SAFARI - the Progressive Business Forum website

P R O G R E S S I V EWOMENI N B U S I N E S SBongi Ngema-Zuma:Hope forDiabeticsJSE:More womenCEOs neededInterview withPeggy-SueKhumaloCamp Jabulani:GIANTS ONSAFARIInside:PBF’s WOMEN IN BUSINESS SUMMITwith Ministers Angie Motshekga, Malusi Gigaba and Deputy MinistersNhlanhla Nene, Tokozile Xasa and Hlengiwe MkhizeISSUE 1 • 2012

ADVERTORIALProgressive women in business1

ADVERTORIAL484Foreword by the Treasurer-General of the ANC6Message from the Co-convenors of the PBF8Annual Progressive Women in Business Summit1012141618Minister Angie Motshekga – Women: Organising is our safety and strengthMinister Malusi Gigaba – Paying our way: Mobilising domestic resourcesfor national infrastructureDeputy Minister Nhlanhla Nene – Jobs First, then social grants: Thepursuit of prosperityDeputy Minister Tokozile Xasa – “Vaya Mzansi”: Creating opportunities forwomen through domestic tourismDeputy Minister Hlengiwe Mkhize – New Growth Path, access to financeand small-business support: Allowing women to unlock the futurec o n t e n t s6010242024263033363942444748525354565860626668Beauty and brains – Nonhlanhla Peggy-Sue KhumaloGiants on safari – Camp JabulaniTop-notch education – PC Training & Business CollegeThe balancing actFor better or worse – Always Through ForwardingTechno Girl – ensuring a bright future for the girl childSoldiering on – Boffin & FundiSteering the ship – TSLS HoldingsTruly empowered – Motheo Construction GroupOur wired world – technology in the workplaceBright avenue of hope for diabeticsWomen at the top – Smith & Mandisha ConstructionMind the skills gap – Bridge PersonnelCorporate SA still to recognise women’s impact on performanceYou can’t lead if you follow, you can’t innovate when you imitate – Itec andItec TiyendePartners in progress – Tusk Construction Support ServicesHealing hands and their bountiful benefitsA solid foundation – Ntsangalala Business EnterpriseTrend monitorThe book list2 I S S U E 1

PBFForeword by theTreasurer-Generalof the African National CongressThe principle by whichthe ANC governs isstraightforward: Freedom forall. It is this principle that drives ourorganisational mandate, as it opensup opportunities for all, regardless ofgender, race, age and socio-economicbackground. It frees us from theshackles of a system that was basedon division. The ANC governmenthas implemented, and will continueto implement, laws that rectifythe injustices of our past throughinclusion rather than exclusion.These freedoms recognise that weare all equal and that equality hasno boundaries. It is a manifestationof the principles contained in theforward-thinking Freedom Charteradopted by the ANC in 1956.However, in practical terms,we still need to intensify our focuson the inclusion of women in oureconomy. Women play a vital roleboth in positions of leadership andthe world of business, and thereforedeserve acceleration in the policiesthat further promote gender equality.This applies to the business sector asstrongly as it does to the governmentsector. Given the recently releasedCensus statistics – with womenmaking up 52% of our population –the goal and urgency in respect of thedevelopment of women leadershipand participation at all levels of theeconomy is clear. It is this challengethat the ANC will continue to grapplewith in order to achieve the ideals ofequality for which we stand.As a country, however, we do havemuch to celebrate when it comes towomen’s progress in business andleadership positions. Altogether 48%of government leaders are women.This represents a huge improvementsince the advent of our democracy. Wehave seen a significant improvementin the representation of women inbusiness, and many have been at theforefront of developing successfulbusiness enterprises. Women nowplay an integral part in the creationof sustainable jobs, and are nowcontributing to the thriving economyof South Africa at a much higher levelthan before. In the education system,both at basic and higher educationlevel, the enrolment of girl childlearners and students now exceedsthat of males.This Progressive Women inBusiness publication aims to reflectin a balanced and holistic way howfar we have come in affording womentheir rightful place in the businessworld. It celebrates the progress madeby women in areas of health, finance,business and government leadership.But, at the same time, it highlightsthe change that is still needed toaccelerate women’s participation inthe mainstream economy.Dr Mathews PhosaANC Treasurer-General4 I S S U E 1

PBFP R O G R E S S I V EB U S I N E S SF O R U MMessage from theCo-Convenorsof the Progressive Business ForumChief Luthuli House54 Sauer StreetJohannesburg, 2001On 20 August 2012, theProgressive Business Forum(PBF) hosted its first AnnualProgressive Women in BusinessSummit, which was well supportedand enthusiastically attended. Thesummit emphasised the need forthe now well-established dialogueprovided via the PBF platformbetween the business community andthe political leadership of our country.What was also specifically needed wasfocused dialogue between women inbusiness and the political leadershipof the country. Whilst much progresshas been achieved over the last decadein mainstreaming women in business,much more needs to be done to createequality between men and women inthe workplace.Women remain underrepresentedat all levels of business; inflexibilityremains a stumbling block for fullintegration, and participation andconditions of service between thegenders remain skewed.The PBF has come out in supportof developing, as part of its offering,a focused programme for progressivewomen in business. This programmewill include a series of dialogueevents, the annual summit and thisnew Progressive Women in Businessmagazine.This launch issue has as its focusthe people and issues raised at thefirst Annual Progressive Women inBusiness Summit. It also containsa variety of articles important towomen, both in the workplace andin their daily lives. Lifestyle, health,fashion, travel and much more willsupplement the policy and businessarticles, resulting, we trust, in acomprehensive, meaningful andinteresting must-read for our womenparticipants of the ProgressiveBusiness Forum and, indeed, thewider business community (alsoprogressive men who believe in trueequality between the genders).Enjoy the read!Daryl Swanepoel & Renier SchoemanCo-convenorsCo-Editors:Daryl Swanepoel andRenier SchoemanContent Editor:Londiwe LuthuliContributors:Toni Muir, Dr Liz Pretorius,Mzawandile JacksPhoto credits:Cover pic & Peggy-Sue Khumalointerview – © Destiny MagazineOther photos: shutterstock.com andGCIS, individual companies and theProgressive Business ForumPublisher:VDS Design StudioPO Box 2477, Wilropark 1731www.vdsdesign.co.zaArt Director:Liesel van der SchyfAdvertising Sales:Saki Mabhelesaki@sakiprint.co.zaPrinted by:Paarl MediaProgressive Women in Business ispublished by VDS Design Studio.Opinions expressed in ProgressiveWomen in Business are not necessarilythose of the publisher or the ProgressiveBusiness Forum. No responsibilitycan be accepted for errors, as allinformation is believed to be correct atthe time of going to print. Copyrightsubsists in all content and layout ofthis magazine. Any reproduction oradaptation, in whole or in part, withoutwritten permission of the publishersis strictly prohibited and is an act ofcopyright infringement, which may,in certain circumstances constitute acriminal offence.6 I S S U E 1

MTHULISI MSIMANG ARCHITECTS is a black owned andmanaged practice that takes an altruistic approach to itsenvironment. Since 2000, the company has responded tothe needs of the community with architecture thatinterprets the social, climatic and political context uniqueto South Africa.Members of the practice are vastly experienced, havingworked within commercial, residential and communityprojects in both rural and urban settings. Conceptualdesign, development and technical documentation are alloffered and fully computerized. This allows projects of anynature, scale and location to be processed speedily.Realistic viewing of projects early in their design phase isalso possible through the company's advanced threedimensionalgraphic technology.Projects completed successfully are varied and include:Office buildings, Residential Apartments, Houses,Community Centres, Schools, Market stalls, Libraries,Various Addition and Alteration projects, Art Centres andLecture Theatre Complexes. The practice was also one ofthe firms appointed for the design and construction ofboth the Moses Madhiba Stadium in Durban and theDurban International Airport atLa Mercy.ARCHITECTURAL SERVICES OFFEREDInvestigation, evaluation, consultation andadvicePlanning, schematic and preliminary studiesDesign developmentWorking drawings and specificationsTechnical co-ordination of the work of specialistconsultantsContract administration and site inspectionsAt Mthulisi Msimang Architects, materials that favourlabour-intensive construction techniques are alwaysimplemented into designs. This helps to maximise humanresources which in turn aids in job creation and contributescontinuously towards community upliftment.17 Connaught Road, Scottsville, PO Box 1963, Pietermaritzburg, 3201Tel : +27(0) 33 3946464Fax : +27(0) 33 3946363E-mail : admin@mtmarch.co.za

WOMEN IN BUSINESS SUMMITAnnual ProgressiveWomen in BusinessSummitTo coincide with Women’s Month in August, the ANC’sProgressive Business Forum (PBF) hosted the annualProgressive Women in Business Summit at Gallagher Estate,Midrand, on 20 August 2012.The event, which focused on thetwin themes of finance andempowerment, was attendedby some 350 guests representing PBFbusiness subscribers and leadingwomen in business from across thecountry.Mr Jay Ramnundlall, CEO ofthe headline sponsor of the event,PC Training & Business College,delivered the opening address, andwas pleased to welcome so manyparticipants to the meeting. Theprestigious event was attendedand addressed by the chairpersonof the ANC Women’s League andMinister of Basic Education, Ms AngieMotshekga (as keynote speaker);Mr Malusi Gigaba, Minister ofPublic Enterprises; Mr NhlanhlaNene, Deputy Minister of Finance;Ms Tokozile Xasa, Deputy Ministerof Tourism, and Prof HlengiweMkhize, Deputy Minister of EconomicDevelopment and treasurer of theANC Women’s League.According to the programmedirector, Daryl Swanepoel, whoserves as co-convenor of the PBF,the Progressive Women in BusinessSummit will become an annual eventon the PBF calendar, also havinginstituted an annual women’s awardto recognise the achievement ofleading women in business. Ms MollyRamnundlall from PC Training &Business College has been asked tohead up the body that would make theaward each year.8 I S S U E 1

ADVERTORIALIn her keynote address, MinisterMotshekga captured the mood of theevent when she quoted President JacobZuma in saying: “Women’s Day 2012takes place in a significant year; thecelebration of the ANC’s 100 years ofselfless struggle. It was a struggle inwhich women played a pivotal role tobring about freedom and a society freeof poverty, inequality and racism.” TheMinister added that “young womenwill be the beneficiaries of change tothe extent that we, together, create theright climate for real empowerment,something in which effectivecommunication between Governmentand the business community is vital”.Several leading role players inbusiness addressed the summit,including Molly Ramnundlall fromPC Training & Business College,Vasi Govinder-Padayachy from TSLSHoldings, Thandi Ndlovu from MotheoConstruction Group, SimbonileNtshinka from ITEC Tiyende (Pty)Ltd, Stella Mashego from NtsangalalaBusiness Enterprise, Tebogo Nkosifrom Boffin & Fundi (Pty) Ltd, JennyWu from Always Through Forwarding,and Farhana Suder from Neo Africa.The summit was concluded with aluncheon and networking opportunity,which saw intense interaction andmentoring – a clear and recurring themethroughout the event. The followingpages are dedicated to abridged versionsof the addresses delivered by theministerial speakers at the summit. ✥Progressive women in business9

WOMEN IN BUSINESS SUMMITWOMEN:Organising is oursafety and strengthIt is only in a transformed and truly nonsexistsociety that we can speak of real womenempowerment. Real empowerment means creatinga humane society where no young woman is made tostay at home and “grow vegetables” for her husband,says Angie Motshekga, president of the ANCWomen’s League and Minister of Basic Education.In her novel Nervous Conditionspublished in 1988, a prolificAfrican writer from Zimbabwe,Tsitsi Dangarembga, drives home abrutal truth quite familiar to us aswomen. The narrator remonstratesthat “she could not go back to school”,even though she “loved going toschool” and she “was very good atit”. Her father, a sworn patriarch,retorts: “Can you cook books andfeed them to your husband? Stay athome with your mother. Learn to cookand clean. Grow vegetables.” Thisscenario dramatises the oppressivereality of being a woman in an epochof patriarchy. Today, women accountfor two-thirds of the world’s illiterateadults, and girls account for twothirdsof the world’s children withoutaccess to education. To reach newfrontiers, women go through ‘hell’.In many respects, it is hard to be awoman.Since 1994, following thedemocratic breakthrough, we havemade great strides to empower andemancipate women. When consciousthat women’s rights are humanrights, we begin to perceive thefundamental role that women shouldplay in society. Women have beenat the forefront of the struggle fora better life. When President JacobZuma launched Women’s Monthin Bloemfontein this year, he said:“National Women’s Day 2012 takesplace during a significant year, whenthe ANC celebrates 100 years of10 I S S U E 1

WOMEN IN BUSINESS SUMMITselfless struggle – a struggle in whichwomen played a pivotal role to bringabout freedom and a society free ofpoverty, inequality and racism.” Hecontinued: “We pay tribute to manygenerations of women for sacrifices,for patriotism, hard work andcommitment.”We dedicate Women’s Month2012 to the revolutionary women ofAfrica – Charlotte Maxeke, RahimaMoosa, Lillian Ngoyi, Helen Joseph,Ma Sisulu, Dulcie September andthe like. We are also thrilled by theelection of Dr Nkosazana Dlamini-Zuma as Chair of the African UnionCommission.Our government has done muchto ensure policies with a view tofull and equal participation bywomen. It has created social securitysystems to place women and menon an equal footing. However, eventhough an enabling environmenthas been created, it has not enabledus to the level where we think weshould be. Notwithstanding thetrajectory of transformation, SouthAfrica is ranked among the mostunequal societies. Women bearthe brunt of poverty, inequalityand unemployment. The UnitedNations (UN) estimates that 60%of chronically hungry people in theworld are women and girls. In thedeveloping world, says the UN, morethan a third of women get marriedbefore the age of 18, thereby missingout on education and being exposedto the risks of early pregnancy. TheUN goes on to say: “Too often, justiceinstitutions, including the police andthe courts, deny women justice.”In our submission to the ANCPolicy Conference earlier this year,we noted that a great number ofpolicies are empowering to women intheory, though not in practice. It istherefore important to look at who theimplementer of policies is, and howthose policies are being implemented.On female representation atboard and management level in thecorporate world, for instance, the2011 Women in Leadership censussays: “Change has been marginal …Although women make up more thanhalf of the South African populationand 45% of the workforce, this isnot reflected in the leadership of theworkforce.” Among the 339 companieswho were assessed, only 15 hadwomen CEOs and 18 had womenchairpersons.Intensifying the campaign tosupport women in starting upenterprises and growing existing onesis what the ANC Women’s Leaguebelieves will accelerate empowermentof women. We would begin to fasttrackwomen’s involvement in theeconomy if funding institutionswere to make available funding forwomen’s empowerment programmes.We will empower women if we wereto strengthen measures for tacklinggender-based violence and abuse. Itis only in a transformed and trulynon-sexist society that we can speakof real women empowerment. Realempowerment means creating ahumane society where no youngwoman is made to stay at homeand “grow vegetables” for herhusband.Real empowerment is bettereducation. Indeed, as a country, wehave made great strides in education.However, because of patriarchy,when gender roles begin to be definedpermanently, girls suffer. Girls dowell in primary schools, but manygirls in high school have additionalchores, such as fetching siblings fromcrèches, preparing supper, doingwashing, which eventually affecttheir performance. Gender roles alsodetermine the pace at which a girlchild performs. Gender roles affectgirls’ subject choices, usually optingfor ‘safe’ subjects. Even at universitylevel, girls seem to disappear atmasters, PhD and professorial levels.We have established that wehave the right policies to stimulateeconomic empowerment. The keyquestion is whether we all have thewill to act against gender disparitiesin power-sharing. Let us revivethe spirit of sisterhood among us,wherever we are: in organs of state,on the factory floor or in executiveboardrooms. Our ability to organiseourselves as women has protectedus in this very difficult world, andtherefore, the plea from us as theWomen’s League is to ask women toorganise. Organise where you areas business, organise yourselveswhere you are as politicians, organiseyourselves in communities – becausethat is the only safety we have.Our unity as women, our ability toorganise wherever we are, is ourstrength. Let’s use it to our benefit.Women possess the power to changelives. Given the opportunity, womencan beat poverty, inequality andunemployment. ✥Progressive women in business 11

