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Schalk Burger | 28 February 2023 JSE-listed logistics and mobility solutions company Super Group has received Competition Tribunal approval, with conditions, to acquire retail and supply chain audit verification company RSC Consulting Services and cleaning company Clean Tech 360. In line with the conditions imposed on the merger, Super Group will announce its new employee share ownership plan (Esop) in March, through which qualifying workers from the stocktaking and cleaning target companies will benefit from shareholding in Super Group, thereby promoting broad-based black economic empowerment, the tribunal says. The Esop will be implemented through an employee trust, which will acquire a specified shareholding in Super Group on behalf of qualifying employees who must be incorporated into the plan within a specified period. Qualifying employees must be black employees and the plan must be held at no cost to its beneficiaries, and dividends will be paid to the trust and distributed to beneficiaries yearly. Super Group provides supply chain management services, operates vehicle dealerships and provides fleet leasing and management services. RSC provides audit and verification of stock, integrity and accuracy audits, as well as inbound and outbound distribution services, while Clean Tech provides commercial and hospitality cleaning and employee management services. One of the public interest considerations under the Competition Act is to promote “a greater spread of ownership, in particular to increase the levels of ownership by historically disadvantaged persons and workers in firms in the market”. As such, the tribunal imposed public interest conditions, agreed to between the merging parties and the Competition Commission, in relation to the greater spread of ownership, given that neither RSC nor Clean Tech have any black ownership, the tribunal points out. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.engineeringnews.co.za/article/super-group-to-form-esop-as-a-condition-to-acquiring-two-companies-tribunal-2023-02-28

Trace Academia | 28 February 2023 To address the continent's spiralling unemployment rates, some businesses are working to provide solutions. Enter the Trace Academia app, a free online learning platform that promises to empower young people in South Africa and the wider African diaspora by providing them with useful skills and connecting them to employment and entrepreneurship opportunities right from the palm of their hands. African youth risk being left behind when it comes to finding jobs since the development of digital skills has advanced enormously in South Africa and the larger African diaspora. Over 230 million jobs in sub-Saharan Africa will require digital skills by 2030, according to the IFC Digital Skills in sub-Saharan Africa research, creating approximately 650 million training possibilities. Digital skills are a critical enabler for inclusion and the effective use, adoption, and invention of digital technologies in Africa’s expanding digital economy. They have the power to revolutionise the nature of both formal and informal labour across a variety of industries. Mobile-friendly digital platforms present a particularly alluring option for educating a large number of youngsters in digital skills, especially given the skyrocketing rate of mobile phone ownership across Sub-Saharan Africa. By 2025, 50% of the population of Sub-Saharan Africa is predicted to have a mobile service subscription, or 615 million individuals. Many young people in Africa will need to consider innovative options. One such innovation is the free online e-learning platform Trace Academia! The well-known Afro-Urban music platform Trace has partnered with top companies to form a coalition and launched the Trace Academia mobile app in April 2022, giving many African youth the chance to succeed in an increasingly digital world. This will help address the issue of youth unemployment on a global scale. With its selection of digital certifications, innovations like the Trace Academia App can reach individuals wherever they are. Anyone with a smartphone may use the app to sign up for free courses likeGrow With Google’s sponsored Digital Marketing, which teaches African youngsters how to utilise the internet to the fullest for their enterprises, professions, or personal life. Users have the opportunity to learn how to master Google Ads and Analytics as part of the digital marketing course. The integrated ecosystem that Trace Academia and its partners have created will support its registered users by upskilling them and tackling the bold but courageous challenge of eliminating youth unemployment in Sub-Saharan Africa. Bringing practical skills development to young Africans at no cost to them. The powers of artificial intelligence and e-learning platforms, which are mutually reliant, are propelling the Fourth Industrial Revolution (4RI), which is bringing about enormous change. Trace Academia wants to make sure that young people are not left behind and are given the chance to learn on their smartphones at their own pace, wherever they are. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.dailymaverick.co.za/article/2023-02-28-tackling-youth-unemployment-through-education-and-skills-development/

