National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative
Dec 24, 2015
National Public - Business Relations: A South African Perspective
Andre FourieNational Business Initiative
BUSA is the voice of organised business at both national and international levels, and will proactively by means of effective co-ordination, dynamically address different business views.
Who is BUSA ?Who is BUSA ?
THE VISION OF BUSA
BUSA is a unified and fully representative organisation that contributes to a vibrant, transforming and growing economy in South Africa
THE MISSION OF BUSA
BUSA aims to ensure that organised business plays a constructive role, within the context of the country’s economic growth, development and transformation goals, in achieving an environment in which businesses of all sizes and in all sectors can thrive, expand and be competitive both nationally and internationally
BUSA
Business Unity South Africa
CHAMSA UNISECTORALS CORPORATE ASSOCIATIONS
PROFESSIONAL
ASSOCIATIONS
MEMBERSHIP CATEGORIES OF THE SAME STANDING
Chambers of Commerce and Industry (CHAMSA)
1. AHI
2. Foundation for African Business and Consumer Services (FABCOS)
3. National African Federated Chambers of Commerce (NAFCOC)
4. South African Chamber of Business (SACOB)
Professional Associations
Association for the Advancement of Black Accountants of South Africa (ABASA)
Association of Black Securities and Investment Professionals (ABSIP) Black Lawyers Association (BLA) Black Management Forum (BMF) South African Black Technical and Allied Careers Organization
(SABTACO) South African Institute of Black Property Practitioners (SAIBPP)
Corporate Associations
Black Business Executive Circle (BBEC) Congress of Business and Economics (CBE) National Black Business Caucus (NBBC) South Africa Foundation (SAF)
UNISECTORALS Agri SA African Minerals and Energy Forum (AMEF) Banking Council Black Information Technology Forum (BITF) Building Industries Federation of South Africa (BIFSA) Chamber of Mines of South Africa (COM) Chemical and Allied Industries’ Association (CAIA) Insurance Industry Employer Association (IIEA) Life Offices Association (LOA) National Association of Automobile Manufacturers of South Africa (NAAMSA) Retailers’ Association Road Freight Employers Association (RFEA) South African Communications Forum (SACF) South African Federation of Civil Engineering Contractors (SAFCEC) South African Insurance Association (SAIA) South African Petroleum Industry Association (SAPIA) Steel and Engineering Industries Federation of South Africa (SEIFSA) Sugar Manufacturing and Refining Employers’ Association (SMREA)
NBI Members
10
The NBI purpose
Advocating for good corporate citizenship and responsible business leadership towards sustainable growth and development;
Mobilising business leadership and resources for making a difference;
Facilitating collective business action and critical social dialogue;
Implementing strategic projects backed by independent policy analysis and research;
Building relationships and trust with government, business and key stakeholders
Energy Efficiency Accord: Background
The South African government’s Department of Minerals and Energy (DME) released a National Energy Efficiency Strategy in March 2005
Within a framework of eight strategic goals based on the three cornerstones of sustainability, the Strategy targets a 15% reduction in “final energy demand” for the industrial and mining sectors by 2015
National Business Initiative (NBI), with the active support of Business Unity South Africa (BUSA), facilitated a process to discuss the viability of a voluntary Energy Efficiency Accord to be signed between the Minster of Minerals and Energy and leading South African corporations and industry associations
Successes of the Accord
On 4th May 2005, 24 companies and 7 industry associations signed the Energy Efficiency Accord, voluntarily committing to reducing their final energy demand by 15% by 2015
Voluntary agreement between business and government – a model for future processes? The signatories include companies and industry associations from a wide range of sectors
including mining, banking, cement, automotive, steel, paper, petroleum, tobacco and chemicals
The willingness of business to come on board on this is a reflection of the increasing importance to business
Positioned the NBI as the interface between business and government on sustainability issues
A unique partnership between a voluntary business organisation (NBI) and a mandated business organisation (BUSA) has been formed
A technical committee, consisting of both business associations and government, was formed
Energy Efficiency Accord
Energy Efficiency Status
Energy Policy OrganizationSkills & Knowledge
Information Systems
Marketing & Communic
ationInvestment Score
1 Energy Policy in Place. 2 Energy action plan in place. 3 Regular reviews occur. 4 Top Management confirms commitment to energy policy. 5 Energy included in business and environmental strategy
1 Energy management is fully integrated into management structure. 2 There is clear delegation of responsibility for energy consumption 3 Energy benchmarking between like operations 4 Energy procurement considers alternate fuels, projected price increases & security of supply
1 Energy users receive specific energy training integrated into other training schedules 2 Organised workshops facilitating sharing of energy knowledge
Comprehensive system: 1 Setting Targets 2 Monitoring Consumption 3 Identifying faults 4 Quantifying savings 5 Tracking financial implications
1 Communicating the value of energy efficiency and the performance of energy management within the organisation and outside 2 There is a best practice roll out plan
1 Positive discrimination in favour of energy saving schemes with detailed energy efficiency appraisal of all new build and refurbishment schemes 2 Anticipated energy prices and environmental impacts are built into project lifespan investment analysis
4
Score Score Score Score Score Score
Business Against Crime:The Review of the
South African Criminal Justice System
August 2007
The Review of the South African Criminal Justice System
Goals and Approach
Extensive and intensive consultations involving the
Four core CJS entities (SAPS, DOJ, DCS and NPA);
Judiciary and Magistracy;
Legal Aid Board;
Department of Health (DOH); and
Department of Social Development (DSD).
