Roland Innes | 24 October 2024 The Department of Higher Education and Training (DHET) initially set a 30 June 2024 deadline for enrolments in legacy qualifications, causing widespread concern in the education and training sector. With these qualifications nearing expiration and no clear transition outlined within the QCTO Sub-Framework, both learners and providers faced uncertainty. Thankfully, a two to three-year extension for learner enrolments was granted, offering some relief but also bringing new challenges. Unintended consequences The original plan was for all "legacy" qualifications (those not aligned with the Occupational Qualifications Sub-Framework - OQSF) to cease enrolment after 30 June 2024. This meant that employers could no longer register learners for qualifications that were not aligned with the Occupational framework. Training providers would need to have transitioned their offerings to QCTO-aligned qualifications to continue operating and learners would have to enrol in QCTO-accredited programmes to continue their studies. Essentially, the goal was to fully implement the QCTO system and ensure that all qualifications and training programmes are aligned to the new framework, which aims to better meet the needs of the labour market. However, due to various challenges and complexities, this enrolment deadline was extended for some qualifications, and the transition process is ongoing. While the extension of the deadline is welcomed, it is apparent that not all legacy qualifications are included. Vital programmes such as Call Centre Management and Coaching and Mentoring were initially overlooked, leading to further industry outcry. Although these qualifications have since been added to the extension list, new challenges have emerged. A significant obstacle has been the imposition of strict cut-off dates by certain Sector Education and Training Authority (Seta) organisations for enrolling learners in extended legacy qualifications. This has created a situation where qualifications exist but cannot be accessed due to administrative barriers. The absence of an exemption or appeals process has compounded the problem, leaving training providers and learners in a state of uncertainty. The impact of misalignment The core issue lies in the discrepancy between the qualifications listed as valid on the South African Qualifications Authority (SAQA) database and those recognised by the Setas. Essentially, while Saqa may indicate that a qualification is still valid, the reality is that there are still administrative obstacles that are delaying provider execution. This misalignment has far-reaching implications. Training providers find themselves unable to offer essential programmes due to this inconsistency, leading to a disruption in skills development. Industry shortages are looming, as sectors reliant on specific qualifications, such as mining, will soon experience shortages of qualified personnel. For instance, if a mining company requires engineers to have a specific mentoring qualification that is valid on Saqa but not recognised by the relevant Seta, they cannot train new employees in this critical area. On an individual level, this misalignment will result in delayed career progression, which will in turn reduce industry competitiveness as the availability of skilled labour is restricted. In short, this has created a bureaucratic bottleneck that hinders the effective delivery of training and development, affecting both individuals and industries. This administrative challenge underscores the need for improved coordination and communication between these two key entities in South Africa's education and training arena. A call to action for the affected To address these issues, stakeholders and impacted organisations must actively engage with their respective SETAs. By clearly communicating the industry and learner needs for specific qualifications, providers can exert pressure on SETAs to expedite the alignment process. Industry associations and professional bodies must also play an indispensable role in advocating for the timely inclusion of essential qualifications within the OQ framework. While the journey towards a fully aligned and comprehensive QCTO system is ongoing, the immediate focus must be on resolving the current challenges. By working collaboratively and exerting pressure where necessary, the industry can navigate this transitional period and ensure that learners and organisations have access to the qualifications they need to succeed. This is entirely possible if we keep in mind the fact that the overarching goal is to create a QCTO system that is responsive to industry demands and supports learner progression. This is essential if the QCTO is to effectively contribute to the overall growth and development of the South African economy, ultimately fostering a skilled and competitive workforce. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.bizcommunity.com/article/administrative-barriers-stall-access-to-critical-legacy-qualifications-363548a

IT-Online | 14 August 2024 Imagine routinely hearing this from young Africans: ”I run my own startup. I plan to hire three young people as the business is expanding”, or ”I was employed by a good company only three months after I finished school and I’m enjoying my job.” By Vera Ng’oma, country director: Malawi of the British Council These are the kinds of success stories young Africans aspire to achieve, African governments aim to facilitate through their policies, and educational institutions strive to prepare students for them. However, as the world celebrates International Youth Day the challenges are substantial: poor educational outcomes, a shortage of relevant skills, and low job creation. Each year, at least 10 million youth enter Africa’s labour market, but only 3,1-million new formal wage jobs are created. According to the International Labour Organisation, employability – defined as “portable competencies and qualifications that enhance an individual’s capacity to secure and retain decent work, and to progress within the enterprise” – is attainable. But what steps are needed to more purposefully pursue youth employability? How can this agenda gain the focus and urgency required to achieve much-needed results? Revitalising the vision for employability Skills and jobs are crucial for Africa’s economies, especially as its youth population is projected to be the world’s largest by 2050. However, progress on SDG 8.6 – promoting youth employability, education, and training – remains slow. Employability is a key issue for the education sector but must be addressed as a cross-cutting matter. The urgency lies in creating a coordinated approach that aligns school-work systems, promotes collaboration between training institutions and employers, and integrates educational and economic considerations to boost the job market and create necessary skills. A clear vision of employability is essential. This vision should define what is at stake, identify what needs to be accelerated to tap into and build potential, leverage existing assets, and coordinate the various parts, roles, and actors. This will help embed an understanding of the world of work in education and training. Building skills with the workforce in mind Unfortunately, education and industry have often failed to collaborate as needed, leading to a mismatch between the labour market and the skills it requires. A more integrated approach is essential for developing labour market-responsive curricula and fostering entrepreneurial learning to reduce barriers to youth employment and entrepreneurship. Institutional leadership is crucial. The British Council’s Innovation for African Universities (IAU) programme demonstrates how academia can enhance youth employability through Africa-UK partnerships that support innovation and commercialisation. This initiative helps students build job skills and entrepreneurial capabilities tied to real market opportunities. In technical and vocational education and training (TVET), apprenticeships and work-integrated learning initiatives that combine real work with training could become a reliable model for developing industry-specific skills and providing valuable exposure for learners. If successful examples can be