Service Issue 78

Service 

L E A D E R S H I P I N G O V E R N M E N T 

ISSUE 78 

NOV/DEC/JAN 2021/22 

LIMPOPO’S GOLDEN GROWTH 

OFFICE 22: THE NEW WAY OF WORK 

OIL AND GAS ON THE RISE IN SA 

NELISIWE MASANGO: MINDING THE 

GENDER AND RACIAL WEALTH GAP 

HEALTHCARE IN SOUTH AFRICA 

FOSSIL FUELS DEBATE

Scan this code to learn more about our Always Connected Work+ offering 

or Search www.vodacombusiness.co.za

contents 

S 

IN THIS ISSUE | SERVICE, ISSUE 78, NOVEMBER/DECEMBER/JANUARY 2021-22 

SERVE AND DELIVER 

A round-up of news, snippets and trends 

THE GENDER AND RACIAL WEALTH GAP 

Nelisiwe Masango discusses the great 

divide in South Africa 

OIL AND GAS ON THE RISE 

PASA outlines the vital role that gas 

can play in SA’s economic recovery 

3 

SOUTH AFRICA'S ENERGY MIX 

Scope grows for renewables 

6 

VALUE CREATION IN ESG 

The civil case for more socially and 

environmentally responsible behaviour 

10 

SOUTH AFRICA’S WATER SECURITY 

Collaboration between the private and 

public sector can solve the water crisis 

12 

LIMPOPO: THE GOLDEN GATEWAY 

Attracting sector investment growth and 

inclusive development 

14 


How inequity is contributing to inefficiency 

in this sector 

20 


Unpacking the hybrid model of work 

24 

ALSO IN THIS ISSUE 

IFC 

VODACOM 

18 NMISA 

23 VEOLIA SERVICES SA 

30 BCX 

34 ESET 

IBC 

OBC 

BCX 

VODACOM 

32 

MUNICIPAL SPOTLIGHT: eTHEKWINI METRO 

The playground powerhouse, cosmopolitan 

city and mining mandate 

NEXT ISSUE 

36 

Service 

L E A D E R S H I P I N G O V E R N M E N T 

ISSUE 78 

NOV/DEC/JAN 2021/22 

LIMPOPO’S GOLDEN GROWTH 


OIL AND GAS ON THE RISE IN SA 


NELISIWE MASANGO: MINDING THE 

GENDER AND RACIAL WEALTH GAP 

FOSSIL FUELS DEBATE 

Service magazine | 1

S 

editor’s note 

Equal service for all 

The legacy of apartheid has left South Africa unequal in so many 

ways. It excluded a large part of our population from economic 

opportunities. Coupled with the slow economic growth of the past 

decade, not enough jobs have been created to absorb the unemployed 

and new entrants to the labour market. “We must acknowledge that 

inequality and privilege do exist in contemporary South Africa,” says 

Nelisiwe Masango, founder of Ubuntu Invest (page 6). 

“South Africa relies on a progressive tax system and social safety 

net to reduce inequality. But the rollercoaster of increased national 

debt means that government has had to reduce the scope of fiscal 

policy as a leveraging redistributive tool. This leaves much less 

available to divert funds to help solve the problems poor South 

Africans are facing. If government, however, shifted its collective 

mindset to become more responsive, the current situation would 

not be so hugely instrumental in perpetuating the problem,” 

Masango adds. 

Russell Rensburg, director of the Rural Health Advocacy Project, 

agrees that South Africa’s institutional frameworks prolong 

inequality, rather than address it. He says that publicly funded 

healthcare is not allocated based on need but is determined by 

each province’s relative share of the population. He believes that 

the country must find a way to make sure the availability of care is 

spread more evenly throughout the system and that we cannot look at 

the private and public sectors separately as one has an impact on the 

other. “South Africa’s healthcare system is inefficient – both public 

and private. The cost of healthcare is too high. In the long term, 

improving the quality of care in the public sector would balance out 

people’s need to have expensive medical insurance (page 32). 

Due to a relatively small payer base in South Africa, we have 

substantial revenue shortfalls, to the extent of R33-billion per 

annum just for water. Currently, there is insufficient cash in the 

system to afford the entire population water services. A culture of 

non-payment exacerbates the issue exponentially. The water sector 

needs money to maintain, operate and augment infrastructure. 

“The user-pays principle is key to reinstate water security, so 

all must pay, and the indigent population receive subsidies after 

paying something. I say this as currently there is insufficient 

cash in the system to afford the entire population water services. 

A thriving economy would reduce our indigent population – the 

highest in the world – but to thrive it needs revenue from all. All 

successful economies have all paying for water services at levels that 

all can afford. We cannot afford these inefficiencies and need to 

address them as part of kickstarting our economy,” says Benoît Le 

Roy, CEO of the South African Water Chamber (page 20). 

While everyone has the right to work, water and health, there is 

not equal enjoyment of these rights. 

“We cannot rely solely on legislation to solve the problem. We need 

a mindset shift. As a society, we can make a conscious choice to 

support and invest in small businesses that empower marginalised 

sections of the population,” Masango points out. 

In the case of Africa, SMEs represent approximately 80% of the 

economic activity on the continent. Nowadays, all that is needed to 

kickstart an entrepreneurial journey is data, a mobile device with 

a browser and social media. 

“We must acknowledge that inequality and 

privilege do exist in contemporary South Africa.” 

Which brings us to the new way of work. The hybrid model, 

in the simplest terms, can provide the best of both worlds; the 

flexibility to work at home and the freedom to have other priorities 

in life. There is no simple approach to effective hybrid working, 

but when the right model is in place, businesses have the potential 

to truly flourish. Our article on page 36 unpacks all aspects of the 

revolutionary hybrid way of work. 

Elsewhere, Limpopo is open for business (page 24) and don’t miss 

the next edition of Service, eThekwini Municipality works towards its 

vision of being Africa’s most caring and liveable city by 2030. 

Alexis Knipe 

Editor 

Editor: Alexis Knipe | Publishing director: Chris Whales | Managing director: Clive During | Online editor: Christoff Scholtz | Design: Simon Lewis 

Production: Aneeqah Solomon | Ad sales: Venesia Fowler, Tennyson Naidoo, Tahlia Wyngaard, Norman Robson and Vanessa Wallace 

Administration & accounts: Charlene Steynberg, Kathy Wootton | Distribution & circulation manager: Edward MacDonald | Printing: FA Print 

Service magazine is published by Global Africa Network Media (Pty) Ltd | Company Registration No: 2004/004982/07 

Directors: Clive During, Chris Whales | Physical address: 28 Main Road, Rondebosch 7700 | Postal: PO Box 292, Newlands 7701 

Tel: +27 21 657 6200 | Email: info@gan.co.za | Website: www.gan.co.za 

No portion of this book may be reproduced without written consent of the copyright owner. The opinions expressed are not necessarily those of 

Service magazine, 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. 

2 | Service magazine

snippets 

S 

SERVE AND DELIVER 

THE INTER-PARLIAMENTARY UNION ASSEMBLY 

In an address at the 143rd Inter-Parliamentary Union (IPU) Assembly 

in December 2021, Speaker of the National Assembly, Nosiviwe 

Mapisa-Nqakula, noted that the South African delegation was pleased 

that the issue of equity in the manufacturing and distribution of the 

Covid-19 vaccines was prioritised during the emergency item debate. 

This indicates that most countries are united in ending exclusivity and 

nationalisation of vaccines, Mapisa-Nqakula pointed out. 

The Speaker commended African parliaments for tabling an emergency 

item on equity in vaccine manufacturing during an Assembly plenary, which 

was fully supported by the rest of the world parliaments. 

The Speaker also expressed her pride in how the young delegation 

members spoke strongly on a wide range of issues, calling for parliaments 

across the globe to demonstrate practical and concrete action to resolve. 

This included the issues of women and youth representation to ensure fair 

and equitable representation of the world population in legislative bodies. 

“It is now time for the older generation to hand over the baton and 

allow young people to take over,” she said. 

The IPU, a global organisation of national parliaments, facilitates 

parliamentary diplomacy and empowers parliamentarians to promote 

peace, democracy and sustainable development around the world. 

RAMAPHOSA HONOURS FW DE KLERK 

“Serving as Deputy President from 1994 to 

1996, Mr de Klerk played an important role in 

the Government of National Unity, dedicating 

himself to the constitutional imperative of 

healing the divisions and conflict of our past. 

“Deputy President de Klerk’s passing, weeks 

before the 25th anniversary of our democratic 

Constitution, should inspire all of us to reflect 

on the birth of our democracy and on our 

shared duty to remain true to the values of 

our Constitution.” – President Ramaphosa on 

passing of Former State President FW de Klerk. 

The Former Deputy President passed away 

on 11 November 2021, after an extended period 

of illness. He was 85 years of age. 

SALGA UPSKILLING COUNCILLORS 

SALGA coordinates and delivers the Integrated Councillor 

Induction Programme (ICIP) in collaboration with a range of 

stakeholders within and outside of government. To be convened 

under the theme, “Enabling Ethical and Dynamic Political 

Leadership”, the purpose of the induction training is to entrench 

the culture of accountability and ethical conduct for the newlyelected 

councillors to build a capable developmental local 

government that is responsive to the people and communities. 

The virtual platform, known as the SALGA Leadership 

Village, will be introduced to the nation during the launch as 

a ground-breaking achievement that the organisation has 

put together to deliver its training programmes, generic and 

credit-bearing. 

NEW BOARD FOR NYDA 

President Ramaphosa appointed the new National Youth Development 

Agency (NYDA) Board designating Asanda Luwaca as chairperson and 

Karabo Mohale as deputy chairperson. Luwaca is the first female chairperson 

of the board, in line with the president’s commitment to advance women 

leadership at all levels. 

President Ramaphosa said: “I see the NYDA as a vital partner in the 

implementation of the Presidential Youth Empowerment Intervention 

and ensuring that young people are prioritised as part of the Presidential 

Employment Stimulus. 

“The new board brings together a group of individuals with diverse expertise 

and experience in youth development. I have every confidence that they 

will ensure sound governance of the agency and will dedicate themselves to 

the critical task of building a better future for the youth of South Africa.” 


S 

snippets 

TRUST IN SERVICE DELIVERY 

Consulta’s eighth South African Citizen Satisfaction Index (SA-csi) shows 

that Citizen Satisfaction and trust in local municipalities to deliver basic 

services has dropped to its lowest ebb since the index's inception. The 

SA-csi for Municipalities 2021 measures the Citizen Satisfaction and trust 

in service delivery in eight category-A municipalities (metros): Buffalo 

City, Cape Town, Ekurhuleni, eThekwini, Johannesburg, Mangaung, 

Nelson Mandela Bay and Tshwane. 

In the 2021 Citizen Satisfaction Index, Cape Town again emerges as the 

leader on overall Citizen Satisfaction for the fifth consecutive year. Cape 

Town recorded a score of 61.9 out of a possible 100 – but is more than 

10 points above the same level score of 51.1 for all municipalities and well 

ahead of all other metros polled, which perform either on or below par. 

“Local government structures are the only sphere of government 

in South Africa where our Constitution stipulates a clear mandate: a 

functional body that ensures that citizens are provided with quality 

transport and roads; adequate spatial planning and housing; economic 

opportunities and development; essential services ranging from utilities 

to fire services as well as recreation and an environment to work, live and 

thrive in. For millions of citizens, this mandate is nowhere close to being 

realised,” explains Natasha Doren, Senior Consultant at Consulta. 

The SA Citien Satisfaction Survey 2021 

Overall citizen satisfaction score 

51.1 

Industry 

51.1 

44.0 

Buffalo 

City 

44.0 

61.9 

The overall Citizen Satisfaction level, as an average across all metros, 

lowest point in five years. 

Citizen expectations and perceived quality 

The overall expectations index has declined by an alarming 10 index 

points to 63.2, from a par of 73.4 in 2020 – the sharp decline in citizen 

Cape 

Town 

expectations signals a worrying breakdown in citizens’ trust in their 

metro’s ability to deliver services. 

THE SA CITIZEN SATISFACTION SURVEY 2021 

61.9 

52.2 

Ekurhuleni eThekwini Johannesb Mangaung 

their citizenry. urg 

52.2 

Detailed service quality evaluation 

The aspects under evaluation in the index include refuse removal, 

maintenance of and building new roads, keeping parks tidy, providing 

clean drinking water, access to electricity, sewage and stormwater 

drainage management and street lighting. 

According to the survey, Cape Town is the only metro that delivers 

on all these measures at margins significantly above par. Mangaung 

performs well below par on all scores, indicating a collapse in all service 

delivery aspects that matter 

to citizens. 

Citizen Trust 

Citizen Trust has declined to its 

lowest point since the index’s 

inception, dropping to a par of 

53.6 in 2021, from 60.7 in 2020 

and 64.9 in 2017. Cape Town is the 

leader on the trust index at 65.1 

almost 12 index points above par. 

Ekurhuleni (54.8), Nelson 

Mandela Bay (53.7), Tshwane (53.4) 

and Ethekwini (52.1) follow on par, 

while Johannesburg (48.4), Buffalo City (44.3) and Mangaung (38.4) are 

well below par on Citizen Trust. All metros show a sharp decline in these 

scores compared with 2020, except for Nelson Mandela Bay which 

50.1 

47.2 

32.6 

Nelson 

Mandela 

Bay 

50.5 

Tshwane 

2017 59.3 47.2 68.5 59.8 57.8 57.0 51.3 59.0 57.7 

2018 57.4 46.2 65.2 57.6 57.5 55.0 41.1 61.9 56.2 

2019 54.0 43.4 64.1 55.7 55.5 49.9 40.5 50.5 51.3 

2020 55.7 46.5 66.0 58.4 57.2 51.4 38.9 49.8 53.6 

2021 51.1 44.0 61.9 52.2 50.1 47.2 32.6 50.5 50.0 

50.1 

47.2 

remained the same. 

32.6 

50.5 

50.0 

Local government is the sphere of government closest to the people. 

It follows that the focus of local government should be on its citizens 

and delivering what the people need and expect as protected in our 

Constitution. An index like SA-csi serves a purpose in that it provides 

local government with a scorecard that is marked by the voice of 

50.0 

Citizen expectations and Buffalo perceived Cape quality 

Johannesb 

Nelson 

Industry Buffalo Cape Ekurhuleni eThekwini Johannes- 

Mangaung 

Mandela 

Tshwane 

The overall expectations City 

index has Town declined by an alarming 10-index burg 

points to 63.2, Bayfrom a par of 

73.4 in 2020 – the sharp decline in citizen expectations signals a worrying breakdown in citizens’ 

2017 59.3 47.2 68.5 59.8 57.8 57.0 51.3 59.0 57.7 

trust in their metro’s ability to deliver services. 

2018 57.4 46.2 65.2 57.6 57.5 55.0 41.1 61.9 56.2 

2019 54.0 43.4 64.1 55.7 55.5 49.9 40.5 50.5 51.3 

Detailed service quality evaluation 

The aspects 

2020 

under 

55.7 

evaluation 

46.5 

in the 

66.0 

index include 

58.4 

refuse 

57.2 

removal, 

51.4 

maintenance 

38.9 

of and 

49.8 

building 

53.6 

new 

roads, 2021 keeping 51.1 parks tidy, 44.0 providing 61.9 clean 52.2drinking 50.1water, 47.2 access to 32.6 electricity, 50.5 sewage 50.0and 

stormwater drainage management and street lighting. 

