Opportunity Issue 97


Opportunity, endorsed by the South African Chamber of Commerce and Industry (SACCI), is the mouthpiece for business in Southern Africa. The aim of the publication is to inform potential investors both nationally and internationally of the most relevant business news: trade, investment, financial, market-related information for each business sector, as well as to inform of the latest developments in business legislation from both the public and private sector. In this issue, SACCI’s call is for everyone to work towards the common purpose of getting our economy on a sound footing again.

I think I like the Magreng Chrome mine best, shiny silver, but up to you. Any mining pic as backdrop for the lady in black.

Quarterly journal for business and industry in South Africa



• Anti-corruption unpacked

• The new way of work:

2021 remuneration trends

• Going smart: smart rewards

for the City of Tshwane

• How trade rules affect access

to Covid-19 vaccines

Called to action

Dr Leila Fourie,


Building wealth

from the ground up

Katlego Kenoshi, CEO of

Regoapele Capital



world of


In South Africa, SMMEs play a crucial role in job creation and growth and

have been identified as a productive driver of inclusive economic growth

and development. The results of the BeyondCOVID Business Survey point

to a vastly different reality (page 34). On page 4, SACCI says that the time

is ripe for a new drive for growing our trade, expanding our economy, and

assisting our small businesses to grow jobs as well as to develop the substance of

our dynamic township economies and to cut through all the encumbrances that

have plagued this sector of our economy for decades.

In our exclusive interview with the CEO of Regoapele Capital, Katlego Kenoshi

tells us that the future of business calls for financial systems that work for SMEs,

and that it requires leveraging the developmental impact of key stakeholders in a

collaborative manner (page 8). Trevor Gosling, CEO of Lulalend, tells us that there

is a rich abundance of knowledge, skills and expertise in our SMME sector – and

perhaps, this will play an essential role in small businesses being able to survive

the pandemic.

Our laureate leader of this issue is JSE Group CEO, Dr Leila Fourie. She has

been recognised in the inaugural World Federation of Exchanges’ Women Leaders

for 2021 for her outstanding leadership as she steered the Johannesburg Stock

Exchange (JSE) during the first year of Covid-19. Turn to page 18 to find out more

about this sensational CEO and what she has planned for the JSE.

Another smart endeavour is the partnership that has been established between

Tshwane and the Danish city of Aarhus to get the most out of data and information

technology. The plan is to make the cities as smart as they can be (page 26).

Governance has been catapulted into the limelight under the banner of ESG

(environment, social and governance) with a fresh look at ESG measures that

address the “reset” that society is demanding. On page 40, Chris Blair, CEO of

21st Century, a specialist remuneration, organisation development and change

consultancy, shares his thoughts about how remuneration committees should

approach their executives’ remuneration in the paradigm of today’s world.

Here is wishing you the best and a world of opportunities for the next chapter

of the new normal.

Alexis Knipe, Editor

2 | www.opportunityonline.co.za


Editor: Alexis Knipe

Contributor: John Young

Publishing director: Chris Whales

Managing director: Clive During

Online editor: Christoff Scholtz

Designer: Simon Lewis

Production: Aneeqah Solomon

Ad sales:

Venesia Fowler

Joy Peter

Norman Robson

Gabriel Venter

Tennyson Naidoo

Tahlia Wyngaard

Administration & accounts:

Charlene Steynberg

Kathy Wootton

Distribution and circulation manager:

Edward MacDonald

Printing: FA Print


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Directors: Clive During, Chris Whales

Physical address: 28 Main Road,

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No portion of this book may be reproduced without written consent of

the copyright owner. The opinions expressed are not necessarily those of

Opportunity, nor the publisher, none of whom accept liability of any nature

arising out of, or in connection with, the contents of this book. The publishers

would like to express thanks to those who support this publication by their

submission of articles and with their advertising. All rights reserved.

CREDIT: Anglo American
























A new dimension in organised business


What has been and what’s to come


The CEO of Regoapele Capital, Katlego Kenoshi, says that new models of financing

must be adopted for SMMEs


A review of the virtual Investing in African Mining Indaba


Univen Innovative Growth Company has an exciting array of new ventures underway


Interview with Dr Leila Fourie, JSE Group CEO


A profile of Cluff Trade and Investments


There is gross inequality playing out in the procurement and distribution of the new drugs


A partnership with a Danish city promises smart rewards for the City of Tshwane


merSETA are closing the skills gap


A profile of OS Holdings, an award-winning, client-centric and process-driven

software solutions business


ITeamPay is a leader in integration and connectivity services


The BeyondCOVID Business Survey paints a bleak picture for the future of SMMEs


Advannotech aims to be a leading provider of intelligent metering solutions


A dazzling array of tourist attractions are on offer in SA’s largest province


Attractions in the Frances Baard District Municipality


2021 remuneration trends


Molefe Dlepu Inc. is fighting their way to the top echelons of the South African legal sector


How societal justice and anti-corruption are interlinked


A profile of S&A Chartered Accountants Incorporated








A new dimension

in organised


A fortnight ago the SACCI president

called a meeting with all affiliated and

disaffiliated chambers in the country.

Spanning from township chambers right

through to the large metros, they were

all there. A meeting of this magnitude

has not taken place in decades.

The purpose of the meeting was to draw a common

thread between the face of the Covid-19 crisis

and the catastrophic effect it has had on our

economy, and indeed that of the global economy.

The purpose of the meeting was to work towards

unity within the chamber movement.

At the heart of the debate were several key topics. One

of which was tapping into the broad membership base

of the chamber collective to use muscle in negotiating

discounts and special products engineered for this

market segment. From buying clubs from the township

chambers to fuel cashbacks to our members; to special

insurances for smaller business in terms of wallet for

life and insurance cover for one-man operators like

plumbers and electricians: SACCI had heeded the call

from our members to use the leverage of the chamber

movement to arrange for these new initiatives to be

offered to the broad membership.

These were the core new responsibilities tabled with

the audience.

SACCI is also in the process of initiating workstreams

focused on the 11 sectors hardest hit by

the lockdown and pandemic, from small business to

agriculture, mining and manufacturing are all in there.

Calls have gone out for volunteers with the experience

and skills sets to help re-calibrate the economy and

come out of this situation in a way that delivers on the

economic growth needed by South Africa to place us

in a less compromised environment. And these calls

were heeded, from people well known in the business

community with the gravitas to drive our initiatives.

As has been confirmed by the SACCI Business

Confidence Index and Trade Conditions Survey, things

are starting to improve. There is a greater willingness for

cooperation between the private sector and government,

and indeed between our country and the block of

African countries making up the African Continental

Free Trade Area. The crisis has made partnerships

SACCI President,

Adv Mtho Xulu,

with the new

Ambassador of

the Ukraine,

HE Ms Liubov


_____________ __ ___ __ _ _

The need to survive and come out

stronger is a universal thread driving

the new configuration brought

about by this unexpected crisis

___ __ ___ __ _ _ _ _ _ _ _ _ _ _ _

4 | www.opportunityonline.co.za


___ __________________ __ _ _

Cooperation is what SACCI is advocating as

we continue to engage with our colleagues

in business, government and the broader

community of labour and society at large

___ __ ___ __ _ __ _ __ _ __ _ __ __

between adversaries, friends and competitors. The

need to survive and come out stronger is a universal

thread driving the new configuration brought about

by this unexpected crisis.

Africa has thus far weathered the pandemic

better than the rest of the world. Infection rates

have generally resulted in fewer deaths than in the

northern hemisphere, or indeed the South Americas

and the East, where one of the larger economies is

battling a massive rise in infections, the so-called third

wave of infections.

For us at the tip of Africa, the situation as we go

into winter must be carefully monitored and managed

so that we can hopefully avoid the crushing effects

of a third wave. But we need to look on the positive

side. Cooperation is what SACCI is advocating

as we continue to engage with our

colleagues in business, government and

the broader community of labour and

society at large.

Much like WWII, this threat has affected

everyone without exception. The time is ripe

for the new drive for growing our trade,

expanding our economy, facilitating and

assisting our small businesses to grow jobs as

well as to develop the substance of our dynamic

township economies and to cut through all the

encumbrances that have plagued this sector of our

economy for decades.

The time is now, SACCI’s call is for everyone to work

towards the common purpose of getting our economy

on a sound footing again.

Alan Mukoki,


Images: Facebook/SACCI, The Diplomatic Informer Magazine/Calvin Modirapula

On 14 April 2021, the Memorandum of Economic

Cooperation between the Council of Exporters and

Investors under the Ministry of Foreign Affairs of

Ukraine and the South African Chamber of Commerce

and Industry was signed, during the trade mission

visit to the Republic of South Africa, headed by Deputy

Minister for Development of Economy, Trade and

Agriculture of Ukraine, Trade Envoy of Ukraine,

Ms T Kachka, at the Ukranian embassy in Pretoria.

The economic cooperation between the Council

of Exporters and Investors under the Ministry of

Foreign Affairs of Ukraine was represented by

Liubov Abravitova, Ambassador Extraordinary and

Plenipotentiary of Ukraine to the Republic of South

Africa and South African Chamber of Commerce

and Industry was represented by Adv Mtho Xulu,

President of the South African Chamber of

Commerce and Industry.

The aim of the memorandum is to establish

relations between SACCI and EIC to promote

collaboration and productive engagements

within the respective business sectors for

mutual benefits, industrial interests and to

promote economic development and growth of

the members and associates of EIC and SACCI.


News & snippets

Industry insights from

the past quarter

Two captains of industry form innovative alliance

Lenoma Legal and S&A Chartered Accountants have formed a ground-breaking innovative alliance. A

first of its kind that will see two of the industry-leading tech businesses join forces to deliver value in this

ever-changing world, a legal tech company and a chartered accountancy firm. As S&A Chartered, we are

looking forward to a bright future, more value to our customers and stakeholders through a combined

approach to SMME development and a true testament to African excellence. Business owners now have

the opportunity to work with world-class chartered accountants and legal practitioners all under one

partnership. Both directors are really excited about this collaboration as it’s a game-changer.

• More on websites www.seriteca.co.za or www.lenomadocs.com #LenomaLegal #SeriteCA #LenomaxSerite

Peter Serite CA(SA), Founder and

MD of S&A Chartered Accountants

Low-capacity utilisation in manufacturing sector a concern

Persistent low levels of capacity utilisation in the manufacturing sector

and low demand for locally manufactured goods are worrying as Covid-19

alert restrictions continue to limit operations at industrial plants, says the

Steel and Engineering Industries Federation of Southern Africa (SEIFSA).

Data released recently by Statistics South Africa (StatsSA) shows that

total capacity utilisation was 74% in first quarter of 2021 compared with

77.5% in first quarter of 2020, representing a decrease of 3.5%.

Within the metals and engineering (M&E) sector, capacity utilisation

was marginally down to 76.1% in the first quarter of 2021 from 76.8% in

first quarter of 2020. This was mainly because of insufficient demand, with

maintenance and shortages of raw material such as oxygen and steel also

Diverse development

The University of Venda, situated in Thohoyandou in the

scenic Vhembe district of the Limpopo Province of South

Africa, was established in 1982. From its early years, staff

members were drawn from various backgrounds in South

Africa but by 1994 staff members were increasingly

recruited from other African countries and overseas. The

presence on campus of staff from diverse backgrounds

created a unique atmosphere and a fertile environment for

new ideas and a capacity for change.

The university has established itself as a national asset

through its niche on its problem-oriented, project-based

curriculum with a strength in nurturing under-prepared

students into nationally competitive graduates. The

university has therefore become an important player in the

South African higher education landscape, contributing

significantly to the human resources and development

needs of the country and region.

6 | www.opportunityonline.co.za

contributing to the under-utilisation of production capacity. Overall, the

manufacturing sector remains weak in terms of production patterns, with

a year-to-date production decline of 3.1% in February 2021.

Manufacturing has remained under pressure for some time, with data

depicting a low annual average production growth rate of 0.1% in the last

four years to 2019, coupled with a massive decline of 13.7% in 2020. In

the last five years to 2020, total capacity utilisation in the manufacturing

sector has averaged 79.8%, with that of the M&E sector at 77.5%.

While total manufacturing capacity utilisation dipped to 59.8% and

to 52.8% the second quarter of 2020 amid level 5 lockdown restrictions,

it improved in the latter quarters of 2020 as the restrictions were eased,

reaching 79.3% and 74.6% respectively in the fourth

quarter of 2020. In 2020, capacity utilisation for the

manufacturing sector and M&E sector totalled 72.3%

and 67.6% respectively.

According to SEIFSA Chief Economist, Chifipa

Mhango, weak manufacturing production amid the

lockdown regulations contributed to the economy

contracting by 7% in 2020. “Covid-19 significantly

hampered production last year. However, there are

encouraging signs of a slight recovery as evidenced

by Absa’s Manufacturing PMI, which is in an

expansionary trajectory of above 50, even though

there was marginal decline from 57.4 in March to 56.2

in April,” he said. “We do, however, reiterate that any

recovery in manufacturing production will be driven

by the government’s efforts to revive the economy.

It is therefore critical that the government speeds up

the implementation of its economic recovery plan,”

Mhango said.

“This is particularly critical for the recovery of

the M&E sector, which has experienced a worrying

decline in levels of employment and investment,”

he said. An increased level of industrial domestic

demand is required for manufacturers to reboot

capacity utilisation levels to above 80%. Mhango

added that it is imperative that the South African

government efficiently rolls out its Covid-19

vaccination programme to enable the economy to

open up further and restore industrial production.


Advannotech’s integrated tech solutions

Our solution can enable Municipalities, Residential communities,

businesses and facilities managers to better manage water usage,

billing and detect leak in their homes, offices and other buildings.

Business challenges

• No visibility of water usage

• Undetected leaks

• Cannot manage thresholds

• Manual metering and billing

The offering

The smart water offering simplifies water monitoring by retrofitting

on to existing water meters, extracting data from them

and applying analytics to the data to extract additional value.

