Opportunity Issue 97

I think I like the Magreng Chrome mine best, shiny silver, but up to you. Any mining pic as backdrop for the lady in black.
Quarterly journal for business and industry in South Africa
www.opportunityonline.co.za
APR/MAY/JUNE 2021 • ISSUE 97
• Anti-corruption unpacked
• The new way of work:
2021 remuneration trends
• Going smart: smart rewards
for the City of Tshwane
• How trade rules affect access
to Covid-19 vaccines
Called to action
Dr Leila Fourie,
JSE Group CEO
Building wealth
from the ground up
Katlego Kenoshi, CEO of
Regoapele Capital

EDITOR’S NOTE
Today’s
world of
opportunities
In South Africa, SMMEs play a crucial role in job creation and growth and
have been identified as a productive driver of inclusive economic growth
and development. The results of the BeyondCOVID Business Survey point
to a vastly different reality (page 34). On page 4, SACCI says that the time
is ripe for a new drive for growing our trade, expanding our economy, and
assisting our small businesses to grow jobs as well as to develop the substance of
our dynamic township economies and to cut through all the encumbrances that
have plagued this sector of our economy for decades.
In our exclusive interview with the CEO of Regoapele Capital, Katlego Kenoshi
tells us that the future of business calls for financial systems that work for SMEs,
and that it requires leveraging the developmental impact of key stakeholders in a
collaborative manner (page 8). Trevor Gosling, CEO of Lulalend, tells us that there
is a rich abundance of knowledge, skills and expertise in our SMME sector – and
perhaps, this will play an essential role in small businesses being able to survive
the pandemic.
Our laureate leader of this issue is JSE Group CEO, Dr Leila Fourie. She has
been recognised in the inaugural World Federation of Exchanges’ Women Leaders
for 2021 for her outstanding leadership as she steered the Johannesburg Stock
Exchange (JSE) during the first year of Covid-19. Turn to page 18 to find out more
about this sensational CEO and what she has planned for the JSE.
Another smart endeavour is the partnership that has been established between
Tshwane and the Danish city of Aarhus to get the most out of data and information
technology. The plan is to make the cities as smart as they can be (page 26).
Governance has been catapulted into the limelight under the banner of ESG
(environment, social and governance) with a fresh look at ESG measures that
address the “reset” that society is demanding. On page 40, Chris Blair, CEO of
21st Century, a specialist remuneration, organisation development and change
consultancy, shares his thoughts about how remuneration committees should
approach their executives’ remuneration in the paradigm of today’s world.
Here is wishing you the best and a world of opportunities for the next chapter
of the new normal.
Alexis Knipe, Editor
2 | www.opportunityonline.co.za
www.opportunityonline.co.za
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CREDIT: Anglo American
Contents
ISSUE 97 | APR/MAY/JUNE 2021
04
06
08
14
16
18
23
24
26
28
30
32
34
36
37
39
40
44
46
IBC
SACCI FOREWORD
A new dimension in organised business
NEWS & SNIPPETS
What has been and what’s to come
BUILDING ON THE WEALTH BENEATH US
The CEO of Regoapele Capital, Katlego Kenoshi, says that new models of financing
must be adopted for SMMEs
MINING INDABA 2021
A review of the virtual Investing in African Mining Indaba
PROFITS IN THE PIPELINE
Univen Innovative Growth Company has an exciting array of new ventures underway
CALLED TO ACTION
Interview with Dr Leila Fourie, JSE Group CEO
YOUR TRADE AND INVESTMENT FACILITATION COMPANY
A profile of Cluff Trade and Investments
HOW TRADE RULES AFFECT ACCESS TO COVID-19 VACCINES
There is gross inequality playing out in the procurement and distribution of the new drugs
GOING SMART
A partnership with a Danish city promises smart rewards for the City of Tshwane
MERSETA'S ACCOUNTING AUTHORITY
merSETA are closing the skills gap
SOLUTIONS FOR SUCCESS
A profile of OS Holdings, an award-winning, client-centric and process-driven
software solutions business
PERFECTING COMMERCE
ITeamPay is a leader in integration and connectivity services
SOUTH AFRICA’S SMME EMERGENCE
The BeyondCOVID Business Survey paints a bleak picture for the future of SMMEs
MANAGING WATER-RELATED CHALLENGES USING SMART TECHNOLOGIES
Advannotech aims to be a leading provider of intelligent metering solutions
DESTINATION NORTHERN CAPE
A dazzling array of tourist attractions are on offer in SA’s largest province
WELCOME TO SOUTH AFRICA’S FABLED DIAMOND FIELDS
Attractions in the Frances Baard District Municipality
THE NEW WAY OF WORK
2021 remuneration trends
INDEPENDENT, DYNAMIC AND BLACK-OWNED
Molefe Dlepu Inc. is fighting their way to the top echelons of the South African legal sector
ANTI-CORRUPTION UNPACKED
How societal justice and anti-corruption are interlinked
DELIVERING A DISTINGUISHED SERVICE
A profile of S&A Chartered Accountants Incorporated
08
24
18
37
COVER PHOTO:
ANGLO AMERICAN

FOREWORD
A new dimension
in organised
business
A fortnight ago the SACCI president
called a meeting with all affiliated and
disaffiliated chambers in the country.
Spanning from township chambers right
through to the large metros, they were
all there. A meeting of this magnitude
has not taken place in decades.
The purpose of the meeting was to draw a common
thread between the face of the Covid-19 crisis
and the catastrophic effect it has had on our
economy, and indeed that of the global economy.
The purpose of the meeting was to work towards
unity within the chamber movement.
At the heart of the debate were several key topics. One
of which was tapping into the broad membership base
of the chamber collective to use muscle in negotiating
discounts and special products engineered for this
market segment. From buying clubs from the township
chambers to fuel cashbacks to our members; to special
insurances for smaller business in terms of wallet for
life and insurance cover for one-man operators like
plumbers and electricians: SACCI had heeded the call
from our members to use the leverage of the chamber
movement to arrange for these new initiatives to be
offered to the broad membership.
These were the core new responsibilities tabled with
the audience.
SACCI is also in the process of initiating workstreams
focused on the 11 sectors hardest hit by
the lockdown and pandemic, from small business to
agriculture, mining and manufacturing are all in there.
Calls have gone out for volunteers with the experience
and skills sets to help re-calibrate the economy and
come out of this situation in a way that delivers on the
economic growth needed by South Africa to place us
in a less compromised environment. And these calls
were heeded, from people well known in the business
community with the gravitas to drive our initiatives.
As has been confirmed by the SACCI Business
Confidence Index and Trade Conditions Survey, things
are starting to improve. There is a greater willingness for
cooperation between the private sector and government,
and indeed between our country and the block of
African countries making up the African Continental
Free Trade Area. The crisis has made partnerships
SACCI President,
Adv Mtho Xulu,
with the new
Ambassador of
the Ukraine,
HE Ms Liubov
Abravitova.
_____________ __ ___ __ _ _
The need to survive and come out
stronger is a universal thread driving
the new configuration brought
about by this unexpected crisis
___ __ ___ __ _ _ _ _ _ _ _ _ _ _ _
4 | www.opportunityonline.co.za

FOREWORD
___ __________________ __ _ _
Cooperation is what SACCI is advocating as
we continue to engage with our colleagues
in business, government and the broader
community of labour and society at large
___ __ ___ __ _ __ _ __ _ __ _ __ __
between adversaries, friends and competitors. The
need to survive and come out stronger is a universal
thread driving the new configuration brought about
by this unexpected crisis.
Africa has thus far weathered the pandemic
better than the rest of the world. Infection rates
have generally resulted in fewer deaths than in the
northern hemisphere, or indeed the South Americas
and the East, where one of the larger economies is
battling a massive rise in infections, the so-called third
wave of infections.
For us at the tip of Africa, the situation as we go
into winter must be carefully monitored and managed
so that we can hopefully avoid the crushing effects
of a third wave. But we need to look on the positive
side. Cooperation is what SACCI is advocating
as we continue to engage with our
colleagues in business, government and
the broader community of labour and
society at large.
Much like WWII, this threat has affected
everyone without exception. The time is ripe
for the new drive for growing our trade,
expanding our economy, facilitating and
assisting our small businesses to grow jobs as
well as to develop the substance of our dynamic
township economies and to cut through all the
encumbrances that have plagued this sector of our
economy for decades.
The time is now, SACCI’s call is for everyone to work
towards the common purpose of getting our economy
on a sound footing again.
Alan Mukoki,
SACCI CEO
Images: Facebook/SACCI, The Diplomatic Informer Magazine/Calvin Modirapula
On 14 April 2021, the Memorandum of Economic
Cooperation between the Council of Exporters and
Investors under the Ministry of Foreign Affairs of
Ukraine and the South African Chamber of Commerce
and Industry was signed, during the trade mission
visit to the Republic of South Africa, headed by Deputy
Minister for Development of Economy, Trade and
Agriculture of Ukraine, Trade Envoy of Ukraine,
Ms T Kachka, at the Ukranian embassy in Pretoria.
The economic cooperation between the Council
of Exporters and Investors under the Ministry of
Foreign Affairs of Ukraine was represented by
Liubov Abravitova, Ambassador Extraordinary and
Plenipotentiary of Ukraine to the Republic of South
Africa and South African Chamber of Commerce
and Industry was represented by Adv Mtho Xulu,
President of the South African Chamber of
Commerce and Industry.
The aim of the memorandum is to establish
relations between SACCI and EIC to promote
collaboration and productive engagements
within the respective business sectors for
mutual benefits, industrial interests and to
promote economic development and growth of
the members and associates of EIC and SACCI.

BUSINESS UPDATE
News & snippets
Industry insights from
the past quarter
Two captains of industry form innovative alliance
Lenoma Legal and S&A Chartered Accountants have formed a ground-breaking innovative alliance. A
first of its kind that will see two of the industry-leading tech businesses join forces to deliver value in this
ever-changing world, a legal tech company and a chartered accountancy firm. As S&A Chartered, we are
looking forward to a bright future, more value to our customers and stakeholders through a combined
approach to SMME development and a true testament to African excellence. Business owners now have
the opportunity to work with world-class chartered accountants and legal practitioners all under one
partnership. Both directors are really excited about this collaboration as it’s a game-changer.
• More on websites www.seriteca.co.za or www.lenomadocs.com #LenomaLegal #SeriteCA #LenomaxSerite
Peter Serite CA(SA), Founder and
MD of S&A Chartered Accountants
Low-capacity utilisation in manufacturing sector a concern
Persistent low levels of capacity utilisation in the manufacturing sector
and low demand for locally manufactured goods are worrying as Covid-19
alert restrictions continue to limit operations at industrial plants, says the
Steel and Engineering Industries Federation of Southern Africa (SEIFSA).
Data released recently by Statistics South Africa (StatsSA) shows that
total capacity utilisation was 74% in first quarter of 2021 compared with
77.5% in first quarter of 2020, representing a decrease of 3.5%.
Within the metals and engineering (M&E) sector, capacity utilisation
was marginally down to 76.1% in the first quarter of 2021 from 76.8% in
first quarter of 2020. This was mainly because of insufficient demand, with
maintenance and shortages of raw material such as oxygen and steel also
Diverse development
The University of Venda, situated in Thohoyandou in the
scenic Vhembe district of the Limpopo Province of South
Africa, was established in 1982. From its early years, staff
members were drawn from various backgrounds in South
Africa but by 1994 staff members were increasingly
recruited from other African countries and overseas. The
presence on campus of staff from diverse backgrounds
created a unique atmosphere and a fertile environment for
new ideas and a capacity for change.
The university has established itself as a national asset
through its niche on its problem-oriented, project-based
curriculum with a strength in nurturing under-prepared
students into nationally competitive graduates. The
university has therefore become an important player in the
South African higher education landscape, contributing
significantly to the human resources and development
needs of the country and region.
6 | www.opportunityonline.co.za
contributing to the under-utilisation of production capacity. Overall, the
manufacturing sector remains weak in terms of production patterns, with
a year-to-date production decline of 3.1% in February 2021.
Manufacturing has remained under pressure for some time, with data
depicting a low annual average production growth rate of 0.1% in the last
four years to 2019, coupled with a massive decline of 13.7% in 2020. In
the last five years to 2020, total capacity utilisation in the manufacturing
sector has averaged 79.8%, with that of the M&E sector at 77.5%.
While total manufacturing capacity utilisation dipped to 59.8% and
to 52.8% the second quarter of 2020 amid level 5 lockdown restrictions,
it improved in the latter quarters of 2020 as the restrictions were eased,
reaching 79.3% and 74.6% respectively in the fourth
quarter of 2020. In 2020, capacity utilisation for the
manufacturing sector and M&E sector totalled 72.3%
and 67.6% respectively.
According to SEIFSA Chief Economist, Chifipa
Mhango, weak manufacturing production amid the
lockdown regulations contributed to the economy
contracting by 7% in 2020. “Covid-19 significantly
hampered production last year. However, there are
encouraging signs of a slight recovery as evidenced
by Absa’s Manufacturing PMI, which is in an
expansionary trajectory of above 50, even though
there was marginal decline from 57.4 in March to 56.2
in April,” he said. “We do, however, reiterate that any
recovery in manufacturing production will be driven
by the government’s efforts to revive the economy.
It is therefore critical that the government speeds up
the implementation of its economic recovery plan,”
Mhango said.
“This is particularly critical for the recovery of
the M&E sector, which has experienced a worrying
decline in levels of employment and investment,”
he said. An increased level of industrial domestic
demand is required for manufacturers to reboot
capacity utilisation levels to above 80%. Mhango
added that it is imperative that the South African
government efficiently rolls out its Covid-19
vaccination programme to enable the economy to
open up further and restore industrial production.