scaled up, both businesses and society will benefit. Focusing on growth and productive sectors of the economy is a sustainable way to enhance employability. Ensuring that skills are demand-driven and deployable into existing and new jobs will support national productivity, economic growth, and the futures of young people. Empowering through digital Across Africa, jobs are much sought after but self-employment is increasingly becoming a pragmatic option for earning a livelihood. It has been exciting to note how technologically enabled initiatives are igniting young people’s potential and capacities. SoCreative, the British Council’s free, self-paced online learning platform is equipping thousands of creative entrepreneurs and leaders with business skills, knowledge and understanding. In Nigeria, Kenya and South Africa, our Skills for Inclusive Digital Participation (SIDP) programme is helping bridge the digital divide. About 18,000 people with disabilities, disadvantaged youth and women have improved their digital skills, started businesses and are accessing new markets. This impact story shows how an inclusive approach is making a difference. However, entrepreneurship in Sub Saharan Africa would need deeper investment to become a real source of jobs as it still faces challenges, including financing, regulatory barriers and lack of a supportive ecosystem. Influencing progressive industries Improving youth employability requires actions that go beyond individual efforts, focusing on harnessing the dynamism of networks, the diversity of employers, and the energy of industries. A groundbreaking initiative in African fashion, the TechStitched Fashion Residency – a collaboration between the British Council and Hub of Africa Fashion Week in Ethiopia – promotes growth, innovation, creative exchange, and skill development across the continent’s fashion industry. Recognising that the quality of business environments affects the health of enterprises, we support businesses through our EU-funded Investment Climate Facility (ICR). This initiative provides technical assistance and tools to help businesses operate more efficiently and create more decent work opportunities, especially for youth. Adopting a pipeline approach The focus on youth employability often centres on tertiary education, but the entire formal education cycle needs to evolve, starting from earlier stages. Strong learning foundations determine the quality of learners transitioning into later stages. The British Council’s approach encompasses basic, secondary, and tertiary education, aiming to build robust, inclusive education systems through partnerships. These systems enable youth to develop cognitive and life skills as they progress through the educational journey and enter the workforce. Our non-formal education interventions, such as Youth Connect, facilitate agency, leadership, and peer learning. By addressing the entire education lifecycle, our work leverages policy, practice, and partnerships that are locally led and informed by global best practices. We connect students, educators, policymakers, academics, creatives, and entrepreneurs, all focused on increasing opportunities for youth. This approach strengthens systems and identifies and tests incentives to develop effective solutions. Moving the needle on gender equity The youth unemployment rate for females is 9-13% higher than for males in most African countries. Young women face various workplace inequities, including unequal pay and fewer promotions. Our efforts to not only make more young women employable but also to ensure they remain in the workforce are yielding positive results. The findings from a gender audit, supported by our ICR facility programme, are successfully mobilising companies in Malawi to adopt stronger anti-sexual harassment policies in the workplace. Our Ignite Culture programme, operating in 14 African countries, provides grants and business support to creative and cultural enterprises, many of which are led by women. In Uganda, Bold-in-Africa, supported by an Ignite Culture grant, exemplifies how our work is increasing the visibility of women creatives. We continue to create an enabling environment by partnering to influence legislation, policy, and practice. Through dialogue, research, and evidence-based decisions, we aim to improve the lives of women and girls. Time to raise the stakes High unemployment is not just an economic risk; it is also a social risk, as insufficient economic opportunities can threaten community stability. The youth employability agenda must go beyond individual programmes, embracing a bold, continent-wide ambition, collective leadership, and imaginative approaches that involve the agency of young people facing these challenges. A commitment to reliable data, measurement, and evidence is essential. The Africa Youth Employment Clock, a dynamic tool that projects current employment growth in real-time, could be invaluable in this regard. The clock is ticking. We must accelerate our efforts to improve life prospects for Africa’s youth through systemic solutions that create opportunities, skills, and jobs, and stimulate the socio-economic growth essential for the continent’s prosperity. It is a call to action to step it up. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://it-online.co.za/2024/08/14/stepping-up-youth-employability-for-jobs-and-better-life-chances/

Luis Monzon | 14 August 2024 Telkom says its FutureMakers programme has directly led to partner small businesses and SMMEs creating nearly 70 000 employment opportunities. Businesses in the programme have managed to generate nearly R400 million in revenues this year. Telkom aids certain businesses with partnership opportunities to further positive impacts. The small business boosting FutureMakers programme from Telkom is being celebrated by the semi-private telco firm for a banner 2024 so far, creating procurement opportunities and innovation initiatives worth nearly R340 million. As part of the programme, Telkom says it managed to create and sustain 69 500 new jobs through aiding small businesses and SMMEs that are part of FutureMakers. This figure of new jobs was at 39 261 as of last year, noting the new wave of employment opportunities created through these initiatives in 2024 so far, and the year isn’t even over yet. By far and away, Telkom has shown that its impact with FutureMakers is only growing year to year. “Our investments in SMMEs and development programmes have resulted in real, positive social and commercial outcomes,” says Tshepo Phetla, Telkom’s head of business development. “We’re proud to be growing local businesses, and connecting communities across the nation,” they add. Telkom says in an announcement sent to Hypertext that SMMEs that are taking part in its small business development programmes managed to generate revenues of R399 million this year. An example of a successful small businesess boosted by FutureMakers is Mmapaseka Academy, an ICT training business in Kimberley, Northern Cape. It is owned and operated by young black women, including founder Naledi Moncho. “Through Telkom FutureMakers, it received seed funding, during their participation in the Telkom Tech Accelerator programme, for the development of training tools and platforms and to cover operational expenses and marketing,” the telco explains. Now the business has even onboarded the software of Telkom subsidiary BCX to run learnerships for 49 students. Mmapaseka Academy has also been drafted to run digital skills training for FutureMaker’s Telkom Township incubation programme. Telkom hopes these and future initiatives will help more people find meaningful jobs. “Ultimately, through strategic partnerships like these, and committed, focused enterprise and supplier development programmes, Telkom FutureMakers is transforming the business landscape,” Telkom says. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://htxt.co.za/2024/08/telkom-celebrates-helping-create-nearly-70-000-jobs/

