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Education with heart

Octomate delivers well-prepared, user-friendly, well-compiled and simplified learner guides and assessment tools. The guides have been prepared and checked by subject matter experts.

Registered subject matter experts deliver our programmes. These facilitators are experienced, energetic and inspired academics.

Octomate prides itself on its well-motivated staff, experienced personnel and facilitators who have the interests of the learners at heart. Our administrators are well-equipped to deliver efficient advice in insurance training. Our interactions are underpinned by quality training materials, efficient delivery, effective administration and well-trained personnel.

The essence of skills development is in equipping a person to become better, see opportunities, meet the needs of the community and proactively promote social and economic growth. We use the best assessment tools that help the students face any challenge that confronts them in the workplace, remain confident and motivated and produce a solution. Octomate supports excellence, professionalism, growth, love and respect for all.

Our values

  • Distinction. We are separated from the rest. We pull our partners to the arena of distinction. We are agents of affirmative change.
  • Excellence. Every action is motivated by the brilliance and supremacy in providing quality service to our clientele.
  • Passion. We are determined to witness the growth and great influence in our processes and relations that promote skills development, through our strong desire for development.
  • Innovation. We influence revolution and modernisation which reflects goodwill, charm, favour and beauty to our clients and stakeholders.
  • Leadership. We operate in a non-discriminatory environment concerning ethnicity, gender, age, disability, social class and race.
  • Opportunity. The needs around us are our opportunities. We can meet and exceed the expectations of our clients.
  • Progress. We move our stakeholders a step forward.

Octomate prides itself on its well-motivated staff, experienced personnel and facilitators who have the interests of the learners at heart.

What we do

  • In-depth training experience.
  • Knowledgeable and experienced facilitators.
  • Simplified, current, tried-and-tested training materials.
  • Tailor-made flexible programmes.
  • High pass rate capacity for nationwide delivery.
  • Complimentary learner support services.

 

Our programmes

School of Banking, Insurance and Finance
  • NC: Wealth Management NQF Level 5
  • FETC: Wealth Management NQF Level 4
  • FETC: Short-Term Insurance NQF Level 4
  • NC: Short-Term Insurance NQF Level 5
  • FETC: Long-Term Insurance NQF Level 4
  • FETC: Retail Insurance NQF Level 4
  • OC: Insurance Agent – Insurance Underwriter NQF Level 5
  • NC: Banking NQF Level 3
  • NC: Banking NQF Level 4
  • FETC: Banking NQF Level 4
  • FETC: Micro Finance NQF Level 3
  • NC: Micro Finance NQF Level 3
  • NC: Banking Services Advice NQF Level 5
  • NC: Financial Markets and Instruments NQF Level 6
  • NC: Generic Management NQF Level 5
Regulatory examinations
  • RE1
  • RE3
  • RE5
Class of Business (COB)
  • Continuous Professional Development (CPD)
School of Services and Governance
  • FETC: Project Management NQF Level 4
  • FETC: Generic Management NQF Level 4
  • NC: Management NQF Level 3
  • NC: New Venture Creation (SMME) NQF Level 2
School of Agriculture
  • NC: Plant Production NQF Level 2
  • NC: Agri Trade Process NQF Level 2
  • NC: Animal Production NQF Level 3
  • NC: Mixed Farming Systems NQF Level 1
  • NC: Mixed Farming Systems NQF Level 2
School of ICT
  • NC: Business Analysis NQF Level 6
  • NC: Information and Communications Technology (ICT) Software Testing NQF Level 5
  • NC: Information Technology (Systems Development) NQF Level 5
  • NC: Business Analysis Support Practice NQF Level 5
  • FETC: Information Technology: Systems Development NQF Level 4
AT (SA)
  • Certificate: Accounting Technician NQF Level 3
  • FETC: Accounting Technician NQF Level 4
  • Certificate: Accounting NQF Level 5
  • Certificate Accounting Technician: Public Sector NQF Level
  • FETC: Accounting Technician: Public Sector NQF Level 4
  • Certificate: Accounting Public Sector NQF Level 5
  • Certificate: Local Government Accounting NQF Level 3
  • FETC: Local Government Accounting NQF Level 4

Enrol with us

  • Visit us online: www.octomate.co.za
  • Physical address: 61A George Road, Glen Austin Midrand, Gauteng, 1685 South Africa
Contact us

+27 11 238 7095 | info@octomate.co.za | +27 81 463 5337

Octomate is accredited with INSETA (Accreditation Number 130220), Services Seta (Accreditation Number: 13131), QCTO (Accreditation Number: SDP1220/17/00326), LGSETA (LGRS Accreditation-1002-211138242), MICT SETA (LPA/2020/03/326), BANKSETA (BANK-Octom210224), Services SETA (1313107-QCTO/SD) and AAT (ORG20199250) a recognised CPD provider with the FPI: Number 160322.

Introduction to PV GreenCard Turbo: Fast track to PV GreenCard

With South Africa’s renewable energy sector facing increased scrutiny from the Competition Commission, there’s a growing call for more stringent regulations to ensure quality and safety. In this evolving landscape, certifications like SAPVIA’s PV GreenCard are more essential than ever.

If you’re a solar installer looking to fast-track your certification and stay ahead in the competitive solar industry, join us for a free webinar on our new option for experienced solar installers that could be the game-changer for your career!

What is the PV GreenCard?