WOMEN IN BUSINESS SUMMITPAYING OUR WAY:Mobilising domesticresourcesfor national infrastructureThe investment programmes of state-ownedcompanies are vital in both bolstering demandto stimulate economic activity and investment,as well as in driving programmes that will putin place the capacity to drive future economicgrowth. We cannot allow these investmentprogrammes to be affected by the globaleconomic slowdown, and therefore need toengage in a national dialogue on domesticresource mobilisation to fund national economicinfrastructure, says Malusi Gigaba, Ministerof Public Enterprises.The recent events surroundingMarikana send out a starkmessage, namely that a lotis wrong with our mining sector inSouth Africa today. The sector stillsuffers a great deal from the coloniallegacy from whence it emerged, wherethe mineral wealth of our countrywas owned for the benefit of a few,while the majority were condemnedto poverty. The mineral wealth of thiscountry has brought to our peoplemany tragedies, including the SouthAfrican War of 1899–1902, the 1946and 1987 mineworker strikes, andnow this, the Marikana tragedy. Forcenturies, as a result of this colonialplunder of Africa’s mineral wealth, ourcontinent has maintained an unequalrelationship with the world, where weare the providers of cheap labour andcheap primary commodities, whilethey sell back to us manufactured,value-added products.That is both the sharp reminderof Marikana as well as the reasonfor the massive infrastructureroll-out programme announced byPresident Jacob Zuma in his 2012State of the Nation address. It is thisunequal relationship that we seek tochange through our infrastructureroll-out programme as well as thebeneficiation and mining policies weare currently exploring. They willundoubtedly contribute to ensuringthat our minerals work for us, theirowners.The difficult reality we face,however, is that all these programmesare to be pursued amidst a high levelof uncertainty about the immediateprospects for the global economy.Presently, there is no convincingpolicy response from Europeanauthorities to the ongoing Europeanfinancial crisis. Rather, the regionseems to be stumbling from one crisisto the next. The European economyin recession and a slow USA economyboth have a negative impact on thedemand for exports from emergingeconomies. In addition, there isa global review of banking sectorregulation.It is in this context that theinvestment programmes of stateownedcompanies (SOCs) play acritical role in both bolstering demandto stimulate economic activity andinvestment, as well as in drivingprogrammes that will put in placethe infrastructure, skills and capacityto drive future economic growth.Consequently, the SOC spendingframework is deliberately designedto support growth, as is evidencedby the Transnet market demandstrategy, which has expanded its

WOMEN IN BUSINESS SUMMITcapital expenditure budget fromR110 billion over five years to R300billion over seven years, with 55% ofcapital expenditure earmarked forinvestments in new logistics capacity.Our energy investment planning isperformed through the integratedresource planning process driven bythe Department of Energy. However,we are acutely aware that Eskom isthe supplier of last resort, so we needto be extremely alert to ensuring thatadequate capacity is on hand in caseof problems in the broader energyroll-out. We also need to fund ourplanned nuclear programme, whichwill require a quantum of capitalunprecedented in our country’shistory.What is clear is that we cannotafford to allow this investmentprogramme to be affected by aneconomic slowdown. We need to belooking for ways to increase the scaleof the programme should the globaleconomy show signs of deceleratingfurther. Of paramount importance isthat we find ways of strengthening theSOC balance sheets. Strong balancesheets will decrease the price of debtfor SOCs and create a resource bufferto sustain the investment programme.More fundamentally, however, strongbalance sheets should create a highlevel of business confidence thatthe investment programmes will berolled out, regardless of a broadereconomic slowdown. This confidence iscore to re-igniting the private-sectorinvestment required to drive oureconomy both now and into the future.At the Department of PublicEnterprises, we have established anew division that will be focused ondeveloping innovative funding modelsto support and expand the investmentprogrammes. Our first port of call willbe to establish so-called ‘public/publicpartnerships’ with our developmentfinance institutions, particularly theIndustrial Development Corporationand the Development Bank ofSouthern Africa, which have theability and the appetite to take equitytyperisks that will add to the balancesheets of the SOCs, which will in turnenable us to undertake some longtermprogrammes with confidence.In addition, we need to look toour major SOC customers to providebalance sheet support for big projects,particularly when a few companiesmake up the dominant users of theinfrastructure. At a minimum, wewould expect these companies toenter into long-term take-or-payarrangements, which will enable aproject-finance-type approach to theseprojects.We also need to learn frominnovations in other countries.For example, over 30 of the majorindustrial companies in Francepurchased 20 years’ electricity supplyupfront from EDF, which gave thatutility a significant start in fundingits infrastructure programme. Thiscould be done with rail as well. I amoptimistic that we can identify somequick wins in this area.At another level, we need tounlock pension savings to fund theinvestment programme. Pensionfunds make excellent equity investors,as they tend to be concerned withthe long-term growth of the economy.Over time, I am sure that we willcreate structures for pension fundsto participate in SOC infrastructureprojects at an equity level. In theshort term, we would also like to seeinstitutional investors play their partin supporting the SOC programmes onthe bond markets. After all, the moreprogramme debt requirements fundedlocally at a reasonable cost of capital,the greater the potential for privatecompany growth.There’s a school of thought thatbelieves what we cannot fund locally,we can fund on the internationaldebt markets. Indeed, investorsentiment in developed economies atthe moment is so poor that investorsare accepting negative returns onlow-risk dollar-denominated bondissues. Yet, a recent Transnet bondissue was oversubscribed by morethan 15 times. While we clearlyneed to take advantage of this, anumber of additional factors needto be taken into consideration,including the extreme instability ofthe international capital markets,higher costs related to internationalfunding, and emerging evidencethat developing countries whohave themselves funded their owndevelopment have consistently shownmore effective economic growth thanthose overly dependent on foreigndebt. It would therefore be shortsightedto believe that we can plana sustained national investmentprogramme around consistent accessto reasonably priced foreign capital.Rather, we need to access mediumto long-term international capitalwhile we can, but cannot abdicate ournational duty to raise local resourcesto support our own infrastructureprogramme.This introduces our mostsignificant challenge. Over the lastfive years, our rate of investment hasoutstripped our savings rate by anaverage of 4–5% of gross domesticproduct. We already depend on theinternational markets to fund ourexisting current account deficit.Unless we do something to increasesavings, an expanded and acceleratedinvestment programme can only makethis gap increase, which will putthe programme at risk. Our clarioncall, therefore, is that we need tostart a national dialogue on domesticresource mobilisation to fund nationaleconomic infrastructure and, wheresensible, introduce appropriateincentives to increase the nationalsavings rate.Unlike global financial markets,South African business is not in aliquidity crisis. The private sectoris paying off their debt and notre-investing the capital in theproductive sectors of the economy.As government, we implore theprivate sector to be partners inthe implementation of our growthstrategies, so that we can eradicatesocial inequality in South Africa. Inthese globally turbulent times, theSOCs have a critical role to playin sustaining national investment,private-sector development andcompetitiveness. ✥Progressive women in business 13

WOMEN IN BUSINESS SUMMITJOBS FIRST, THEN SOCIAL GRANTS:The pursuit of prosperitySocial grants are one of the main tools through which the budgetredistributes income from the rich to the poor households, includingto indigent women who need to provide for their families. However,social grant beneficiaries have reached a staggering 15,6 million,which simply is an unsustainable level of spending. The ideal thatwe should be working towards is for Government’s spending on socialservices to complement rising employment, says Nhlanhla Nene,Deputy Minister of Finance.We often make the mistakeof focusing on womenempowerment insteadof recognising the power thatwomen have, and how they use itfor the benefit of all. We cannotoveremphasise the importantcontribution that women have madeto the liberation struggle in ourcountry, and continue to do so to thisday, and for that, we salute them.When looking at important policyareas, National Treasury has receivedboth praise and criticism for itsmanagement of fiscal policy over thepast 15 years, which really is quitenatural. We undertook a successfulfiscal adjustment in the mid-1990s toavert a debt crisis by taking strongsteps to reduce government savingand broaden the tax base throughmore efficient tax collection. Strongrevenue growth allowed Governmentto consolidate debt and to provide taxrelief to households and companies.The fiscal deficit declined from almost8% of gross domestic product (GDP)in the early 1990s to a small budgetsurplus before the onset of the globalcrisis.By reducing the level of debt,we reaped the benefit of lower debtservice costs, which in turn createdspace for strong real growth in noninterestexpenditure in the 2000s. Asa result, we were able to step up therequired investment in the country’slogistics and services infrastructure,which has this year gained newmomentum in the State of the Nationaddress. Also, very importantly,Government was able to expand14 I S S U E 1

WOMEN IN BUSINESS SUMMITaccess to much-needed social services,and create a social safety net for thepoor, including women in need.Social spending, including socialassistance, education, health, housing,recreation and community amenities,accounts for about 58% of governmentexpenditure. Social grants are oneof the main tools through which thebudget redistributes income fromthe rich to the poor households,including to indigent women who needto provide for their families. Suchredistribution is crucial to help reducethe current high levels of poverty andinequality in our country. However,social grant beneficiaries havereached a staggering 15,6 million,which simply is an unsustainablelevel of spending. Therefore, the idealthat we should be working towards isfor Government’s spending on socialservices merely to complement risingemployment. First and foremost, theeconomy needs to grow faster so thatcompanies can expand investmentand, most importantly, employ morepeople. In addition, social grantspending must support productivityand real wage improvements. In thisrespect, women and business need towork with Government to make surethat we accurately identify the targetsof social expenditure.Thus, while we understand thatgrants are necessary, they are notsufficient to address inequality inthe long run. For that, we need toempower people, particularly ourwomen, with the education and skillsto become productive members ofsociety. Only then will we be ableto achieve our country’s objective ofreducing poverty and inequality.Of course, the global economicdownturn could have had devastatingeffects on South Africa, especiallyin view of our high social spending.However, over the decade up to2009, real spending grew at a rapidpace of 9% per annum on average,which enabled a doubling of thesocial wage, rising capital budgets,growing social transfers, increasedpublic employment and improvedpublic-sector wages. The bufferthat had been built up as a result ofcontra-cyclical fiscal policies duringthe boom time therefore stood theeconomy in good stead when thefinancial crisis struck in 2008. Whenthe economy fell into recession andtax revenues plunged, we were ableto sustain expenditure on socialgrants, infrastructure investments,education and health by increasingour borrowing. The Expanded PublicWorks Programme was also expandedto support employment, and theperiod for unemployment insuranceeligibility was increased from sixto nine months. Fiscal policy wastherefore able to play a stabilisingrole in the economic crisis, and helpedto minimise economic and socialhardship. The fact that taxes were notincreased to make up for the shortfallin revenues supported recovery inbusiness confidence.South Africa’s fiscal response tothe 2009 recession was robust andstrong. The consolidated governmentdeficit increased from 1,1% of GDPin 2009, to 6,5% of GDP during therecession in 2009/10, before fallingto an estimated 4,5% in the currentyear. Moreover, the medium-termexpenditure estimates published inthe 2012 budget projected the deficitto fall back to 3% of GDP in 2014/15.Despite the deficit and a rise indebt levels, we are therefore confidentthat we are on a sustainable fiscalpath. Our long-term decisions onfiscal policy are driven by threeprinciples, namely counter-cyclicality,long-term debt sustainability andintergenerational equity. Essentially,this means that we need to get backto a position where the budget canbe flexible to adjust to shocks to theeconomy in the future. To achievethis, we need to keep real spendingand growth at a moderate pace, andstabilise growth of our debt withspending towards investment in theproductive capacity of the countryrather than towards consumption.It is evident that we have beenable to manage our country’s financesin a responsible manner. There ishowever no room for complacency. Itis imperative that government policiescreate an environment for business– and especially women in business– to thrive and expand. Addressingthe structural constraints that areundermining economic growth, anddrawing in those who are currentlyexcluded from the formal economy,will prove vital. ✥Progressive women in business 15

WOMEN IN BUSINESS SUMMIT“VAYA MZANSI”:Creatingopportunitiesfor women throughdomestictourismTourism is undoubtedly one of thetools that can contribute to a justnation with equal opportunities.Tourism has the potential to helpimprove livelihoods by alleviatingpoverty, improving environmentalsustainability as well as promotinggender equality and empoweringwomen. By encouraging more womento participate, we will ensure that wereduce the gaps, says Tokozile Xasa,Deputy Minister of Tourism.16 I S S U E 1

WOMEN IN BUSINESS SUMMITAccording to the United Nations,70% of the approximately1,3 billion people who live inabsolute poverty across the globe arewomen. The overwhelming majorityof labour that sustains life – growingfood, cooking, raising children,caring for the elderly, maintaininghouseholds – is work done by women,and often, they are caught at a verylow status. However, behind thesevery statistics are those women whoare making great strides againstadversity. It therefore remains criticalthat, as women, we do not wait formen to talk about our emancipation;for men to sit and analyse the policiesand the legislation that have been putin place, and whether, in fact, thesepolicies and laws are assisting us inmoving forward.I add my voice to that of ourPresident, Mr Jacob Zuma, who, inhis Women’s Day celebratory address,paid tribute to all South Africanwomen, especially those who showedresilience against pass laws, severerepression, the violence that engulfedour townships during the 1980sand 1990s, arrests, tortures and allsorts of violations of human dignity.As women in the ANC, we mustcontinue to advocate the creation of aunited and non-racial, non-sexist anddemocratic society; the advancementof women’s struggle for change, and,most importantly, the need for womenempowerment.We need to draw lessons from themany countries that are doing wellin empowering women, and use thoselessons to assist us in achieving theMillennium Development Goals. Weneed to encourage more women toparticipate to ensure that we reducethe gaps – be they in education, inpolitical participation, in employmentopportunities; to ensure society-wideoutcomes for the benefit of all.One of the sectors that could bringabout such outcomes is tourism.When looking at the performanceof tourism globally, it is one ofthe fastest-growing sectors of theeconomy following manufacturing,the automotive industry and mining.In South Africa too, tourism isexperiencing immense growth,which is why, through the NewGrowth Path, it has been identifiedas one of the six growth sectors of thelocal economy.Tourism is widely regarded asan important vehicle to enhanceeconomic development and tocontribute to the mitigation ofthe existing problems of poverty,inequality and unemployment. Thishas led the National Departmentof Tourism to develop a NationalTourism Sector Strategy, and thepast year has been its first year ofimplementation. Very ambitioustargets have been set, which hold thepotential to boost the South Africaneconomy significantly, increasingtourism’s contribution to the economyfrom R189 billion in 2009 to aboutR499 billion by 2020. That in itselfshould lead to the creation of about225 000 jobs. Performance thus farhas been encouraging: We have beencontributing more than 8% to grossdomestic product, and we have set outto double that by 2020.Tourism is therefore undoubtedlyone of the tools that can contribute toa just nation with equal opportunities.The strength of tourism is thatit can help improve livelihoodsby alleviating poverty, improvingenvironmental sustainability as wellas promoting gender equality andempowering women. A living exampleof this is when, in the last week, wewere celebrating the achievementof a woman in the tourism industrywho received the Shoprite CheckersWoman of the Year award for hercontribution to economic development.She started out with about 28 roomsin her establishment, and today,she employs about 130 people, 78 ofwhom are full-time, with more than150 rooms in her hotel. Therefore,many lives have been changed for thebetter. What has become evident onmy travels through the country is thatmany women are participating in thetourism industry. After all, tourism isthe creator of close to a million directand indirect jobs in our country.This has led to all of us venturingonto diverse pathways to offer womenopportunities. The strategy thatwe, as the National Department ofTourism, have developed, the NationalTourism Sector Strategy, seeks to openup opportunities, identifying nichemarkets through which we can growtourism. One of these opportunitiesis domestic tourism. The DomesticTourism Growth Strategy seeksto encourage South Africans to betourists in their own country. Thefact that South African small andmedium-sized enterprises are growingindicates that more South Africansare becoming active players in theeconomy, thus acquiring the means totravel. We encourage these people toexplore the wonders on their doorstepand to appreciate what South Africahas to offer. We are already makingserious inroads in this regard, notleast through our national marketingcampaign “Vaya Mzansi” under thetagline “Whatever you’re looking for,it’s right here”.But, you may ask, how wouldSouth Africans travelling the countryimprove the livelihoods of women inneed? The answer is twofold: Firstly,in moving from one province toanother, local business people couldidentify opportunities for furtherinvestment and further developmentto grow their businesses. Suchdiversification could assist in bringingthe rural areas into the fold, bringingabout much-required infrastructure,creating more products, and thereforealso jobs for our people. Secondly,more domestic tourists offer anopportunity to develop more tourismproducts, again implying more jobs. Inthat way, we may counter the flood ofmigration to urban areas in search ofthe ever-elusive job, leaving childrenand other loved ones behind, living inappalling conditions in a shack in anattempt to make ends meet. ✥Progressive women in business 17