BizCommunity | 15 August 2024 Despite growing concerns about the turbulent macroeconomic outlook, the high-interest rate environment and fundraising challenges, Southern Africa’s Private Equity (PE) industry has surged forward. With 2024 being referred to as the ‘ultimate election year’ on both local and global fronts, PE firms were called to navigate their way through a frenzied economic climate in the lead up to voting day and beyond. Still, business sentiment remained positive heading into the new year, with fundraising activity rising to a 13-year high. Consistent rise in fundraising This was one of the key findings of the recently released Savca Private Equity Industry Survey 2024 (measuring the 2023 period), which is conducted annually by the South African Venture Capital and Private Equity Association (Savca). The survey found that funds raised in 2023 were 43% higher than the previous year, closing off at a high of R28.1bn. 59% of these funds were raised from investors outside of South Africa – an encouraging indicator of the industry’s growing attractiveness to the international investment community and yet another indicator of an industry in rapid recovery after a three-year, post-pandemic downturn. Along this vein, European and US investors made up 45% and 22% of investments from outside South Africa respectively. Commenting on this is Tshepiso Kobile, chief executive officer of Savca, who says that, “The engines of the PE industry are gaining traction, and all signals point to noticeable growth and even untapped potential. "On a global scale, PE is up against some serious odds, including economic uncertainty and political upheaval. Locally, the picture looks very much the same, although – true to its reputation for being resilient, PE has continued to push through and demand attention as an asset class, continuing to return capital back to investors and drive impact.” Evidence of this can be seen in the marked optimism of local PE firms when compared to their global counterparts. The PE survey found that Southern African PE firms are more optimistic about an increase in exit activity in the next six months than global PE firms – currently 41% of local firms expect an increase of 10% more as opposed to only 24% of global firms who expect the same. A dramatic increase was also seen in the proportion of investments (by number) made by PE firms with Funds Under Management (FUM) of over R5bn, which stands at 58% in 2023, compared to 11% in 2022. Likewise, 51% of respondents reported their expectation of seeing accelerated growth of their FUM, compared to just 38% in the previous year. ESG and impact front and centre According to the survey, it’s full steam ahead for PE, and ESG (Environmental, Social and Governance) and impact investing are leading the charge. The past few years have seen ESG rise in prominence as an important consideration by PE firms when making investments and similarly, a key expectation of LPs. As per this year’s survey, 35% of local PE firms now have dedicated ESG professionals. In addition, 55% of respondents said that their fund has a specific impact investing mandate. When asked about the elements of ESG that these investors are placing particular emphasis on, 92% of respondents reported that their investors require measurement of portfolio company performance against specific metrics. Increased reporting on ESG and the tailoring of investment strategy to meet ESG requirements ranked as second and third most prevalent investor focus areas, respectively. In tandem with this consistent push for a greater focus on sustainability both in terms of the social and environmental aspects of PE investments, survey respondents also commented on the nature of their ESG policies. 66% of respondents said that the top component that makes up their ESG policy is adhering to external global sustainability initiatives (for example, Principles for Responsible Investments), with the responsibility for setting ESG priorities placed at the highest levels within the firms (i.e. at Board level). These findings are indicative of a PE industry in which “ESG concerns have now become embedded in decision making and are seen as integral to operational success,” according to Kobile. “This in turn, speaks volumes about the ability of the PE sector to contribute to a growing greener, digitised and more inclusive economy. "We should never underestimate the capacity that sits within PE to foster resilience in ventures. This is evidenced by the growth in revenues, employment and EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortisation) that was reported by the PE portfolio companies for the 2021 - 2023 measurement period, in a battling economy. With more and more PE firms keeping this objective top of mind, we will undoubtedly continue to see great examples of the positive contribution the industry can make towards our broader national goals,” she adds. PE driving transformation progress This was in fact one of the chief findings to emerge from the nation-wide analysis of the role of PE and Venture Capital (VC) in supporting and delivering on national policy objectives. The #InvestingForGrowth analysis was commissioned by Savca and conducted by research firm, Intellidex (now Krutham) in 2023. Objectives such as job creation featured prominently in the final report, which found that while national employment growth found itself in the red at -4.2%, employment growth within PE investee companies stood at 4.2%. The report also found that PE and VC firms have thus far made an important contribution towards improving the BEE performance of the companies within their portfolios. According to the report, investee companies reported significant improvements on several BEE scorecard components, namely ownership (up by 54%), management control (up by 38%), skills development (up by 68%), enterprise and supplier development (up by 71%) and socioeconomic development (up by 63%). This coincides with the findings of this year’s PE Survey, in which fund managers reported improving diversity both within their Boards, as well as within their teams, with an increasing proportion of PE firms with over 30% women promotees across all levels. A further 62% of PE firms reported having more than 50% black management – up from 60% last year. Concluding her remarks, Kobile noted that the PE sector is transforming the local investment landscape. “In line with Savca’s 2024 theme of ‘Synergy with Collaboration,’ we are confident that a truly inclusive and progressive industry where the unique qualities of all members of our society are harnessed, is well within our grasp.” ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.bizcommunity.com/article/survey-results-sa-private-equity-fundraising-activity-surges-to-a-13-year-high-361528a

SA News | 15 August 2024 Women, Youth and Persons with Disabilities Minister, Sindisiwe Chikunga, says the Public Procurement Bill provides the department with an opportunity to advocate and mainstream tangible models and interventions to redress the ongoing socio-economic exclusion of women, youth and persons with disabilities. Chikunga commended the significant efforts by President Cyril Ramaphosa after signing into law the Public Procurement Bill last month, which aims to create a single framework that regulates public procurement, including preferential procurement, by all organs of State, with the necessary efficiency, cost-effectiveness and integrity. “As a department, we will be bringing forward tangible interventions through which this legislation will serve to redress the longstanding and ongoing socio-economic exclusion of women, youth and persons with disabilities,” Chikunga said. Addressing a dialogue on Women, Democracy and Leadership in South Africa at the University of South Africa (UNISA) on Thursday, Chikunga also commended President Ramaphosa, as the Chairperson of the African Union in 2020, for putting forward a number of recommendations for the advancement of women on the continent, which have been adopted by AU Heads of State. Increase in support for women entrepreneurs Chikunga also acknowledged a surge in the establishment, growth and support of women-owned businesses in key sectors, including energy, tourism, agriculture, the ocean economy, and manufacturing. According to the most recent Mastercard Index of Women Entrepreneurs (MIWE), South Africa ranks as the second highest country in Africa in terms of its proportion of women-owned businesses and the formal support available for women entrepreneurs. The