The PV GreenCard certification not only ensures compliance with industry standards but also meets the upcoming regulatory demands anticipated in South Africa’s solar sector. As solar energy becomes more regulated, this certification will serve as your safeguard, ensuring you’re aligned with both industry best practices and legal requirements.

PV GreenCard certification is a professional benchmark that:
  • Ensures quality assurance in your installations
  • Provides industry recognition to stand out from the competition
  • Assures regulatory compliance to avoid any legal setbacks
  • Advances your career, making you eligible for larger, more complex projects

If you’re serious about a long-term career in solar energy, being qualified to issue PV GreenCards for your PV systems is non-negotiable, especially as the sector braces for more regulation.

Introducing the PV GreenCard Turbo Course

With tighter regulations on the horizon, time is of the essence for experienced installers looking to sharpen their skills and achieve certification quickly. That’s where the PV GreenCard Turbo Course comes in—a fast-track solution that maintains high standards.

Our one-week package is designed for seasoned installers preparing for the SAPVIA PV GreenCard Assessment. Over 3 days, you’ll cover essential solar theory to stay up to date with the latest industry standards. The final 2 days are dedicated to the assessment. This course ensures you’re fully prepared and working according to the manual.

At just R13,500 ex VAT for 5 days, this is a significant saving of nearly R6,000 compared to the traditional 5-day training and separate assessment.

By attending this course, you’ll:
  • Boost your credibility in the solar industry
  • Qualify to work on projects that meet both regulatory and financial institution requirements
  • Be equipped to tackle assessments with confidence, having refreshed your practical and theoretical knowledge

What to Expect in Our Webinar

In our upcoming webinar, we’ll delve into the PV GreenCard and how the Turbo Course can expedite your certification.

Topics include:
  • What is the PV GreenCard? Understand its significance in the solar industry.
  • Why you need to be certified. Learn the career and project benefits of certification.
  • Course breakdown. Discover what topics are covered in the theory part of the course.
  • Practical day importance. Find out why hands-on experience prepares you for the final assessment.
  • Certification process. Get the full details on the assessment and how long it will take to receive your certification.

Amanda Dzhivani, COO of GREEN Solar Academy, emphasizes:
“With growing regulatory scrutiny in South Africa’s renewable energy market, having the right qualifications is more important than ever. The PV GreenCard Turbo Course not only prepares installers for the certification but ensures they meet the high standards expected by industry bodies and regulators alike.”

Don’t miss this opportunity to stay competitive in the solar energy market and streamline your path to certification!

Register Now!

Take the first step towards advancing your solar career by signing up for our PV GreenCard Turbo Webinar. Spaces are limited, so secure your spot today!

Thursday 10 October, 4pm
FREE

Register Here
More info: www.solar-training.org

Why customer experience is now considered the number one differentiator

Customers do not base their decisions on price alone. [Credit: Freepik]

By Nathalie Schooling, CEO of nlightencx.

Businesses and brands work extremely hard at differentiating themselves from their competitors – with good reason. You create loyalty, establish credibility and enhance your market status, among other things.

Some businesses do it very well and truly cement their place in the hearts and minds of their target market. Think of Nando’s with its playful, cheeky and often daring advertising campaigns. Or Coke’s iconic, consistent and near-ubiquitous imagery that portrays an aspirational lifestyle.

Trader Joe’s, a popular US grocery chain, relies not on big ad budgets, but on being informal and super-friendly. Staff are always smiling and do random acts of kindness, such as handing out balloons to children in the store. Signs advertising special deals are handwritten, funky and say things like “Our chicken tenderloins are as tender as a Lionel Richie ballad”.

Price is a differentiator too. “Cheapest prices in town” slogans turn up everywhere. The problem with that strategy is that, as soon as a competitor undercuts you, your point of differentiation is lost unless you go lower. And so it goes… until you’re bankrupt.

Product excellence is a better differentiator. Just ask Apple. The drawback, though, is that you’re only as good as your latest product. If someone out-innovates you, your advantage disappears unless you can, in turn, out-innovate them with a new product. It’s an expensive and never-ending technology race.

Similarly, if a competitor replicates your product and sells it at a lower price (did anyone say “China”?), you may be in trouble.

Customer experience emerges as the biggest differentiator

But while all of the above strategies can be a differentiator for your company or brand, either alone or in combination, there’s a new and rapidly evolving world out there. Customers, whether in B2B or B2C, now have different attitudes, motivations and expectations than just a few short years ago.

Nathalie Schooling, CEO of nlightencx

Time and again, research by credible organisations like PwC, Gartner and Salesforce is showing that customer experience (or CX if you prefer) has emerged as the most important differentiator.

PwC, in a research article created for its Consumer Intelligence Series, notes that “Good customer experience leaves people feeling heard and appreciated. It minimises friction, maximises efficiency and maintains a human element.” Emphasises PwC: “Experience is everything. Get it right.”

Gartner, the global technological research and consulting firm, highlights the value of CX in one of the key findings of its “Creating a High-Impact Customer Experience Strategy” report, noting that “CX drives over two-thirds of customer loyalty, outperforming brand and price combined”.

Salesforce, an international customer relationship management software company, published a 29-country study in 2022 entitled “State of the Connected Customer”, which found that almost 90% of respondents believed the experience a company provides is as important as its products or services.

CX in the South African context

“Ah”, you say. “But that’s in developed-world countries. South Africa is different.”