BUSINESS UPDATE
Advannotech’s integrated tech solutions
Our solution can enable Municipalities, Residential communities,
businesses and facilities managers to better manage water usage,
billing and detect leak in their homes, offices and other buildings.
Business challenges
• No visibility of water usage
• Undetected leaks
• Cannot manage thresholds
• Manual metering and billing
The offering
The smart water offering simplifies water monitoring by retrofitting
on to existing water meters, extracting data from them
and applying analytics to the data to extract additional value.
This provides visibility on usage across locations, threshold
management and advanced leak detection along with historical
reporting on all these aspects.
Key features – monitoring of:
• Meter locations (fixed) • Water usage – daily / weekly / monthly
• Water threshold breach • Battery status
• Connection status – potential leak alerts / small leaks / major bursts
Proven results
• Reduced water usage due to real-time visibility.
• Reduction of wasted water through early detection of leaks
allowing pre-emptive action.
• Reduced water damage and maintenance costs through
predictive maintenance based
on early leak detection.
• Better management of water
usage through visibility across
apartments, buildings and sites.
• Avoidance of large bills due
to timely threshold breach
detection at a daily, weekly and
monthly level.
The next normal
2020 brought instant changes to traditional business operational practices.
Regardless of the industry or size of an organisation, we all had to evolve and
put into place technological features to help our businesses stay afloat. While
businesses are still defining what the “new normal” is, business owners must make
operational changes, now, that will future-proof their business, which is why
products such as Sage Intacct are a vital element of your business’ operation.
Founder and CEO of OS Holdings, Nomsa Nteleko, attests that as we move
to the next normal, finance leaders have the challenge to achieve better and
accurate insights for improved decision-making. A solution like Sage Intacct allows
companies to pay for what they need, benefit from more efficient implementations,
and achieve reduced total cost of ownership, helping them to easily navigate
difficult times while enabling the finance team to work easily and securely from
any location.
Critical skills development
The merSETA is one of 21 Sector Education
and Training Authorities (SETAs) established
to facilitate skills development in terms of
the Skills Development Act of 1998. The 21
SETAs broadly reflect different sectors of
the South African economy. The merSETA
encompasses manufacturing, engineering and
related services.
The various industry sectors are covered by
six chambers within the merSETA: metal and
engineering, auto manufacturing, motor retail,
tyre manufacturing, plastics manufacturing and
components manufacturing.
The merSETA’s values are at the core of what
makes them the leaders in closing the skills gap:
"We Care – It's about caring for people we
render services to
We Belong – It's about working together with
colleagues
We Serve – It's about going beyond the call
of duty.”

INTERVIEW
Building on the
wealth beneath us
The CEO of Regoapele Capital, Katlego Kenoshi, tells Opportunity how vital it is that new models of financing
must be adopted if SMMEs are going to become engines of economic growth in South Africa. Her dynamic
company is creating new models of wealth creation in collaboration with corporates and local government.
8 | www.opportunityonline.co.za

INTERVIEW
How did Regoapele Capital come about?
Regoapele Capital was established as a financial advisory and
intermediary services firm providing professional financial advice,
planning and solutions, and expertise across a wide range of
financial disciplines.
In response to the needs of our SME segment, we needed to
integrate a new business focus with a broader ambit. That saw
us building out a business development services unit which
specialised in the focused delivery of services and support to
entrepreneurial clients and their businesses.
Combining strong financial skill and acumen and a deep
understanding of business, and in keeping with our wealth
creation credo, we offer personal involvement, valuable skill sets
and know-how to improve the likelihood of success for our clients,
both in their businesses and in their personal finances.
We are firm believers in the potential and ability of
entrepreneurial enterprises to propel economic growth and
advance development. For this cause, we partner with corporates
seeking to make a meaningful developmental impact to co-create
and implement enterprise and supplier development initiatives.
Please describe your service offering.
Regoapele Capital enables shared value through impact
ecosystems comprising small and big business. The growth of the
business sector, now more than ever given the economic fallout
from Covid-19, requires big business to encourage the development
of and support small, medium and micro enterprises and thereby
back the creation of job opportunities.
On the one hand, we partner with corporates and local governments
in their undertakings to develop SMEs – through enterprise and
supplier development (ESD) and local economic development (LED)
– to create and implement programmes that would lead to socioeconomic
transformation, while building inclusive value chains and
sustainable local enterprises, and improving local economies and
communities. We also operate business support centres that are
powered by our principal partners.
On the other, we partner with SMEs to build operational strength
and self-sufficiency, improve business performance and become
competitive, as well as build financial strength and integrity; and
to create and preserve wealth. We do this through skills transfer
and development, capacity augmentation, technical assistance,
business improvements, access to finance, professional business
support and mentorship and financial coaching and advice.
Where do you operate?
We have a footprint across four provinces – Gauteng, North West,
Mpumalanga and Limpopo.
Please explain your relationship with Glencore Ferroalloys.
Regoapele Capital commends and supports Glencore’s response
and commitment to transformative development. We have
partnered with Glencore to increase the capacity, capability and
competitiveness of SMEs. The partnership gives dedicated support
to the SMEs that are being integrated into Glencore’s supply
chain and fosters the creation and development of businesses in
host communities.
Tell us about the business centres you operate.
The business support centres we manage serve to drive the
support for businesses and as a catalyst for the establishment of
local businesses. The centres provide office space and facilities, a
great co-working environment for entrepreneurs and encourage a
professional and entrepreneurial work ethic. They provide business
advice and consulting, business development support, professional
business services and business skills training and development.
Can you share any lessons for sustainable business practice
in the enterprise and supplier development environment?
Lesson 1. Building a business is a process. It requires time,
intense involvement and concerted collaboration.
We see this appreciated in the venture capital
space, yet the same lens is not used to view SMEs
in the B-BBEE ESD environment. It is in part this
myopic quickie approach that one-sidedly focusses
on transactional relationship and quick-win point
scoring, which persists in failing to carry out the
intentions of the initiative.
This single simple lesson drives how we
should be approaching enterprise and supplier
development sustainably.
www.opportunityonline.co.za | 9

INTERVIEW
KATLEGO KENOSHI
CEO OF REGOAPELE CAPITAL
Katlego Kenoshi is the CEO of
Regoapele Capital where she is
responsible for the setting of the
company’s strategic direction and
casting its vision, in addition to
the overall functioning, leading and
management of the business. With
an amazing team of solutionists, she
passionately helps entrepreneurs
build their businesses from the ground
up, develops and executes ESD and
SED solutions, and creates partner
ecosystems to drive transformative
development and inclusive prosperity.
Before taking up this role, Katlego
headed operations at Regoapele Capital and was responsible
for the delivery of all aspects of operations, compliance,
systems and processes in respect of financial advisory and
intermediary services.
Prior to this, she ran Regoapele (Pty) Ltd, a business
development services (BDS) firm providing company formation
and secretarial services, outsourced SME solutions and
capital-raising services.
While studying towards her junior degree, Katlego cut her
teeth at MTN where she managed key accounts and gained
invaluable business insight and experience. After obtaining
her Bachelor of Commerce degree in economics, she bolstered
her education with further studies in investment analysis and
portfolio management before transitioning to the financial
services industry.
When Katlego’s first business venture – a catering and
event-styling, hiring and staffing business – landed Sun
International as a client, this gave her the impetus to leap
fully into entrepreneurial life.
She has since developed several businesses, and her
current multifaceted role sees her drawing on her collective
professional and entrepreneurial experience and skillset to aid
and support SMEs, and bridge the divide between corporates
and the world of the entrepreneur.
CEO Katlego Kenoshi celebrates the
launch of the Lydenburg Business Hub
What are the main challenges faced by businesses in this
environment?
A great challenge in our space is dealing with change. Large
corporate businesses are faced with having to reconfigure their
procurement and open up to new suppliers. Apprehension creates
the impediment of access to markets. Small businesses are faced
with having to reveal their processes and financials, or lack
thereof. This reveals gaps and shortcomings that result in them
being steered to make changes, and that often makes them feel
exposed. Change for many, in many aspects of life, is often met
with resistance. Having to facilitate change in our environment is
quite stretching. Yet motivating.
It is entirely through our partnership approach and in sincerely
seeking our clients’ best interest that we have been able to navigate
this challenge and make advances.
Have you found ways to help small businesses gain access
to funding?
Access to finance is an enabler of enterprise and yet indeed a
great challenge for SMEs. The future of business calls for financial
systems that work for SMEs, more so here in the South Africa, and it
requires leveraging the developmental impact of key stakeholders
in a collaborative manner. Instead of dwelling on the challenges
– the lack of financial management skills, collateral, good credit
history, etc – with the end in mind, we focus on the solutions. And
our solutions work.
Our very simple model has the basic building blocks of skills
development and dedicated support, and it is set to make it possible
for SMEs with little or no trading history, credit record, experience
or assets/security to gain access to risk capital. We work alongside
business owners to ensure that their businesses shape up. Often
it means building that track record together through handholding.
Our way enables economic and financial inclusion on the back
10 | www.opportunityonline.co.za

of risk-mitigating development, upskilling,
business support and asset-building. It also
allows these businesses to build a track
record, credit references and a capital base
that make it possible for them to access the
more traditional sources of finance to facilitate
further expansion.
The fact that we back small businesses
completely on a risk basis is partly what sets us
apart, but it also demands “skin-in-the-game”
on the part of entrepreneurs.
What are the most popular training
programmes for SMMEs and suppliers?
In our experience, the most relevant training
and development interventions are business
simulation, operations optimisation, business
financial management, personal effectiveness
and personal finance. Particular to the mining
environment, safety becomes paramount.
Please share with us some of the
challenges you have faced as a business,
and how you have developed strategies
to overcome them.
The enterprise and supplier development
space has become highly contested. This
has made it more difficult to root out the
unscrupulous ones and onerous for corporates
to find the right partner. For this reason,
we have been low-key so as to shut out the
noise and focus on our purpose and course.
Our focus is at the grassroots, putting much
sweat and intellectual capital into the
businesses we help develop as an active and
long-haul partner and that is how real impact
will be made.
Our focus is always based on looking at
answering the question that is not being
asked: “What will our partners need, and
where will our SME clients be three, five and
10 years post-development? Will they be fit for
the future?”
_____________
Building a business
is a process.
It requires time,
intense involvement
and concerted
collaboration.
___ __ ___ ____
Regoapele Capital
works with funders
such as the Masisizane
Fund to enable SMMEs
to buy equipment
SUCCESS STORIES
Sicediwe
Six years ago, Mrs Mary Mkhabela was working at Checkers selling boerewors. She
was not employed by Checkers but had negotiated for Checkers to give her working
space so she that could sell her goods and earn an income. She was identified as
the right calibre individual for business development and was given an opportunity
to render metal-breaking services, and thus became the only black woman-owned
SMME rendering this service in South Africa. She employed a staff compliment of 16
male yellow-plant operators and two office administrators. Through one initiative and
one entrepreneur, 19 jobs in that locality were created. Regoapele Capital secured
R9-million worth of funding for her to purchase the equipment she needed.
Rekgodile Logistics
Regoapele Capital assisted a group of taxi owners in forming a bulk logistics services
business by working with Bidvest Bank to secure the funding to purchase trucks from
MAN Truck. The business provides logistics services, hauling chrome from mines and
smelters. Through this intervention, the business owners were trained in understanding
cross-border transportation, hiring of staff in line with labour laws, negotiating
facilities for fuel accounts, route planning, invoicing on time, keeping books and
records, and keeping compliant with trade and statutory requirements.
ESD Fund
Regoapele Capital has created an eco-system for sustainable ESD with partners who
provide opportunities, partners who finance those opportunities, OEM partners and a
broad range of other partners on the various elements of our business development
initiatives, to deliver a holistic and comprehensive solution for ESD.
We facilitate access to finance for SMEs. We assure the suitability of the various
options and that they enable positive cashflow for SMEs and growth. This created
the desire to establish our own SME fund to bolster our cause by being providers of
finance that is responsive to SME needs.
To this end, we have worked with Glencore, ABSA and the European Union through
the Small Enterprise Finance Agency (SEFA) to establish a R60-million ESD Fund.
Our fund’s structure is novel, as all stakeholders contribute a key aspect to the
ecosystem. This development has been a significant milestone for us and has
underlined the importance of having the right partners who are on board for the
right reasons.
www.opportunityonline.co.za | 11

Financing
Africa’s future
PROFILE
Regoapele Capital partners with large corporates
and municipalities to design, develop and
implement B-BBEE-led enterprise and
supplier development (ESD), socio-economic
development (SED) and Local Economic
Development (LED) programmes that bolster their
overall strategies.
To foster the growth of the business sector by
empowering SMEs, Regoapele Capital leverages big
businesses to create an environment for diverse and
competitive local businesses to thrive. We promote
excellence-driven enterprises through the creation of
efficient supply chains and effective suppliers.
We aim to drive economic advancement and see
more businesses that can provide those entering the
job market with sustainable opportunities. Regoapele
Capital designs and delivers economic development
strategies and solutions for corporates to support
entrepreneurship and new and robust business models
that can develop and become sustainable, profitable and
investable businesses.
____ ___ _
Working with the service levels that corporates
require from their suppliers, we build the skills of the
suppliers to scale, optimise their abilities and help
them meet those standards while gaining business
muscle and becoming future-fit. They gain access to
new markets within the value chain.
Collaborations
We facilitate collaborations and engagement between
government, business and communities. Regoapele
Capital also provides a variety of analyses and develops
recommendations that integrate diverse economic initiatives.
We adopt an all-inclusive approach to local and
regional development.
We do what we do because we understand the role
and importance of business in an economy, the multiplier
and exponential effects of wealth in an economy,
the power of entrepreneurship to create wealth, and the
economic imperative of maximising stakeholder wealth.
Main activities
• Establishing and managing Local Enterprise
Development Business Hubs (pictured)
• SMME development and training (Mentorship
Programme – including on-site mentorship)
• Community engagement
• Key stakeholder engagement (multinational corporates,
municipality, communities and traditional authorities)
•Funding
•Community upliftment.
Key contact people
Katlego Kenoshi, CEO.
George Georgiev, General Manager.
Gerald Motau, Chief Financial Officer.
___ __
Services
•Raising capital
•Business consulting
and advice
•Business support
and outsourced
services
•Feasibility studies
and business plans
•Business structuring
and turnaround
strategies.
Target markets
Large corporates
in the mining and
industrial sectors.
Established: 2015
No of staff: 17
BEE status: Level 1
REGOAPELE CAPITAL
Physical address: 53 Autumn Street, Rivonia, Sandton 2191 | Postal: PO Box 911-3099, Rosslyn 0200
Tel: +27 11 243 9570 | Fax: 086 767 1032 | Email: business@regoapele.com

LET THE WEALTH BENEATH US
BUILD THE WEALTH AMONG US.
A wealth of opportunities remains locked beneath our feet, and Africa continues
to be the epitome of unexplored resources. Unlocking these opportunities requires
the united efforts of industry and SMEs who represent the future of Africa today.
Through the allocation and use of resources, tools and technology, we can build
SMEs capable of taking Africa into a prosperous future.
Regoapele Capital is a black woman owned champion of SME development,
focusing on transformative ESD programs intended to build SMEs for the future.
In partnership with big business, we have demonstrated our expertise through
the implementation of the enterprise and supplier development, and responsive
business finance intended to take small businesses to the next frontier. We have a
wealth of knowledge, experience and expertise to contribute towards the creation
of inclusive and sustainable wealth for Africa, and all those who live in it.
Partner with Regoapele Capital.
Let’s build the future together, today.

