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Salmah Brown | 20 June 2023 An introduction to Royal Bafokeng Platinum Royal Bafokeng Platinum (RBPlat) was born out of a joint venture that was formed between Anglo American Platinum and Royal Bafokeng Holdings, known as the Bafokeng Rasimone Platinum Mine Joint Venture (BRPM JV). In January 2010, RBPlat obtained a 67% majority interest in the JV and took over operational and managerial control of the operations. In November 2010, RBPlat made history by becoming the first community-owned business to list on the Johannesburg Stock Exchange. Strategy Our strategy is based on the pillars of: operational excellence; organic growth; pursuing value-enhancing opportunities and building flexibility to ensure sustainability. A performance-driven culture and aspiration to zero harm underlie the company’s goal of consistently striving towards operational excellence. Assets are managed with high optionality and flexibility, which allows for quick and appropriate action in line with changing market conditions. Central to the company’s strategy is achieving ‘More than Mining’. In line with this ‘More than Mining’ philosophy, the company has a proud track record of positive social impact as a transformation leader. Strong leadership Over the years, RBPlat has been led by a team of strong, committed, and dedicated Board and Executive Committee members. The teams have shown effective leadership through ensuring governance, good performance, and subscribing to ethical leadership. Assets Our operations are based near the town of Rustenburg in the North West Province. RBPlat owns and operates the Bafokeng Rasimone Platinum Mine (BRPM), the Styldrift Mine (Styldrift), the BRPM Concentrator, and the Maseve Concentrator. BRPM’s North and South shafts are both twin decline shafts with an average mining depth of 450m while Styldrift is a twin vertical shaft with an average mining depth of 680m and with a life of mine in excess of 40 years. Our BRPM Concentrator is a 250ktpm capacity traditional MF2 process plant and the Maseve Concentrator is a 180ktpm capacity traditional MF2 process plant. More than mining We have always recognised the important role that relationships play in our ability to deliver on our purpose of creating economic value for all our stakeholders, and building and maintaining mutually beneficial relationships with our stakeholders is an integral part of our value creation process. Our constructive engagement processes and strong relationships with the communities in which we operate, our employees, our union, and society as a whole, are key to maintaining our social licence to operate and creating value for society. Our relationship with the union is characterised by regular consultation and collaboration on various employee matters, which is demonstrated by the signing of our landmark three-year wage agreement in 2011, and again the signing of two subsequent five-year wage agreements in 2014 and again in 2019, which were the first for the mining industry. We understand that ongoing positive relationships with our union and employees is critical to ensuring the stability of our business. Over the years, labour stability and employee engagement have proved to be our key strengths and they have always been driven by mutual respect and teamwork. In addition, our strong community relationships fostered through established community engagement structures, have allowed us to deliver on our Social and Labour Plan commitments and contribute to the delivery of our aspiration of achieving ‘More than Mining’. For our employees and their families, we have built over 1 500 houses in a modern estate in the Rustenburg prime area of Waterkloof Hills Estate, which is currently home to over 5 900 people. This was followed by a 50/50 partnership with the Department of Education to build two new schools in the estate at a cost of approximately R150 million to date and with an enrolment of 1 425 learners from our employee housing estate and the neighbouring communities. We have also put in place a Local Economic Development and Enterprise and Supplier Development strategy which is aimed at not only increasing the opportunities available for our host community businesses but also increasing their sustainability and capacitating them enough to also be able to do business beyond the mining industry. This has resulted in 45% of our total discretionary procurement spend being with local Historically Disadvantaged businesses which for 2022 alone amounted to R2.9 billion, up from R2.3 billion in 2021. Pursuing value–enhancing opportunities We have always looked at merger and acquisition activity through the eye of consolidation in the Western Limb of the Bushveld Complex to allow economy of scale, integration of synergies, revenue, a bigger base for cashflows, and a larger dividend flow. Therefore, we have always considered all possible merger and acquisition opportunities, and possible synergies with our neighbours and beyond. Soon after our incorporation in 2010, we entered into cooperative agreements with Impala Platinum Holdings Limited (Implats) in terms of which they were to mine areas of our ore body that are close to their shafts where we had no infrastructure. These agreements have thus far generated income for us to the tune of R2 billion. In 2017, we purchased the neighbouring PTM/Maseve operations, owned by a Canadian-listed company, to increase our concentrating capacity. The Maseve Concentrator, with an initial capacity of 110ktpm, was upgraded in 2022 to treat up to 180ktpm of ore. In 2018, we purchased the 33% participating interest of Rustenburg Platinum Mines’ (RPM), a subsidiary of Anglo American Platinum, in the BRPM Joint Venture, for around R2 billion and became the sole owners of our operations. Organic growth Operational excellence has been key to us achieving our objective of growing organically. Styldrift, our organic project, is a modern, state-of-the-art, fully mechanised, twin vertical shaft operation built at a cost of approximately R14 billion by a fully black-owned and managed company. It boasts a design output of 2.8 million tonnes per annum, with an estimated 320koz PGM 4E metals in concentrate at steady state. Styldrift, once fully ramped up, will be one of the largest underground PGM mines in operation. Since listing in 2010, we have doubled concentrating capacity, grew revenue from R2 billion to around R16 billion with a market capitalisation that was once R4 billion and is today over R40 billion. Building flexibility to ensure sustainability In addition to building operational flexibility, ESG is also a key focus area towards ensuring business sustainability. Our areas of focus have been on addressing climate change, decarbonisation, power, and water issues, amongst other concerns. We are alive to the need to reduce our carbon footprint and have developed and put in place our climate change roadmap with the aim of achieving net zero, by 2050. We are currently finalising a bankable feasibility study for the construction of a 98 MW modular solar PV plant, which would introduce renewable energy into our energy mix, which will be completed in the third quarter of 2023, depending on the receipt of regulatory approval. This is intended to provide green energy and reduce our emissions profile. At RBPlat, we are doing ‘More than Mining’. Visit our website: www.bafokengplatinum.co.za ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://bbqonline.co.za/2023/06/15/at-royal-bafokeng-platinum-we-are-doing-more-than-mining/