This provides visibility on usage across locations, threshold

management and advanced leak detection along with historical

reporting on all these aspects.

Key features – monitoring of:

• Meter locations (fixed) • Water usage – daily / weekly / monthly

• Water threshold breach • Battery status

• Connection status – potential leak alerts / small leaks / major bursts

Proven results

• Reduced water usage due to real-time visibility.

• Reduction of wasted water through early detection of leaks

allowing pre-emptive action.

• Reduced water damage and maintenance costs through

predictive maintenance based

on early leak detection.

• Better management of water

usage through visibility across

apartments, buildings and sites.

• Avoidance of large bills due

to timely threshold breach

detection at a daily, weekly and

monthly level.

The next normal

2020 brought instant changes to traditional business operational practices.

Regardless of the industry or size of an organisation, we all had to evolve and

put into place technological features to help our businesses stay afloat. While

businesses are still defining what the “new normal” is, business owners must make

operational changes, now, that will future-proof their business, which is why

products such as Sage Intacct are a vital element of your business’ operation.

Founder and CEO of OS Holdings, Nomsa Nteleko, attests that as we move

to the next normal, finance leaders have the challenge to achieve better and

accurate insights for improved decision-making. A solution like Sage Intacct allows

companies to pay for what they need, benefit from more efficient implementations,

and achieve reduced total cost of ownership, helping them to easily navigate

difficult times while enabling the finance team to work easily and securely from

any location.

Critical skills development

The merSETA is one of 21 Sector Education

and Training Authorities (SETAs) established

to facilitate skills development in terms of

the Skills Development Act of 1998. The 21

SETAs broadly reflect different sectors of

the South African economy. The merSETA

encompasses manufacturing, engineering and

related services.

The various industry sectors are covered by

six chambers within the merSETA: metal and

engineering, auto manufacturing, motor retail,

tyre manufacturing, plastics manufacturing and

components manufacturing.

The merSETA’s values are at the core of what

makes them the leaders in closing the skills gap:

"We Care – It's about caring for people we

render services to

We Belong – It's about working together with


We Serve – It's about going beyond the call

of duty.”


Building on the

wealth beneath us

The CEO of Regoapele Capital, Katlego Kenoshi, tells Opportunity how vital it is that new models of financing

must be adopted if SMMEs are going to become engines of economic growth in South Africa. Her dynamic

company is creating new models of wealth creation in collaboration with corporates and local government.

8 | www.opportunityonline.co.za


How did Regoapele Capital come about?

Regoapele Capital was established as a financial advisory and

intermediary services firm providing professional financial advice,

planning and solutions, and expertise across a wide range of

financial disciplines.

In response to the needs of our SME segment, we needed to

integrate a new business focus with a broader ambit. That saw

us building out a business development services unit which

specialised in the focused delivery of services and support to

entrepreneurial clients and their businesses.

Combining strong financial skill and acumen and a deep

understanding of business, and in keeping with our wealth

creation credo, we offer personal involvement, valuable skill sets

and know-how to improve the likelihood of success for our clients,

both in their businesses and in their personal finances.

We are firm believers in the potential and ability of

entrepreneurial enterprises to propel economic growth and

advance development. For this cause, we partner with corporates

seeking to make a meaningful developmental impact to co-create

and implement enterprise and supplier development initiatives.

Please describe your service offering.

Regoapele Capital enables shared value through impact

ecosystems comprising small and big business. The growth of the

business sector, now more than ever given the economic fallout

from Covid-19, requires big business to encourage the development

of and support small, medium and micro enterprises and thereby

back the creation of job opportunities.

On the one hand, we partner with corporates and local governments

in their undertakings to develop SMEs – through enterprise and

supplier development (ESD) and local economic development (LED)

– to create and implement programmes that would lead to socioeconomic

transformation, while building inclusive value chains and

sustainable local enterprises, and improving local economies and

communities. We also operate business support centres that are

powered by our principal partners.

On the other, we partner with SMEs to build operational strength

and self-sufficiency, improve business performance and become

competitive, as well as build financial strength and integrity; and

to create and preserve wealth. We do this through skills transfer

and development, capacity augmentation, technical assistance,

business improvements, access to finance, professional business

support and mentorship and financial coaching and advice.

Where do you operate?

We have a footprint across four provinces – Gauteng, North West,

Mpumalanga and Limpopo.

Please explain your relationship with Glencore Ferroalloys.

Regoapele Capital commends and supports Glencore’s response

and commitment to transformative development. We have

partnered with Glencore to increase the capacity, capability and

competitiveness of SMEs. The partnership gives dedicated support

to the SMEs that are being integrated into Glencore’s supply

chain and fosters the creation and development of businesses in

host communities.

Tell us about the business centres you operate.

The business support centres we manage serve to drive the

support for businesses and as a catalyst for the establishment of

local businesses. The centres provide office space and facilities, a

great co-working environment for entrepreneurs and encourage a

professional and entrepreneurial work ethic. They provide business

advice and consulting, business development support, professional

business services and business skills training and development.

Can you share any lessons for sustainable business practice

in the enterprise and supplier development environment?

Lesson 1. Building a business is a process. It requires time,

intense involvement and concerted collaboration.

We see this appreciated in the venture capital

space, yet the same lens is not used to view SMEs

in the B-BBEE ESD environment. It is in part this

myopic quickie approach that one-sidedly focusses

on transactional relationship and quick-win point

scoring, which persists in failing to carry out the

intentions of the initiative.

This single simple lesson drives how we

should be approaching enterprise and supplier

development sustainably.

www.opportunityonline.co.za | 9




Katlego Kenoshi is the CEO of

Regoapele Capital where she is

responsible for the setting of the

company’s strategic direction and

casting its vision, in addition to

the overall functioning, leading and

management of the business. With

an amazing team of solutionists, she

passionately helps entrepreneurs

build their businesses from the ground

up, develops and executes ESD and

SED solutions, and creates partner

ecosystems to drive transformative

development and inclusive prosperity.

Before taking up this role, Katlego

headed operations at Regoapele Capital and was responsible

for the delivery of all aspects of operations, compliance,

systems and processes in respect of financial advisory and

intermediary services.

Prior to this, she ran Regoapele (Pty) Ltd, a business

development services (BDS) firm providing company formation

and secretarial services, outsourced SME solutions and

capital-raising services.

While studying towards her junior degree, Katlego cut her

teeth at MTN where she managed key accounts and gained

invaluable business insight and experience. After obtaining

her Bachelor of Commerce degree in economics, she bolstered

her education with further studies in investment analysis and

portfolio management before transitioning to the financial

services industry.

When Katlego’s first business venture – a catering and

event-styling, hiring and staffing business – landed Sun

International as a client, this gave her the impetus to leap

fully into entrepreneurial life.

She has since developed several businesses, and her

current multifaceted role sees her drawing on her collective

professional and entrepreneurial experience and skillset to aid

and support SMEs, and bridge the divide between corporates

and the world of the entrepreneur.

CEO Katlego Kenoshi celebrates the

launch of the Lydenburg Business Hub

What are the main challenges faced by businesses in this


A great challenge in our space is dealing with change. Large

corporate businesses are faced with having to reconfigure their

procurement and open up to new suppliers. Apprehension creates

the impediment of access to markets. Small businesses are faced

with having to reveal their processes and financials, or lack

thereof. This reveals gaps and shortcomings that result in them

being steered to make changes, and that often makes them feel

exposed. Change for many, in many aspects of life, is often met

with resistance. Having to facilitate change in our environment is

quite stretching. Yet motivating.

It is entirely through our partnership approach and in sincerely

seeking our clients’ best interest that we have been able to navigate

this challenge and make advances.

Have you found ways to help small businesses gain access

to funding?

Access to finance is an enabler of enterprise and yet indeed a

great challenge for SMEs. The future of business calls for financial

systems that work for SMEs, more so here in the South Africa, and it

requires leveraging the developmental impact of key stakeholders

in a collaborative manner. Instead of dwelling on the challenges

– the lack of financial management skills, collateral, good credit

history, etc – with the end in mind, we focus on the solutions. And

our solutions work.

Our very simple model has the basic building blocks of skills

development and dedicated support, and it is set to make it possible

for SMEs with little or no trading history, credit record, experience

or assets/security to gain access to risk capital. We work alongside

business owners to ensure that their businesses shape up. Often

it means building that track record together through handholding.

Our way enables economic and financial inclusion on the back

10 | www.opportunityonline.co.za

of risk-mitigating development, upskilling,

business support and asset-building. It also

allows these businesses to build a track

record, credit references and a capital base

that make it possible for them to access the

more traditional sources of finance to facilitate

further expansion.

The fact that we back small businesses

completely on a risk basis is partly what sets us

apart, but it also demands “skin-in-the-game”

on the part of entrepreneurs.

What are the most popular training

programmes for SMMEs and suppliers?

In our experience, the most relevant training

and development interventions are business

simulation, operations optimisation, business

financial management, personal effectiveness

and personal finance. Particular to the mining

environment, safety becomes paramount.

Please share with us some of the

challenges you have faced as a business,

and how you have developed strategies

to overcome them.

The enterprise and supplier development

space has become highly contested. This

has made it more difficult to root out the

unscrupulous ones and onerous for corporates

to find the right partner. For this reason,

we have been low-key so as to shut out the

noise and focus on our purpose and course.

Our focus is at the grassroots, putting much

sweat and intellectual capital into the

businesses we help develop as an active and

long-haul partner and that is how real impact

will be made.

Our focus is always based on looking at

answering the question that is not being

asked: “What will our partners need, and

where will our SME clients be three, five and

10 years post-development? Will they be fit for

the future?”


Building a business

is a process.

It requires time,

intense involvement

and concerted


___ __ ___ ____

Regoapele Capital

works with funders

such as the Masisizane

Fund to enable SMMEs

to buy equipment



Six years ago, Mrs Mary Mkhabela was working at Checkers selling boerewors. She

was not employed by Checkers but had negotiated for Checkers to give her working

space so she that could sell her goods and earn an income. She was identified as

the right calibre individual for business development and was given an opportunity

to render metal-breaking services, and thus became the only black woman-owned

SMME rendering this service in South Africa. She employed a staff compliment of 16

male yellow-plant operators and two office administrators. Through one initiative and

one entrepreneur, 19 jobs in that locality were created. Regoapele Capital secured

R9-million worth of funding for her to purchase the equipment she needed.

Rekgodile Logistics

Regoapele Capital assisted a group of taxi owners in forming a bulk logistics services

business by working with Bidvest Bank to secure the funding to purchase trucks from

MAN Truck. The business provides logistics services, hauling chrome from mines and

smelters. Through this intervention, the business owners were trained in understanding

cross-border transportation, hiring of staff in line with labour laws, negotiating

facilities for fuel accounts, route planning, invoicing on time, keeping books and

records, and keeping compliant with trade and statutory requirements.

ESD Fund

Regoapele Capital has created an eco-system for sustainable ESD with partners who

provide opportunities, partners who finance those opportunities, OEM partners and a

broad range of other partners on the various elements of our business development

initiatives, to deliver a holistic and comprehensive solution for ESD.

We facilitate access to finance for SMEs. We assure the suitability of the various

options and that they enable positive cashflow for SMEs and growth. This created

the desire to establish our own SME fund to bolster our cause by being providers of

finance that is responsive to SME needs.

To this end, we have worked with Glencore, ABSA and the European Union through

the Small Enterprise Finance Agency (SEFA) to establish a R60-million ESD Fund.

Our fund’s structure is novel, as all stakeholders contribute a key aspect to the

ecosystem. This development has been a significant milestone for us and has

underlined the importance of having the right partners who are on board for the

right reasons.

www.opportunityonline.co.za | 11


Africa’s future


Regoapele Capital partners with large corporates

and municipalities to design, develop and

implement B-BBEE-led enterprise and

supplier development (ESD), socio-economic

development (SED) and Local Economic

Development (LED) programmes that bolster their

overall strategies.

To foster the growth of the business sector by

empowering SMEs, Regoapele Capital leverages big

businesses to create an environment for diverse and

competitive local businesses to thrive. We promote

excellence-driven enterprises through the creation of

efficient supply chains and effective suppliers.

We aim to drive economic advancement and see

more businesses that can provide those entering the

job market with sustainable opportunities. Regoapele

Capital designs and delivers economic development

strategies and solutions for corporates to support

entrepreneurship and new and robust business models

that can develop and become sustainable, profitable and

investable businesses.

____ ___ _

Working with the service levels that corporates

require from their suppliers, we build the skills of the

suppliers to scale, optimise their abilities and help

them meet those standards while gaining business

muscle and becoming future-fit. They gain access to

new markets within the value chain.


We facilitate collaborations and engagement between

government, business and communities. Regoapele

Capital also provides a variety of analyses and develops

recommendations that integrate diverse economic initiatives.

We adopt an all-inclusive approach to local and

regional development.

We do what we do because we understand the role

and importance of business in an economy, the multiplier

and exponential effects of wealth in an economy,

the power of entrepreneurship to create wealth, and the

economic imperative of maximising stakeholder wealth.

Main activities

• Establishing and managing Local Enterprise

Development Business Hubs (pictured)

• SMME development and training (Mentorship

Programme – including on-site mentorship)

• Community engagement

• Key stakeholder engagement (multinational corporates,

municipality, communities and traditional authorities)


•Community upliftment.

Key contact people

Katlego Kenoshi, CEO.

George Georgiev, General Manager.

Gerald Motau, Chief Financial Officer.

___ __


•Raising capital

•Business consulting

and advice

•Business support

and outsourced


•Feasibility studies

and business plans

•Business structuring

and turnaround


Target markets

Large corporates

in the mining and

industrial sectors.

Established: 2015

No of staff: 17

BEE status: Level 1


Physical address: 53 Autumn Street, Rivonia, Sandton 2191 | Postal: PO Box 911-3099, Rosslyn 0200

Tel: +27 11 243 9570 | Fax: 086 767 1032 | Email: business@regoapele.com



A wealth of opportunities remains locked beneath our feet, and Africa continues

to be the epitome of unexplored resources. Unlocking these opportunities requires

the united efforts of industry and SMEs who represent the future of Africa today.