Desired Outcome
Apprehend and provide appropriate sanctions against offenders;
Ensure speedy conviction of the guilty and acquittal of the innocent;
Deter those who might otherwise be tempted into crime; and
Establish and maintain public confidence in the criminal justice system.
The Review of the South African Criminal Justice System
The Present System
The CJS, in most jurisdictions including South Africa, spans across multiple departments and agencies involving huge numbers of personnel and a multitude of processes resulting in high levels of:
Fragmentation;
Dysfunction;
Blockages; and
Other systems weaknesses.
The present structures of the JCPS cluster reflect all these weaknesses, including:
Different legislative frameworks and mandates, only existing nationally, that are not focused on escalating problematic issues for decisions and/or resolution at a political or senior official’s level;
Coordination that is not sufficiently hands-on; and
Non-existent collective management.
The Review of the South African Criminal Justice System
Strategic Dependencies
Coordinated strategies, plans and budgets for the CJS as a whole, with specific emphasis on balancing the input and outcomes of all component parts of the system;
Ongoing performance monitoring and measurement of the system with specific indicators and targets set by the JCPS cluster for each Department or agency;
Early detection of blockages, issues and problems, and facilitation of immediate corrective action;
Improved cross-departmental cooperation and accountability;
Effective coordination and management of inter-departmental and intra-departmental inputs and deliverables;
Congruent objectives for all component parts as well as the CJS as a whole; and
A single shared vision and mission.
The Review of the South African Criminal Justice System
Establishing a New, Modernised and Transformed CJS
An orderly and cumulative approach
Specialised and focused task teams, operating under the auspices and control of the Directors General or heads of agencies, will be commissioned to implement agreed solutions on a national basis in conjunction with structures at other levels; and
Provision of the timely, accurate and up-to-date offender and case information through state-of-the art technology solutions in the areas of:
Forensic Services;
Identification Services;
Criminal Record Information;
Docket Management;
Event Notification;
Management Information; and
Technology Infrastructure.
The Review of the South African Criminal Justice System
Priority Actions and Decisions Required …. 1
Review by the JCPS cluster aimed at adopting a single Vision and Mission leading to a single set of objectives for the CJS;
Realign the operations of CJS departments / agencies to counter the present misaligned and often conflicting, contradictory and mutually destructive objectives and priorities;
Establish, legislatively, a new coordinating and management structure for the CJS, at every level, including national (Cabinet JCPS cluster), provincial and magistrates court levels, to comprise relevant stakeholders at each level, especially DOJ, including the Judiciary and Magistracy, SAPS, NPA, DCS and Legal Aid Board; and
Appoint a political champion, with only coordinating and management functions (and not executive powers), to head this new CJS structure, being accountable to the JCPS cabinet committee (the UK model is worth noting).
A crime is committed
The crime is reported
Verdict
Incarceration
Investigation commences Witnesses identified Evidence secured Accused identified
An arrest is made andthe accused detained
or released on bail
Integrationinto society
TheCriminal Justice System
Trial
Prosecution /adjudication takes place
Acquittal
Fine
10111
The Review of the South African Criminal Justice System
In order to focus on serious crime: Restorative justice initiatives Alternative dispute resolution Administrative alternatives
SAPS Spot fines Warnings Bail ….. …..
Courts / Prosecution Alternative community
sanctioning Correctional supervision Treatment programs ….
Corrections Parole Early release …. …. ….
Reception / Assessment / ReferralWelfare
Workload Reduction
The Review of the South African Criminal Justice System
Technology
ManagementSystems
Processes
Culture
On-going Refinement
On-going Transformation
Business Transformation Drivers
A Business Responseto HIV/AIDS
Vision & Mission
Vision To mobilise and empower South African Business to take
effective action on HIV/AIDS in the workplace and beyond
Mission
In order to mitigate the impact of HIV/AIDS on sustained profitability and economic growth, SABCOHA will lead:In establishing a network of high quality information and best practices, andIn the building of sustainable partnerships between the private sector and other stakeholders
Four Strategic Areas for Delivery
Policy and lobbying
Ensuring Business is part of a nationally co-ordinated response to HIV
Mobilising Business in the fight against HIV
Managing knowledge
Pioneering projects and developing a project management capacity in SABCOHA
Policy & Lobbying
Current Issues
The restructuring of the South African National Aids Council
The drafting of the National Strategic Plan on STI’s, TB, and HIV
The development of a Private Sector Strategy on HIV
Amendments to the Tax Act
Mobilise and Support Business in implementing Effective HIV/AIDS programmes
Strategic Direction
Develop strategies that address a differentiated Business sector
• Corporate Strategy
• SME Strategy
• ME Strategy
• Sectoral Strategy
OBJECTIVES
Reducing Infections, and scaling up VCT
Expanding Treatment
Monitoring and Evaluation
Reduction of discrimination
Development of Health Systems
Scaling up funding
LEVELS OF RESPONSE
Corporate Sector
Private Health Care Sector
Small, Medium and Micro Enterprises
Sectoral
Multi-sectoral
Corporate Response
Sharing of human skill, capacity and competence
Sharing of physical capacityUtilizing corporate influence and positionUsing high profile leadershipEntering co-funding arrangements to scale up