Tasneem Bulbulia | 14 June 2023 Learning a trade can open many doors for young people and deserves to be higher on the “what do I do after I leave [school]” lists of both parents and learners, industry organisation Steel and Engineering Industries Federation of Southern Africa (Seifsa) human capital and skills development executive Zizile Lushaba says. She posits that innovative, self-driven self-starters who are technical and enjoy solving problems and working with their hands make good candidates for artisan training, which can include becoming a welder, fitter and turner, boilermaker or pipe fitter. At a time when the unemployment rate is close to 40% (39.2% in the first quarter of this year) and the jobless rate among young South Africans as high as 61%, the focus on post-school education and training must be on being employable, Lushaba emphasises. She outlines that choosing a trade increases young people's chances of being employed as there is huge demand for more artisans in all sectors of the economy, with this not limited to South Africa. Lushaba points out that, while degree-based careers may pay better, people have to be employed before getting paid. “South Africa has many unemployed graduates which just goes to show that a degree does not always guarantee a job. Of interest, there are far fewer trained artisans languishing among the unemployed,” she avers. The emphasis on practical training makes newly qualified tradespeople infinitely more employable than university graduates, Lushaba notes. “Trades require the following three elements — theory, simulation (practical training) and experiential learning (on-the-job training). Experiential learning allows the learner to be exposed to the workplace sooner than university graduates, which provides the opportunity to learn from professionals who guide and mentor them,” says Lushaba. She highlights that the trades also offer learners who may battle to achieve the marks needed to study at university an alternative and sometimes far better option than simply slotting into whatever degree they will be accepted into. “University is theory-intensive while a trade provides an opportunity for individuals, who might not excel as much on theory but would be far better with hands-on, practical exposure and learning. Being employed as an apprentice or qualifying as an artisan also provides earlier earnings prospects, which is a big benefit for many South African families,” Lushaba says. She points out that there are many colleges around the country where young people can learn a trade. The Seifsa Training Centre in Benoni, Gauteng, for example, offers a full range of artisan training — from welders to electricians. It has also kept up to date with the needs of the Fourth Industrial Revolution, she outlines. Moreover, the centre also offers skills such as robotics and three-dimensional printing to meet industry demands and these skills are taught using e-learning, virtual reality and electronic assessments. The centre can train 250 people at a time and offers apprenticeships in ten trades. As part of its commitment to empowering young South Africans, Seifsa took part in Cell C’s recent Youth Day Event. The ‘See Youth’ event focused on ways to empower the country's youth, including helping them to develop the skills of entrepreneurship among other things. Many artisans find that their practical skills and experience are perfectly suited to running their own small businesses, as Lushaba says, these skills are useful in “day-to-day life for those who are looking to explore the entrepreneurial route”. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.engineeringnews.co.za/article/seifsa-encourages-young-people-to-learn-trade-skills-2023-06-14

Aunyana Moloisane | 14 June 2023 There’s an element of corporate fatigue about learnerships. They’ve become another requirement businesses are expected to fulfil, a B-BBEE scorecard item to check. Understanding the very real benefits has largely been replaced by bored and even malicious compliance. Were all familiar with the statistics. A national unemployment rate of 33%. A youth unemployment rate of 64% for job seekers between 15 and 24, and 41% for those between 24 and 35. About 9% of 17-year-olds drop out of school and the majority of 20-year-olds aren’t receiving any form of education at all. The reasons behind these figures are well documented. There’s a misalignment between the qualifications offered and the skills required in the market. Schools, colleges and universities are oversubscribed and underresourced, and the societal tendency to push the school-university-work journey, without considering alternative modes of education and professional growth, is limiting. But there’s another issue at play, too. Our education system simply isn’t robust enough to prepare young matriculants and graduates for the world of work. They may have a theoretical foundation, but their practical skills are often lacking. These range from the technical skills required to perform a particular job, to softer skills such as managing interpersonal relationships and demonstrating good workplace etiquette. This lack of practical training can even affect young adults’ interviewing techniques, preventing them from getting out of the starting gates in the first place. And those who do pass their interviews may not have their contracts renewed after their probation period if they can’t demonstrate the on-the-job skills their managers and employers expect of them. What, we have to ask, can best bridge this gap? A supportive and sustainable scaffolding Time and time again, learnerships emerge as one of the most important and effective solutions. Learnerships provide a scaffolding. They help to support the transition between secondary or tertiary education and the working world they are about to enter or have already entered. They help learners to gain a professional foothold and to secure it, giving them the knowledge, skills and expertise they need to thrive in their careers. It’s not a reinvention of the learnership wheel. It’s about making small and deliberate adjustments that give matriculants and graduates the best possible chance of success. These careers may not necessarily involve working at large companies. A strong base of entrepreneurs is critical to an economically secure future in South Africa. And people who not only have the theoretical training to run their own companies, but useful in-person experiences from which to draw, are likely to become successful business owners who provide critical services and alleviate unemployment down the line. There needs to be a clarification, however. These learnerships cannot be of the stock-standard, box-ticking variety. Instead, we need a concerted commitment to implementing meaningful, high-impact learnerships. Making learnerships matter There’s an element of corporate fatigue about learnerships. They’ve become another requirement businesses are expected to fulfil, a B-BBEE scorecard item to check. Understanding the very real benefits of this type of education has largely been replaced by bored and even malicious compliance. Learners, too, have become prone to abusing the system. Embarking on serial learnerships – where they take advantage of the (often poorly managed) learnerships