BBBEE must emphasize SME development

The call for the establishment of a small and medium sized enterprise (SME) ministry is gaining momentum with black business veteran Don Mkhwanazi adding his voice.

Speaking during a Broad Based Black Economic Empowerment (B-BBEE) conference held in Johannesburg, Mkhwanazi said the cornerstone of empowerment is entrepreneurship. He said economic upliftment rests on the SME sector and that enterprise development is a vital element of the scorecard.

He said government seemed to lack the required political will to take BEE into a higher level. “If we look at the National Planning Commission, SMEs are mentioned only three times.” He added that in South Africa the DTI is not effective enough because its focus is too broad. “Where successful economies have enterprise development at their core they have an independent, separate enterprise development ministry.” He called for the transformation of developmental finance institutions to provide a foundation for SMEs to flourish.

The general consensus of a panel debate during the conference hosted by Softline Pastel’s BEE-123 Portal and the Black Management Forum (BMF) was that BBBEE implementation has so far missed the mark and is far from reaching its transformation goals.

“I do not have to repeat the fact that we’re nowhere near to creating a better life for all,” said Mkhwanazi, founder of the National Empowerment Forum and pioneer of BEE during the transition from apartheid.

He added that the BBBEE Codes of Good Practice of 2007 has only delivered a very lucrative compliance industry.

Lerato Ratsoma, managing director of Empowerdex, did not disagree but emphasised the fact that BEE can have a positive effect on the bottom line. “We have seen a change in the way company’s view BEE; they are more interested to have an official status now that they recognise how it affects the bottom line.” However, Ratsoma said that business still needs to work towards a longer-term view rather than a compliance based view. This was echoed by Teddy Daka, the executive chairman at Tedaka Technologies, who criticised the scorecard methodology saying, “The scorecard tick-box approach is effectively diluting each B-BBEE pillar.”

In the public sector there are sufficient policies, acts and charters in place but according to Mkhwanazi, there is no alignment between them. He also added that the political will is lacking. This was the consensus across the panel with Jacob Maphutha, Director of BEE Partnerships at the DTI, emphasising that B-BBEE is only five years old and in its infancy against an 18 year old democracy. He suggested that policy makers need to go right back to the initial concept of BEE and question if it’s still relevant in the current environment. He strongly recommended that government use the past five years to review where we are in order to move forward and a completely new ideological framework may be required.

So what should future policy makers keep in mind: There are two overarching messages.

The second message was education. When BEE was introduced it wasn’t accompanied by a plan to upskill the new entrants into the economy. The country’s poor education system has sustained the lack of skills for an additional 18 years, delaying transformation.

In conclusion, the panel agreed that BEE is not an event, it’s a process of change, and like all processes it requires time, the testing of different models and methods, and a sustained commitment from both private and public sectors remains essential for successful transformation.

 

 

  • And where are the engineers in this board. Denel is anchored by engineering. To have a board that does not feature a single engineer for such a business is plain silly. You needed in this board a fair amount of engineering professionals to avoid the PRASA type mistakes.

  • What I want to know is the following: Vodacom / Yebo Yethu has never informed us the ex employees of this matter…When this scheme was presented to staff, the question was raised in terms of what happens when employees resigned before the maturation date and it was indicated in the employee booklet as well that once you resign, you are no longer part of this scheme and would be treated as a normal shareholder and that the vested shares would be converted thus allowing ex employees access to them and being able to sell when trade opens up for public…now we are told that by compushare that even though we are no longer active employees we are stuck…that is so unfair..we are being duped by this scheme and should actually be regarded as individual share holders….WE ARE no longer EMPLOYEES of this COMPANY…I am ashamed to say i worked for Vodacom for so long.

  • What I want to know is the following: Vodacom / Yebo Yethu has never informed us the ex employees of this matter…When this scheme was presented to staff, the question was raised in terms of what happens when employees resigned before the maturation date and it was indicated in the employee booklet as well that once you resign, you are no longer part of this scheme and would be treated as a normal shareholder and that the vested shares would be converted thus allowing ex employees access to them and being able to sell when trade opens up for public…now we are told that by compushare that even though we are no longer active employees we are stuck…that is so unfair..we are being duped by this scheme and should actually be regarded as individual share holders….WE ARE no longer EMPLOYEES of this COMPANY…I am ashamed to say i worked for Vodacom for so long.

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