WOMEN IN BUSINESS SUMMITNEW GROWTH PATH, ACCESS TO FINANCE &SMALL-BUSINESS SUPPORT:Allowing women tounlock the futureWomen empowerment forms the cornerstone of many ofGovernment’s policies. But Government also realises that that isnot enough; more needs to be done to transform our society intoone where women have equal power and pull at all levels, saysProfessor Hlengiwe Mkhize, Deputy Ministerof Economic Development.18 I S S U E 1

WOMEN IN BUSINESS SUMMITIn the first democratically electedSouth African Parliament in 1994,former President Nelson Mandelaset the agenda for addressing therights of women in a post-apartheidSouth Africa by saying “freedomcannot be achieved unless womenhave been emancipated from all formsof oppression”. These powerful wordsof our Madiba are still as real today asthey were in 1994.Today, South Africa is still one ofthe most unequal countries in theworld. Its Gini coefficient, whichmeasures inequality, is the worst ofall the countries reported on againstthe World Bank’s developmentindicators. Deep inequality, of course,goes hand in hand with high levelsof unemployment, social instabilityand, often, deadly conflicts. Often,people don’t fight because they differon political ideology, but because ofconflict between the haves andhave-nots.Unfortunately, unemploymentis concentrated among particularpopulation groups – black people,youth and women. Although there hasbeen progress in South Africa since1994, women still occupy the lowerranks of the economy. We have seenprogress in terms of fast-trackingwomen’s entry into our boards,especially in state-owned enterprises,but we still have huge gaps in termsof bringing disempowered women tothe fore.We come from a history where,mostly because of the discriminatorylaws of the country, the majority ofblack people did not have access tothe kinds of qualifications that equipthem with so-called critical skills. Asa result, even though the majorityof them may be qualified, thesequalifications do not enable them toaccess the available jobs or help thecountry’s economy grow. Governmentis seeking to address these challenges,and has recognised the need to drawgreater numbers of people into theeconomic mainstream through avariety of support measures.These measures are contained inthe national economic strategy, withone of its pillars being making oureconomy inclusive. Government’s NewGrowth Path, which was adoptedin late 2010, aims to combine theregulatory framework and measuresto sustain overall economic growth –including improving infrastructure,education and health – with targetedefforts to support job-creatingactivities. It also unpacks the sectorswith the potential to create jobsand where we should concentrateour energy, such as infrastructure,the green economy, social economy,productive sectors such as agricultureand agro-processing, manufacturingand minerals beneficiation.This New Growth Path is a stepforward in terms of governmentplanning, because it allows national,provincial and local governmentto share projects, to cooperate andcoordinate. It articulates the need forus to achieve a common vision as asociety, so that all of us – the publicas well as the private sector, theunions as well as civil society – willwork together to achieve our goal ofcreating five million jobs by 2020.Secondly, there is the issue ofaccess to credit and finance. As muchas we see progress in terms of policy,vulnerable people at grassrootslevel are still struggling to accessdevelopment finance. Especially fromwomen’s groups, the general feelingis that the criteria should at least berelaxed to take into account that mostapplicants can only ever become activein the economy through the assistanceof this finance. Therefore, we need tocontinue to apply our minds to howbest to structure this, so that thosewho deserve it the most, access itwith ease.The third area is support for smallbusinesses. It is vital that, in thiscountry, we drive the economy aroundsmall and medium enterprises.Looking at what happened in othercountries in a similar position –Asian countries in particular – themajority of people entered thefold through small and mediumenterprises. There had been all sortsof recommendations as to what needsto be done to improve small-businesssupport. However, in the main, weneed more business incubators thatare coordinated, appropriately runand properly resourced, with a sectorfocus. We all know that women havesucceeded and excelled in politics,but there are challenges in sectorswhere skills and expertise are needed.Business tends to be a harsh andcompetitive terrain for new entrants,and they usually do not do very well.Let us therefore renew our commitment to the vision ofachieving a non-sexist and non-racial society, in whichwomen are equal and active partners.Through incubators, therefore, we canafford newcomers the time to matureand to prepare themselves to standon their own feet. A unified nationalmentorship programme shouldalso be explored, aligned with anational development plan outliningwhat our priorities are, so that all theavailable resources can be correctlychannelled. We constantly need toreview our regulations, and see towhat extent we can facilitate theentry of those who are stillvulnerable.Women empowerment forms thecornerstone of many of Government’spolicies. But we know that that isnot enough; more needs to be done totransform our society into one wherewomen have equal power and pullat all levels. We know that it is inthe interest of all of us to make surethat each and every citizen has anopportunity to contribute; that is theonly way in which we can grow theeconomy of this country. We need toensure equal opportunities for girlsand young women, so that they canbegin to unlock the future. If wedo not empower them sufficiently,we are in effect closing down theirfuture and limiting the growth of thiscountry. Let us therefore renew ourcommitment to the vision of achievinga non-sexist and non-racial society,in which women are equal and activepartners. ✥Progressive women in business 19

PROFILE20 I S S U E 1

PROFILEBeautyandBrainsNonhlanhla Peggy-Sue KhumaloWhen Peggy-Sue Khumalo was crowned Miss South Africain 1996, it wasn’t fame and fortune she sought. It was auniversity education...By Toni MuirNonhlanhla Peggy-SueKhumalo entered theMiss South Africa pageantbecause she saw it as an opportunityto empower herself. Growing up inrural KwaZulu-Natal, the daughterof a single mother employed as adomestic worker, young Peggy-Suehad ambitious dreams. Her motherwas never afforded the opportunityto get an education, though she wasdetermined that Peggy-Sue would.She spent whatever she could spareof her small salary on her daughter’seducation, school uniforms andtuition. But a tertiary educationwasn’t on the cards for Peggy-Sue – abitter pill to swallow for the youngwoman who dreamed of becoming alawyer.Peggy-Sue graduated from highschool in 1992, shortly after NelsonMandela was released from prison.For several years, a stream of menialjobs occupied her time – until sheentered a local beauty contest,and walked away the winner. Herdecision later to enter Miss SouthAfrica changed the course of her life.“My mother was sceptical about myparticipation in Miss South Africa,”says Peggy-Sue. “I grew up on a farm,I wasn’t a city girl; she was worried.But I kept a level head, my valuesand principles assisting me, and Ididn’t allow myself to get involved inundesirable activities or get temptedinto any social ills. Above all, I didn’ttake it too seriously. Instead, I saw itas an opportunity to get somewhere inlife.” Had it not been for Miss SouthAfrica, she would not have met formerPresident Nelson Mandela.During her reign, Peggy-Sue spent a lot of time with thePresident, who took a keen interestin her ambitions and aspirations.“When my reign was over, I didn’tthink he would remember me,” shesays. “But he did.” Peggy-Sue hadpreviously told Madiba that whatshe wanted above all else was aneducation. He managed to securePeggy-Sue a three-year scholarshipat the University of Manchester inthe United Kingdom, sponsored byInvestec Bank South Africa. Afterthe success of her undergraduatestudies, Stephen Koseff, CEO ofInvestec Bank, together with NelsonMandela encouraged Peggy-Sue topush further still and get her master’sdegree. “Mandela always said to methat I must have a will to contributeto the further development of SouthAfrica, and that I should know there’sProgressive women in business 21

PROFILEa bigger world waiting for me backhome, and to make sure I return toSouth Africa,” remembers Peggy-Sue,who completed her MSc in Economicsin late 2004.“The experience of going touniversity broadened my horizonsin a big way,” she says. “Sitting inlecture halls, studying Economicsand Finance – subjects I didn’t do atschool – surrounded by internationalstudents, you start to look at theworld in a different way. What youare learning is practical, it is whatyou live on a day-to-day basis. I willalways be eternally grateful to formerPresident Nelson Mandela for theopportunity he afforded me, to furthermyself academically. It was a privilegenot afforded to all; something I willcherish, treasure and carry in myheart for the rest of my life.”Peggy-Sue’s beliefs about theimportance of a good education werereinforced during her time abroad.“Education is really at the core ofwhat we are,” she says. “A degreeis worth any currency. You can goanywhere in the world and work, aslong as you have a degree. Educationchanges lives – it changed my life andthe life of my family. It shaped whoI am. Education is the backbone of acountry; without it, we will not groweconomically and will not prosper as acountry.”She is encouraged by how seriouslythe South African government hastaken female empowerment. “As acountry, we’ve done extremely well.Women enjoy far more opportunitiesnow than what were previouslyavailable to us. There’s the chancefor education; there are scholarshipsand sponsorships. If young peopleapply themselves, they can get towhere they want to go. Young womenare coming up the ranks swiftly. Isee them in my own workplace atInvestec. They are well educated andreally making their mark. My adviceto young women making a start forthemselves is always to map out theircareers, and define where they wouldlike to see themselves.”Carving a niche for oneself inthe cut-throat world of business isnot always easy, and Peggy-Sue hasendured her fair share of adversity.“I had to overcome my fear of goinginto a boardroom and sitting talkingfinance with men, many of whomwould question why I was there and“Education is the backbone of a country; withoutit, we will not grow economically and will notprosper as a country.”wonder if I knew what I was talkingabout. I always tell young girls: Ifyou’re going into a meeting, do not bethe first one to offer tea; it sets thetone for the meeting and, from thereon out, you will become the tea girl.I tell them not to set themselves uplike that. Instead, I encourage themto prepare extensively, read theirdocumentation and really know theirstuff. That way, they will be confidentthat the contribution they are makingis substantial.”But it’s all easier said than done.“The hardest thing to learn is thatlife is not perfect,” she says. “Inany shape or form, in everythingyou do, you have to be able to dealwith disappointment but remaincompassionate and as humble aspossible. These are qualities thatdevelop you, motivate you and takeyou a long way in life.” She feels it isimportant to learn and know who youare, to remain true to yourself andalways give your best. “As a youngwoman, you have to make thingshappen for yourself,” she says. “Yourdestiny lies within you.”Regarding how the corporateworld is making way for young womennowadays, Peggy-Sue feels that, whilewe’re on the right track, more canbe done. Implementing developmentprogrammes, she believes, wouldgo a long way, as would mentorshipprogrammes. She says that youngwomen should apply their minds toareas in which they are most neededin the economy, and that we shouldensure there are formidable womenplaying a role in every sector. “Womenare the backbone of society. We arenaturally caring and considerate ofothers. The more women we have inleadership, the more significant theimpact on corporate South Africa’srole in making sure that the socialagenda of this country is delivered.We need more women, especially blackwomen, in financial services, and weneed them to stick around,” she says.Despite her incredible success,Peggy-Sue remains modest. Sherecognises her mother’s sacrificesand the influence she had on herdaughter’s life. “Had it not been forher, I would not be where I am today,”she says. “I’ve had the privilege ofinteracting with so many people fromall walks of life, and I’ve met manyformidable women, including mymom. I believe that the best guidanceand wisdom come from our elders. Ifyou want perspective and the honesttruth, talk to someone who is a realrole model in your life and community.Some of the greatest advice I’ve beengiven was never to apologise for mysuccess and for what I’ve achieved inlife, because I’ve worked hard and I’veearned it.” ✥Nonhlanhla Peggy-Sue Khumalohas eight years of bankingexperience with the Investec Group.She joined Investec Bank UK inOctober 2004 as an analyst withthe Fixed Income team. After threeyears with IBUK, she returned toSouth Africa and joined InvestecCapital Markets as an investmentconsultant within the CorporateBusiness Development division.Her responsibilities includeleveraging and orchestrating thebank’s resources and expertise,and ensuing the efficient servicingof a full spectrum of financialproducts, from corporate finance totreasury services. She is also activein macro-economic research, andcontributes to economic forecastingwithin the bank. ✥22 I S S U E 1

TRAVELCamp JabulaniGIANTSon safariCamp Jabulani, situated in the Limpopo province and amember of luxury hotels and restaurants association Relais& Châteaux, is the only place in the world where guests canexperience a night-time elephant-back safari.By Toni MuirIwon’t soon forget my first timeastride a three-tonne elephant. Ifelt a little like an Indian princessand a lot like John Wayne, thoughhis mount of choice was a stallion – amuch easier stretch for one’s achingthighs to manage. Padding quietlythrough the hot African bushveld, Iwondered if life could get any better.On our first night at CampJabulani, we experienced one of twonoteworthy things: the first, leopardtracks leading to the front door of oursuite; the second, waking in the deadof night to a high-pitched whoopingsound close by. The first had mepeering anxiously into the shadows onthe way back to our suite after dinner,only to be told nonchalantly by ouraccompanying guide: “Don’t worry,it’s just a small female.” Just? Thesecond had me jumping right out ofbed, my heart thumping and my earsstraining. “Don’t worry,” mumbledmy slumbering husband, “it’s justhyenas.”By morning, all traces of theleopard tracks had been sweptaway – literally – by unseen CampJabulani staff. Over an indulgentand leisurely breakfast, I was alsorelieved to hear that the hyenas hadmoved away from our camp. The day’sopen agenda stretched out before us,and we spent our time reading anddozing beside the private plunge poolof our suite, watching a tiny bluewaxbill swoop in and out to skimwater off its glistening surface. Bylate afternoon, we were ready for theday’s most anticipated activity: ourfirst elephant-back safari. We arrivedto find several gentle giants patientlylined up in the shade, ears flappingin the Limpopo heat. While theywatched, big brown eyes wide, longeyelashes catching the sun, we weretold their story.Camp Jabulani was establishedto support and sustain 13 elephantssaved from an awful fate by wildlife24 I S S U E 1