available, and simply move from one to another – has become common. With a stipend usually offered, learners tend to view endless learnerships as better than being unemployed. But this means that they’re occupying places others could take, and that they’re delaying entering the workforce full time. This emphasises the difference between ordinary learnerships that serve neither learners nor employers to their full potential, and meaningful learnerships that are capable of creating positive individual, corporate and societal change. Meaningful learnerships demand clear intent from corporates to impart lasting skills, a commitment from learners to bring the best that they can offer, and an understanding from service providers that this nurturing environment needs to be consistently supported. They demand that all parties know what’s expected of them, and that together they show a concerted effort to seeing learners survive and excel in the world of work – whatever that world may look like to them, now or in the future. It’s not a reinvention of the learnership wheel. It’s about making small and deliberate adjustments that give matriculants and graduates the best possible chance of success. Alleviating South Africa’s unemployment crisis depends on a workforce that is educated, capable and entrepreneurial. Not all of these skills are provided in the classroom. Many are only possible in the workplace. And the rest, learnerships may be able to bridge – if we implement them well. Aunyana Moloisane is the Managing Director of Optimi Workplace, a division of the Optimi Group. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.dailymaverick.co.za/article/2023-06-14-learnerships-may-help-youth-in-work-but-must-be-meaningful/

Tebogo Makube | 14 June 2023 Preferential procurement regulations, which came into effect on January 16, give organs of state powers to determine their preferential procurement policies. The 2022 Preferential Procurement Regulations, are a response to a constitutional requirement, in particular section 217(2), which bestows powers on organs of state to implement their own procurement policies. The regulations are also in response to the Constitutional Court’s judgment in minister of finance vs Afribusiness NPC, affirming the right of organs of state to determine their preferential procurement policies. The challenge with the regulations is that they do not provide the framework for determining preferential procurement policies — preference matters are lumped under specific goals. This falls short of section 217(3) of the constitution, which requires that national legislation prescribe a framework within which the preferential procurement policy must be implemented. What is emerging from the supply chain management policies of different organs of state is a plethora of preferential points that are meant to be in line with achieving specific goals. One of the points is locality, which is subdivided into municipal, district and provincial boundary. Points can be allocated to bidders if they reside in the municipality, and again if they are in the district, including the province. That is a clear case of double dipping. The other preferential point is gender, which is confined to women. There is a danger of this preferential point creating a perverse incentive for fronting, with companies bringing in women to increase their chances of winning tenders. That is not the type of empowerment envisaged by the government. Other points that are include are local content, youth, people with disabilities and women. These preferential points will be allocated in the evaluation and awarding of contracts. The danger of allocating preferential points on the basis of locality is that it will lead to entitlement, cronyism and rent-seeking behaviour not linked to performance. Ideally, public procurement decisions should be based on competitive selection processes, which is inclusive of lawful preferential policy considerations. Some of the preferential points are definitely unconstitutional and unlawful. Moreover, SA is a unitary state and no-one should be disadvantaged by locality, not be allocated preferential points or participate in procurement opportunities, anywhere in the county. The theory of pork barrel spending provides interesting insights into this type of a social contract. It holds that legislators who bring home “pork” or tenders to their districts are better able to fend off potential challengers. This is cronyism. Procurement opportunities are mostly captured by the powerful and connected in society, not ordinary community members. Therefore, pork barrel spending is about projects that are approved and allocated on the basis of personal relationships, where benefits accrue to small groups of people. It becomes worse in municipalities where bidders residing in the same municipality, which has issued the tender or tenders, demand to be awarded the tender or a share of the tender. This is also known as forced subcontracting, which is prevalent in the construction industry. The demand for construction contracts by force on the basis of locality has led to the formation of “business forums” across the townships and rural areas. If the demands of these bodies are not acceded to, projects are deliberately stalled, though these are the areas most in need of service delivery. At the centre of this challenge is the lack of a framework to guide the determination of preferential procurement policies. The end result is that deals are often made “under the table” with special interest groups, and some tenders end up being allocated to small groups of politically connected people. Yet this is public expenditure. Individuals, associations or groups who benefit from pork barrel spending are almost certain to lack any incentive to grow and be competitive. This type of spending has no exit strategy because of perennial rent-seeking behaviour. Pork barrel spending is costly to the fiscus because it is not cost-effective. Premiums are paid to allow projects to go ahead. It also decreases social welfare, as society pays higher prices for goods not associated with the costs of providing the service. What is needed is a proper and well considered preferential procurement policy framework that will take into consideration the constitutional requirements, the economic needs of the country, and transformation. Procurement must be linked to performance, and key to that is proper contracting and contract management. Contract management must be evidence based, and if the contractor is not performing adequately they should be reviewed periodically and appropriate remedies be instituted timeously. In a country such as SA, procurement must facilitate development and not enrich a few connected people. There must be value for money for the fiscus, and companies with the capabilities and capacity to deliver must be allocated contracts on a competitive basis so that they also create jobs, procure locally manufactured goods and drive transformation. All of these factors will have positive spillover effects on the economy, all other things being equal. It is hoped that the Public Procurement Bill will be the answer to the current challenges and provide a better framework for the determination of preferential procurement policies. • Dr Makube, an advocate, is chief director: industrial procurement & development at the department of trade, industry & competition. He writes in his personal capacity. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.businesslive.co.za/bd/opinion/2023-06-14-tebogo-makube-open-ended-preferential-procurement-policies-lead-to-pork-barrel-spending/

