The CSI Handbook 2016 Final

the
CSI HANDBO K
19th EDITION
About the
CSI HANDBO K
19th EDITION
The Trialogue CSI Handbook provides reliable data and thought leadership on
corporate social investment (CSI) and is intended as a resource for enhancing
the impact and sustainability of social development in South Africa.
This edition has a special focus on the recently adopted Agenda 2030 for
Sustainable Development, with its 17 Sustainable Development Goals (SDG)
referenced throughout the publication, helping to position local developmental
issues within a global context.
Chapter 1: The state of CSI
The most noteworthy results from Trialogue’s annual CSI research into spending
patterns and approaches to development.
Chapter 2: Focus on development
Corporate and governmental support of various development sectors, with
relevant SDGs (which are cross-cutting in design), also detailed per sector.
Chapter 3: Corporate practice
A closer look at select companies’ approaches to CSI and their key lessons in
development.
Chapter 4: Trends and topics
An overview of innovations in CSI, a summary of global corporate giving,
approaches to CSI in Africa, criteria applied to determine strategic CSI, and a
profile of the recipient of Trialogue’s annual Strategic CSI Award.
Chapter 5: Sustainable Development Goals
An introduction to the 17 SDGs, lessons from the Millennium Development
Goals, a comparison of local, continental and global development agendas, and
a look at business strategies for engaging the SDGs.
THE TRIALOGUE CSI HANDBOOK 2016 1

The Trialogue CSI Handbook, 19th edition
Copyright © December 2016 by Trialogue
THE PUBLISHER
Cape Town, South Africa
All rights reserved.

The material in this publication may not be reproduced, stored or transmitted, in any form or by any
means, without the prior permission of the copyright holder. Any information cited from this publication
must fully and accurately reference the title of the publication.
Publishers Cathy Duff, Nick Rockey

Managing editor Zyaan Davids
Research and analysis Sandra Makuchete, Damian Watson
Writers Zyaan Davids, Georgina Guedes, Brigid Kell (unless otherwise credited)
Proofreading and copy editing Margy Beves-Gibson, Heather de Wet, Brigid Kell, Liz Mackenzie
Sales Karen Petersen, Reached Media
Production Gillian Mitri
Production administration Konaye Duna, Mahlo Maku, Kate Pallett, Vanessa Sampson, Denise Variend
Market research Janice Lee and Associates
Photographs iStock (unless otherwise credited)
Design and DTP Solo Graphics
Printing Paarl Media
ISBN No: 978-0-992-1777-5-1
8 www.trialogue.co.za
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@TrialogueSA
* zdavids@trialogue.co.za
Although great care has been taken to ensure accuracy, Trialogue cannot accept any legal responsibility
for the information or opinions expressed in this publication.
2 THE TRIALOGUE CSI HANDBOOK 2016

Education at
your fingertips
Vodacom.co.za/e-school
Vodacom
Foundation
About the book 1
The publisher 2
Contents 4
Sponsors 6
Guest foreword 10
CONTENTS
From the editor 12

Corporate research respondents 14
NPO research respondents 16
Figures and tables 18
CHAPTER 1
THE STATE OF CSI 26
Overview of key research findings 28
Corporate and NPO reputations 50
CSI expenditure per company 56
CHAPTER 2
FOCUS ON DEVELOPMENT 70
Development sector support 72
CHAPTER 3
CORPORATE PRACTICE 90
Absa Shared growth, shared value 92
Eskom Eskom Development Foundation throws its weight behind the
South African economy 94
Hollard Kago Ya Bana – from catalysing significant systemic change in ECD
to innovative ECD enterprise incubator 96
IDC Improving the quality of life in rural and underdeveloped communities 97
Liberty Feeding children to support early childhood development 98
SABC Foundation Resourcing communities and inspiring hope 99
Mondi Sustainability at the core of our business 100
Murray & Roberts Murray & Roberts supports and benefits from Go for Gold 102
Old Mutual Driving enterprise development through partnership 104
Santam Creating partnerships to build resilient communities 106
Telkom Protect your tomorrow today 108