MINING
Mining Indaba 2021
The Investing in African Mining Indaba went virtual in 2021. Global energy
transition and ESG were at the heart of the online conference.
At least twice a year, downtown Cape Town can feel a bit
like New York: when parliament opens and when the
Investing in African Mining Indaba comes to town. When
miners, investors and government officials come together to
share ideas, the buzz around the Cape Town International
Convention Centre is unmistakable. Cape Town missed out on that
kind of energy in 2021, but the Mining Indaba Virtual still managed
to attract impressive numbers. The first online event had:
• More than 3 600 unique
attendees
• 107 countries represented
• Three heads of state as
speakers
• Speakers from a wide range
of companies including Anglo
American, Rio Tinto, Exxaro
Resources, Sibanye-Stillwater
and many more
• 16 sponsors
• 26 media partners.
Environmental, Social and
Governance (ESG) and the global
energy transition were two of
the overarching themes of the
Indaba. As Tom Quinn, Investing in African Mining Indaba’s Head of
Content, put it, ESG principles and sustainability were “at the heart
of every single session”.
The responsibility of mining in the interests of the planet and the
people who live on it does not rest solely with mining companies. It’s
a duty shared by financiers and investors, and this is something that
came up in various ways during the conference. Heads of state spoke
in their contributions about the need for a “just transition” while
bankers outlined how investment decisions today involve much more
than looking at profit margins.
PROS AND CONS OF VIRTUAL CONFERENCING
Speaking of the past events held in Cape Town, Quinn says,
“Our community has huge brand loyalty because of the premium
event experience they receive, including engaging content,
thought-leadership discussions, unrivalled networking and
meeting opportunities, and for many mining operators, the
unique opportunity to meet with a high number of investors
in one place.”
For the 2021 event, a Virtual Investment Programme was
structured over the last two days of March, which connected
the global finance community with mining operators on a oneto-one
basis. The webinar series that ran in the months leading up
to the Mining Virtual Indaba served to keep regular participants
connected with topical industry insights.
Although there are downsides to not being able to meet in person
at conferences, an advantage was the reach of new audiences which
otherwise would not be able to travel to Cape Town.
Regarding the format adopted, Quinn noted, “We were very
conscious of ‘webinar fatigue’ given that almost all business events
in the past year have had to be conducted online and the virtual space
is saturated now with online content. The audience appreciated that
we kept the sessions to 60 minutes, focusing on key topics, rather
than trying to precisely re-create the Mining Indaba experience.”
A huge effort was made to ensure that the technical side of
things would run seamlessly. “We decided from the start to invest
14 | www.opportunityonline.co.za

MINING
significant capital in using a professional television studio
and production crew to support Mining Indaba Virtual,”
says Quinn.
POPULAR SESSIONS
Three presidents spoke at the event: President Cyril
Ramaphosa (South Africa), President Mokgweetsi Masisi
(Botswana) and President Julius Maada Bio (Sierra
Leone). These talks attracted good audiences as did
the sessions where government and industries could
engage in dialogue. Interest was high in the sessions on
gold, platinum group metals and the role of mining in
decarbonisation and the energy transition.
There is a growing awareness that the mining sector
can play a huge role in turning the global economy away
from carbon fuels and the Mining Indaba organisers see
their role as helping to lead these conversations. As Quinn
says, “Through our industry’s production of copper, cobalt,
platinum group metals, nickel, rare earths, tin and all
manner of other base and critical metals and minerals,
there is a huge responsibility for mining companies to lead
the way in building energy storage and decarbonisation
technologies to reduce emissions and mitigate the harmful
impacts of climate change.”
So change is coming and we are going to hear about
the shape of it at future Mining Indabas. But the 2022
Indaba is likely to be more like its 2020 predecessor.
Says Quinn, “There is no substitute for face-to-face
interaction. Indaba is quintessentially about the people
who create the buzz for the week and give the event
energy and focus.
“We share the feelings of our partners and delegates
and cannot wait to welcome everyone to Cape Town
once again.”
___ __
Live panel discussions on
stage such as during the
2020 event (above) were
not possible in 2021, but
the quality of knowledge
and input maintained
a high standard.
The Conversation. Creative Commons licence

PROFITS
PROFILE
IN THE PIPELINE
UIGC forges ahead with exciting initiatives
Since calling out for partnerships with privatesector
companies, Univen Innovative Growth
Company (UIGC) has gone from strength to
strength with an exciting array of new ventures
and projects in the pipeline.
These profitable initiatives are good news for students
at the University of Venda, because the additional
funds translate into more educational opportunities for
the youth. Chief Executive Officer John Mudau updates
us with UIGC’s exciting progress.
To what extent has UIGC attracted further
funding in the past years?
As the accounting officer I am happy with the performance
of my team. When I joined the team five years
ago, the revenue was just over R200 000. I am happy
that today UIGC is a multi-million-rand company.
We have received a lot of support from both the
government and entities of government, especially
the Sector Education and Training Authorities of South
Africa (SETAs). Our partnership with the private sector
___ __
These profitable
initiatives are good
news because the
additional funds
translate into
more educational
opportunities
for the youth.
Microscopic view of spirulina
The company has created
more than 400 sustainable,
permanent jobs to date.

We are a point of reference
in the sector on how
a public institution
can partner with the
communities for the
good of local people
on joint programme offerings was phenomenal. We are
a point of reference in the sector on how a public institution
can partner with the communities for the good
of local people.
How has UIGC grown?
The growth of UIGC is currently characterised by the
establishment of entities. The company can congratulate
itself on having grown into a group/holding status.
The company boasts of the following entities: Security
(Pty) Ltd; UIGC Travel (Pty) Ltd; Garcle (Pty) Ltd and
a 45% shareholding in the Barotta commercial farm.
The growth in the entities is phenomenal. The company
has created more than 400 sustainable, permanent
jobs to date.
To what extent is UIGC succeeding in partnering
with the private sector?
Our partnership with private-sector companies has
yielded great results. Among the success stories are
the following partnerships:
• UIGC and Duisend partnership. This resulted in a
joint venture which is involved in processing and
crushing aggregates in Lebowakgomo. The partnership
has resulted in a waste rock crushing plant in
Lebowakgomo via a joint venture with Duisend (Pty)
Ltd. UIGC owns 70% of the entire plant.
• UIGC and NAC-SA-NPC. This partnership has resulted
in a shareholding of a joint venture which won the bid
to manage and run Polokwane International Airport
from Gateway Airports Authority Limited (GAAL).
This is an exciting multi-billion-rand project which is
due to be rolled out in the 2020 financial year.
• Musina Spirulina plant. In partnership with the
Musina Local Municipality, UIGC has been given
the right to revitalise and start production at the
spirulina projects. This is another great opportunity
which is a product of the partnership between UIGC
and other sectors of the economy.
• UIGC and Tshakhuma Barotta farm. The partnership
between the Tshakhuma CPA and UIGC has taken
____ ___ _
Dr John Mudau
another giant step. The partners have agreed to
increase the participation of UIGC into farms owned
by the Tshakhuma Community Trust.
This is a great step forward considering the good work
done when revitalising the Barotta farm, which today is
equal to any commercial farm in the area.
What makes UIGC an attractive investment?
We provide hope where none exists. Whenever you
partner with us or invest in us, know that you are partnering
with a company that provides hope to the many
who are in distress. We use all our company sites as
training sites for students from both the University of
Venda and Vhembe TVET College. The profits generated
from our businesses are used to fund students at the
University of Venda, particularly those who are considered
as the missing middle.
What are UIGC’s plans for the next year?
As Chief Executive Officer of the company, I am honoured
to be part of these developments and growth of the
company. In the next five to 10 years, the company
aims to be able to provide 50% of the university
budget as funding towards bursaries. It is our plan
to provide funding for 50% of the students enrolled
at the University of Venda regardless of the family
background. We think the future looks bright.
UNIVEN INNOVATIVE GROWTH COMPANY (UIGC)
Dr John Mudau – Chief Executive Officer | Email: John.mudau@univen.ac.za | Tel: 015 962 8754 / 61
Khathutshelo Ligege – Personal Assistant to CEO | Email: Khathutshelo.ligege@univen.ac.za
___ __
We provide hope
where none exists.
Whenever you
partner with us or
invest in us, know that
you are partnering
with a company
that provides hope
to the many who
are in distress.
PROFILE

LAUREATE LEADER
Called to
action
18 | www.opportunityonline.co.za

LAUREATE LEADER
JSE Group CEO, Dr Leila Fourie, has been recognised in the inaugural
World Federation of Exchanges’ Women Leaders List for 2021
for her outstanding leadership as she steered
the Johannesburg Stock Exchange during the Covid-19 pandemic.
Opportunity sat down with Dr Fourie and discovered
a dynamic leader destined to become a national legend.
What were your professional highlights and challenges of
the year 2020?
Leading through the pandemic. The pandemic created an
important opportunity for leaders to step up and make a contribution
to the marginalised and those who were affected by the pandemic.
I was inspired by the many women leaders for the role they played
in navigating and protecting people from the harmful effects of the
pandemic on lives and livelihoods of those around us.
After prioritising the health and safety of my staff and smoothly
transitioning to a work-from-home environment, I took a leading
position in South Africa in managing the dynamics of the
pandemic in an emerging market country with profound need.
It was important to lead by example and to this end, I donated
(alongside my Board Directors) 30% of my salary for three months
towards the national Solidarity Fund, with proceeds used for those
in need during the pandemic.
The JSE Board and I encouraged other listed CEOs to join
us in our act of solidarity. I also pioneered an industry-wide
#trade4solidarity initiative which resulted in more than half of
our market donating trading fees for two days to the Solidarity
Fund. As the JSE is the frontline listings regulator in South Africa,
we ensured we were responsive and innovative in managing the
effects of the pandemic.
We rapidly introduced a number of important changes to listings
requirements to improve the position of listed entities in managing
through the unexpected effects of the pandemic. Early in the
crisis, we expanded our Green Bond product by launching a new
sustainability and social bond structure to enable fund-raising for
sustainable needs.
During the crisis, I led the JSE team in providing financial
support and PPE equipment to vulnerable citizens in townships.
We extended financial support to small-cap SME companies and
traders in need. I contributed to numerous business leadership
initiatives at industry level advising the national government and
the President on how to kickstart the South African economy.
Contribution on the global stage in sustainable development.
I was appointed by the UN Secretary General as Co-Chair to a
small group of the top 30 global CEOs of the largest banks and
asset managers around the world. It is an honour and privilege to
lead this group, especially as a female leader from an emerging
market. This group made significant progress in improving the
global standard of sustainable development by delivering a
unified set of outcomes to globally improve investment into
sustainable development.
_____________ __ _ _
In my view, a singular passion
for the collective goal and a
commitment to the people
they are privileged to lead have
time and time again proven
to be the strongest and most
successful leadership traits
___ __ ___ __ _ _____
The Sustainable Development Investing (SDI) definition agreed
by the Alliance, serving to facilitate a common understanding,
promotes investment aligned with sustainable development,
and prevents “SDG-washing”. This has been circulated widely to
relevant entities including ratings agencies and is being piloted by
our own members.
The SDI Navigator maps existing initiatives, including
sustainability standards and frameworks, which will make it
easier for investors and corporates to build on these initiatives to
operationalise the SDI definition.
The report entitled “Renewed, recharged and reinforced: Urgent
www.opportunityonline.co.za | 19

LAUREATE LEADER
DR LEILA FOURIE
GROUP CEO OF THE JOHANNESBURG STOCK EXCHANGE
ACADEMIC HISTORY
Dr Fourie has a PhD in Economic and Financial Sciences and
won the Economic Society South Africa Founders’ award in
2012 for best Master's Economics thesis in the country.
CAREER HIGHLIGHTS
With over 25 years of international experience,
primarily in financial services, Dr Fourie has served
on multiple boards and held senior roles in banking,
capital markets and payments.
actions to harmonize and scale sustainable finance” served as
an input to the European Commission’s consultation process
on its Renewed Sustainable Financing Strategy. It provides
64 recommendations and strategic considerations which, if
followed, will enable leaders from the public and private sectors
to harmonise objectives, coordinate global standards and align
efforts to facilitate, promote and scale up investment towards
the SDGs.
A Call to Action for Covid-19 bond issuance was launched to
encourage companies and governments to issue innovative social
Dr Fourie was appointed as CEO of the JSE effective
1 October 2019. She also serves as Co-Chair for
the Secretary General’s UN committee – Global
Investors for Sustainable Development (GISD) as
well as Co-Chair alongside the LSEG CEO for the
Sustainable Stock Exchange model guidance on
climate disclosure and on the UN climate disclosure.
Dr Fourie is a director on numerous boards of
companies in South Africa, including the CSD Strate
and Business Leadership South Africa.
Prior to joining the JSE, Dr Fourie served as
Executive responsible for Consumer Finance at
Australia’s largest bank, the Commonwealth Bank
of Australia, and served as the NSW Vice President
of the Economic Society of Australia and on the
Board Audit Committee of Lifeline Australia.
Previously, she held the role of CEO of the Australian
Payments Network. Before moving to Australia,
Dr Fourie served on the Board of the Johannesburg Stock
Exchange as Executive Director.
Dr Fourie previously worked for one of South Africa’s
largest banks, Standard Bank as Card Division Managing
Director. During this time, she served as Chairman on the
board of Diners Club and board member at Discover Financial
Services based in Chicago. Dr Fourie started at Standard Bank
as global director of credit analytics and capital and portfolio
management for South Africa, the UK, Hong Kong, Russia, Brazil
and Argentina.
bonds to address the Covid-19 pandemic. Funds raised through
these bonds will be used for the immediate response to Covid-19
or to support a sustainable recovery. The Call to Action defines
the direct and indirect challenges presented by the pandemic
and outlines the expectations for a Covid-19 bond issuance in
alignment with the SDGs.
Pioneering an innovative response to the global contraction
in financial markets. In my capacity as group CEO, I introduced
a number of new business innovations to counteract the
contraction in traditional capital markets. Under my leadership,
our exchange acquired a stake in a UK fintech company and have
begun launching a private placement market in the SME and
infrastructure markets. The SME and infrastructure markets are
20 | www.opportunityonline.co.za