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Creamer Media | 14 June 2023 This article has not been written or solicited by Creamer Media and has been supplied by the author. Amidst a pressing drive to modernise, South Africa’s construction and infrastructure development industry is experiencing substantial transformation, fuelling growth on a significant scale. This, in turn, is ushering in a wave of employment opportunities and fostering new career paths for the country’s youth. Notably, South Africa is facing an ongoing youth employment crisis, as Statistics South Africa reveals that nearly half of all youth between 15 and 34 years are not in education, employment, or training. Against this backdrop, however, the construction and infrastructure industry is offering an essential glimmer of hope as its expansion holds enormous labour-absorbing potential. As the South Africa Construction Industry 2023 Report suggests, the sector is expected to experience an annual compound growth rate of 5.8% between 2023 and 2027, while construction output is set to reach just over R230 billion this year. “The construction and infrastructure sectors will be instrumental in achieving the country’s objectives for growth and employment. The sector’s anticipated growth not only addresses the immediate need for jobs, but also presents an opportunity for young people to develop highly sought-after skills, potentially altering their career trajectories and futures,” says Olebogeng Manhe, Chairman of the Gap Infrastructure Corporation (GIC). “So, as the demand for skilled workers in this sector increases, it’s important for young people to consider careers in this industry, as it offers many opportunities for personal and professional growth. Some potential, high-earning career paths include civil engineering, architecture, construction management, business administration, and project management – positions which will always be in high demand.” Making strides through the LearnMe and GIC partnership Assisting youth to develop in-demand skills for thriving career journeys, GIC has forged a partnership with LearnMe, a learnerships consulting provider which offers fully accredited training with the SETA. LearnMe specialises in the recruitment and training of abled people, as well as providing learnerships and skills programmes for people with disabilities. As the GIC’s trusted implementation partner, LearnMe is rolling out a tailored GIC learnership programme aligned with its skills development and B-BBEE strategies. In this way, GIC aims to provide learners from black communities with practical and comprehensive learning opportunities, assisting them to develop future-ready skills and ensuring that they are able to enter the job market with confidence. Several learners have already been enrolled to complete their NQF Level 3 Business Administration qualification through the GIC programme for a period of 12 months, each receiving a monthly stipend sponsored by the GIC. He further notes that several companies have partnered with programmes like the National Youth Service to provide opportunities for young people to gain work experience and develop their skills through training, mentoring, and community service projects. “Many companies recognise this challenge as an opportunity to invest in programmes that attract and develop young talent. These initiatives focus on providing training and mentoring opportunities and promoting diversity and inclusion in the workforce. By empowering young people with the skills and knowledge they need to succeed, we can build a more vibrant industry for generations to come,” says Manhe. “This approach to tackling unemployment and promoting industry growth is a testament to the forward-thinking nature of this sector. It’s a model that other industries could learn from as South Africa continues to grapple with the challenges of high unemployment and the need for sustained economic growth.” Looking ahead, young people will play a crucial role in shaping the construction and infrastructure industry. By providing opportunities for learning, growth, and development, construction and infrastructure companies can play a meaningful role in building a workforce equipped to meet future challenges. “At GIC, we recognise that the youth are vital to building a brighter future for our communities. Through our focus on innovation, we are dedicated to creating employment prospects for youth, and helping them to thrive in this industry as a leading infrastructure developer,” concludes Manhe. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.engineeringnews.co.za/article/construction-sector-expansion-paves-the-way-for-youth-employment-2023-06-14

Mail & Guardian | 14 June 2023 It provides the skills and work experience they need to navigate the world of employment. Kgomotso Sekhu thought that she had made it. A young woman from a remote rural village, she had overcome massive adversity to get a degree in mathematics from the University of Pretoria. But cruelly, landing a job still seemed beyond her grasp. Her quest for employment was hindered by numerous obstacles. Like millions of young jobseekers, she had no money for data or transport. She would use a local school’s Wi-Fi to send her documents and check for job posts. Then she discovered the Youth Employment Service (YES) programme, and her life changed forever. In 2019, she started a 12-month work experience as a data management trainee at Nedbank. With the help of YES and Nedbank, she honed her skills, fostered her talent, and rose through the ranks. Today, she’s a business intelligence data analyst in Nedbank’s Wealth Division. Sekhu is one of more than 113 000 young South Africans who have experienced the transformational effects of the YES programme, which aims to help shape the future workforce of the country by giving them the tools they need to navigate the world of employment and make their mark in society. By nurturing young talent and providing opportunities, YES is creating an army of game changers — the skilled professionals, leaders, managers, and entrepreneurs of tomorrow. These are the people who will be the future of the country. YES fuels youth potential YES works with the private sector to tackle South Africa’s persistent youth unemployment challenge by enabling, through powerful partnerships with the private sector, 12-month work experiences for the youth. These jobs, which are 100% funded by the private sector, give the youth the necessary skills and professional exposure they need for future employment opportunities. In the process, more than R6 billion in youth salaries has been injected into local economies across the country. Since its inception, YES has worked with more than 1 400 businesses of all sizes. They include corporate heavyweights such as Nedbank, Anglo American Platinum, The Foschini Group, Bidvest Protea Coin, BMW, Volkswagen South Africa, YUM! Pizza Hut, Investec, Toyota, Motus, SPAR group, Nestle, Mercedes-Benz, Multichoice and Ford. By sponsoring youth jobs, these companies gain up to two levels up on their broad-based black economic empowerment (B-BBEE) scorecards, while integrating into their environmental, social, and/or governance (ESG) and Sustainable Development Goal (SDG) strategies and reporting. YES also offers a turnkey solution for businesses that want to create work opportunities and improve their B-BBEE scores, but are unable to provide relevant work or space within their organisation. In such cases, YES’s implementation partners (IPs) will recruit, contract and manage the youth on behalf of the business for the full year of work, including training and hosting costs. Bryan Mposula’s journey: The YES impact YES’s approach of identifying and leapfrogging talented individuals into promising careers highlights the success of its model. It creates a conduit between talented youth and potential employers who may not have had the chance to connect otherwise. Bryan Mposula embarked on a 12-month journey of self-improvement and discovery at YES, acquiring valuable professional skills along the way. After completing this, Mposula found a new beginning as a business integration arch associate at a top consulting firm. These positions are highly sought after and often competed for by people with multiple degrees and broad experience. Keeping its finger on the pulse of SA youth As the leading voice for youth employment in South Africa, YES is continuously striving to understand the evolving employment landscape and the unique needs of the youth it serves. This commitment has led to the implementation of the country’s most extensive youth survey, which surveys approximately 38 000 youth each quarter — the Youth Employment Survey. This data-driven approach helps YES and its corporate partners curate successful programmes and effectively steer the youth towards meaningful, rewarding careers. According to the latest figures, 42% of YES Alumni are currently employed. As part of its strategy to address unemployment, YES is aligning its approach with so-called future-facing industries. Thousands of YES Youth have been placed in jobs like data capturers, business process outsourcing agents, cyber security agents, digital artisans, drone pilots and mechanics, content creators and software developers. Significantly, the survey shows that the top industries employing youth post-programme include the finance, creative, mining and digital sectors. The transformative potential of the YES programme is already visible in the successes of its alumni. Their journeys serve as testament to the power of practical work experience and the importance of partnerships in addressing youth unemployment. Saying YES to empowering change Unemployed and struggling to gain admission into a university or college, Tasneem Eckardt’s life was a series of setbacks and disappointments. However, her story took a dramatic turn when she joined YES. Through the programme, she gained vital skills that have since proven to be essential in the modern workplace. From understanding technology and its applications to acquiring proficiency in sending professional emails and using Google’s suite of tools, Eckardt has grown both personally and professionally. Today, she works as a client support associate within the Department of Partnerships at Zlto. Her journey through the YES programme has not only empowered her own career, but also inspired her to pay it forward. “My career path can be described as being a resource for others who undergo the same journey I have,” says Eckardt. “I want to be a motivation to others, giving them the same opportunities I was granted.” A ripple effect on society The effects of the YES programme extend well beyond the recipients of its 12-month work experience: it’s transforming entire families and communities. The Youth Employment Survey shows that as many as 62% of all YES Youth have children or family that depend on them financially. More than half (53%) come from grant recipient households. Every youth job that YES can create uplifts a family and a community in some way. Kesha Koopman was a young mother of a two-year-old. But with no work experience, she faced the very real risk of becoming homeless. With no steady income, food insecurity had become a reality. But everything started to change when she joined the YES programme. The programme gave her vital work skills, taught her effective communication and problem-solving methods, and even guided her in maintaining a professional appearance. YES also provided valuable lessons on managing conflict — a skill that would prove instrumental in her personal and professional life. Her experience in the YES programme also helped her master key skills such as time management, effective communication and team collaboration. Each of these has played a crucial role in shaping her future, allowing her to trust her team and understand the importance of joint efforts in achieving greater results. More importantly, through her transformation with YES, Koopman was able to effectively support her family. The stability that her career brought to her family was so profound that she was inspired to refer her cousin to the YES programme. She now works as a product manager for Zlto, a position that offers her both personal fulfillment and professional growth. Reflecting on her transformation, she says: “Overall, YES has shaped me for the better. Through YES, I’ve been able to learn and understand the fundamentals of how to carry myself and how things work in a work environment.” From YES programme to entrepreneurship Another key source of future employment lies in empowering the youth to create their own small businesses and entrepreneurial ventures. While township economies are largely informal, they’re also far bigger than many realise. Starting a micro-business can be the first step a young person can take to get into the mainstream economy. Currently, 4% of employed YES Alumni are running their own businesses as their “main hustle”. Another 15% of all YES Youth are engaging in “side hustles” over and above their day jobs, which is double the national average of 7%. YES Alumni Sabelo Thabethe graduated from the ZIAO Coding Bootcamp through the programme, which kicked off a journey that led him to becoming a tech entrepreneur. Harnessing his newly gained technical expertise and entrepreneurial skills, he collaborated with friends to establish his own fintech startup, Zaka Manager, which demystifies personal finance by offering insights into spending and transactional behaviour. “We aim to tackle the issue of limited financial literacy, and low understanding regarding personal spending habits, by analysing transactions and providing valuable insights to users,” says Thabethe. “The YES programme gave me essential abilities and understanding in business planning, marketing, and financial management. Thanks to the mentorship, I received invaluable guidance from seasoned entrepreneurs.” The path to entrepreneurship is often paved with courage and initiative. Thobani May turned a pressing environmental issue in his community into an environmentally friendly business opportunity. Concerned about the abundance of invasive wattle trees in his area, he saw an opportunity to use these alien trees to create Eco Char, an environmentally conscious business that produces charcoal. Eco Char not only helps restore the community’s land but also generates income, providing a practical solution to an environmental issue while contributing to the local economy. What began as a small operation using recycled oil drums has evolved into a business using kilns that produce 