Global Entrepreneurship Monitor (GEM) Women’s Entrepreneurship Report also revealed that women in countries like South Africa are among the most innovative and high-growth entrepreneurs in the world. “There is sufficient evidence that reaffirms the importance of women entrepreneurs in contributing to the overall productivity and transformation of our economy through diversifying industries, innovation, and fostering economic resilience. “In addition, women-owned businesses contribute to the creation of employment opportunities, promote inclusive supply chains, and stimulate local economies,” Chikunga said. Women economic advancement in the Continent Chikunga further underscored the importance of the adoption of the Decade for African Women’s Financial Inclusion and Gender Equality, 2020-2030. “This is a critical initiative for the women of Africa, given that the lack of access to finances hinders their socio-economic progress, and thwarts their ability to have ownership and control over resources such as land, businesses and property,” Chikunga said. She added that women’s access to markets continues to be a challenge for women on the continent, especially access to trade and global markets. The Minister argued that the African Continental Free Trade Area Agreement (AfCFTA) will open doors for global trade and markets for women, and “this is of huge importance to the women in South Africa to leverage on the opportunities this AfCTA promises for the economic empowerment and wealth creation for women in Africa”.“Africa must be Africa’s biggest trading partner and demand for products across the continent offers African women the opportunity to be suppliers to this demand. Joint initiatives of pooling resources in this regard will help grow women businesses, provide the necessary skills and training required for this, and open markets and export trade opportunities,” Chikunga said. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.sanews.gov.za/africa-business-south-africa-world/public-procurement-bill-redress-women-socio-economic-exclusion

Jamaine Krige | 16 August 2024 Educating young people for tomorrow requires teaching them new skill sets. To help address South Africa’s skills gap and high youth unemployment, BMW Group has partnered with the United Nations Children’s Fund (UNICEF) on an initiative called BRIDGE. The project aims to do just that: to bridge the gap between learning and earning. It focuses on empowering young people by strengthening science, technology, engineering, and mathematics (STEM) education across the country, at a time when millions of STEM-related jobs globally are projected to be unfilled due to a lack of qualified candidates.  The BRIDGE initiative took centre stage at the latest Mail & Guardian Critical Thinking Forum themed “Educating young people for tomorrow, today”, held in partnership with BMW Group South Africa and UNICEF South Africa on 1 August 2024 in Sandton.  “In this fast-changing world, new skill sets are required, and we must be discussing the balance between hard and soft skills,” said UNICEF Deputy Representative Irfan Akhtar. “Because the skills needed by past generations are not the same skills needed today.”  The event brought together government, education, industry experts and youth advocates to discuss the future of STEM education in the country and engage with the critical challenge of equipping young people with the skills needed for tomorrow’s job market.  BMW Group Head of Corporate Social Responsibility Tebogo Ramagoshi set the tone for the discussion by outlining the reach and impact of the BRIDGE partnership since its inception in 2023: “This initiative shows that as the private sector, we can be part of the solution, and support the government and organisations like UNICEF to ensure that STEM-skills are embedded from a young age, so that no child is left behind.” She says that over the past year, the BRIDGE partnership has trained over 570 educators from six provinces in coding and robotics: “We have also trained 90 subject specialists from all provinces to support these educators. This has benefited 36 000 learners from 100 schools. By the end of the year, we hope to have reached 50 000 learners. In addition one coding and robotics lab has been established, and four more will be before the end of the year.” STEM skills to bridge the gap  The forum took place against South Africa’s groundbreaking plans to develop a coding and robotics curriculum for learners from a young age. “We are the first country in the world to introduce coding and robotics as an official subject from Grade R,” announced Seliki Tlhabane, Chief Director at the Department of Basic Education (DBE), during the panel discussion. This is significant, considering that globally the sector is worth about $3 billion.  He was joined in conversation by Mbasa Kepe, Head of Government and External Affairs at BMW Group South Africa and Hana Yoshimoto, UNICEF South Africa’s Chief of Education.  Tlhabane explained that the BRIDGE partnership’s goals of strengthening educators’ capacity to deliver STEM education, promoting and improving robotics and coding facilities in schools, and providing access to job shadowing and mentorship opportunities for learners and young people aligned with national plans and the department’s commitment to improving STEM education nationwide. “Technology is not the enemy and should not be seen as a threat,” he emphasised. “It is a resource and an opportunity.”   Future-proofed skills for the workplace of tomorrow He said that while artificial intelligence, machine learning and automation might be new, conversations surrounding future-proofed skills were not. “We have been asking questions about what skills our children might need since the beginning of time, and at the dawn of each new industrial revolution,” he said.  He acknowledged, however, that the pace of change currently experienced was unprecedented in human history: “We need long-term solutions for a fast evolving world. The jobs of tomorrow are driven by technology, and technology, on its own, is a product of STEM. That is why this conversation is critical.” Yoshimoto agreed that improved access to quality STEM education is critical to prepare young people for future work opportunities and nurturing tech-savvy entrepreneurs, especially given South Africa’s stubbornly high unemployment rate of around 35.5%. “STEM education and digital skills development can be used to impact the lives of vulnerable young people, and investing in this is a way to narrow the skills gap and bridge the digital divide,” she emphasised. “STEM is very crucial for the future lives of young people. It is not just for work, it’s for day-to-day lives.”  Balancing skills and opportunities   While the panel acknowledged STEM as a turbo-charger of global economic strength, the discussion also highlighted the importance of balancing technical know-how and essential soft skills such as critical thinking, creativity and collaboration.  This, stressed Yoshimoto, would be critical to help learners navigate social issues and prepare them for a competitive labour market: “The jobs of tomorrow will require not just technical proficiency, but also adaptability, problem-solving and interpersonal skills. By strengthening STEM education and soft skills, we aim to improve the transition from learning to earning, especially for the most vulnerable learners in disadvantaged communities.” A key point of discussion was the need for innovative approaches to ensure equitable access to these educational opportunities, especially for rural learners. Key challenges include a lack of equipment and the cost of new technologies, which become outdated and should be replaced every seven years. To ensure that every child benefits from the new curriculum, the department announced that it is rolling out both “plugged” and “unplugged” coding programmes, the latter of which does not require computers or equipment.  The panellists also explored other solutions like mobile classrooms and public-private partnerships to reach students in all communities, regardless of their socioeconomic background.  