No, it’s not. In mid-2023, shortly after the release of the FNB/BER Business Confidence Index for the second quarter of the year showed that South Africans had not been as uncertain about their economic wellbeing since the third quarter of 2020, we did a snap poll among our clients at nlightencx to explore the state of the market. Surprisingly our clients, which are all businesses, reported that their customers were not basing their purchasing decisions on price alone. Instead, it was excellent customer service that was most important. Better products/services were on a par with price in order of importance.

Given the lack of economic confidence and steep price rises at that time, we wouldn’t have been surprised if people told us they were basing every purchasing decision on price.

Instead, what we found was that “it all comes down to price” was only listed by 22% of respondents to our snap poll as their decisive factor. “Great customer experience” came out tops (56%), with “better products/services” also listed by 22% of respondents.

Of course, people want a good deal, especially when they’re hurting financially. But many are also smart enough to know that “good deal” and “lowest price” are seldom the same thing.

What this tells us is that a knee-jerk strategy based on internal cost-cutting to achieve the lowest possible price point is unlikely to deliver the right results for South African businesses. Of course, people want a good deal, especially when they’re hurting financially. But many are also smart enough to know that “good deal” and “lowest price” are seldom the same thing.

The importance of retaining customers

The results of that snap poll tie in with findings from statistical long-term research conducted over two years by Professor Charlene Gerber, Head of Research at nlightencx and an Associate Professor at the University of Stellenbosch Business School. This showed a clear correlation between consistently high levels of customer satisfaction and sales, which could be up to 30% higher.

The important takeout from this is that companies which keep their existing customers happy are in a better position to grow than those who are throwing lots of money at sales and marketing efforts to get new customers. Put another way: you can increase sales by almost a third, without ever signing up a new customer. That’s significant.

Figures published in 2023 in Accountants Daily, an Australian publication, are even more bullish on this point. They indicate that 65% of a company’s new business comes from existing customers, and that loyal clients spend 67% more than new ones.

Further statistics from the publication show that the probability of selling to an existing client is 60-70%, while the probability of selling to a new prospect is only 5-20%. Similarly, existing clients are 50% more likely to try new products.

These figures shouldn’t be a surprise. If a well-cultivated CX relationship is already in place, it’s usually an easier sell. This is where cross-selling and up-selling opportunities work their magic; businesses that offer their existing customers relevant add-ons are far more likely to achieve solid growth.

In summary, if I had to give South African businesses two pieces of advice for achieving success, they would be:

    • Keeping clients is more important than getting new ones
    • Put client relationships at the centre of every action

Put simply: Have great CX!

Top tips for achieving CX success

These are my top tips for creating an excellent customer experience and building outstanding loyalty:

  • Communicate via the channels that work best for the client. Image: Mika Baumeister on Unspash
    Empathise: Consumers are uncertain and they’re hurting. Take some time to talk to your clients and understand what they are going through. See how you can adjust their plans or contracts to suit their financial situation at this time.
  • Communicate your intentions: Take this empathy and include it in all your communication so that your client knows that you are behind them.
  • Walk the walk: People will pick up on meaningless slogans and empty marketing promises and use them against you. Make meaningful and deliverable undertakings.
  • Meet your client where they are at: Communicate via the channels that work best for them, not the cheapest and easiest for you.
  • Don’t get too caught up in automated CX: Not when your customer is so vulnerable. Certainly, it’s useful, helps with quick responses 24/7 and can save time and money but remember that automated CX is easily replicated by your competitors, eroding any point of competitive difference.

Fixing municipalities and their crumbling infrastructure

By Ray Mahlaka

The seventh government administration, underpinned by a Government of National Unity of which 10 political parties are members, will focus on fixing municipalities so that they can “achieve rapid, inclusive growth”, Ramaphosa announced at the Opening of Parliament, 2024.

“Growth happens at a local level, where people live and work. Our municipalities must become both the providers of social services and facilitators of inclusive economic growth. They must work to attract investment.”

Ramaphosa said targeting municipalities and fixing them can “encourage businesses to expand and create more jobs in municipal areas. Investors are attracted to areas with reliable and modern infrastructure.”

The government has struggled to get infrastructure projects off the ground because of a lack of capacity. There have not been enough engineers and project managers in local government and provinces to initiate and manage projects. This has led to South Africa having few or no new infrastructure projects to fund or showcase to private sector investors, who also want to put money into such projects through partnerships with the government.

“Growth happens at a local level, where people live and work. Our municipalities must become both the providers of social services and facilitators of inclusive economic growth. They must work to attract investment.”

Infrastructure structural reforms – Operation Vulindlela

Ramaphosa might be successful this time in getting the government to execute infrastructure projects. The difference is that he has enlisted the help of the National Treasury, government officials in other departments and the private sector. By doing so, Ramaphosa has found refuge in Operation Vulindlela, which is targeting fixing local government on its next list of priority reforms.

Operation Vulindlela is a joint initiative between the Presidency and the National Treasury that sought to support and motivate government departments to change the fabric of the economy by implementing several pro-growth and investment reforms.

Operation Vulindlela lobbied for reforms that would reduce the cost of doing business in South Africa and promote productivity and competition by increasing the role of the private sector in all areas, including energy, telecommunications and logistics to lessen the state’s power over the economy. Since its inception in October 2020, it has notched up some wins.

After 18 years of inaction, digital spectrum was auctioned, regulatory changes were made to open up the electricity market to renewable energy sources and the backlog for water-use license applications was cleared.

Ramaphosa said the next phase of Operation Vulindlela would focus on local government and improving the delivery of basic services, mainly infrastructure projects.