NEED PIC
important growth nodes on the
African continent and will provide
a viable and innovative alternative
to traditional public IPOs. The
exchange also responded to the
pandemic in a rapid and agile
manner by launching one the
first virtual AGM services. This
solution used a small fintech
company in South Africa and
demonstrated a responsiveness to
the needs of listed entities.
Who has inspired you to achieve
your professional success?
Many of my life lessons come from
my mother and grandmother. Both
female figures taught me the importance of resilience, curiosity
and forgiveness. On the public stage, I am inspired by Marie Curie,
the first woman to win a Nobel Prize and the only woman to win
the Nobel Prize twice. I am inspired by Curie’s relentless resolve
to continue her pursuits and a dedication to sharing knowledge.
Marie opened the way for women in her field.
______________ __ _ _
When we engage with humility
and appreciation of those
around us, we are able to make
considered, informed decisions
________ __ ___ __ _ __
More recently, I have been inspired by the many women leaders
who have played an active role in leading through the pandemic.
I believe that the role these women leaders played during the
Covid-19 crisis will re-position women in leadership and open the
door to a more equal representation of women in leadership roles.
I was particularly struck by Jacinda Ardern for her empathetic
and strong leadership in successfully managing the scourge of
the pandemic.
What advice do you have for other women who aspire to be in
leadership positions?
I am entirely aligned to the view of leadership expressed by Satya
Nadella, CEO of Microsoft. He said: “Be passionate and bold. Always
keep learning. You stop doing useful things if you don’t learn.”
This quote really resonates with me because it encompasses some
of the characteristics I believe are central to being a good leader.
Passion, courage and thirst for knowledge.
In the past, different events have called for different
types of leadership and as a result, different characteristics.
In my view, a singular passion for the collective goal and a
commitment to the people they are privileged to lead have time
and time again proven to be the strongest and most successful
leadership traits.
I have sponsored a concept of servant leadership at the JSE as
one of our corporate values. I felt strongly about this value, because
when we engage with humility and appreciation of those around
us, we are able to make considered, informed decisions. This is an
important skill for all employees, whether they are in a leadership
role or not, because it fosters an inclusive culture.
We recently ran a project with staff, wherein colleagues
partnered across divisions to establish solutions to various
business challenges. The high point of this exercise was hearing
the innovative ideas that the groups were able to put forward,
which were a result of collaborating with people outside their usual
teams and divisions. Knowledge shared truly is knowledge gained
and we make better decisions when more voices are heard.
How does it feel being nominated as one of the world’s most
outstanding women leaders at a time that was the most
difficult to lead?
It’s a privilege to be associated with distinguished leaders and to
be acknowledged alongside my global peers. We faced so many
different challenges as we navigated through the impact of the
pandemic on our businesses and economies while also dealing
the devastating human impact. So, this acknowledgment is
particularly special to receive.
The World Federation of Exchanges is the global
industry group for exchanges and Clearing Houses
and its Women Leaders initiative aims to shine
the spotlight on the talented and gifted women
in the industry. A panel of nine judges selected
21 female leaders from a pool of 60 nominees.
www.opportunityonline.co.za | 21

LAUREATE LEADER
JSE LIMITED: 2020 RESULTS
Earnings before interest and tax, depreciation and amortisation
(EBITDA) increased by 19% while net profit after tax (NPAT)
grew by 12% to R778-million (2019: R695-million). The JSE’s
strong balance sheet and sustained quality of earnings and
cash generation underpinned its financial resilience during
the pandemic.
Dr Fourie says: “Resilience during a crisis is neither accidental
nor coincidental. The JSE’s operational dependability
demonstrated throughout the Covid-19 pandemic is a direct
result of its multi-year investment in technology infrastructure,
key skills and a focus on building lasting relationships of trust
with clients and stakeholders. That is why I am pleased to
share a strong set of results for 2020. As much as these
results reflect the near-term impact of market volatility, they
also echo the enduring value created by the exchange.”
The performance of the JSE’s various markets was as follows:
Primary markets: Revenue increased by 3% to R152-million
(2019: R147-million). Initial public offerings (IPOs) remained
under pressure in 2020, with fewer deals for the year (four
in 2020 versus five in 2019) owing to uncertain market
conditions. However, the JSE saw a growing demand for
green bonds in emerging markets, driven by private borrowers
looking for investments in sustainable energy, cleaner water,
transport and smart buildings.
There were 20 de-listings (2019: 24), which were largely the
result of corporate actions and schemes of arrangement in
mostly small-to-mid-sized, illiquid counters. Although the
number of listed entities declined, the aggregate market
capitalisation of all entities listed on the JSE increased by
2% during 2020.
Equity Market: Revenue increased by 14% to R493-million
(2019: R433-million) owing to a 7% increase in billable value
traded and more central order book activity. The JSE’s headline
All Share Index (ALSI) a low of -33.5% on 19 March 2020 and
ended the year up 4.07%. Colocation activity contributed 50%
(2019: 42%) of overall value traded with 40 racks (2019: 32).
Foreigners remained net sellers of equities in 2020.
Total revenue increased by 13% to R2.5-billion (2019: R2.2-billion),
with both operating income and total revenue at record highs.
The JSE remained in a healthy position with regard to cash and
capital, with net cash generation in 2020 supporting a stable
cash balance of R2.5-billion at the end of December (2019:
R2.6-billion). Accordingly, the Board has declared an ordinary
dividend of 725 cents per ordinary share, an increase of 5%
over the 2019 ordinary dividend of 690 cents per share. This
corresponds to an ordinary dividend pay-out of distributable
profits of 83% in 2020 (2019: 87%).
Equity Derivatives Market: Revenue increased by 1% to
R145-million (2019: R143-million) owing to increased activity
and a more diverse product mix. Overall, the Equity Derivatives
Market came under pressure in the face of greater market
volatility in 2020. Value traded was down 7% owing to weaker
activity in the JSE Top 40 Index, which commands the largest
percentage of contracts traded, as well as Single-Stock
Futures (SSFs) with dividend risk.
FUTURE FOCUS
“The JSE’s focus is underpinned by a resilient and responsive
core business alongside a promising inorganic growth
strategy. With this in mind, we will execute our strategy
with speed and discipline and continue to rapidly improve
our service offerings and technology to serve our clients with
consistent excellence. As such, the JSE remains committed to
providing a trusted market infrastructure,” asserts Dr Fourie.
22 | www.opportunityonline.co.za

Your trade and investment
facilitation company
Cluff Trade & Investments is an African pedigree trade and investment advisory company
Cluff Trade & Investments is an African pedigree trade and
investment advisory company, with its core business to
serve as a special purpose vehicle between African countries
and foreign companies. We assist companies to enter the
Sub-Saharan Africa and Indian Ocean islands markets
successfully in the context of their global strategies.
Our extensive knowledge of the Sub-Sahara economic landscape
allows us to assist and launch companies into emerging African
markets. The firm benefits clients through market intelligence
information gleaned from decades of experience in various
industries as well as direct deal structuring and representation
to companies and governments. For strategic reasons, we are
situated in Johannesburg, South Africa, to facilitate our international
and local clients through easy access to our offices by means of
effective and convenient communication.
Our services
Our range of expertise boasts a team of multi-disciplined professionals
and technical partnerships including specialised consulting
firms to successfully execute any business and/or project venture.
In today’s global economy, the long-term growth strategies of
successful businesses in emerging market countries often include
plans for expansion into international markets. Those businesses look
to grow by entering strategic alliances, opening plants and facilities,
and planning acquisitions and other investment transactions.
investor and the business opportunity in the private sector and
government level in any African country.
Our facilitatory services
• Evaluating market entry options (FDI)
• Sourcing and matching of companies (M&A)
• Identifying and screening potential foreign investors
• Strategic planning for mergers and acquisitions
• Conducting contract negotiations and agreement closing
• Research and analysis of venture acquisitions for FDI in mining,
agriculture and industrial development projects
• Monitoring state-owned privatisation and economic legislation
• Emerging markets analysis
• Competitive/market intelligence
Vision
to become a major role-player in the economic transformation
process of Africa, and to be a participating vehicle to mobilise the
African economy towards the mainstream of global competition.
Mission
To eradicate the bondage of economic disenfranchisement in
Africa and to collectively assist in the realisation of the NEPAD vision
in promoting and transformation of economic development and
sustainable growth.
PROFILE
Our areas of expertise
• Foreign direct investments
• Mergers and acquisitions
• Joint ventures facilitation
• Business/industrial development
• Commodity trading
• Economic environment analysis
• Business research
Investment facilitation
Cluff Trade & Investments believes
that our extensive knowledge and
experience, coupled with our understanding
of global geo-economic
issues, offers us the best facilitating
machinery to lead any serious-minded
investor to genuine and sincere
business deals. We primarily perform
as a facilitating link between the
____ ___ _
Winston R Cluff, Managing Director
Winston R Cluff is a seasoned entrepreneur and industry strategist, covering the African
theatre. He has been involved with several business ventures in foreign direct investments,
mergers and acquisitions, joint ventures facilitation activities and commodities trading in
Africa and internationally.
Cluff has gained extensive experience in African markets and business development in
African emerging industries since the mid-Nineties. He is well-versed in utilising various
techniques and approaches that incorporate emerging market
intelligence gathering, research and political risk, as well as regional
economic impact trends.
Cluff was previously the managing director of Russet Trade and
Investment and Pan African International. At these companies, he
dealt extensively with banking/financial institutions and development
agencies. Cluff also brings extensive experience in high-level
relationship management at government level. His areas of speciality
in commodities, mining, petroleum products, power generation,
agriculture, ICT, industrial and infrastructure development have
gained him recognition by international industry players.
CLUFF TRADE & INVESTMENTS
Cell: +27 (0) 61 428 6505 | E-mail: winston.cluff@cluffinvest.com

TRADE
How trade rules
affect access
to Covid-19 vaccines
The race is on to secure vaccines that will protect people from
Covid-19. But it has already become apparent that there is
gross inequality playing out in the procurement and distribution
of the new drugs. One reason is intellectual property rights.
By Ronald Labonte and Brook Baker.
The World Trade Organization (WTO) is considering
whether to temporarily waive certain rules about
Trade-Related Aspects of Intellectual Property
Rights (TRIPS), to allow more countries access to
vaccines, drugs and medical technologies needed
to prevent, contain or treat Covid-19. Initially proposed
by South Africa and India, the waiver has the support of
almost 100 developing countries, scores of international
NGOs, several UN agencies, and the Director-General of
the World Health Organization.
But there is opposition, particularly from countries
that are home to large pharmaceutical companies. This
means that the decision has yet to move forward within
the WTO. Meanwhile, vaccinations are underway in
high-income countries that made multiple bilateral
advance purchase agreements with pharmaceutical
companies. Developing countries are having to wait.
HAS THE WTO FAILED DEVELOPING COUNTRIES?
No. The failure rests with some of the WTO member
states. The WTO is an intergovernmental institution
that is rules-bound and whose actions are directed or
guided by the many trade treaties (including TRIPS)
that it oversees. Those treaties are the products of
negotiations between governments of countries that
are member states of the WTO. Some member states
are withholding support for the proposed TRIPS waiver.
These are the US, the UK, Canada, Australia, Japan,
Switzerland, Norway, the EU and Brazil. Most are home
to pharmaceutical companies benefiting from TRIPS
extended patent protections. All have inked advanced
purchase agreements with vaccine companies.
Some countries, including Canada and those in the
EU, are using voluntary measures, like promises to
donate excess vaccine or contributions to the WHO’s
COVAX facility, as a defence against the need for the
waiver. The bottom line for the non-supporters appears
to be: protect TRIPS patent rights first, worry about
globally equitable vaccine access second.
WHAT DIFFERENCE WOULD THE WAIVER MAKE?
The waiver would allow WTO members to choose to
neither grant nor enforce certain sections of the TRIPS
agreement. This would allow WTO member states to
collaborate on manufacturing, scaling up and supplying
Covid-19 medical tools equitably.
The waiver would be temporary, in effect only until
the WHO declares global herd immunity. It would apply
only to those drugs, vaccines and medical technologies
related to the prevention, containment or treatment of
Covid-19. It would be optional; countries could elect not
to abide by the waiver.
___ __
Even for a single
medicine, compulsory
licences might
need to be issued
in the country that
produces the active
pharmaceutical
product, the country
that produces the
finished product,
and the country
that imports and
uses the medicine.
24 | www.opportunityonline.co.za