Daniel Orelowitz | 28 February 2023 Despite being Africa’s most industrialised nation, South Africa has one of the highest unemployment rates in the world and is currently struggling with low GDP growth in the thick of global market uncertainty. Economic recovery and growth are desperately needed, but this requires job creation and skills development to meet our country's current and future needs. One of the most effective ways to achieve skills development and job creation is through learnerships. An integrated skills development intervention, learnerships are aimed at promoting growth in employment and facilitating capacity building across sectors to address scarce and critical skills shortages. Learnerships are attractive for businesses since a Broad-Based Black Economic Empowerment (B-BBEE) score and tax benefits are available, however, managing these programmes can be a massive undertaking. Here, it is advisable for companies to partner with an accredited training provider to sidestep the system while gaining all the B-BBEE and tax benefits with none of the associated administrative and compliance burdens. In short, outsourcing their learnership programmes is the business hack every company needs to embrace in 2023. What is the big deal about learnerships? Currently managed by the Sector Education and Training Authorities (SETAs), learnerships are directly related to particular occupations and roles. They provide a pathway that leads individuals through to accredited National Qualifications Framework (NQF) qualifications. Learnerships ensure that more people are trained for a specific working environment, and businesses benefit from having a more skilled and experienced workforce. Through such skills development programmes, learners are now able to further their education while employees contribute to the establishment of a pool of skilled labour that can either be absorbed permanently into their organisations or redirected to be of benefit elsewhere in the industry. In a format that combines structured learning with hands-on work experience, learnerships are key to ensuring that individuals are equipped with the theoretical knowledge necessary to work in their field and the practical know-how necessary to secure a job in that field. As attractive as the business benefits of learnerships may be, companies generally have to source eligible candidates and have them vetted and onboarded, all of which direct time and resources from other core functions of the organisation. Developing essential skills An experienced training provider can step in here, and take on the recruitment, enrolment, and management of the right candidates for the company’s learnerships. As training and employee development specialists, it is their core business to help their clients align with the requirements of learnership programmes, such as the Youth Employment Service (YES) programme. This learnership programme provides the company with exceptional B-BBEE benefits, while greatly assisting to close the skills gap in the youth market. An enterprise can participate in facilitating 12-month work experience programmes for unemployed youth by either: Sponsoring and hosting youth within their business Sponsoring placements elsewhere within an existing SME/supply chain Providing hosting to the benefit of a new SME. How do learnerships benefit employers? From B-BBEE scores to tax incentives, there are several noticeable benefits when implementing learnerships in the business: Contributing to skills development, job creation and economic growth, while boosting the company’s productivity and adding to its value through the employment of skilled, knowledgeable, competent employees. Establishing a pool of properly-trained, experienced employees with critical skills to draw from gives the business a clear competitive edge in the industry. Being committed to skills development positively impacts the company’s B-BBEE status, improving employment equity targets by enabling previously disadvantaged employees or unemployed individuals to upskill themselves and earn qualifications. There are Learnership Tax Incentives that allow employers to claim up to R120 000 per individual that completes their qualification, along with monthly Employment Tax Incentives (ETI) for every employee hired between the ages of 18 and 29. An all-round win-win Between recruiting candidates, handling all aspects of their HR onboarding, and payroll, and overseeing their learnership progress and assessments, there can be a lot for businesses to come to grips with. Partnering with a training provider that specialises in youth development is the smartest business hack that ensures everyone benefits - the company gains the full tax and employment equity advantages of learnerships, while candidates achieve their full potential through the successful completion of such programmes. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.engineeringnews.co.za/article/learnerships-can-be-a-business-hack-for-companies-in-south-africa---if-they-do-it-right-2023-02-28

IT News Africa | 28 February 2023 Change is the only constant in manufacturing today. Disruption, innovation, and continual refinement of shopfloor processes are driving factors in today’s complex market landscape. Whether an organisation makes commercial aircraft, office furniture, or industrial valves, they must stay on top of trends and adapt. New strategies and actions must sync – and align with customer expectations. It’s no easy task. “There’s some good news, though. The right manufacturing ERP software helps. Modern, composable enterprise resource planning (ERP) solutions with last-mile functionality built in provide the capabilities businesses need to address today’s most pressing challenges. By modernising manufacturing ERP, it’s easier to update the entire organisation, from new product introductions to operational efficiency. So, one step leads to many benefits,” says Paul Bouchier, Sales Director at iOCO, within iOCO Software Distribution, an Infor Gold Partner. Bouchier offers three tips to help enterprises adapt to changing demands. Improve supply chain agility. The disrupted supply chain has been a major headache for most manufacturers. That’s an