TRAVELvisionary Lente Roode, founder andowner of the Hoedspruit EndangeredSpecies Centre (HESC). Everythingbegan with an orphaned babyelephant named Jabulani. At fourmonths old, Jabulani was foundstuck in the mud of a silt dam,abandoned by his herd. He wasseverely dehydrated and in a stateof shock. Many hands eventuallyfreed him from the mud, but therewas doubt that he would survive.Lente, in close consultation withveterinary experts, developed aspecial milk formula for the littleelephant. Within a year, he was backto full health. When the time came torelease him into the wild, Jabulanirefused to go. He had grown fond ofhis human companions – his family– and reacted as though they wererejecting him. Attempt after attemptto reintroduce Jabulani failed. Justwhen things were beginning to lookreally desperate, news of 12 trainedZimbabwean elephants in dire needof a home reached Lente, and arescue mission was organised. Threeweeks later, all 12 adult animalsarrived safely in South Africa.Spectators watched anxiously as littleJabulani was introduced to this new,unfamiliar herd. When the matriarch,Tokwe, reached out to Jabulaniin an immediate and affectionatewelcome, sighs of relief and tears ofjoy were quick to follow. And so, CampJabulani was born.Now, a very full-grown Jabulanistepped forward to greet us. Myhusband and I rubbed his enormousears, soft, like chamois leather;dropped a fistful of pellets into hisupturned trunk, and clambered ontohis broad back. When we startedwalking, I likened the sensation tobeing on top of a moving scaffolding,albeit one that rumbled every nowand then, the vibrations ripplingthrough his body and making our ownshiver. It was an incredible sensation.Once all the guests were settled ontoan elephant of their own, we set offinto the bush. I was astounded by howlittle noise these gentle giants madeas they padded through the veld, theirenormous feet like cushions on theearth.Jabulani took the lead, stoppingevery so often to tear branches offtrees – “takeaways” the guide in frontof me called them. We were regaledwith fact after fact about elephants –how they can carry as much as 20%of their body weight on their backs,how they eat as much as 250 kg offood a day, and how 120 l of bloodflows through the veins of a full-grownmale. But, most amazing of all, theycan ‘talk’ to each other over a distanceof 60 km. That deep rumbling in theirchests – that’s them talking, and theydo it at frequencies so low, humanscan’t always hear it.But it was our night safari onelephant back – the only experienceof this kind in the world – that leftthe most poignant memories. Myhusband, being six foot seven inchestall (a full two metres), insisted thatwe ride on Sebakwe, the largestelephant, who happens to stand 3,4 mat the shoulder. Astride Sebakwe, wewere eye-level with whatever was atleast four metres off the ground, andI found myself staring over the tops ofthe acacia trees, far into the distance.As we set off into the darkness,Sebakwe gave a long, deep rumblethat I felt reverberate within my ownchest. It was answered by a roar inthe distance. “It’s just a lion,” theguide assured us. It sounded far awayenough not to cause concern, until Ishone my spotlight a little ways offand found, lying just there, maybe10m away, a thick-maned lion. There’sno chance that our herd of docileelephants didn’t hear him, smell himand see him, but they showed nohesitation at all. They just continuedto trudge slowly into the night. Ilooked up – the sky now completelydark, with the evening star twinklingjust above the horizon – and thought,well, if they’re not worried, I won’tbe either, and settled in to enjoythe ride. ✥About the lodgeCamp Jabulani, a Relais &Châteaux property, is located on a14 000 ha Big Five private gamereserve in Hoedspruit, Limpopo.The main lodge has a large diningroom, lounge, open-air spa, fitnesscentre and sauna, as well as adedicated business centre withwireless internet connectivity. Thelodge features six ultra-luxuriousopen-plan suites, situated alongthe edge of a dry river bed. Onthe wooden deck of each suite,guests can make use of the sunloungers or private plunge pool.Private Zindoga Villa features twoindividual suites connected by ajoint lounge and dining area. Eachunit has a large bedroom with ensuite bathroom, wooden deck andprivate, heated plunge pool.Phone +27 12 460 5605/7348,reservations@campjabulani.com orvisit www.campjabulani.com.Progressive women in business 25

PROFILETop-notcheducationPC Training & Business CollegeRenier Schoeman from the PBF; Angie Motshekga, president of the ANC Women’s League and Minister of BasicEducation, and Daryl Swanepoel, also from the PBF, photographed with PC Training’s Molly Ramnundlall during theWomen in Business Summit & Luncheon on 20 August 2012 at Gallagher Estate, Midrand.26 I S S U E 1

PROFILE“Today, we are in reach of afuture of empowermentwhere all things are equallypossible for both men and women.Women in business are becomingall the more prominent in theworkplace, and are being recognisedfor the valuable contributions theymake to society.” These are thepassionate words of PC Training’sMolly Ramnundlall, who serves on theinstitution’s board of directors.A mother, a daughter, a teacher,a grandmother, a friend – all of ushave had the privilege of knowing atleast one phenomenal woman. For toolong, little was done to afford womentheir rightful status in business.Thankfully, the times are changing,and women can be immensely proudof their successes. “We thank theworld for giving us battles to win,because it is our struggles that havemade us stronger, and through ourvictories, we have proven we arewarriors,” Molly says. “We are notonly the loving, beautiful, caring,nurturing generics the world makeswomen out to be; we have a fire in ourhearts for success and reaching biggerand better goals each and every day,and we have worked for recognitionfor many centuries.”The next generation of females tocontinue a legacy of strong women willface great challenges, and will needto be better educated, highly skilled,entrepreneurial and more innovative.“At PC Training & Business College,we believe that, through educationand proper job training, we can propelwomen into successful careers invarious industries. And with the socialstance of women having grown to suchan extent in modern day, we shouldgive them an equal chance to grow,and support them in their efforts,”says Molly.The vision of PC Training &Business College (PCT&BC) is to bea world-class academic institution inbusiness, in media, and in informationand communications technology (ICT).The organisation seeks to ensureincremental improvements in thequality of education and trainingpractices, and aims to facilitatetop-quality teaching and learning,promote research, and engage thecommunity. The overall goal ofPCT&BC is ultimately to increaseemployment and entrepreneurialopportunities, and aid transformation.PCT&BC operates campusesacross most major cities and somerural areas of South Africa. Theorganisation has a proud trackrecord of 22 years in operation,and boasts 30 accredited highereducationsites. More than 150 000learners have completed a range ofthe institution’s programmes overthis period. “A strong female ratio isnoted amongst our learners,” saysMolly. “As a country, it must be notedthat more young women shouldbe given opportunities to step intomanagement and executive positions.Through extensive work readinessand work-integrated learningprogrammes, PC Training & BusinessCollege affords all students a chanceat better job prospects.”Higher-education programmes areoffered at higher certificate, advancedcertificate, diploma and degree levelsin the faculties of ICT and Business,Economics and Management Sciences.Further qualifications include SETAprogrammes from FASSET (SETA forFinancial and Accounting Services),the Services SETA and ISETT (SETAfor Information Systems, Electronicsand Telecommunications). Associatedcompanies offer programmes fromETDP (SETA for Education, Trainingand Development Practices), THETHA(SETA for Tourism and Hospitality)and others. In addition, PCT&BCoffers a range of skills programmesand learnerships. Their wide range ofcareer-oriented academic programmesincludes the Work ReadinessProgramme (WRP) as a compulsorymodule, presented over and above theformal academic programme. SaysMolly of this initiative: “Our workreadiness programme bridges thegap between theory and workplaceProgressive women in business 27

PROFILEexperience. We believe that these arethe soft skills that would give ourlearners a competitive advantage.”In addition to the appointmentof approximately 150 new academicand support staff for programmeroll-out purposes, the institutionalso appointed key additional staffmembers on a full-time basis toassist in the design, leadership andmanagement of the new programmesand sites of delivery.Higher Education and TrainingMinister Blade Nzimande recentlyspoke about the need to create virtualcampuses to assist in meeting thegrowing demand for education. Priorto the Minister’s speech already,PCT&BC had adopted a strategy ofe-learning in support of the newlyimplemented virtual campuses acrossSouth Africa. The organisation hasembraced distance and e-learningprogrammes, which it runs alongsideconventional face-to-face programmes.Crucial to the success of thisnew e-learning strategy is theinstitution’s bold and substantivecapital investment to provide eachlearner with a free tablet PC, thefirst initiative of this kind by aneducational provider in South Africa.As the world becomes ever moredigitalised, so e-skills have begun toplay an important role in a person’sskills set. Such skills are crucial interms of empowering an individual,and enabling him or her to participatefully as a citizen of the digital age ofinformation.The tablet PC, being lightweightand portable, allows learners to studylearning material wherever andwhenever it suits them. Each tabletPC received by registered learnersincludes pre-loaded, relevant learningmaterial for each learner’s course.This includes online entry to theintegrated campus administrationsystem, access to real-time interactivelearning experiences with lecturersand fellow learners through webinarsand chat rooms locally and around theworld, and access to global podcastsof experts’ opinions on pertinentsubjects. Higher-education learnershave the added advantage of accessinge-libraries, irrespective of where theyare, thereby empowering them todraw from a wider range of researchmaterial from all over the world.This initiative has transformedboth teaching and learning experiencesby providing a more dynamic andinteractive classroom dynamic,changing the way learners andlecturers interact. When the thenDeputy Minister of Higher Educationand Training, Professor HlengiweMkhize, was informed about theinitiative, her response was extremelypositive. “This exciting and groundbreakinginitiative will lead to theimprovement of teaching and learning,as well as learner success rates,” shesaid. “Also, the capacity for researchwill improve significantly with theaccess to e-libraries that the institutionhas made available to its learners.”It is one of the institution’sfundamental intentions to encouragethe community, the business worldand the government to uplift andenhance the status of women inbusiness today. Says Molly: “We valuethe aspiring young female learnerswho strive to change the face ofwomen today, because they representwhat the future will be. We want tohighlight the value of all people whoseek to empower, to enrich and toenliven their prospects by educatingthemselves. This extends to previouslydisadvantaged people, women,children, communities, disabledpersons and the elderly.”Over the years, PC Training &Business College has been awardednumerous accolades, most recentlywinner of the 2011 and 2012 FNB/KwaZulu-Natal Top Business Portfolioawards in the social and communityservices sector, and 2012 finalist infour categories of the African Accessnational business awards, with thecategories being “Investing in People”,“Innovation through Technology”,“Customer Focus” and “BusinessEducation & Training”.In closing, Molly has the followingto say: “Women have a desire to bemore than they are allowed to be;they have always had the necessityto burst at the seams of theirMolly joined the PC Training &Business College group in 1997 asManager: Learner Support Servicesafter leaving Standard Bank,where she had held a position asa customer care consultant. Shecurrently leads the institution’srapid growth, and serves as SeniorDirector: Corporate Marketingand Communications. Molly alsoleads the institution’s communityengagement initiative. Amongher contributions is an annualGrade 12 supplement publishedin the Sunday Times and Sowetannewspapers.limitations. Women are appreciativeof recognition. It means more tothem than a title. We should not onlythrive on recognition, but becometrue leaders, complementing ourmale counterparts, providing balanceand equilibrium. It is often not therank of your position that makesthe heart swell with pride, butyour achievements and those ‘aha’moments. I truly believe that we areall here today for a purpose. We’rewell positioned to make a difference inthe lives of the future generation.”✥28 I S S U E 1

MANAGEThebalancingACTIt’s an all too common feeling; the feeling ofbeing pushed and pulled in different directions.Everyone expects you to be at the top of yourgame in every aspect of your life, all thetime. You struggle to keep your career, home,children, lover or husband balanced and happy,and you’re under constant pressure to be theexpert on everything mankind has ever done.Sound familiar? Well, you are not alone...By Dr Liz PretoriusAs a woman, how do you copewith both work and homerelatedstress as you juggleyour career and family life, whiletrying to squeeze some ‘me time’ intoyour day as well? The majority ofworking women have more than just afew balls in the air, and need to keepthem there. Knowing that it is alrightif you drop a ball or two occasionally isthe start of acknowledging that you donot have to be perfect to be successful.Many successful individuals claimthat you can do anything you wantand be anyone you want to be. This istrue, but you have to be clear aboutyour goals and the price you areprepared to pay to achieve them, andprioritise the action steps to get there.When you want something enoughand you have a passion to achieve it,it is usually worth the time and effortyou need to invest to make it happen.But how do I achieve that balance?There are a number of steps thatyou can take to help you achieve thebalance you desire and need.Establish the most important goalsfor your career, your home and yourleisure time.The first step to achieving balanceis to set goals for your career. Whetheryou want to be the CEO of your firmor become a manager or a specialistin a certain field, be clear about whatyour passion is and what you wouldlike to achieve in the next six months,in a year and the next three years. Dothe same for your home life (family,wealth and travel) and your leisureactivities (personal and family).Once you have established whatyour goals are, communicate them towhomever you want to include in yoursupport system.Determine why you work, andprioritise your reasons.Mostly, we work because we chooseto, whatever the reason may be. Itcould be for self-gratification, financialindependence, recognition, health careand other benefits or status. Don’t beafraid to say out loud why you work;it is your need and you don’t have toapologise for it.Once you have written down your30 I S S U E 1

easons, prioritise them, and whenyou are feeling low or you feel it’s allbecoming too much for you, remindyourself why it is important to youto work, and, if need be, reassess thereasons. Communicate and share yourreasons with your family and friends.This should help you maintain apositive attitude toward your work.Know what your responsibilitiesare at home, and prioritise them.Communicate what you believeyour responsibilities are at homewith the members of your family orthe people with whom you share yourhome. It is critical to let everyoneknow what your expectations are tokeep your home running smoothly.Negotiate the tasks that are yourresponsibilities and those for whichother members of the family will takeresponsibility. Let them know howimportant each one’s role is and howyou value the part they play.When you or your familymembers feel burdened with toomany responsibilities, it could lead toconflict, resentment and unhappiness.You may need to hire someonewho will take over the housekeepingor oversee the children’s school work.You could help a neighbour, who is ahome executive, by hiring her servicesto provide some of your meals, or evenhave a cook-in once a week with theentire family and prepare meals forthe week.Realise the value of setting aside‘me time’.‘All work and no play make Jill adull girl.’ Leisure activities and timeoff from the pressures of home lifeand work are a necessity and not aluxury. Leisure time is essential toprovide the balance you require tomaintain your emotional and physicalwell-being. List the leisure activities,church or community activities inwhich you would like to take part.Set aside ‘me time’, time with yourpartner or significant other, and timefor family.Leisure activities or time awayfrom the demands placed on you canrefresh your spirit, provide time torelax and make you more efficient.Be sure to communicate yourneeds to your family and friends, andexplain to them the role they play inassisting you to achieve balance.List the benefits of you having acareer, and those who share thosebenefits with you.You are not the only one whobenefits from your career; manyothers share in those benefits. Listhow you, your significant other, yourchildren (if any), extended familymembers and your employer benefitfrom your career.Do those who benefit from yourcareer know and understand whattheir benefits are? We often don’ttake the added benefits we get fromworking into account, and think theonly benefit is the pay cheque wereceive at the end of the month. If itis, you are in the wrong career andneed to make a change. Communicatethe benefits to those who benefit, andlet them know how vital their supportis to your success. ✥• Manage your time; put acalendar (with big blocks)where everyone can see it. Listthe activities for the day, whois involved in what, and whois responsible for making thearrangements.• Strive to maintain relationshipsand your values.• Ask for help when you need it.Sharing and delegating taskswill help you feel in control ofyour life.• Take care of yourself. Set asideenough ‘me time’ every day,even if it is only to have a cup oftea.• Maintain a good supportsystem. It helps to know there issomeone to assist you when youneed a break or have a crisis.• Look after your health. Haveregular medical check-ups, eathealthily, exercise and drinkenough water.• Make time to play and have fun.• Seek fulfilment. Nothing ismore satisfying than pursuingyour passion.