Through the allocation and use of resources, tools and technology, we can build

SMEs capable of taking Africa into a prosperous future.

Regoapele Capital is a black woman owned champion of SME development,

focusing on transformative ESD programs intended to build SMEs for the future.

In partnership with big business, we have demonstrated our expertise through

the implementation of the enterprise and supplier development, and responsive

business finance intended to take small businesses to the next frontier. We have a

wealth of knowledge, experience and expertise to contribute towards the creation

of inclusive and sustainable wealth for Africa, and all those who live in it.

Partner with Regoapele Capital.

Let’s build the future together, today.


Mining Indaba 2021

The Investing in African Mining Indaba went virtual in 2021. Global energy

transition and ESG were at the heart of the online conference.

At least twice a year, downtown Cape Town can feel a bit

like New York: when parliament opens and when the

Investing in African Mining Indaba comes to town. When

miners, investors and government officials come together to

share ideas, the buzz around the Cape Town International

Convention Centre is unmistakable. Cape Town missed out on that

kind of energy in 2021, but the Mining Indaba Virtual still managed

to attract impressive numbers. The first online event had:

• More than 3 600 unique


• 107 countries represented

• Three heads of state as


• Speakers from a wide range

of companies including Anglo

American, Rio Tinto, Exxaro

Resources, Sibanye-Stillwater

and many more

• 16 sponsors

• 26 media partners.

Environmental, Social and

Governance (ESG) and the global

energy transition were two of

the overarching themes of the

Indaba. As Tom Quinn, Investing in African Mining Indaba’s Head of

Content, put it, ESG principles and sustainability were “at the heart

of every single session”.

The responsibility of mining in the interests of the planet and the

people who live on it does not rest solely with mining companies. It’s

a duty shared by financiers and investors, and this is something that

came up in various ways during the conference. Heads of state spoke

in their contributions about the need for a “just transition” while

bankers outlined how investment decisions today involve much more

than looking at profit margins.


Speaking of the past events held in Cape Town, Quinn says,

“Our community has huge brand loyalty because of the premium

event experience they receive, including engaging content,

thought-leadership discussions, unrivalled networking and

meeting opportunities, and for many mining operators, the

unique opportunity to meet with a high number of investors

in one place.”

For the 2021 event, a Virtual Investment Programme was

structured over the last two days of March, which connected

the global finance community with mining operators on a oneto-one

basis. The webinar series that ran in the months leading up

to the Mining Virtual Indaba served to keep regular participants

connected with topical industry insights.

Although there are downsides to not being able to meet in person

at conferences, an advantage was the reach of new audiences which

otherwise would not be able to travel to Cape Town.

Regarding the format adopted, Quinn noted, “We were very

conscious of ‘webinar fatigue’ given that almost all business events

in the past year have had to be conducted online and the virtual space

is saturated now with online content. The audience appreciated that

we kept the sessions to 60 minutes, focusing on key topics, rather

than trying to precisely re-create the Mining Indaba experience.”

A huge effort was made to ensure that the technical side of

things would run seamlessly. “We decided from the start to invest

14 | www.opportunityonline.co.za


significant capital in using a professional television studio

and production crew to support Mining Indaba Virtual,”

says Quinn.


Three presidents spoke at the event: President Cyril

Ramaphosa (South Africa), President Mokgweetsi Masisi

(Botswana) and President Julius Maada Bio (Sierra

Leone). These talks attracted good audiences as did

the sessions where government and industries could

engage in dialogue. Interest was high in the sessions on

gold, platinum group metals and the role of mining in

decarbonisation and the energy transition.

There is a growing awareness that the mining sector

can play a huge role in turning the global economy away

from carbon fuels and the Mining Indaba organisers see

their role as helping to lead these conversations. As Quinn

says, “Through our industry’s production of copper, cobalt,

platinum group metals, nickel, rare earths, tin and all

manner of other base and critical metals and minerals,

there is a huge responsibility for mining companies to lead

the way in building energy storage and decarbonisation

technologies to reduce emissions and mitigate the harmful

impacts of climate change.”

So change is coming and we are going to hear about

the shape of it at future Mining Indabas. But the 2022

Indaba is likely to be more like its 2020 predecessor.

Says Quinn, “There is no substitute for face-to-face

interaction. Indaba is quintessentially about the people

who create the buzz for the week and give the event

energy and focus.

“We share the feelings of our partners and delegates

and cannot wait to welcome everyone to Cape Town

once again.”

___ __

Live panel discussions on

stage such as during the

2020 event (above) were

not possible in 2021, but

the quality of knowledge

and input maintained

a high standard.

The Conversation. Creative Commons licence




UIGC forges ahead with exciting initiatives

Since calling out for partnerships with privatesector

companies, Univen Innovative Growth

Company (UIGC) has gone from strength to

strength with an exciting array of new ventures

and projects in the pipeline.

These profitable initiatives are good news for students

at the University of Venda, because the additional

funds translate into more educational opportunities for

the youth. Chief Executive Officer John Mudau updates

us with UIGC’s exciting progress.

To what extent has UIGC attracted further

funding in the past years?

As the accounting officer I am happy with the performance

of my team. When I joined the team five years

ago, the revenue was just over R200 000. I am happy

that today UIGC is a multi-million-rand company.

We have received a lot of support from both the

government and entities of government, especially

the Sector Education and Training Authorities of South

Africa (SETAs). Our partnership with the private sector

___ __

These profitable

initiatives are good

news because the

additional funds

translate into

more educational


for the youth.

Microscopic view of spirulina

The company has created

more than 400 sustainable,

permanent jobs to date.

We are a point of reference

in the sector on how

a public institution

can partner with the

communities for the

good of local people

on joint programme offerings was phenomenal. We are

a point of reference in the sector on how a public institution

can partner with the communities for the good

of local people.

How has UIGC grown?

The growth of UIGC is currently characterised by the

establishment of entities. The company can congratulate

itself on having grown into a group/holding status.

The company boasts of the following entities: Security

(Pty) Ltd; UIGC Travel (Pty) Ltd; Garcle (Pty) Ltd and

a 45% shareholding in the Barotta commercial farm.

The growth in the entities is phenomenal. The company

has created more than 400 sustainable, permanent

jobs to date.

To what extent is UIGC succeeding in partnering

with the private sector?

Our partnership with private-sector companies has

yielded great results. Among the success stories are

the following partnerships:

• UIGC and Duisend partnership. This resulted in a

joint venture which is involved in processing and

crushing aggregates in Lebowakgomo. The partnership

has resulted in a waste rock crushing plant in

Lebowakgomo via a joint venture with Duisend (Pty)

Ltd. UIGC owns 70% of the entire plant.

• UIGC and NAC-SA-NPC. This partnership has resulted

in a shareholding of a joint venture which won the bid

to manage and run Polokwane International Airport

from Gateway Airports Authority Limited (GAAL).

This is an exciting multi-billion-rand project which is

due to be rolled out in the 2020 financial year.

• Musina Spirulina plant. In partnership with the

Musina Local Municipality, UIGC has been given

the right to revitalise and start production at the

spirulina projects. This is another great opportunity

which is a product of the partnership between UIGC

and other sectors of the economy.

• UIGC and Tshakhuma Barotta farm. The partnership

between the Tshakhuma CPA and UIGC has taken

____ ___ _

Dr John Mudau

another giant step. The partners have agreed to

increase the participation of UIGC into farms owned

by the Tshakhuma Community Trust.

This is a great step forward considering the good work

done when revitalising the Barotta farm, which today is

equal to any commercial farm in the area.

What makes UIGC an attractive investment?

We provide hope where none exists. Whenever you

partner with us or invest in us, know that you are partnering

with a company that provides hope to the many

who are in distress. We use all our company sites as

training sites for students from both the University of

Venda and Vhembe TVET College. The profits generated

from our businesses are used to fund students at the

University of Venda, particularly those who are considered

as the missing middle.

What are UIGC’s plans for the next year?

As Chief Executive Officer of the company, I am honoured

to be part of these developments and growth of the

company. In the next five to 10 years, the company

aims to be able to provide 50% of the university

budget as funding towards bursaries. It is our plan

to provide funding for 50% of the students enrolled

at the University of Venda regardless of the family

background. We think the future looks bright.


Dr John Mudau – Chief Executive Officer | Email: John.mudau@univen.ac.za | Tel: 015 962 8754 / 61

Khathutshelo Ligege – Personal Assistant to CEO | Email: Khathutshelo.ligege@univen.ac.za

___ __

We provide hope

where none exists.

Whenever you

partner with us or

invest in us, know that

you are partnering

with a company

that provides hope

to the many who

are in distress.



Called to


18 | www.opportunityonline.co.za


JSE Group CEO, Dr Leila Fourie, has been recognised in the inaugural

World Federation of Exchanges’ Women Leaders List for 2021

for her outstanding leadership as she steered

the Johannesburg Stock Exchange during the Covid-19 pandemic.

Opportunity sat down with Dr Fourie and discovered

a dynamic leader destined to become a national legend.

What were your professional highlights and challenges of

the year 2020?

Leading through the pandemic. The pandemic created an

important opportunity for leaders to step up and make a contribution

to the marginalised and those who were affected by the pandemic.

I was inspired by the many women leaders for the role they played

in navigating and protecting people from the harmful effects of the

pandemic on lives and livelihoods of those around us.

After prioritising the health and safety of my staff and smoothly

transitioning to a work-from-home environment, I took a leading

position in South Africa in managing the dynamics of the

pandemic in an emerging market country with profound need.

It was important to lead by example and to this end, I donated

(alongside my Board Directors) 30% of my salary for three months

towards the national Solidarity Fund, with proceeds used for those

in need during the pandemic.

The JSE Board and I encouraged other listed CEOs to join

us in our act of solidarity. I also pioneered an industry-wide

#trade4solidarity initiative which resulted in more than half of

our market donating trading fees for two days to the Solidarity

Fund. As the JSE is the frontline listings regulator in South Africa,

we ensured we were responsive and innovative in managing the

effects of the pandemic.

We rapidly introduced a number of important changes to listings

requirements to improve the position of listed entities in managing

through the unexpected effects of the pandemic. Early in the

crisis, we expanded our Green Bond product by launching a new

sustainability and social bond structure to enable fund-raising for

sustainable needs.

During the crisis, I led the JSE team in providing financial

support and PPE equipment to vulnerable citizens in townships.

We extended financial support to small-cap SME companies and

traders in need. I contributed to numerous business leadership

initiatives at industry level advising the national government and

the President on how to kickstart the South African economy.

Contribution on the global stage in sustainable development.

I was appointed by the UN Secretary General as Co-Chair to a

small group of the top 30 global CEOs of the largest banks and

asset managers around the world. It is an honour and privilege to

lead this group, especially as a female leader from an emerging

market. This group made significant progress in improving the

global standard of sustainable development by delivering a

unified set of outcomes to globally improve investment into

sustainable development.

_____________ __ _ _

In my view, a singular passion

for the collective goal and a

commitment to the people

they are privileged to lead have

time and time again proven

to be the strongest and most

successful leadership traits

___ __ ___ __ _ _____

The Sustainable Development Investing (SDI) definition agreed

by the Alliance, serving to facilitate a common understanding,

promotes investment aligned with sustainable development,

and prevents “SDG-washing”. This has been circulated widely to

relevant entities including ratings agencies and is being piloted by

our own members.

The SDI Navigator maps existing initiatives, including

sustainability standards and frameworks, which will make it

easier for investors and corporates to build on these initiatives to

operationalise the SDI definition.

The report entitled “Renewed, recharged and reinforced: Urgent

www.opportunityonline.co.za | 19





Dr Fourie has a PhD in Economic and Financial Sciences and

won the Economic Society South Africa Founders’ award in

2012 for best Master's Economics thesis in the country.


With over 25 years of international experience,

primarily in financial services, Dr Fourie has served

on multiple boards and held senior roles in banking,

capital markets and payments.

actions to harmonize and scale sustainable finance” served as

an input to the European Commission’s consultation process

on its Renewed Sustainable Financing Strategy. It provides

64 recommendations and strategic considerations which, if

followed, will enable leaders from the public and private sectors

to harmonise objectives, coordinate global standards and align

efforts to facilitate, promote and scale up investment towards

the SDGs.

A Call to Action for Covid-19 bond issuance was launched to

encourage companies and governments to issue innovative social

Dr Fourie was appointed as CEO of the JSE effective

1 October 2019. She also serves as Co-Chair for

the Secretary General’s UN committee – Global

Investors for Sustainable Development (GISD) as

well as Co-Chair alongside the LSEG CEO for the

Sustainable Stock Exchange model guidance on

climate disclosure and on the UN climate disclosure.

Dr Fourie is a director on numerous boards of

companies in South Africa, including the CSD Strate

and Business Leadership South Africa.

Prior to joining the JSE, Dr Fourie served as

Executive responsible for Consumer Finance at

Australia’s largest bank, the Commonwealth Bank

of Australia, and served as the NSW Vice President

of the Economic Society of Australia and on the

Board Audit Committee of Lifeline Australia.

Previously, she held the role of CEO of the Australian

Payments Network. Before moving to Australia,

Dr Fourie served on the Board of the Johannesburg Stock

Exchange as Executive Director.

Dr Fourie previously worked for one of South Africa’s

largest banks, Standard Bank as Card Division Managing

Director. During this time, she served as Chairman on the

board of Diners Club and board member at Discover Financial

Services based in Chicago. Dr Fourie started at Standard Bank

as global director of credit analytics and capital and portfolio

management for South Africa, the UK, Hong Kong, Russia, Brazil

and Argentina.

bonds to address the Covid-19 pandemic. Funds raised through

these bonds will be used for the immediate response to Covid-19

or to support a sustainable recovery. The Call to Action defines

the direct and indirect challenges presented by the pandemic

and outlines the expectations for a Covid-19 bond issuance in

alignment with the SDGs.