“Operation Vulindlela will focus on reforming the local government system and improving the delivery of basic services and harnessing digital public infrastructure as a driver of growth and inclusion.

“It will also focus on accelerating the release of public land for social housing and redirecting our housing policy to enable people to find affordable homes in areas of their choice,” he said.

Economic growth

If Operation Vulindlela successfully reforms municipalities and the government delivers on its infrastructure promises, South Africa’s economic growth could improve over the next five years.

The Bureau for Economic Research’s model predicts that South Africa’s economy is expected to grow at a baseline average of just under 2% in the next five years. However, growth could increase to 3.5% by 2029 if Operation Vulindlela reforms are further accelerated. The biggest contributor would be investment, particularly by the private sector, as confidence rebounded.

If Operation Vulindlela successfully reforms municipalities and the government delivers on its infrastructure promises, South Africa’s economic growth could improve over the next five years.

Getting growth of more than 2% will also require South Africa to permanently end the electricity crisis and improve the rail and port network, operated by the state-owned transport group Transnet.

On energy, Ramaphosa said the government would lean on renewable energy projects to improve South Africa’s energy security profile. He said the country had a pipeline of renewable energy projects, “representing over 22 500 megawatts of new generating capacity” – enough power to electrify more than five-million homes a day.

Investments of more than R400-billion were required over the next 10 years to expand the country’s electricity infrastructure, which would then be able to transmit to the grid the electricity procured from renewable energy sources. This investment was expected to come from the private sector.

Transnet is embracing the private sector as a partner to fix its rail and port network. This is important as the ANC has long been distrustful of the private sector and pushed for policies that exerted state control over the economy.

Government focus

As part of ongoing efforts to create an enabling environment for sustainable and inclusive growth, government will continue to focus on stabilising debt and debt-service costs, investing in infrastructure, as well as continuing to support the most vulnerable households.

“Our strategy for addressing the enormous challenges of accelerating growth, creating jobs and reducing poverty relies on a clear and stable macroeconomic framework, implementing structural reforms and investing in infrastructure,” says National Treasury Director-General (DG), Duncan Pieterse.

Pieterse says National Treasury believes these elements are crucial for boosting growth, enhancing inclusivity and setting the economy on a more sustainable trajectory.

“These efforts will also generate more fiscal space by increasing revenue, enabling private sector participation, lead to more productive public spending on infrastructure and create a virtuous cycle that supports inclusive economic growth,” he says.

The DG was reflecting on South Africa’s economic landscape from the perspective of the National Treasury during the Bureau for Economic Research (BER) conference, which was held in Johannesburg in July. The BER conference delved into the rich tapestry of South Africa’s economic history, drawing from seven decades of survey data.

Since its inception, the BER has been a stalwart in providing critical primary data, economic insights and forecasts, which play a pivotal role in shaping economic discourse and policy decisions. Government intends to continue with its progress on the implementation of structural reforms to improve productivity and the competitiveness of the economy.

These reforms make it easier and cheaper for businesses to operate and invest in South Africa, employ people and support a growth in government revenue.

“Historically, we have seen strong linkages between microeconomic developments like energy provision and logistical capability and overall growth outcomes. We have witnessed declines in total factor productivity, which encompasses innovation, technological improvements and more because of these binding constraints to growth.

“To address this, our economic policy has been geared to directly tackle the microeconomic roots of the growth slowdown, particularly focusing on the drivers of productivity decline. 

“Network industries like electricity, rail and telecommunications are a primary concern, as productivity shocks within these industries have significantly impacted the rest of the economy,” Pieterse says.

Estimates suggest that around 35% of the growth slowdown from 2007 to 2021 can be attributed to these network industries or the utilities sector.

“By the end of phase I of Operation Vulindlela, 94% of reforms were either complete or progressing well. And by our estimates, these reforms have generated investment potential of R500-billion. You will all be aware of the BER’s own estimates that confirm the large impact that these reforms can have on investment and Gross Domestic Product over time.

“Unlocking investment through reforms in the electricity sector is important to end loadshedding and achieve energy security and will be the main driver of economic growth in the decade to come,” he says.

Similarly, reforms in the logistics sector, which Phase 1 of Operation Vulindlela has pioneered, will enable greater investment in the rehabilitation of the rail network as well as in rolling stock, as we implement the freight logistics roadmap that will fundamentally change our logistics sector over time.

“We have also implemented reforms in the telecommunications sector to increase network speed and quality, expand broadband access and reduce costs.

“In addition, this first phase of Operation Vulindlela has taught us new ways of working to implement reforms quickly and collaboratively with public and private actors.

“As we move into Operation Vulindlela Phase II, a second wave of reform, it is important that we maintain the momentum already developed across the five key sectors identified in the first phase to realise their full impact as well as to look into new areas that will drive growth going forward,” he says.

Investment in infrastructure

Government is also prioritising investment in infrastructure through improvements in the infrastructure pipeline, the execution of that pipeline and the financing thereof.

“Mobilising private sector resources to augment public sector capability and finances is necessary to fast track the provision of infrastructure and improve effectiveness. Government has initiated various reforms to systematically crowd-in greater private sector participation to improve spending and delivery outcome.

“Work is underway on capital budgeting reforms; strengthening institutional arrangements and governance across the ecosystem to enable the private sector to co-invest in public infrastructure,” Pieterse says.

These include the Public-Private Partnerships (PPPs) regulations, changes to the Budget Facility for Infrastructure, accelerating private sector investment in transmission as well as driving private sector partnerships in several sectors.