Citizen expectations and perceived quality 

The According overall to expectations the survey, Cape index Town has declined is the only by metro an alarming that delivers 10-index on all points these to measures 63.2, from at a margins par of 

73.4 significantly in 2020 above – the par. sharp Mangaung decline in performs citizen expectations well below par signals on all a scores, worrying indicating breakdown a collapse in citizens’ in all 

4 | Service magazine 

Table © Consulta

snippets 

RISE IN UNEMPLOYMENT 

The Steel and Engineering 

SEIFSA economist Palesa Molise noted that on aggregate, the data 

Industries Federation of 

shows that 660 000 jobs in total were lost between the third quarter and 

Southern Africa (SEIFSA) is second quarter of 2021. The broader manufacturing sector lost 0.9% 

concerned by data released by of total employment, which equates to 13 000 jobs lost between both 

Statistics South Africa, showing a further quarters of 2021, while the number of employed people decreased 

increase in the unemployment numbers in the from 1 415 000 to 1 402 000. 

domestic economy. 

Disconcertingly, on a year-on-year basis, the manufacturing sector 

The latest Quarterly Labour Force Survey (QLFS) lost 58 000 jobs, representing a decline of 4%. 

shows an increase in the unemployment 

Molise added that the surge in unemployment numbers, coupled 

numbers in the broader domestic economy on a with a very high Gini coefficient of 63.0 in South Africa, is worrisome 

quarter-on-quarter basis from 34.4% in the second as this indicates the extent to which inequality is deepening in the 

quarter of 2021, to a high of 34.9 in the third quarter. This is the highest country. The issue of unemployment or rather the lack of employment 

unemployment rate since 2008. The concerning unemployment numbers opportunities continues to affect not only the economic status or 

reflect the impact of Covid-19, stricter lockdown measures, the July riots progression of a country but more importantly the livelihoods of all 

and overall depressed economic activity across all major economic sectors. its people. 

S 

TRANSPORT SECTOR CODES 

The Department of Trade, Industry and Competition (dtic) has been Although the dtic has resurrected the process, the timelines after 

under pressure to repeal or finalise the Transport Sector Code. The the appointment of the new Sector Council are still unclear. 

draft Amended Transport Sector Code made its first and only public According to Oberholzer, transformation to comply with the 

appearance in February 2016, making it the only set of Sector Codes Amended B-BBEE or the published version of the draft Amended 

that has not yet been aligned to the amended generic B-BBEE Codes Transport Sector Code is significantly more expensive and complex 

of Good Practice (Amended Codes). In the past, sector codes were than the current Transport Sector Code. 

repealed if they did not align with the Amended Codes after a period. Companies in the transport industry have been pushing for black 

Deon Oberholzer, CEO at Gestalt Growth Strategies, says that the ownership for some time now and are increasingly being measured on 

call for Sector Council nominations is significant because it shows that black ownership first rather than B-BBEE compliance. 

the ministry wants to resurrect the discussions on the transformation In May 2021, the Minister of the dtic, Ebrahim Patel, published an 

of the wider transport industry. This may bring years of speculation to a explanatory memorandum that sets out the correct approach and 

close and provide some much-needed clarity to the industry. 

interpretations for broad-based and employee ownership schemes. 

“If the Sector Code had to be repealed in a move similar to what It is aimed at clarifying the requirements if companies want to include 

we saw with the Construction Sector Code in 2016, it would shift the employees in a legitimate scheme or engage with a development 

responsibility to the industry to come forward with a new proposed scheme that helps with the meaningful development of black people. 

Sector Code. Companies in the Transport Sector would have to align Oberholzer concludes saying that companies in the transport 

with the Amended Codes until such time. However, there are significant 

differences between the Amended Codes and both the current Sector Codes and the Amended Codes because a revision or repeal 

sector need to understand the differences between the Transport 

and draft Amended Transport Sector Code,” says Oberholzer. 

of the codes will have a material impact on their B-BBEE ratings. 


S 

finance 

Minding 

THE GENDER AND 

RACIAL WEALTH GAP 

in the 21st century 

“You got a dream, you gotta protect it. People can’t do something themselves, 

they wanna tell you, you can’t do it. If you want somethin’, go get it. Period.” 

- Will Smith, The Pursuit of Happyness [2006] 

Stories galvanise many of us. A rags-to-riches movie inspired the life of Nelisiwe Masango, financial markets analyst, 

founder of Ubuntu Invest and one of Entrepreneur magazine’s Top 50 Black African Women Entrepreneurs to Watch. 

Masango made the decision to one day own a brokerage, after 

watching The Pursuit of Happyness [sic], a movie that perked her 

interest in money. “My entrepreneurial journey began with the stark 

realisation that financial literacy was never prioritised in school. It 

is largely unheard of for young people today to be educated about 

the stock market.” 

She established her first company, Bear Run Investments, in 2013, 

a Services SETA accredited training institution that specialises in 

investment training. Financial literacy is the driving force behind her 

mission to start a movement of fiscally astute individuals. 

In 2017, Masango was awarded the African Growth Innovation 

and Leadership award by international giant Frost and Sullivan, 

alongside Adrian Gore (founder of Discovery). She also represented 

South Africa at the 2017 World Forum for Responsible Economy in 

France, to discuss how entrepreneurship and financial literacy are 

required to build and sustain an effective global economy. 


finance 

S 

Today, Masango owns Ubuntu Invest, a top-tier brokerage 

that is regulated and licensed with the Financial Sector Conduct 

Authority (FSCA) and is confidently backed by established 

international technology providers, ensuring that clients are 

provided with a safe, compliant trading and investment platform. 

Her goal is to give members of her community a chance to regain 

their financial confidence by providing them with the relevant 

knowledge and tools to capitalise on financial markets. To date, her 

company has educated and empowered over 30 000 people. 

We must acknowledge 

that inequality and privilege do exist 

in contemporary South Africa. 

“The Nguni term Ubuntu means humanity and is translated as ‘I 

am because we are’. One of humanity’s greatest driving forces is the 

desire for wealth, despite it being difficult to define. Working towards 

virtues such as trustworthiness, compassion, honesty and empathy 

creates a different kind of wealth.” Masango explains that our 

finances are a direct effect of our virtues, and that’s where Ubuntu 

and the spirit of wealth go hand in hand. “As businesspeople in the 

financial sphere, we spread the spirit of abundance, knowledge and 

generational wealth through entrenching culture and maintaining 

a deep understanding of financial markets.” 

THE GREAT DIVIDE 

“We cannot escape the fact that South Africa is a highly racialised 

and gender-biased society. According to Stats SA, the average female 

worker earns 30% less than a male counterpart in the same job. 

Income distributions show heavily racialised inequality in the South 

African labour market. And the reality is, the highest percentage of 

people who are unemployed are black. When compared to their white 

counterparts, black wage earners are simply earning significantly 

less,” Masango points out. 

“The legacy of apartheid has left South Africa unequal in so 

many ways. It excluded a large chunk of our population from 

economic opportunities, and black women remain among the most 

disempowered. Coupled with the slow economic growth of the past 

decade, not enough jobs have been created to absorb the unemployed 

and new entrances to labour market. 

“How can we, as a society, move towards ensuring that more women 

gain financial independence? We cannot discuss women’s financial 

independence and ignore the obvious gender gaps in corporate 

circles. Women are provided with fewer opportunities than their 

male counterparts. And not to mention the lower salaries. It is 

important to have open conversations and find practical solutions 

to bridge the gap.” 

hard. As a black woman, you must know that to make it, you may 

have to work four times harder than your white male counterpart; 

three times harder than your white female counterpart, and twice 

as hard as your black male counterpart. 

“If you accept this, you can and will succeed. Women can take 

ownership of their financial independence, and with that comes 

the benefit of endless freedom. It should simply be non-negotiable. 

Ultimately, women can contribute to their society effectively, run 

their businesses and not just be seen as someone that belongs in 

the kitchen. 

“Our schools have the perfect opportunity to make a lasting 

impact on how society solves the inequality problem. It goes beyond 

the curriculum. Rather than purely focusing on textbooks, the 

concept of inclusion should be taught as a soft skill from a young 

age. Immersing young people from diverse backgrounds in each 

other’s cultures and belief systems will instil acceptance and respect. 

It should be addressed head-on. 

“We must acknowledge that inequality and privilege do exist in 

contemporary South Africa. Let’s not tiptoe around it. It is through 

the acceptance of our privileged positions that we can address 

inequality in South Africa. And doing this through play and 

conversations on the playground is the perfect place to ‘start the class’. 

“The 21st century has brought natural, unexpected bridges to 

gaps in societal equity. Communication platforms have given a voice 

to women and other marginalised groups. We are now in a better 

position to create awareness, market ourselves, rally support and 

draw attention to injustices in a way that gets people talking.” 

THE STORY OF NELISIWE MASANGO 

The Pursuit of Happyness starring Will Smith is based on a true 

story. Suffering from financial hardship, Chris Gardner and his 

young son find themselves homeless. Gardner doesn’t give up 

hope and lands an internship at a prestigious stock brokerage 

firm. The pursuit of his dream of a better life (or “happyness”) 

is an arduous journey. Through sheer will and grit, Gardner 

overcomes insurmountable obstacles, transcends his 

circumstances and finds great success. 

“The message that I took from the film was not sentimental, 

it was practical. It made me aware that the stock market was a 

thing. I had no idea it existed until that point and the concept 

excited me. 

“At 19, I was hungry for prosperity, fresh out of high 

school and looking for a way to take on the world. I started 

researching the stock market – and through my learning, fell 

in love with the industry. My expectations remained realistic, 

though. I had no false ideas that I would achieve Gardner’s 

level of success in two to three years, so I set a reasonable 

goal and hit the ground running.” 

BREAKING THE [BREAD] MOULD 

“Black women can empower themselves despite the very real gender 

and race gap in the workplace. It is important not to allow the 

challenges we face to be a reason to give up. It’s about accepting that 

the system is flawed and that the only way to defeat it is by working 

Ubuntu’s tag line, “Spirit of Wealth” reflects the innate desire 

people have to achieve more. Ubuntu Invest aims to provide 

clients with the means to live good lives, while pursuing its 

vision of creating 100 new millionaires in five years. 


S 

finance 

PAYING IT FORWARD 

Empowering those who would historically have not been given the 

opportunity, despite having the aptitude, starts with a stronger focus 

on skills development. This, combined with conscious creation of 

employment opportunities at a societal level, has the potential to 

reduce inequality – one person at a time. 

“South Africa relies on a progressive tax system and social safety 

net to reduce inequality. But the rollercoaster of increased national 

debt means that government has had to reduce the scope of fiscal 

policy as a leveraging redistributive tool. This leaves much less 

available to divert funds to help solve the problems poor South 

Africans are facing. If government, however, shifted its collective 

mindset to become more responsive, the current situation would not 

be so hugely instrumental in perpetuating the problem. 

“Despite legislation, which on paper is more progressive than it 

is in most countries, the reality is that South Africa is still one of 

the most unequal societies in the world. The World Inequality Lab 

reported that the richest 10% of our population owns more than 

85% of household wealth, while over half the population has more 

liability than assets. 

“We cannot rely solely on legislation to solve the problem. We 

need a mindset shift. As a society, we can make a conscious choice to 

support and invest in small businesses that empower marginalised 

sections of the population – particularly black women and youth.” 

THE COMMUNITY LEGACY OF WEALTH 

“The cycle of poverty is not easy to break, as it affects more than just 

the individual. Socioeconomic factors can inhibit the entrepreneurial 

spirit. Great entrepreneurs seek solutions that not only benefit 

themselves but help grow their own communities too. 

“My vision for South African entrepreneurs is to stabilise the 

community in which we find ourselves. We need to afford each other 

opportunities that will fully equip us to grow as independently as 

possible, but to also create credible businesses that will stand among 

experienced entrepreneurs. Our mission, as entrepreneurs, should 

be to leave a legacy that creates a desire, and presents attainable ways, 

of becoming successful. 

The concept of inclusion should be taught 

as a soft skill from a young age. 

“Partnerships are the secret to a successful enterprise. 

Understanding your market, which requires extensive research, 

is imperative. You must also be open to criticism as you find 

your niche and build your empire. The aforementioned interpretation 

of Ubuntu and the spirit of wealth maintains that without 

keeping others in mind, even if only as inspiration, success is not 

easily achieved. 

“To succeed in entrepreneurship, confidence is paramount; 

motivation is key, and passion about making a difference in society 

is the perfect catalyst. Keep believing in yourself. It takes time for 

people to recognise true talent, so do not let doubt put you down. 

Your story may just be beginning, and your pursuit of happiness will 

pay off, given patience and drive.” S 

SELF-HELP ADVICE FROM NELISIWE MASANGO 

“Setting up an essential self-employment or business toolkit 

in our current circumstances is easier than it was before – 

and more affordable. The pandemic has forced everyone 

to adapt to digital transformation. Previously, what would 

cost well over R50 000 in initial capital fees (for example, 

a small office, printer, desktop, Internet contract, etc) 

now costs considerably less by virtue of the new motto, 

‘I’m working remotely’. Nowadays, all you need is data, 

a mobile device with a browser and social media to 

kickstart your entrepreneurial journey.” 


We're changing the future of retail, 

join the journey… 

At BCX, we work hard with our partners to reimagine the future of retail, enabling nearly 200 million purchases with 

a network that supports over 9 000 transactional devices - ensuring that payments are processed securely and effortlessly. 

We believe that the true power of technology lies in how it impacts and empowers people in how they experience their lives, learn 

and work every day. 

Our most important customer, is yours. 

Let us help you transform for a digital future today. 

Visit www.bcx.co.za/brand 

BCX Head Office, 1021 Lenchen Avenue North 

Centurion 

0157 

Tel: +27 (0) 11 266 1000

S 

oil and gas 

Oil and gas on 

the rise in SA 

Petroleum Agency South Africa CEO, Dr Phindile Masangane, outlines the vital role that gas can play 

in driving South Africa’s economic recovery and in ensuring a transition to a clean energy future. 

Today the biggest threat to humanity is climate change and the biggest 

threat to South Africa’s social stability is the high unemployment 

rate, which has primarily been caused by economic stagnation. 

As the global economy recovers from the devastating effects 

of Covid-19, demand for oil and gas has gone up significantly. If 

there was ever a need for proof that oil and gas still drive the global 

economy, recent statistics demonstrate the trend. 

The world’s developed economies industrialised on the back of 

oil and gas production and use. Now, just as Africa is on the cusp of 

being a significant gas producer and is making plans to use such gas 

for power generation, industrialisation and economic growth, the 

negative effect of greenhouse gas emissions on the environment has 

become undeniable. 

The urgency for action to mitigate the risk of climate change 

is no longer debatable. Between 1990 and 2018 the top five 

emitters worldwide produced more than 50% of greenhouse gas 

emissions. During the same period South Africa contributed 1% 

to global emissions. This is by no measure insignificant, and as a 

responsible global citizen South Africa must take steps to reduce its 

carbon footprint. 

The UN Framework Convention on Climate Change was 

established in 1992 to coordinate the global response to mitigate 

the threat of climate change, and specifically to get countries to 

commit to policies and plans that will ensure that the average global 

temperature rise is kept less than 1.5°C above pre-industrial levels. 

The International Energy Agency (IEA) proposes that to 

achieve this goal the world’s energy sector must reach net-zero 

emissions by 2050. In its global energy net-zero 2050 pathway, the 

IEA acknowledges that there is no single pathway to this goal, as 

developed and developing countries face different socioeconomic 

challenges and have contributed disproportionately to greenhouse 

gas emissions to date. 

Country-specific pathways 

What a number of environmental interest groups seem to be ignoring 

in the IEA Net Zero by 2050 report is the acknowledgment that there 

will be a differentiated approach to a clean energy future, taking into 

consideration the cost of the new clean energy technologies and the 

economic consequences of transitioning for each country. 

South Africa’s economy has been predominantly powered by coal, 

which is also a significant contributor to the country’s economy in 

terms of GDP as well as employment. Of all primary energy resources 

coal is the most carbon-intensive, and South Africa therefore has a 

relatively high carbon-intensive economy, contributing about 1% of 

annual global greenhouse gas emissions. 