TRADE
The Conversation. Creative Commons licence
WTO member states arguing against the waiver
maintain that existing TRIPS flexibilities already allow
countries experiencing a public health emergency to
issue compulsory licences to domestic pharmaceutical
companies to produce generic (and less costly)
equivalents. This is true, but the process is cumbersome
and does not yet apply to trade secret know-how and cell
lines needed to copy vaccines and biologic medicines.
Compulsory licences must be issued on a country-bycountry,
case-by-case basis. Some compulsory licences
require prior negotiations with rights holders, and some
are only for public, non-commercial use.
Moreover, even for a single medicine, compulsory
licences might need to be issued in the country that
produces the active pharmaceutical product, the
country that produces the finished product, and the
country that imports and uses the medicine.
The rules covering export of a compulsory-licensed
product to a country lacking its own production capacity
are so complex that this flexibility has only been used
once. Countries attempting to invoke these TRIPS
flexibilities in the past have been subject to criticisms
and trade pressures from the US and the EU in efforts
to discourage them from doing so. Attempts to bypass
patent rules on several Covid-19 related medical
technologies have already faced implementation barriers.
Approving the waiver will not immediately solve
all access issues. Underfunded or limited health
system capacities in developing countries will
remain a challenge. Countries will also need to share
manufacturing capacities and the technical production
knowledge that newer health technologies require and
allow export to other countries. And countries that want
to use the waiver may need to implement their own
legislative changes or emergency declarations to do so.
The waiver does not solve these concerns, but
it does create an enabling context for their more
rapid resolution.
WHAT ROLE ARE PHARMACEUTICAL COMPANIES
PLAYING IN THE WAIVER DELIBERATIONS?
Member states within the WTO will make the final
decision on the waiver. But many are home to rich and
powerful pharmaceutical industries or have secured
bilateral agreements with them for vaccines or other
Covid-19 health products. It is reasonable to infer
that domestic lobbying by pharmaceutical companies
may be at play, or that support for these industries for
some countries has simply become accepted practice.
The pharmaceutical industry itself has been vocal
in opposing any efforts to undermine the patent
system, arguing that intellectual property “is the blood
of the private sector”.
_____ __ ___ __ _ _ _ _ _ _ _ __
Meanwhile, vaccinations are
underway in high-income countries
that made multiple bilateral
advance purchase agreements
with pharmaceutical companies
___ __ ___ __ _ _ _ _ _ _ _ _ _ _
Pharmaceutical companies have long argued the
need to be rewarded for their risks in researching
new discoveries. But what of the $12-billion plus that
governments have directly contributed to vaccine
discovery and expanded manufacturing? It is true
that private funding for the Pfizer/BioNTech vaccine
was four times that of public funding. But governments
have also entered into $24-billion of advance purchases
agreements, including an estimated $21-billion in
2021 for the Pfizer vaccine, sales of which are expected
to generate a 60%-80% profit margin.
WHAT IF THE WAIVER FAILS?
If the waiver fails, developing countries should explore
a collaborative effort to make use of TRIPS Article
73 (Security Exceptions). A legal interpretation of
this article suggests that the pandemic satisfies the
conditions set out in the article and its conditions
could achieve much the same outcome as the proposed
waiver. Invoking Article 73 might be challenged and
must undergo a formal dispute settlement process.
Nonetheless, it is a strategy that merits consideration.
Finally, there is an urgent need to clarify public
interest and public health exceptions to TRIPS
intellectual property rights. Compulsory licensing for
all applicable intellectual property rights should be
improved so that full technology transfer and access
to vaccines, therapeutics and diagnostics can be more
easily guaranteed in the future. This body of work
should quickly proceed this year so that the world can
better address predictable pandemic threats and global
health needs – now and in the future.
___ __
Ronald Labonte
is Professor and
Distinguished
Research Chair,
Globalisation and
Health Equity,
University of Ottawa.
Brook K Baker is
Professor of Law,
Northeastern
University.
www.opportunityonline.co.za | 25

TECHNOLOGY
Going
A partnership with a Danish
city promises smart rewards
for the City of Tshwane
SMART
Tshwane and the Danish city of Aarhus have established a partnership to get the most out of
data and information technology. The plan is to make the cities as smart as they can be.
_____
As Carsten Lützen, an architect in the Danish city’s Centre for City Development and Mobility Planning
says, “Wherever it makes sense to use smart technologies, we use it.” Key focus sectors are mobility,
transport and energy. Makgorometje Makgata, who was Tshwane's acting head of Economic Development
and Spatial Planning at the time of a visit to Denmark, points out that smart city thinking is not
necessarily the central idea, rather, “Whatever programmes you do, you ensure that you incorporate
smart city planning. You look at the bigger picture, for example with the traffic congestion, you look at various
modalities, how can you use technology to help you?”
Lützen and Makgata met in Copenhagen and discussed the options for cooperation between the two cities.
The first step will be the formal signing of a memorandum of understanding and then more specific projects
will be targeted.
Sophie Meritet, Affiliate
Professor at the Paris
Institute of Political
Studies, argues
that the particular
dynamics of African
cities must be taken
into account when
planning smart cities.
DOLL manager
Teddy Larsen
shows Tshwane's
Makgorometje
Makgata the
monitoring systems
in place to monitor
waste removal at
municipal level
26 | www.opportunityonline.co.za

TECHNOLOGY
“One of our tasks,” says Lützen, “is to facilitate links
between companies in our region and in the Gauteng
region. Big companies like Kamstrup and Vestas are
present in South Africa, but there is a huge potential for
other companies to start up.” There are possibilities for
partnerships and joint ventures between universities,
architects, city planners and suppliers of services.
“There might be various fields of cooperation in the
future. We aim to facilitate whatever makes good sense
to make people connected.”
Makgata was in Denmark as part of an African
delegation of urban planners and architects studying
urban design. He was a guest of the Danish Embassy
in Pretoria.
During his time in Denmark Makgata was introduced
to the Danish Outdoor Lighting Laboratory (DOLL), a
1.5km 2 industrial park in Copenhagen that doubles as
a living experiment in street lighting and technology
applications. Private companies use space at the
publicly-funded DOLL to experiment among the 12km
of road and bicycle lanes. Eighty separate experiments
are underway at any one time, via 156 sensors placed
around the industrial park.
Testing for air quality, waste removal bins that send
signals to headquarters when they are full, smart
parking and intelligent lighting (that reduces intensity
when no cars or bicycles are around) are among the
ongoing trials.
Makgata thinks this kind of experimental park is
something that the City of Tswhane could replicate: “We
want to use that concept to resolve urban issues.” Several
of Tshwane’s automotive manufacturers, such as BMW
,have already said that they are receptive to the idea.
A smart city network requires three layers of
infrastructure. Firstly, it needs cables and sensors
and places to put them. Fortunately, cities have lots of
streetlight poles, which can carry many cables, not just
cables for the individual streetlight. Street furniture can
also be used for this purpose. Secondly, there must be
data platforms and networks that can interpret the data
being collected at street level. Finally, smart cities must
deliver smart urban services in the form of apps (to tell
drivers where parking is available or when busses are
delayed) and other value-added services.
The system does not need very high power as the
individual sensors would not be communicating all day:
the smart waste bin might only send a message when
it is full.
Makgata sees potential for multiple uses in Tshwane:
“On one platform you can have solutions for safety and
security (including lighting), traffic management and
other aspects. In waste management, instead of sticking
to our schedule which says come on Monday but the
bins are empty, we rather receive the signal when the
_____ __ ___ __ _ _ _ _ _ _ _ __
There are possibilities for
partnerships and joint ventures
between universities, architects, city
planners and suppliers of services
___ _ _ __ ___ __ _ _ _ _ _ _ _ _
bin is full. We can rearrange the traffic flow if there is
an accident.”
Tshwane plans to build four multi-storied parking
stations on the outskirts of the inner-city linked to the
bus rapid transport (BRT) system. Up-to-date data on
car movements will help the city allocate busses.
Aarhus is Denmark’s second-biggest city and is
a renewable energy hub and research centre. The
city hosts the head office of wind turbine company
Vestas and already uses smart technology for traffic
management. “In Aarhus when people arrive in the city
by car, you can always find information about where to
find free parking spaces,” says Lützen.
He makes the point that a lot of smart city applications
are invisible. “The whole traffic system, including the
traffic lights, is coordinated in a smart way so you get
the best flow via sensors in the
roads.”
Sophie Meritet, Affiliate Professor
at the Paris Institute of Political
Studies, argues that the particular
dynamics of African cities must be
taken into account when planning
smart cities. African Cities quotes
Meritet on Africa’s design priorities
which should be “mobility and
energy efficiency for cities, and this
should be done by designing lowconsumption
urbanism”.
The South African and Danish
representatives agree that the focus
must be on local issues.
Makgata was impressed that at
the DOLL laboratory, “Whatever
they do, there is a focus on how
do you resolve urban management
issues?” Lützen stresses that the Danes don’t want to
impose any solutions. Rather, he says, the key question
is, “Where can we make a positive change?”
At national level, the Danish and South African
governments have several agreements such as
the Strategic Sector Cooperation on Water and the
Environment. Renewable energy is another area
of cooperation.
___ __
DOLL manager
Teddy Larsen shows
Makgorometje Makgata
from Tshwane how the
smart parking application
sends signals to the
nearest light pole.
www.opportunityonline.co.za | 27

ACCOUNTING AUTHORITY
The merSETA welcomed the new Accounting Authority appointed by the Minister of Higher
Education, Science and Innovation, Dr Blade Nzimande.
The minister extended SETAs’ licences for a further 10 years to 2030 in line with the NSDP.
The extension will bring stability and long-term focus to the merSETA’s planning and
strategic projects and will enable it to build on good work done over two decades.
The Accounting Authority will play a pivotal role in guiding management to achieve its stated
outcomes and the need for continuity led the Minister to reappoint some of the previous
members for another term.
WE CARE
It’s about caring
for people we
render services to
WE BELONG
It’s about working
together
with colleagues
WE SERVE
It’s about going
beyond the
call of duty
w
www.merseta.org.za
merSETA Social
@mersetasocial
LEADERS IN CLOSING THE SKILLS GAP

MEET
OUR
ACCOUNTING
AUTHORITY
Kate Moloto | Chairperson
Dr Alex Mashilo
Mr Elias Kubeka
Mr Jacobus de Beer
Ms Jeanne Esterhuizen
Mr Johan van Niekerk
Ms Kirtida Bhana
Dr Lesley Lee
Mr Louis van Huyssteen
Mr Renai Moothilal
Ms Ruth Ntlokotse
Mr Siboniso Mdletshe
Ms Thandeka Phiri
Mr Thapelo Molapo

SOLUTIONS
FOR SUCCESS
PROFILE
OS Holdings is an award-winning, client-centric and process-driven software solution business with a footprint
in South Africa, Eswatini and Zambia. We assist medium-to-large organisations in automating their business
processes and provide the systems to deliver on these processes to ensure greater efficiency throughout
the organisation.
Our systems mix consists primarily of ERP,
business process management, CRM, artificial
intelligence, robotic process automation and
real-time financial reporting systems. We have
a strong track record of working closely with
local government and government agencies, as well as
the private sector.
We are a team of licensed professionals made up
of accountants, business analysts, project managers
and developers. Because we are accountants, we
understand our clients’ financial objectives and deploy
accountants to implement and provide training on
relevant systems. We follow an agile approach to
managing projects, innovating along the journey,
and encourage customer collaboration throughout
the process.
Our customer-centric approach ensures that we
offer your business software solutions that will help
make the running of your business cost-effective and
efficient. Together with our partners, we are constantly
seeking solutions that future-proof your business.
OS Holdings’ latest offering is Sage Intacct. We
understand the demands placed on finance professionals
to ensure that they increase efficiency.
Sage Intacct business accounting software combines
operational and financial visibility to help
your organisation thrive. Its highly flexible, powerful
financial management solution adapts to your
unique workflows and reporting requirements.
Sage Intacct connects easily with other best-inclass,
industry-specific solutions to give you a truly
tailored solution. Across all industries, Sage Intacct
customers achieve an average of:
• 250% ROI
• Six months payback
• 79% close time reduction
• 65% productivity improvement
___ __
Key facts and figures
• Year established:
2012
• No of staff: 23
• Major clients:
Ramotshere Moiloa
Local Municipality,
Thabo Mofutsanyana
District Municipality,
Small Enteprise
Development
Agency, Community
Schemes Ombud
Services, Infracast,
Office of the Valuer-
General, RSM, Road
Traffic Infringement
Agency, North
West Provincial
Treasury, Aviation
Co-ordination
Services, Midway
Liquors and Pronto.
• Turnover and/or
capacity: R34-million

PROFILE
Regardless of your industry, Sage
Intacct can accommodate your unique
accounting needs. This solution easily
integrates with other best-in-class
apps and services, so you have the
best options for your organisation.
This platform services accelerate
customisation with infrastructure
solutions built to match unique business
requirements.
OS Holdings prides itself in having
a team of diverse individuals with
experience from both government
and the private sector, therefore we
understand our clients’ financial
objectives. Our target audience is
medium-to-large businesses across
all industries. We offer automated
business solutions that are adaptable
across all sectors and industries. Our
highly specialised team nurtures
ongoing relationships and forms part
of your organisation by offering clientspecific
solutions tailored to your
business needs and strategic goals.
____ ___ _
Nomsa Nteleko, founder and CEO of
OS Holdings (left), is an award-winning
serial entrepreneur with a penchant
for doing good. After launching the
Sage Public Sector department and
developing a fit-for-purpose solution
for the public sector, Nteleko started
OS Holdings in 2012 and is now one of
the most recognised and successful
players in the industry.
She believes in playing an integral
part in growing the South African
economy through empowering young
minds and entrepreneurs. Nteleko
contends that the alleviation of poverty
and removing mediocre thinking is this
generation’s responsibility.
BEE status
• % black ownership: 100%
• % black directors: 100%
• % black staff: 90%
OS HOLDINGS
Itumeleng Mphatsoe, Business Development Manager
Dominic Zaca, Sales and Marketing Executive | Natasha Kaunda, Head Professional Services
Address: 65 Phillip Engelbrecht Ave, Meyersdal Office Park, Meyersdal, Alberton, Gauteng 1448
Tel: 010 109 6124 | Email: info@osholdings.co.za | Website: www.os-holdings.co.za

PERFECTING
COMMERCE
PROFILE
ITeamPay is a leader in integration and connectivity services.
The Powered by ITeamPay seal is a guarantee for the
secure navigation of electronic payments to their
destination, offering safe passage for e-commerce
payments, limiting exposure to malicious activity
and surpassing the highest levels of international
security certification.
The ITeamPay goal
Helping retailers, merchant acquirers and payment
service providers perform POS and e-commerce
data analysis to guarantee the completion of every
transaction.
Client base
Our key client base consists of payment service providers
and issuers in the finance industry, such as
banking and clearing houses, healthcare providers,
insurance companies and large retailers.
What we offer
We continually strive to deliver on our motto of
PERFECTING COMMERCE © through the deployment of
innovative and fully integrated end-to-end electronic
commerce solutions, incorporating issuing, payment
and reconciliation services.
ITeamPay’s proprietary e-commerce solutions enable
integrated management of transaction payments,
procurement, bill payments, delivery initiation and
issuing. They provide routing for secure, authenticated
commercial transactions in physical and virtual
communities where businesses transact in real time
with their customers, suppliers and partners.
All our solutions are fully PCI PA compliant and meet
international standards as set out by MasterCard, Visa
and global industry associations. They support Point-to-
Point Encryption (P2PE) based on a Hardware Security
Module (HSM), which can significantly reduce the cost
and effort required to achieve PCI DSS compliance in a
retail environment.
Our solutions allow our clients to acquire and issue
multi-token closed-loop and open-loop financial products,
such as debit cards, credit cards, wallet cards,
mobile wallets, gift cards, loyalty cards and vouchers,
whether virtual or physical. In addition, ITeamPay
supports a variety of B2C, P2P and B2B e-commerce
options, including integrated Point of Sale, self-service
terminals, and mobile and web-based transaction services.
ITeamPay’s solutions cross borders and span the
globe. On an average day, transactions valued in the
billions are powered by ITeam software for multiple
organisations worldwide.
___ __
Our story
Established in 2004
by Sabelo Mbatha,
founder of SWM
Net Printing CC.
• One of the first
SWM Net Printing
partners
• Core competence
– sustainable
connectivity
• Geared up to deliver
full-cycle solutions
• Experience with
over 400 integration
projects
• Delivering solutions
globally with on-shore
and mobile teams
• Offices in
Johannesburg, Cape
Town and Durban
• Large network
of partners.