“Currently in the fiscal framework, planned infrastructure budgets are expected to increase at 4.9% over the medium term, driven by energy and transport. And we intend to improve on these efforts going forward,” he concludes. 

StocklogCC: Empowering job creation and skills development in the gas/air compressor industry

StocklogCC, a distinguished gas/air compressor company based in Kommetjie, stands out not only for its exceptional products and services but also for its significant impact in job creation and skills development in their neighbourhood. StocklogCC’s commitment to fostering growth in the industry is commendable, evident through its proactive initiatives that don’t just revolve around the business but extend to the prosperity of its employees and the community at large.

Job creation and skills development

StocklogCC operates with a strong emphasis on job creation and skills development, recognizing the importance of nurturing talent and empowering individuals with the necessary tools to excel in their roles. Through strategic recruitment efforts and targeted training programs, StocklogCC not only fosters a conducive work environment but also contributes to the overall economic growth of the region.

The company’s investment in skills development is a testament to its dedication to building a competent workforce. By providing continuous training opportunities, StocklogCC ensures that its employees stay abreast of the latest industry trends and technological advancements, equipping them with the expertise needed to deliver top-notch services to clients.

Importance of skills development

Skills development is crucial in today’s rapidly evolving business landscape. Companies that prioritize continuous learning and development are better positioned to adapt to market changes, improve efficiency, and maintain a competitive edge. By investing in skills development, organizations like StocklogCC not only enhance the capabilities of their employees but also contribute to long-term success and growth.

Staff training in Germany

In line with its commitment to skills development, StocklogCC recently facilitated a training program for its staff in Germany. This initiative aimed to provide employees with hands-on experience and exposure to advanced techniques and technologies in the gas/air compressor industry. By sending staff members to Germany, StocklogCC demonstrated its dedication to enhancing the skill set of its workforce and fostering a culture of continuous learning.

Overall, StocklogCC ‘s efforts in job creation and skills development exemplify its role as a responsible corporate citizen dedicated to the growth and development of both its employees and the industry as a whole. By prioritizing talent development and investing in training initiatives, StocklogCC sets a positive example for businesses looking to make a tangible impact on job creation and skills advancement in their respective sectors.

Visit the StocklogCC website: https://stocklogcc.com/

The StocklogCC team.

Graduating ethical leaders

Wits Business School aims to equip leaders with the skills and competencies to drive change, generate opportunity and provide innovative solutions to global issues.

Service magazine speaks to the school’s director of executive education, Leoni Grobler.

Please share your career trajectory to this point.

I’ve worked in the higher education sector for almost 27 years. Before joining Wits Business School (WBS) as Director of Executive Education in 2021, I was appointed as CEO of Regenesys Business School. I’m a Certified Associate in Banking (CAIB SA), completed my MBA in 2014 and am currently registered for the Doctor of Management in Technology and Innovation at the Da Vinci Institute.

What is WBS’s vision and mission?

Vision. WBS will be a leading African business school embedded among the best business schools internationally.

Mission. At the heart of WBS is a mission to graduate agile and ethical leaders who will positively impact the world. We will achieve this through empowering education, relevant research and impactful public discourse. This is why we ensure that everything we do at the WBS is guided by three principles: critical thinking, innovation and sustainability.

How do you translate this mission at WBS?

All programmes offered at WBS are underpinned by the following graduate competencies and reinforce what we aim to achieve:

  • Entrepreneurial, innovative and creative in solving organisational and societal problems.
  • Drive sustainable solutions for society, our planet and business.
  • Lead with purpose, integrity and accountability.
  • Sensitive and personally responsive to the needs of society and their organisations as change agents for the common good.

Why choose WBS?

WBS has transformed the lives and careers of thousands of graduates and is one of the most recognised schools in Africa. Under the leadership of our head of school, Professor Maurice Radebe, significant strides have been made to improve the growth and transformation of the school. The enduring “Wits” brand, recognised internationally, continues to symbolise academic rigour, research excellence and thought leadership on the African continent.

Wits Business School, Director of Executive Education, Leoni Grobler.

What programmes does WBS Executive Education offer?

We offer both open enrolment and customised programmes targeted at senior executives, managers and new managers. Our insightful programmes are designed to address organisations’ immediate and future needs by empowering employees to drive change, manage and lead teams, and adopt innovative approaches to solving complex problems.

Our growing client base is a testament to a quality offering that impacts personal and organisational performance.

Please talk to us about the importance of lifelong learning.

How do we embrace ever-changing business trends and find comfort in the unknown? I believe everyone should be given a chance to secure a new career or explore opportunities to upskill themselves towards a better and brighter future.

Complacency is the biggest threat to professionals and their careers. The world is forcing us to be far more fluid in how we think, and nobody can afford to resist change. For this reason, we see lifelong learning as a critical focus area for those wanting to remain relevant and succeed in life.

Business leaders require specific skills and competencies which allow them to adapt to internal and external disruptions; therefore flexibility, agility and resilience are important skills which require continuous improvement.

We offer both open enrolment and customised programmes targeted at senior executives, managers and new managers. Our insightful programmes are designed to address organisations’ immediate and future needs by empowering employees to drive change, manage and lead teams, and adopt innovative approaches to solving complex problems.

What skills are required for the new world of work?

Thriving in the new world of work requires a blend of technical, interpersonal and adaptive skills. At WBS, we consider digital literacy, critical thinking, ethical judgment, flexibility, emotional intelligence, collaboration, leadership influence and sustainability as the key skills to be improved.