CHAPTER 4
TRENDS AND TOPICS 110
Innovations in CSI 112
Giving around the globe 130
CSI in Africa: A game-changer in waiting? 134
Celebrating strategic CSI in South Africa 142
PRELIMS
Trialogue Strategic CSI Award Winner 2016 146
CHAPTER 5
SUSTAINABLE DEVELOPMENT GOALS 150
Overview of the Sustainable Development Goals 152
The 2030 Agenda for Sustainable Development 154
A comparison of development agendas 170
Lessons from the Millennium Development Goals 174
Business strategies for engaging the SDGs 176
VIEWPOINTS
Prof Adam Habib Lessons from the #FeesMustFall movement 62
Keri-Leigh Paschal The case for CSI in South Africa 66
Barbara Dale-Jones The art of collaboration 126
Dr Susan de Witt Innovative funding in development 128
Prof Alan Fowler African philanthropy and gifting 138
Tendani Nelwamondo Establishing community trusts 166
Ann Bernstein The Growth Agenda 180
Minister Susan Shabangu Gender equality is integral to development 182
David Lewis Monitoring and evaluation for impact 184

Thank you to the following companies for their participation in the 19th
edition of The Trialogue CSI Handbook.
SPONSORS
Absa – pages 92, 93 Accenture – pages 48, 49 ADvTECH Group – pages 64, 65
Africa!Ignite – page 183 Aluwani – page 13 Archway Foundation – page 129
Barloworld – page 59 Cyril Ramaphosa Foundation – pages 116, 117 Distell Foundation – page 11
Edcon – page 125 Eskom Development Foundation – Export Credit Insurance Corporation
pages 94, 95 SOC LTD – page 173
FCB Foundation – page 87 FirstRand Foundation – pages 122,123 Hollard – page 96

PRELIMS
Industrial Development Corporation Implats – pages 22, 23 Investec – pages 54, 55
– page 97
JAM South Africa – page 19 Liberty – page 98 Leliebloem House – page 145
Mail & Guardian – page 181 MMI Foundation – pages 88, 89 Mondi – pages 100, 101
MTN SA Foundation – pages 24, 25 Murray & Roberts – pages 102, 103 The Mvula Trust – pages 168, 169
Nedbank – pages 67, 68, 69, IBC Nedbank Private Wealth – page 9 Old Mutual – pages 104, 105

SPONSORS
Rand Water Foundation – pages 15, 160, 161 SABC Foundation – page 99 Santam – pages 106, 107
Sibanye Gold – page 167 Sozo Foundation – page 139 Telkom Foundation – pages 108, 109
Thembalethu Development – pages 140, 141 Transnet Foundation – pages 148, 149 Ubuntu Community Chest – page 37
University of Johannesburg – page 165 Vodacom Foundation – pages 3, 52,53 WESSA – page 133
Zenex Foundation – page 127

ADVERTO R I A L
BUILDING
A S E L F - S U S TA I N I N G L E G A C Y
Nedbank Priva te Wealth | Philanthropy Office
Donors, and the beneficiary We remain dedicated to strengthening

organisations they support, have a and developing the sector, which
common goal – to make a sustained continues to play a vital role in
difference. And the sustainability the development of our country.
of non-profit organisations (NPOs) Our commitment to the ongoing
continues to be the most fundamental
topic for both donors and organisations.
research into the giving practices of
high-net-worth individuals as presented
‘For non-profits,
Experience has shown that any
in the third edition of the Nedbank
Private Wealth Giving Report continues
financial
successful sustainability strategy
involves the successful buildup and
to stimulate further debate and
discourse around individual giving in the
sustainability and
investment of reserve funding. country and beyond.
programmatic
Through our established philanthropy
offering at Nedbank Private Wealth, we
With over R7,5 billion under investment
management and administration for sustainability
provide specialised advice on all aspects
of philanthropy to individuals, families,
donors and NPOs, we value the trust
they place in us. cannot be
private and corporate foundations, and
NPOs. We have over 180 years of expertise separated.’
and knowledge of the sector. We will – Anonymous
We partner with organisations to provide continue to utilise this experience to
investment solutions and advice that are service our donor and non-profit clients
both relevant to and appropriate for their with the passion that repeatedly earns
needs. We aim to optimise their efforts us international recognition for our
towards long-term financial sustainability exemplary philanthropic advice and
to ensure that they continue operating, social impact investing.
despite the prevailing economic
downturn experienced globally.
If you would like to speak to Nedbank Private Wealth