Pioneering an innovative response to the global contraction

in financial markets. In my capacity as group CEO, I introduced

a number of new business innovations to counteract the

contraction in traditional capital markets. Under my leadership,

our exchange acquired a stake in a UK fintech company and have

begun launching a private placement market in the SME and

infrastructure markets. The SME and infrastructure markets are

20 | www.opportunityonline.co.za


important growth nodes on the

African continent and will provide

a viable and innovative alternative

to traditional public IPOs. The

exchange also responded to the

pandemic in a rapid and agile

manner by launching one the

first virtual AGM services. This

solution used a small fintech

company in South Africa and

demonstrated a responsiveness to

the needs of listed entities.

Who has inspired you to achieve

your professional success?

Many of my life lessons come from

my mother and grandmother. Both

female figures taught me the importance of resilience, curiosity

and forgiveness. On the public stage, I am inspired by Marie Curie,

the first woman to win a Nobel Prize and the only woman to win

the Nobel Prize twice. I am inspired by Curie’s relentless resolve

to continue her pursuits and a dedication to sharing knowledge.

Marie opened the way for women in her field.

______________ __ _ _

When we engage with humility

and appreciation of those

around us, we are able to make

considered, informed decisions

________ __ ___ __ _ __

More recently, I have been inspired by the many women leaders

who have played an active role in leading through the pandemic.

I believe that the role these women leaders played during the

Covid-19 crisis will re-position women in leadership and open the

door to a more equal representation of women in leadership roles.

I was particularly struck by Jacinda Ardern for her empathetic

and strong leadership in successfully managing the scourge of

the pandemic.

What advice do you have for other women who aspire to be in

leadership positions?

I am entirely aligned to the view of leadership expressed by Satya

Nadella, CEO of Microsoft. He said: “Be passionate and bold. Always

keep learning. You stop doing useful things if you don’t learn.”

This quote really resonates with me because it encompasses some

of the characteristics I believe are central to being a good leader.

Passion, courage and thirst for knowledge.

In the past, different events have called for different

types of leadership and as a result, different characteristics.

In my view, a singular passion for the collective goal and a

commitment to the people they are privileged to lead have time

and time again proven to be the strongest and most successful

leadership traits.

I have sponsored a concept of servant leadership at the JSE as

one of our corporate values. I felt strongly about this value, because

when we engage with humility and appreciation of those around

us, we are able to make considered, informed decisions. This is an

important skill for all employees, whether they are in a leadership

role or not, because it fosters an inclusive culture.

We recently ran a project with staff, wherein colleagues

partnered across divisions to establish solutions to various

business challenges. The high point of this exercise was hearing

the innovative ideas that the groups were able to put forward,

which were a result of collaborating with people outside their usual

teams and divisions. Knowledge shared truly is knowledge gained

and we make better decisions when more voices are heard.

How does it feel being nominated as one of the world’s most

outstanding women leaders at a time that was the most

difficult to lead?

It’s a privilege to be associated with distinguished leaders and to

be acknowledged alongside my global peers. We faced so many

different challenges as we navigated through the impact of the

pandemic on our businesses and economies while also dealing

the devastating human impact. So, this acknowledgment is

particularly special to receive.

The World Federation of Exchanges is the global

industry group for exchanges and Clearing Houses

and its Women Leaders initiative aims to shine

the spotlight on the talented and gifted women

in the industry. A panel of nine judges selected

21 female leaders from a pool of 60 nominees.

www.opportunityonline.co.za | 21



Earnings before interest and tax, depreciation and amortisation

(EBITDA) increased by 19% while net profit after tax (NPAT)

grew by 12% to R778-million (2019: R695-million). The JSE’s

strong balance sheet and sustained quality of earnings and

cash generation underpinned its financial resilience during

the pandemic.

Dr Fourie says: “Resilience during a crisis is neither accidental

nor coincidental. The JSE’s operational dependability

demonstrated throughout the Covid-19 pandemic is a direct

result of its multi-year investment in technology infrastructure,

key skills and a focus on building lasting relationships of trust

with clients and stakeholders. That is why I am pleased to

share a strong set of results for 2020. As much as these

results reflect the near-term impact of market volatility, they

also echo the enduring value created by the exchange.”

The performance of the JSE’s various markets was as follows:

Primary markets: Revenue increased by 3% to R152-million

(2019: R147-million). Initial public offerings (IPOs) remained

under pressure in 2020, with fewer deals for the year (four

in 2020 versus five in 2019) owing to uncertain market

conditions. However, the JSE saw a growing demand for

green bonds in emerging markets, driven by private borrowers

looking for investments in sustainable energy, cleaner water,

transport and smart buildings.

There were 20 de-listings (2019: 24), which were largely the

result of corporate actions and schemes of arrangement in

mostly small-to-mid-sized, illiquid counters. Although the

number of listed entities declined, the aggregate market

capitalisation of all entities listed on the JSE increased by

2% during 2020.

Equity Market: Revenue increased by 14% to R493-million

(2019: R433-million) owing to a 7% increase in billable value

traded and more central order book activity. The JSE’s headline

All Share Index (ALSI) a low of -33.5% on 19 March 2020 and

ended the year up 4.07%. Colocation activity contributed 50%

(2019: 42%) of overall value traded with 40 racks (2019: 32).

Foreigners remained net sellers of equities in 2020.

Total revenue increased by 13% to R2.5-billion (2019: R2.2-billion),

with both operating income and total revenue at record highs.

The JSE remained in a healthy position with regard to cash and

capital, with net cash generation in 2020 supporting a stable

cash balance of R2.5-billion at the end of December (2019:

R2.6-billion). Accordingly, the Board has declared an ordinary

dividend of 725 cents per ordinary share, an increase of 5%

over the 2019 ordinary dividend of 690 cents per share. This

corresponds to an ordinary dividend pay-out of distributable

profits of 83% in 2020 (2019: 87%).

Equity Derivatives Market: Revenue increased by 1% to

R145-million (2019: R143-million) owing to increased activity

and a more diverse product mix. Overall, the Equity Derivatives

Market came under pressure in the face of greater market

volatility in 2020. Value traded was down 7% owing to weaker

activity in the JSE Top 40 Index, which commands the largest

percentage of contracts traded, as well as Single-Stock

Futures (SSFs) with dividend risk.


“The JSE’s focus is underpinned by a resilient and responsive

core business alongside a promising inorganic growth

strategy. With this in mind, we will execute our strategy

with speed and discipline and continue to rapidly improve

our service offerings and technology to serve our clients with

consistent excellence. As such, the JSE remains committed to

providing a trusted market infrastructure,” asserts Dr Fourie.

22 | www.opportunityonline.co.za

Your trade and investment

facilitation company

Cluff Trade & Investments is an African pedigree trade and investment advisory company

Cluff Trade & Investments is an African pedigree trade and

investment advisory company, with its core business to

serve as a special purpose vehicle between African countries

and foreign companies. We assist companies to enter the

Sub-Saharan Africa and Indian Ocean islands markets

successfully in the context of their global strategies.

Our extensive knowledge of the Sub-Sahara economic landscape

allows us to assist and launch companies into emerging African

markets. The firm benefits clients through market intelligence

information gleaned from decades of experience in various

industries as well as direct deal structuring and representation

to companies and governments. For strategic reasons, we are

situated in Johannesburg, South Africa, to facilitate our international

and local clients through easy access to our offices by means of

effective and convenient communication.

Our services

Our range of expertise boasts a team of multi-disciplined professionals

and technical partnerships including specialised consulting

firms to successfully execute any business and/or project venture.

In today’s global economy, the long-term growth strategies of

successful businesses in emerging market countries often include

plans for expansion into international markets. Those businesses look

to grow by entering strategic alliances, opening plants and facilities,

and planning acquisitions and other investment transactions.

investor and the business opportunity in the private sector and

government level in any African country.

Our facilitatory services

• Evaluating market entry options (FDI)

• Sourcing and matching of companies (M&A)

• Identifying and screening potential foreign investors

• Strategic planning for mergers and acquisitions

• Conducting contract negotiations and agreement closing

• Research and analysis of venture acquisitions for FDI in mining,

agriculture and industrial development projects

• Monitoring state-owned privatisation and economic legislation

• Emerging markets analysis

• Competitive/market intelligence


to become a major role-player in the economic transformation

process of Africa, and to be a participating vehicle to mobilise the

African economy towards the mainstream of global competition.


To eradicate the bondage of economic disenfranchisement in

Africa and to collectively assist in the realisation of the NEPAD vision

in promoting and transformation of economic development and

sustainable growth.


Our areas of expertise

• Foreign direct investments

• Mergers and acquisitions

• Joint ventures facilitation

• Business/industrial development

• Commodity trading

• Economic environment analysis

• Business research

Investment facilitation

Cluff Trade & Investments believes

that our extensive knowledge and

experience, coupled with our understanding

of global geo-economic

issues, offers us the best facilitating

machinery to lead any serious-minded

investor to genuine and sincere

business deals. We primarily perform

as a facilitating link between the

____ ___ _

Winston R Cluff, Managing Director

Winston R Cluff is a seasoned entrepreneur and industry strategist, covering the African

theatre. He has been involved with several business ventures in foreign direct investments,

mergers and acquisitions, joint ventures facilitation activities and commodities trading in

Africa and internationally.

Cluff has gained extensive experience in African markets and business development in

African emerging industries since the mid-Nineties. He is well-versed in utilising various

techniques and approaches that incorporate emerging market

intelligence gathering, research and political risk, as well as regional

economic impact trends.

Cluff was previously the managing director of Russet Trade and

Investment and Pan African International. At these companies, he

dealt extensively with banking/financial institutions and development

agencies. Cluff also brings extensive experience in high-level

relationship management at government level. His areas of speciality

in commodities, mining, petroleum products, power generation,

agriculture, ICT, industrial and infrastructure development have

gained him recognition by international industry players.


Cell: +27 (0) 61 428 6505 | E-mail: winston.cluff@cluffinvest.com


How trade rules

affect access

to Covid-19 vaccines

The race is on to secure vaccines that will protect people from

Covid-19. But it has already become apparent that there is

gross inequality playing out in the procurement and distribution

of the new drugs. One reason is intellectual property rights.

By Ronald Labonte and Brook Baker.

The World Trade Organization (WTO) is considering

whether to temporarily waive certain rules about

Trade-Related Aspects of Intellectual Property

Rights (TRIPS), to allow more countries access to

vaccines, drugs and medical technologies needed

to prevent, contain or treat Covid-19. Initially proposed

by South Africa and India, the waiver has the support of

almost 100 developing countries, scores of international

NGOs, several UN agencies, and the Director-General of

the World Health Organization.

But there is opposition, particularly from countries

that are home to large pharmaceutical companies. This

means that the decision has yet to move forward within

the WTO. Meanwhile, vaccinations are underway in

high-income countries that made multiple bilateral

advance purchase agreements with pharmaceutical

companies. Developing countries are having to wait.


No. The failure rests with some of the WTO member

states. The WTO is an intergovernmental institution

that is rules-bound and whose actions are directed or

guided by the many trade treaties (including TRIPS)

that it oversees. Those treaties are the products of

negotiations between governments of countries that

are member states of the WTO. Some member states

are withholding support for the proposed TRIPS waiver.

These are the US, the UK, Canada, Australia, Japan,

Switzerland, Norway, the EU and Brazil. Most are home

to pharmaceutical companies benefiting from TRIPS

extended patent protections. All have inked advanced

purchase agreements with vaccine companies.

Some countries, including Canada and those in the

EU, are using voluntary measures, like promises to

donate excess vaccine or contributions to the WHO’s

COVAX facility, as a defence against the need for the

waiver. The bottom line for the non-supporters appears

to be: protect TRIPS patent rights first, worry about

globally equitable vaccine access second.


The waiver would allow WTO members to choose to

neither grant nor enforce certain sections of the TRIPS

agreement. This would allow WTO member states to

collaborate on manufacturing, scaling up and supplying

Covid-19 medical tools equitably.

The waiver would be temporary, in effect only until

the WHO declares global herd immunity. It would apply

only to those drugs, vaccines and medical technologies

related to the prevention, containment or treatment of

Covid-19. It would be optional; countries could elect not

to abide by the waiver.

___ __

Even for a single

medicine, compulsory

licences might

need to be issued

in the country that

produces the active


product, the country

that produces the

finished product,

and the country

that imports and

uses the medicine.

24 | www.opportunityonline.co.za


The Conversation. Creative Commons licence

WTO member states arguing against the waiver

maintain that existing TRIPS flexibilities already allow

countries experiencing a public health emergency to

issue compulsory licences to domestic pharmaceutical

companies to produce generic (and less costly)

equivalents. This is true, but the process is cumbersome

and does not yet apply to trade secret know-how and cell

lines needed to copy vaccines and biologic medicines.

Compulsory licences must be issued on a country-bycountry,

case-by-case basis. Some compulsory licences

require prior negotiations with rights holders, and some

are only for public, non-commercial use.

Moreover, even for a single medicine, compulsory

licences might need to be issued in the country that

produces the active pharmaceutical product, the

country that produces the finished product, and the

country that imports and uses the medicine.

The rules covering export of a compulsory-licensed

product to a country lacking its own production capacity

are so complex that this flexibility has only been used

once. Countries attempting to invoke these TRIPS

flexibilities in the past have been subject to criticisms

and trade pressures from the US and the EU in efforts

to discourage them from doing so. Attempts to bypass

patent rules on several Covid-19 related medical

technologies have already faced implementation barriers.

Approving the waiver will not immediately solve

all access issues. Underfunded or limited health

system capacities in developing countries will

remain a challenge. Countries will also need to share

manufacturing capacities and the technical production

knowledge that newer health technologies require and

allow export to other countries. And countries that want

to use the waiver may need to implement their own

legislative changes or emergency declarations to do so.