Public-private partnerships are key The private sector’s role in bridging the education-employment gap was highlighted by Mbasa Kepe, BMW Group South Africa’s Head of Government and External Affairs: “Our collaboration goes beyond corporate social responsibility. It’s about creating a sustainable workforce and fostering innovation to drive our industry and the broader economy forward. Through this partnership, we address the skills gap while inspiring students from underrepresented groups to pursue STEM careers.” Tlhabane agreed that business also has an important role in “informing the government on what they need and the type of employee they envisage”. These conversations guide curriculum development and ensure work readiness.  All hands on deck  As South Africa grapples with a changing job market, the panellists agreed that the path forward will require a multifaceted approach that encompasses robust curricula, teacher training, industry partnerships and innovative delivery methods. And while the challenges ahead are significant, so is the collective will to overcome them.  This, explained Ramagoshi, is what success would look like: “We will know that this project and this partnership have succeeded when we find ourselves coming together for our yearly robotics and coding competitions and we are met with a room full of learners from both rural and private schools, competing at the same level without visible inequalities, and every child can participate and showcase their skills because they have received the same sort of learning opportunities.”  In the race to prepare for the future of work, ensuring that no child is left behind will require an all-hands-on-deck approach. “To build a bridge requires different materials, stakeholders and expertise; and to bridge this gap we need the same,” Yoshimoto explained. “No one organisation or entity can achieve this alone, and operating in silos is detrimental. South Africa has a rich ecosystem of partners supporting children and young people, but if we work in silos we don’t know how much of an impact we are making.”  Communities are also responsible for safeguarding and protecting educational institutions, resources and equipment, Tlhabane added. These should be viewed as investments in comprehensive, accessible STEM education that have the power to shape the workforce, economy and society of tomorrow: We owe it to South Africa to ensure that we supply the nation with suitably qualified people who will drive the economy, and we owe it to our children to ensure that they’ve got the right skills to survive and thrive going forward.” With continued collaboration between government, international organisations, private sector partners, educational institutions and communities, South Africa is well-positioned to equip its youth for the digital age and the workplace of tomorrow.  ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://mg.co.za/partner-content/2024-08-16-unicef-and-bmw-group-partner-upto-bridge-the-stem-gap/

Seth Thorne | 17 August 2024 The World Bank has suggested several key trade policy reforms for South Africa. It says that driving an export-oriented strategy can enhance economic growth and job creation while strengthening the economy’s resilience to shocks. In a new report titled Unlocking South Africa’s Potential: Leveraging Trade for Inclusive Growth and Resilience , the World Bank said that “over the past 15 years, South Africa has lost its economic growth momentum, systematically underperforming other middle-income economies.” Although the country has been subject to challenging global and domestic shocks over the past several years, the World Bank notes that some of the current policies have not done enough to ease these woes. “Promoting inclusive growth and development in South Africa requires bold microeconomic reforms to adapt to global changes and address domestic constraints,” said the World Bank. The report argues that spearheading an export-oriented strategy can enhance economic growth and job creation in South Africa while strengthening the economy’s resilience to shocks. These arguments are based on seven key findings from the World Bank, which include: South Africa’s exports have grown more slowly and are concentrated in a few products and markets. Regional exports face high tariffs and logistics barriers. Despite global growth, South Africa’s services exports have stagnated, though knowledge-intensive sectors show potential. Goods exports are dominated by a few firms, with declining new entrants and low survival rates. Rising transport and logistical costs have hurt export competitiveness. While overall exports haven’t significantly increased, higher firm-level exports have boosted wages for low earners. Current policies promoting local industries may reduce competitiveness and harm export performance and consumers. While these suggestions are to emphasise an export-oriented economy, the Department of Trade, Industry and Competition’s (DTIC) Deputy Minister Andrew Whitfield said that this is already part of the new administration’s priorities. The Deputy Minister said that South Africa’s economic growth is grounded in manufacturing-led growth and export-oriented economy. “The creation of an export-oriented economy can be realised through a dedicated focus on implementing measures to boost the competitiveness of local industries in global markets, streamlining export processes, lowering trade barriers, offering financial and technical assistance to exporters, and cultivating beneficial trade alliances with other nations,” explained Whitfield. Suggestions for South Africa to see broad-based gains from trade The World Bank said that adopting an export-oriented strategy and making the most of it for South Africa’s economy will require policy changes in at least three key areas. 1 – Structural reforms “Firstly, a more dynamic export performance requires addressing long-standing structural constraints related to input markets that have continuously eroded private sector competitiveness and profitability over the past decade,” said the World Bank. They said that continuing macro-fiscal and structural reforms to restore business confidence and stimulate private-sector investment is essential to restart growth. Additionally, they ensure social policies and education align with labor market needs while coordinating efforts across government agencies. This is seen to have been in motion with the government’s Operation Vulindlela, which is a joint initiative of the Presidency and National Treasury which hopes to accelerate the implementation of structural reforms and support economic recovery. It aims to modernise and transform network industries, including electricity, water, transport and digital communications, through collaboration with the private sector. 2 – Improve export competitiveness “This encompasses taking a multi-dimensional lens when analysing specific policy reforms and their implications at the level of the firm, industry and macroeconomy,” said the World Bank. The researchers point out that in recent years, the DTIC and, in turn, trade policy have increasingly focused on localisation and increased domestic value addition.  The report indicates that the net benefits of localisation in South Africa and SACU members are limited due to low growth, constrained domestic demand, and higher consumer costs from restricting imports. “If localisation policies can, under certain circumstances, support growth and job creation, they also need to be assessed given their potential costs throughout value chains and on consumers,” said the World Bank. “A sound analysis of these proposals, as well as clearly stating the objectives and concrete plans to achieve them, developed in consultation with the private sector and other social partners, will be essential,” it added. 