about how our Philanthropy Office can
assist you, or to obtain a f r e e
electronic copy of the Nedbank Private
@
Wealth Giving Report III, please email
contact@nedbankprivatewealth.co.za.
Nedgroup Private Wealth (Pty) Ltd Reg No 1997/009637/07, trading as Nedbank Private Wealth. Authorised financial services provider (FSP828), registered credit provider
through Nedbank Ltd (NCRCP16) and member of JSE Ltd through Nedgroup Private Wealth Stockbrokers (Pty) Ltd (NCRCP59).
Sustainable Development Goals –
A north star for societal transformation
GUEST FOREWORD
I
am honoured in my capacity as the chairperson of South Africa’s Network of
the United Nations Global Compact (UNGC), to write this year’s foreword for
The Trialogue CSI Handbook. The Handbook has a consistent history of providing
useful trends and examples of CSI in South Africa.
With the first anniversary of the Sustainable Development Goals (SDG) approaching, it
is timeous that Trialogue has dedicated a chapter to this important global framework.
Unlike the Millennium Development Goals, the SDGs were developed through an
inclusive process with governments, civil society and the private sector. This multi-
stakeholder collaboration was an early indication that each key stakeholder would
have a role in advancing the Goals.
For South Africa, the SDGs should be a welcome guidance due to their great relevance
for and close alignment with the National Development Plan. At the continental
level, the SDGs were preceded by Agenda 2063, the 50-year development roadmap
Nozipho January-Bardill
for Africa, framed by the African Union in 2013. The three frameworks are linked by
common themes of reducing poverty, inequality and achieving transformational
change through sustainable development. This synergy between frameworks enables
South Africa to focus on its priorities and to move speedily with implementation.
As South Africa’s Network of the UNGC, managed by the National Business Initiative,
our role in the SDG process involves facilitating company action. Likewise, the UNGC
at a global level is at the forefront of championing action on the SDGs, supporting
implementation through useful resources, tools and guidance materials, as well as a
global platform for leadership and learning.
For businesses in particular, action on the SDGs should be understood for potential
opportunities that would arise out of collaboration with other companies, government
and civil society on common priority goals. More directly, opportunities likely to arise
from concerted action on the SDGs include expanded markets, improved educational
outcomes and greater gender parity, economic growth and increased employment, a
socially just and a more stable society, improved social license for business to operate,
improved business competitiveness and investments.
To achieve scale and impact on the SDGs requires commitment by business. A 2016
global survey – The UN Global Compact – Accenture Strategy CEO Study – reports that
business leaders are committed to the SDGs. A majority of CEOs, surveyed at 87%,
believe the SDGs provide opportunities for value creation, while 78% already see
opportunities to contribute through their core business. Companies in South Africa
share this optimism. We will need to pool and redirect resources to priority Goals and
explore new financing models and innovations necessary to create impact. While
companies are likely to prioritise the SDGs that are closely aligned to their operations,
opportunities exist to harness the strengths and expertise of others through collective
action on other relevant Goals.
We also need to embrace a new set of values that will enable us to create a more
transformed, socially cohesive and inclusive society. We need to learn to collaborate
within industries and across sectors on common priorities as well, disrupt business
as usual and make strategic decisions for the long-term sustainability of South Africa.
Through the UNGC Network in South Africa, we will continue to facilitate action on
the SDGs, share best practice with the rest of the world and bring in international best
practice.
To become a signatory to the UNGC and engage locally, please email: achiengo@nbi.org.za.
Nozipho January-Bardill
Chairperson: Advisory Committee, UN Global Compact Network SA