20 times more charcoal. Each year, the business has experienced consistent growth, a testament to May’s commitment and entrepreneurial spirit. His business now employs five people. Looking back on his journey, he credits the programme for preparing him for the rigours and rewards of entrepreneurship. The programme made him more hands-on and business savvy, equipping him with the necessary skills and knowledge that he continues to apply in running his business. From side hustle to success Asanda Nqoko, a talented 25-year-old photographer, was trying to make ends meet through ad-hoc gigs such as shooting events, but he yearned for stability and an opportunity to turn his side hustle into a legitimate, full-time business. After learning about YES Hubs, he registered on the YES database, eager to use the resources and knowledge offered. He attended short workshops, sharpening his entrepreneurial acumen and preparing for his journey. When the Covid-19 pandemic swept through South Africa in 2020, shutting down events and plunging the industry into uncertainty, Nqoko felt the full force of the economic blow. He found himself with little to no work, struggling to afford even the basic necessities. In February 2021, an email arrived from the YES head office, inviting young people to apply for open positions. He seized the opportunity with both hands. As part of the YES programme, he acquired skills in Excel, web development, Microsoft, and graphic design using Adobe programmes. The YES team became a supportive community, encouraging his development and even granting him certificates of completion for the online modules he finished. Through participating in the YES programme, Nqoko reignited his photography passion, and his side business picked up. YES proved instrumental once again, providing entrepreneurship modules that equipped him with the tools to run a business effectively. A golden opportunity came his way when he got to shoot for the mega-star Beyoncé’s clothing brand, Ivy Park. This marked a turning point. His side hustle was ready to blossom into a full-fledged enterprise, 39 Pictures Ltd. 39 Pictures now employs four previously unemployed individuals, providing positions for a graphic designer, a lighting assistant, a camera assistant and a deals booker. Turning dreams into digital reality Born in Nomlacu and now based in Bizana in the Eastern Cape, Chulumanco Lonwabo Nomtyala is testament to the transformative power of the YES programme. At 25, he has already made a significant impact in his community, using technology to create solutions that improve the lives of his fellow South Africans. His academic journey involved completing an Honours degree in Human Settlement Development at Nelson Mandela University, complementary certificates in Project Management Foundations and a Master’s in Demand Professional Soft Skills through LinkedIn Learning. He is also an alumnus of the YES programme. Fuelled by a deep understanding of Human Settlement Development, he identified an opportunity to simplify the process of housing subsidy applications. His solution, an app called Soft 4IR Apps, allows people to easily apply for housing subsidies, streamlines the process for municipalities, and provides applicants with real-time updates throughout the application process. By partnering with local municipalities, he aims to ensure a smoother, more transparent housing grant and subsidy application experience for everyone. His broader vision involves educating people about the range of available grants and subsidies available, ensuring they have the information they need to successfully access these resources. “The Digital Pathway transformed my perspective on how people can thrive in the digital era,” he says. “Through this programme, I was able to develop an app that will enhance people’s livelihoods and simplify their lives. I am proud to offer a local solution.” YES Alumni tips to other youth job seekers There are several tips and tricks that YES has picked up by studying employed YES alumni through the Youth Employment Survey. 1. Develop skills for the future. The job market is continuously evolving. You must adapt and learn new skills. Identify required skills in your industry of interest, such as IT, solar panel installation, or the creative gig economy, and find ways to acquire them, be it through formal education, online certifications, training programmes or internships. 2. Related work experience can replace formal qualifications. Don’t underestimate the value of practical work experience. This can provide a good alternative to formal qualifications. Often, two years’ experience in a relevant field is considered as valuable as a formal qualification. 3. Cultivate a strong work ethic. There is simply no substitute for having a strong work ethic. Things like being punctual, reliable, and showing an interest in ongoing skills development can stand you in good stead to position yourself as an active contributor to your company. 4. Network and seek growth opportunities. Networking can open many doors in your career journey. Actively engage in industry events, join professional associations, and build connections in your field. This can lead to job referrals, mentorship opportunities, and may accelerate your career growth. 5. Get a side hustle or start your own business. South Africa is known for its culture of entrepreneurship. This can be a viable option to become economically active, especially in the township economy. Consider starting a micro-business; it could be your stepping stone into the mainstream economy. 6. Maintain good mental fitness. Mental fitness is vital in your job search journey and handling unemployment. YES’s new initiative, YES Mindful Matters, is aimed at providing active YES Youth with access to valuable online support services delivered by registered counsellors. Your mental wellbeing is important: don’t neglect it. A bright future Investing in the youth of South Africa through programmes like YES is not only imperative, but is an opportunity. When young people are equipped to contribute to and shape our economy, the employment opportunities will follow. While the path to entrepreneurship and youth employment can be challenging, success stories of YES alumni like Nqoko, Nomtyala and others illustrate that with resilience, creativity, and the right support, one can thrive even in the face of adversity. As a South African business, whether you’re seeking to improve your B-BBEE levels or not, consider saying YES to youth employment and becoming part of this powerful movement. Visit the YES website to find out more: https://www.yes4youth.co.za/4-business. Together, we can empower the next generation of game-changers and reshape the future of the country’s economy. #SayYES to a future that works. Our youth deserve no less. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://mg.co.za/partner-content/2023-06-14-yes-nurtures-the-game-changers-of-tomorrow/

