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The Jewel Of Africa

“Zimbabwe has lagged behind in many areas as a result of isolation for the past 16, 18 years. Now we are saying to the world: Zimbabwe is open for business.” Zimbabwean President Emmerson Mnangagwa

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‘The Jewel Of Africa’

“Zimbabwe has lagged behind in many areas as a result of isolation for the past 16, 18 years. Now we are saying to the world: Zimbabwe is open for business,” Zimbabwean President Emmerson Mnangagwa

In January 2018, at the World Economic Forum in Davos, President Mnangagwa announced that Zimbabwe was open for business again, abandoning all isolationist policies in order to revolutionise the nation’s economy and build up the country to its full potential. President Mnangagwa administration’s focus lies in providing a stable political environment, while improving ease of business and reinforcing agricultural, mining, ICT and tourism sectors. “We are re-engaging with the world, making friends and moving towards development,” emphasises Vice President General Constantino Chiwenga. In order to enhance ease of doing business, the government has implemented several legal, institutional and administrative reforms, such as the National Investment Policy while establishing the one-stop shop Investment Centre. Minister of Finance, Hon. Patrick Chinamasa elaborates, “under the new dispensation we are also reforming state enterprises, we believe that any growth must be private-sector-driven.”

AGRICULTURE

Zimbabwe’s agricultural sector accounts for 50 % of employment in the country’s GDP as well as 25 % of total annual exports. The government aims to continue its food self-sufficiency by increasing utilisation of the land and productivity through mechanisation and modernisation of the sector.

MINING

Zimbabwe has the second largest platinum and chrome deposits, and an immense wealth with over 60 minerals and 800 mines with a capacity to earn US$18 billion per annum. The new dispensation is intent on ensuring investor friendly mining policies and consequently has been rapidly growing its economy with mining investors as major players. The recently signed US$ 4.2 billion platinum investment agreement by Karo Resources is the largest investment in Zimbabwe’s mining to date and will directly create 15,000 jobs.

ICT

The development of ICT infrastructure and harnessing of technology-driven innovation in all sectors of the economy has been key to the development of the economy. The National Backbone Optic Fibre Project led to the construction of The TelOne Data Centre, a powerful and reliable information nerve centre that ensures the efficiency and data security of enterprise operations. “We are building an infrastructure that we can then use for everything that requires technology. We think this is important, not only for providing communication platforms for the community, but more significantly for financial inclusion,” explains Minister of ICT Supa Mandiwanzira.

TOURISM

The Zimbabwean National Tourism Master Plan seeks to boost foreign and domestic tourism while leveraging private-sector led investment to maximise the country’s numerous tourist attractions and natural wonders. “Tourism accounts for about 11.9 percent of the national GDP but we think its contribution can grow up to 15 percent,” states Managing Director of Zimbabwe Tourism Authority Dr Karikoga Kaseke. The Ministry of Tourism has allocated a US$15 million Revolving fund to facilitate tourist activities.

UNVEILING THE JEWEL

Zimbabwe’s shift from a closed economy to an open, productive and peaceful one has rapidly had its effect on the country. President Mnangagwa’s vision is optimistic, convincing and transparent. “We have the qualities and the environment in which this country can be a jewel again. We must build the Zimbabwe that we want. Let us be united and peaceful, but let us be honest: hard work is the only key to achieve that vision.”

Brand Voice

Transformation Through People

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Financial services company RCS, a Top Employer for 2019, is driving new ways of working and empowering employees to take ownership of their career development.

 

I am inspired in my ambition to run a successful business because it not only creates job opportunities that put individuals in positions where they are able to support themselves and achieve their dreams, but also their families’, says Regan Adams, CEO of RCS. RCS, a financial services company that was bought by BNP Paribas in 2014 is in the midst of an exciting business transformation. Adams believes that this transformation will be achieved by driving a new culture and new ways of working. It is exactly this belief that informs the HR strategy, which places employees at the heart of the business’ transformation, ensuring that they are equipped and empowered for this change. This strategy was created through a strong collaboration between the local HR team, the business, and support from the BNP Paribas Corporate HR team in Paris. With the solid blueprint in place and the wheels set in motion, the HR team embarked on the journey for RCS to become accredited as a Top Employer. Sandi Richardson, Deputy Head of HR explains that this accreditation is not only a prestigious accolade for RCS but will continue to elevate the HR team’s delivery through the benchmark reports and feedback provided by Top Employer. Richardson says that participation in the Top Employer certification process will deliver a sustained and strengthened performance, supporting the team’s mission to make RCS a great place to work.