ITeamPay solutions are designed to
help retailers, merchant acquirers and
payment processors account for every
card-present and card-not-present
interaction in real time, and deliver
more valuable payment services across
POS and e-commerce environments.
Our current solutions include the ITeamPay Universal
Issuing Platform, ITeam Payment Service Provider,
ITeam Billing Engine and ITeamPay Electronic Value.
A plan to suit the client
At ITeamPay, we strive to go beyond securing smart
technical resources by aiming to become your strategic
advisors, providing both thought leadership and best
practice to ensure that you are confident in being able
to deliver solid results in less time and increase your
ROI (Return on Investment). That is why our specialised
team is built with the right mix of highly skilled architects
and consultants, supported by management with
years of industry experience.
With ITeamPay’s API Foundation, the selection and
deployment of an initial production API capability is
used to prioritise and showcase the baseline platform,
while delivering a tangible benefit to the business
through better alignment and communication of
capabilities and requirements.
Another key deliverable is a detailed report and
executive presentation. It will then be codified into a
blueprint and baseline deliverable.
Implementation examples:
• Interbank clearing and settlement for various payment
streams, including cross-Mobile Network Operator
(MNO) redemption of voucher settlement
• Loyalty – Campaign management, awards and
redemptions
• Electronic Value Distribution (EVD) – Airtime, electricity,
MoneyGram, prepaid fuel, prepaid salaries and
wages, social grants with biometric capabilities, etc
• Billing engines
• Europay MasterCard, Visa (EMV) enablement.
The team
ITeamPay hosts a team of world-class payment specialists
with deep knowledge and experience in protocol
____ ___ _
ITEAMPAY
Tel: +27 11 326 4367 | Mobile: 076 932 98989
Email: sabelo@iteampay.co.za | Website: ww.iteampay.co.za
decoding, machine learning and analytics visualisation.
Whether it be implementation, configuration, advisory
or training, our professional services team is equipped
to help.
Authorisation
For authorisation switches, ITeamPay’s proprietary
tools are used to provide real-time and historical transaction
statistical data, predefined threshold alerts, and
connectivity status. All authorisation networks use
TCP/IP, resulting in quick response times.
Debit card processing
ITeamPay owns and operates the STAR® debit network
which provides our merchants with a strategic advantage
when it comes to processing STAR debit payments.
Technology operations
The call centres and data centres ITeamPay uses are
geographically diverse and operational 24x7x365.
Primary data centres are located in South Africa and
other parts of Southern Africa. This multiple-site design
delivers fail-safe capabilities, as there is no single
point of failure. Systems capacity is provisioned so
that any single data centre can experience a complete
site outage, and the remaining sites have more than
adequate capacity to accommodate 100% of the traffic
during the busiest hour of the year.
Compliance and data security
All production systems are maintained in secure data
centres that are monitored 24x7x365 by security guards
as well as technical staff. Physical security measures
include cameras and motion detectors. Physical access
to the system is restricted to technical support and
security personnel using a magnetic lock system.
Access to systems is controlled by a dedicated Data
Security department.
___ __
Maintenance
and support
• Full software and
application support
• Defect monitoring
and rectification
• Proactive bug fixes
• Packaged software
maintenance
• Custom application
maintenance
• System
troubleshooting.
Re-engineering and
enhancements
• Existing system
assessment
and analysis
• Planning and design
• Re-engineering and
migration process
• Comparing
and testing
• UAT, User
Acceptance Testing.
___ __
Values
• Professionalism
• Quality
• Trust
PROFILE

BUSINESS
SA’s SMME
emergence
New research from the BeyondCOVID Business Survey paints a bleak picture for the future of South Africa’s
small business sector one year on from when the Covid-19 pandemic hit the country.
Specialist management consultancy Redflank
conducted the BeyondCOVID Business Survey
between July 2020 and March 2021, surveying
nearly 4 500 companies, more than half of
which were SMMEs.
SMMEs play a crucial role in job creation and growth,
being identified as a productive driver of inclusive
economic growth and development. “In South Africa,
the small business sector is a critical part of the national
economy, with the government’s National Development
Plan 2030 looking to SMMEs as a major source of
employment and stimulator of growth, reducing
unemployment against a backdrop of a formal sector
that continues shedding jobs,” says Fay Mukaddam,
chairperson of BeyondCOVID.
The results of the BeyondCOVID Business Survey
point to a vastly different reality. Lings Naidoo, director
at Redflank and BeyondCOVID co-founder, says: “SMME
respondents indicated that they plan to retrench an
average 13% of their staff – or 1.2-million people – in
the next six months, against a 5% figure for corporates.
At face value, businesses appeared to be in a slightly
better position this year, but closer examination showed
that this applies only to corporates. The situation is
worsening for SMMEs.”
34 | www.opportunityonline.co.za
While 44% of corporates indicate that they have
returned to “business as usual” mode this year, the
comparative number for SMMEs was a 15% drop. While
large and small businesses were equally at risk of
closure at the start of the lockdown one year ago,
SMMEs are now 26 times more likely to have to shut
shop, the survey found.
“We plan to use our business networks within the
private sector and government to leverage funding and
investments, commercial and otherwise,” Mukaddam
A SNAPSHOT OF THE FINDINGS
• 21% businesses closed (64% expect to reopen)
• 54% currently operating below capacity
• 41% planning to retrench staff over the next six months
• 33% expressed the need for funding over a six-month period in order to continue
trading over the next year
• Businesses expect recovery to pre-Covid-19 levels to take six months longer now
(3.5 years) compared to their projection of three years at the onset of the pandemic
• 5% are cash positive now (up from 2% at the start of the pandemic)
• 57% have staff working from home (dropped from 74% in July 2020)
• 61% willing to allow staff to continue working from home post-pandemic
• The ICT, financial services and real estate sectors have the most people working
from home, and agriculture, transportation and construction sectors the least.
Sectors that are worst impacted, according to the survey, include accommodation
and food; arts, entertainment and recreation; water and waste management;
construction and education. Sectors where corporates are improving but where
SMMEs are still struggling are cited as agriculture and construction.

BUSINESS
says, adding that their overall aim is to provide
enabling services and technology to make small
businesses more robust, sustainable and bankable.
To this end, BeyondCOVID has engaged professional
associations including the South African Chamber of
Commerce and Industry, Kisby SME Fund and others
as strategic partners, to deliver on key objectives.
SMME SURVIVAL SOLUTIONS
“There is a rich abundance of knowledge, skills and
expertise in our SME sector – all of which have played
an essential role in SMEs being able to adapt to survive
the pandemic. Part of this is that we have had to
move away from a ‘business as usual’ approach and
realise the need to learn from the lessons that the
past year has taught us to plan and prepare for the
future,” says Trevor Gosling, CEO of small business
service provider Lulalend.
Gosling says that SMEs need to understand how their
customer base and needs have changed, which includes
the competition. “These shifts are important to consider,
especially if you want your marketing efforts to yield
the maximum results. If your customer base or their
needs have changed, it is important that SMEs focus on
building new relationships to deliver repeat business
in the future.”
Owners should consider how hastily streamlined
processes and drastically slashed overheads can be
refined to create a new, efficient and cost-effective
business model that can still deliver the best goods
and services to their customers. Combining this with
the advantages of applying digital technology can set a
business owner on the road to recovery.
While most companies have been moving online over
the past few years, the pandemic has shifted this into
overdrive. He says that there is no turning back. “People
have now gotten used to living in a digital world.”
As part of the planning, it is essential that time is
taken to analyse what can be done to reduce financial
constraints in the year ahead. In addition to this, access
to capital to invest in growing or pivoting the business
will be crucial.
Despite some of the advances being made, Gosling
says that small businesses are often held back by poor
cash reserves or a lack of funding. “According to a
recent TransUnion survey, almost 50% of SMMEs listed
access to funding as the main barrier to growth. The
reality is in most instances, traditional lending options
aren’t always available to small businesses.
“Small businesses need to be cautious and have
a contingency plan,” Gosling points out. “With the
current market volatility, they need to ensure that
they manage their cash flows and build up sufficient
cash reserves to improve their liquidity.”
“In many developed and developing economies, SMMEs generally account for
over 90% of all formal businesses. They contribute significantly to GDP and
create and sustain lots of jobs in those countries. In South Africa, while 98%
of formal businesses are SMMEs, they make a far smaller contribution to
employment and GDP.
“If we are to achieve the goal of the National Development Plan for SMMEs to
create at least 90% of the targeted 11-million new jobs by 2030, we need to pay
far closer attention to developing small businesses.
“One of the key elements of the Economic Reconstruction and Recovery Plan
is localisation, and we expect SMMEs and co-operatives to play a central role in
driving localisation. They are nimble and have great insights. To enable SMMEs
and co-operatives to meet the potential demand, our Manufacturing Scheme is
supporting these enterprises to build capacity to supply products in the right
quality and quantity.”
President Cyril Ramaphosa
Virtual engagement with SMMEs and cooperatives, 25 February 2021
“It starts with having the capital they need, when
they need it, to achieve their short- and long-term goals.
Not only is this important for their business growth, but
it is also just as important for the country’s economic
growth,” says Gosling. “It is important that SMEs talk to
their credit providers about access to funding,
including a revolving credit facility to help
manage their cash flow.”
While South Africa’s economy took a series
of blows over the last year, business owners
remain confident that things will slowly start
to stabilise in 2021. This was reaffirmed with
South Africa’s SACCI business confidence
index rising to 93.4 in November of 2020 from
92 in October, above pre-pandemic levels.
According to Gosling, a large part of the
country’s growth this year will be dependent
on SMMEs. “Despite the impact of the Covid-19
pandemic, the remarkable ability of these
businesses to adapt to change has helped them
evolve and ultimately survive. Companies
were resilient, optimistic and innovative,
trusting that, although the situation will not
improve considerably in 2021, it will be able
to at least start stabilising.”
_____ __ ___ __ _ _ _ _ _ _ _ __
There is a rich abundance of
knowledge, skills and expertise in our
SME sector – all of which have played
an essential role in SMEs being able
to adapt to survive the pandemic
___ __ ___ __ _ _ _ _ _ _ _ _ _ _
www.opportunityonline.co.za | 35

TECHNOLOGY
Managing water-related
challenges using
smart technologies
Advannotech aims to be a leading provider of intelligent metering solutions, assisting
customers in Africa by deploying the latest technologies enabling them to improve revenue,
reduce operating costs and enhance customer service using Internet of Things (IoT).
As global demand for water is increasing and shows no
sign of abatement, the metering of domestic water usage,
and the application of “smart” or intelligent meter technologies,
is increasingly viewed as being central to reducing the
wastage for water and facilitating more effective management.
It is argued that smart meters encourage more equitable allocation,
through application of the “pay-as-you-go” principle. This results in the
water user paying for what they consume, while seeking to associate
usage and cost to provide a fairer and more sustainable management
solution. The recent water crisis in South Africa highlights the need for
efficient water usage. Not only does overconsumption
result in unnecessary spending, but the misuse of
water can also lead to costly fines. With a smart
water management solution, property owners and
tenants alike can effectively monitor and manage
consumption, and take proactive corrective measures
when and where required, saving water and costs.
The development of our solution allows data to
be sent from the meters to our cloud servers and
then respectively to the portal platform. This allows
the client full visualisation and monitoring of their
meters in terms of location, water usage, leaks and
related pre-set alarms.
With water being a scarce, critical resource,
governments are under pressure to implement
measures that will curb costs relating to water
supply and consumption, and management thereof.
This enables the municipality to maximise total budgeted and potential
income. A turnkey solutions and IoT platform provider, Advannotech,
together with their partners, have designed, installed and are managing
an integrated technology solution to improve the management of water
supply and consumption, revenue collection and water infrastructure.
“From a municipality’s perspective, it is a well-known fact that
inaccurate tariffs, customer arrears, poor metering, unreliable customer
information, faulty billing and invoicing systems affect overall collections,
hence the need for the municipalities to do digital metering. This will
therefore ensure the easy availability of data and will lead to efficient
revenue management, ie ensuring that customers are billed accurately
without delay, and the customer database is properly managed. This
enables the municipality to maximise total budgeted and potential
income,” says Xolani Zuma, founder and CEO of Advannotech.
Advannotech’s first project, rolled out at the start of the year with
a local partner, is at a district municipality in a rural area of South
Africa that now provides the municipality with a real-time view of its
water infrastructure. Faulty meters and accurate
consumption can now be monitored, maintenance
teams will receive instant alerts via email or SMS
about faults and corrective action can be taken
within a short turnaround time. Alerts include
the GPS location of the meter, its status, flow rates
and consumption.
“It’s been a rather exciting project to initiate
a smart way to conserve water. The journey to a
smart city starts somewhere, and where better
than resource conservation,” says Zuma.
“Seeing that our process of data collection
is digital, it eliminates manual inputs and
takes away the human error factor that can
cause incorrect data capturing and faults
accruing during the billing processes. Thus,
providing a 100% auditable process with history
that is always accessible.
“One of the fundamental processes in the utility cycle is to ensure
that we work together with all councils/municipalities to provide
a scope that not only assists the property owner but also assists the
councils/municipalities, thus indirectly assisting them to provide a
better service to all their clients,” Zuma concludes.
www.advannotech.co.za
36 | www.opportunityonline.co.za