The waiver does not solve these concerns, but

it does create an enabling context for their more

rapid resolution.



Member states within the WTO will make the final

decision on the waiver. But many are home to rich and

powerful pharmaceutical industries or have secured

bilateral agreements with them for vaccines or other

Covid-19 health products. It is reasonable to infer

that domestic lobbying by pharmaceutical companies

may be at play, or that support for these industries for

some countries has simply become accepted practice.

The pharmaceutical industry itself has been vocal

in opposing any efforts to undermine the patent

system, arguing that intellectual property “is the blood

of the private sector”.

_____ __ ___ __ _ _ _ _ _ _ _ __

Meanwhile, vaccinations are

underway in high-income countries

that made multiple bilateral

advance purchase agreements

with pharmaceutical companies

___ __ ___ __ _ _ _ _ _ _ _ _ _ _

Pharmaceutical companies have long argued the

need to be rewarded for their risks in researching

new discoveries. But what of the $12-billion plus that

governments have directly contributed to vaccine

discovery and expanded manufacturing? It is true

that private funding for the Pfizer/BioNTech vaccine

was four times that of public funding. But governments

have also entered into $24-billion of advance purchases

agreements, including an estimated $21-billion in

2021 for the Pfizer vaccine, sales of which are expected

to generate a 60%-80% profit margin.


If the waiver fails, developing countries should explore

a collaborative effort to make use of TRIPS Article

73 (Security Exceptions). A legal interpretation of

this article suggests that the pandemic satisfies the

conditions set out in the article and its conditions

could achieve much the same outcome as the proposed

waiver. Invoking Article 73 might be challenged and

must undergo a formal dispute settlement process.

Nonetheless, it is a strategy that merits consideration.

Finally, there is an urgent need to clarify public

interest and public health exceptions to TRIPS

intellectual property rights. Compulsory licensing for

all applicable intellectual property rights should be

improved so that full technology transfer and access

to vaccines, therapeutics and diagnostics can be more

easily guaranteed in the future. This body of work

should quickly proceed this year so that the world can

better address predictable pandemic threats and global

health needs – now and in the future.

___ __

Ronald Labonte

is Professor and


Research Chair,

Globalisation and

Health Equity,

University of Ottawa.

Brook K Baker is

Professor of Law,



www.opportunityonline.co.za | 25



A partnership with a Danish

city promises smart rewards

for the City of Tshwane


Tshwane and the Danish city of Aarhus have established a partnership to get the most out of

data and information technology. The plan is to make the cities as smart as they can be.


As Carsten Lützen, an architect in the Danish city’s Centre for City Development and Mobility Planning

says, “Wherever it makes sense to use smart technologies, we use it.” Key focus sectors are mobility,

transport and energy. Makgorometje Makgata, who was Tshwane's acting head of Economic Development

and Spatial Planning at the time of a visit to Denmark, points out that smart city thinking is not

necessarily the central idea, rather, “Whatever programmes you do, you ensure that you incorporate

smart city planning. You look at the bigger picture, for example with the traffic congestion, you look at various

modalities, how can you use technology to help you?”

Lützen and Makgata met in Copenhagen and discussed the options for cooperation between the two cities.

The first step will be the formal signing of a memorandum of understanding and then more specific projects

will be targeted.

Sophie Meritet, Affiliate

Professor at the Paris

Institute of Political

Studies, argues

that the particular

dynamics of African

cities must be taken

into account when

planning smart cities.

DOLL manager

Teddy Larsen

shows Tshwane's


Makgata the

monitoring systems

in place to monitor

waste removal at

municipal level

26 | www.opportunityonline.co.za


“One of our tasks,” says Lützen, “is to facilitate links

between companies in our region and in the Gauteng

region. Big companies like Kamstrup and Vestas are

present in South Africa, but there is a huge potential for

other companies to start up.” There are possibilities for

partnerships and joint ventures between universities,

architects, city planners and suppliers of services.

“There might be various fields of cooperation in the

future. We aim to facilitate whatever makes good sense

to make people connected.”

Makgata was in Denmark as part of an African

delegation of urban planners and architects studying

urban design. He was a guest of the Danish Embassy

in Pretoria.

During his time in Denmark Makgata was introduced

to the Danish Outdoor Lighting Laboratory (DOLL), a

1.5km 2 industrial park in Copenhagen that doubles as

a living experiment in street lighting and technology

applications. Private companies use space at the

publicly-funded DOLL to experiment among the 12km

of road and bicycle lanes. Eighty separate experiments

are underway at any one time, via 156 sensors placed

around the industrial park.

Testing for air quality, waste removal bins that send

signals to headquarters when they are full, smart

parking and intelligent lighting (that reduces intensity

when no cars or bicycles are around) are among the

ongoing trials.

Makgata thinks this kind of experimental park is

something that the City of Tswhane could replicate: “We

want to use that concept to resolve urban issues.” Several

of Tshwane’s automotive manufacturers, such as BMW

,have already said that they are receptive to the idea.

A smart city network requires three layers of

infrastructure. Firstly, it needs cables and sensors

and places to put them. Fortunately, cities have lots of

streetlight poles, which can carry many cables, not just

cables for the individual streetlight. Street furniture can

also be used for this purpose. Secondly, there must be

data platforms and networks that can interpret the data

being collected at street level. Finally, smart cities must

deliver smart urban services in the form of apps (to tell

drivers where parking is available or when busses are

delayed) and other value-added services.

The system does not need very high power as the

individual sensors would not be communicating all day:

the smart waste bin might only send a message when

it is full.

Makgata sees potential for multiple uses in Tshwane:

“On one platform you can have solutions for safety and

security (including lighting), traffic management and

other aspects. In waste management, instead of sticking

to our schedule which says come on Monday but the

bins are empty, we rather receive the signal when the

_____ __ ___ __ _ _ _ _ _ _ _ __

There are possibilities for

partnerships and joint ventures

between universities, architects, city

planners and suppliers of services

___ _ _ __ ___ __ _ _ _ _ _ _ _ _

bin is full. We can rearrange the traffic flow if there is

an accident.”

Tshwane plans to build four multi-storied parking

stations on the outskirts of the inner-city linked to the

bus rapid transport (BRT) system. Up-to-date data on

car movements will help the city allocate busses.

Aarhus is Denmark’s second-biggest city and is

a renewable energy hub and research centre. The

city hosts the head office of wind turbine company

Vestas and already uses smart technology for traffic

management. “In Aarhus when people arrive in the city

by car, you can always find information about where to

find free parking spaces,” says Lützen.

He makes the point that a lot of smart city applications

are invisible. “The whole traffic system, including the

traffic lights, is coordinated in a smart way so you get

the best flow via sensors in the


Sophie Meritet, Affiliate Professor

at the Paris Institute of Political

Studies, argues that the particular

dynamics of African cities must be

taken into account when planning

smart cities. African Cities quotes

Meritet on Africa’s design priorities

which should be “mobility and

energy efficiency for cities, and this

should be done by designing lowconsumption


The South African and Danish

representatives agree that the focus

must be on local issues.

Makgata was impressed that at

the DOLL laboratory, “Whatever

they do, there is a focus on how

do you resolve urban management

issues?” Lützen stresses that the Danes don’t want to

impose any solutions. Rather, he says, the key question

is, “Where can we make a positive change?”

At national level, the Danish and South African

governments have several agreements such as

the Strategic Sector Cooperation on Water and the

Environment. Renewable energy is another area

of cooperation.

___ __

DOLL manager

Teddy Larsen shows

Makgorometje Makgata

from Tshwane how the

smart parking application

sends signals to the

nearest light pole.

www.opportunityonline.co.za | 27


The merSETA welcomed the new Accounting Authority appointed by the Minister of Higher

Education, Science and Innovation, Dr Blade Nzimande.

The minister extended SETAs’ licences for a further 10 years to 2030 in line with the NSDP.

The extension will bring stability and long-term focus to the merSETA’s planning and

strategic projects and will enable it to build on good work done over two decades.

The Accounting Authority will play a pivotal role in guiding management to achieve its stated

outcomes and the need for continuity led the Minister to reappoint some of the previous

members for another term.


It’s about caring

for people we

render services to


It’s about working


with colleagues


It’s about going

beyond the

call of duty



merSETA Social







Kate Moloto | Chairperson

Dr Alex Mashilo

Mr Elias Kubeka

Mr Jacobus de Beer

Ms Jeanne Esterhuizen

Mr Johan van Niekerk

Ms Kirtida Bhana

Dr Lesley Lee

Mr Louis van Huyssteen

Mr Renai Moothilal

Ms Ruth Ntlokotse

Mr Siboniso Mdletshe

Ms Thandeka Phiri

Mr Thapelo Molapo




OS Holdings is an award-winning, client-centric and process-driven software solution business with a footprint

in South Africa, Eswatini and Zambia. We assist medium-to-large organisations in automating their business

processes and provide the systems to deliver on these processes to ensure greater efficiency throughout

the organisation.

Our systems mix consists primarily of ERP,

business process management, CRM, artificial

intelligence, robotic process automation and

real-time financial reporting systems. We have

a strong track record of working closely with

local government and government agencies, as well as

the private sector.

We are a team of licensed professionals made up

of accountants, business analysts, project managers

and developers. Because we are accountants, we

understand our clients’ financial objectives and deploy

accountants to implement and provide training on

relevant systems. We follow an agile approach to

managing projects, innovating along the journey,

and encourage customer collaboration throughout

the process.

Our customer-centric approach ensures that we

offer your business software solutions that will help

make the running of your business cost-effective and

efficient. Together with our partners, we are constantly

seeking solutions that future-proof your business.

OS Holdings’ latest offering is Sage Intacct. We

understand the demands placed on finance professionals

to ensure that they increase efficiency.

Sage Intacct business accounting software combines

operational and financial visibility to help

your organisation thrive. Its highly flexible, powerful

financial management solution adapts to your

unique workflows and reporting requirements.

Sage Intacct connects easily with other best-inclass,

industry-specific solutions to give you a truly

tailored solution. Across all industries, Sage Intacct

customers achieve an average of:

• 250% ROI

• Six months payback

• 79% close time reduction

• 65% productivity improvement

___ __

Key facts and figures

• Year established:


• No of staff: 23

• Major clients:

Ramotshere Moiloa

Local Municipality,

Thabo Mofutsanyana

District Municipality,

Small Enteprise


Agency, Community

Schemes Ombud

Services, Infracast,

Office of the Valuer-

General, RSM, Road

Traffic Infringement

Agency, North

West Provincial

Treasury, Aviation


Services, Midway

Liquors and Pronto.

• Turnover and/or

capacity: R34-million


Regardless of your industry, Sage

Intacct can accommodate your unique

accounting needs. This solution easily

integrates with other best-in-class

apps and services, so you have the

best options for your organisation.

This platform services accelerate

customisation with infrastructure

solutions built to match unique business


OS Holdings prides itself in having

a team of diverse individuals with

experience from both government

and the private sector, therefore we

understand our clients’ financial

objectives. Our target audience is

medium-to-large businesses across

all industries. We offer automated

business solutions that are adaptable

across all sectors and industries. Our

highly specialised team nurtures

ongoing relationships and forms part

of your organisation by offering clientspecific

solutions tailored to your

business needs and strategic goals.

____ ___ _

Nomsa Nteleko, founder and CEO of

OS Holdings (left), is an award-winning

serial entrepreneur with a penchant

for doing good. After launching the

Sage Public Sector department and

developing a fit-for-purpose solution

for the public sector, Nteleko started

OS Holdings in 2012 and is now one of

the most recognised and successful

players in the industry.

She believes in playing an integral

part in growing the South African

economy through empowering young

minds and entrepreneurs. Nteleko

contends that the alleviation of poverty

and removing mediocre thinking is this

generation’s responsibility.

BEE status

• % black ownership: 100%

• % black directors: 100%

• % black staff: 90%


Itumeleng Mphatsoe, Business Development Manager

Dominic Zaca, Sales and Marketing Executive | Natasha Kaunda, Head Professional Services

Address: 65 Phillip Engelbrecht Ave, Meyersdal Office Park, Meyersdal, Alberton, Gauteng 1448

Tel: 010 109 6124 | Email: info@osholdings.co.za | Website: www.os-holdings.co.za




ITeamPay is a leader in integration and connectivity services.

The Powered by ITeamPay seal is a guarantee for the

secure navigation of electronic payments to their

destination, offering safe passage for e-commerce

payments, limiting exposure to malicious activity

and surpassing the highest levels of international

security certification.

The ITeamPay goal

Helping retailers, merchant acquirers and payment

service providers perform POS and e-commerce

data analysis to guarantee the completion of every


Client base

Our key client base consists of payment service providers

and issuers in the finance industry, such as

banking and clearing houses, healthcare providers,

insurance companies and large retailers.

What we offer

We continually strive to deliver on our motto of

PERFECTING COMMERCE © through the deployment of

innovative and fully integrated end-to-end electronic

commerce solutions, incorporating issuing, payment

and reconciliation services.

ITeamPay’s proprietary e-commerce solutions enable

integrated management of transaction payments,

procurement, bill payments, delivery initiation and

issuing. They provide routing for secure, authenticated

commercial transactions in physical and virtual

communities where businesses transact in real time

with their customers, suppliers and partners.

All our solutions are fully PCI PA compliant and meet

international standards as set out by MasterCard, Visa

and global industry associations. They support Point-to-

Point Encryption (P2PE) based on a Hardware Security

Module (HSM), which can significantly reduce the cost

and effort required to achieve PCI DSS compliance in a

retail environment.

Our solutions allow our clients to acquire and issue

multi-token closed-loop and open-loop financial products,

such as debit cards, credit cards, wallet cards,

mobile wallets, gift cards, loyalty cards and vouchers,

whether virtual or physical. In addition, ITeamPay

supports a variety of B2C, P2P and B2B e-commerce

options, including integrated Point of Sale, self-service

terminals, and mobile and web-based transaction services.