3 – Reforms in trade policy and facilitation The crux of the report is that the World Bank suggests making the most of new trade agreements and other opportunities for diversification. They said that modernising trade policies and leveraging new agreements like the African Continental Free Trade Agreement can help South Africa capitalise on emerging digital services and green sectors, diversify exports, and expand into advanced markets. They say that this will ultimately position the country to better seize competitive trade opportunities. Additionally, it said that the country must improve trade facilitation and address non-tariff barriers by reducing trade costs through infrastructure investment, more competition in logistics, and streamlined processes, which is essential for boosting South Africa’s export sector. Overall, the bank said that to boost export capabilities, South Africa should enhance export promotion, centralise trade information, improve SME access to finance, and attract foreign direct investment. Identifying cross-government priorities for integration The researchers suggest that significant, targeted interventions could be led through Operation Vulindlela, enhancing visibility and ensuring cross-government coordination with high-level support. “The foundations for trade to drive inclusive growth are in place,” said the World Bank. “South Africa has enormous potential to drive forward Africa’s integration and industrialisation – however, the cost of inaction is high.” “Realising this potential will require a shared and coordinated effort by the country’s leadership, government departments and agencies, the private sector, and workers,” concluded the report. The full report with detailed suggestions can be found here . ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://businesstech.co.za/news/government/786576/3-ways-to-jumpstart-south-africas-economy-according-to-the-world-bank/

Yuneal Padayachy | 23 October 2024 This commitment to inclusivity is essential for cultivating an environment where all aspiring legal practitioners have equal opportunities to thrive, says the BEE Chamber. The BEE Chamber is pleased with the recent gazetting of the Legal B-BBEE Sector Codes of Good Practice (LSC) on September 20, 2024. This significant milestone marks a pivotal moment for the transformation of the legal profession in South Africa, aligning with the nation’s constitutional commitment to equitable economic participation. We believe that the LSC will usher in a new era of inclusivity and equality within the legal profession. It is our collective responsibility to uphold these principles and work towards a transformed legal sector that serves all South Africans. The primary aim of the LSC is to provide a comprehensive policy framework designed to foster sustainable transformation and growth within the legal sector. By promoting effective and meaningful change, the LSC seeks to ensure that the legal profession reflects the demographic diversity of South Africa, effectively broadening access to justice for all. As stated in the LSC: “The objectives are to provide a legislative framework for the transformation and restructuring of the legal profession that embraces the values underpinning the Constitution.” This commitment to inclusivity is essential for cultivating an environment where all aspiring legal practitioners have equal opportunities to thrive. Despite the progress made over the years, Black legal practitioners, particularly Black women, continue to face numerous challenges stemming from historical inequalities. These challenges include: – Limited access to a consistent flow of quality work. – Discrimination in procurement processes. – Unequal briefing patterns from state organs and SOEs. – Restricted access to mentorship from senior practitioners. – Skills shortages due to limited exposure to specialised work. These barriers have perpetuated a landscape where, as of 2023, 72% of practitioners in large, racially mixed firms are still white, highlighting the urgent need for sector-specific interventions. Research conducted by the Centre for Applied Legal Studies in 2014 and further studies in 2018 underscore the persistent dominance of white males in leadership roles within South Africa's corporate law firms. With 80% of chief executives being white men, it is imperative to implement the LSC to create a more equitable legal landscape. Transformation is not merely a legal obligation but a business imperative. A transformed legal sector will not only contribute to the economy but also enhance the quality of legal services offered across the board. The LSC establishes clear outcomes and objectives aimed at addressing the unique characteristics of the legal profession. Key objectives include: – Ensuring equitable representation of Black women in management and ownership structures. – Enhancing access to quality legal services through education and skills development. – Implementing specific measurements and interventions tailored for the legal sector. Promoting innovative practices to ensure the effective implementation of the LSC. The successful implementation of the LSC hinges on the commitment of all industry stakeholders. As the BEE Chamber, we call upon legal practitioners, firms, and relevant organisations to embrace the values enshrined in the Constitution and actively participate in the transformation journey. We are also looking forward to the implementation of the Legal Sector Transformation Fund in which will have impact on the entire legal sector. The BEE Chamber is enthusiastic about the potential of the LSC to drive transformation in the legal sector. https://www.iol.co.za/business-report/economy/transforming-sas-legal-sector-bee-chamber-applauds-new-b-bbee-codes-of-good-practice-50daa81f-9214-488f-a5ce-e1838198c631

Lerato Mutsila | 24 October 2024 The Youth Employment Service is giving young people a hand up in a country where joblessness is at unprecedented levels and many people are growing increasingly despondent. Initiatives like the Youth Employment Service (YES) show how the nation’s excluded young people can become change-makers once they are allowed to break through the door to job opportunities. This is what was celebrated at the inaugural YES Top 35 Under 35 Awards on 10 October 2024. Although the ceremony honoured the top 35 winners with a certificate signed by President Cyril Ramaphosa, seven game-changers were awarded for making strides in their careers and groundbreaking contributions to their industries. Retail winner: Somila Skelem – retail manager, Mugg & Bean When Skelem had to drop out of her financial management course because of a lack of funds, she was devastated. Then she clinched an internship at Mugg & Bean through the Famous Brands YES programme. Three months into the programme, she was asked to be a supervisor at the franchise and it wasn’t long before she climbed the ranks to become a manager. Mining/Manufacturing/Automotive winner: Karabo Mtsweni – process engineer Mtsweni joined the YES programme after graduating with a BEng Tech degree and became a quality assurance intern at Adient PPC. Fewer than two years after completing the programme, Mtsweni was absorbed into the company as a process engineer. Finance winner: Tshegofatso Sekwele – commercial adviser Joining the YES programme helped Sekwele to get her first job. In five years she went from being unemployed to becoming an intern at Anglo American Platinum, and moved up the ranks to become a department head. Now she supports the preparation of financial forecasts, collaborates with the management to identify cost-improvement opportunities and provides training and mentoring to staff. Creative/Tourism winner: Madibaneng Sekonya – founder of Authentic Media South Africa After graduating from City Varsity in 2019 with a diploma in film and tele­vision production, Sekonya struggled to find a job. He registered his business, Authentic Media South Africa, in 2020 and started producing short-format content and music videos. When he joined the YES programme in 2021, Sekonya transitioned from freelance videography to collaborating with notable South African music artists and renowned international and national brands. Two years later, he received the Tilt Rockstar of the Year award. Entrepreneurship winner: Humbulani Moeketsi – founder of Mbono Media House After being fired from his media job for pursuing his own business ambitions, Moeketsi used his YES stipend to buy equipment and started Mbono Media House. His company provides media solutions and runs a radio station. Technology winner: Phakitso Mohale – business analyst While studying marketing at Unisa, Mohale volunteered at a high school, tutoring pupils in reading and writing in English. She joined a Microsoft-sponsored YES programme that catapulted her into the tech world. Since completing the programme, Mohale has completed her marketing degree and secured a job at one of South Africa’s top banks. But for Mohale the greatest thing that came out of the YES programme was that it empowered her to share what she learnt with the pupils at the school where she once taught. Mohale led a cyber-awareness CSI project at the school, teaching coding and robotics to pupils. Daily Maverick winners: Gcina Twala – junior brand manager, and Thato Mokwebo – co-founder and director of Ntsika Ye Sizwesethu Husband-and-wife duo Twala and Mokwebo used their stipends from the YES programme to start an NPO, Ntsika Ye Sizwesethu, in Alexandra, Johannesburg, with a mission to alleviate poverty in the township. Through Ntsika Ye Sizwesethu, the couple built a greenhouse for their vertical farming project, opened a soup kitchen and built hydroponic pods for their rooftop gardening project. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.dailymaverick.co.za/article/2024-10-22-yes-top-7-highlight-young-south-africans-change-maker-potential/