In addition to coal, South Africa imports oil, gas and petroleum 

products for its energy needs as the upstream petroleum industry is 

still at a nascent stage. The two recent world-class gas discoveries in 

the Outeniqua basin off the south coast of the country are the largest 

petroleum discoveries made in South Africa. 

The development of these discoveries has the potential to 

replace more than 2 300MW of diesel-fired electricity generation 

in Gourikwa, Dedisa and Ankerlig, thereby reducing the carbon 

emissions from these plants by more than 50% while eliminating 

sulphur oxide and nitrogen oxide emissions, which are also harmful 

to the environment. Gas is therefore an obvious bridge to a lower 

carbon future in South Africa. 

Importantly, these gas discoveries could restore the gas-to-liquid 

refinery in Mossel Bay to full production and profitability, saving 

about 1 200 direct jobs. A complete shutdown and abandonment 

of this refinery would not only lead to job losses at the refinery, but 

the effects would reverberate throughout the town of Mossel Bay 

and the Southern Cape region, since the refinery contributes about 

R2-billion a year, or 26% of the Mossel Bay economy, and 6% to the 

Southern Cape economy when producing at full capacity. 

The Petroleum Agency South Africa awaits the licensee of these 

gas discoveries submitting its production right and environmental 

authorisation applications when the exploration right expires, or 

earlier. The Agency expects the licensee to use world-class technologies 

and standards to minimise the effects of the gas and gas condensate 

production on the environment, while maximising the in-country 

benefit or local content from this development to support South Africa’s 

economic recovery. These discoveries could indeed support both the 

country’s economic recovery and its transition to a clean energy future. 

International interest 

Petroleum Agency SA (PASA), which encourages exploration 

and regulates the oil and gas industry, has noted the significance 

PASA AT A GLANCE 

Petroleum Agency SA (PASA) evaluates, promotes and 

regulates oil and gas exploration and production activities 

in South Africa and archives all relevant geotechnical 

data. The Agency acts as an advisor to the government 

and carries out special projects requested by the Minister 

of Mineral Resources and Energy. 

MISSION 

To promote, facilitate and regulate 

exploration and sustainable 

development of oil and gas 

contributing to energy security 

in South Africa. 

VISION 

A diverse upstream industry 

contributing to energy security 

through sustainable growth in 

exploration and development 

of oil and gas.

oil and gas 

S 

The Brulpadda and 

Luiperd discoveries of 

gas and condensate are 

the largest hydrocarbon 

discoveries made in 

South Africa to date. 

Shell International Limited 

of international oil companies committing to exploration off South Africa’s coast. Increased 

confidence by such companies can only lead to growth in the industry and with the massive gas 

finds in the Rovuma Basin off Mozambique, there are sure to be more companies interested in 

South Africa’s potential. 

In addition to adjudicating on coastal fields, the agency has awarded coalbed-methane-gas 

exploration rights in KwaZulu-Natal and natural gas exploration permits in the Free State. 

Natural gas also lies offshore to the west of South Africa in the Atlantic Ocean (Ibhubesi). Block 

2A of the Ibhubesi gas field north-west of Saldanha is estimated to have reserves of 850-billion 

cubic feet of gas. 

Dr Masangane says the two recent world-class discoveries “place South Africa in pole position to 

be a notable gas-producing country”. Once indigenous gas becomes available, it becomes much easier 

for the domestic gas market to develop, including beneficiation of gas to chemicals. 

“The Brulpadda and Luiperd discoveries of gas and condensate are the largest hydrocarbon 

discoveries made in South Africa to date,” she says. “These results are for only two drilled prospects 

in the Paddavissie feature where three further prospects remain to be drilled. There could be 

sufficient gas to feed the Mossel Bay plant at full capacity for more than 40 years.” 

The drilling campaign has long-term benefits to South Africa which include introducing frontier 

deep water (>1400m) exploration drilling, building confidence and potentially shifting petroleum 

exploration activities to private international oil companies (IOCs), de-risking deep-water acreage. 

This will encourage other IOCs to take risk in drilling deep-water prospects, which could result in 

the country discovering more oil and gas resources. 

South Africa’s coastal provinces stand to benefit from an increase in oil and gas activity. Special 

Economic Zones (SEZs) in the Western Cape (Saldanha and Atlantis), the Eastern 

Cape (Coega and East London) and KwaZulu-Natal (at Richards Bay) could 

each identify a niche in which to operate. 

Saldanha SEZ is already marketing itself as a centre for the marine 

sector and the oil and gas industries. The Saldanha Bay Industrial 

Development Zone (SBIDZ) is central to the plan to grow the sector in 

the Western Cape. 

The Western Cape Provincial Government and the National Department 

of Trade, Industry and Competition (dtic) invested R500-million in the 

development of core infrastructure at the Saldanha Bay IDZ. The SBIDZ 

has signed a lease agreement with the Transnet National Ports Authority. 

The Western Cape’s status as an oil and gas hub was enhanced with 

the opening of an open-access liquefied petroleum gas (LPG) import 

and storage terminal at Saldanha Bay. A public-private partnership 

is behind the R1-billion terminal, the largest of its kind in Africa. 

Investors include Sunrise Energy, the Public Investment Corporation 

(PIC), Royal Bafokeng Holdings and the Industrial Development 

Corporation (IDC). S 

Follow PASA on Twitter – @sa_petroleum. 

MEET THE CEO 

Dr Phindile Masangane was appointed as 

the CEO of the South African upstream oil 

and gas regulatory authority, Petroleum 

Agency South Africa, in May 2020. Before 

then, Dr Masangane was an executive at 

the South African state-owned energy 

company, CEF (SOC) Ltd, which is the 

holding company of PASA. 

Dr Masangane was responsible for 

clean, renewable and alternative energy 

projects. In partnership with private 

companies, she led the development 

of energy projects including the deal 

structuring, project economic modelling 

and financing on behalf of the CEF 

Group of Companies. Her responsibilities 

also included supporting the national 

government in developing energy policy 

and regulations for diversifying the 

country’s energy mix. 

In 2019, Dr Masangane was Head of 

Strategy for the CEF Group of Companies 

where she led the development of the 

group’s long-term strategic plan, Vision 

2040+ as well as the group’s gas strategy. 

From 2010 to 2013, Dr Masangane 

was a partner and director at KPMG, 

responsible for the Energy Advisory 

Division. She successfully led the capital 

raising of $2-billion for hydro and coal 

power plants expansion programmes of 

the Zimbabwean power utility, ZESA/ZPC. 

An alumnus of three universities, Dr 

Masangane has a BSc (mathematics 

and chemistry) from the University of 

Swaziland, a PhD in Chemistry from 

Imperial College, London and an MBA 

from the University of the Witwatersrand. 

Dr Phindile Masangane, 

CEO of PASA

S 

energy 

Scope grows for renewable 

energy in SA 

With the recent announcement that South Africa has signed a US$8.5-billion deal at 

COP26 to shift away from coal-powered energy, the country’s commitment to a just energy 

transition has been reconfirmed. Good news for South Africa’s sustainability aspirations, is 

that renewable energy technologies have caught up with their fossil fuel competitors. 

By Nicola Rump and Rob Gardiner, SRK Consulting 

The awarding of preferential bidder status to 

eight companies in March [2021] [1] demonstrated 

what could be regarded as something of a turning 

point in perceptions about renewables. The Risk 

Mitigation Independent Power Producer Procurement 

Programme (RMIPPPP) had called for bids to supply 

2 000MW to meet the immediate electricity supply gap, 

and another 11 813MW from various energy sources. 

The bids came from private producers who 

planned to use energy sources ranging from liquified 

natural gas (LNG) and diesel (mainly as back-up) 

to solar photovoltaic (PV) technology and battery 

energy storage systems (BESS). This provided a 

useful opportunity to gauge how the cost differential 

had closed between renewable energy generation and 

storage on the one hand, and fossil fuel options on 

the other. 

Pivoting out of the fossil fuel economy, 

of course, will fundamentally disrupt 

our coal industry over time. 

The final awarding of bids was based on valuefor-money 

propositions. Technology improvement in 

renewable power generation and battery storage is 

continuously driving down costs. This can be clearly 

seen in the cost comparison between the preferred 

bidders, as outlined [2] by the Department of Mineral 

Resources and Energy (DMRE). 

COMPARABLE COST 

In its announcement in March [2021], the DMRE 

noted that the prices for the proposed solutions 

ranged from R1 468 per megawatt hour (MWh) to 

R1 885 per MWh – with a weighted average price 

of R1 575 per MWh. This indicates that there is no 

longer much difference in the comparison, especially 

when factoring in the externalised costs of burning 

fossil fuels. While the US Energy Information 

Administration puts the carbon dioxide emissions 

of LNG at almost half [3] that of bituminous coal, 

there are growing arguments against South Africa 

becoming over-reliant on LNG. 

Such arguments and others against the use of fossil 

fuels have as much to do with the country’s general 

air quality as with our climate change commitments 

in terms of the Paris Agreement. According to the 

World Health Organization [4] , we are rated 30th in 

the world in terms of polluted air – with 56 milligrams 

of pollutant per cubic metre. By comparison, China’s 

air had 90mg/m 3 , placing it 15th in the rankings; 

the world’s cleanest air can be found in Finland, at 

just 12mg/m 3 . 

Similar environmental concerns exist in relation 

to the impact of fossil fuels on our increasingly 

scarce water resources. The exploitation of coal has 

taken its toll on water quality in mining regions, 

and considerable water volumes are also used in coal 

preparation and coal-fired power stations. Climate 

change will make rainfall more variable and difficult 

to predict, exacerbating water risks going forward. 

INNOVATING WITH RENEWABLES 

The point that is emerging quite strongly is this: the 

cost competitiveness of leveraging renewable energy 

through technologies such as solar PV is really no 

longer in question. The focus has shifted to questions 

of scalability and base load. The exciting trend 

here is the rapid growth of battery storage, with its 

potential to overcome to some extent the natural 

cycles inherent in renewables. 

Like all innovations, this field is replete with 

opportunities and challenges. Ideas need to be 

practically applied before they can be proven, 

Nicola Rump, 

Principal Environmental 

Scientist, SRK Consulting. 

Rob Gardiner, Partner, 

Principal Environmental 

Scientist, SRK Consulting. 


energy 

and ongoing implementation will build an iterative process 

of continuous improvement. For South Africa, the DMRE 

announcement in 2021 of the increased licence threshold 

for renewable energy production by private developers from 

one megawatt (MW) to 100MW is an important step forward. 

There is certainly a level of pent-up demand for opportunities 

like these in the mining sector – and this can pave a path of 

technological exploration on our home soil. 

Fortuitously, the positive run in commodity prices may place a 

number of our local mining companies in a good position to roll 

out their private energy generation plans sooner rather than later. 

It is clear that, with the unrelenting rise in utility electricity prices 

– combined with national energy shortages threatening security of 

supply – mines and industry have a solid economic justification for 

capital expenditure in this direction. Their success in implementing 

such schemes – combined with the growing contribution from 

private producers in the Renewable Independent Power Producer 

Procurement Programme (REIPPPP) – will inform the extent to 

which South Africa will need to rely on gas as a “stepping stone” 

to a cleaner energy future. 

COMPETITIVE ADVANTAGE 

South Africa’s higher-than-average solar-radiation levels [5] range 

between 4.5 and 6.5 kilowatt hours per square metre (kWh/m 2 ) in 

a day, giving us a clear competitive advantage in pursuing solar PV 

options. Our annual 24-hour global solar radiation average of about 

220 watts per square metre (W/m 2 ) puts us well ahead of the US with 

150W/m 2 , and the level of about 100W/m 2 for Europe and the UK. 

We can also take advantage of the high efficiencies of the 

latest global technologies in solar PV panels. Such is the pace 

of development in this field, that we could expect to see a trend 

in private solar energy developers upgrading their panels and 

related equipment even before their 20-year off-take contracts 

with the national utility expire. This opens the door to a highly 

cost-effective increase in solar-powered electricity output from 

existing solar farms. Where a solar energy facility is already in 

place – complete with infrastructure and compliance permits – 

it is likely that power production can be raised considerably by 

replacing original panels with new, more efficient substitutes. 

INEVITABLE CONSEQUENCES 

Pivoting out of the fossil fuel economy, of course, will 

fundamentally disrupt our coal industry over time; this has raised 

many justified concerns among stakeholders, especially in terms 

of job losses and impacts on local economies in coal-producing 

regions. However, the country’s electricity parastatal has taken 

one step closer to reducing its dependency on coal, as South 

Africa signed a breakthrough deal at the COP26 climate change 

discussions in Glasgow, Scotland. 

The deal includes grants and loans from the US, Germany, 

Britain and France, which will assist Eskom in rolling out 

renewable energy projects, reducing its greenhouse gas emissions 

and supporting a just energy transition from coal-fired power. 

Despite the positive shift, there are also concerns relating to 

the rate at which solar panels will reach obsolescence, and the 

environmental impact of disposing of old models. Questions 

like these will need to be answered creatively and responsibly, 

to ensure that core principles of sustainability are applied as 

technology advances. 

Recent trends, though, have brightened the outlook for 

leveraging renewable energy for South Africa’s sustainable 

development. Seizing the regulatory opportunity for private 

power generation – and making the most of cost-efficient and 

clean technology – will contribute towards the country’s movement 

in the right direction. S 

REFERENCES 

1. https://www.gov.za/speeches/minister-gwede-mantashe-media-briefing-announcingpreferred-bidders-risk-mitigation-ipp 

2. https://www.gov.za/speeches/minister-gwede-mantashe-media-briefing-announcingpreferred-bidders-risk-mitigation-ipp 

3. https://www.eia.gov/tools/faqs/faq.php?id=73&t=11 

4. https://businesstech.co.za/news/trending/69495/the-worlds-most-polluted-cities/ 

5. http://www.energy.gov.za/files/esources/renewables/r_solar.html 

REIPPPP BID WINDOW 5 

In October 2021, the Minister of Mineral Resources and Energy 

announced the preferred bidders selected under the fifth bid 

window of the Renewable Energy Independent Power Producer 

Procurement Programme (REIPPPP Bid Window 5). 

The outcomes of the evaluation resulted in the selection 

of 25 preferred bidders, procuring a total of 2 583MW of 

contracted capacity, divided, as follows: 

• 1 608MW from onshore wind; and 

• 975MW from solar photovoltaic 

The weighted average Fully Indexed Price of the preferred 

bidders, including both wind and solar photovoltaic, is 

R473.94/MWh. The 12 wind projects selected as preferred 

bidders have a weighted average Fully Indexed Price of 

R495.22/MWh, while the 13 selected solar PV projects have 

a weighted average Fully Indexed Price of R428.79/MWh. 

The appointed preferred bidders will be expected to reach 

commercial close around February 2022, subject to the 

required regulatory approvals. During this time, the preferred 

bidders are also expected to finalise their outstanding 

approvals including, but not limited to, obtaining generation 

licences from NERSA. The DMRE together with Eskom, as 

the buyer of the generated electricity, will also utilise this time 

to obtain the required government approval to enter into the 

commercial agreements. The appointed preferred bidders 

are expected to start generating electricity by the earliest in 

April 2024. 


S 

sustainability 

Value creation 

through ESG 

Using the business case for ESG engagement to motivate the civil 

case for more socially and environmentally responsible behaviour. 

By Carl Reynolds 

In the absence of any standardised way of assessing 

“sustainability”, across civil, commercial and 

governmental spheres, the UN’s Sustainable 

Development Goals (SDGs) are slowly emerging as a 

convenient lens for multi-stakeholders to understand 

their responsibilities in terms of the growing needs of 

our society and the planet. Achieving these 17 goals is 

arguably the single biggest challenge of our generation 

and our success or failure to do so will, ultimately, 

determine the course of history. 