TOURISM
Destination
NORTHERN CAPE
A dazzling array of tourist attractions are on offer in South Africa’s largest province.
From extreme kayaking on the Orange River to
admiring biodiversity in UNESCO World
Heritage Sites and soaking up the atmosphere
of historic Kimberley, the town where South
Africa’s mineral revolution began – the Northern
Cape has it all. Diamonds brought the Northern Cape
to the attention of the world but now a myriad of
experiences and attractions are on offer for domestic
and international visitors.
Kimberley is best known for its central role as the
place where diamonds were discovered and the Big Hole
is a spectacular reminder of just how deep the pioneer
prospectors went in search of sparkling treasure.
But Kimberley as the place where a significant
siege took place in the Anglo-Boer War is also well
documented and visitors can see and experience some
of the spirit of the time, when the Boer republics clashed
with the British Empire from 1899 to 1902. Kimberley
has the distinction of being the first town in the Southern
Hemisphere to install electric street lights in 1882.
The Northern Cape floral beauty is on display from the
end of July every year when the veld becomes a riot of
colour. Another kind of beauty is revealed in the arid
landscapes of the two Transfrontier Parks, the Kgalagadi
and the |Ai-|Ais Richtersveld, both of which are also
UNESCO World Heritage Sites and represent vitally
important biological reserves.
www.opportunityonline.co.za | 37

TOURISM
Train enthusiasts can get close to the Class 19D train
which can be examined in the municipal grounds of
the small town of Warrenton, about 70km north of
Kimberley. Diamonds were discovered in the town and
the train service allowed the farmers in the fertile area
on the Vaal River to supply Kimberley with vegetables
when it was a bustling town full of prospectors.
The Vaalharts Irrigation Scheme is one of the
largest irrigation schemes in the world. Unusually,
the role of women in the creation of the scheme
and in supporting their families through the Great
Depression is memorialised in the shape of a small
church at Hartswater. A charming feature of the
approach to the town is the 38km road known as
Poplar Lane.
Among the many national and provincial parks from which the
visitor can choose, the Augrabies Falls National Park presents the
impressive spectacle of 18km of tumbling water at the Augrabies
Falls, while a variety of fauna and flora are on offer at the Mokala
National Park near Kimberley and Namaqua and Tankwa Karoo
National Parks in the Namakwa region. Adventure-lovers flock to
the Northern Cape because of the variety on offer. Camping with
lions in the Green Kalahari, taking a kayak down the Orange River,
stargazing just about anywhere in the Karoo but particularly around
Sutherland, mountain-biking in the Richtersveld or hunting for
fossils in the Karoo or searching for San rock art in the caves of the
Diamond Fields, there really is something for everyone.
The names of the main tourism routes available give a flavour of
what is on offer:
Quiver Tree Food and Wine Route – along the Orange River.
Kalahari Red Dune Route – into the Kgalagadi Transfrontier Park.
Karoo Highlands Route – is a stargazers’ delight.
Karoo Oasis Route – passes through Anglo-Boer war territory
and tranquil villages.
Go Ghaap Route – has a strong suit in archaeology.
Richtersveld Route – explores South Africa’s only mountain
desert.
Namaqua Coastal Route – is for hiking and 4x4 enthusiasts.
Cape Namibia Route – offers millions of flowers.
Museum, Wonderwerk Cave near Kuruman and the Wildebeest
Kuil Rock Art Centre.
Vaal-Harts Dam
Popular with fishers and boat enthusiasts, the dam offers a
perfect setting for a day out. It is a vital part of the Vaalharts
Irrigation Scheme.
Kimberley Diamond Brewery Company
Another waterside experience can be had a short distance south
of Kimberley, where the Kimberley Diamond Brewery Company
operates on the banks of the Riet River, at Ritchie.
IN AND AROUND KIMBERLEY
McGregor Museum
The McGregor Museum is a respected research institute with
important collections in a variety of fields from archaeology to botany
and South African history. Several satellite museums cover an even
wider range of interest: the Duggan-Cronin Gallery (photography
and ethnography), historical houses (Dunluce and Rudd House),
the Pioneers of Aviation Museum, the Magersfontein Battlefield
Khumba Skate Park
Near to the Big Hole Precinct and the Mittah Seperepere Convention
Centre (below), the Skate Park is the venue for the Kimberley Diamond
Cup, a showcase for amateur and professional skateboarding. The
Northern Cape Province hosted this international championship
for the first time in 2011, then known as the Maloof Money Cup.
38 | www.opportunityonline.co.za

Welcome to South Africa’s
fabled diamond fields
Frances Baard District Municipality is nestled in the north-eastern corner of the Northern Cape Province,
and contains four local municipalities, namely Sol Plaatje, Dikgatlong, Magareng and Phokwane Municipality.
In 1870 diamond diggers proclaimed it the Republic of Klipdrift.
Other towns in the area include Delportshoop, Longlands, Kutlwano,
Sydney on Vaal, Ulco and Windsorton. Dikgatlong is the site of the
first alluvial diamond digging in the region and is renowned for its
excellent fly-fishing spots and luxury game lodges. The adventurous
are encouraged to go in search of the Gong-Gong waterfall on the
Vaal where the quiet river suddenly tumbles into a gully and fills
out into a tranquil pool.
PROFILE
SOL PLAATJE MUNICIPALITY
This municipality is named after the first secretary-general of the
African National Congress and writer, Solomon “Sol” Plaatje. At
the heart of Sol Plaatje Municipality is the bright metropolis of
Kimberley, the capital city of the Northern Cape. The municipality
also includes the towns of Modder River, Ritchie, Riverton,
Beaconsfield, Kenilworth, Ronald’s Vlei and Spytfontein.
Kimberley is a diverse city with a vibrant, colourful history. The
city is renowned for its Big Hole and Mine Museum, the largest
excavated hole on earth, and important archaeological discoveries;
Kamfers Dam, a wetland that supports the largest permanent
population of lesser flamingos; Wildebeest Kuil Rock Art Centre, a
premier rock art centre with over 400 San rock engravings; and
the sprawling and vibrant Galeshewe Township, the first and oldest
township in South Africa.
MAGARENG MUNICIPALITY
The name Magareng is a Setswana word meaning “The Middle” and
is derived from the fact that this region is literally in the middle of
the country. Warrenton is an agricultural town located 70km north
of Kimberley on the Vaal River and is the administrative centre of
the municipality.
Diamonds were first discovered in Warrenton in 1888. The town
was originally known as Stanger’s Rest, then Fourteen Streams, but
was finally named Warrenton after Charles Warren in 1880.
PHOKWANE MUNICIPALITY
Phokwane embraces Hartswater, Pampierstad and Jan Kempdorp,
originally named Andalusia. Hartswater is home to Olives South
Africa and boasts a variety of nuts and local wines from Hartswater
Wine Cellar. The town offers accommodation, leisure activities and
historical attractions such as the burial site of Chief Galeshewe and
the Women’s Memorial building. The town of Jan Kempdorp hosts
two World War II concentration camps and lies in the heart of the
Vaalharts Valley and irrigation area.
DIKGATLONG MUNICIPALITY
Dikgatlong is a Setswana name meaning “confluence”, referring to
the place where the Harts and Vaal Rivers flow into one another.
The hub of Dikgatlong Local Municipality, Barkly West, was founded
as a mission village in an area known as Pniel, “Face of God”.
____ ___ _
FRANCES BAARD DISTRICT MUNICIPALITY
Tel: +27 (0) 53 838 0911 | www.visitdiamondfields.co.za

GOVERNANCE
The
OFwork
NEW
way 2021 REMUNERATION TRENDS
Chris Blair, CEO of 21st Century, a change consultancy, shares his thoughts about how
companies should approach their executives’ remuneration in today’s world.
South Africa is one of the most unequal societies
in the world, with the world’s largest Gini coefficient
– a measure of inequality between
the “haves and have-nots”. And in this time of
crisis, business purpose is moving quickly from
making profits for shareholders towards a “new social
contract” – a commitment that addresses social and
environmental problems.
We are seeing a move from “shareholderism” to
“stakeholderism”. In other words, capitalism is giving
way to prioritising the protection and quality of life.
Governance has been catapulted into the limelight
under the banner of ESG (environment, social and
governance) with a fresh look at ESG measures that
address the “reset” that society is demanding.
These circumstances have resulted in seven top
executive remuneration trends around the world, both
in developed and in developing economies:
1. Increasing mandates of remuneration committees
2. Reducing the wage gap or increasing the median pay
of workers
3. Addressing diversity and inclusion
4. Inclusion of ESG measures in short-term incentives
(STIs) and long-term incentives (LTIs)
5. Evolving performance management for a less
contingent and greater virtual workforce
6. Greater focus on employee wellness and engagement
7. The design of new pay systems for new-profile leaders
Remuneration committee charters are extending
their original mandates from all aspects of executive
compensation, disclosure and shareholder engagement
to include:
•Broad-based human capital strategies
•Human capital management, eg:
- retention
- talent management
- diversity
- pay equity
- gender and ethnic gap
- recruiting practices
- performance management
- workforce management
- employee engagement
- employment value proposition
• Talent management policies, programmes and
processes, including training and development,
promotions and termination provisions
• Succession planning
• In addition to oversight of compensation for executives,
includes others that the Committee may
designate beyond the Board of Directors
• Internal disclosures (optional)
The wage gap or pay ratio (measures of pay between the
CEO or top earners and the bottom or median earners)
has become a growing issue worldwide, and it is being
remedied in a few ways:
• Legislated compensation caps are putting a ceiling on
top earners’ wages.
• New governance structures are being implemented.
• A lower percentage of the wage bill is being spent on
executives and executive pay limits are being set as
a portion of net income.
• Five-year moving average pay gap targets are being set
and executive pay freezes or variable pay deferments
___ __
Employees are being
empowered to act as
leaders and given more
autonomy and purpose.
40 | www.opportunityonline.co.za

GOVERNANCE
are being implemented (largely driven by Covid).
• Profit sharing is being implemented across all staff.
Remuneration committees are widely adopting
strategies that address the growing wage gap to reduce
it over time. In a recent Just Capital survey, the top
100 USA companies surveyed have increased their
median pay by 18%. The wage gap is currently highest
in the extractive industry where the CEO earns 41.3
times the general staff at the 50th percentile.
Remuneration committees are being compelled to
address diversity and inclusion – not only at executive
level, but also at management level. Companies are
routinely setting diversity targets and conducting
gender/race pay equity audits. They are also moving
from meeting the JSE listing requirement of diversity
statistics at board level to actively targeting board
representation through inclusion.
Currently, non-executive boards are made up of approximately
50% white members, 40% black, 5% coloured and
5% Indian members. The gender split is approximately
67% male and 33% female, but is worse in the extractive
industry, with only 28% female representation.
The inclusion of ESG (environment, social and governance)
measures in corporate scorecards is a growing
trend that has been accelerated by the move to stakeholderism
and the effects of the Covid-19 pandemic.
Typical measures include:
Social – fatalities, injuries, illnesses, exposure to
harmful substances, workplace policies, gender balance,
diversity and inclusion, employee engagement,
employee voluntary turnover, training and development,
behaviours, ethics, values and company culture.
Environment – greenhouse gas (GHG) emissions
(South Africa is the 14th-largest emitter in the world),
non-renewable energy, renewable energy, environmental
incidents, air quality, land management, water
and wastewater management, waste and hazardous
materials management and sustainability measures.
Customer – customer satisfaction, customer net
promoter score (CNPS), customer complaints, customer
resolutions, product quality and product safety.
Community – incidents, complaints and investments.
Governance – governance at the board level,
governance at executive level, risk management,
compliance, behaviours, ethics, values and culture.
In a recent worldwide study by the GECN Group
of companies, among ESG measures in incentives,
61% of the companies surveyed were implementing
social change. This was followed by customer (37%),
governance (32%), environmental (25%) and community
(10%). In the social category, employee engagement,
diversity, equity and inclusion (DEI), and health and
safety are the most widely implemented.
Within the customer category, customer
satisfaction is the most common.
The new way of working is a major trend
that is effecting major change on companies
and their workforces. Virtual board meetings
work, but they are not optimal. A minority of
directors view virtual board meetings as just
as effective as in-person meetings. The lack
of non-verbal communication is stated as the
highest-ranked challenge of virtual meetings.
But even in this less optimal environment,
most directors believe that they have been able
to perform their work effectively.
Virtual board meetings are here to stay.
Based on their experiences over the last year,
large majorities of directors expect to see
virtual board and committee meetings in the future.
They also view virtual board engagement as a useful
tool to enhance board effectiveness. Companies are
allowing staff (those that can) to work remotely and are
realising that the contingent workforce can be replaced
by virtual full-time equivalents who are more integrated
and aligned to the company culture and vision.
Performance management must be adapted for remote
working conditions and it is moving from inputs and
outputs to outputs and outcomes. Employees are being
empowered to act as leaders and given more autonomy
and purpose. The methods and speed of communication
are being adapted for the virtual environment.
Agile work teams are quickly established to capitalise
on opportunities and then disbanded just as
quickly once the project is complete. New opportunities
and career paths need to be developed to adapt to
the changing environment of work, so re-training and
re-skilling of employees has become part of the new
employee value proposition as companies transform
into learning and development centres.
The final major trend is employee wellness and
engagement. One quarter of South African employees
are taking antidepressants and report anxiety and
financial insecurity as being part of their lives. Most
organisations are reviewing their employee value
proposition – with a huge emphasis on employee
wellness. Companies are including employee wellness
measures in their ESG implementations, prioritising
employee engagement, employee retention and
employee health.
The new social contract and the business purpose of
preserving human life and livelihoods are significant
challenges. But if executives step up by walking the
talk with employees and stakeholders, it will go a long
way to addressing the current social and environmental
problems that arise during times of crisis.
___ __
Chris Blair, CEO
of 21st Century
www.opportunityonline.co.za | 41