SA News | 23 October 2024 Designation research studies are underway to strengthen the role of local production and content in the South African public procurement system, says Chief Director of Industrial Procurement and Development at the Department of Trade, Industry and Competition (the dtic). Makube on Tuesday made a presentation at the 11th Manufacturing Indaba Conference and Exhibition in Johannesburg. The Manufacturing Indaba is an annual event in South Africa that brings together key stakeholders from the manufacturing sector, including business leaders, government representatives, investors, and industry experts.  Its purpose is to foster growth, collaboration and innovation in the manufacturing industry, providing a platform for discussion on challenges, opportunities and policy frameworks.  The event aims to enhance industrialisation, drive economic growth and promote sustainable practices in manufacturing across the continent. Makube’s presentation, which focused on “Localisation in the Public Procurement System”, highlighted key areas where policy adjustments could better support South Africa's economic growth, emphasising the strategic importance of localisation in stimulating the local economy by leveraging public sector expenditure.  He provided a comprehensive analysis of the current economic landscape, underscoring the importance of targeted interventions to drive growth. "It is crucial that we intervene strategically in the economy by being deliberate about our procurement and purchasing choices. This requires rigorous economic analysis.  "While South Africa faces challenges in achieving the growth rates outlined in the National Development Plan, efforts to strengthen the localisation framework are essential.  “We need to address structural challenges in our economy, such as the declining manufacturing value addition to gross domestic product (GDP), high unemployment rates and scaling up export growth that will ensure sustainable economic development,” Makube said. He emphasised the potential for localisation to drive economic multipliers, such as job creation and industrial development through strategic procurement.  Local production, particularly in sectors like manufacturing, can significantly enhance South Africa’s economic resilience. “Manufacturing has historically been a key contributor to the GDP product, and we need to revive its role by focusing on sectors where we have a competitive advantage.  “Public procurement serves as a powerful tool to achieve this by prioritising South African-made goods and services. Such measures would help address issues related to South Africa’s reliance on imports and support government's broader economic transformation agenda,” Makube said. Looking ahead, Makube highlighted the dtic's commitment to fostering a fair, transparent and competitive public procurement environment that benefits local producers and suppliers. He noted that recent legislative developments, such as the development of the Public Procurement Act, offer new opportunities for supporting local industries. “Our goal is to ensure that procurement processes not only meet constitutional requirements but also contribute to building a stronger local economy.  “By enhancing transparency and competitiveness, we can create a more inclusive market that benefits all South Africans, especially those previously excluded from economic participation,” Makube said. ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.sanews.gov.za/south-africa/designation-research-studies-underway-strengthen-local-production-and-content

Dimpho Sepeng and Yuneal Padayachy | 20 August 2024 The Broad-Based Black Economic Empowerment (B-BBEE) Scorecard is a crucial framework in South Africa, designed to drive economic transformation by promoting inclusivity and equal opportunities. Comprising of five (5) Elements under the General Amended B-BBEE Codes of Good Practice, namely; Ownership Skills Development, Enterprise and Supplier Development, Management Control and Socio-Economic Development, each with its own specific criteria, the B-BBEE Scorecard serves as a comprehensive measure of a company's commitment to Transformation. This article explores the significance of each element and how they collectively contribute to shaping an organisation's B-BBEE Score.   Understanding the B-BBEE Scorecard   1.       Ownership Ownership stands as a fundamental pillar, emphasizing the need for Black individuals to have a meaningful stake in the company. Businesses are assessed on the percentage of Black Ownership and Black Women Ownership and the mechanisms in place to ensure genuine participation, such as Employee Share Ownership Schemes and Broad-Based Ownership Schemes. Businesses need to make sure that the required percentage of Black Ownership & Black Women Ownership is achieved and that it is meaningful and not simply tokenistic. Ownership has Weighting Points of 25 points under the Amended General B-BBEE Codes of Good Practice and businesses must achieve a sub-minimum requirement of 40% of the Net Value points (8 points). 2.       Management Control: This element evaluates the representation of Black individuals at management and executive levels. It focuses on the development and advancement of Black talent within the organisation, including succession planning and skills transfer. Management Control has Weighting Points of 19 points and businesses achieve compliance by meeting the targets for the participation of Black people and Black women at Board, Executive, Senior, Middle and Junior Management levels as well as Black employees with disabilities.   3.       Skills Development: Skills Development is pivotal in empowering Black People through training and education. Organisations are scored on their commitment to fostering skills development initiatives, including formal training programmes, learnerships, and mentorship opportunities. Businesses that want to become B-BBEE compliant must meet specific targets for spending on skills development initiatives and the number of Black employees benefitting from these programmes. Skills Development has Weighting Points of 20 points, excluding bonus points, and businesses must achieve a sub-minimum requirement of 40% of the targets set out in the Skills Development Element. 4.       Enterprise and Supplier Development: Encouraging the growth of Black-Owned businesses, this element assesses efforts to support and procure from qualifying enterprises. Initiatives such as supplier development programmes, mentorship, and financial assistance contribute to this area. Businesses must allocate a portion of their spend to qualifying Black-Owned suppliers and invest in the development of these enterprises. Enterprise and Supplier Development has Weighting Points of 42 points, excluding bonus points, and businesses must achieve 40% of each of the targets set out under Preferential Procurement, Supplier Development and Enterprise Development categories under the ESD Scorecard. 5.       