ITeamPay’s solutions cross borders and span the

globe. On an average day, transactions valued in the

billions are powered by ITeam software for multiple

organisations worldwide.

___ __

Our story

Established in 2004

by Sabelo Mbatha,

founder of SWM

Net Printing CC.

• One of the first

SWM Net Printing


• Core competence

– sustainable


• Geared up to deliver

full-cycle solutions

• Experience with

over 400 integration


• Delivering solutions

globally with on-shore

and mobile teams

• Offices in

Johannesburg, Cape

Town and Durban

• Large network

of partners.

ITeamPay solutions are designed to

help retailers, merchant acquirers and

payment processors account for every

card-present and card-not-present

interaction in real time, and deliver

more valuable payment services across

POS and e-commerce environments.

Our current solutions include the ITeamPay Universal

Issuing Platform, ITeam Payment Service Provider,

ITeam Billing Engine and ITeamPay Electronic Value.

A plan to suit the client

At ITeamPay, we strive to go beyond securing smart

technical resources by aiming to become your strategic

advisors, providing both thought leadership and best

practice to ensure that you are confident in being able

to deliver solid results in less time and increase your

ROI (Return on Investment). That is why our specialised

team is built with the right mix of highly skilled architects

and consultants, supported by management with

years of industry experience.

With ITeamPay’s API Foundation, the selection and

deployment of an initial production API capability is

used to prioritise and showcase the baseline platform,

while delivering a tangible benefit to the business

through better alignment and communication of

capabilities and requirements.

Another key deliverable is a detailed report and

executive presentation. It will then be codified into a

blueprint and baseline deliverable.

Implementation examples:

• Interbank clearing and settlement for various payment

streams, including cross-Mobile Network Operator

(MNO) redemption of voucher settlement

• Loyalty – Campaign management, awards and


• Electronic Value Distribution (EVD) – Airtime, electricity,

MoneyGram, prepaid fuel, prepaid salaries and

wages, social grants with biometric capabilities, etc

• Billing engines

• Europay MasterCard, Visa (EMV) enablement.

The team

ITeamPay hosts a team of world-class payment specialists

with deep knowledge and experience in protocol

____ ___ _


Tel: +27 11 326 4367 | Mobile: 076 932 98989

Email: sabelo@iteampay.co.za | Website: ww.iteampay.co.za

decoding, machine learning and analytics visualisation.

Whether it be implementation, configuration, advisory

or training, our professional services team is equipped

to help.


For authorisation switches, ITeamPay’s proprietary

tools are used to provide real-time and historical transaction

statistical data, predefined threshold alerts, and

connectivity status. All authorisation networks use

TCP/IP, resulting in quick response times.

Debit card processing

ITeamPay owns and operates the STAR® debit network

which provides our merchants with a strategic advantage

when it comes to processing STAR debit payments.

Technology operations

The call centres and data centres ITeamPay uses are

geographically diverse and operational 24x7x365.

Primary data centres are located in South Africa and

other parts of Southern Africa. This multiple-site design

delivers fail-safe capabilities, as there is no single

point of failure. Systems capacity is provisioned so

that any single data centre can experience a complete

site outage, and the remaining sites have more than

adequate capacity to accommodate 100% of the traffic

during the busiest hour of the year.

Compliance and data security

All production systems are maintained in secure data

centres that are monitored 24x7x365 by security guards

as well as technical staff. Physical security measures

include cameras and motion detectors. Physical access

to the system is restricted to technical support and

security personnel using a magnetic lock system.

Access to systems is controlled by a dedicated Data

Security department.

___ __


and support

• Full software and

application support

• Defect monitoring

and rectification

• Proactive bug fixes

• Packaged software


• Custom application


• System


Re-engineering and


• Existing system


and analysis

• Planning and design

• Re-engineering and

migration process

• Comparing

and testing

• UAT, User

Acceptance Testing.

___ __


• Professionalism

• Quality

• Trust





New research from the BeyondCOVID Business Survey paints a bleak picture for the future of South Africa’s

small business sector one year on from when the Covid-19 pandemic hit the country.

Specialist management consultancy Redflank

conducted the BeyondCOVID Business Survey

between July 2020 and March 2021, surveying

nearly 4 500 companies, more than half of

which were SMMEs.

SMMEs play a crucial role in job creation and growth,

being identified as a productive driver of inclusive

economic growth and development. “In South Africa,

the small business sector is a critical part of the national

economy, with the government’s National Development

Plan 2030 looking to SMMEs as a major source of

employment and stimulator of growth, reducing

unemployment against a backdrop of a formal sector

that continues shedding jobs,” says Fay Mukaddam,

chairperson of BeyondCOVID.

The results of the BeyondCOVID Business Survey

point to a vastly different reality. Lings Naidoo, director

at Redflank and BeyondCOVID co-founder, says: “SMME

respondents indicated that they plan to retrench an

average 13% of their staff – or 1.2-million people – in

the next six months, against a 5% figure for corporates.

At face value, businesses appeared to be in a slightly

better position this year, but closer examination showed

that this applies only to corporates. The situation is

worsening for SMMEs.”

34 | www.opportunityonline.co.za

While 44% of corporates indicate that they have

returned to “business as usual” mode this year, the

comparative number for SMMEs was a 15% drop. While

large and small businesses were equally at risk of

closure at the start of the lockdown one year ago,

SMMEs are now 26 times more likely to have to shut

shop, the survey found.

“We plan to use our business networks within the

private sector and government to leverage funding and

investments, commercial and otherwise,” Mukaddam


• 21% businesses closed (64% expect to reopen)

• 54% currently operating below capacity

• 41% planning to retrench staff over the next six months

• 33% expressed the need for funding over a six-month period in order to continue

trading over the next year

• Businesses expect recovery to pre-Covid-19 levels to take six months longer now

(3.5 years) compared to their projection of three years at the onset of the pandemic

• 5% are cash positive now (up from 2% at the start of the pandemic)

• 57% have staff working from home (dropped from 74% in July 2020)

• 61% willing to allow staff to continue working from home post-pandemic

• The ICT, financial services and real estate sectors have the most people working

from home, and agriculture, transportation and construction sectors the least.

Sectors that are worst impacted, according to the survey, include accommodation

and food; arts, entertainment and recreation; water and waste management;

construction and education. Sectors where corporates are improving but where

SMMEs are still struggling are cited as agriculture and construction.


says, adding that their overall aim is to provide

enabling services and technology to make small

businesses more robust, sustainable and bankable.

To this end, BeyondCOVID has engaged professional

associations including the South African Chamber of

Commerce and Industry, Kisby SME Fund and others

as strategic partners, to deliver on key objectives.


“There is a rich abundance of knowledge, skills and

expertise in our SME sector – all of which have played

an essential role in SMEs being able to adapt to survive

the pandemic. Part of this is that we have had to

move away from a ‘business as usual’ approach and

realise the need to learn from the lessons that the

past year has taught us to plan and prepare for the

future,” says Trevor Gosling, CEO of small business

service provider Lulalend.

Gosling says that SMEs need to understand how their

customer base and needs have changed, which includes

the competition. “These shifts are important to consider,

especially if you want your marketing efforts to yield

the maximum results. If your customer base or their

needs have changed, it is important that SMEs focus on

building new relationships to deliver repeat business

in the future.”

Owners should consider how hastily streamlined

processes and drastically slashed overheads can be

refined to create a new, efficient and cost-effective

business model that can still deliver the best goods

and services to their customers. Combining this with

the advantages of applying digital technology can set a

business owner on the road to recovery.

While most companies have been moving online over

the past few years, the pandemic has shifted this into

overdrive. He says that there is no turning back. “People

have now gotten used to living in a digital world.”

As part of the planning, it is essential that time is

taken to analyse what can be done to reduce financial

constraints in the year ahead. In addition to this, access

to capital to invest in growing or pivoting the business

will be crucial.

Despite some of the advances being made, Gosling

says that small businesses are often held back by poor

cash reserves or a lack of funding. “According to a

recent TransUnion survey, almost 50% of SMMEs listed

access to funding as the main barrier to growth. The

reality is in most instances, traditional lending options

aren’t always available to small businesses.

“Small businesses need to be cautious and have

a contingency plan,” Gosling points out. “With the

current market volatility, they need to ensure that

they manage their cash flows and build up sufficient

cash reserves to improve their liquidity.”

“In many developed and developing economies, SMMEs generally account for

over 90% of all formal businesses. They contribute significantly to GDP and

create and sustain lots of jobs in those countries. In South Africa, while 98%

of formal businesses are SMMEs, they make a far smaller contribution to

employment and GDP.

“If we are to achieve the goal of the National Development Plan for SMMEs to

create at least 90% of the targeted 11-million new jobs by 2030, we need to pay

far closer attention to developing small businesses.

“One of the key elements of the Economic Reconstruction and Recovery Plan

is localisation, and we expect SMMEs and co-operatives to play a central role in

driving localisation. They are nimble and have great insights. To enable SMMEs

and co-operatives to meet the potential demand, our Manufacturing Scheme is

supporting these enterprises to build capacity to supply products in the right

quality and quantity.”

President Cyril Ramaphosa

Virtual engagement with SMMEs and cooperatives, 25 February 2021

“It starts with having the capital they need, when

they need it, to achieve their short- and long-term goals.

Not only is this important for their business growth, but

it is also just as important for the country’s economic

growth,” says Gosling. “It is important that SMEs talk to

their credit providers about access to funding,

including a revolving credit facility to help

manage their cash flow.”

While South Africa’s economy took a series

of blows over the last year, business owners

remain confident that things will slowly start

to stabilise in 2021. This was reaffirmed with

South Africa’s SACCI business confidence

index rising to 93.4 in November of 2020 from

92 in October, above pre-pandemic levels.

According to Gosling, a large part of the

country’s growth this year will be dependent

on SMMEs. “Despite the impact of the Covid-19

pandemic, the remarkable ability of these

businesses to adapt to change has helped them

evolve and ultimately survive. Companies

were resilient, optimistic and innovative,

trusting that, although the situation will not

improve considerably in 2021, it will be able

to at least start stabilising.”

_____ __ ___ __ _ _ _ _ _ _ _ __

There is a rich abundance of

knowledge, skills and expertise in our

SME sector – all of which have played

an essential role in SMEs being able

to adapt to survive the pandemic

___ __ ___ __ _ _ _ _ _ _ _ _ _ _

www.opportunityonline.co.za | 35


Managing water-related

challenges using

smart technologies

Advannotech aims to be a leading provider of intelligent metering solutions, assisting

customers in Africa by deploying the latest technologies enabling them to improve revenue,

reduce operating costs and enhance customer service using Internet of Things (IoT).

As global demand for water is increasing and shows no

sign of abatement, the metering of domestic water usage,

and the application of “smart” or intelligent meter technologies,

is increasingly viewed as being central to reducing the

wastage for water and facilitating more effective management.

It is argued that smart meters encourage more equitable allocation,

through application of the “pay-as-you-go” principle. This results in the

water user paying for what they consume, while seeking to associate

usage and cost to provide a fairer and more sustainable management

solution. The recent water crisis in South Africa highlights the need for

efficient water usage. Not only does overconsumption

result in unnecessary spending, but the misuse of

water can also lead to costly fines. With a smart

water management solution, property owners and

tenants alike can effectively monitor and manage

consumption, and take proactive corrective measures

when and where required, saving water and costs.

The development of our solution allows data to

be sent from the meters to our cloud servers and

then respectively to the portal platform. This allows

the client full visualisation and monitoring of their

meters in terms of location, water usage, leaks and

related pre-set alarms.

With water being a scarce, critical resource,

governments are under pressure to implement

measures that will curb costs relating to water

supply and consumption, and management thereof.

This enables the municipality to maximise total budgeted and potential

income. A turnkey solutions and IoT platform provider, Advannotech,

together with their partners, have designed, installed and are managing

an integrated technology solution to improve the management of water

supply and consumption, revenue collection and water infrastructure.

“From a municipality’s perspective, it is a well-known fact that

inaccurate tariffs, customer arrears, poor metering, unreliable customer

information, faulty billing and invoicing systems affect overall collections,

hence the need for the municipalities to do digital metering. This will

therefore ensure the easy availability of data and will lead to efficient

revenue management, ie ensuring that customers are billed accurately

without delay, and the customer database is properly managed. This

enables the municipality to maximise total budgeted and potential

income,” says Xolani Zuma, founder and CEO of Advannotech.

Advannotech’s first project, rolled out at the start of the year with

a local partner, is at a district municipality in a rural area of South

Africa that now provides the municipality with a real-time view of its

water infrastructure. Faulty meters and accurate

consumption can now be monitored, maintenance

teams will receive instant alerts via email or SMS

about faults and corrective action can be taken

within a short turnaround time. Alerts include

the GPS location of the meter, its status, flow rates

and consumption.

“It’s been a rather exciting project to initiate

a smart way to conserve water. The journey to a

smart city starts somewhere, and where better

than resource conservation,” says Zuma.

“Seeing that our process of data collection

is digital, it eliminates manual inputs and

takes away the human error factor that can

cause incorrect data capturing and faults

accruing during the billing processes. Thus,

providing a 100% auditable process with history

that is always accessible.

“One of the fundamental processes in the utility cycle is to ensure

that we work together with all councils/municipalities to provide

a scope that not only assists the property owner but also assists the

councils/municipalities, thus indirectly assisting them to provide a

better service to all their clients,” Zuma concludes.


36 | www.opportunityonline.co.za




A dazzling array of tourist attractions are on offer in South Africa’s largest province.

From extreme kayaking on the Orange River to

admiring biodiversity in UNESCO World

Heritage Sites and soaking up the atmosphere

of historic Kimberley, the town where South

Africa’s mineral revolution began – the Northern

Cape has it all. Diamonds brought the Northern Cape

to the attention of the world but now a myriad of

experiences and attractions are on offer for domestic

and international visitors.

Kimberley is best known for its central role as the

place where diamonds were discovered and the Big Hole

is a spectacular reminder of just how deep the pioneer

prospectors went in search of sparkling treasure.