PROFILEFor betteror worseAlways Through ForwardingJenny Wu of Always ThroughForwarding first came to SouthAfrica in 1997, following herhusband’s new appointment at aChinese state-owned enterprise.During the early years in SouthAfrica, the pair faced manychallenges, not least of which werethe language barrier, immersing intoa different culture and traditions,and coming to terms with new anddifferent business legislation. Toconquer these obstacles, Jenny startedstudying through PotchefstroomUniversity from 2001, simultaneouslyworking with her husband to put foodon the family’s table. “To be honest,that was really a hard time for us,”she admits.Jenny successfully completed heruniversity studies in 2005, graduatingwith a master’s degree in BusinessAdministration. “At that time, Iwas also the first mainland Chinesewoman to achieve this MBA degree inSouth Africa, and it took me only 36months to complete all the courses,”she says with pride.During the same year, Jennystarted her own logistics business.Progressive women in business 33

PROFILEAbout Always ThroughForwardingAlways Through Forwardingoperates across a range of businessactivities. These include logisticsservice (with cooperated branchesin harbours as well as airports toprovide high-grade, prime services),property development (developmentand construction on commercialand residential properties),mineral exportation (primarily theexport of chrome, manganese andiron ore) and import and exporttrading (including light industrycommodities).“I chose the logistics sector based onmy previous experience in importsand exports,” she explains. “As weall know, since 1998, South Africaand China have officially establisheddiplomatic relations. Seven yearsafter this historical moment, thevolume of imports and exports hasgrown tremendously. It creates hugepotential for the custom clearance,forwarding and logistics sector.Through intensive competition,my company steadily emerged asone of the most successful Chineseownedlogistics companies by goodreputation, smooth processing andlegal compliance.”Jenny highlights 2008 as a veryimportant year – one that saw hercompany grow to full operation.“Benefitting from my experienceduring the previous years, I receivedacknowledgement from the propertydevelopment, investment and miningsectors,” she says. “My businessalso benefitted from partnershipswith local South African businesses,diversified operations and the positiveglobal economic environment.”During 2009, the global economicdownturn affected countries acrossthe globe, in both the developing anddeveloped world. “Without a doubt, mybusiness also felt the negative impactof the global atmosphere,” Jenny says.“Internationally, the slowdown ofeconomic growth in China directly ledto a limited appetite for South Africanresources, including manganese,chrome and iron ore. My miningbusiness was badly affected. Thedomestic market also showed negativeresults when unemployment grew andconsumers began to feel the pain ofincreased living costs. This createda huge challenge for my logisticsbusiness, as import and exportvolumes dropped dramatically.”So, how did Jenny and hercompany deal with all of thesechallenges? “I still remember thosesleepless nights with the suddenfinancial pressure,” she says. “But,being a lucky bird, I finally conqueredthose challenges. First, I benefittedfrom the growing political andeconomic relations between SouthAfrica and China. In 2010, thePresident of South Africa, Mr JacobZuma, signed a strategic partnershipagreement with Chinese president MrHu Jintao. In late 2011, South Africabecame the fifth country in the BRICSassociation. Benefitting from bilateralagreements in all sectors, Chinarapidly became the largest tradingpartner of South Africa. Obviously,all these activities createdopportunities for my business.Therefore, it is important to keepabreast of developments in thecountry.”Jenny sees great value in being amember of the PBF. “It is importantfor businesses and governmentto communicate with each other,and I believe the PBF is creating agreat platform for that,” she says.“If one knows about the strategicdevelopment, business opportunitiescan be identified and exploited. Thisbenefits the business people, but alsothe country as a whole.”Jenny has dedicated muchtime and effort to establishing herbusiness network in South Africa.Through this, she has met manyemerging South African businesspeople and encountered businessopportunities on a daily basis. “Alot of discussion took place aroundChina-related businesses,” she says.“I also accompanied a PBF delegationto the Harbin trade fair and North-East Asia trade expo in Changchun,China, in 2011. Through all theseinternational activities, I achieveda better understanding of the SouthAfrican business community, andexplored more potential throughclose communication with the PBFdelegates.”Jenny is proud to say that, throughall of her efforts and in spite of thevarious challenges, her companysuccessfully survived the hard times.In fact, it seems they became evenmore successful. “There are more than200 permanent staff, including 80%local employees, in my company,” shesays. “We are also working closelywith local subcontractors regardingsecurity, training, research anddevelopment. When compared tofellow companies in the same sector,we are fairly satisfied with the annualturnover for 2011, and expecting abetter turnout from 2012.” ✥34 I S S U E 1

ADVERTORIALTechno GirlEnsuring abright futurefor the girl child... breaking the cycle of poverty by exposing girl learners fromunderprivileged backgroundsto the world of science, technology,engineering and maths.By Musa Ndlangamandla36 I S S U E 1

ADVERTORIALHow do we, as a society,increase and enhance theparticipation of girls andyoung women in the fields of science,technology, engineering and maths?A daunting skills shortage in thesefields has emerged, and is worsenedby South Africa’s seeming failureto produce a sufficient number ofgraduates to fill this gap.Sadly, fewer than 30% of girlshave science, technology, engineeringand mathematics as subjects in theirhigh-school years. However, thisimbalance will soon be a thing of thepast with the advent of the TechnoGirl programme, an initiative aimedat giving girls an equal opportunity toexcel in these fields.This groundbreakingprogramme targets girl learnersfrom underprivileged schools formentorship in science, technology,engineering and mathematics. Thegirls are afforded the opportunity tospend time in various companies inorder to motivate and guide them inmaking career choices in these areas,which are in high demand in theSouth African economy.The initiative is implemented bythe Department of Basic Education,the Department of Women, Childrenand People with Disabilities, theUnited Nations Children’s Fund(UNICEF) and Uweso Consulting, andhas already achieved much in helpingyoung girls from disadvantagedbackgrounds to pursue careers thatwere up to now perceived as maledomains.Over 8 000 disadvantaged girlsfrom public schools have benefittedfrom the initiative as they wereplaced in a structured job-shadowingprogramme at various job shadowinghost organisations. For the initiativeto be effective and have a meaningfulimpact, it cannot be treated as a oneoffactivity, but has to be approachedon a long-term, structured andsystematic basis. To that end, the girlsare placed in a hosting organisationfor three consecutive holiday periods.This cycle repeats over a three-yearperiod. For example, a girl will enterthe programme while completingGrade 9, will continue in theprogramme in Grade 10 and 11, andwill exit the programme in Grade 12.“The Techno Girl programme dealswith two of South Africa’s key nationalpriorities, namely education and jobcreation. Education is a key driver ofeconomic growth and social changeacross the globe. In South Africa, oureconomy urgently needs young peoplein the fields of science, technology,engineering and mathematics,” saysMinister of Women, Children andPeople with Disabilities, Ms LuluXingwana.Minister of Basic EducationAngie Motshekga noted the broadbasedeffects of the initiative. “Whenthe learners are exposed to worksituations, they return to share theirexperiences and information withtheir friends at school. This is a highlymotivational factor and ensurespositive outcomes,” she said.UNICEF South Africa’s AidaGirma said the organisation wasconfident that, over the coming years,Techno Girl would reach even moregirls from all provinces.Transnet recently hosted 1 300girls in its freight rail and railengineering concerns. “The initial jobshadowing intake has proven thatthe experience is very motivational,especially to the girl children fromdisadvantaged backgrounds – tothink of taking up careers that arein demand by the economy andwhere women have always beenunderrepresented,” says Transnet’sExecutive Manager: Human Capital,Humaria Mooketsi-Choonara.Girls also collaborated with theAutomotive Industry DevelopmentCentre (AIDC). Executive LiasonOfficer Lianne Delport said: “TheAIDC is proud to be associated withthe Techno Girl programme in hostingthe girls, exposing them to the workingenvironment, thus allowing themto develop their career choices andadopting a ‘talent pipeline’ approach toensure further development.”Indeed, sustained exposure to theworkplace allows the girls to explorevarious career opportunities. “Whilestill at school, the girls need to beSelection criteria:To ensure that the right learnersare selected to participate in theprogramme, the following selectioncriteria apply:• All beneficiaries should be girlsfrom disadvantaged communities.Only girls in Grades 9, 10, 11 and12 are eligible for selection.• Applicants must attend a publicschool.• Applicants must obtain at least50% (level 4) in Mathematics/Mathematical Literacy.• Applicants must have a goodbehavioural and disciplinaryrecord.• Applicants must be dedicatedlearners with a keen interest inacademic performance.exposed to opportunities, inspired toachieve success, assisted with subjectchoices and guided regarding tertiaryeducation. Given the diversity oftheir business operations, both publicand private-sector organisations areideally positioned to accomplish this,”said Staff Sithole, Chief ExecutiveOfficer of Uweso Consulting, one ofthe founding programme partners.A Grade 11 learner at CosmoCity Secondary School, TshegofatsoMokoena, said the programmehad boosted her self-esteem. “Thisprogramme made me realise howthe corporate world works, and nowI’m ready to face it,” she said. “Italso offers us career guidance andmotivational talks.”Nokubonga Mazibuko, whowent through the programme in2010, said: “I found the initiativeto be very helpful, and my timespent job shadowing at DunlopTyres was very rewarding. I learnta lot about my career choice, whichis environmental science. I amcurrently working towards a BSc inGeological Environmental Science atthe University of KwaZulu-Natal,”Mazibuko said. ✥For more information, pleasecontact Mr Chris Maduna on:Tel: +27 11 781 9950E-mail: chris@uwesco.co.zawww.uwesco.co.zaProgressive women in business37

T e l : 0 1 2 3 4 8 1 6 9 7 / ( 0 1 1 ) 3 1 8 4 8 0 0w w w . b o f f i n f u n d i . c o . z a

PROFILEBoffin & FundiSoldieringon“In a country such as ours, which is diverse andconstantly evolving from the old dispensation toa vibrant democracy, companies cannot remainstagnant,” says Tebogo Nkosi, managingdirector of Boffin & Fundi.Boffin & Fundi was firstconceptualised as a softwarecompany. Over the years,it has evolved into a revenuemanagement service company, alsooffering consulting and engineeringservices. Innovation, productdevelopment and delivery are thepillars of the company’s success, andthe company strives not only to retainbut also to grow its footprint in thelocal government environment.It is the culture of Boffin &Fundi constantly, albeit subtly, toreinvent itself. Thus, the companyremains flexible in its range ofservices to meet the needs of itsclients and customers in the best waypossible. A champion for growth anddevelopment, Boffin & Fundi placesmuch emphasis on in-house growth,encouraging its employees to work tocontinue improving their knowledge,thereby ensuring that the companyProgressive women in business 39

PROFILEwill always be able to provide itsclients with cutting-edge solutions.Currently, Boffin & Fundi providesservices to various water boards andmunicipalities, including City ofTshwane, Magalies Water, Ekurhuleniand Odi Water Services.The company’s primary areasof expertise include revenuemanagement, consulting, engineeringand technology. Boffin & Fundi isproficient in meter installations,readings and audits, billing, creditcontrol and revenue management,indigent management, operations andmaintenance reticulation, and fieldsurveys and data cleansing. Theycan assist with business solutionsvarying from process and changemanagement to customer relationshipmanagement, process and innovation,and strategy and performance. Interms of engineering and technology,many companies trust Boffin &Fundi to assist with water demandmanagement, civil constructionand the installation, operation andmaintenance of infrastructure andbulk infrastructure. Boffin & Fundialso provides assistance with systemintegration, business intelligence aswell as technology and infrastructureconsulting and research.The company is 100% blackownedand managed, and boasts anEmpowerdex AAA rating, level 2. “Asa young woman leading this company,I have been privileged, but could nothave done it without mentorship,”says Tebogo. “I encourage all youngwomen in business to seek mentors.After all, the saying goes: ‘The wayof the road is asked from those whohave travelled it.’ Our country isunique and still requires a lot of workto be done. Let’s soldier on together,and make our country better forgenerations to come. Tough timesnever last, but tough women do!” ✥Boffin & Fundi managing director Tebogo NkosiTebogo was born in Soweto and attended Pretoria High School for Girls.She completed her undergraduate studies at the University of Pretoria in2003, finishing with a bachelor’s degree in Economics. She didn’t feel hertime was up for tertiary education, however, and pursued her postgraduatestudies at the University of South Africa (UNISA) School of Business. Here,she completed the Management Development Programme, subsequentlyobtaining a Master in Business Leadership (MBL) qualification.Tebogo’s passion for business was inspired by the family-owned business,Nydes Marketing, where she held a position as marketing manager. Shespent two years in this position, working her way up to a promotion tojoint managing director of the business. Ever an agent of change, Tebogospearheaded the company into new areas of growth, had them tacklepreviously unexplored markets and embrace new opportunities. So great washer success, that Tebogo was asked to serve as group managing director ofthe company in 2007. She held this position for a year, though still remainingactive as a joint managing member.In 2008, Tebogo made the difficult decision to pursue other avenues ofbusiness, and established Boffin & Fundi. Today, the company employs justshy of 100 staff members and has offices in three provinces. Tebogo continuesto direct the company into new spaces, always on the lookout for exciting newpossibilities.40 I S S U E 1

PROFILESteeringthe shipTSLS Holdings“Do companies need women at thehelm? Yes!” says Vasi Govinder-Padayachy, director of TSLSHoldings (Pty) Ltd.But the reality is that, despitetheir capabilities, many highlyqualified female workersare not given the chance to becomeleaders in their field. Of course,companies need women at the helm,though it might take a while beforefemale business leaders become thenorm in the corporate and financialworlds. “Until then,” advises Vasi,“if you are a female worker, the bestthing you can do is to make sure youare not placing limitations on yourselfthrough a lack of confidence. Do notfall into the trap of selling yourselfshort. Put yourself forward and youmay find that career advancementwill follow.”As director of TS Legal Services(TSLS), Vasi speaks from experience.A 100% black economic-empowered(BEE) company with level 1accreditation, TSLS Holdings is adiversified group operating in thefinancial services, water filtration andtelecommunications sectors. As SouthAfrica is an emerging market, allthree of these sectors currently enjoyincredible growth. Vasi realised earlyon that she needed to diversify hercompany’s offering not only to developher business, but also so that TSLScould offer something dynamic andcomprehensive to its clients.But competition is rife, and to beat the forefront, Vasi and her companyhave had to be inventive, comingup with something extraordinary togive them the edge. “We ascribe oursuccess to the fact that we embraceinnovation and hold true to ourcommitment to service excellence,”explains Vasi. “Over the course ofour existence, we have witnessedfirst-hand the challenges that clients,and local government in particular,have to contend with when collectingmonies owed to them. Our ambition42 I S S U E 1

PROFILEhas always been to take the step fromdebt collection and legal servicesto providing an enhanced revenuecollection service based on a strongtechnological foundation. I am verypleased to inform you that we are onthe brink of taking this momentousstep.”Already several years in themaking, TSLS has developed asoftware platform that is an idealadjunct to the electronic systemsthat exist within companies andmunicipalities. This software providesan integrated revenue managementvalue chain, with the exceptionof billing operations. In addition,TSLS can provide support in termsof skills, information technologyinfrastructure and advisory servicesto assist its clients and customersin implementing and sustaining thesolution.TSLS is committed to theupliftment of all individuals thatform part of the diverse cultureof South Africa’s population. Assuch, they ensure that suitablyqualified candidates from the variousdesignated groups (black, colouredand Indian) are represented withinthe structure of the company andits subsidiaries. The companyalso ensures that women arefairly represented within its staffpopulation.“It is widely acknowledged thatwomen have qualities that areconducive to success in business. Theyare more collaborative, nurturingand their leadership style tends to bemore transformational rather thantransactional,” says Vasi. “I think acommon mistake that many womenmake is not to be assertive enough toget their points across. Women areoften stereotyped as being aggressiveor trying to be masculine if theydemonstrate their assertiveness. Iwould say, don’t let this kind of genderstereotyping stop you from speakingyour mind. Our country needs morewomen setting up businesses andrunning our major companies. Thereis still a huge amount of untappedtalent and potential out there.” ✥What TSLS Holdings can offerTSLS Holdings boasts a long and proven history in commercial, retail,medical, local government and related third-party collection services.From small beginnings back in 1998, TS Legal Services has grown intoTSLS Holdings, a company that employs almost 80 staff members and thatcurrently comprises three diverse albeit complementary business units,namely TS Legal Services, TSL Telecommunications and Automation, andSpring Clear Filters.It’s an unfortunate fact that people will always fall into debt withoutalways being able to service that debt. TS Legal Services specialises in areasof debt recovery, legal and financial services, as well as revenue managementand tracing of debtors, assets and financial investigations. The company hasentered into joint ventures in the legal and financial services field, bringingtogether professionals with the same vision and cumulative experience ofmore than 80 years. TS Legal Services has for the past five years been amongthe top 5% of performers in its specific arena of debt collection.Building onto the base of TS Legal Services, in 2005, Vasi expanded thebusiness by establishing Spring Clear Filters, supplying a range of waterfiltration and purification systems to the industrial, commercial and domesticmarkets.TSL Telecoms was established in 2009, further diversifying the companyportfolio by offering clients a wide range of telecommunication, officeautomation and ITC products and peripherals.Vasi Govinder-Padayachy, director of TSLS Holdings (Pty) Ltd, receives anaward presented by Angie Motshekga, president of the ANC Women’sLeague and Minister of Basic Education, for leadership displayed in fosteringand promoting an environment conducive to quality and equal womenparticipation in business.Progressive women in business 43