The Management Advancement Programme (MAP) for Future Change Leaders caters for managers and future leaders, equipping them to deal with the changing global environment.

WBS has positioned itself as a centre of discourse on a range of socio-economic issues facing Africa. Please expand.

Research is inextricably linked to nurturing critical thinkers and, in business, it’s an essential management skill needed to identify and solve problems. Our students learn to collect, analyse, organise and critically evaluate information. They also access, analyse and debate up-to-date research and real-life case studies as part of their rich experience at WBS. As a business school, we pursue new, high-impact, forward-thinking and relevant research that contributes locally and globally to knowledge and teaching about business, management and economics.

WBS seeks to have a meaningful and positive impact extending beyond the classroom. Under the Directorate of Development and Partnerships, the school hosts regular public events such as panel discussions, conferences and dialogues. The WBS Leadership Dialogue series features some of South Africa’s most influential business leaders who are invited to talk about their leadership lessons and philosophy for a public audience.

Please tell us about WBS’ Women in Leadership programme.

The number of women in executive positions globally remains disturbingly low. The Women in Leadership programme has been designed to address this issue by exploring the South African workplace paradigm and the delegate’s own identity and emotional intelligence to develop higher communication levels and leadership skills.

Besides an increased self-awareness regarding their attributes as a leader, our delegates enhance their leadership skills and learn how to apply new tools for effective workplace communication, negotiation and conflict resolution. Each delegate works on their personal leadership quest during the course using the skills and knowledge developed to design a personal brand and leadership plan.

How has this programme impacted women’s lives?

In December 2022, WBS and the Finance and Accounting Services Sector Education and Training Authority (FASSET) signed a three-year partnership agreement to transform the careers of black female leaders in the sector.

The customised Women in Leadership programme targets executive, middle and junior management level positions of FASSET-related qualifications/skills and those employed in various sectors including Post School Education and Training (PSET) institutions. Over 520 female delegates have graduated from the Women in Leadership programme.

What about companies wishing to change the narrative of executive gender imbalance?

I have some ideas that companies could potentially consider should they wish to change the narrative:

  • Promote gender-sensitive leadership development programmes tailored to specifically address women, focusing on barriers such as limited access to networks and mentorship. This type of programme creates a pipeline of qualified women ready to step into executive roles, challenging the narrative that women are less suited for leadership.
  • Highlight success stories of female leaders by showcasing women executives in the media, internal communication and public platforms. By celebrating the achievements of female leaders, companies can inspire others and demonstrate that women can thrive in executive roles.
  • Engage men as allies by educating male leaders and employees on gender issues and involve them in initiatives aimed at promoting gender balance.

Please share a message with women wishing to develop themselves personally and professionally.

Your personal and professional development is a testament to your resilience and unwavering commitment to growth. In every challenge lies an opportunity, in every setback a lesson. Embrace each experience as a stepping stone towards your greatness. Never underestimate the power of your voice, ideas and unique perspective. You can influence change, break barriers and lead with integrity.

As you continue to develop yourself, know that you are not alone. You are part of a global sisterhood of rising women, transforming the world with their intelligence, creativity and compassion. Draw strength from this collective energy and let it propel you forward. 

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Mbombela’s International Fresh Produce Market is preparing to trade

Credit: Enza Construction

With more than 1.5 tons of steel and a design that encompasses 17 buildings, the International Fresh Produce Market (IFPM) built for the Mpumalanga Economic Growth Agency (MEGA) will make a big impact on the agricultural sector in the province.

As of April 2024, site progress achieved was reportedly 97% (The Citizen), and the 29 000m² floor area will soon be put to use trading the province’s produce. Enza Construction, a wholly owned subsidiary of Crowie Holdings, was the main contractor on the project, and Orbic Architects designed the market.

The IFPM is in Mbombela (formerly Nelspruit), less than 10km from the Central Business District. It is situated within the Maputo Development Corridor (MDC), linking Mpumalanga, Gauteng Province and the Nkomazi Special Economic Zone with the deepwater Port of Maputo in Mozambique.

Agri-hubs throughout the province, led by co-operatives, will be encouraged to supply produce to the IFPM which will give them direct access to new markets and opportunities. In this way, small-scale growers will be better incorporated into the mainstream economy.

Mpumalanga cultivates predominantly tropical and subtropical crops and vegetables such as avocados, bananas, citrus, ginger, granadillas, guavas, litchis, macadamia nuts, mangoes, papayas and pineapples.

Agri-hubs throughout the province, led by co-operatives, will be encouraged to supply produce to the IFPM which will give them direct access to new markets and opportunities.

Among the facilities that the market will offer are open trading halls for fruit and vegetables, a meat, fish and flower market, cold storage, ripening facilities and pallet handling, processing facilities, an export hall and bulk-breaking facilities for retail outlets. Linked services such as customs, transport and logistics, banks and restaurants will support the main activities of the IFPM.

More agricultural infrastructure in the form of an agro-processing facility is planned for the area near the Kruger Mpumalanga International Airport (KMIA) and private investors are being approached.

The Mpumalanga Green Cluster Agency, a new body set up to promote the green economy, has published a series of briefing documents on opportunities in various sectors. The Cluster has representatives from government, business and the academic world. With coal mining and coal-fired power stations likely to play a reduced role in the future, Mpumalanga is looking to its other abundant resources for economic growth. The Mpumalanga Department of Economic Development and Tourism has initiated the Agency to look for increased opportunities in the green economy.