Various stakeholders will inevitably be motivated 

by different means to engage with these goals. 

Governments have different needs than businesses, as 

do individuals, and so it becomes important to frame 

the urgency for change effectively for each sector. 

People are more motivated by a moral or ethical 

[1] [2] 

case for sustainability than by an economic one. 

According to research, for individuals the moral case 

is significantly more likely to yield results. Companies, 

however, have an altogether different set of drivers. 

In the case of Africa, SMEs represent approximately 

80% of the economic activity on the continent. Indeed, 

without harnessing their potential, achieving the SDGs 

is not even remotely a likelihood. 

Similarly, municipalities, government departments, 

public health, public roads and policing all have 

a significant role to play in how our generation 

addresses the very urgent needs of our modern society 

and environment. 

With infinitely fewer resources at their disposal, if we 

were able to successfully make a case for small business 

to address these planetary urgencies, surely the case 

for our public sector would be exponentially easier to 

motivate? Let’s try: 

Most of us will know the difficulties associated with 

running a small business. The daily pressures leave 

little time to spend on any activity not associated with 

profitability. However, if we were to conclusively show 

that there are financial benefits to more responsible 

business practice and at the same time remove the 

combined obstacles of admin and time constraints, 

the opportunity to grow an entire economy with 

sustainability in its DNA is too big to pass up. 

The evidence is unavoidable, companies that score 

[3] [4] [5] [6] 

high on ESG criteria are better performers. 

Neilson reported US companies with a demonstrated 

commitment to sustainability were growing at a rate of 

4% over the past year. This is compared to a growth rate 

of less than 1% for companies without demonstrated 

commitments to sustainability. Unilever reports that 

their sustainable brands are growing 50% faster than 

their traditional brands. 

The University of Oxford conducted a literature 

review of over 200 studies where they looked at the 

relationship between sustainability performance 

and financial performance. The findings of their 

review included: 

• 90% of the studies indicate that sustainability 

leadership leads to a lower cost of capital 

• 88% of the studies indicate sustainability leadership 

leads to increased operational performance 

• 80% of the studies show that sustainability 

leadership leads to better stock performance. 

It has become clear that sustainability must be an 

important component to any business strategy in the 

coming years and decades to ensure long-term health 

and success. As the information and research on this 

topic continues to come out, the business case for 

sustainability will only become stronger. 

So, how do we harness the power of active ESG 

management to grow value in companies and investment 

portfolios? How can we learn from this strategy to 

ensure better service delivery and more responsible 

municipalities across Africa? 

Although many approaches exist, they can broadly be 

divided into the following three categories: 

Risk reduction and management. Aside from the 

obvious climate-related risks, supply chain disruptions, 

A company 

labelled as a 


leader is 

400 times 

more likely to 

also be labelled 

an innovation 

leader. 

___ __ 

Sustainability is all 

about eliminating 

waste and maximising 

efficiency, which 

of course leads to 

cost savings. 



S 

water shortages and all the environmental risks, consider too the 

public relations risks. A proactive approach to sustainability is going 

to help companies avoid those PR-related risks in a world of rapid 

transparency where information is shared in an instant across the 

world. Sustainability also helps mitigate regulatory risks. Across 

Africa, municipalities, cities, provinces and governments are 

developing climate action plans and developing new policies and 

regulations to reduce greenhouse gas emissions. 

Risk reduction has long been one of the main drivers for 

integrating ESG issues into the investment process. However, 

investors are in the business of creating value, not just avoiding risks, 

and a compliance mindset anchors the engagement with investee 

companies in a risk management frame, with an emphasis on preinvestment 

due diligence and post-investment monitoring. These are 

often perceived more as burdens and costs to a business, which leaves 

much value unrealised during the life of an investment. 

Operational efficiencies. The most straightforward benefit of 

sustainability, and the easiest to quantify, is the reduced operating 

costs. When a business is reducing waste, reducing energy, reducing 

water use, reducing greenhouse gas emissions and operating more 

efficiently, obviously they will be saving money. William McDonough 

is a sustainability thought leader and author of the books Cradle to 

Cradle and The Upcycle. McDonough points out that when we look 

at nature, there is absolutely no waste. Everything has value and 

everything has a purpose. Waste is just the result of design flaw. We 

need to rethink and redesign the way we make our products; rethink 

the way we operate our facilities and rethink the way we operate as a 

society. Sustainability is all about eliminating waste and maximising 

efficiency, which of course leads to cost savings. 

This approach to resource efficiencies also extends to supply 

chains. Not only is risk within a supply chain your own risk, it 

is also an opportunity to grow and secure your suppliers (and 

therefore supplies). Growing this network of stakeholders makes 

absolute economic sense and ultimately builds a flourishing and 

networked economy. 

Waste is just the result of design flaw. 

Likewise, evidence is clear that a happy and engaged workforce 

leads directly to increased performance. Involving the workforce in 

the bigger picture of a business, particularly one with a vision and 

mission, is the surest way to drive both productivity and innovation. 

Opportunity identification. Using sustainability as a lens to look 

at your business can lead to innovatively creating new ways to get 

things done. A focus on sustainability in all aspects of a business 

can lead to process changes, new products or services, the use of 

new technology, the creation of new technology, new management 

techniques and other innovations. 

A Deloitte report entitled Sustainability Driven Innovation, studied 

hundreds of companies, and labelled them as sustainability leaders 

and innovation leaders based on several criteria. The study found 

that a company labelled as a sustainability leader is 400 times more 

likely to also be labelled an innovation leader. 

The case is self-evident but what happens next? How do we 

scale these learnings into practical and winning strategies? 

Fortunately, there is an array of methodologies to choose from 

and a growing field of experts who are keen to show the way. The 

thing to keep in mind is that your needs are unique. A framework 

is helpful but real engagement with the issues and a targeted 

approach are imperative. 

AN ORGANISING FRAMEWORK 

The creation of value in portfolios from ESG is significant. The 

main themes in value creation within portfolios are: 

Avoidance of eroding of capital and cost by improved risk 

management improvements 

• Reducing potential for business interruptions from significant 

incidents (health and safety) 

• Enhancing supply chain management 

• Protecting social licence to operate 

The United Nations’ Sustainable Development Goals. 


S 


Increased efficiencies in systems, operation and productivity 

• Resource efficiencies 

• Improved supply chain 

• Higher employee productivity and improved employee retention 

New product and services growth 

• Developing sustainable products and services 

• Improving and leveraging sustainability of existing products to 

reach new customers or markets 

• Brand enhancement and customer satisfaction related to ESG 

STRATEGIES: OPERATIONAL BEHAVIOUR 

More and more organisations are already setting up internal 

ESG departments which cover everything from screening to risk 

assessment and implementation strategies. The following are 

features of successful approaches: 

• Organisations need to communicate to stakeholders their awareness 

of the concerns around ESG issues from their communities. 

• Organisations need to obtain more in-depth material ESG 

understanding in and around the constituencies. 

• Compare risk and performance over regional and national levels. 

The Conversation 

THE BROKEN CHAIN IN SUPPLY 

Nearly all company’s operations are backed by a global 

supply chain that consists of workers, information and 

resources. To accurately measure a company’s ESG risks, 

its end-to-end supply chain operations must be considered. 

Bloomberg’s ESG measure lists “supply chain” as an item 

under the “S” (social) pillar. By this measure, supply chains 

are treated separately from other items, such as carbon 

emissions, climate change effects, pollutants and human 

rights. This means all those items, if not captured in the 

ambiguous “supply chain” metric, reflect each company’s 

own actions but not their supply chain partners’. 

Even when companies collect their suppliers’ 

performance, “selective reporting” can arise because there 

is no unified reporting standard. One recent study found 

that companies tend to report environmentally responsible 

suppliers and conceal “bad” suppliers, effectively 

“greenwashing” their supply chain. 

Carbon emissions are another example. Many companies, 

such as Timberland, have claimed great successes in 

reducing emissions from their own operations. Yet the 

emissions from their supply chain partners and customers, 

known as “Scope 3 emissions,” may remain high. ESG 

rating agencies have not been able to adequately include 

Scope 3 emissions because of a lack of data: Only 19% of 

companies in the manufacturing industry and 22% in the 

service industry disclose this data. 

More broadly, without accounting for a company’s entire 

supply chain, ESG measures fail to reflect global supply 

chain networks that today’s big and small companies alike 

depend on for their day-to-day operations. 

• Embed collaboration between managers, teams, ESG analysts and 

the constituencies. 

• Develop a methodology to link ESG with successful service delivery. 

• Communicate with their stakeholders, including employees, about 

how ESG performance improvements have resulted in successful 

outcomes, attain a leadership position among its peers, and help 

them realise value at voting booths. 

• Agree on an ESG action plan with the councils and embed this in 

their mandates. 

• Systematically monitor progress and provide ESG support. 

In a more practical way, implement a systematic approach for ESG 

data collection for public entities. Key is to create and implement 

ESG metrics that consist mostly of quantitative ESG indicators (ESG 

KPIs). This will save implementing and monitoring time. It also 

provides for progress comparison between the different entities and 

gives the opportunity to report on thematic achievements. 

Start with screening material ESG risks and opportunities to 

identify which issues are most material for the region and create 

an ESG action plan with goals and responsibilities to address those 

material issues. The periodic monitoring and evaluation reporting 

need to have a system in place for due diligence and verification. 

In the African scenario, small business and ESG are both in 

strong growing phases. Helping communities understand what the 

best ways are to assess risks and implement strategies can in turn 

help companies as well as communities receive the social licence to 

operate, which ensures both a company’s and community’s growth. 

A better world is within our grasp. The road to this reality is as 

simple as it is challenging. Like any journey worth taking, it begins 

with a first step and is achieved by following each step with another. 

Continuously. S 

Carl Reynolds is the 

founder and CEO of 

Kudos One. He has a 

particular interest in 

business as an agent 

for positive impact. 

REFERENCES 

1. www.wwf.org.uk/what_we_do/campaigning/strategies_for_change 

2. https://www.nature.com/articles/nclimate1767 

3. Deutsche Bank (2012) Sustainable Investing: Establishing Long-Term Value and 

Performance, https://www.db.com/cr/en/docs/Sustainable_Investing_2012.pdf 

4. Gunnar Friede, Timo Busch & Alexander Bassen (2015) ESG and financial performance: 

aggregated evidence from more than 2000 empirical studies, Journal of Sustainable 

Finance & Investment, http://www.tandfonline.com/doi/pdf/10.1080/20430795.2015.11 

18917 

5. Matteo Tonello, Thomas Singer, The Conference Board (2015) The Business Case for 

Corporate Investment in ESG Practices, https://corpgov.law.harvard.edu/2015/08/05/ 

corporate-investment-in-esg-practices/ 

6. https://hbr.org/2010/05/the-sustainability-imperative 



S 

ESG: Make or break 

Environmental, social and governance (ESG) factors increasingly 

drive investment strategies, and new research from PwC finds 

ESG has now become a make-or-break consideration for leading 

investors globally. Almost half of investors surveyed, 49%, express 

willingness to divest from companies that aren’t taking sufficient 

action on ESG issues. More than half, 59%, also say lack of action 

on ESG issues makes it likely they would vote against an executive 

pay agreement, while fully a third say they have already taken this 

action. A large majority, 79%, say the way a company manages ESG 

risks and opportunities is an important factor in their investment 

decision-making. 

The PwC 2021 Global Investor ESG Survey captures the views 

of 325 investors from around the world, primarily active asset 

Attitudes toward ESG risks and 

opportunities (% of respondents) 

Source: PwC 2021 Global 

Investor Survey 

managers and analysts with investment 

firms, investment banks or brokerage 

firms. An additional 40 in-depth interviews 

were conducted globally with investors and 

analysts having more than a combined 

US$11.6-trillion assets under management. 

While most investors are likely to act if 

companies are not doing enough to address 

ESG issues, most also say that they don’t want 

a company’s action on ESG to significantly, 

if at all, impact their investment returns. 

The vast majority, 81%, said they would 

accept no more than one percentage point 

less in investment returns for pursuit of 

ESG goals; nearly half, 49%, were unwilling 

to accept any reduction in returns. 

Investors want more robust ESG reporting 

Investors increasingly want to hear more 

from companies about their ESG-related 

commitments – 83% surveyed said it is 

important that ESG reporting provide 

detailed information about progress toward 

ESG goals. Greater engagement with 

investors is critical, along with transparent, 

trustworthy reporting. It is concerning 

that only one third of investors surveyed, 

on average, think that the quality of ESG 

reporting they are seeing is good. Investors 

gain greater confidence in ESG reporting 

that has been assured – 79% of those 

surveyed said they place more trust in ESG 

information that has been assured, and 75% 

think it’s important that reported ESGrelated 

metrics are independently assured. 

A consistent set of metrics for measuring 

ESG performance would be of significant benefit to investors, 

according to the survey. Nearly three-quarters (74%) said their 

decision-making would be better informed if companies applied 

a single set of ESG reporting standards, and a similar number 

(73%) say it’s important to be able to compare ESG performance 

across companies. 

Climate is the leading ESG consideration for investors surveyed, 

with reducing Scope 1 and 2 greenhouse gas (GHG) emissions being 

the most-cited (by 65%) ESG issue for companies to prioritise. What’s 

more, 82% of investors said it is important that ESG reporting 

explains the rationale for environmental commitments, along with 

detailed plans on how to reach them. Ensuring worker health and 

safety (44%) and improving workforce and executive diversity, equity 

and inclusion (37%) are other priority ESG considerations identified. 

According to the investors surveyed, ESG strategy starts at the 

top. A high percentage of investors (82%) said ESG needs to be 

embedded in the corporate strategy, and by a wide margin (66%) 

respondents said they are most confident ESG issues are being 

addressed if someone in the C-suite is accountable. More than half 

of those respondents (53%) think it should be the CEO. S 


THREE’S A CROWD 

As a company bigger than Walmart in terms of annual sales, 

Amazon has reported emissions from shipping that are only 

one-seventh of Walmart’s. But when researchers for two 

advocacy groups reviewed public data on imports, they found 

only about 15% of Amazon’s ocean shipments could be tracked. 

In addition, Amazon’s figure does not reflect emissions 

generated by its many third-party sellers and their suppliers 

who operate outside the US. This difference matters: 

whereas Walmart’s supply chain relies on a centralised 

procurement strategy, Amazon’s supply chain is highly 

decentralised – a large percentage of its revenue comes 

from third-party suppliers, about 40% of which sell directly 

from China, which further complicates emissions tracking 

and reporting. 

Another important ESG metric concerns consumer 

protection. Amazon prides itself as “Earth’s most customercentric 

company”. However, when its customers have been 

injured by products sold by third-party sellers on its platform, 

Amazon has argued that it should not be held liable for the 

damage, because it functions as an “online marketplace” 

matching buyers and sellers. Amazon’s foreign third-party 

sellers are often not subject to US jurisdiction so can’t be 

held accountable. 

Yet major ESG rating agencies do not appear to reflect 

the supply chain implication on customer protection when 

measuring Amazon supply chain performance. 

For example, in 2020, MSCI, the largest ESG ratings agency, 

upgraded Amazon’s ESG rating from BB to BBB, reflecting 

its strength in areas such as corporate governance and data 

security, despite its consumer liability risk. 

These gaps are also concerns for ratings of companies 

such as 3M, ExxonMobil and Tesla. 


S 

water 

Water is a basic 

human right 

Water that is readily available and safe for consumption is important for 

public health, and a thriving economy. But what can be done to ensure 

water resources for South Africa? 

