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National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative
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National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

Dec 24, 2015

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Page 1: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

National Public - Business Relations: A South African Perspective

Andre FourieNational Business Initiative

Page 2: National Public - Business Relations: A South African Perspective Andre Fourie National 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 ?

Page 3: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

THE VISION OF BUSA

BUSA is a unified and fully representative organisation that contributes to a vibrant, transforming and growing economy in South Africa

Page 4: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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

Page 5: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

BUSA

Business Unity South Africa

CHAMSA UNISECTORALS CORPORATE ASSOCIATIONS

PROFESSIONAL

ASSOCIATIONS

MEMBERSHIP CATEGORIES OF THE SAME STANDING

Page 6: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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)

Page 7: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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)

Page 8: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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)

Page 9: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

NBI Members

Page 10: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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

Page 11: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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

Page 12: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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

Page 13: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

Energy Efficiency Accord

Page 14: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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

Page 15: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

Business Against Crime:The Review of the

South African Criminal Justice System

August 2007

Page 16: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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.

Page 17: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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.

Page 18: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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.

Page 19: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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.

Page 20: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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).

Page 21: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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

Page 22: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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

Page 23: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

The Review of the South African Criminal Justice System

Technology

ManagementSystems

Processes

Culture

On-going Refinement

On-going Transformation

Business Transformation Drivers

Page 24: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

A Business Responseto HIV/AIDS

Page 25: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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

Page 26: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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

Page 27: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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

Page 28: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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

Page 29: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

OBJECTIVES

Reducing Infections, and scaling up VCT

Expanding Treatment

Monitoring and Evaluation

Reduction of discrimination

Development of Health Systems

Scaling up funding

Page 30: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

LEVELS OF RESPONSE

Corporate Sector

Private Health Care Sector

Small, Medium and Micro Enterprises

Sectoral

Multi-sectoral

Page 31: National Public - Business Relations: A South African Perspective Andre Fourie National Business Initiative.

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