understatement for many. Trade tariffs, bottlenecks and delays, the war in the Ukraine, chip shortages, unavailability of cargo containers, and high costs of fuel have turned procurement into a game of chance – with unfavorable odds. Modern software, with artificial intelligence (AI)-driven analytics and full supply chain visibility, can provide relief. Smart solutions drive smart decisions. Anticipate risks, make strategic choices, and forge new partnerships. Data insights help plan for contingencies and manage expectations, with visibility into the stock needed and when it’s expected to arrive. Manage shop floor complexity. Manufacturers must meet the demands of customers for highly personalised products, while controlling costs and improving margins. In many industries, traditional mass production is being replaced by mixed mode manufacturing with highly configured products, engineer-to-order, and assemble-on-demand operations becoming the new normal. Modern manufacturing software is essential for the transformation. It helps streamline processes, close gaps and keep workflows synchronised. The latest Industry 4.0 technologies provide critical tools, like smart sensors, for tracking machine performance, output, quality control, and optimising resources. Tools also help manage the existing workforce which must work smarter, not harder, to get the job done. Data insights help keep the shop floor running with orchestrated precision, because every part, every machine, and every work cycle matters. Leverage data insights. While answering consumer demand for new and personalised products, manufacturers must simultaneously strive to improve productivity, boost efficiency, automate processes, and strategically plan the use of resources. There are tough decisions to make. Modern ERP software helps capture, track, and leverage data throughout the organisation. Using facts, not feelings or hunches, manufacturers can better align with customers, launch new product introductions, design and source appropriate parts and components, and track all costs. New strategies for remaining relevant and growing the business can now be planned and executed with a balance of long-term goals and short-term capacity and cash flow restraints. Data insights are key. Seek the right tools to improve operational efficiency and foster innovation. “To avoid threats to market share and profitability, manufacturers must stay alert and on top of the ever-evolving trends. They must adopt modern, data-driven processes and turn to technology to help them introduce new products. When inefficiencies are eliminated, teams have more time for innovation,” concludes Bouchier. “Technology, such as modern cloud-deployed ERP solutions, help organisations quickly adapt to change, including starting new branches or divisions. This agility means you the business can focus on green initiatives, offering new services or managing logistics. Even creating hubs closer to end customers becomes easier. Manufacturing is being redefined, and software plays a major role in supporting the new era – from go-to-market strategies to supply chain planning and shop floor operations.” ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.itnewsafrica.com/2023/02/tips-for-manufacturers-successfully-plan-for-supply-chain-challenges-support-complex-operations/

Donna Slater | 27 February 2023 LSE-listed diversified explorer URA has completed the acquisition of 100% of the issued shares in Gem Venus Holdings – the owner of the majority interest in the Gravelotte emerald mine, in South Africa’s Limpopo province, from ASX-listed Magnum Mining and Exploration. Through the acquisition, URA has acquired a licence giving the rights to exploit the historical Gravelotte mine, which is also known as the Cobra emerald mine. According to URA, Gravelotte was historically the largest emerald mine in the world and was operational from 1929 to 2002, with total recorded historical emerald production totalling nearly 113-million carats. Following the completion of the acquisition, URA will issue Magnum with four-million ordinary shares, credited as fully paid, equal to the consideration owed on completion of £100 000 and calculated using an average mid-market closing price of 2.5p. URA chairperson Ed Nealon says the vast majority of the purchase price is to be paid from future emerald production and sales. An additional consideration of A$200 000 (about £123 000) in cash is due for each tranche of five-million carats worth of emeralds produced by Gravelotte, up to a maximum aggregate amount of A$2-million (about £1.23-million) as a production royalty. In 2022, URA established an independent maiden mineral resource estimate of 29-million carats of contained emerald in two out of the openpittable deposits on the Gravelotte property. Twelve additional exploration targets, totalling between 168-million and 344-million carats, were also established. Of the total 29-million carats of contained emerald, the Cobra pit holds 1.2-million tonnes grading 6.4 g/t for 19.4-million carats of contained emerald, while the nearby Discovery deposit holds 700 000 t grading 5.7 g/t for 9.6-million carats of contained emerald. URA says the Joint Ore Reserves Committee- (Jorc-) compliant resource at Gravelotte highlights the significant remaining resource and potential of the mine, paving the way to committing to the restart of operations by URA. URA notes that mine, processing plant and infrastructure upgrades are currently in progress, with the goal of restarting production this year. While URA will need to acquire a modest amount of new mining and processing equipment (using optical sorters to replace the labour-intensive hand sorting of the past), the company expects to be able to bring Gravelotte quickly back