office for International Trade.

Agency revenue will be generated through every transaction with the Office for International Trade. This range from Trade Missions, Trade Exhibitions, International Trade Deals, Trade Finance, World Trade Center Real Estate and much more.

To be qualified to carry this international accreditation, and secure an agency license, applicants need to be mature business persons, who have held senior executive positions in business over a number of years. In most cases only experienced senior directors and managing directors can receive this accreditation alternatively individuals with similar experience can apply. Applicants are required to attend training and assessments during a 3 week Regional Business School at the World Trade Center, followed by an interview with a panel of to fully accredited business persons. During this assessment period, the Office for International Trade ensures that its regional agents are really experienced enough, to talk business, to its international clients.

A regional agent is part of the global team for the Office for International Trade, they are the contributors to the Africa 1% goal.

To assist in ensuring the agency success, accredited agents are introduced to the CEO’s of strategic business partners in their regions and to the CEO’s of other World Trade Centers. They are also automatically members of the World Trade Center Executive Club, receive sponsored international business travel, VIP conference passes, have access to World Trade Center technology platforms and office infrastructure.

Only a select number of professional persons can be invited to secure an opportunity to grow their personal wealth and experience the challenges and excitement of international business.

World Trade Center Executive Club Executive Club It takes drive, ambition and superb business

Julius Steyn CEO at Africa Office for International Trade (OFIT)

acumen to reach the highest echelons of the corporate world. Once there, however, the rewards are well worth the hard work.

Members of the WTC Executive Club enjoy a wealth of superb benefits that may be perceived as luxuries to some, but in truth, are simply a part of doing business at the highest level.

World Trade Center Executive Club Members are primarily supported to grow their business internationally. They receive preferential invitations to all international business meetings that take place at the World Trade Center, this includes priority introductions to CEO’s and decision makers of global companies and possible trade partners, priority on processing international trade deals via the Office for International Trade, this includes shipping, finance and customs clearance as well as preferential pricing on these factors.

Information is critical to ensure competitiveness in a global market; Executive Club Members have access to the most sophisticated, daily updated trade data. This data spans 100 global custom offices, 20 000 product line items and 25 years of trade.

They also have access to the international law library, international trade maps, access to guides on doing business in new regions and much more.

Internationally Executive Club Members enjoy access to other WTC lounges, office use, meeting rooms and much more.

To support their business in South Africa and across Africa they have complimentary use of the WTC business air shuttle service, An Exclusive Private Client International Bank account with a dedicated 24/7 Private Banker, fully accredited private financial services including travel insurance, express visa services, and 24/7 emergency assistance.

The World Trade Center Executive Club is your springboard to further your business success, international expansion and growth.

WTC Cape Town

World Trade Center Crystal Towers, Century City World Trade Center Cape Town, South Africa Email: info@wtc.co.za Tel: +27 21 551 7170 Best of South Africa

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Centre for Development and Growth African cross-road centers for trade, skills transfer and sustainable economic development. (Vision article)

These are the drawings and plans for the vision of building International Trade and Development Cities across Africa. These centers will become miniature commercial cities hosting local and international organizations that seek to play a significant role in the future economic growth and development for Africa.

The aim is to promote sustainable trade and development by harnessing international best practice and innovations while maximizing available local resources in manufacturing, employment and entrepreneurship.

The centre will assist in attracting and deploying the necessary future investments, international business relations and skills transfer required for long term economic growth within the country and the surrounding 274

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region. The constant drain on our planet’s resources, high levels of greenhouse gases, toxins and non-biodegradable waste make future sustainable development imperative and companies that invest in local and regional production will be leading our future economy.

These new proposed developments will play an important role in achieving Governmental vision’s of rapid growth for knowledge and production based economies.

The centre will put the best companies and agencies at one location, creating synergy,

welcoming international trade, investment, skills and training.

Ideally located near the Sir Seretse Khama International Airport, with a variety of public and private facilities, hotels, restaurants, shops, and services on offer the centre will be a fantastic draw card for both business and entertainment.

Visitors will enjoy the vibrant character of the complex, which blends business, government, learning, networking, hospitality and the bridging of cultures.

Quality restaurants, cafés, hotels and other conveniences will adjoin a spacious, lively central

public piazza. Contemporary art and fixtures, natural greenery and abundant open space will contribute to the centre’s unique appeal. Access to plenty of onsite facilities and services as well as an international mix of people and skills will ensure that a working day in the centre is both inspiring and productive.

The centre will ultimately include 5 industry specific office and training parks, exhibition and conferencing facilities, 2 hotels, multiple low rise office towers and a host of restaurants, cafés and business services.

The conference and hospitality

areas would be a hub of activity for trade exhibitions, summits, diplomatic and cultural events.

Facilities will include a central reception hall manned by professional staff, on-site information and communication (ICT) facilities, banking, legal, translation, recruitment and postal services and multiple African governmental branches. Amongst the array of other services offered within the centre will be: childcare, physiotherapist, dentist, optometrist, gym, banking, travel agencies, employment agencies and hairstylists.

The primary goal of the International Trade and Development City is to bring businesses, governments, NGO’s, agencies, technologies and skills together and provide them with the environment and services they need to be successful.

The initial drawings, plans and feasibility studies for these future developments have been made possible with the following leading organizations within the industry.

Email: info@gvpedia.com www.wtcafrica.org

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