T
o work on this publication is to immerse oneself in stories about deeply
committed individuals and organisations contributing to the development of
FROM THE EDITOR
our country. To live in South Africa right now is to be inundated with the harsh
realities of pervading inequality, ongoing student protests, cases of corruption,
a lack of national leadership and a fragile economy. It is easy to misinterpret these as
oppositional realities, but they are intrinsically interlinked. It is, after all, out of necessity
and urgency that innovation in development is inspired and collaboration compelled.
Our challenges in South Africa are undeniable, but so is our resilience. If we view our
current national context as a base – however fractured – from which to build, our local,
continental and global developmental plans (pages 170 – 172) as complementary
roadmaps, and our people as our greatest asset, we can begin to better articulate and
action the various roles, responsibilities, competencies and contributions needed to
overcome our current challenges and achieve our full potential, not just in South Africa,
but across our incredible continent.
Building on its well-established track record of providing key insights into the CSI
landscape in South Africa (pages 26 – 86), this 19th edition of The Trialogue CSI
Handbook also aims to contextualise developmental issues within a broader global
Zyaan Davids framework. The 17 Sustainable Development Goals (SDG), which constitute the 2030
Agenda for Sustainable Development, are referenced throughout the publication and
are explored in depth in chapter five (beginning on page 150), with emphasis on how
business can incorporate the SDGs to ensure greater and more holistic impact in their
developmental efforts.
In CSI in Africa: A game-changer in waiting? (pages 134 – 137), we explore various African
countries’ approaches to, and perceptions of, the role of business in development.
After some years of knowledge-sharing with CECP (Committee Encouraging Corporate
Philanthropy) – a coalition of CEOs united in the belief that societal improvement
is an essential measure of business performance – our partnership as the Southern
Africa Local Authority of this Global Exchange was formalised in August 2016. Drawing
from CECP’s annual research, we are pleased to once again bring you an overview of
international approaches to corporate giving, as well as a look at how businesses across
the world are engaging the SDGs (pages 130 – 132). This is part of our commitment to
ensuring that CSI in South Africa is measured against international best practice, while
being responsive and tailored to local issues.
The SDG focus of this publication also highlights fundamental issues which, when
not adequately engaged, can be detrimental but, when prioritised, can significantly
enhance development. Minister of Women in the Presidency, Susan Shabangu,
explains why gender equality is integral to development (page 182), Barbara Dale-
Jones discusses the art of collaboration (page 126) and vice chancellor of the University
of Witwatersrand, Prof Adam Habib, shares his views on what business can learn
from the #FeesMustFall movement about how best to support tertiary education.
Our sincere thanks to all the thought leaders who contributed to the Viewpoints
interspersed throughout this publication, as well as to the Innovations in CSI feature
(pages 112 – 124).
Thanks also to our valued corporate and non-profit advertisers and research participants
for supporting this initiative, and for contributing to the development of our great
country. And, of course, thank you to the Trialogue team for their tireless dedication to
ensuring that we produce a publication of the highest standard. While this is the first
edition that I have had the privilege and pleasure of co-creating in its entirety, I am
fortunate to have been guided by an expert team who contributed to an enriching
and enjoyable editorial process.
I hope that you will find this publication interesting and useful for referencing,
reflection and inspiration, and welcome all feedback.
Zyaan Davids
zdavids@trialogue.co.za

WHEN YOU CAN SEE THE HORIZON,
YOU CAN SEE A GREATER TOMORROW.
The Aluwani vision is a simple one. We want happy, healthy and secure children in rural communities.
For the last 10 years, we have strived to give the community of Ga-Dikgale the right tools to support
orphaned and vulnerable children. We believe in teaching people skills that can be passed down for
generations, creating self-sustaining growth within these communities. Ultimately, we believe in
developing a strong community who wants to help the youth, and who believes, just like us, that
“it takes a village to raise a child”.
To donate or find out more, visit aluwani.org
Previously known as The Lonely Road Foundation

Thank you to the following companies for their participation in the primary
research for this 19th edition of The Trialogue CSI Handbook.
RESEARCH
Corporate research respondents
Ackerman Pick n Pay Foundation Momentum

ACSA MRP Foundation
AECI MTN Foundation
AfriSam MultiChoice
Afrisun KZN Community Development Murray & Roberts
Altron Group Nedbank
Anglo American Chairman’s Fund Netcare
Aspen Pharmacare Oceana Group
Assore Old Mutual
Astral Foods Parmalat SA
Barloworld Peermont
Bidvest Group South Africa PetroSA
British American Tabacco PPC
Cadiz Foundation PricewaterhouseCoopers
Capespan SA Primedia
Clientèle RCL Foods
Clover Mama Afrika Trust Reunert
CTP Ltd SABC
Datatec SABMiller
Denel Sanlam Foundation
Deutsche Bank South Africa Santam
Development Bank of Southern Africa Sibanye Gold
Discovery Spar Group
Distell Group Spier Wine Farm
Engen Steinhoff International
Eskom Development Foundation Sun International
FirstRand Telkom
Futuregrowth Asset Management The Foschini Group
GlaxoSmithKline Tiger Brands
GM South Africa Foundation Tiger Brands Foundation
Gold Fields Tiso Foundation
Growthpoint Properties Tongaat Hulett
HCI Foundation Total South Africa
Illovo Sugar UBank
Industrial Development Corporation Vodacom
Investec Woolworths Holdings
Italtile
JSE
Kagiso Media
KFC
Kumba Iron Ore
Liberty Holdings
Massmart
Mediclinic South Africa
Mercedes-Benz South Africa
M-Net