into production. “During 2022, we made significant progress towards the restart of mining operations. URA established the first-ever code-compliant independent resource for the Gravelotte project by commissioning an initial Jorc-compliant resource, which identified 29-million carats of contained emeralds. This resource represents a life-of-mine of over 10 years at historical peak production rates. “We are now preparing for the restart of mining and processing operations and believe that this can be achieved by a modest capital investment,” he says. Emeralds were discovered in the Gravelotte area in 1927 and, since then, several companies have mined and explored the area for emeralds. Historical records indicate that during the 1960s, the Gravelotte project was the largest emerald mine in the world, employing over 400 sorters. From 1929 to 2002, the total recorded emerald production from Gravelotte and the surrounding area was nearly 113-million carats, of which Gravelotte was substantially the largest contributor. The Cobra openpit located on the Gravelotte mine property is historically the biggest single emerald-producing openpit in the region, and is reported to have produced 21-million carats in the mid-1960s. Gem Venus owns 74% of the issued share capital of Adit Mining and Venus Emerald, which holds all the mineral rights in respect of emerald mining and extraction at Gravelotte. The remaining 26% of the issued share capital of Adit and Venus is held by a black economic empowerment-compliant structure predominantly consisting of local employees and the local community. These mineral rights are held through a long-term mining lease agreement providing all surface access and rights required for ongoing exploration and development of Gravelotte, including the use of management housing, offices, staff accommodation, workshops and other existing mine infrastructure on site. URA’s overall immediate objective is to complete preparatory work and bring Gravelotte back into commercial production. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.miningweekly.com/article/ura-completes-acquisition-to-take-ownership-of-extensive-gravelotte-mine-2023-02-27

Western Cape Government | 27 February 2023 Media release: Premier to push for targeted, transparent Energy State of Disaster at PCC with clear accountability. Premier Alan Winde will be part of the Special President’s Coordinating Council (PCC) meeting this evening where the proposed regulations around the National State of Disaster on the energy crisis are expected to be discussed. The National State of Disaster was declared 17 days ago. “President Cyril Ramaphosa should have called a PCC much earlier. Many South Africans are understandably anxious about the regulations and desperately need clarity on this issue,” said the Premier ahead of the PCC gathering. “At the meeting, I will push for clear, decisive action that does not needlessly and arbitrarily infringe on citizens’ rights. The blackouts catastrophe itself is already an affront to residents’ rights. I will also make the point that we cannot have the Minister of Cooperative Governance and Traditional Affairs overseeing this proposed state of disaster. Her arbitrary and reckless reign over South Africa during the COVID-19 pandemic was disastrous. South Africans have lost their trust in her. The only regulations that should be contemplated must be targeted at fixing the problem, which are the daily blackouts and the collapse of Eskom.” The Premier wants to see the following measures announced at the PCC: The streamlining of supply chain management processes for municipal and provincial own generation through shortening timelines, relaxing requirements around preferential procurement, and allowing for processes such as limited bids; The Department of Trade, Industry and Competition must relax regulations on the importing of energy-efficient products, including batteries, inverters, and solar panels, to allow for more open market competition until the energy crisis ends; Further reduce and streamline Environmental Impact Assessment processes for new generation capacity at local and provincial levels outside of the Renewable Independent Power Producer Programme (REIPPP) process; Increased security measures to safeguard energy infrastructure. In addition to these proposals, but outside of the State of Disaster, Premier Winde and the Western Cape Government have also called for: The tax break incentive for SMMEs to invest in solar to be increased from 125% to 140%; Allow households’ tax rebates on a wider basket of energy-producing and saving products, not just for solar. This would include LED bulbs, ripple control geysers, and LPG gas for stoves. Increase the tax break incentive for households from R15 000 to R4 0000; declare diesel a strategic resource. This would ensure PetroSA sells it to Eskom at cost price to ensure the adequate resourcing of open cycle gas turbines to offset load shedding; and reduce the levy or provide tax breaks on diesel used to produce electricity “I will push hard for these proposals,” Premier Winde stressed. “South Africans deserve transparency. The President must not only offer words of assurance that this emergency intervention will not descend into another corruption fiasco like that which marred the COVID-19 State of Disaster, but he must also put in place steps to ensure greater transparency and accountability. This State of Disaster must be managed in the interests of all South Africans and the economy. The Western Cape Government will not tolerate sweeping, draconian measures unrelated to the crisis being considered,” he concluded. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.westerncape.gov.za/news/premier-push-targeted-transparent-energy-state-disaster-pcc