Water often acts as a sink for the multitude of chemicals we use each 

day. These chemicals include plastics and organic contaminants, as 

well as an array of compounds that are not only used in agriculture 

and industry, but also in our daily lives. This mixture of chemicals, 

including personal care products, pharmaceuticals, pesticides and 

industrial effluents, make their way into the municipal sewage 

system and treatment plants and affect our water sources. 

THE ROLE OF NMISA IN WATER SAFETY 

As a type-3A public entity of the Department of Trade, Industry 

and Competition (the dtic), the National Metrology Institute of 

South Africa (NMISA) is mandated to maintain the national 

measurement of water standards for South Africa and to ensure the 

global equivalence of these standards. 

The Institute impacts the lives of South African citizens, high-level 

calibration and traceability support to industry, to the improvement 

of quality of life. The quality of drinking water affects all South 

Africans and, as with all measurements, requires the measurement 

traceability that NMISA provides. 

The effective treatment of wastewater, as well as wastewater 

quality monitoring, can be scientifically challenging. With the 

Department of Water and Sanitation reinstating the Blue and 

Green Drop Programmes in 2021, there is added incentive 

for municipal wastewater treatment plants to ensure effective 

management processes, specifically regarding quality compliance 

and end-point monitoring. 

NMISA provides a confidential proficiency testing service 

that permits laboratories to assess the accuracy of test results by 

following their routine methods, which enables them to test the 

effectiveness of their methods and quality assurance programmes. 

The proficiency testing (PT) reports assist laboratories to identify 

areas of continuous improvement within their current quality 

systems. The “organic contaminants in water” protocol has been 

designed to support routine analytical testing by laboratories for 

organic contaminants in drinking water and pays special attention 

to pesticides and polycyclic aromatic hydrocarbons (PAHs). 

NMISA participates in water-testing initiatives undertaken on 

a continental level. The Institute has contributed to the Southern 

African Development Community Cooperation in Measurement 

Traceability (SADCMET) Water PT scheme since 2009, by providing 

confirmatory reference values for approximately 15 elements (Al, 

As, Ca, Cd, Co, Cr, Cu, Fe, K, Mg, Mn, Na, Ni, Pb and Zn) in the 

gravimetrically prepared drinking water test samples of African 

laboratories. The SADCMET Water PT usually involves more than 

70 laboratories (representing 19 African countries) from the testing 

field who participate annually and send their results for evaluation. 

These results are measured against reference values provided 

by NMISA. These results are measured against reference values 

provided by NMISA and two independent laboratories to confirm 

the gravimetric reference values determined by the coordinating 

laboratory, before the critical evaluation of participants’ results, and 

suggestions for improvement (where applicable), are reported back 

to them. 

NMISA provides a confidential proficiency 

testing service that permits laboratories 

to assess the accuracy of test results. 

NMISA is an ISO17043:2010 accredited proficiency testing scheme 

provider (SANAS PTS0015), contributing directly to the Sustainable 

Development Goals (adopted by the our government) that relate 

to universal and equitable access to safe and affordable drinking 

water for all. S

Water 

is essential 

to life 

water 

S 

The accurate measurement of water 

quality is critical for the safety of 

water that we drink or that is used to 

irrigate the crops of the food we eat. 

NMISA offers analytical and proficiency testing scheme services. 

Proficiency testing schemes are a recognised form of assessing the 

technical competence of laboratories performing analyses. 

SERVICES OFFERED BY NMISA 

Analytical services 

• Analysis of perfluorinated compounds (PFCs), polychlorinated 

biphenyls (PCBs), polyaromatic hydrocarbons (PAHs), dioxins and 

selected pesticides in sludges and sediment 

• Analysis of PFCs and selected pesticides in waste and drinking water 

• Trace element analysis in water, including toxic elements 

Proficiency testing 

• Annual proficiency testing schemes for organic contaminants 

in drinking water (at the end of November) 

• Custom solutions for laboratories proficiency testing scheme needs 

Read more about proficiency testing schemes and other 

NMISA offerings by visiting our website, www.nmisa.org, 

or send an e-mail to pt@nmisa.org 

Website: 

Facebook: 

Twitter: 

Instagram: 

LinkedIn: 

YouTube: 

Online store: 

www.nmisa.org 

National Metrology Institute of South Africa 

@NMISouthAfrica 

@nmisouthafrica 

National Metrology Institute of South Africa (NMISA) 

National Metrology Institute of South Africa (NMISA) 

https://store.nmisa.org

S 

water 

South Africa’s water security 

The reality of the crisis in our water sector has been a slow-onset one and 

very similar to the energy crisis that will take decades to turn around – that is 

the nature of such major infrastructure that took nearly a century to build up. 

By Benoît Le Roy 

The water crisis has fortunately gained centre stage the past few 

months which in my opinion is key in bringing in all stakeholders 

to mitigate what is an absolute catastrophe for any economy. We 

must not lose hope, however, as there are many rapid interventions 

that can be implemented, which can only be achieved when the 

public and private sector collaborate and support each other. This 

is the founding charter of the SA Water Chamber. Water is the 

fundamental economic building block for all economic activity. 

Whichever way we look at our water availability, we are in a 

serious shortfall compared to global averages with half the rainfall 

and hence less than half the per-capita runoff available to us with 

a serious drying up of our western regions that are traditionally 

winter-rainfall areas. We have doubled the population in a few 

decades with less water in the traditional sense available. 

To add to this issue, we have not maintained our infrastructure 

and have not augmented with non-traditional means and still waste 

© Brandfoundry.co.za / Pixelfaerie.com 

40% in non-revenue water with 

90% of it in leaks. So, whatever 

augmentation we embark upon, it’s 

of no use if it’s a leaking bucket. 

While reducing our water footprint 

with water-wise approaches and 

reusing at scale, we need to fix our 

existing distribution networks, much 

like Eskom’s failing powerlines. 

There are many rapid 

interventions that can be 

implemented, which can 

only be achieved when 

the public and private 

sector collaborate and 

support each other. 

The user-pays principle is key 

to reinstate water security, so 

all must pay, and the indigent 

population receive subsidies after 

paying something. I say this as 

currently there is insufficient cash 

in the system to provide the entire 

population with water services. A 

culture of non-payment exacerbates

water 

S 

De Beers Group 


S 

water 

the issue exponentially; we need money to maintain, 

operate and augment infrastructure. 

A thriving economy would reduce our indigent 

population – the highest in the world – but to thrive 

it needs revenue from all. All successful economies 

have all paying for water services at levels that all can 

afford. Due to a relatively small payer base in South 

Africa, we have substantial revenue shortfalls, to the 

extent of R33-billion per annum just for water, while 

leaking infrastructure adds a further R10-billion per 

annum in losses to the system. We cannot afford these 

inefficiencies and need to address them as part of kickstarting 

our economy. 

We had a Water and Sanitation Masterplan published 

in 2018 and no meaningful progress has been made in 

its then R900-billion programme, which will probably 

be over R1 000-billion by 2022. This quantum is more 

than double the Eskom debt that has made Eskom illiquid and 

unable to replace its very old assets. So where is the funding going 

to come from is on everyone’s lips. 

Well, the private sector has more than the trillion rand 

required but cannot invest in a fundamentally bankrupt 

system with high risks. The SA Water Chamber has 

worked hard with government and stakeholders to push 

for reform to mitigate these risks, and we see all our 

proposed reforms in the National Infrastructure Plan 

2050 (NIP 2050) draft gazetted in August 2021. We need 

cabinet to ratify the final version urgently as this is a key 

recipe for unlocking the Masterplan. 

So, what does the NIP 2050 say: 

• Engage private-sector participation to fund, design, 

construct, operate and maintain existing and new water 

and waste-water infrastructure. 

• Establish independent water producers to attract 

private investment, competition and better water prices 

in the market. 

• Use an independent water regulator, to ensure that 

the entire water supply chain is competitive and compliant. This is a 

global practice and deemed a precursor to private-sector investments. 

• Establish a national support office to back local government’s water 

projects as this is where most of the action is in the Masterplan due 

to South Africa being very obviously dammed up. 

This is, in short, what needs to be done from 2022 for the 2050 

target. We, as a chamber, have suggested more frequent KPIs (every 

two to five years) to ensure better momentum and accountability. 

So, we have the Masterplan and we have the NIP 2050 that 

formulates the who, by when and how. What is holding us up we all 

ask. Nothing should. The economic downturn of the past decade 

that has been accelerated by the pandemic and with onshoring of 

many global economies means that we need 

to move much faster in reinstating water 

security as the founding pillar to reliable 

infrastructure and a thriving economy. 

We are also finalising a Water and 

Sanitation Industrialisation Masterplan 

with the dtic that seeks to re-establish South 

Africa’s dominance in the supply chains, as 

we have over the past two decades become 

net importers of most of the supply chain. 

From chemicals to plumbing components 

to process systems and technology, we are 

reimporting often what was developed in 

South Africa at a premium. 

We can not only create new jobs but also 

stimulate massive SMME establishment 

on the back of a “Marshall Plan” for water 

and sanitation where we all win and export 

our products, services and systems while earning significant hard 

currency, and possibly attract foreign direct investment, to catalyse 

the sector’s momentum. S 

BENOÎT LE ROY 

Benoît Le Roy is an environmental 

alchemist with 40 years of water 

engineering experience and is the 

CEO and co-founder of the South 

African Water Chamber. The chamber 

was established to represent the 

Water is the fundamental economic 

building block for all economic activity. 

private water infrastructure sector to 

collaborate with and assist government 

to implement the national Water and 

Sanitation Masterplan. This will not only 

reindustrialise the water sector, but it will 

also provide a myriad of skilled jobs and 

the opportunity to again export waterrelated 

products and expertise globally. 


water 

The crucial road to 

the circular economy: 

the importance of 

water reuse in Africa 

Cities of the future will have a radically different understanding of 

‘waste’. These cities will recognise, and have the technological 

capabilities, to harvest and recycle precious resources from “waste 

streams”. And the benefits will be greater efficiencies of production, 

lower energy costs and greater environmental sustainability. 

I 

In fact, perhaps such cities aren’t too far away. 

Already, facilities such as the Durban Water 

Recycling (DWR) Plant and the Goerengab 

Water Reclamation Project in Windhoek, 

Namibia, which recycle up to 47.5ML and 

21ML, respectively, of wastewater per day, 

represent landmark – although (frustratingly) 

isolated – examples of municipal wastewater 

recycling schemes in Southern Africa. Both 

these plants are operated and maintained by 

Veolia Services Southern Africa. 

Why reuse? 

Driven by its vision of sustainable 

environmental solutions, Veolia offers 

among the most comprehensive portfolios 

of innovative, low-footprint technologies 

available for extracting maximum value from 

wastewater, with over 350 proprietary water 

treatment technologies in total. 

As Chris Braybrooke of Veolia Services 

Southern Africa explains, “We see waste as 

a resource. As conventional sources of fresh 

water become increasingly over-burdened 

in the face of continued urbanisation 

and rapid population growth, cities will 

need to look at alternative sources of 

ensuring their future water security. Water 

reuse, which can be treated to a wide 

spectrum of quality grades for industrial 

or potable use, is a critical component of 

these strategies.” 

The technologies exist to clean and treat 

even the dirtiest of wastewater to a potable 

standard. That is what is achieved by the 

high-tech Goerengab Plant, which uses a train 

of efficient sludge treatment technologies 

and processes to recycle wastewater and 

semi-purified sewage to a standard that is 

100% safe for human consumption, and 

which supplies up to a third of the City of 

Windhoek’s potable water supply. 

The 47.5ML of municipal and industrial 

effluent recycled by the DWR plant each 

day isn’t treated to the same potable grade. 

Instead, it is treated to the level required by 

the industrial processes of the city’s highvolume 

water users like SAPREF and Mondi. 

“This water is supplied at half the cost of 

conventional bulk water, reducing these 

customers' overall water costs while freeing 

up a significant volume of potable water 

that allow the city to expand and increase 

the penetration of its existing bulk 

infrastructure to previously unserviced 

communities in the greater metropolitan 

area,” Braybrooke explains. 

Industrial facilities are also implementing 

their own on-site wastewater treatment plants 

to treat and recycle the water contained in their 

waste streams for internal reuse in a drive to 

achieve zero liquid discharge. As such, they’re 

able to reduce their dependence on municipal 

wastewater works, optimise their water use 

costs, be self-sufficient in guaranteeing a stable 

water supply, and further reduce the risk of 

environmental contamination. 

What else can we get from sludge? 

Water isn’t the only precious resource that 

can be produced from sludge, however; and 

where dewatered solids from the sludge 

treatment process were previously destined 

for landfill, today, more and more initiatives 

are being deployed valorise such material into 

energy production fuels. S

S 

economy 

Limpopo 

Province: 

the golden 

gateway to 

growth 

Limpopo Province is gifted with natural 

resources and its economic strength in the 

primary sectors is an impetus contribution in 

the growth of manufacturing. The province 

has a keen interest in attracting private sector 

investment, with a promise to a long-term 

strategic plan focused on inclusive growth. 

L 

“Limpopo is endowed with vast mineral deposits and 

is blessed with fertile soil. It is also a place of immense 

scenic beauty, numerous heritage sites and other 

natural wonders. We are very clear that the challenges 

of poverty, unemployment and inequality will only be 

effectively addressed through higher levels of inclusive 

economic growth. 

For Limpopo, this requires increased investment 

in critical areas of the provincial economy, especially 

in areas such as mining and mineral beneficiation, 

agriculture and agro-processing, as well as tourism. 

These industries have tremendous 

potential to attract large and 

sustained capital investments to 

the province. 

Investment should contribute 

to the development of integrated 

industrial value chains that 

generate sufficient and 

significant added value for 

the economy as a whole. The 

value chains create further 

opportunities for the emergence 

of more small, medium and 

micro enterprises. 

These industries will play a key role in the future 

growth and development of the economy of Limpopo 

with huge potential for exploration, production 

and beneficiation. 

Limpopo is open for business. 

“Our National Infrastructure Plan aims to 

support the integration of African economies and 

the development of intra-Africa regional value 

chains. Investing in Limpopo is very strategic 

because the province shares borders with three 

of our neighbouring countries: Botswana, 

Zimbabwe and Mozambique. 

This means that the province is 

positioned as a gateway to a potential 

market of 300-million people just in the 

SADC region. 

“Limpopo is open for business – in mining 

and mineral beneficiation, agriculture 

and agro-processing, renewable and 

alternative energy, and information and 

communications technology.” 

President Cyril Ramaphosa, 

Limpopo Provincial Investment 

Conference, 1 September 2021 

GEOGRAPHY 

The Limpopo Province’s 

125 754km² covers about 10% 

of South Africa’s land mass and 

is home to almost 10% of the 

country’s population. The N1 

highway is a key reason for the 

province’s important role in the 

nation’s logistics sector. It passes 

through Limpopo from the south to 

the border town of Musina and on 

to Zimbabwe and its neighbours 

in the SADC region. The busy 

N11 highway links the province 

to Botswana to the west and 

Mpumalanga Province to the east. 


economy 

S 

ECONOMIC ZONES 

FETAKGOMO-TUBATSE SEZ 

“Government’s major objective through SEZs 

is to change the socio-economic landscape 

of the northern region by accelerating the 

manufacturing base, promoting industrialisation 

and attracting investments. We have to 

change the way we operate, and urgently seek 

innovative ways to lead the province and this 

district out of the current economic challenges. 

The existing and projected mining and the 

beneficiation outlook for platinum group metals 

(PGMs) and chrome drives the establishment of 

the proposed Fetakgomo-Tubatse SEZ. 

The government’s objective is to achieve 

an inclusive economy, and this cannot be 

realised if townships and rural areas are not 

meaningful participants in the mainstream 

economy. We remain convinced that this is the 

key element of an inclusive economic growth 

trajectory that can lift our people from poverty, 

cultivate entrepreneurial potential, establish 

dynamic township enterprises and circulate the 

‘township rand’ within townships.” 