PROFILETrulyempoweredMotheo Construction Group“Those of us who have been inthe women’s empowermentspace know and can attestthat the women who are sitting inour Parliament are at the forefrontof the enabling pieces of legislationthat have seen South African womentake our place in the political, socialand economic lives of our country’speople,” says Dr Cynthia ThandiNdlovu, CEO of Motheo ConstructionGroup. “We are conscious of the factthat, without your hard work andlong hours of preparation to ensurethe development and passing ofthe numerous pieces of legislationand instruments aimed at theempowerment of women, some of uswould not have succeeded to build ourbusinesses to the extent we have.”Motheo Construction Group wasestablished in 1997 by Dr ThandiNdlovu herself. It is now one of SouthAfrica’s leading, predominantlyblack-owned construction companies.Through Dr Ndlovu’s involvement,Motheo Construction was a founder44 I S S U E 1

PROFILEmember and leading role playerin SAWIC (South African Womenin Construction). The aim of thisorganisation is to be a nationwidenetworking forum for women in whatused to be a predominantly white andmale-dominated sector. The purposewas to bring women together; to assistthem to create streamlined businessesthat are properly governed and thatcomply with the laws and regulationsof the industry.Dr Ndlovu believes that, whileall of the above has been achieved,one problem still remains: access toopportunities for those women-ownedcompanies. She offers her insight intowhat might help fix this problem:“We need targeted programmes forwomen. We appeal to the Minister ofHuman Settlements to give women achance in his R50 billion rectificationprogramme of shoddy workmanshipon RDP houses. We will incubatesmall, women-owned businesses,mentor them and develop them toensure that they deliver qualityproducts. We do not need the muchmootedgovernment constructioncompany to achieve this. We need tofind ways of women accessing theR1 trillion voted for the infrastructureprogramme.”Speaking about the ProgressiveBusiness Forum (PBF), Dr Ndlovusays she sees it as an important bodyto bring business people together topromote networking and to ensurethat business continues to interactwith the ruling party and governmentin pursuing common goals. “Ichallenge the founders of this forum toconsider creating a women’s divisionof the PBF,” she says. “I believethis will go a long way in gettingour business women to interact atanother level, and explore how we canget closer, both to each other and tothe decision makers. My message tothe women of today is, as we say inmountain climbing: Keep walking!” ✥More on Motheo ConstructionThe Motheo Construction Group was established in 1997 by Dr ThandiNdlovu. Over the years, the company has completed projects in all of SouthAfrica’s provinces, bar the Western Cape. They have also completed work inmany of the country’s most remote and deeply rural areas.The core of Motheo Construction’s business is housing, specifically socialhousing, which comprises more than half the company’s annual turnover.Motheo estimates that they have thus far delivered approximately 2,5% ofall social housing developed or constructed in South Africa since 1994. Thetotal value of projects undertaken and completed by the company to date is inexcess of R3 billion.In order to grow organically, Motheo reinvests its earnings into thecompany. One of the company’s key focus areas is developing young talent.Today, Motheo boasts six black female shareholders, who hold in excess of50% of the company’s shares. Now that is female empowerment!But they haven’t stopped there. Central to the way Motheo does businessis the empowerment of all its staff as well as its associated suppliers andsubcontractors. Internally, Motheo has an established staff trust, to which apercentage of company shares are allocated debt-free. Dividend income fromthese shares is then dedicated to the development of the trust beneficiaries.The success of this initiative can be measured in the achievements of the15 trust beneficiaries, all of whom have progressed from newly qualified,inexperienced individuals to meaningful members of the Motheo team,today managing departments and projects within the company. Five of thesetrust beneficiaries have also acquired a shareholding in the company, nowcollectively holding 9,5% of Motheo’s issued share capital.Progressive women in business 45

Head Office Randburg -JohannesburgOfficeTel: 011 789 8440Fax: 011 886 5939Durban OfficeMr. T GriffithsTel: 031 701 0218Fax: 031 701 4647Cell: 083 456 5508Pretoria OfficeMs. L NdhlovuTel: 012 807 6464Fax: 012 807 5478Cell: 072 205 1144East London OfficeMr. I MaartensTel: 043 748 3706Fax: 043 748 2317Cell: 082 569 7224Witbank OfficeMrs. R KabiniTel: 013 656 0143Fax: 013 656 0169Cell: 076 904 8531Dr. C T NdlovuCell: 082 828 7117Mr. C G CudmoreCell: 082 570 1046Ms. P MlabaCell: 074 443 2723Mr. A BothaCell: 083 251 5098Mrs. L BooiTel: 043 748 3706Fax: 043 748 2317Cell: 072 122 3013Mrs. L. NdhlovuTel: 013 656 0143Fax: 013 656 0169Cell: 072 205 1144Mr. T J PotterCell: 082 570 1048Ms. S J MantlhasiCell: 072 623 4002w w w . m o t h e o g r o u p . c o . z a

TECHOurwired world– technology in the workplaceIt’s late; you’re tired. You’ve had a franticday and just want to go home. You promiseyourself, as soon as you finish the last of thee-mails waiting in ambush in your inbox,you’ll pack up. But every time you finish one,another takes its place. Toni Muir exploresthe pros and cons of being ‘wired’.We’re wired all the time.Technology has changedthe way we live our lives.It has changed the way we dobusiness. The multitude of advancesin communication and informationtechnology and the introduction of theinternet have changed the face, thepace and the nature of the businessworld.While there are plentiful ways inwhich technology has changed theway we do business today, we cansum it up under five primary banners.Technology has made businessfaster; it has allowed for far-reachingcollaboration; it has flattened themarketplace; it has encouragedinnovation, and it has changed howwe connect with our clients.As businesses have streamlinedtheir processes, so those organisationshave become much more efficient.Memos and fax in-trays and outtrayshave been replaced by e-mailsand instant messaging, drasticallyspeeding up communication. Thosemagic little pocket-sized devicesknown as smartphones connect youto just about every aspect of yourbusiness. So, if you’re away from youractual desktop computer, you can stillattend to any manner of tasks.As information travels ever faster,so the world seems to get smaller.Technology has blurred the boundarybetween geographies, economies,industries, products and services.It’s no longer necessary to book aflight, a hotel and a chauffeur andspend several days out of the office toconduct a crucial business meeting onanother continent; just set up a videoor Skype conference. And then, ofcourse, there are public cloud services,which enlarge the business networkeven further and mean that you don’tneed to be in the same office spaceas a collaborator to get work done.Consulting company Gartner predictsall Forbes Global 2000 companies willbe using public cloud services by 2016,further revolutionising businesses andbusiness models.Technologies that had their originsin the consumer space – Facebook,Twitter, YouTube and LinkedIn –have reshaped the way companiescommunicate with, and relate to,their staff, their partners and theircustomers. And they’ve changedthe way companies market theirproducts and services too. Who thesedays hasn’t heard of search engineoptimisation, online advertising andGoogle Adwords?Unfortunately, for many of us,as streamlined as technology andthe internet have made our businessprocesses, these devices have alsoblurred the line between our personaland our working lives. It’s becomingincreasingly difficult to set andmaintain boundaries, and, thanks tothe smartphone, ‘time out of the office’has turned into a distant memory andinvalid excuse. Would we give up theconveniences, the efficiencies thatcome from using these technologies?Probably not.But, for all that we’ve got, it’s stillnot enough. As consumers, we wantmore powerful devices and fasterapplications, while, as businesses, wewant more cost-effective technologiesas well as all of the above. Meetingthese demands will require massivegrowth in analytics and data, and willmake for even more fierce competitionin just about every field. The questionis: Are we ready for it? ✥Progressive women in business 47

HEALTHThe bright avenue ofHOPEDiabetes today afflicts nearly 370 million people worldwide,an estimated 6,5 million of whom are right here in ourcountry. According to the International Diabetes Federation,the figure of those living with diabetes will rise to 552 millionin 20 years if we rest on our laurels and do nothing. By thattime, a further 400 million people will be at high risk ofdeveloping diabetes.By Madame Bongi Ngema-Zuma, First Lady of the Republic of South Africaand founder-patron of the Bongi Ngema-Zuma Foundation.48 I S S U E 1

HEALTHAmidst the flurry of selfdefeatistbeating of ourcountry and force-fed barrageof despair, we, as a nation, can donothing but to find our own avenuesof hope. It is in times like these thatour strength, patience and unity as anation are severely tested. When thishappens, we should firmly rise up andstand our ground, in a way that saysto the world: “We are a nation filledwith unshakeable hope.” I found suchan avenue of hope when I witnessedmy mother, Prisca Ngema, steadfastlyconfronting diabetes for nearly threedecades before her passing in 1997.I also recently found this avenue ofhope when statistics from the MedicalResearch Council revealed that ourlife expectancy had risen from below57 to 60. Indeed, this is great news forour country, especially in times when– if you are prone to listening to andfollowing the media – all is gloomyand going downhill.At every instance that I happento have the pleasure of meeting ourable, competent and passionate duo ofHealth Minister Dr Aaron Motsoalediand his deputy, Dr Gwen Ramokgopa,I see this avenue of hope coming tolife all over again. I think to myself,we are actually a truly blessednation, because of our huge potentialto do things right. When I see usdelivering for the first time a nationalplan towards 2030, I believe we arecharting a clearer path to a brighterfuture. For without a clear directionin the form of the new national plan,we would most probably be travellingin darkness, affording the mostpessimistic in our midst to have yetanother field day of gloom talk.It is in the context of the strategicsteps that we are taking as a nationthat I call upon all of us to reflectupon non-communicable diseases ingeneral, but the diabetes pandemicin particular. Statistics reveal thatthe burden of disease related tonon-communicable diseases is likelyto increase substantially, with theworld tipped to spend nearly US$600billion on diabetes healthcare by2030, up from the current US$465billion. By now, we all shouldknow that diabetes exacerbatestuberculosis (TB) and HIV and Aids.Therefore, our collective failure todeal immediately and decisively withthe diabetes pandemic by havingmassive programmes similar tothose through which we’ve tackledHIV and Aids might prove our greatundoing in many respects. Even thewars we seem to be winning – as theHIV and Aids scenario now promisesus – might prove short-lived. Andshould that happen, I shudder even toimagine what world we would leavebehind for future generations.The fight against diabetes andassociated diseases is one we have thepower to win, both individually andcollectively. But we have to take thefirst step to elevate it to the national,continental and global psyche – firstlyeducating ourselves and then alsothose around us on what needs tobe done. What needs to be done isself-awareness about the state ofour individual health; taking controlMadame Bongi Ngema-Zuma’s mission is to advance education and ruraldevelopment, thereby promoting healthy lifestyles among all South Africans.About diabetesDiabetes is a chronic disease that arises when the pancreas does not produceenough insulin, or when the body cannot effectively use the insulin itproduces. Insulin is a hormone produced by the pancreas, which enables cellsto absorb glucose from the blood and use it for energy. Failure to produceinsulin, or of insulin to act properly, or both, leads to raised glucose (sugar)levels in the blood (hyperglycaemia). This is associated with complicationssuch as cardiovascular, kidney, nerve and eye disease, which could lead tolong-term damage to the body as well as organ and tissue failure.There are three main types of diabetes: Type 1 diabetes occurs when the body’sdefence system attacks the insulin-producing cells. People with this form ofdiabetes, usually children or young adults, need daily insulin injections. A lackof access to insulin may be fatal. Type 2 diabetes accounts for at least 90% ofall diabetes cases. It is characterised by insulin resistance and relative insulindeficiency, and is usually diagnosed after the age of 40, very often based onassociated complications or incidentally. Gestational diabetes mellitus (GDM)is associated with high blood glucose levels during pregnancy. GDM usuallydisappears after pregnancy, but affected women and their offspring are at anincreased risk of developing type 2 diabetes later in life.Progressive women in business 49

HEALTH“The fight against diabetes and associated diseases isone we have the power to win, both individually andcollectively. But we have to take the first step to elevateit to the national, continental and global psyche – firstlyeducating ourselves and then also those around us onwhat needs to be done.”of your health. This self-awarenessis best achieved by undergoing avoluntary screening and testing fordiabetes, cholesterol, blood pressure,and HIV and Aids. Once this has beendone, self-awareness entails ensuringan active, healthy lifestyle for oneself.It’s about getting regular exercise andeating right.On my part, I’ve established theBongi Ngema-Zuma Foundationin August 2010 to confront thescourge of diabetes and, at the sametime, advance education and ruraldevelopment as anchor pillars of ourstrategy to make a lasting impact.Our foundation has been runningfor well over two and a half years. Inthis short period, we have reachedmore than five million people throughour community and media outreachprogrammes. Our vision is to achievewithin the foreseeable future aSouth Africa where no one losestheir life due to lack of awarenessabout diabetes. It’s a bold vision, yetachievable. We are very determined,and may actually be hitting aboveCampaigning for healthy lifestyles.our weight. But this is our newavenue of hope that we are sparklingup with tangible and pragmaticprogrammes to share knowledge andraise awareness about diabetes inorder to change the lives of SouthAfrican citizens, mostly the blackmajority, for the better. In the broadersocial context, our foundation seeksto drive the empowerment of womenand children, rural development,education and health, primarilycentral to diabetes and associateddiseases.Based on the values of sustainableeducation, a commitment to servewith integrity, and conduct that isat all times responsible, accountableand transparent, our foundationpursues the objectives of increasedawareness about diabetes, itsrisk factors and preventative andmanagement measures; collaborationand strategic partnerships with keystakeholders; resource mobilisation;the empowerment of rural, urbanand vulnerable communities, andsupporting people to take ownershipof their health through counselling,education and other interventions.I count on all of you in business,government, civil society and thenon-governmental organisationsectors to join us as we embark onthis ambitious journey to make adifference. None of us can succeedin anything of lasting, multigenerationalvalue without the otherplaying a part. We all need each otherto work constructively and collectivelyin applying our positive energiestowards building a prosperous SouthAfrica. And a prosperous South Africawill need to be a healthy one. ✥Warning signs andpreventionDifferent individuals canexperience varying warning signs,and sometimes even none, butthe most common signs are thefollowing:• Frequent urination• Excessive thirst• Increased hunger• Weight loss• Fatigue• Lack of interest andconcentration• Vomiting and stomach pain (oftenmistaken as the flu)• A tingling sensation or numbnessin the hands or feet• Blurred vision• Frequent infections• Slow-healing woundsIf you show any of these signs,consult a health professional.At present, type 1 diabetes cannotbe prevented. However, there issubstantial evidence that achievingand maintaining a healthy bodyweight and moderate physicalactivity can help prevent type2 diabetes. The InternationalDiabetes Federation recommendsa guideline of at least 30 minutes’daily exercise, such as briskwalking, swimming, cycling ordancing. For example, regularwalking for at least 30 minutes perday has been shown to reduce therisk of type 2 diabetes by 35–40%.50 I S S U E 1