Siphile Hlwatika | 26 February 2023 The landmark labour court judgment is the first to rule that racial, ethnic and social origin harassment constitute unfair discrimination under the Employment Equity Act’s code of good practice. This distinguishes it from its predecessor, which recognised only sexual harassment. Arecent judgment by the labour court has demonstrated the consequences of an employer’s failure to meet its obligations in cases involving unfair discrimination allegations. The Code of Good Practice on the Prevention and Elimination of Harassment in the Workplace (the code) recognises different forms of harassment as unfair discrimination in terms of the Employment Equity Act, 1998. The code outlines employers’ obligations in cases involving harassment allegations. The Labour Court recently considered the code in Solidarity obo Oosthuizen v South African Police Service, where it had to consider whether the South African Police Service (SAPS) was vicariously liable for the racial abuse Lieutenant-Colonel Annemarie Oosthuizen suffered at the hands of her direct subordinates, warrant officers Adam Tikoe and Seiso Mphana. Tikoe and Mphana had accused Oosthuizen of referring to them with a racial slur after she had taken corrective action against them relating to their absenteeism. Oosthuizen reported the incident to the station commander, who ordered an investigation and recommended the institution of disciplinary action against the warrant officers. The station commander also requested that the officers be transferred pending the investigations, but this did not happen. Both sides lodged grievances against each other, and an investigation was launched by the SAPS to look into the matter. Following investigations by the SAPS officials, disciplinary action was recommended against both warrant officers. A few days later, Oosthuizen was approached by an intern who informed her that she had overheard the warrant officers conspiring to falsely accuse her of racial discrimination. Oosthuizen lodged a grievance, requesting that disciplinary proceedings be instituted against the warrant officers. The SAPS did not institute any disciplinary action against them, but instead transferred Oosthuizen pending the finalisation of the disciplinary action against her. The investigation report issued by a Captain Morris concluded that the case against the warrant officers was serious and that they be charged accordingly. The recommendation was not implemented by the SAPS provincial commissioner. Oosthuizen later received a notice that a decision had been taken to institute disciplinary action against her for using a racial slur. She was, however, acquitted on all charges during the disciplinary hearing. A year after the incident, the warrant officers were charged. Mphana was found not guilty on the basis that there were no statements that corroborated and proved that he had committed the misconduct. Tikoe, on the other hand, pleaded guilty and was given a sanction of a written warning and one day’s leave without pay. Oosthuizen was never called as a witness during the two warrant officers’ disciplinary proceedings. It was further brought to the court’s attention that the warrant officers had been found guilty in the North West regional court of, among other offences, assault and crimen injuria. They were charged internally and dismissed. Labour Court’s decision The court had to decide: whether the conduct of the warrant officers in harassing and falsely accusing Oosthuizen of racism constituted unfair discrimination; whether the SAPS had failed to act in accordance with section 60 of the Employment Equity Act and was vicariously liable; and What relief should be granted in the event that the SAPS was found to have contravened the act. The court noted that the investigation reports that had recommended disciplinary action against the officers were initially abandoned by the SAPS. The court found that the SAPS’s insistence that it had taken all the necessary steps to address the racial harassment was not backed up by evidence. What had transpired was that the SAPS had protected the perpetrators of racial harassment. Importantly, the court found that the SAPS was oblivious to its statutory duties in terms of section 60 of the Employment Equity Act. In this regard, the court found that the SAPS: failed to consult all relevant parties; did not take the necessary steps to eliminate the racial harassment, but acted in a partial manner by protecting the perpetrators at the expense of the victim; and did not do all that was reasonably practicable to ensure that the warrant officers would not racially harass Oosthuizen. As a result, the court found that Oosthuizen was entitled to compensation for the negative impact on her dignity, especially since the SAPS manipulated the warrant officers’ disciplinary hearing and outcome. The SAPS was ordered to pay Oosthuizen R300,000 and tender a written apology to her for the indignity she had suffered. The SAPS was further ordered to pay costs. Broadened scope This decision is significant as it is the first to consider that the code recognises that racial, ethnic and social origin harassment constitute unfair discrimination under the Employment Equity Act. This distinguishes it from its predecessor, the 2005 Code, which only recognised sexual harassment. Employers should ensure that they understand the broadened scope and application of the code to minimise the risk of adverse findings of vicarious liability in terms of section 60 of the Employment Equity Act. It is also important for employers to ensure that they have a policy dealing with harassment in the workplace. Courts will likely consider this when determining whether an employer took the necessary steps to eliminate harassment in the workplace. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.dailymaverick.co.za/article/2023-02-26-labour-court-ruling-on-saps-case-an-expensive-lesson-for-employers-who-ignore-workplace-discrimination/