Deputy Minister of Trade, Industry and 

Competition, Fikile Majola, 

28 October 2021 

The Musina-Makhado Special Economic 

Zone (SEZ) in the north of the province is 

forging ahead. The planning phase of the 

LISTING 

northern site of this SEZ has been completed 

and the provincial government has allocated 

R200-million to support the VHEMBE implementation DISTRICT MUNICIPALITY 

phase. One of the most significant Physical address: investment Old Parliament, Government Complex, 

pledges received is from Tusk Venda the Street, Chinese Thohoyandou 0950 

enterprise, Shaanxi CEI Investment Postal address: Holdings, Private Bag X5006, Thohoyandou 0950 

which has made a commitment Tel: +27 of 15 $5-billion 

960 2000/2008 | Fax: +27 15 962 0904 

for a vanadium and titanium Website: smelter www.vhembe.gov.za 

project. 

An Environmental Impact Assessment 

is currently underway for Collins the southern Chabane Local Municipality 

site, where a range of projects Tel: +27 is 15 851 planned. 0110 | Fax: +27 15 851 0097 

A total area of 7 262ha has Website: been www.lim345.gov.za 

designated 

for the SEZ, which is located 40km south of 

Musina and the border with Makhado Zimbabwe Local and Municipality 

Tel: +27 14 718 3300 

Fax: +27 14 717 2931 

Website: www.waterberg.gov.za 

Bela-Bela Local Municipality 

Tel: +27 14 736 8000 | Fax: +27 14 736 3288 

Website: www.belabela.gov.za 

Lephalale Local Municipality 

Tel: +27 14 763 2193 

Fax: +27 14 763 5662/086 534 3440 

Website: www.lephalale.com 

50km north of Makhado. Tel: A revised +27 15 519 business 3000 | Fax: +27 15 516 1195 

plan for an SEZ at Tubatse Website: in the www.makhado.gov.za 

eastern 

Modimolle-Mookgophong Local Mun 

part of the province has been submitted 

Tel: +27 14 718 2000 | Fax: +27 14 717 4077 

to national government. Musina Local Municipality 

Website: www.modimolle.gov.za 

The key element of this Tel: proposed +27 15 534 SEZ 6100 is | Fax: +27 15 534 2513 

mineral beneficiation and Website: servicing www.musina.gov.za of the 

Mogalakwena Local Municipality 

mining industry. 

Artist impression of Musina-Makhado Special Economic Zone. 

Tel: +27 15 491 9600 

The revitalisation of Thulamela industrial parks Local Municipality 

Fax: +27 15 491 9755 

throughout the province is ongoing. The parks at Seshego, enterprises. The focus is on the agro-processing, 

Tel: +27 15 962 7500 | Fax: +27 15 962 4020 

Website: www.mogalakwena.gov.za 

Nkowankowa and Thohoyandou have recorded good manufacturing, storage and recycling sectors. 

Website: www.thulamela.gov.za 

occupancy rates with the clustering The provincial government Thabazimbi has Municipality 

identified five 

together WATERBERG of related DISTRICT businesses MUNICIPALITY Agricultural Development Zones (ADZs) across the 

Tel: +27 14 777 1525 

making supply-chain management province, including the Mopani District within which 

Physical address: Harry Gwala Street, Modimolle 0510 

Fax: +27 14 777 1531 

and logistics easier for small the Marula Hub is located. 

Postal address: Private Bag X1018, Modimolle 0510 

Website: www.thabazimbi.gov.za 

MUNICIPALITIES IN LIMPOPO PROVINCE 

Metropolitan/District Municipality 

Boundary 

Local Municipality Boundary 

District Municipality 

Local Municipality 

BOTSWANA 

Thabazimbi 

North West 

Lephalale 

Lephalale 

Thabazimbi 

Limpopo Economic Development Agency 

Waterberg 

Lephalale 

Waterberg 

Bele-Bela 

N11 

Mogalakwena 

Mookgophong 

Bela-Bela 

Mokopane 

N1 

Modimolle-Mookgophong 

Local Municipality 

Gauteng 

Modimolle 

Alldays 

Blouberg 

N11 

Capricorn 

Molemole 

R81 

Musina 

N1 

Makhado 

POLOKWANE 

Polokwane 

Ephraim 

Mogale 

Musina 

Greater Groblersdal 

Makhado 

Lepele-Nkumpi 

Makhuduthamaga 

Vhembe 

Tshipise 

Greater Letaba 

Tzaneen 

Greater Tzaneen 

Fetakgomo-Greater 

Tubatse 

Sekhukhune 

ZIMBABWE 

Thohoyandou 

Thulamela 

R81 

Greater 

Giyani 

Mopani 

Ba-Phalaborwa 

R40 

Maruleng 

Mpumalanga 

Kruger 

National 

Park 

Kruger National 

Park District 

Management 

Area 

Phalaborwa 

MOZAMBIQUE 

Kruger National 

Park District 

Management 

Area 

LIMPOPO BUSINESS 2018/19 

94 


S 

economy 

MINING AND MINERALS BENEFICIATION 

Limpopo’s assets include the largest diamond mine in South Africa 

(De Beers Venetia Mine), the biggest copper mine in South Africa 

(Palabora Mining Company), the biggest open-pit platinum mine 

in the country (Anglo America’s Mogalakwena) and the biggest 

vermiculite mine in the world. The province has 41% of South 

Africa’s platinum group metals (PGMs), 90% of South Africa’s 

red-granite resources and approximately 50% of the country’s 

coal reserves. Antimony, a highly strategic mineral found in large 

quantities in China, is another of Limpopo’s major assets. In 2019, 

the mining sector in Limpopo employed 48 782 workers and paid 

out R39.7-billion in wages and salaries. 

Increased demand for PGMs has been a trend for some years, 

driven by the vital role played by PGMs to reduce pollution in 

the automotive sector. This has been boosted more recently by 

applications for renewable energy and now by supply constraints 

brought about by Covid-19 with production volumes down and 

shipping made more difficult throughout 2020. 

University of Cape Town economist Dr Gracelin Baskaran has 

argued that PGM miners in Limpopo and elsewhere should be 

focussed on the role that they can play in the transition to clean 

energy. The world’s biggest polluters have all recently adopted more 

stringent legislation on vehicle emissions and the EU is looking to 

hydrogen as the means to achieve carbon neutrality. After noting 

that several miners are investing in mechanised mining operations, 

Dr Baskaran wrote in Business Day, “Attracting supply chain 

investments in manufacturing hydrogen fuel cell technology is an 

excellent opportunity for Limpopo given the sector’s growth.” 

The province has 41% of South 

Africa’s platinum group metals. 


Above and below: De Beers Venetia Mine. 

The mining sector was less affected by shutdowns due to the 

Covid-19 pandemic than many other industries. Record prices for 

some commodities ensured that mining houses were able to post 

excellent results in June and July 2021 and expansion projects, such 

as the purchase of new rights by Amplats (platinum), the conversion 

to underground mining by De Beers (diamonds) and increased 

volumes promised by Exxaro (coal), point to confidence in the future 

of the sector and the resource beneath the ground. 

The provincial government records that the province will be 

receiving a total investment from mining of R36.3-billion in the 

period to 2025. 

Commodity prices have buoyed the mining sector in 2021. 

Rhodium palladium, platinum and gold collectively rose in price by 

more than 50% in the course of 2021. These are all minerals that 

occur in Limpopo. 

Northam Platinum announced a 73.6% improvement in headline 

earnings for the six months to the end of December 2020. Sales 

revenue rose by 51.9% to R11.9-billion in that period. 

In March 2021, Implats announced headline earnings of 

R14.5-billion, an increase of 328% over the previous year and a 

reflection of all these trends. 

Merafe Resources reported improvement in the production 

of ferrochrome for the first quarter, up by 3% to 103 000 tons. 

This was achieved despite Covid-19 protocols and the fact 

that the Lydenburg smelter was placed on care and maintenance. 

The improvement was attributed to better efficiency at the 

functioning smelters. 

Glencore (with a 79.5% stake) and Merafe Resources jointly own 

chrome mines in Limpopo on the eastern limb of the Bushveld 

Igneous Complex (Helena, Magareng and Thorncliffe), the Lion 

smelter complex near Steelpoort and the Lydenburg smelter. 

New mines and expansion projects 

Botswana Diamonds told Engineering News in July 2021 that it was 

“not far off declaring a major resource at Thorny River”. Thorny 

River is close to the Marsfontein mine, which was a highly profitable 

mine for De Beers and Southern Era. Botswana Diamonds, whose 

business address is in the Republic of Ireland and whose registered 

office is in London, has invested R20-million in exploration

economy 

S 


consortium comprising ITOCHU 

Corporation, Japan Oil, Gas and 

Metals National Corporation and Japan 

Gas Corporation. 

Beneficiation plans 

The soils of Limpopo are rich in platinum 

group metals, coal, copper, diamonds, 

gold, iron ore, nickel, rare earth minerals 

and tin. Limpopo contributes 4% of coal 

mining in South Africa, according to 

the National Department of Mineral 

Resources and Energy, but it is likely 

that within the next three decades, the 

province will be supplying about half of 

The De Beers Venetia Mine is the largest diamond mine in South Africa. 

South Africa’s coal. 

Limpopo’s Waterberg coal field 

projects in South Africa and has started selling diamonds found contains about 75-billion tons of coal. Exxaro’s two coal mines in 

at Thorny River. 

Waterberg represent 3-billion tons of measured coal resources, and 

Rustenburg Platinum Mines (RPM), a subsidiary of Anglo 1.8-billion tons of indicated coal resources. This is where Exxaro 

American Platinum (Amplats), has bought the prospecting rights operates its giant Grootegeluk mine. 

for two blocks close to its existing Mogalakwena PGM mine, southwest 

of Polokwane near Mokopane. The blocks were purchased from on a 1 200ha site. Originally intended to supply the nearby power 

Nine plants serve a 4km-long and 120m-deep opencast mine 

Atlatsa and provides space to expand what is already the world’s plants, Exxaro is now eyeing the export market with countries such 

biggest and richest opencast PGM in the world. Atlatsa and RPM as Ethiopia, Egypt and Pakistan potential markets. 

are in a joint venture which runs the Bokoni mine near Polokwane. Mineral beneficiation is a key component of the Musina-Makhado 

A new mining right has been granted to Platinum Group Special Economic Zone (MMSEZ) in the far north of Limpopo and 

Metals (PTM) in the northern part of the Bushveld Complex. coal is needed for the making of steel. 

The Waterberg project will be operated by PTM on behalf of In 2018, nine Chinese companies committed to investing more 

Waterberg Joint Venture Resources which comprises Mnombo than $10-billion in projects related to the zone’s four main areas 

Wethu Consultants, Japan Oil, Gas and Metals National of activity: a coking plant, a power plant, an alloy factory and the 

Corporation, Hanwa Company, PTM and Impala Platinum. manufacture of steel. 

Implats intends expanding production at its Two Rivers The planned Fetakgomo-Tubatse Platinum SEZ will focus on 

PGM mine by 180 000oz. The project will take four years and at an the beneficiation of PGM, magnetite, vanadium and chrome. The 

anticipated cost of R5.7-billion. 

other strong mineral focus in the eastern part of the province is at 

De Beers is expecting its Venetia underground project to start Phalaborwa where Palabora Copper, a subsidiary of Palabora Mining 

delivering its first ore in the second half of 2022. Investment in Company, produces about 45 000 tons of copper annually, most of 

the project will amount to about $2.1-billion, from the start of the which is sold domestically. 

project in 2013 through to 2025. The investment is expected to 

extend the life of the mine to 2045 and possibly beyond that date. ONLINE RESOURCES 

An updated feasibility study published in 2020 showed good Mapungubwe Institute for Strategic Reflection: www.mistra.org.za 

results for Platreef’s palladium, platinum, rhodium, nickel, Minerals Council South Africa: www.mineralscouncil.org.za 

copper and gold project. Ivanplats, a subsidiary of Ivanhoe Mines, Department of Mineral Resources and Energy: www.dmr.gov.za 

is the majority shareholder in the Platreef project. The local South African Institute of Mining and Metallurgy: 

community has a 26% stake with the other owners being a Japanese www.saimm.co.za

S 

economy 

AGRICULTURE AND AGRO-PROCESSING 

The provincial government is putting considerable resources into 

agricultural infrastructure. This includes upgrading old irrigation 

schemes and building new ones, building a packhouse, investing in 

processing equipment at a tomato paste factory and constructing and 

supplying Farmer Production Support Units around the province. 

These all constitute attempts to bring small-scale farmers into the 

value chain at a point where more money can be made. Limpopo 

is home to some of South Africa’s largest commercial agricultural 

enterprises who are drawn to the fertile and varied soils that the 

province has to offer. This is one of the reasons why Limpopo 

punches above its weight in exports. 

One of the country’s biggest exporters, ZZ2, is in the process of 

building a giant new packhouse at its headquarters in Mooketsi. As 

one of the country’s largest agricultural companies, ZZ2 is famous 

for the large quantity of tomatoes and avocados produced but 

the company’s product range is also big: mangoes, onions, dates, 

cherries, apples, pears, stone fruit, almonds and blueberries. 

Potatoes are grown in great quantities in Limpopo, together with 

75% of South Africa’s mangoes and tomatoes. Statistics in many 

categories are impressive: papayas (65%); tea (36%); citrus, bananas 

and litchis (25%) and 60% of the country’s avocados. 

Agro-processing is strong in several parts of the province, with 

Pioneer Foods, McCain, Granor Passi, Kanhym, Westfalia and 

Enterprise Foods all prominent, but this sector still has potential 

to grow. Limpopo has been a major contributor to the country’s 

excellent export record: fruit and nuts from the province’s eastern 

regions are hugely popular in international markets and Limpopo’s 

commercial farmers are extremely efficient. 

Ephraim Mogale Local Municipality, which forms part of the 

Sekhukhune District Municipality, calls itself the “agricultural hub 

of choice” and about 345ha of cotton has been planted, which will 

benefit 74 small-scale farmers in the area. The projected harvest 

is 522 tons and an estimated 300 seasonal jobs are expected to be 

created during the harvesting period. 

The Olifants River (also known as the Lepelle River) supports varied 

and intensive citrus, grape, cotton and vegetable cultivation, much of 

which is transported to the markets of the densely-populated areas 

to the west in Gauteng. The Joburg Market and the Tshwane Fresh 

Produce Market are the primary destinations of the municipality’s 

products. Cattle ownership is common among subsistence farmers. 

Marble Hall, where the South African Cotton Ginners 

Association (SACGA) has its headquarters, is the principal town 

in the municipality. Other schemes are at various stages of 

development: 100ha of land is being cleared for cultivation at 

the Mogalatjane Irrigation Scheme; 41ha has been identified at 

Tswelopele Irrigation Scheme in Fetakgomo Tubatse Municipality 

and agreements are due to be signed at Kolokotela and Setlaboswana 

irrigation schemes. 

Farmer Production Support Units (FPSU) will provide services 

for primary production, post-harvest handling, storage and see to 

the coordination of transport logistics. The FPSU in Vleischboom 

has been completed and the unit at Masala is nearing completion. 

The Limburg Citrus project in the Waterberg District intends 

to establish 500 citrus orchards and a packhouse, which will 

support 300 jobs. About 2 200ha at Tshivhase, Mphaphuli and 

Tshakuma are to be planted with macadamias while 800ha at 

Afrupro, Makgoba and Morebeng will receive avocado plants. 

These projects are expected to create a total of about 2 600 jobs 

for locals. 

Enhancing the value chain is the aim of further projects related 

to grain and cotton in Sekhukhune, vegetables in Mopani, red 

meat in Waterberg, and potatoes in Capricorn. 