Creamer Media | 14 June 2023 This article has not been written or solicited by Creamer Media and has been supplied by the author. The inclusion of people with disabilities is a key focus area of Engen’s social investment, with all supported projects seeking to create sustainable value for all parties concerned. Amongst various success stories, Engen’s support of the Breede Valley Association of and for Persons with Disabilities (BVAPD) to drive a new skills-based project called WeMove is bearing fruit. BVAPD is a Western Cape-based non-profit organisation that renders therapeutic, social and community development services to persons with disabilities in the areas of Worcester, Rawsonville, De Doorns, Touws River and surrounds. Buoyed by a three-year R846 680 donation, WeMove’s first intake of 20 beneficiaries commenced in September 2022, of which 13 candidates have been successfully placed in off-site jobs. Anelda Rabie, a social worker at BVAPD explains: “In September last year we identified 20 candidates who underwent training and attended various theory, creative and life skills training workshops and we carefully evaluated each candidate to ascertain their talents, skills, interests and what they were capable of. “Our goal was to place 10 of the best beneficiaries in off-site jobs, while the remaining beneficiaries would continue to fulfil on-site positions and put their new skills to work”. Adds BVAPD’s Head of Office, Michelle Vos: “We are very excited to report that the pilot has been such a success that we have managed to secure off-site positions for 13 of our beneficiaries at various organisations including a major grocery chain, local panel beaters, a creche and a bike shop. “We are like a bunch of proud mother hens,” add the duo. “We can see the training is working and the feedback from all employees has been incredibly positive. “This in turn has boosted the confidence of the beneficiaries who have seen for themselves that they are more than capable of working in the open marketplace.” Vos further explains that all partner organisations who employ beneficiaries are enrolled in a desensitisation programme to ensure proper preparedness in the workplace. “There is always a contact person on premises who has been specially trained and can fully support beneficiaries should any problems arise, and we also do monthly check-ins with employees and have daily contact with our beneficiaries,” adds Vos. With a long waiting list of both beneficiaries and companies wanting to get involved, Rabie has confirmed that the next group of 20 beneficiaries will commence training in September this year and once complete will have the chance to work off-site. “In supporting Breede Valley APD we hope to create an equitable society where persons with disabilities can share access to every sphere of educational, work and social life so that together we can forge a future that is inclusive of all people,” comments Dr James Nyawera, Engen’s Stakeholder Engagement and Transformation Manager. “As a caring and inclusive company with ‘heart’, this aligns with Engen’s commitment to the United Nations Sustainable Development Goals, which endeavour to ensure a better and more sustainable future for all. “For Engen, disability inclusion is one of the company’s key social investment focus areas, giving us an opportunity to contribute towards inclusive rights in South Africa,” he adds. As a company, Engen champions nine of the UN’s Sustainable Development Goals (SDGs), including SDG 4 – Quality Education, which aims to ensure inclusive and equitable quality education and promote lifelong learning opportunities for all and SDG 8 – Decent Work and Economic Growth, which aims to drive progress, create decent jobs for all and improve living standards. “We are grateful to Engen for assisting us in empowering persons with disabilities to improve their socio-economic future,” comments Vos. “Access to skills development and employment for persons with disabilities remains extremely limited and deprives them of taking their rightful place in the socio-economic life of South Africa.” ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.engineeringnews.co.za/article/engen-backed-skills-programme-for-people-with-disabilities-a-huge-success-2023-06-14

Staff Writer | 12 June 2023 It is easy to add the youth to our extensive to-do list of areas that require intervention, without taking action. Children should be seen and not heard, the adage goes. While we have fortunately left behind the notion that the voices and fortunes of the youth are less important than those of their senior counterparts, unfortunately in this Youth Month, statistics that quantify the reality of the SA youth scream louder than words: we are failing the next generation. In May, the latest Progress in International Reading Literacy Study (Pirls) showed that more than 80% of grade 4 children in SA could not read for meaning. It is estimated that only about half of the children that start school each year will go on to matriculate. And regrettably, it becomes increasing difficult to overcome the skills deficit as time goes on. Stats SA’s latest Quarterly Labour Force Survey shows that youths aged 15-24 years and 25-34 years recorded the highest unemployment rates of all age groups at 62.1% and 40.7%, respectively. The challenges facing our youth are multifaceted, and as SA continues to grapple with heightened load-shedding, stubbornly high inflation and a plethora of other matters, it is easy to add the youth to our extensive to-do list of areas that require intervention, without taking action or hoping that someone else would come along to fix things. Yet the power of incremental progress, achieved by combining committed individual efforts and contributions, is often underestimated. Long-term success would not be possible by acting alone — it requires a collective and integrated approach with buy-in from the public as well as private sectors, civil society and all stakeholders involved. But what can corporates do to put our youth on a different trajectory, even if each step may only help to make a little headway? While the list of possible interventions is long and intricate, I believe there are three small steps in particular that can make a significant impact over time: Entrepreneurship support Fostering an entrepreneurial culture by providing mentorship, training and financial support has never been more important. The Covid-19 pandemic has been a particularly difficult time for many entrepreneurs, and with indications that load-shedding will escalate this winter the challenge for financial institutions is to not only offer financial products, but solutions that can truly improve the environment for these vital enablers. Recognising the unique challenges facing young entrepreneurs, solutions should be tailored to meet their specific needs and address some of the key obstacles they are facing, including access to finance, access to market and access to nonfinancial support. Skills development Equipping young people with the practical skills required by the formal job and entrepreneurial market will be a key factor in addressing SA’s youth unemployment crisis. In this regard, it is vital to develop those skills that can offer solutions to our country’s unique challenges. With this in mind, Absa, in collaboration with the National Business Initiative, put its weight behind the Sapvia PV GreenCard and funded the training and assessments of 50 township SMEs. (The GreenCard has been developed in an effort to support best practice standardisation across the industry and encourage safe, reliable and compliant solar installations.) The aim of the initiative is to assist these township SMEs to unlock new opportunities in the green economy, but also increase their capacity to host unemployed young people while providing on-the-job experience. Education It is also critically important to invest in training and education programmes that will equip our youth with the skills needed to compete in a competitive market, whether as employees or entrepreneurs. The opportunity for corporates to contribute to changing the future trajectory of SA’s youth is immense. Ultimately, the evolution and development of our nation is an ongoing commitment, but we need to invest in our youth if we are to transform SA society into one that can hold its own globally, and outperform other markets. As leaders, the challenge is simple: how can we, little by little and collectively, make a difference and ensure SA youth are not only seen and heard, but equipped to excel? • Mkhize is CEO for relationship banking at Absa Group. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.businesslive.co.za/bd/opinion/2023-06-13-faisal-mkhize-how-to-change-the-trajectory-for-sas-youth/