Rising Sun Online | 27 February 2023 The upgrade of the N2 will focus on a 55km length, from Lovu River, on the South Coast, to Umdloti, on the North Coast. These upgrades will include the widening of the N2 carriageways, with four or five lanes in each direction, and the reconfiguration of most major interchanges along these route sections. The upgrades to the National Route 2 (N2) in the eThekwini Metropolitan Municipality will not only alleviate traffic congestion but will also bring R17 billion in investment to local small, medium, and micro enterprises (SMMEs), as well as people living with disabilities, the South African National Roads Agency SOC Limited (SANRAL) has said. SANRAL recently hosted an information session for people living with disabilities in the eThekwini Metropolitan Municipality. This engagement is in line with SANRAL’s fourth pillar of stakeholder relations, which requires stakeholders to be informed about all project-related activities and opportunities on SANRAL projects. “The engagement was aiming to empower emerging SMMEs with knowledge regarding opportunities available during current and upcoming SANRAL projects on the N2. People living with disabilities are guaranteed a minimum of one percent of the contract value,” said Trevor Zumani, SANRAL’s Eastern region project manager. The upgrade of the N2 will focus on a 55km length, from Lovu River, on the South Coast, to Umdloti, on the North Coast. These upgrades will include the widening of the N2 carriageways, with four or five lanes in each direction, and the reconfiguration of most major interchanges along these route sections. This information session engagement is built on several engagements that SANRAL has undertaken. SANRAL is prioritising the engagement of its stakeholders, where local SMMEs and communities can access information that will enable them to position their businesses better and access the opportunities available in the SANRAL road network. “While SANRAL maintains national roads, we make sure that the members of the community are given business opportunities to be part of the road infrastructure development and benefit from it. Over and above the main contractors, we also ensure that subcontractors are selected from the local area,” said Zumani. The SMME pre-tender training service provider Imbawula Civils was also introduced to encourage local business owners to participate in the skills development training. The purpose of this training project is to create ongoing skills development, educational opportunities, and continuous professional and technical development for the SMMEs in construction to build and maintain the capacity to undertake major projects. “A lot of SMMEs need training in running and managing their businesses. SANRAL will offer training from filling out a tender document to managing their finances once the business is up and running. On completion of the 15-day training, SMMEs can effectively and successfully bid for subcontracting opportunities on the SANRAL construction projects,” said Eastern region transformation officer, James Takalo. SANRAL is willing to assist SMMEs to succeed in the construction industry as part of the road agency’s Horizon 2030 strategy. Cllr Sbusiso Lushaba, representing the eThekwini Speaker’s office, welcomed SANRAL’s initiative to engage stakeholders. He noted that this initiative presents an opportunity for stakeholders within the local municipality to be well-informed about all SANRAL’s current and future projects. It also assists SMMEs in preparing themselves for tendering opportunities. “We aim to ensure that the previously marginalised sectors of our economy including people with disabilities play a meaningful role and succeed in a construction industry that has largely been non-transformative. We will continue to do this guided by our transformation policy and our Horizon 2030 strategy,” added Takalo. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://risingsunchatsworth.co.za/206802/sanral-to-unlock-projects-worth-r17-billion-in-ethekwini/

Asande Dhlamini | 27 February 2023 Scqino Duma owns a small shop at the Mai Mai market in Johannesburg. The National Development Plan has forecast that by 2030, 90 percent of all new jobs will be in the SMMEs, which represent 40 percent of all business in South Africa Picture: Paballo Thekiso. Johannesburg - Last year, local small businesses showed caution but were optimistic regarding the prospects of an economic recovery following the Covid pandemic. However, several socioeconomic factors have contributed to the decline in business confidence and the failure of efforts to rebuild an already struggling sector. On Wednesday, all eyes were on the Minister of Finance, Enoch Godongwana, as there was a growing expectation that the government would assist small and medium-sized businesses (SMMEs). In his 2023 Budget Speech, Godongwana offered limited good news for small and medium-sized businesses despite disintegrating growth prospects, difficult domestic and global environments, and a 1.4% annual real Gross Domestic Product (GDP) growth forecast from 2023 to 2025. Nonetheless, the new fiscal year offers SMMEs some advantages, such as no significant tax increases and a new fiscal support package to encourage the use of renewable energy. Investing in renewable energy will reduce a business’s taxable income by 125% from 1 March 2023, according to the minister. “There will be no thresholds on the size of the projects that qualify, and the incentive will be available for two years to stimulate