In the Sustainable Agriculture briefing, the Agency identifies investment opportunities in five broad categories within the province:

  • renewable energy applications
  • regenerative agriculture
  • controlled environment agriculture
  • smart farming
  • agri-waste management

The South African macadamia industry produced 83 556 tons in 2023, a better crop result than 2022 and much better than the 53 000 tons achieved in 2021. Fully 97% of the crop is exported. Thousands of new trees are being planted every year. In 2022, Mpumalanga was responsible for 37% of the country’s 6 235 new hectares. There are more than 65 000 hectares planted to macadamias in the country. Sophisticated machinery is increasingly being used and data usage is becoming vital for sustainability.

Avocados are not as widespread, but the planting of 800 new hectares annually suggests that global markets are responding well to farms in Mpumalanga and elsewhere. The website of the South African Avocado Growers Association lists 25 companies that export the fruit.

Mpumalanga accounts for about 21% of South Africa’s citrus production and a third of its export volumes, with Valencias being the province’s most popular varietal and Mbombela being the centre of the sector.

Litchis, mangoes and bananas also thrive in the province. Hazyview is an important source of bananas, with 20% of South Africa’s production originating there.

Phez’ Komkhono Mlimi is a provincial government assistance programme providing mechanisation and input support to small-scale and new farmers. Since its inception, the programme has overseen the cultivation of 199 169ha of land and 12 720 food gardens. In the five years to 2024, 37 733 farmers benefitted from the programme, of which 22 505 are women.

Beefing up exports

A major decision for South Africa’s beef exporters was announced in 2024; Saudi Arabia agreed to import again after a long break. Exports for the month of January 2024 represented a seven-year high of 3 225 tons.

Many kinds of cattle thrive in Mpumalanga, including the Ankole breed. Credit: Ntaba Nyoni Cattle Farm

Several factors conspired to keep exports down in the years before 2024, but the conditions to grow the market are very favourable. South Africa has achieved the remarkable feat of switching from being a net importer of beef to an exporter and the beef sector is well segmented with excellent infrastructure all along the value chain.

One of the country’s biggest beef producers and traders, Karan Beef, runs an abattoir in Balfour and in the neighbouring Gauteng province, the company’s Heidelberg farm feedlot is, at 2 330ha, the largest in the world.

The Mpumalanga Department of Agriculture, Rural Development Land and Environmental Affairs is supporting livestock farmers through the Masibuyele Esibayeni Programme (MESP). Applicants can receive four kinds of livestock, including up to four bulls and 100 heifers for commercial farmers who meet the criteria. In the smallholder category the limit is one bull and 25 heifers whereas communal farmers are entitled to one bull only.

An indication of the suitability of the province for a variety of cattle breeds can be gleaned from the fact that Ntaba Nyoni Cattle runs studs for five breeds, Ankole, Boran, Bonsmara, Nguni and Wagyu. The 5 100ha farm, located near Badplaas, is owned by current South African President Cyril Ramaphosa.

Relevant online resources

Transforming the education ecosystem in South Africa

South Africa’s shared vision for education should be to “improve the quality of life of all citizens and free the potential of each person” – a statement directly from the preamble of our Constitution, said Mary Metcalfe, professor of practice at the University of Johannesburg, in her keynote address at the Trialogue Business in Society Conference.

With more than 50 years of experience working in education, Metcalfe reminded delegates that young people are not accessing their potential, and we need to do better to deliver the change that is necessary in the sector. She says that companies and non-profit organisations need to make every cent count as they operate in a resource-constrained environment in which the triple ills of poverty, unemployment and inequality are not being addressed.

Metcalfe began her talk by reviewing basic education and said a disproportionate amount of money was being spent on grades 10 to 12 when “the immediately recognisable right to basic education” from Grade R to Grade 9 needed to be prioritised. “Constitutionally, this is immediate – we can’t say ‘We’ll get there’,” said Metcalfe, drawing attention to recent court cases about pit latrines, access to textbooks and others.

The provinces in the country that experience the greatest inequality are the least likely to receive support and yet this is where the bulk of pupils are. “Learners in Limpopo, KwaZulu-Natal, Mpumalanga and the Eastern Cape are in conditions of poverty, but we don’t invest to undo inequality. The challenge is to work where it’s not easy to work,” Melcalfe said. “We must also address issues such as high failure and dropout rates. The Zero Dropout campaign is already doing good work in this area.”

Metcalfe said that corporate giving should examine the phenomenon of “vanity projects”, since there are simply insufficient resources for these. Instead, companies need to ask of their projects: “What will I learn from this approach that will assist my partners and government to address inequality inefficiencies and poor quality?”

Metcalfe’s recommendations for this sector include:
  • Commit to a rigorous, evidence-based approach to learning what “works”.
  • Understand impact, scale and replicability.
  • Pursue designs that are replicable on cost structures that are sustainable within available resources.
  • Locate responsibility where it must be maintained to sustain change.
  • Build technical capacity.
  • Share learning by connecting and collaborating.
  • Invest in the capacity of the instructional core for sustainability.

Early Childhood Development

Metcalfe said early childhood education centres did not provide early childhood development (ECD), which begins at conception and involves issues of maternal health, child hunger, malnutrition, stunting, caregiving and safety and protection.

“The Department of Basic Education does not fund early childhood education centres – instead, the government provides a subsidy of R17 a day to the most vulnerable children in each centre. These centres are primarily funded by communities, so corporates should consider funding this crucial area. SmartStart, for example, takes a fee from the community to provide an early learning environment.”