PROFILEWomenat theTOPSmith & MadishaConstructionEstablished a year ago andentirely women-owned,construction company Smith& Madisha is dedicated to ensuringclients’ expectations are not onlymet, but exceeded. Indeed, this is areputation they have already earnedthemselves, and are recognised fordelivering within budget and to thehighest standards possible.Smith & Madisha’s first projectwas the construction of a cardealership for Citroën in Centurion.They also worked on a R19 millionwarehouse in Pomona. “We have hada monthly turnover of R6 millionfor the past six months, and we aregrowing fast,” says company founderAlice Madisha. Smith & Madisha’sgrowing client list includes theDevelopment Bank of Southern Africa,Emira Properties (a division of RandMerchant Bank) and Growthpoint.Madisha is a graduate of theUniversity of Johannesburg, holdinga National Diploma in Building (2005to 2007), as well as a graduate of theTshwane University of Technology,where she obtained a BTech degreein Construction Management (2008).Her responsibilities largely centrearound office and staff management,marketing, accounts reconciliation,estimating and tender finalisation.Madisha cites competition in theconstruction industry as one of theirgreatest challenges, and maintaininghigh standards as another. As it isan industry highly dependent oncontractors, she says, keeping them inline and on time can prove to be quitea task. When asked what the greatestlesson is she has learnt thus far inbusiness, she replies: “Do everythingright the first time, and when aproblem arises, fix it, because it willnever just go away.”Still in its infancy, the companyhas not really felt the effects of therecent economic downturn. “Webelieve that if your quality of workis good, and if your projects arecompleted by the required date, youwill always have work,” says Madisha.She and her business partner havedecided that, while their company isstill young, they will accept projects ofany size and nature, because, in theend, it all makes a contribution anda positive difference to the company’scash flow.Plans for the future include, firstand foremost, establishing themselvesin the industry and expanding intothe public sector, hopefully securingprojects for the Department of PublicWorks. Madisha says they wouldalso like to offer on-site training foremerging contractors to ensure theycan compete with all of the othermajor industry role players. “We wantto assist them with programming,information flow, cash flow, businessethics, contractual requirementsand other aspects that make aconstruction company successful,”Madisha says. “That’s what I see asreal upliftment.” ✥52 I S S U E 1

PROFILEMind theskills gapBridge PersonnelLosing staff members to othercompanies is never easy.Replacing them is even moredifficult. Trying to find that oneperson with the right qualifications,experience, attitude and aptitude,not to mention one who will fityour company’s inner dynamic andshare its vision, can seem like aninsurmountable task.Driven by the desire to providecompanies with strategic insight anddirection in attracting and recruitingthe right intellectual capital, BridgePersonnel was founded. This blackownedrecruitment company providesthe fast-paced corporate world withintellectual human capital solutionsin permanent, temporary andcontracting placements.Many years ago, Bridge Personnelrealised that a company’s employeesare its greatest assets, and thatthey deserve a dynamic workingenvironment, appropriate trainingand opportunities to develop theirfull potential. Thus, it is one of thecompany’s intrinsic values to respectand treat every person whom itencounters with the utmost sincerity,honesty and dignity.Over the last decade, BridgePersonnel has established andbuilt a reputation with numerousblue-chip companies, includingSAA, Spoornet, Eskom, ABSA, DeBeers, South African Breweries,Transnet, Metrorail, Kellogg’s,Standard Bank, Southern Sun, OldMutual, Murray & Roberts and FirstNational Bank. The types of positionsBridge Personnel has assisted infilling include managing directors,financial directors, IT managers,brand managers, payroll managers,procurement managers, businessdevelopment managers, engineers,auditors, statisticians, secretaries,personal assistants, and many more.Bridge Personnel has a databaseof some 8 000 candidates. Its firststep in recruitment is to search thisdatabase. Should the search provefutile, the next step is to advertisein major publications and on joblistings websites in an effort to attractthe right candidate for the vacancy.Bridge can also ‘headhunt’ executivetalent, directing the search only tothose areas and companies whereexecutive talent is available. BridgePersonnel will never search or recruitfrom within its client companies.Bridge Personnel makes a pointof visiting clients personally for eachplacement to assess their needsaccurately and ensure clarity onthe job description and specificationcriteria. Ongoing feedback keepseverybody informed of the process,while only the best candidatesare referred to the client. Totalconfidentiality is of the utmostimportance.Determined to be an invaluablepartner in the outsourcing sector,Bridge Personnel prides itself onperformance, accountability anddelivering results. The company isable to assist with executive searches,temporary or permanent placements,response handling and salary surveys.Other services include psychometrictesting, credit and criminal checks,and qualification verification.The company’s mission and coregoals are fundamentally linked todelivering an exceptionally highquality of recruitment service. Afterall, top-notch service and customersatisfaction are crucial pillars in thebuilding of a successful and lastingbusiness. ✥Progressive women in business 53

BUSINESSCorporate SA still to recognisewomen’simpacton performanceDespite the country’s gender equalityprogrammes and SADC members’commitment to achieve 50/50 representationfor women in all senior positions in the publicand private sector by 2015, the numbers ofwomen in top jobs in South Africa still fail toimpress. Mzwandile Jacks investigates why.Like doctors seeing the firstmovement of a limb in a patientthat has been in a coma,South Africa’s JSE-listed companieshave cheered at a few black womenappointed to company directorships,CEO positions and chairmanships.Yet, according to South Africa’spre-eminent black female businesswoman, Dr Anna Mokgokong, who isalso a director of at least four JSElistedcompanies, these celebrationsmay be premature. She says therepresentation of black femaledirectors, CEOs and chairpersons inJSE-listed companies is “appalling”.“There is a great reluctance in SouthAfrica’s corporate world to havewomen hold senior positions in JSElistedcompanies,” says Mokgokong.“Statistics speak for themselves. Thesituation is appalling. This calls forfemale activists like me to influencethe appointment of black womenCEOs, chairpersons and directors.”According to the annual JSEstats on black representation on thebourse released late last year, thepercentage of black female directorson the JSE was at 10,2%, blackfemale CEOs stood at 1,2% and blackfemale chairpersons at 3,9%. Lookingat a breakdown of JSE-listed andstate-owned enterprises, only halfof the industries reflect increasedpercentages of women executivemanagers.According to the BusinessWomen Association (BWA), althoughhealthcare shows a significantincrease, all percentages are still low.Kunyalala Maphisa, the president ofBWA reckons, given the complexityof the world today and the economic,demographic, environmental andpolitical transformation the worldfaces, South Africa must commit to anew mind-set; one that discards oldprejudices and inertia, and insteadcommits to new ideas and newsolutions. “Empowering and educatinggirls and women, and leveraging theirtalent and leadership fully in theglobal economy, politics and society,are fundamental elements of thenew models required to succeed intoday’s challenging landscape,” saysMaphisa, quoting a World EconomicForum report. There is growinginternational consensus that women’srepresentation at senior levels mustbe increased, she adds.It is understood that SouthernAfrican Development Community(SADC) members have committedthemselves to 50/50 representation inall senior decision-making positions inthe public and private sectors by 2015.Achieving this will require innovativepolicies, political commitment andurgent action from all stakeholders.A researcher from the WitsBusiness School, Mkhethwa Mkhize,says South Africa’s gender equalityprogrammes have no substantialeffect on female representationin leadership positions. “Theseprogrammes are symbolic rather thaneffective. But a more appealing reasonis that employment equity policies,in addition to the empowerment ofwomen, clearly state that Africansshould be given first priority,” Mkhizesays. “As a result, the low numbersof women in top managementpositions may be due to the factthat organisations are focusing ontargeting and developing Africans forleadership positions.”Another researcher, from Unisa’sGraduate School of BusinessLeadership, Pumela Msweli, sayslisted South African companieswith a high percentage of women inleadership positions do not outperformsimilar companies with a lowpercentage of women in leadershippositions. “Companies have not, asyet, recognised the impact that womenhave on the company’s performanceas a result of the feminine attributesthey import into the organisation,”Msweli says. “These feminineattributes, namely caring, team spiritand intuition, are believed to improvethe performance of the company.Put differently, it is believed thata new strategy partly to maximiseowners’ wealth is to recruit, train andretain capable women in leadershippositions.”This action will not only improvecompanies’ performance, but willmake a significant contribution tosocial development by redressingimbalances of the past, says Msweli. ✥54 I S S U E 1

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PROFILEItec and Itec TiyendeYou can’t lead if you follow,you can’t innovatewhen you imitate“We all need to be more impatientwith the status quo. I believe weall need to shift the emphasisin our thinking from how wecannot create more jobs, to howwe can create more jobs; fromwhy we cannot compete, tohow we can compete; from whyhunger, injustice and povertyexist in the world, to how theycan be eliminated. In other words,we all need to be a little moreimpatient.” These are the wordsof Itec’s executive director,Simbonile Ntshinka.The Itec Group, comprising Itecand Itec Tiyende, is youngand dynamic, experienced andestablished, agile and innovative.Originally founded in 1996, thebrand was born in 2004 to offer totaloffice solutions to Itec’s client base.The copier, printer and fax businessunits were merged in 2004, and thecompany has grown organically eversince.Itec was established to competeeffectively in South Africa’s changingbusiness landscape. As a blackowned,black-managed company,Itec partners with customersand suppliers to ensure deliveryof quantifiable business benefitsthrough fast and effective integrationof people, business processes andtechnology. Experts in their field, Itecboasts more than 18 000 customersnationally. Some of the Group’s bluechipcustomers include First NationalBank, G4S, Avis, BHP Billiton,Coca-Cola, AA, Murray & Roberts,Value Logistics, Planet Fitness, Ster-Kinekor and the Department of WaterAffairs.With clients in industries rangingfrom food processing to retail, Itecunderstands the precise and practicalneeds of a wide variety of businesses.56 I S S U E 1

PROFILEThe company’s main objective isto maximise customers’ businessefficiencies through innovative andbest-of-breed business applications.Core offerings include managedprint services, enterprise documentmanagement solutions, enterprisecommunication and IP (internetprotocol) telephony, and maintenanceand support. Itec’s total print outputmanagement solutions reduce theoutput cost per page, while itscustomised telephony services anddocument management solutionsstreamline operations, resulting inincreased efficiency and higher profitmargins all-round.Itec’s inventive ‘innovation atwork’ philosophy is successful, becauseit asks questions – lots of questions.After all, the right questions askedof the right people result in smartsolutions. Partnerships with someof the world’s leading vendors,together with extensive service andsupport infrastructure and worldclasssystems, enable Itec to delivercomplete solutions to its myriadclients.Itec has a strong supportinfrastructure for its office automationand communications customers. It isa field-service force backed by worldclasssystems, allowing Itec remotelyto manage and monitor customers’equipment, and dispatch techniciansquickly in response to technicalissues. All of Itec’s techniciansare trained in business skills andrelationship management, andinteract with clients in a professionaland courteous manner – something onwhich the company prides itself.The company takes a holistic,solutions-driven approach to eachorganisation’s needs, and is dedicatedto the identification of productivity,cost and technological inefficiencies.Itec enters into long-term strategicrelationships with its clients, costingand then crafting solutions thatperfectly match the requirements ofeach. This process is one of the keydifferentiators between Itec and itscompetitors.The Group is committed to broadbasedblack economic empowerment(BBBEE) and is accredited as a level1 contributor. iKamva Labantu is acommunity-based organisation thatemploys over 100 people, cares for25 000 children, and assists in poorcommunities. Itec has forged a closepartnership with iKamva Labantuas a strategic BBBEE partner. Theorganisation holds a 50,1% stake inItec Holdings.In addition to BBBEE, Itec feelsstrongly about the empowermentof women in the workplace. “Beinga leader is not how you will beremembered after you die,” Ntshinkasays, “but the connections you madewhile you were alive.” He believes thatwomen often find themselves willingto trade a job with a higher salary,for a job with other characteristicsthat they find attractive. In contrast,men seem more willing to accept jobswith less desirable characteristicsin pursuit of a higher salary. “Aswomen progress in their careers,they have come to appreciate andreally value the other attributes thatdefine success beyond the profit andloss in business: great leadership,long-term financial strength, ethicalbusiness practices, evolving businessstrategies, sound governance,powerful brands and value-baseddecision-making,” Ntshinka says. It isall of this, and more, that Itecoffers.Itec’s holistic, solution-drivenmethodology has made it the fastestgrowingand third-largest solutionsprovider in Southern Africa andthe United Kingdom, with annualaggregated revenue of approximatelyR1,7 billion (£150 million). Itec’sinternational footprint from SouthernAfrica to the United Kingdomcomprises 47 regional offices.Wherever you find innovation at work,you’ll find Itec. ✥Progressive women in business 57

FOCUSPartnersin progressTusk ConstructionSupport ServicesTusk Construction Support SerSmall and medium-sizedcontractors and developersoften face a range of problems,from limited administrative capacityand access to finance to contractmanagement and project support.Tusk Construction Support Services(Tusk CSS) is a specialist organisationwith extensive knowledge of theconstruction industry and suppliernetwork, and offers a unique solutionto these problems.Since 1999, Tusk CSS hasenjoyed sound relations with all roleplayers involved in the delivery ofsubsidy housing, infrastructure andcommunity facilities. Tusk offerssmall and medium-sized contractorsa range of services, includingprofessional construction support,performance guarantees and access tomaterial suppliers, as well as financialassistance in the form of workingcapital loans and bridging finance.Tusk has developed construction andcontract management proceduresand utilised computer software thatintegrates construction and financialmanagement systems, to monitor the58 I S S U E 1Marcelle MussonMarcelle Musson has been involved in theHer area of focus has been the developmeof bridging finance to contractors and devto participate in lending to the low incomehigh-risk, low-return business. In 2001, sheUS$20 million fund, from private US investemerging contractors operating in the lowMarcelle currently acts as the “Housing Diowned company offering construction supprogress of any project on which it is contractors have advanced Marcelle to was awarded a Bachelor of Commworking.successful businessmen and of South women Africa and a Masters Degree fromAble to provide technical andunder Tusk’s guidance and Her support. mission is to assist emerging contractofinancial assistance in one package,A partnership with Tusk to building CSS will sustainable communities in ourTusk becomes a support providerhelp you to free up collateral, capacity improve constraints and enter the mainstrto the contractor, who retains allcash flow, enjoy project finance been excluded. anddecision-making control over Tusk his or Construction support Support services, Services and add controlher organisation. Tusk clients enjoysystems and financial disciplineTusk Construction Support Services is a specialist organisation that has extensive knowledge of thethe benefit of administrative support to your business and projects.network. Tusk has sound relationships with all role players involved in the delivery of subsidy housiequal to that of a large contractor, facilities and provides a range Ultimately, of services a partnership including Bridging with Finance, Tusk Performance Guarantees, Accbut without the burden of the Construction fixed Support to CSS small will and medium offer your sized business contractors. anoverheads required to support Contractors such can take on their opportunity ventures with for confidence growth. knowing that Tusk can provide all the suppoadministration. They can take projects on will be successful and To profitable. date, Tusk has supported notheir ventures, confident in knowing Each contractor has unique less needs than and 615 levels projects of experience to the and total some require more support than otthat Tusk can and will provide applicant all the and structures value the loan of and R4,7 level billion. of construction Some R1,4 support billion accordingly.support necessary to ensure The that relationship their between has contractors been offered and Tusk in is bridging built on mutual finance. respect and common interest. Tusuccess and Tusk shares in the risk until the fulfilment of the contract.projects are successful and profitable. Tusk has issued approximatelyEach contractor has unique With needs regional offices throughout 320 performance the country the guarantees Tusk teams to are an well positioned to offer clients a bsupport services under one roof.and levels of experience, and someaccumulated value ofrequire more support than others. Tusk R450 million. Sevenassesses the needs of each applicant,of Tusk’s clients haveand structures the loan and level ofadvanced to Constructionconstruction support accordingly. Contact The details Industry Development• Bridginrelationship between contractors Tusk CSS and Head Office: Board (CIDB) grading.Tusk is built on mutual respect Bondev and Office Park, Cnr Willem While Botha its head & Wierda office Roads,• Performcommon interest. After all, the Eldoraigne, success Centurion, 0171. is based in Centurion,of each depends on the other, Tel: and (012) Tusk 658 0176 Gauteng, Tusk operatesConstructionC O N S T R U C T I O N • AccessFax: (012) 658 0238shares the risk until the fulfilment ofin all nine provinces ofSupportP.O. Box 53741, Wierda Park, 0149S U P P O R Tthe contract. Indeed, many emergingSouth Africa. ✥Serviceswww.tuskcss.co.zaS E R V I C E S • ConstruAll the support you need for your construction