investment in the short term,” Godongwana said. Moreover, to address the energy-related constraints experienced by small and medium businesses, changes to the Bounce Back Loan Guarantee Scheme were proposed to incentivise solar energy as well as address energy-related constraints. “The government will guarantee solar-related loans for small and medium enterprises on a 20% first-loss basis,” he said. Some small businesses had hopes that the minister would announce energy packages for small businesses to deal with the impact of load shedding, and would announce bold measures that would deal with the red tape that is involved in accessing capital since it takes longer for businesses to get capital from different government Development Finance Institutions (DFI) agencies. They had also hoped that the government would address the issue of late payments as this affects the growth and the likelihood of small businesses surviving. Kabelo Enos Makinta, a 30-year-old digital marketing entrepreneur and founder of Kasi Economy said that, as leader of an organisation that aims to empower small businesses, he was optimistic about the efforts that would be carried out by the government to empower small businesses. Makinta said he was also interested in hearing about how the government would address the country’s power crisis and its effects on Small and medium enterprises (SMMEs). “Most business analysts and writers were anticipating that the minister was going to launch a revolutionary programme to address these crucial matters,” he said. Unfortunately, the speech delivered by Godongwana did not mention anything significant regarding small businesses despite the minister previously stating that the growth of SMMEs was critical to stimulating South Africa’s slow economy. Makinta said: “No funds were allocated directly to small businesses. I understand during the State of the Nation Address, the president announced a R1.4 billion SEFA budget that will be used to fund 90 000 small businesses, which is about R15 000 per business, which will obviously not make a huge impact on our economy.” ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.iol.co.za/sundayindependent/news/smmes-feel-left-out-in-the-cold-2a5d2842-e64d-42ee-a70f-b0b211f6fff0

Dominic Majola | 26 February File: State-owned enterprise, Acsa, said the changes to its jet fueling operations went back as far as 2020 and would benefit black-owned fuel suppliers and were motivated by South Africa's increasing reliance on imported fuel. Picture: ACSA JOHANNESBURG - The Airports Company South Africa (Acsa) has denied that it is guilty of sanction-busting by changing its fuel changing operations. It was responding to reports that claimed its recent operational changes pertaining to the re-fuelling of aircraft was aimed at bypassing the sanctions imposed by Western governments on Russian aircraft since the outbreak of hostilities between Russia and Ukraine over a year ago. "The company rejects any suggestion that the move is a direct response to two incidents last year where oil companies refused to refuel Russian aircraft at O.R Tambo International Airport and Cape Town International Airport," it said. Rather, these plans dated back to 2020, and were approved in 2021, to be implemented next year. The changes were motivated by dwindling jet fuel refining capacity within South Africa and the country's increased dependence on imported fuel, among others. "Jet fuel suppliers currently lease airport fuel storage and hydrant facilities from Acsa, while using their own equipment and vehicles to transport and pump fuel into planes. Under the current agreement with Acsa, oil companies can manage the fuel facilities and operations directly. "Under the current Jet Fuel arrangement, the supply of aviation fuel is not handled by Acsa. The company issues licences to all major oil companies so they can supply jet fuel to refuel aircraft on their platforms. Aside from major fuel suppliers, ACSA has issued licences to several local Black economically empowered fuel suppliers as part of its efforts to drive transformation in the local industry." ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://ewn.co.za/0001/01/01/we-re-not-busting-russian-sanctions-acsa

Rosanna Durruthy | 24 February 2023 A third of Black professionals say they missed out on opportunities due to a lack of mentorship. GETTY IMAGES Despite progress in diversifying the talent pool, the level of representation of Black talent in leadership positions remains astoundingly low. Today, only six Black professionals hold CEO positions at Fortune 500 companies–and only four percent of senior leaders at large companies are Black. In fact, McKinsey estimates that it will take 95 years for Black employees to reach talent parity across managerial levels in the private sector. Ample research has also shown that companies with diverse leadership teams perform better both with talent and financials. This Black History Month we must be aware of the barriers faced by Black professionals­–and the solutions for their lack of representation in senior leadership positions. Why Black professionals are leaving the workplace Over the past few years, we’ve seen a greater representation of Black executives leading organizations big and small. At the same time, we’ve also seen Black professionals–women in particular–at the edge of a “glass cliff,” a concept in which professionals are promoted into high-profile roles but, despite their merit, skills, experience, and knowledge, aren’t given the resources they need to succeed. While promoting Black professionals might seem like a great retention and diversifying tool, companies often don’t set them up for success. Adequate support systems, such as mentorship, sponsorship, and learning