Socio-Economic Development: Socio-Economic Development requires companies to invest in projects that uplift communities. Contributions may include donations to education, healthcare, and community development initiatives, demonstrating a commitment to making a positive impact beyond the business realm. Businesses are required to invest a percentage of their Net Profit After Tax (NPAT) towards socio-economic development initiatives, with a focus on community upliftment. Socio-Economic Development has Weighting Points of 5 points. 6.       Youth Employment Service (Y.E.S) Initiative The Y.E.S Initiative is an optional mode of increasing the level of a business on the B-BBEE Scorecard. Businesses that choose to participate in the initiative will be employing young Black People in order to achieve a higher B-BBEE Status. It is a government- private driven programmme aimed at addressing youth unemployment by creating work opportunities and bridging the gap between education and employment for young people. Navigating Compliance Ensuing B-BBEE compliance involves a multifaceted approach and a commitment to transformation. Businesses need to: 1.       Set clear and measurable objectives for each B-BBEE element and align them to broader transformation and business goals. 2.       Regularly monitor and assess the business’s progress against the set targets, which is key to identifying areas of improvement. 3.       Prioritise skills development initiatives, providing training opportunities that enhance the capabilities of the workforce, especially Black people. 4.       Actively promote diversity in management roles, which will help create opportunities for advancement. 5.       Build and nurture relationships with Black-Owned suppliers and contribute to their development through various support mechanisms and mentorship. 6.       Highlight tangible contributions to socio-economic development and community upliftment through well-executed socio-economic development projects. Understanding the nuances of each element within the B-BBEE Scorecard is essential for businesses seeking to navigate and excel in South Africa's transformative landscape. By strategically aligning with B-BBEE principles, organisations not only enhance their overall Score but actively contribute to building an inclusive and equitable business environment. Embracing the essence of transformation, companies can play a pivotal role in shaping a more economically empowered and socially responsible South Africa.

Puseletso Mofokeng | 19 August 2024 Equipping young people with soft skills can reduce joblessness. Youth unemployment is a widespread problem that impacts economies around the world, and particularly SA. Globally, according to the International Labour Organisation (ILO) and World Bank, an estimated 14% of young people are unemployed, however, this masks the high numbers experienced by certain countries. In SA, the youth unemployment rate in 2024 stands at a staggering 45% according to Stats SA. While economic factors, educational discrepancies and technological advancements are commonly cited as primary causes of youth unemployment, increasing evidence indicates that a lack of soft skills and work readiness also plays a significant role. Soft skills, such as communication, teamwork, problem-solving and emotional intelligence, are crucial for success in the workplace. Unlike job-specific technical skills, soft skills are universally valuable and transferable across different roles and industries. According to a report by the World Economic Forum, employers are increasingly looking for candidates who have a combination of technical and soft skills. This combination is essential because it allows individuals to adapt to changing job requirements, work effectively in teams and navigate the complexities of modern work environments. This is why many companies are more inclined to hire candidates with these skills, as they know they can handle the required job with minimal oversight and training. Work readiness is about the preparedness of an individual to effectively enter and perform in the workforce. It encompasses not only technical and academic competencies but also soft skills, professional behaviours and an understanding of workplace norms and expectations. It’s evident that the lack of these soft skills is resulting in employers spending a significant amount of money on capacitating employees’ skills to enhance their competence. This is not the ideal situation. A study by the National Association of Colleges and Employers found that employers prioritise work readiness skills, including professionalism, work ethic and critical thinking, when evaluating job candidates. Young people need to develop strong soft skills to enhance their employability. Attributes such as communication, teamwork, problem-solving, initiative and self-motivation are highly valued by employers. These skills enable individuals to effectively manage tasks, set goals and drive projects forward without constant supervision. Additionally, effective resource management skills are critical for maximising productivity and meeting deadlines. Without these competencies, young people may face challenges in retaining jobs and advancing their careers, which could impact their long-term professional growth and success. The lack of these skills among youth can result in difficulty securing employment and succeeding in their roles. Various reasons can explain the lack of soft skills among youth. Factors such as digital communication, technology dependency and lack of experience contribute to this issue. Parental and societal pressures often prioritise academic and technical achievements over the development of interpersonal skills. This leads to an environment where success is measured by grades and test scores rather than emotional intelligence and communication abilities. Educational systems frequently mirror these priorities, emphasising standardised testing and core academic subjects while neglecting the importance of soft skills such as teamwork, problem-solving and adaptability. In many cultures, a higher value is placed on individual success and competition, which diminishes the emphasis on collaboration and empathy. These skills are essential for thriving in a diverse and interconnected world. The Seriti aRe Bapaleng Early Childhood Development Programme aims to tackle the lack of interpersonal and emotional skills among young people. The programme’s focus is on changing the perspectives of parents and society to emphasise the importance of emotional intelligence and social skills from an early age. It actively involves parents and caregivers, educating them about the crucial role of promoting emotional and social development alongside academic success. Through providing resources, workshops and home visits, the programme encourages practices that integrate technical learning with the nurturing of empathy, communication and teamwork. This comprehensive approach aims to create an environment where success is not solely determined by grades and test scores, but also by a child’s ability to manage social interactions and develop strong emotional resilience. The ILO stated in 2018 that work-based learning opportunities are crucial for young people to acquire the skills and experience needed for employment. In support of this point, the Stats SA report, states that young people who have some form of experiential learning, apprenticeships and work experience are more able to find and retain employment. Furthermore, youth from disadvantaged backgrounds may face additional barriers, such as lack of access to quality education, training programmes and professional networks, which can hinder the development of soft skills and work readiness. The lack of soft skills and work readiness is a significant factor contributing to youth unemployment and unemployability, addressing this issue requires a collaborative effort from educational institutions, employers and policymakers. By prioritising the development of soft skills and work readiness, we can better prepare youth for the demands of the modern workforce and improve their chances of securing meaningful employment. Mofokeng is programme officer of aRe Bapaleng ECD at Seriti Institute ‘Disclaimer - The views expressed here are not necessarily those of the BEE CHAMBER’. https://www.sowetanlive.co.za/opinion/columnists/2024-08-19-puseletso-mofokeng-acquiring-soft-skills-can-help-youth-become-employable/