announcement
small business
S
The Foundation of Economic
Recovery and Sustainability
Following the unprecedented challenges of 2020, SMMEs will be the crucial drivers
of economic recovery
SMME VIRTUAL ROADSHOW
The SMME Roadshow, supporting developing businesses since 2014, is being relaunched
by Global Africa Network in a virtual format in 2021.
• Focus Hubs will cover key topics covered including:
• Access to funding
• Access to markets
• Covid-19 relief
• Training and skills development
• Compliance and regulatory
• Business and technology support
WHY A VIRTUAL EVENT?
· Increased flexibility and access
· Greater opportunity for interaction
· Monitoring and recording
of attendance and interaction
Regional Hubs will provide provincially-specific support and information
Virtual rooms allow organisations to present their offerings to the SMME community.
The SMME Virtual Roadshow will be an important
driver of economic growth and job creation
Contact info@gan.co.za for further information on participation (for SMMEs)
and sponsorship opportunities (for organisations providing support to SMMEs)

small business S
WE
MAKE
POWER
Steinmüller Africa (Pty) Ltd. is one of the enterprises in Bilfinger Power Africa (Pty) Ltd., the South
African subsidiary of German based Bilfinger. Our presence in the local market, spanning 53 years,
is testimony to our unrivalled expertise in the steam generation industry. Services offered range
from the design and manufacturing to the construction and maintenance of boiler pressure parts.
At our South African based manufacturing facilities, we also specialise in fabrication of highpressure
feedwater heaters, pressure vessels, pipe supports and compensators. On-site
maintenance crews provide support to the power generation and petrochemical sectors.
Engineering design services
Boiler pressure parts
Commissioning, field and testing services
Bellows
Headers
Induction bending of HP/HT piping
Heat treatment (workshop and in situ)
HP Heaters
Piping technology
Pipe supports
Plant erection services
Explosive welding
www.steinmuller.bilfinger.com
WORK
Visit our stand at the
African Utility Week Expo
Recovery and Sustainability
Economic
of Foundation The
of economic recovery
of 2020, SMMEs will be the crucial drivers
challenges unprecedented the Following
and sponsorship opportunities (for organisations providing support to SMMEs)
Contact info@gan.co.za for further information on participation (for SMMEs)
WHY A VIRTUAL EVENT?
The SMME Roadshow, supporting developing businesses since 2014, is being relaunched
ROADSHOW
VIRTUAL SMME
· Increased flexibility and access
by Global Africa Network in a virtual format in 2021.
· Greater opportunity for interaction
· Monitoring and recording
of attendance and interaction
• Access to funding
key topics covered including:
cover will Hubs Focus •
• Covid-19 relief
markets to Access •
• Compliance and regulatory
development
skills and Training •
Virtual rooms allow organisations to present their offerings to the SMME community.
information
and support provincially-specific provide will Hubs Regional
• Business and technology support
The SMME Virtual Roadshow will be an important
driver of economic growth and job creation

WE ARE
MOLEFE DLEPU INC.
independent, dynamic
PROFILE
and black-owned
Molefe Dlepu Inc. is a trailblazing firm dedicated to outstanding legal practice in South Africa
Kathleen Hlaleleni Dlepu and Daisy Sekao Molefe founded
the firm in 1995 and their legacy endures today among
our determined and highly skilled team of mostly women
lawyers. Under the leadership of directors, Kathleen Dlepu
and Solomon Stanley Isaka Boikanyo, who joined the firm as
a director in 2014 after Daisy Molefe’s departure to the judiciary, we
are a force of excellence, empowerment and progress.
We stand with you
Our vast and growing base of valued clients keeps us committed
to a high standard of professional legal services. We rely on years
of experience and well-recognised legal expertise to defend the
interests of individuals, private and public companies, government
departments and everyone in between. As a client of Molefe Dlepu,
you can expect informed, innovative and practical legal advice
rooted in ethics and hard-earned skill.
We stand apart
At Molefe Dlepu, we challenge ourselves to redefine the concept of
a successful law firm through our devotion to good practice, better
people and a stronger society. This starts with raising a generation
of brilliant lawyers from previously disadvantaged backgrounds, a
majority of whom are women. We also give back to communities
through social programmes for the less fortunate and keep a healthy
portfolio of pro bono cases. Beneath all our work lies a united belief
in access to justice for all.
Our success and reputation on an international scale is strengthened
by our collaboration with diverse talented lawyers that are
recognised by associations such as the National Bar Association
and the Black Lawyers Association (SA).
Our connection to associate firms across the globe lends us
the boundless wisdom necessary to handle cases of national and
international concern. Molefe Dlepu has the experience, talent and
legal arsenal to provide first-rate professional legal services in
every case.
We fight for you
As attorneys and litigators, we defend your interests in legal matters
ranging from family law to corporate, commercial and financial
services. Our team of litigators is trained to be relentless and always
well-informed when defending our clients.
We have you covered
We offer you an ever-expanding catalogue of legal services. Labour
law, tender legislation and rules, SABS compliance, regulatory
work and policy formulation are all legal spheres that Molefe Dlepu
comfortably excels in.
We grow with you
As conveyancers, we handle the full width of property law, including
the transfer of property, drafting of leases as well as the registration
and cancellation of mortgage bonds – among many other services.
We see greatness
We want the name Molefe Dlepu to mean merit. We aim to be South
Africa’s foremost independent black-owned law firm by establishing
ourselves as a reliable source of superior legal services. We nurture
a network of relationships with local and international law firms that
grow our resources and sharpen our skill set.
We remember for you
As notaries, we carry out and oversee a range of legal formalities,
such as the preparation of contracts, witnessing of signatures and
certification of documents. Our highly qualified notaries are a prized
resource for consistently legally sound arrangements. We are trusted
by the best.

21st Century
warriors of the Law,
at your service.
We are MOLEFE DLEPU INC. a trailblazing black
owned firm dedicated to defending you, helping
you grow and remembering for you.
Get to know our team of attorneys, conveyancers and
notaries at www.molefedlepu.co.za

GOVERNANCE
Anti-corrup tion
unpacked
Rui Lopes, Managing
Director at Lopes Attorneys,
discusses the importance of justice
for all, and how societal justice and
anti-corruption are interlinked.
Iam a firm believer that anti-corruption compliance and social
justice are synonymous with one another. And when we
address the crimes of bribery and corruption, we must ask:
do bribery and corruption speak to the collective welfare of the
state and, in turn, make an impact on social justice?
Modern states around the world are required to gear their
societies to advance the health and welfare of their citizens. Welfare
touches on a broad spectrum of personal and public aspects of life.
There can be no doubt that acts of bribery and corruption in a
state, regardless of whether these offences happen in the public or
private sector, are detrimental and have a domino effect on public
welfare and social justice.
States punish the offences of bribery and corruption because
they are subversive to the democratic principles of public
administration. And in the private sector, this has a considerable
impact on the free-market economy.
Anti-corruption compliance – an absolute necessity
The importance of anti-corruption compliance cannot be stressed
enough. Companies are required to ensure that they have a robust
and properly thought-out anti-corruption compliance programme
that prevents bribery and corruption by employees at all levels.
Organisations need to know that implementing an effective anticorruption
compliance programme is fast becoming the norm, and
so it should be, especially considering the scathing revelations
coming out at the State Capture Commission of Inquiry. Compliance
policies ensure that businesses are protected and are viewed as
more transparent and trustworthy. And it can cut legal expenses
for the company in the long run when instances of corruption
and/or bribery do not occur or are eradicated as much as possible.
46 | www.opportunityonline.co.za

GOVERNANCE
Ethical and transparent practices also help employee
motivation and satisfaction.
Ignorance should not be bliss
Having a robust anti-corruption compliance policy is not
quite enough. Too often, companies do not implement
policies fully in practice. And many employees are not
even aware that the policy exists. Companies must
ensure that their employees are aware of the policy and
the mechanisms for reporting and investigating that
are available to them in the workplace. Companies are
also required to provide training around bribery and
corruption so that employees are able to identify it in
their day-to-day dealings. Without these measures in
place, the policy has no value.
Where does the anti-corruption compliance
policy begin?
The first step is ensuring that an anti-corruption
compliance policy is properly drafted. This takes
some mental work on the part of the company. The
company needs to scrutinise their business from the
top down and ensure that every level of their company
and every aspect of their business is covered. This
means undertaking risk evaluations and unpacking
the structural organisation of the company. In doing
this, the company needs to examine the third parties
they engage with and whether there are contracts
governing these relationships, the quantity of cash
payments and the level of public sector involvement
the company has.
Once a policy is drafted and adopted, the company
should assess whether any other documents would need
to speak to the policy. These include instructions, ethics
codes and the like. And the company should ensure that
internal reporting lines and investigation procedures
for any contraventions of the policy are firmly in place
and are always adhered to.
Policies should be implemented from the top down,
as employees should ideally see that leadership and
management are abiding by the policies they have
implemented. And they should be strictly enforced. The
adoption of a Social and Ethics Committee (where it is
not obligatory to be created as per the provisions of the
Companies Act) should also seriously be considered to
ensure oversight and compliance with policy.
Additionally, the company could consider establishing
a whistle-blower hotline so that employees are able to
report contraventions. In these cases, the company
should put adequate measures and policies into effect
for whistle-blower incidents to assure the employee
that they can remain anonymous and to safeguard the
integrity of the entire process.
_____ __ ___ __ _ _ _ _ _ _ _ __
States punish the offences of
bribery and corruption because they
are subversive to the democratic
principles of public administration
___ __ _____ __ _ _ _ _ _ _ _ _ _
The current climate
Recently, there has been a marked increase in bribery
and corruption, money laundering and cybercrimes,
which, in most instances, seem to be an indication of the
current economic climate. In South Africa, the spotlight
is currently on State Capture, and the instances of
bribery and corruption within the public sector. These
are extremely far-reaching and involve several private
sector players as well. What we will likely see coming
from this is that once the State Capture Commission of
Inquiry has finalised testimony, several prosecutions
are likely to arise.
An uptake in the quantity of cases being heard by the
specialised commercial crimes courts has been noted.
The latest report issued by the Financial Intelligence
Centre notes an alarming increase in money laundering
in South Africa. Companies are required to take active
steps to curb this and should not be caught off guard, as
the repercussions are potentially catastrophic.
Social justice has many dimensions, particularly in
an economic downturn, where incidents of bribery and
corruption are on the rise. Now, more than ever, firm
anti-bribery and corruption policies are needed in the
bigger picture.
___ __
Rui Lopes, Managing
Director at Lopes
Attorneys
www.opportunityonline.co.za | 47

GOVERNANCE
Accountability
and action The
national anti-corruption strategy
In his 2021 State of the Nation Address, President
Ramaphosa emphasised the deep negative
impact of corruption on the country’s growth and
development, with specific reference to the shocking
revelations emerging from the Zondo Commission.
“South Africans need no reminding that corruption
is a cancer that is destroying the fabric of our society,
and the recent scandals relating to the procurement of
personal protective equipment have driven home how
brazen the looting has become. But, at the same time,
society is cynical about government’s political will truly
to bring malefactors to book,” argues Parmi Natesan,
CEO of the Institute of Directors in South Africa (IoDSA).
“Accountability is critical to rebuilding trust in the
institutions of state and in government itself. It’s critical
that the Anti-Corruption Strategy works and is seen
to work.”
___ __ _ _ _ _ _ _ _ __
Transparency is
the twin sister of ethics
and accountability
_ __ ___ __ _ _ _ _ _ _
The IoDSA urges that government needs to consider
the following in order to ensure its anti-corruption
strategy works:
Is it well designed? “It’s important the programme
is aligned with legal requirements and stakeholder
expectations – it must deliver accountability in
line with what long-suffering citizens want,” she
explains. “Equally important, the programme must
focus on the key risks to ensure maximum impact,
and its results must be rigorously measured and
reported. Transparency is the twin sister of ethics and
accountability.”
Is it being applied in good faith? With the greatest
respect, it is easy to set up initiatives but only few
deliver. Adequate resourcing and a record of swift
action taken against corrupt individuals indicate
good faith. It must also be clear that initiatives are in
place to make ethical behaviour the default setting
across government. These would include a visible
commitment to ethical behaviour at the highest
echelons of government, comprehensive training
throughout the organisation and a well-communicated
anti-corruption policy. In a sense, government is the
board of South Africa Inc, and
so is responsible for setting the
“tone at the top” and driving it
down throughout the country.
Does it work? Any programme
is only as good as its results.
Government must commit to
actively monitoring how well its
anti-corruption programme is
working based on a consistent set
of metrics, one of which should be
the incidence of corruption both
in terms of value and number of
incidents. “Government needs to ensure not only that
that monitoring takes place, but that it reviews the
results regularly to identify and remediate any gaps,”
Natesan notes.
It’s worth reminding ourselves of how serious the
consequences of corruption and unethical practices
are. They include lack of societal service delivery, and
reputational damage to the country and the government,
as well as their leaders.
From a governance perspective, corruption is
essentially the opposite of good corporate governance
ie, ethical and effective leadership.
“A corrupt country will find it hard to attract foreign
direct investment, inhibiting the growth of a tax base
government can use to fund social-upliftment projects.
Civil claims by parties who suffered loss because of
corruption are also a possibility,” Natesan concludes.
“Of course, individuals convicted of corruption could
face criminal charges as well.”
___ __
“Accountability is
critical to rebuilding
trust in the institutions
of state and in
government itself.
It’s critical that the
Anti-Corruption
Strategy works and
is seen to work.”
– Parmi Natesan,
CEO of the Institute
of Directors in South
Africa (IoDSA).
48 | www.opportunityonline.co.za

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Business Engineering
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