Export contributions 

The percentage contribution of Limpopo agriculture to national 

agriculture is 7.6% although its contribution to provincial GDP is 

just 2.3%. Agro-processing has enormous potential to expand in 

every subsector. 

Limpopo’s fruits and vegetables form an important part of 

South Africa’s export basket. Companies like ZZ2 are major 

contributors to the country’s annual production of 120 000 tons 

of avocados. Of the current crop, about half is currently produced 

in two Limpopo regions, Letaba and Tzaneen. Exports are rising 

exponentially. In response to this demand, and the potential of 

the Chinese market, almost 1 000ha per year of new land is being 

planted with avocados in South Africa. 

The same amount of new macadamia planting is underway 

every year, according to the Macadamias South Africa (SAMAC), 

adding to the existing 19 000ha. 

The other big sellers are mangoes and tomatoes. Limpopo 

grows three-quarters of South Africa’s mangoes and two-thirds 

of its tomatoes. The Waterberg District produces large quantities 

of red meat while Capricorn has potatoes in abundance, Vhembe 

in the north specialises in citrus and subtropical fruits. Mopani 

has those fruits too – and the Mopani worm. The Sekhukhune 

region in the south-east produces grain and the marula fruit that 

goes into Amarula cream liqueur. 

Westfalia is another huge enterprise, part of the Hans 

Merensky Group, and it is the world’s largest avocado grower. It 

also produces significant quantities of mango, litchi, citrus and 

macadamia and has three agro-processing plants in the province. 

Greenway Farms supplies about 45% of the fresh-market carrots 

consumed in Southern Africa under the Rugani brand. 

VKB Milling runs white maize mills in Mokopane, Lydenburg 

and Louis Trichardt and sells via the Magnifisan brand. VKB also 

has eight silos and 29 retail outlets in the Limpopo region. 

ONLINE RESOURCES 

Agro-Food Technology Station, Limpopo University: www.ul.ac.za 

Citrus Growers Association: www.cga.co.za 

Cotton South Africa: www.cottonsa.org.za 

Hortgro (Deciduous Fruit Producers): www.hortgro.co.za 

Macadamias South Africa: www.samac.org.za 

South African Subtropical Growers’ Association: www.subtrop.co.za 

Limpopo’s fruits and vegetables form an important part of South Africa’s export basket. 


economy 

Limpopo has 53 provincial nature 

reserves and three major national parks. 

TOURISM 

The combined land area of Limpopo’s national, provincial and 

private game and nature reserves is 3.6-million hectares. Some 

Limpopo nature reserves are to be commercialised using privatepublic 

partnerships. Among the first reserves to be part of the 

programme are Masebe, Rust de Winter and Lekgalameetse. The 

Limpopo Department of Economic Development, Environment and 

Tourism (LEDET) is responsible for 53 provincial nature reserves. 

Three major national parks – Kruger National Park, 

Mapungubwe in the north and Marakele in the Waterberg – are 

run by South African National Parks (SANParks) and attract large 

numbers of tourists every year. 

The provincial government has committed to enhancing 

the value of Limpopo’s two UNESCO World Heritage Sites, 

Makapans Valley and Mapungubwe Heritage Site. This is 

also a priority programme in the National Tourism Sector 

Strategy. The Waterberg Biosphere Reserve is a UNESCO 

protected site. 

Tourism is a key sector in the economy of Limpopo, and 

as such is part of a new planning initiative called Impact 

Catalyst. In addition to a broad examination of the sector, 

specific thematic areas of focus include the game-farming 

sector, an important and lucrative subsector of tourism. 

Wildlife farming and hunting generates enormous 

amounts of money but South Africans who were 

previously excluded by law still have limited access to 

this sector. According to calculations done by a professor 

SA Tourism 

in tourism at the North-West University, Peet van der Merwe, 

trophy and biltong hunters contributed a combined R13.6- 

billion to the South African economy in the 2016/17 season. The 

number of direct jobs created in this period in Limpopo was 

17 806 (The Conversation). 

The newest casino licence was awarded to Peermont Global 

Resorts for the official launch and operation of the Thaba Moshate 

Casino, Hotel and Conference Centre in the Greater Tubatse Local 

Municipality. There are 237 limited pay-out gambling machines in 

the province, and licences of one sort or another generate more than 

R50-million for the provincial government. S 

Mapungubwe National Park. 


Our most important customer, 

is yours 

At BCX, we pride ourselves on being one of the leading South African end-to-end digital 

partners for corporates and enterprises across the African continent. As a wholly owned 

subsidiary of the Telkom Group, we were established through the strategic alliance of one 

of South Africa’s ICT experts and a leading provider of telecommunications infrastructure, 

merging to create the number 1 digital partner of choice for clients within our chosen 

markets. 

Headquartered in Centurion, Pretoria, BCX permanently employs circa 5000 people, with an 

ongoing commitment to attracting and building talent for the future. Operating where our 

clients operate, our global footprint spans over South Africa, Botswana, Mozambique, 

Namibia, UK and Zambia. 

We are visionaries. We believe in innovation that supports the business needs of our clients 

on a daily basis and in turn touch the lives of their customers . 

Our work is all about putting our clients’ business needs first so that we, with them, can drive 

results that meet the demands of their clients. Our technological capabilities such as converged 

communications, cloud services, industry solutions, cyber security, and digital edge, 

allows us to innovate solutions that deliver exceptional value through better experiences 

along the value chain. 

This type of competitive advantage, combined with local market insights and a deep understanding 

of the ICT landscape, powers our commitment to creating unique digital journeys. 

Along with this, we’re dedicated to offering seamless support tools that broaden business 

objectives both internally and externally. 

In our endeavour to maintain our position as a digital market leader in Financial Services, 

Mining, Retail, Healthcare and Public Sector, we continue to leverage and invest in ecosystem 

for scale, access, and innovation. 

BCX is a level 2 B-BBEE contributor. 


Visit us on www.bcx.co.za

S 

healthcare 

Healthcare in South 

Africa: how inequity is 

contributing to inefficiency 

South Africa has a two-tiered, and highly unequal, healthcare system. The public sector 

is underfunded while most South Africans can’t afford the exorbitant cost of private care. 

To balance the scales, the government tabled the National Health Insurance Scheme. 

By Russell Rensburg, Programme Manager Health Systems and Policy, University of the Witwatersrand 

The proposal was to provide universal healthcare by 

buying services from health professionals through 

a National Health Insurance Fund. These services 

would then be delivered at private and public facilities. 

But there are many unanswered questions about how 

exactly this scheme will work and many doubts about 

it. Russell Rensburg is the director of the Rural Health 

Advocacy Project, which champions equitable access to 

quality healthcare for the country’s rural communities. 

He shares with us how the gaps may be plugged. 

What has the pandemic exposed about South Africa’s 

healthcare system? 

Firstly, South Africa’s biggest problem is that the health 

needs of its people exceeds capacity. 

Secondly, most people actually don’t know their health 

status, which delays access to care. 

Thirdly, the way the system is funded perpetuates 

inequality. 

Russell Rensburg, director of 

Rural Health Advocacy Project. 

What are the solutions? 

There’s a massive opportunity to reform the system. 

The biggest lesson that’s been learned from Covid-19 

is that if there is poor health utilisation at the lower 

levels, people are at increased risk of severe illness 

and death due to Covid-19. Comorbidities are a risk 

factor for Covid-19. If the health sector did a better job 

of diagnosing and treating people living with diabetes 

at the community level, for example, the outcomes 

would be better. 

If the country had a strong primary healthcare 

network with competent, well-trained community 

health workers, it would have had a better chance of 

containing the spread of Covid-19 as well as linking 

people to care sooner so that deaths could be reduced. 

We also need to look at the efficiencies of hospitals. 

Some fundamental questions need to be asked, such 

as are we doing the work that should be done in a 

hospital? Yes, it’s hard to turn people away. But so 

much is being done poorly in public sector hospitals. 

Many are falling apart. 

Another area that needs close attention is explicit 

prioritisation. Given the levels of poverty and 

inequality in the country, there should be explicit 

priority setting in determining who accesses key services 

such as surgery and when. Who benefits from that at 

the moment? Is access based on how close someone is 

to the system? For example, people who live in Cape 

Town or Johannesburg have a better chance of getting 

an elective surgery like a hernia repair. 

The World Health Organisation says those people 

with the least coverage need to be prioritised before 

expanding access to others with more access to 

care. While everyone has the right to health, there 

is not equal enjoyment of that right. For example 

in the current response to Covid-19, how quickly 

___ __ 

Given the levels of 

poverty and inequality 

in the country, there 

should be explicit 

priority setting in 

determining who 

accesses key 

services such as 

surgery and when. 


healthcare 

S 


people can access testing, care or even vaccination 

is determined by their ability to pay. This is neither just 

nor fair. 

As the country considers the development of a 

comprehensive primary healthcare package, it should 

look at prioritising services where lower-income 

groups enjoy the least access. South Africa should also 

consider a universal pricing and admission criteria. 

Access to medical schemes shouldn’t lead to 

over-enjoyment of capacity. The Competition 

Commission conducted a five-year investigation into the 

country’s private health sector. One of its findings was 

that South Africa admitted more people to ICU than 

other countries with comparable data. 

Patients shouldn’t be treated better simply because 

they can afford to pay more. The high cost of private 

care has detrimental effects on public healthcare. 

If most doctors work in the private sector, there 

will be a limited number of doctors working in the 

public sector. These two markets affect each other. If 

the cost of private healthcare isn’t reduced, the costs 

will increase for everyone. Which means that the public 

health sector will suffer over the long term as it struggles 

to keep up with the cost of care. 

How should South Africa manage the unequal nature of 

healthcare provision? 

The country must find a way to make sure the availability 

of care is spread more evenly throughout the system. We 

can’t look at the private and public sectors separately. 

One has an impact on the other. 

South Africa’s healthcare system is inefficient – both 

public and private. The cost of healthcare is too high. 

In the long term, improving the quality of care in the 

public sector would balance out people’s need to have 

expensive medical insurance. 

South Africa’s institutional frameworks perpetuate 

inequality, rather than address it. Publicly funded 

healthcare is not allocated based on need but determined 

by each province’s relative share of the population. 

In this scenario, funding for the Western Cape and 

Eastern Cape provinces would be roughly the same – 

despite vastly different implementation context. When 

you consider the vast area covered by the Eastern Cape, 

it is clear the current arrangements do not address 

inequality of access. 

When health services were officially desegregated 

in 1988, South Africa’s spending in the former mainly 

white provinces was R172 average per capita. Public 

sector healthcare expenditure was R55 in areas 

designated under apartheid for black people. Known as 

the “homelands”, it’s where most black South Africans 

were forced to live. 

Patients shouldn’t be treated better simply 

because they can afford to pay more. 

Many of these inequities have persisted with a 

disproportionate spend on health infrastructure in large 

metropolitan areas. This has led to an under-investment 

in primary healthcare where the 80% access services. 

The system needs to be more responsive at the levels 

where the majority are likely to access it. This means 

moving services out of facilities and being proactive in 

engaging with people through lower-level workers, such 

as community health workers. 

Doing this would ease the burden on facilities and 

health workers could diagnose people at early stages of 

disease and infection – before they get sick. 

South Africa has followed this approach with 

community testing of HIV. It also saw the effectiveness 

with the community screening and testing at the 

beginning of the Covid-19 pandemic in March 2020. 

There are no simple solutions to South Africa’s health 

crisis, but we have a once-in-a-generation opportunity 

to begin addressing the crisis. The improved electronic 

vaccine registration system can contribute to a better 

understanding of where people are, the investment 

in diagnostics can lay the platform for expanded 

screening and diagnostics and the introduction of 

reforms like the NHI can facilitate better cooperation 

between the public and private sector. Failure to act on 

these opportunities will show our disregard for the lives 

and living of the 80% of the population trapped in a 

poverty and under-development. S 


S 

technology 

2022’s most demanding 

IT role: the remote 

IT security expert 

Nowadays, the office is either the old, traditional office space, home, a 

coffee-shop, or a combination of all of these. This has made managing 

devices more complicated because, for many of today’s workforce, the 

line between home devices and office devices itself is blurred. 

Steve Flynn, director of sales and 

marketing at ESET SA 

Unfortunately, most people lean toward efficiency more 

than security. 

Typically in an office-based environment, IT 

administrators can manage the hardware and software 

on the network more closely, while the hybrid-work 

scenario changes all of that. This makes limiting the 

use of devices to a single network and protecting them 

far more complex. 

The challenge is compounded by the growing threat 

of cybercrime. The global ESET Threat Report for the 

first half of 2021 showed a rise in threats targeting 

remote workers. And as employees blend remote work 

with office time, these threats are set to increase. 

The reality is that the more time employees spend 

out in the field on potentially unsafe public wi-fi 

networks, the higher the risk of becoming a victim 

___ __ 

Businesses need to 

ensure that employees 

enjoy the same level 

of protection whether 

they’re using their 

devices at home or 

through any other 

connection, even their 

mobile devices.

technology 

S 

of cybercrime. And nowadays, with almost 60% of Service 

Message Blocks (SMBs) stating they’d not be able to recover 

from the financial impact of a data breach, these risks can 

be ill-afforded in today’s challenging operating environment. 

Businesses need to ensure that employees enjoy the same 

level of protection whether they’re using their devices at home 

or through any other connection, even their mobile devices. 

ESET’s consumer offering, which includes the ESET Smart 

Security Premium product, boasts a host of new features and 

improved protection across devices, including mobile phones. 

At the forefront is LiveGuard, which provides an additional 

proactive layer of protection against new and unknown 

threats cropping up in the landscape. LiveGuard employs 

technology originally built for businesses to safeguard their 

diverse networks from both known and never-before-seen 

types of threats. 

It is enterprise-grade security for regular users. A cloud 

sandbox pulls suspicious files – whether downloaded by web 

browsers, email services like Microsoft Outlook and Mozilla 

Thunderbird or extracted from archives or USB drives – 

to a secure cloud platform for analysis first. This virtually 

eliminates the chance of infecting the device and those on 

the network it connects to and allows for safe migration 

between networks whether at home, the office, or anywhere 

in-between. 

Equally threatening is malware and ransomware, for good 

reason. Ransomware attacks continue to evolve to catch 

unsuspecting users. LiveGuard protects against these sorts 

of threats regardless of the “gift wrapping”, they come in. 

LiveGuard, and its cloud sandbox, lowers the risk of you 

being the employee that brings malware to work and threats 

and negatively impacts productivity and employment. S 

As employees 

blend remote work 

with office time, 

these threats are 

set to increase. 


S 

business 

Office 22: 

the new way 

of work 

There is no going back to working 9 to 5 – all has 

changed irrevocably. The hybrid model – part 

remote, part in-person – looks set to become 

the new modus operandi. Is it the way forward? 

Craig Raath and Morag Phillips, executive 

directors, 21st Century, share their perspectives. 

“At the beginning of the pandemic, organisations 

were largely concerned about how they were going to 

control employees and manage performance,” says 

Raath. “After just a few weeks, however, leadership in 

many organisations actually observed that performance 

had improved. 

“In fact, a great number of people were arguably 

working too hard. The narrative has changed rather 

dramatically now because we are over a year into this 

new way of living. And organisations are struggling 

with engagement rather than output per se. They 

are grappling with their sense of community, with 

information sharing and silo behaviour. That’s the 

consequence of working remotely while still trying to 

drive an integrated culture. 

in the office for collaborative events and they get to 

experience culture too. In online meetings, most 

conversations are agenda driven. The interpersonal 

aspect is lacking. Hybrid working brings that aspect 

back to life and work. 

“For employers, there are serious cost saving 

implications if you get the hybrid balance right, and 

you are also unlocking one of the best employee value 

propositions (EVP) through engagement opportunities.” 