Our 2015/16
Performance vs Target
indicators
R45m vs R45.9m
External funding raised for
SED initiatives
141 vs 28 67 vs 20 96% vs 80%

Socioeconomic Water demand Percentage of project
development projects management projects funding spent on water-
implemented implemented related projects
90% vs 85% 188 vs 175 11 vs 5

NGOs identified,
Percentage of project
SMMEs developed through developed, and are now
funds spent on SMMEs
RWF projects service delivery partners
development
of RWF
2 195 vs 2 000 2 195 vs 2 000 100% vs100%

Project employees trained
Number of indirect Percentage statutory
through implementation
temporary jobs created submissions made on time
of RWF projects
92% vs 80% 97% vs 95% 82% vs 85%

Percentage of board Percentage of project Percentage of operational
meetings attended funding spent budget spent
R0 vs R0 0 vs 0 Unqualified
The value of breaches
Repeat and unresolved
of the materiality and Unqualified audit report
audit findings
significance framework
011 682 0192 | www.randwater.co.za

Thank you to the following organisations for their participation in the primary
research for this 19th edition of The Trialogue CSI Handbook.
RESEARCH
NPO research respondents
3L Development Desmond & Leah Tutu Legacy Isizinda Sempilo Organisation

Abraham Kriel Childcare Foundation Izipho Zomphakathi Multiskills
ACFS Community Education and Dinaledi Educational Coaching Izzi Trust
Feeding Scheme DOCKDA Rural Development Agency James Louw Foundation
ActionAid South Africa Dr CL Smith Foundation Jewels of Hope
African Angels Trust Dullstroom Bird of Prey and Jungle Theatre
Afrika Leadership Development Rehabilitation Centre
Kagiso Shanduka Trust
Institute (LeadAfrika) Edupeg
Kids Haven
Alchemy Sport and Recreation Egolisquash
Kingsway Centre of Concern
Amy Foundation SA (formerly Amy Ekklesia in Power Ministries
Biehl Foundation) Development Foundation Kutullo Stimulation and Day Care
Centre
Animal Anti-Cruelty League FAMSA Western Cape
Johannesburg Lambano Sanctuary
Feeding the Furballs
arepp:Theatre for Life Lawyers against Abuse
Feed the Babies Fund
Association for the Physically Disabled Leliebloem House Child & Youth Care
First For Graduates South Africa Centre
– Nelson Mandela Bay
Focus on iThemba Life 4 U Foundation
ATKV
FoodBank South Africa Life Link Pregnancy Crisis Centre
Autism South Africa
Forest Town School for Learners with Lilitha Educare Centre
Avril Elizabeth Home for the Mentally Special Needs
Handicapped Little Eden Society
Foundation for Alcohol Related
Baby Therapy Centre Research Little Fighters Cancer Trust
Barnswallows Home for the Frederic Place Old Age Home loveLife Trust
Abandoned Make A Difference Leadership
Friends of Valkenberg Trust
Bet Sheekoom Foundation
Friends of Vista Nova
Bicycling Empowerment Network Mama Ntombi’s Community Projects
Goldfields Hospice Association
Boithuto Community Project MAMAS Alliance
GOLD Peer Education Development
Bongani Community Development Agency MamKulu’s Day Care
Centre
Grassroot Soccer South Africa Mashaka Consulting
Boys & Girls Clubs of South Africa
Green Beings Masifunde Learner Development
Breadline Africa
greenABLE Midlands Community College
Breede River Hospice
Greyton Transition Town Mooihawens Vereniging
Bright Media
Grootbos Foundation mothers2mothers
Build a Better Society
Halli Trust MOT South Africa
Built Environment Support Group
Hands Off Our Children Mount Currie Community
Cart Horse Protection Association Development Organisation
HealthKeepers
Catholic Health Care Association of Mutshedzi Foundation
Southern Africa Heartfelt Foundation
Heartlines National Business Initiative
Centre for Early Childhood
Development Help-Me-Network CSP National Council of SPCAs
Child Care South Africa Hospice Palliative Care Association of National Education Collaboration
South Africa Trust
CHOC Childhood Cancer Foundation
House of Hope Community Life National Institute for the Deaf
Christian AIDS Bureau for Southern
Africa Development National Youth Music Foundation
Community Action towards a Safer Ikamva Labantu Charitable Trust NICRO
Environment IkamvaYouth Nkosi’s Haven
Community Development Resource Ilifa Labantwana Noordgesig Life Skills Development
Association Impilo Child Protection and Adoption Centre
Cotlands Services Oasis Association
CoZa Cares Foundation Institute for Justice and Reconciliation Open Africa
Cultural Development Trust iSchoolAfrica Educational Trust Orion Organisation
Cyril Ramaphosa Foundation Isiaiah 54 Children’s Sanctuary Outreach Social Care