Richardson says that this is an exciting time for the RCS team. The HR function have accelerated their own transformation with the introduction of a BNP Paribas sponsored, digital employee tool, called ‘About Me’. This tool is intended to empower employees to take ownership for their career development. ‘About Me’ puts the employee in the driving seat of their career by integrating the individual’s data around their career preferences and professional profiles. The use of algorithms then suggests learning and mobility offerings from both the Learning Management System and Recruitment tools. This tool also hosts the employee’s appraisal (including the functionality for continuous feedback) and personal development plan. The digital nature of the tools means that it promotes transparency, flexibility and accessibility in these fundamental topics.

RCS equips its leaders to lead differently by providing Leadership Development programmes that are not only focused on the technical aspects of transformation but the behaviours required of those entrusted to guide its teams. RCS employs many new entrants to the labour market, particular into its call centre. A host of development programmes are put in place to support the growth of these employees. Some of these initiatives include secondments across the business, an internal graduate programme and financial assistance to fund their tertiary education.

RCS further invests in the wellbeing of its employees by providing holistic, world class wellness facilities both onsite and offsite. These include clinics providing primary healthcare, gyms, fitness classes of varying natures to suit the diverse preferences of its employees and a host of initiatives throughout the year. RCS also invests in the education of the children of their qualifying staff, through its annual bursary programme.

This drive to empower extends beyond the borders of RCS as Adams explains that RCS strives to be an organisation that contributes to the building of South Africa’s nation. This is done through various contributions and the efforts of its employees in a number of organisations and projects that are focused on the upliftment of the communities within which RCS operates.

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Brand Voice

Continental Tyre’s Values Create Value

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For Continental Tyre, it is critical for its employees to know and understand how wealth is created and distributed.

 

By Genevieve Jozaffe-Naidoo, Training Management and Organisational Development (TMOD) Manager

 

Care is a verb at Continental Tyre South Africa, which is why the company has consistently been named a Top Employer in South Africa.

It is critical for all employees to know and understand how wealth is created and distributed within the organisation.

Equally, every employee needs to appreciate their individual contribution towards common goals. To this end, our leadership team has established line-of-sight for each employee.
Growth and profitability can only be achieved through shared purpose and values (Trust, Passion to Win, For One Another and Freedom to Act), coupled with employees’ talents, motivation and willingness to learn.

Our values unify how we engage and challenge our actions, results, successes and opportunities. Trust and transparency talk to just some of the lived values of our leadership team – sacrificing short-term gains for long-term growth. The leadership team have committed their time, efforts and minds being of service down the line to create “one Continental”.

Over the past few years, there has been significant investment in building our people capability. Hosting development programmes aimed at enhancing critical skills was just one of the interventions we undertook.

2018 has certainly challenged our business. This year – in the spirit of building capability – business sustainability and humanising the scoreboard has been our priority. Political and economic uncertainty, both locally and globally, has created added pressure to deliver affordable, quality products consistently. These challenges have brought us full circle to our values.

Our people have responded well to these challenging times. Dialogues and joint action planning define our culture, with various platforms accommodating multi-faceted conversations. We are motivated to change our lived experiences by creating alliance and value, striving always to be an attractive and progressive employer.

Participating in the Top Employer awards has been of tremendous use in raising our awareness on policy, process and practice. Additionally, it has added value to our brand. Continental Tyre South Africa’s 70-year presence in South Africa is evidence of our leadership and learning agility. Our organisation is fully geared toward shaping our future in motion.

OUR PEOPLE, OUR CULTURE, OUR FUTURE.

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Brand Voice

Making Work Rewarding For Generations To Come

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Sanlam’s approach to its employees is the same as its approach to its clients, to enable them to live their best possible life.

 – Content supplied by Sanlam 

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