Staff Writer | 12 June 2023 The Department of Small Business Development has gazetted its intentions to introduce a new bill to parliament, which would see a new state-owned company established in the country to support small businesses. Minister Stella Ndabeni-Abrahams said that The National Small Enterprise Amendment Bill would amend the National Small Enterprise Act, making way for the new state company, as well as allow for the establishment of a small business ombudsman, and expand the minister’s powers in the sector. Specifically, the bill enables the minister to declare certain practices in relation to small enterprises to be prohibited as unfair trading practices and to make regulations regarding them. The bill will also deal with changes to definitions of small businesses in South Africa by getting rid of the “very small” category and moving away from using asset value as a criterion. New state-owned company The new bill would allow the department to establish a new state company in the form of the Small Enterprise Development Finance Agency (SEDFA). This would see the subsequent disestablishment of the Small Enterprise Financing Agency (Sefa), the Co-operative Banks Development Agency (CBDA) and the Small Enterprise Development Agency (Seda), the department said. This is part of a concerted effort to rationalise the number of public entities, it said. SEDFA’s role would be to provide support – both financial and non-financial – to small enterprises, including co-operatives. “The purpose of SEDFA will be to ensure that the small enterprise and cooperative ecosystem is able to offer the most efficient business advice, business development services, investment support, business facilitation and incubator support,” the department said. “The vision of the SEDFA is to be a leading business development entity that will drive economic transformation and inclusive growth in the economy through ensuring the provision of customised financial and non-financial support and greater access to finance for small enterprises and co-operatives.” The state will be the sole shareholder of the company, with the minister as the sole representative of the shareholder. Finances for SEDFA will be derived from money appropriated by Parliament, grants, donations and bequests made to the SEDFA, funding raised through investments and money lawfully obtained or raised by SEDFA from any other source. Ombud The bill also provides for the establishment of the Office of the Small Enterprise Ombud Service and outlines the functions of the office. Broadly, the ombud will be required to consider and dispose of complaints by small enterprises in relation to the interpretation of the terms of an agreement for the procurement of goods or services or the late or non-payment of amounts due and payable to the small enterprises. Through consultation with the ombud, the minister responsible for small business development, by notice in the Gazette, can declare certain practices in relation to small enterprises to be prohibited unfair trading practices. It furthermore empowers the minister to make regulations relating to unfair trading practices and deal with “mischief” in the sector. “The mischief the bill aims to remedy is the lack of effective and affordable access to a justice mechanism for small enterprises,” the department said. “Business-to-business disputes and late or non-payment of amounts due and payable to small enterprises, are a significant reality in the lives of small enterprises across the world, with very adverse implications on their growth. “Therefore, like all businesses, small enterprises need effective mechanisms to resolve their disputes in an efficient and cost-effective manner.” ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://businesstech.co.za/news/government/695639/government-setting-up-new-state-owned-company-for-businesses-in-south-africa/

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Piet le Roux | 12 June 2023 Organisation says it would help if Eskom got rid of BEE-based and local content-based preferential procurement. Sakeliga has sent a report on value-for-money state procurement to the Minister of Electricity, Kgosientsho Ramokgopa which, if followed, could reduce the need for load-shedding by up to three stages. This follows after the minister stated in a recent interview, that non-value-adding intermediaries are causing supply chain delays that add, on average, three stages of load-shedding.* The prevalence of non-value adding intermediaries was to be expected given Eskom’s history of prioritising BEE-based and local content-based preferential procurement, which prioritises the interests of intermediaries above those of electricity users. Sakeliga’s report explains the non-value adding intermediary phenomenon and how to avoid it by building on our victory last year in the Constitutional Court regarding preferential procurement. In sharp contrast to the historic misconception that state entities are bound to invariably implement preferential procurement policies, neither the Constitution nor the PPPFA imposes such a requirement. The apparent “requirement,” in other words, is a political, not a legal one. If Ramokgopa is serious about getting rid of non-value adding intermediaries, he would help Eskom get rid of BEE-based and local content-based preferential procurement. Sakeliga’s report explains how a state entity can immediately improve its procurement processes, by 1) respecting the Constitutional Court judgement in Sakeliga’s favour against Pravin Gordhan’s unlawful 2017 BEE-based and local content-based Preferential Procurement Regulations; and 2) exercising its constitutionally mandated discretion to prioritise 60 million people and waive preferential procurement where it benefits a favoured clique of intermediaries at public expense. It would do Ramokgopa and Eskom well to heed the call of the Zondo Report. In part 1 of its report, the Zondo Commission asks about preferential procurement: “Is it the primary intention of the Constitution to procure goods at least cost or … to prioritize the transformative potential identified in section 217(2) [of the Constitution]?” The Commission answers as follows: “Ultimately in the view of the Commission the primary national interest is best served when the government derives the maximum value-for-money in the procurement process and procurement officials should be so advised.” ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.politicsweb.co.za/politics/how-ramokgopa-can-roll-back-three-stages-of-loadsh