Metcalfe’s recommendations for this sector include:
  • Support system learning to build replicable models.
  • Support capacity building.
  • Support private sector coordination.
  • Support NPOs that back the development and sustainability of community-based centres on evidence-informed strategies.

Metcalfe called for better coordination in the sector. “We need to support collaborative learning initiatives, so we do not duplicate our efforts, and we have to build on what works,” she said.

Although Metcalfe decried vanity projects, she said we sometimes need “starfish” projects from which to learn, but when collaborating we must ask if we have listened and co-designed. “We need the courage to fund replicable models and capacity in the system,” she concluded. 

Manufacturing Indaba 2024 – invitation to join, exhibit, and register

With just a few weeks remaining until the Manufacturing Indaba 2024, excitement is building for what promises to be a transformative event for Africa’s manufacturing sector. The event will take place from 22 – 23 October 2024 at the Sandton Convention Centre in Johannesburg, South Africa bringing together industry leaders, experts, and stakeholders from across the continent to explore and shape the future of manufacturing in Africa.

Manufacturing Indaba 2024 provides a unique platform for exhibitors and delegates alike to engage with the latest trends, opportunities and innovations within the African manufacturing sector. The event is designed to foster collaboration, spark new ideas as well as drive business growth through focused discussions, exhibitions and networking opportunities.

Why attend the Manufacturing Indaba?

  • Industry Insight & Innovation: Attendees will benefit from expert-led panel discussions and keynote addresses on the latest trends, technological advancements, and strategies for boosting the manufacturing industry in Africa.
  • Business & Networking Opportunities: Engage with industry leaders, government officials, and key decision-makers who are actively shaping the future of manufacturing in Africa. Over 60% of all attendees at the event are decision-makers who have buying power.
  • Exhibition Opportunities: Exhibitors can showcase their cutting-edge solutions, services, and products to an audience of decision-makers and influential figures in the manufacturing ecosystem.
  • Trade & Collaboration: The event serves as a hub for new business partnerships, investment opportunities, and cross-border trade collaboration.
Key Highlights:
  • Conference Tracks: Dedicated tracks covering sustainability, digital transformation, policy, and investment in African manufacturing.
  • Exhibitor Showcase: A vibrant exhibition hall featuring the latest technologies, services, and solutions driving growth in the manufacturing sector.
  • Networking Sessions: Exclusive networking events designed to connect delegates, exhibitors, and speakers for meaningful interactions and business collaborations.
Registration are now open!

With just a few weeks to go, now is the time to register and secure your place at this prestigious event. Don’t miss the opportunity to be part of a platform that’s shaping the future of African manufacturing.

For more information on how to participate, exhibit, or sponsor the event, please visit https://manufacturingindaba.co.za  or contact us at info@manufacturingindaba.co.za

Specialists in serious commercial and financial crime support mining- and private security forces

Mine Security Conference, June 2024

An action-driven 2-day workshop on Intelligence, Forensics and Prosecution will be taking place on 29 & 30 October at the Indaba Hotel in Fourways, hosted by Pinpoint Stewards. The workshop will be facilitated by 7 experts specializing in serious commercial and financial crimes from Financial Intelligence Centre (FIC), Directorate for Priority Crime Investigation (DPCI), National Prosecuting Authority (NPA), Institute for Security Studies (ISS) and South African Police Service (SAPS).

“As reported, more than 30 000 illegal miners are estimated to operate across SA and illegal mining activities cost the country’s formal mining industry more than R7-billion annually. Putting a stop to crimes against our country and its resources is a mammoth task. At our recent Mine Security Conference in June one of the coal mining companies reported that out of 86 cases the first subpoena was received in 4 years, due to lack of resources,” says organiser Ankia Roux, Pinpoint Stewards.

The workshop aim to enhance the understanding of financial intelligence and how to use it to combat crime, improve forensic investigation skills and strengthen legal and prosecution capabilities. The platform will also foster collaboration among all stakeholders to stay ahead of crime syndicates, including illicit mining activities.

Topics that will be discussed include:
  • legislation relating to prosecution and knowing your legal grounds,
  • cross border investigations – looking at international markets driving the smuggling networks in SA,
  • crime intelligence gathering – looking at how crime mapping, linkage analysis and assessment can assist crime prevention,
  • addressing the threat of illegal explosives and accessories used by organised crime syndicates,
  • the nexus between intelligence, forensic investigation and a successful prosecution,
  • money laundering and financial investigations, etc.

Speakers

Specialist speakers who will be sharing their expertise in converting intelligence and forensic investigations into actionable prosecutions, include:

    • Pieter Alberts, Shared Forensic Capability, (FIC)
    • Major General EL Makwela, Component Head Forensic Accounting Investigation, (DPCI)
    • Major General HF Flynn, Component Head: Serious Organised Crime Investigation, (DPCI)
    • Adv. Elize Le Roux, Senior State Advocate Gauteng Local Division, (NPA)
    • Adv. Nqobile Maphalala, Senior State Advocate Organised Crime Unit, (NPA)
    • Willem Els, Senior Training Coordinator, ENACT Programme (ISS), Pretoria
    • Brigadier NM (Tummi) Masondo, Section Head, Organised Crime Analysis, Intelligence Analysis & Coordination Crime Intelligence, (SAPS)

Book online at www.pinpointstewards.co.za or email info@pinpointstewards.co.za for more info. Stay updated by joining the private Mine Security Network SA group on LinkedIn.

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