Raath continues, “As the new generation matriculates, 

There is never a simple black and white approach to effective hybrid working. 

“Observing the widespread trends happening 

around us, we have found that there’s a real need for 

organisations to set up a robust process and put models 

in place to get the balance right. Having said this, we 

acknowledge that a hybrid model and remote working is 

not possible for every job or industry. Where it is possible, 

it has huge potential.” 

Phillips adds, “The hybrid model, in the simplest 

terms, can provide the best of both worlds; the flexibility 

to work at home and the freedom to have other priorities 

in life, like going for a run in the morning or sleeping, 

instead of commuting in the traffic for example. 

“When employees are at the office, their presence 

is intentional, not forced. People are choosing to be 

a hybrid approach is going to be the expectation. And 

the companies that get this right are going to have a 

strategic advantage over those who haven’t, because 

it’s going to be extremely attractive, in terms of the 

EVP, for organisations that have the right boundaries 

in place but also provide employees with psychological 

safety, in that they have a community.” 

“There is never a simple black and white approach to 

effective hybrid working. You must effectively balance 

intentional presence with recognising individuality 

and taking advantage of the technology and tools 

at your disposal. When the right model is in place, 

businesses have the potential to truly flourish.” 

* 21st Century is a remuneration and HR consultancy. 

___ __ 

As the new generation 

matriculates, a hybrid 

approach is going to 

be the expectation. 


usiness 

S 

IT BUILDING BLOCKS TO OPTIMISE HYBRID WORKING 

Within this new model, organisations need to harness technology to optimise both 

the employee experience (retain talented staff) and efficiency (be competitive). 

By Ramyani Basu and Joshua Swartz 

The first step is to consider how views have evolved over 

the past 18 months. 

• [UK] 85% of people working from home want to combine 

both home and office working in the future, according 

to a survey by the Office for National Statistics. 

• [US] 80% of large companies plan to introduce “hybridguided” 

flexible working arrangements, according to a 

survey by real estate services and investment company 

CBRE. 44% of remote workers, at least some of the time, 

report feeling isolated or disconnected, according to a 

survey conducted by the Society for Human Resource 

Management. 

• [Europe] 57% of employers think investing in flexibleworking 

technology is essential to attracting and 

retaining talent, according to a poll for Ricoh Europe. 

Yet only 35% of the respondents fully trust remote 

working staff, with 39% suggesting their people don’t 

work as effectively as in the office. 

Research findings point to a strong demand for hybrid 

working, while also highlighting the potential pitfalls. 

Implications for organisation 

1. As employees rethink the necessity of in-person 

meetings, the use of virtual interactions and digital 

tools has skyrocketed, placing a premium on network 

capacity and stability. 

2. Technical support must be carefully considered. 

Stepping away from 9 to 5 has created demand 

for cover outside of traditional core hours and variable 

capacity for peak periods. Managing these issues, 

while delivering help remotely wherever possible, is 

a challenge. 

3. While new technologies are required to help colleagues 

connect with one another, it’s not a given that they 

will take to these immediately. It will be necessary to 

provide new virtual training, on-boarding, and support 

for the digital workplace. 

All told, the future of work is going to be hybrid, 

digitally driven – and more complex to manage. 

With increased barriers to communication and the 

need to work across remote and non-remote teams, the 

employee experience needs to be more collaborative 

than ever. To provide employees with the flexibility they 

want, companies need an ecosystem of tools that allows 

staff to work where, how and when they like. And with 

workplace expectations influenced by the consumer 

digital landscape, firms will feel the pressure to provide 

a seamless experience across multiple devices – both 

business and personal, online and offline channels, and 

a far wider spread of onsite and offsite locations. 

It can’t be done without IT, but what are the key 

elements needed? 

THE FIVE BUILDING BLOCKS 

The post-Covid employee experience will continue to 

evolve; however, market leaders are making moves in 

the following areas: 

1. Devices. There are many options, from limited and 

off-the-shelf only to total bring your own device (BYOD) 

flexibility. Many companies have typically occupied a 

space somewhere in the middle, but along with lockdowninduced 

home-working, some have shifted toward a 

flexible or BYOD model that enables employees to use 

both the company and personal equipment they rely on. 

Leading firms are offering a select, best-in-class range 

of devices and services, accompanied by clearly-defined 

boundaries around BYOD. 

2. The IT support structure. As advances in technology 

and user needs have increased, there has been a move 

away from the traditional tiered system, in which 

issues and tickets are prioritised, escalated and 

dealt with by dedicated teams. 

Instead, leading firms are adopting more productbased 

support models, whereby employees are trained 

to use self-service and automated tools to solve most basic 

issues, leaving IT service experts free to focus on more 

complex problems. 

3. Apps and software. The potential scope is wide, 

from total control by IT to employees having the 

ability to download any software independently. Most 

companies choose to allow a certain level of freedom, 

although some industries are more tightly bound by 

compliance requirements. Working remotely means 

thinking differently about previously common tasks, 

such as taking screenshots and printing: the hybrid 

model adds another level of complexity for IT as it seeks 

to offer a user-friendly experience while maintaining 

business security and confidentiality. Leading firms 

are managing the balance by offering a fixed suite of 

managed technologies, accompanied by a clear, fast route 

to fulfill bespoke software requests. 

4. People and skills. As the support model becomes 

product-based, the IT service team evolves. Instead of 

a tiered structure, with skill levels ranging from basic 


S 

economy 

The future of work is going to be hybrid, digitally driven – and more complex to manage. 

experts devoted to hardware and software, 

while their developers focus on automating basic 

support and creating new resolution tools. 

5. Security and access. The seamless experience 

across multiple devices that today’s employees 

expect is also driving the need for a greater level 

of connection security. Leading firms are now 

tending toward dual-factor authentication in 

both the customer environment and for 

employees to access secure company virtual 

private networks (VPNs) for remote working 

and support. They are developing up-todate 

protocols to allow physical access, where 

required, in a Covid-safe way. 

The hybrid opportunity 

Where companies have tackled the challenges 


Figure 1. The five building blocks. 

to expert, the team is divided into two: highly-skilled 

support staff focused on solving complicated issues, and 

a development team that builds and releases tools for 

employee self-service. Leaders in this area have product 

ESTABLISHING THE ENVIRONMENT 

Numerous recommendations exist on the best way to 

develop a hybrid model. Here are a few of the best ideas: 

Meeting too often or with little purpose – that is, 

meeting for the sake of meeting – leads to fatigue. Not 

everyone needs to be at every meeting, yet finesse from 

management is required to make sure no-one feels left 

out. And meeting-free days can help with productivity and 

allow employees a block of uninterrupted time to focus on 

complex projects. 

Listening to employees is critical to making sure the 

hybrid environment is working. Continually seeking 

feedback, through one-on-one conversations, focus 

groups or human resources surveys, is important too. 

So is recognising and rewarding employees with in-person 

or virtual kudos for their achievements. Performance 

incentives, such as financial rewards or tokens of 

appreciation, help develop a supportive culture that 

increases employee commitment. 

Finally: both managers and employees must be 

transparent in their communication and understanding 

of hybrid plans. Policies must be in place to define what 

tasks happen in the office and remotely. Access to reliable 

communications is essential, particularly for remote work. 

All employees must receive the same information at the 

same time, and in a timely manner. After all, whether in 

the office or online, workers don’t want to feel they’re the 

last to know. 

Organisational efficiency and effectiveness 

presented by Covid-19 and used them as an 

opportunity to drive a new way of working, success has followed. Benefits 

range from faster decision-making to increases in productivity, focus and 

efficiency; boosted morale and collaboration; better work-life balance; and 

colleagues who are easier to reach than ever before (see Figure 2). 

Conversely, doing nothing is not an option. To maintain morale, 

organisational leaders urgently need to implement hybrid working in a 

way that meets employees’ new expectations. Research shows most workers 

seek a flexible, collaborative and seamless experience that combines the 

best of remote and in-person interaction. If they fail to meet that demand, 

organisations will struggle to thrive in the post-pandemic world. 

Figure 2: Those that have tackled the pandemic challenges 

have found success. “BAU” refers to “business as usual”. 

Listening to employees is critical to making 

sure the hybrid environment is working. 

Courtesy: kearney.com 


economy 

S 

THE TICKING MENTAL HEALTH TIMEBOMB 

Workplaces worldwide are facing a mental health crisis of unprecedented scope: the effects of almost 

two years of anxiety, uncertainty and fear will transition into another period of flux as we enter 2022. 

Debbie Goodman, Group CEO of Jack Hammer, a global group 

of executive and leadership coaching companies based in Cape 

Town, says while on the surface an attitude of keeping calm and 

carrying on has prevailed until now, people, regardless of their level 

in the corporate hierarchy, are not okay. As a result, companies 

are increasingly putting in place proactive mental wellbeing 

programmes above and beyond anything they have done in the past. 

Goodman says 2020 was a year of upheaval and swimming against 

the tsunami of challenges that arose to survive. When 2021 came, 

there was hope that things would improve and normalise to some 

degree. Now, with 2022 on the horizon and reality hitting home 

that equilibrium is likely a long way off, it is crucial that substantial 

interventions are put in place to support the entire workforce – from 

entry-level staff to the top. 

“As we return to the hybrid workplace in January 2022, we will 

all be bringing the trauma of the past two years with us, embarking 

on another year of ongoing uncertainty. 

“So where before, some progressive companies recognised the 

importance of the mental wellbeing of their staff, not only from 

a humanitarian and empathetic position, but also in recognition 

of the importance mental health plays on productivity, creativity, 

teamwork and ultimately the company’s, we now have a situation 

where mental health has moved from its periphery position into a 

front-and-centre issue.” 

“Probably the most salient insight that can be taken from this time 

is that we all have a basic need for routine and certainty for our ne 

rvous systems to be able to function optimally. Constantly being in a 

state of high alert, and expecting danger and upheaval, as a matter 

of course, do not make the best foundation for workplace excellence. 

It is therefore incumbent on leaders to provide as much safety and 

certainty to their teams as possible.” 

Goodman suggests the following framework: 

Flexible routines. Regardless of remote, all-in-at-office, or hybrid: 

make sure that the arrangement is linked to a routine, albeit a 

flexible one. Even if companies allow workers to choose what works 

best for them, this trust should not equate to a free-for-all. Total 

autonomy is counterproductive and destabilising for everyone. The 

sweet spot is combining boundaries and structure with a good dose 

of flexibility. 

Communication. Leaders must communicate regularly regarding 

(realistic) expectations so that people can plan their lives and achieve 

a greater degree of certainty. Even where things remain uncertain, 

this should be shared as well. A lack of communication creates 

anxiety whereas frequent engagement, even if it is to share that 

the jury is still out on a specific matter, puts people at greater ease. 

Reassurance. People continue to be fearful about the future 

and job security, many constantly worrying that this day could be 

their last, especially if a company has undergone retrenchments. 

Although it may be impossible to offer any real certainty about the 

future, assure people they will have their jobs, which will go a long 

way to having them breathe more easily. It helps to shift focus from 

anxiety over the future to the deadlines of the day. 

Model and normalise. Many leaders can answer yes to at least 

two or three of the following questions: Are you feeling stressed? 

Anxious? Burnt out? Exhausted? Depressed? Fearful? Most of 

your staff will suffer from some of these as well. It is important to 

normalise the fact that you, as leader, are also impacted by these 

issues, and model positive responses to address mental health. 

Mental illness has been skirted around in modern times, with 

people far more willing to admit to physical ailments rather than 

mental ones. But as leaders, it is time to ensure wellbeing challenges 

are recognised and accommodated without stigma, Goodman says. 

ESTABLISHING THE ENVIRONMENT 

Goodman’s latest book, The Living Room Leader – Leadership faster than anyone thought possible, and where leaders 

Lessons for a Hybrid Future, has shot to the top of Amazon’s uncovered innovative ways of managing their teams, boosting 

bestseller list within days of its pre-sale launch in the USA productivity, and engaging customers – often from the living 

[November 2021]. The book explores the status quoshattering 

lessons learned during the pandemic, where it with extraordinary business leaders from all over the world, 

room or kitchen table. The book features anecdotal interviews 

was proved that companies can pivot their business models plus research studies and her own wealth of experience. 

PRACTICAL TIPS 

Systematic check-ins. Making 

an overt effort to connect became 

the approach during Covid, helping 

companies survive and overcome 

hurdles. Over time, business-as-usual 

prevailed again, but making regular 

personal connection will be crucial 

in 2022 to identify issues early and 

arrange for support timeously. 

Regular rest. Smart companies have 

already instituted enforced breaks, like 

designating the last Friday each month 

as a company-wide leave. Others are 

offering unlimited leave (with conditions), 

rotating leave for teams, or half days. 

Figure out a leave strategy that might 

work for your organisation and beta test 

it to see how people respond. 

Wellness support. For companies with budget and 

infrastructure, it is a great step in the right direction 

to invest in professional psychological counselling 

at company expense for those who need it. Another 

option is group-support sessions facilitated by trained 

coaches. The way this benefit is provided is critical – 

the promise of confidentiality and non-judgment must 

be ironclad and a solid bedrock of trust in relationships 

between management and staff is essential. 


S 

economy 

CYBER THREATS. GLOBAL VIRUSES 

As the holiday season approaches, supply chain and logistics, e-commerce 

and retail, and the travel industry see predictable increases in consumer 

and business activity – making them more vulnerable to cyber threats. 

McAfee Enterprise and FireEye recently released Cybercrime in a Pandemic World: The Impact 

of Covid-19, revealing the imminent need for organisations to strengthen their cybersecurity 

architecture. The findings indicate that during the pandemic, 81% of global organisations 

experienced increased cyber threats with 79% experiencing downtime due to a cyber 

incident during a peak season. 

“Ninety-four percent of IT professionals want their organisation to improve its overall 

cyber 

0 

readiness. Businesses must do more and need an intelligent security architecture 

for managing today’s sophisticated threat 

· 90% of 

landscape,” Bryan Palma, CEO of the newlycombined 

company. 

South African 

organisations 

“Ninety-seven percent of South African 

experienced 

IT professionals say that their organisations 

increased cyber 

threats during could place a greater emphasis on overall 

85 

Covid-19 cyber-readiness and strategies to prevent, 

protect and react to potential threats,” says 

Carlo Bolzonello, country manager for 

McAfee, SA. “This is really critical in the 

South African context, as it shows that local 

security professionals understand their 

weaknesses, and they have identified what 

they need for them to do their jobs better.” S 

85% of organisations experienced downtime 

due to cybersecurity risk during peak season 

NEED TO KNOW 

While South African cyber threats have 

intensified, the findings prove that 

organisations have not effectively prioritised 

security during Covid-19: 

saw an increase In 

60% ONLINE ACTIVITY 

37% 

had their technology 

and security 

BUDGETS REDUCED 

suffered from DOWNTIME 

66% due to a cyber concern 

80% 

find maintaining a 

SECURITY TEAM 

more challenging 

during peak periods 


Fast track your growth 

Accelerating the drive towards a digital workplace. 

BCX works hard to move our business partners into the future. Our integrated solutions support organisations by bringing 

people and technologies together to work more efficiently. We create a business ecosystem that allows seamless 

digital transformation so that companies can provide better services to their customers.. 


Let us help you transform for a digital future today. 

Visit www.bcx.co.za/brand 

BCX Head Office, 1021 Lenchen Avenue North 

Centurion 

0157 

Tel: +27 (0) 11 266 1000

Growing our country 

together when it matters 

the most 

You need an experienced partner that values your work as much as you 

do. Striving to ensure your success is how we go further, together. 

With you in mind, and backed by a history of delivering cost-saving 

mobile and smart digital solutions for the public sector, we present our fully flexible 

Always Connected Work+ offering. 

Search 

www.vodacombusiness.co.za

Service Issue 78

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?