But Kimberley as the place where a significant

siege took place in the Anglo-Boer War is also well

documented and visitors can see and experience some

of the spirit of the time, when the Boer republics clashed

with the British Empire from 1899 to 1902. Kimberley

has the distinction of being the first town in the Southern

Hemisphere to install electric street lights in 1882.

The Northern Cape floral beauty is on display from the

end of July every year when the veld becomes a riot of

colour. Another kind of beauty is revealed in the arid

landscapes of the two Transfrontier Parks, the Kgalagadi

and the |Ai-|Ais Richtersveld, both of which are also

UNESCO World Heritage Sites and represent vitally

important biological reserves.

www.opportunityonline.co.za | 37


Train enthusiasts can get close to the Class 19D train

which can be examined in the municipal grounds of

the small town of Warrenton, about 70km north of

Kimberley. Diamonds were discovered in the town and

the train service allowed the farmers in the fertile area

on the Vaal River to supply Kimberley with vegetables

when it was a bustling town full of prospectors.

The Vaalharts Irrigation Scheme is one of the

largest irrigation schemes in the world. Unusually,

the role of women in the creation of the scheme

and in supporting their families through the Great

Depression is memorialised in the shape of a small

church at Hartswater. A charming feature of the

approach to the town is the 38km road known as

Poplar Lane.

Among the many national and provincial parks from which the

visitor can choose, the Augrabies Falls National Park presents the

impressive spectacle of 18km of tumbling water at the Augrabies

Falls, while a variety of fauna and flora are on offer at the Mokala

National Park near Kimberley and Namaqua and Tankwa Karoo

National Parks in the Namakwa region. Adventure-lovers flock to

the Northern Cape because of the variety on offer. Camping with

lions in the Green Kalahari, taking a kayak down the Orange River,

stargazing just about anywhere in the Karoo but particularly around

Sutherland, mountain-biking in the Richtersveld or hunting for

fossils in the Karoo or searching for San rock art in the caves of the

Diamond Fields, there really is something for everyone.

The names of the main tourism routes available give a flavour of

what is on offer:

Quiver Tree Food and Wine Route – along the Orange River.

Kalahari Red Dune Route – into the Kgalagadi Transfrontier Park.

Karoo Highlands Route – is a stargazers’ delight.

Karoo Oasis Route – passes through Anglo-Boer war territory

and tranquil villages.

Go Ghaap Route – has a strong suit in archaeology.

Richtersveld Route – explores South Africa’s only mountain


Namaqua Coastal Route – is for hiking and 4x4 enthusiasts.

Cape Namibia Route – offers millions of flowers.

Museum, Wonderwerk Cave near Kuruman and the Wildebeest

Kuil Rock Art Centre.

Vaal-Harts Dam

Popular with fishers and boat enthusiasts, the dam offers a

perfect setting for a day out. It is a vital part of the Vaalharts

Irrigation Scheme.

Kimberley Diamond Brewery Company

Another waterside experience can be had a short distance south

of Kimberley, where the Kimberley Diamond Brewery Company

operates on the banks of the Riet River, at Ritchie.


McGregor Museum

The McGregor Museum is a respected research institute with

important collections in a variety of fields from archaeology to botany

and South African history. Several satellite museums cover an even

wider range of interest: the Duggan-Cronin Gallery (photography

and ethnography), historical houses (Dunluce and Rudd House),

the Pioneers of Aviation Museum, the Magersfontein Battlefield

Khumba Skate Park

Near to the Big Hole Precinct and the Mittah Seperepere Convention

Centre (below), the Skate Park is the venue for the Kimberley Diamond

Cup, a showcase for amateur and professional skateboarding. The

Northern Cape Province hosted this international championship

for the first time in 2011, then known as the Maloof Money Cup.

38 | www.opportunityonline.co.za

Welcome to South Africa’s

fabled diamond fields

Frances Baard District Municipality is nestled in the north-eastern corner of the Northern Cape Province,

and contains four local municipalities, namely Sol Plaatje, Dikgatlong, Magareng and Phokwane Municipality.

In 1870 diamond diggers proclaimed it the Republic of Klipdrift.

Other towns in the area include Delportshoop, Longlands, Kutlwano,

Sydney on Vaal, Ulco and Windsorton. Dikgatlong is the site of the

first alluvial diamond digging in the region and is renowned for its

excellent fly-fishing spots and luxury game lodges. The adventurous

are encouraged to go in search of the Gong-Gong waterfall on the

Vaal where the quiet river suddenly tumbles into a gully and fills

out into a tranquil pool.



This municipality is named after the first secretary-general of the

African National Congress and writer, Solomon “Sol” Plaatje. At

the heart of Sol Plaatje Municipality is the bright metropolis of

Kimberley, the capital city of the Northern Cape. The municipality

also includes the towns of Modder River, Ritchie, Riverton,

Beaconsfield, Kenilworth, Ronald’s Vlei and Spytfontein.

Kimberley is a diverse city with a vibrant, colourful history. The

city is renowned for its Big Hole and Mine Museum, the largest

excavated hole on earth, and important archaeological discoveries;

Kamfers Dam, a wetland that supports the largest permanent

population of lesser flamingos; Wildebeest Kuil Rock Art Centre, a

premier rock art centre with over 400 San rock engravings; and

the sprawling and vibrant Galeshewe Township, the first and oldest

township in South Africa.


The name Magareng is a Setswana word meaning “The Middle” and

is derived from the fact that this region is literally in the middle of

the country. Warrenton is an agricultural town located 70km north

of Kimberley on the Vaal River and is the administrative centre of

the municipality.

Diamonds were first discovered in Warrenton in 1888. The town

was originally known as Stanger’s Rest, then Fourteen Streams, but

was finally named Warrenton after Charles Warren in 1880.


Phokwane embraces Hartswater, Pampierstad and Jan Kempdorp,

originally named Andalusia. Hartswater is home to Olives South

Africa and boasts a variety of nuts and local wines from Hartswater

Wine Cellar. The town offers accommodation, leisure activities and

historical attractions such as the burial site of Chief Galeshewe and

the Women’s Memorial building. The town of Jan Kempdorp hosts

two World War II concentration camps and lies in the heart of the

Vaalharts Valley and irrigation area.


Dikgatlong is a Setswana name meaning “confluence”, referring to

the place where the Harts and Vaal Rivers flow into one another.

The hub of Dikgatlong Local Municipality, Barkly West, was founded

as a mission village in an area known as Pniel, “Face of God”.

____ ___ _


Tel: +27 (0) 53 838 0911 | www.visitdiamondfields.co.za






Chris Blair, CEO of 21st Century, a change consultancy, shares his thoughts about how

companies should approach their executives’ remuneration in today’s world.

South Africa is one of the most unequal societies

in the world, with the world’s largest Gini coefficient

– a measure of inequality between

the “haves and have-nots”. And in this time of

crisis, business purpose is moving quickly from

making profits for shareholders towards a “new social

contract” – a commitment that addresses social and

environmental problems.

We are seeing a move from “shareholderism” to

“stakeholderism”. In other words, capitalism is giving

way to prioritising the protection and quality of life.

Governance has been catapulted into the limelight

under the banner of ESG (environment, social and

governance) with a fresh look at ESG measures that

address the “reset” that society is demanding.

These circumstances have resulted in seven top

executive remuneration trends around the world, both

in developed and in developing economies:

1. Increasing mandates of remuneration committees

2. Reducing the wage gap or increasing the median pay

of workers

3. Addressing diversity and inclusion

4. Inclusion of ESG measures in short-term incentives

(STIs) and long-term incentives (LTIs)

5. Evolving performance management for a less

contingent and greater virtual workforce

6. Greater focus on employee wellness and engagement

7. The design of new pay systems for new-profile leaders

Remuneration committee charters are extending

their original mandates from all aspects of executive

compensation, disclosure and shareholder engagement

to include:

•Broad-based human capital strategies

•Human capital management, eg:

- retention

- talent management

- diversity

- pay equity

- gender and ethnic gap

- recruiting practices

- performance management

- workforce management

- employee engagement

- employment value proposition

• Talent management policies, programmes and

processes, including training and development,

promotions and termination provisions

• Succession planning

• In addition to oversight of compensation for executives,

includes others that the Committee may

designate beyond the Board of Directors

• Internal disclosures (optional)

The wage gap or pay ratio (measures of pay between the

CEO or top earners and the bottom or median earners)

has become a growing issue worldwide, and it is being

remedied in a few ways:

• Legislated compensation caps are putting a ceiling on

top earners’ wages.

• New governance structures are being implemented.

• A lower percentage of the wage bill is being spent on

executives and executive pay limits are being set as

a portion of net income.

• Five-year moving average pay gap targets are being set

and executive pay freezes or variable pay deferments

___ __

Employees are being

empowered to act as

leaders and given more

autonomy and purpose.

40 | www.opportunityonline.co.za


are being implemented (largely driven by Covid).

• Profit sharing is being implemented across all staff.

Remuneration committees are widely adopting

strategies that address the growing wage gap to reduce

it over time. In a recent Just Capital survey, the top

100 USA companies surveyed have increased their

median pay by 18%. The wage gap is currently highest

in the extractive industry where the CEO earns 41.3

times the general staff at the 50th percentile.

Remuneration committees are being compelled to

address diversity and inclusion – not only at executive

level, but also at management level. Companies are

routinely setting diversity targets and conducting

gender/race pay equity audits. They are also moving

from meeting the JSE listing requirement of diversity

statistics at board level to actively targeting board

representation through inclusion.

Currently, non-executive boards are made up of approximately

50% white members, 40% black, 5% coloured and

5% Indian members. The gender split is approximately

67% male and 33% female, but is worse in the extractive

industry, with only 28% female representation.

The inclusion of ESG (environment, social and governance)

measures in corporate scorecards is a growing

trend that has been accelerated by the move to stakeholderism

and the effects of the Covid-19 pandemic.

Typical measures include:

Social – fatalities, injuries, illnesses, exposure to

harmful substances, workplace policies, gender balance,

diversity and inclusion, employee engagement,

employee voluntary turnover, training and development,

behaviours, ethics, values and company culture.

Environment – greenhouse gas (GHG) emissions

(South Africa is the 14th-largest emitter in the world),

non-renewable energy, renewable energy, environmental

incidents, air quality, land management, water

and wastewater management, waste and hazardous

materials management and sustainability measures.

Customer – customer satisfaction, customer net

promoter score (CNPS), customer complaints, customer

resolutions, product quality and product safety.

Community – incidents, complaints and investments.

Governance – governance at the board level,

governance at executive level, risk management,

compliance, behaviours, ethics, values and culture.

In a recent worldwide study by the GECN Group

of companies, among ESG measures in incentives,

61% of the companies surveyed were implementing

social change. This was followed by customer (37%),

governance (32%), environmental (25%) and community

(10%). In the social category, employee engagement,

diversity, equity and inclusion (DEI), and health and

safety are the most widely implemented.

Within the customer category, customer

satisfaction is the most common.

The new way of working is a major trend

that is effecting major change on companies

and their workforces. Virtual board meetings

work, but they are not optimal. A minority of

directors view virtual board meetings as just

as effective as in-person meetings. The lack

of non-verbal communication is stated as the

highest-ranked challenge of virtual meetings.

But even in this less optimal environment,

most directors believe that they have been able

to perform their work effectively.

Virtual board meetings are here to stay.

Based on their experiences over the last year,

large majorities of directors expect to see

virtual board and committee meetings in the future.

They also view virtual board engagement as a useful

tool to enhance board effectiveness. Companies are

allowing staff (those that can) to work remotely and are

realising that the contingent workforce can be replaced

by virtual full-time equivalents who are more integrated

and aligned to the company culture and vision.

Performance management must be adapted for remote

working conditions and it is moving from inputs and

outputs to outputs and outcomes. Employees are being

empowered to act as leaders and given more autonomy

and purpose. The methods and speed of communication

are being adapted for the virtual environment.

Agile work teams are quickly established to capitalise

on opportunities and then disbanded just as

quickly once the project is complete. New opportunities

and career paths need to be developed to adapt to

the changing environment of work, so re-training and

re-skilling of employees has become part of the new

employee value proposition as companies transform

into learning and development centres.

The final major trend is employee wellness and

engagement. One quarter of South African employees

are taking antidepressants and report anxiety and

financial insecurity as being part of their lives. Most

organisations are reviewing their employee value

proposition – with a huge emphasis on employee

wellness. Companies are including employee wellness

measures in their ESG implementations, prioritising

employee engagement, employee retention and

employee health.

The new social contract and the business purpose of

preserving human life and livelihoods are significant

challenges. But if executives step up by walking the

talk with employees and stakeholders, it will go a long

way to addressing the current social and environmental

problems that arise during times of crisis.

___ __

Chris Blair, CEO

of 21st Century

www.opportunityonline.co.za | 41


small business


The Foundation of Economic

Recovery and Sustainability

Following the unprecedented challenges of 2020, SMMEs will be the crucial drivers

of economic recovery


The SMME Roadshow, supporting developing businesses since 2014, is being relaunched

by Global Africa Network in a virtual format in 2021.

• Focus Hubs will cover key topics covered including:

• Access to funding

• Access to markets

• Covid-19 relief

• Training and skills development

• Compliance and regulatory

• Business and technology support


· Increased flexibility and access

· Greater opportunity for interaction

· Monitoring and recording

of attendance and interaction

Regional Hubs will provide provincially-specific support and information

Virtual rooms allow organisations to present their offerings to the SMME community.

The SMME Virtual Roadshow will be an important

driver of economic growth and job creation

Contact info@gan.co.za for further information on participation (for SMMEs)

and sponsorship opportunities (for organisations providing support to SMMEs)

small business S




Steinmüller Africa (Pty) Ltd. is one of the enterprises in Bilfinger Power Africa (Pty) Ltd., the South

African subsidiary of German based Bilfinger. Our presence in the local market, spanning 53 years,

is testimony to our unrivalled expertise in the steam generation industry. Services offered range

from the design and manufacturing to the construction and maintenance of boiler pressure parts.