and development are lacking. We are seeing Black professionals leave the workforce for lack of competitive wages (46%), lack of professional development (25%), and lack of investment in DEI (17%). This is really where companies are left with the work that they need to do to fundamentally understand that without professional development, and true meaningful career growth, it will be very difficult for companies to retain the Black talent that they have. Lack of access to mentorship and sponsorship At the start of my professional journey, there were very few executives who shared my background or looked like me. Those who made it to the C-suite were near demigods and their shared experiences made it clear that the journey to the executive suite required more than mere talent to break through the “concrete ceiling.” I’ve broken through the “concrete ceiling” in my career–and sat at the edge of the “glass cliff” in corporate America, wishing I had the support and resources to do my job well. I also struggled to break through the glass ceiling of middle management. The journey is never easy, but with support, inclusive spaces, and community, we can advance more and more Black professionals to senior ranks. Our LinkedIn data analysis found that access to mentorship is a barrier to success, with over a third of Black professionals feeling they’ve missed out on career opportunities because of a lack of mentorship. This challenge is compounded by the fact that 33% of Black professionals reported having a hard time finding a mentor who truly understands them. How companies can invest in Black talent Acknowledging and understanding the current state, organizations should set out to spotlight the importance of Black leadership representation in corporate spaces and beyond. This month, I encourage you to join me in celebrating the incredible Black talent in the workforce so that we can pave pathways and inspire change for the next generation of Black leaders. Together, we can create a more inclusive and equitable future for all professionals in the corporate world and beyond. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://fortune.com/2023/02/24/black-employees-95-years-talent-parity-managerial-invest-black-talent-diversity-inclusion-linkedin-rosanna-durruthy/

Irma Venter | 23 February 2023 Mpho Dipela The pace of transformation within vehicle dealerships remains woefully slow, and urgent action is needed if the automotive industry is to achieve true transformation, warns Legacy Motor Group (LMG) chairperson and shareholder Mpho Dipela. “A lack of diversity and representation in dealerships has become an increasingly pressing issue within the automotive industry. “There are still only a few major black dealer principals within this space . . . and there is a particular lack of black and female employees at the middle to senior management level,” says Dipela. “Given the importance of the sector as an economic driver and job creator, industry stakeholders and particularly manufacturers, urgently need to increase focus on skills development, job creation and ownership throughout supply chains.” According to Naamsa | The Automotive Business Council, the automotive industry accounts for some 4.3% of South Africa’s gross domestic product and 17.3% of the country’s total manufacturing output, while it is also the fifth-largest export sector. In terms of vehicle production and manufacturing, the industry is dominated by seven original equipment manufacturers (OEMs, or vehicle manufacturers), namely BMW, Nissan, Ford, Volkswagen, Isuzu, Mercedes-Benz and Toyota. Naamsa figures reveal that the contribution of these automotive companies to skills development and transformation programmes accounted for total expenditure of R2.7-billion between 2015 to 2020. In 2020 alone, the seven OEMs increased their spending on training and skills development by 8.4% to reach R417.6-million, up from R385.2-million in 2019. Dipela argues, however, that the OEMs’ social investment efforts have largely focused on manufacturing, rather than taking a holistic approach to supply chains. “The barriers to entry for smaller black businessmen to secure partnership agreements with OEMs and take ownership of dealerships is extremely high, and OEMs have also tended to favour a few larger players rather than consider smaller players,” he notes. “Likewise, while the investments made by OEMs in skills and development programmes have yielded numerous benefits for employees entering the industry and working within manufacturing, there has not been a sufficient level of change at the management tier within the dealer network.” To address this imbalance, OEMs must re-examine their programmes supporting the development and promotion of black individuals within middle to senior management levels at dealership level, says Dipela. This will not only promote diversity and inclusion in the workplace, but it will also strengthen the industry by bringing in new perspectives and ideas, and stimulating broad-based empowerment. “Leadership and development programmes that specifically focus on upskilling black individuals and promoting the development of more female and black dealer principals, could play a significant role in achieving the goal of greater economic inclusion, as well as small- and medium-enterprise development,” he says. “By investing in these programmes, and supporting small players seeking to own successful dealerships, OEMs can help to create a more inclusive and diverse supply chain, while also contributing to the overall growth and economic impact of the industry.” ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.engineeringnews.co.za/article/industry-must-address-lack-of-transformation-at-dealerships-legacy-group-chair-2023-02-23