Tusk Construction Support ServicesADVERTORIALTusk Construction Support ServicesMarcelle MussonMarcelle Musson has been involved in the low income housing sector since 1997.Her area of focus has been the development of lending programmes for the releaseof bridging finance to contractors and developers. Banks are generally reluctantto participate in lending to the low income market due to it being seen as ahigh-risk, low-return business. In 2001, she assisted in the establishment of aUS$20 million fund, from private US investors, to provide structured loans toemerging contractors operating in the low income market.Marcelle currently acts as the “Housing Director” for Tusk CSS (Pty) Ltd, a privatelyowned company offering construction support services to emerging contractors.Marcelle was awarded a Bachelor of Commerce Degree in 1997 from the Universityof South Africa and a Masters Degree from the Oxford Brookes University in 2003.Her mission is to assist emerging contractors and developers, who are committedto building sustainable communities in our country, overcome their financial andcapacity constraints and enter the mainstream economy from which they havebeen excluded.Tusk Construction Support Services is a specialist organisation that has extensive knowledge of the construction industry and suppliernetwork. Tusk has sound relationships with all role players involved in the delivery of subsidy housing, infrastructure and communityfacilities and provides a range of services including Bridging Finance, Performance Guarantees, Access to Material Suppliers andConstruction Support to small and medium sized contractors.Contractors can take on their ventures with confidence knowing that Tusk can provide all the support necessary to ensure that theirprojects will be successful and profitable.Each contractor has unique needs and levels of experience and some require more support than others. Tusk assesses the needs of eachapplicant and structures the loan and level of construction support accordingly.The relationship between contractors and Tusk is built on mutual respect and common interest. Tusks success depends entirely on theirsuccess and Tusk shares in the risk until the fulfilment of the contract.With regional offices throughout the country the Tusk teams are well positioned to offer clients a broad range of construction finance andsupport services under one roof.Contact detailsTusk CSS Head Office:Bondev Office Park, Cnr Willem Botha & Wierda Roads,Eldoraigne, Centurion, 0171.Tel: (012) 658 0176Fax: (012) 658 0238P.O. Box 53741, Wierda Park, 0149www.tuskcss.co.zaConstructionC O N S T R U C T I O NSupportS U P P O R TServicesS E R V I C E S• Bridging Finance• Performance Guarantees• Access to Material Suppliers• Construction Support ServicesAll the support you need for your construction successProgressive women in business 59

BEAUTYHealing handsand their bountiful benefitsWho doesn’t love a day at the spa? While it’s all very well totreat yourself to a relaxing massage or pampering pedicure,there are plenty of therapies that offer substantial healthbenefits as well as excellent relaxation time.By Toni MuirSalt therapyAmani Spa at the RadissonBlu Hotel in Sandton is the firstspa in Africa to have a therapeuticsalt room. Salt therapy, also calledhalotherapy, can be traced back tothe mid-18th century, when a Polishhealth official noticed that saltminers were never taken ill with lungdisease. The natural microclimate of asalt mine is replicated in Amani Spa’ssalt room, where ionised salt, obtainedfrom natural sources, entirely coversthe walls and floor – five tonnes oforganic Kalahari salt in total.Being non-invasive andmedication-free, the therapy ishighly suited to children as wellas adults, and is completely painfree.In fact, it is quite relaxing toundergo. Salt therapy has been usedsuccessfully to treat a multitude ofailments, including allergies, asthma,bronchitis, sinusitis, colds and flu,ear infections, hay fever, emphysema,dermatitis, eczema, psoriasis andcystic fibrosis.In addition to its many treatmentrooms and the salt room, Amani Spaalso has a heated vitality pool, a hydroretreat, Vichy showers, Kneipp pools,a caldarium, sensation shower, andsauna. Contact Amani Spa at theRadisson Blu on +27 11 245 8088 ore-mail radisson@amanispas.co.za.Bellabaci massageThe Bellabaci massage is amodified and simplified version ofancient Chinese cupping therapy. Thistherapeutic treatment has been foundto affect the body as deep as 10 cminto the tissues.The use of the silicone Bellabacicups during a treatment creates bothsuction and negative pressure. Astoxins and inflammation are pulledfrom the body to the surface of the60 I S S U E 1

BEAUTYskin, they are eliminated by thelymphatic system, which is 300%stimulated.Bellabaci massage brings greatrelief to a vast spectrum of ailments,including lymph drainage, detox,congestions, muscle aches and pains,bad circulation, cellulite, decreasedjoint movement and colon blockages.And it does wonders for the skintoo. Expect softened scar tissue,smoothened stretch marks and betterskin tone, texture and suppleness.The treatment is notpainful, though it can be a littleuncomfortable, especially if you arein dire need of its benefits as I was.Some light bruising afterwards isnormal and, actually, a way to tellthat the treatment was effective.A slight headache can also result,largely because of the detoxifyingeffects of the massage.Fairlawns Spa employs a holisticapproach to wellness and offers anextensive selection of facials, massagetherapies and body treatments,including the Bellabaci massage. Thespa was named runner-up in the LesNouvelles Esthetiques Best Day Spain South Africa Awards 2007, and isamong the best 100 spas in SouthAfrica. Contact Fairlawns on+27 11 804 2540/1/2/3 or e-mailspa@fairlawns.co.za.Tibetan sound therapyThe ancient practice of soundtherapy is a spiritual journey thatuses the enchantment of sound. Whilethe sound waves work on the chakrasof the body, the logical mind issilenced and a state of blissful balanceand quiet is achieved.Gongs, cymbals, Tibetan singingbowls and bells are all known for theirmultiple uses through the vibrationof sound to balance and restore thebody’s natural energy centres. Thebowls are placed on various chakrapoints of the body, with the soundreverberating through the chakras,creating a system of balance in thephysical body. This sound vibrationis believed to penetrate deep intothe cells, increasing circulation andcreating a sense of well-being.Our favourite spot to indulgein this incredible therapy is at theSaxon Spa and Studio, located in theSaxon Boutique Hotel in Sandhurst,Johannesburg. Here, the therapy isconducted on a heated water bed withbuilt-in colour therapy enhancers,making the healing experience evenmore powerful and creating a senseof weightlessness. Contact the SaxonSpa and Studio on +27 11 292 6000 ore-mail reservations@saxon.co.za.A weekend of wellnessIf you like to make a weekendof your spa experience, we highlyrecommend Karkloof Spa in KwaZulu-Natal.Situated on a 3 500 ha gamereserve, Karkloof is the mostexpansive, eco-friendly spa in Africa,and boasts a team of hand-pickedThai therapists and an excellent listof available treatments, therapies andfacilities.Built to embrace the indigenousnatural environment, the spafeatures 17 spacious treatmentrooms, all with incredible views ofthe surrounding valley. The spa’sfacilities include a Rasul chamber;flotation pool; a hydrotherapy area,including Kneipp pools, a steam room,sauna, jacuzzi and Roman bath; arelaxing reflection lounge, and anall-day cafe. Meanwhile, Karkloof’sfive-star boutique lodge has 16beautiful, luxury villas and embracesa philosophy of ‘timelessness’, whichmeans that they allow guests toset their own schedules for mealsand activities. Now that’s an idealweekend away!Contact Karkloof Spa on+27 33 569 1321 or e-mailreservations@karkloofspa.com. ✥Spa etiquetteKeep the following general tips inmind when visiting your favouritespa:- Arrive on time or even a littleearly.- Give your therapist feedback andalso let him/her know about anyspecial needs or disabilities youmay have.- Convey your preferences duringtreatments so that therapists canadjust accordingly.- Be considerate. For example,turn off your cellphone and mindothers’ space.- Feel free to relax for a littlewhile following your treatment.However, remember that, in mostcases, the treatment room needsto be prepared for the next client.- Establish from reception whetheror not gratuities are included inthe price of the treatment.- Do not take food andrefreshments to a spa.(Courtesy: HealthSpas.co.za)Progressive women in business 61

PROFILEA solidfoundationNtsangalala Business Enterprise62 I S S U E 1

PROFILEPlanning for the future iscrucial to the well-being andlongevity of any business. ForNtsangalala Business Enterprise,this is no different. Company directorStella Mashego is motivated by skillsdevelopment, poverty alleviation andsolutions provision, all of which shebelieves can be achieved throughbetter employment opportunities.“Our passion at Ntsangalala BusinessEnterprise is to see communitiesdevelop,” she says. “The companyfocuses on job creation, targetdelivery and skills transfer as wellas the enterprise and socio-economicdevelopment of South Africa for allSouth Africans.”Ntsangalala Business Enterprisewas established in 2002, and beganoperations in 2006. A 100% previouslydisadvantaged individual (PDI)company with a level 1 BEE rating,Ntsangalala specialises in trainingand construction, and is accredited“My advice to my fellowbusinesswomen isto empower yourselfwith business wisdom,business knowledgeand businessinformation, and,lastly, to seek thekingdom of God.”On the inside – Ntsangalala Business EnterpriseA company committed to offering excellent customer care and ensuringthat its clients gain new skills and knowledge at competitive prices,Ntsangalala Business Enterprise has a simple company vision: to be oneof the leading 100% black-owned construction providers in Southern Africaand beyond. They intend to achieve their company vision by adhering to thefollowing objectives:• To create an empowerment platform based on the principles ofaccountability and value-added entrepreneurial growth• To establish strategic partnerships in the areas where projects areexecuted• To advance the requirements of the broad-based black economicempowerment (BBBEE) agendaIn order to achieve this, director Stella Mashego and her team identifiedseveral core values to drive the belief system of Ntsangalala BusinessEnterprise. They include the following:• Openness and transparency• Hard work and commitment• Service excellence• Communication and professionalism• Batho Pele principles• That a flow of economic interest is enough to accelerate trueempowerment• For empowerment to be sustained, our country’s empowerment dealsshould create and promote entrepreneurial development to increasebusiness opportunities and innovation• For empowerment to be visible in the eyes of South Africa, it has to bebroad-based to accelerate the closure of the gap between the rich and thepoor• Empowerment partners should add value, because the company has togrow in order to be sustained• The company believes in and upholds the corporate governance code andstrategy, the BBBEE Act, empowerment sector charters and other codesrelating to business and empowermentProgressive women in business 63

PROFILEwith the SETA for Education,Training and Development Practices(ETDP), having recently alsoextended its scope to the SETA forConstruction. Among NtsangalalaBusiness Enterprise’s clientsare Knight Piésold, Bagorosi PtyLtd, Mtema Mashao Consulting,Tirisano Consulting Engineers, FTConsultants, Whitehazy Construction,Yandasi Investments, Doc’sConstruction and Africa ConsultingEngineers.Ntsangalala wholeheartedlysupports service delivery, as Mashegobelieves this leads to full benefitsfor their customers across thecountry. The company, includingupwardly mobile strategic partners,mutually joins forces with strategicbusiness partners as a consortium,all geared towards service deliveryand continuous improvement,“The company focuses on job creation, targetdelivery and skills transfer as well as theenterprise and socio-economic development ofSouth Africa for all South Africans.”and ensuring that the needs andexpectations of all customers andclients are met. According to Mashego,the most important lesson shehas learnt is the value in sharinginformation, networking and supportwith emerging service providers.Ntsangalala Business Enterpriserealises their social responsibilitytowards the communities with whomthey work. The company is involvedin the provision of bursaries tostudents at primary, secondary andtertiary levels. They fully supportfive vulnerable families by providingthem with food and shelter, andare building six houses for familieswho have never owned their ownhomes before. The company has alsocommitted itself to digging boreholesfor three different communities,thereby giving the residents access toplenty of clean water. In the businessarena, Ntsangalala has volunteeredto pilot a training programme, calledSiyantentela, for 100 road-workingemployees.Says Mashego in conclusion: “Myadvice to my fellow businesswomenis to empower yourself with businesswisdom, business knowledge andbusiness information, and, lastly, toseek the kingdom of God.” ✥

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FOCUSTHE BOOK LISTBe sure to include these fascinating books to your ‘must-read’ list this festive season.Kindly brought to you by Penguin Books and Pan Macmillan.Business in Africa – Corporate InsightsDianna GamesHigh-growth, high-return Africa, with much improved trading conditions, is the most-soughtafter frontier destination for global investment today. However, there are 54 countries onthe continent, and even rigorous business plans can run aground on the unique and complexset of circumstances found in each of them. Business in Africa: Corporate Insights takes thereader to the coalface of doing business on the continent. Business information on Africamight be increasing, but there is no substitute for operational experience. That is what thisbook offers in articles by, and interviews with, people at the forefront of developments. Theyoffer unique insights into the challenges and peculiarities of operating in Africa, and pointout trends and likely future opportunities.Publisher: Penguin Books SA | ISBN: 9780143528821 | Price: R260Enter now and win! One lucky Progressive Women in Business reader will win a copy of the book Business in Africa,sponsored by Penguin Books. To enter, simply e-mail pwb@vdsdesign.co.za with Business in Africa in the subject line andyour name, contact number, postal address and e-mail in the body of the message. Entries close 31 January 2013.Terms & conditions: The winner will be selected randomly, and the prize cannot be exchanged for cash, nor is it transferable. Winners will be notified telephonically.No Time Like the PresentNadine GordimerIn No Time Like the Present, Gordimer trains her keen eye on post-apartheid South Africa. At the heartof her story is an interracial couple, living in a newly – tentatively – free South Africa: he a universitylecturer, she a lawyer, both comrades in the Struggle and now parents of children born in freedom.There is nothing so extraordinary about their lives, and yet, in telling their story, and the stories oftheir friends and families, Gordimer manages to capture the tortured, fragmented essence of a nationstruggling to define itself.Publisher: Pan MacmillanISBN: 9781770102590 | Price: R260.00Survival Trainingfor LonelyHeartsElana BreginPart wry romance,part socialcommentary,Survival Training forLonely Hearts tracksthe complexities ofmodern living in South Africa, caughtbetween the collateral damage of theold and the emerging configurations ofthe new, across divides both personaland political. Through the experiencesof Kate, the online dating milieu andkaleidoscopic interchanges of the bookpublishing world become an explorationof the broader issues we all face.Publisher: Pan MacmillanISBN: 9781770102347e-ISBN: 9781770102354Price: R195.00The LastRhinosLawrenceAnthony &Graeme SpenceAnotherextraordinarystory fromthe authors ofThe ElephantWhisperer. Peopled withunforgettable characters, fromthe local witch doctor to eccentricconservationist Brendan andthe elephants who have such anextraordinary bond with Lawrence,The Last Rhinos is a sometimesfunny, sometimes moving, alwaysgripping read.Publisher: Pan MacmillanISBN: 9780283071621Price: R195.00The HungrySeasonLeonie JoubertThe HungrySeason usesaccessiblenarrative andcompellingphotographs to look at the crisis ofhunger and malnutrition surroundingus in the city, hidden behind layersof affluence and comfort. It tacklesthe fundamental question: Why is itthat, in Southern Africa, we produceenough calories and nutrients tokeep the region full, satisfied andwell nourished, and yet we stillhave such high levels of hunger andmalnutrition?Publisher: Pan MacmillanISBN: 9781770102293 | e-ISBN:9781770102309Price: R250.00 ✥68 I S S U E 1

ADVERTORIAL70 I S S U E 1