At our South African based manufacturing facilities, we also specialise in fabrication of highpressure

feedwater heaters, pressure vessels, pipe supports and compensators. On-site

maintenance crews provide support to the power generation and petrochemical sectors.

Engineering design services

Boiler pressure parts

Commissioning, field and testing services



Induction bending of HP/HT piping

Heat treatment (workshop and in situ)

HP Heaters

Piping technology

Pipe supports

Plant erection services

Explosive welding



Visit our stand at the

African Utility Week Expo

Recovery and Sustainability


of Foundation The

of economic recovery

of 2020, SMMEs will be the crucial drivers

challenges unprecedented the Following

and sponsorship opportunities (for organisations providing support to SMMEs)

Contact info@gan.co.za for further information on participation (for SMMEs)


The SMME Roadshow, supporting developing businesses since 2014, is being relaunched



· Increased flexibility and access

by Global Africa Network in a virtual format in 2021.

· Greater opportunity for interaction

· Monitoring and recording

of attendance and interaction

• Access to funding

key topics covered including:

cover will Hubs Focus •

• Covid-19 relief

markets to Access •

• Compliance and regulatory


skills and Training •

Virtual rooms allow organisations to present their offerings to the SMME community.


and support provincially-specific provide will Hubs Regional

• Business and technology support

The SMME Virtual Roadshow will be an important

driver of economic growth and job creation



independent, dynamic


and black-owned

Molefe Dlepu Inc. is a trailblazing firm dedicated to outstanding legal practice in South Africa

Kathleen Hlaleleni Dlepu and Daisy Sekao Molefe founded

the firm in 1995 and their legacy endures today among

our determined and highly skilled team of mostly women

lawyers. Under the leadership of directors, Kathleen Dlepu

and Solomon Stanley Isaka Boikanyo, who joined the firm as

a director in 2014 after Daisy Molefe’s departure to the judiciary, we

are a force of excellence, empowerment and progress.

We stand with you

Our vast and growing base of valued clients keeps us committed

to a high standard of professional legal services. We rely on years

of experience and well-recognised legal expertise to defend the

interests of individuals, private and public companies, government

departments and everyone in between. As a client of Molefe Dlepu,

you can expect informed, innovative and practical legal advice

rooted in ethics and hard-earned skill.

We stand apart

At Molefe Dlepu, we challenge ourselves to redefine the concept of

a successful law firm through our devotion to good practice, better

people and a stronger society. This starts with raising a generation

of brilliant lawyers from previously disadvantaged backgrounds, a

majority of whom are women. We also give back to communities

through social programmes for the less fortunate and keep a healthy

portfolio of pro bono cases. Beneath all our work lies a united belief

in access to justice for all.

Our success and reputation on an international scale is strengthened

by our collaboration with diverse talented lawyers that are

recognised by associations such as the National Bar Association

and the Black Lawyers Association (SA).

Our connection to associate firms across the globe lends us

the boundless wisdom necessary to handle cases of national and

international concern. Molefe Dlepu has the experience, talent and

legal arsenal to provide first-rate professional legal services in

every case.

We fight for you

As attorneys and litigators, we defend your interests in legal matters

ranging from family law to corporate, commercial and financial

services. Our team of litigators is trained to be relentless and always

well-informed when defending our clients.

We have you covered

We offer you an ever-expanding catalogue of legal services. Labour

law, tender legislation and rules, SABS compliance, regulatory

work and policy formulation are all legal spheres that Molefe Dlepu

comfortably excels in.

We grow with you

As conveyancers, we handle the full width of property law, including

the transfer of property, drafting of leases as well as the registration

and cancellation of mortgage bonds – among many other services.

We see greatness

We want the name Molefe Dlepu to mean merit. We aim to be South

Africa’s foremost independent black-owned law firm by establishing

ourselves as a reliable source of superior legal services. We nurture

a network of relationships with local and international law firms that

grow our resources and sharpen our skill set.

We remember for you

As notaries, we carry out and oversee a range of legal formalities,

such as the preparation of contracts, witnessing of signatures and

certification of documents. Our highly qualified notaries are a prized

resource for consistently legally sound arrangements. We are trusted

by the best.

21st Century

warriors of the Law,

at your service.

We are MOLEFE DLEPU INC. a trailblazing black

owned firm dedicated to defending you, helping

you grow and remembering for you.

Get to know our team of attorneys, conveyancers and

notaries at www.molefedlepu.co.za


Anti-corrup tion


Rui Lopes, Managing

Director at Lopes Attorneys,

discusses the importance of justice

for all, and how societal justice and

anti-corruption are interlinked.

Iam a firm believer that anti-corruption compliance and social

justice are synonymous with one another. And when we

address the crimes of bribery and corruption, we must ask:

do bribery and corruption speak to the collective welfare of the

state and, in turn, make an impact on social justice?

Modern states around the world are required to gear their

societies to advance the health and welfare of their citizens. Welfare

touches on a broad spectrum of personal and public aspects of life.

There can be no doubt that acts of bribery and corruption in a

state, regardless of whether these offences happen in the public or

private sector, are detrimental and have a domino effect on public

welfare and social justice.

States punish the offences of bribery and corruption because

they are subversive to the democratic principles of public

administration. And in the private sector, this has a considerable

impact on the free-market economy.

Anti-corruption compliance – an absolute necessity

The importance of anti-corruption compliance cannot be stressed

enough. Companies are required to ensure that they have a robust

and properly thought-out anti-corruption compliance programme

that prevents bribery and corruption by employees at all levels.

Organisations need to know that implementing an effective anticorruption

compliance programme is fast becoming the norm, and

so it should be, especially considering the scathing revelations

coming out at the State Capture Commission of Inquiry. Compliance

policies ensure that businesses are protected and are viewed as

more transparent and trustworthy. And it can cut legal expenses

for the company in the long run when instances of corruption

and/or bribery do not occur or are eradicated as much as possible.

46 | www.opportunityonline.co.za


Ethical and transparent practices also help employee

motivation and satisfaction.

Ignorance should not be bliss

Having a robust anti-corruption compliance policy is not

quite enough. Too often, companies do not implement

policies fully in practice. And many employees are not

even aware that the policy exists. Companies must

ensure that their employees are aware of the policy and

the mechanisms for reporting and investigating that

are available to them in the workplace. Companies are

also required to provide training around bribery and

corruption so that employees are able to identify it in

their day-to-day dealings. Without these measures in

place, the policy has no value.

Where does the anti-corruption compliance

policy begin?

The first step is ensuring that an anti-corruption

compliance policy is properly drafted. This takes

some mental work on the part of the company. The

company needs to scrutinise their business from the

top down and ensure that every level of their company

and every aspect of their business is covered. This

means undertaking risk evaluations and unpacking

the structural organisation of the company. In doing

this, the company needs to examine the third parties

they engage with and whether there are contracts

governing these relationships, the quantity of cash

payments and the level of public sector involvement

the company has.

Once a policy is drafted and adopted, the company

should assess whether any other documents would need

to speak to the policy. These include instructions, ethics

codes and the like. And the company should ensure that

internal reporting lines and investigation procedures

for any contraventions of the policy are firmly in place

and are always adhered to.

Policies should be implemented from the top down,

as employees should ideally see that leadership and

management are abiding by the policies they have

implemented. And they should be strictly enforced. The

adoption of a Social and Ethics Committee (where it is

not obligatory to be created as per the provisions of the

Companies Act) should also seriously be considered to

ensure oversight and compliance with policy.

Additionally, the company could consider establishing

a whistle-blower hotline so that employees are able to

report contraventions. In these cases, the company

should put adequate measures and policies into effect

for whistle-blower incidents to assure the employee

that they can remain anonymous and to safeguard the

integrity of the entire process.

_____ __ ___ __ _ _ _ _ _ _ _ __

States punish the offences of

bribery and corruption because they

are subversive to the democratic

principles of public administration

___ __ _____ __ _ _ _ _ _ _ _ _ _

The current climate

Recently, there has been a marked increase in bribery

and corruption, money laundering and cybercrimes,

which, in most instances, seem to be an indication of the

current economic climate. In South Africa, the spotlight

is currently on State Capture, and the instances of

bribery and corruption within the public sector. These

are extremely far-reaching and involve several private

sector players as well. What we will likely see coming

from this is that once the State Capture Commission of

Inquiry has finalised testimony, several prosecutions

are likely to arise.

An uptake in the quantity of cases being heard by the

specialised commercial crimes courts has been noted.

The latest report issued by the Financial Intelligence

Centre notes an alarming increase in money laundering

in South Africa. Companies are required to take active

steps to curb this and should not be caught off guard, as

the repercussions are potentially catastrophic.

Social justice has many dimensions, particularly in

an economic downturn, where incidents of bribery and

corruption are on the rise. Now, more than ever, firm

anti-bribery and corruption policies are needed in the

bigger picture.

___ __

Rui Lopes, Managing

Director at Lopes


www.opportunityonline.co.za | 47



and action The

national anti-corruption strategy

In his 2021 State of the Nation Address, President

Ramaphosa emphasised the deep negative

impact of corruption on the country’s growth and

development, with specific reference to the shocking

revelations emerging from the Zondo Commission.

“South Africans need no reminding that corruption

is a cancer that is destroying the fabric of our society,

and the recent scandals relating to the procurement of

personal protective equipment have driven home how

brazen the looting has become. But, at the same time,

society is cynical about government’s political will truly

to bring malefactors to book,” argues Parmi Natesan,

CEO of the Institute of Directors in South Africa (IoDSA).

“Accountability is critical to rebuilding trust in the

institutions of state and in government itself. It’s critical

that the Anti-Corruption Strategy works and is seen

to work.”

___ __ _ _ _ _ _ _ _ __

Transparency is

the twin sister of ethics

and accountability

_ __ ___ __ _ _ _ _ _ _

The IoDSA urges that government needs to consider

the following in order to ensure its anti-corruption

strategy works:

Is it well designed? “It’s important the programme

is aligned with legal requirements and stakeholder

expectations – it must deliver accountability in

line with what long-suffering citizens want,” she

explains. “Equally important, the programme must

focus on the key risks to ensure maximum impact,

and its results must be rigorously measured and

reported. Transparency is the twin sister of ethics and


Is it being applied in good faith? With the greatest

respect, it is easy to set up initiatives but only few

deliver. Adequate resourcing and a record of swift

action taken against corrupt individuals indicate

good faith. It must also be clear that initiatives are in

place to make ethical behaviour the default setting

across government. These would include a visible

commitment to ethical behaviour at the highest

echelons of government, comprehensive training

throughout the organisation and a well-communicated

anti-corruption policy. In a sense, government is the

board of South Africa Inc, and

so is responsible for setting the

“tone at the top” and driving it

down throughout the country.

Does it work? Any programme

is only as good as its results.

Government must commit to

actively monitoring how well its

anti-corruption programme is

working based on a consistent set

of metrics, one of which should be

the incidence of corruption both

in terms of value and number of

incidents. “Government needs to ensure not only that

that monitoring takes place, but that it reviews the

results regularly to identify and remediate any gaps,”

Natesan notes.

It’s worth reminding ourselves of how serious the

consequences of corruption and unethical practices

are. They include lack of societal service delivery, and

reputational damage to the country and the government,

as well as their leaders.

From a governance perspective, corruption is

essentially the opposite of good corporate governance

ie, ethical and effective leadership.

“A corrupt country will find it hard to attract foreign

direct investment, inhibiting the growth of a tax base

government can use to fund social-upliftment projects.

Civil claims by parties who suffered loss because of

corruption are also a possibility,” Natesan concludes.

“Of course, individuals convicted of corruption could

face criminal charges as well.”

___ __

“Accountability is

critical to rebuilding

trust in the institutions

of state and in

government itself.

It’s critical that the


Strategy works and

is seen to work.”

– Parmi Natesan,

CEO of the Institute

of Directors in South

Africa (IoDSA).

48 | www.opportunityonline.co.za



S&A Chartered Accountants Incorporated (S&A) is a world-class

professional service firm rooted in African tenacity and innovation.





Tebalelo Peter Serite CA(SA)

Founder & Group MD

S&A Chartered Accountants

Business Engineering

Offering a range of services, among others auditing, taxation, accountancy and advisory to

both the private and public sectors, S&A is a firm that is 100% African owned and managed.

We are a practice founded and incorporated in South Africa with offices in Gauteng,

Durban and Limpopo, led by management with over a decade of industry experience. Our

experience, expertise, skills and structures enable us to deliver a distinguished service to

our clients consistently across industries, sectors and geographical locations.

Corporate PROFILE

Our purpose is to be trusted and add value by consistently providing innovative, timely

and quality services that contribute to our clients’ success. We make a strong commitment

to our clients to understand them, their

business, their vision, challenges and

industry to ensure that we provide service of

distinguished excellence.

______ ___ _

Our division, S&A Innovations, boasts a

groundbreaking tech-driven digital incubator

and accelerator, Bohlale Business Incubator,

that aims to support SMMEs, unemployed

graduates and to provide value to corporates

in the form of optimal tax planning and

B-BBEE maximisation.

Read more www.seriteca.co.za/bohlale

Founder and MD of S&A Chartered Accountants,

Peter Serite is a chartered accountant, transformation

expert, lecturer, entrepreneur, and auditor.

He is a well-seasoned industry leader in auditing and

assurance, B-BBEE advisory and SMME development.

Serite has vast experience in both the public and private

sectors and boasts of a client portfolio with a wide

range of JSE-listed clients, multi-national corporations,

state-owned entities and high-growth SMMEs.

He is passionate about transforming lives, empowering

the youth, and creating sustainable employment.


Telephone: 012 004 1530 | WhatsApp: +2779 7755 799 | Email: info@seriteca.co.za | Website: www.seriteca.co.za

Physical address: Cnr William Nicol & Sloane, Bryanston 2191, Gauteng

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