Park Care Nursing and Frail Care Centre The Compassionate Friends
People Living with Cancer The DG Murray Trust
People Upliftment Programme The EDL Foundation
Philakahle Wellbeing Centre The Equinox Trust
Pietermaritzburg and District Community The Foundation of Southern African Rotary
Chest Clubs
Pikkewyntjies/Penguinkidz Pre-primary The Grace Factory
PRELIMS
School
The Health Foundation
Pinelands High School LUCKY DRAW WINNER
The Ibbamo Foundation
Play Africa
The Institute of Training and Education for Respondents were entered
Precious Possessions Daycare Capacity Building into a lucky draw upon
Prochorus Community Development completion of the NPO
The Jack and Jill ECD research questionnaire.
Project for Conflict Resolution and
The Kamvalethu Foundation Congratulations to the
Development
The Lebanon ARROHHH – Husky Rescue winner, Leliebloem House
Project Gateway Child & Youth Care Centre –
KZN
Rachel Swart Funds a Western Cape-based NPO
The Lonely Road Foundation committed to improving
RAM Charity Projects
The New Social Project the quality of life of formerly
READ Educational Trust
The Papillon Foundation deprived children. Read more
Ripple Reading about this organisation in
The Rock of Africa Music Academy and their complimentary feature
SA Federation for Mental Health
Projects on page 145.
Safe, High Employment and Prosperous
South Africa The Siyazisiza Trust
San Salvador Home for Intellectually The Society for Language and Hearing-
Disabled Women impaired Children
SECTION27 The Sozo Foundation Trust
Senecio Support for People with The United Nations Children’s Fund
Disabilities Thusanani Children’s Foundation
Shine Literacy Training and Resources in Early Education
Sighthound Rescue South Africa Trendsetters Youth Foundation
Sithand’Izingane Care Project Tshegetsanang Support Group
Siyabonga Africa TUHF Limited
Sizanani Ma-Africa Ubuntu Community Chest
SOS Children’s Villages South Africa Ukwakha Isizwe Foundation
Soul Provider Trust United Way South Africa
South African Guide Dog Association University of KwaZulu-Natal Foundation
South African History Archive Unjani Clinics
South African National Council for the
Uplands Outreach
Blind
Uviwe Child & Youth Services
South Africans Against Drunk Driving
Volunteer Venture SA
South Coast Hospice Association
Sparrow Ministeries Vukani-Ubuntu Community Development
Projects
Sparrow Schools Educational Trust
WeCanChangeOurWorld
Spear Health
Western Cape Association for Persons with
St Joseph’s Care and Support Trust
Disabilities
St Joseph’s Home for Chronically Ill
Western Cape Forum for Intellectual
Children
Disability
St Mary’s School Waverley Foundation
Western Cape Health Foundation
Symphonia for South Africa | Partners for
Possibility Western Cape Primary Science Programme
Takalani Foundation Wheel Well
Tape Aids for the Blind Wildlife and Environment Society of South
Africa
TASK
Witkoppen Health and Welfare Centre
Thandulwazi Trust – Thandulwazi Maths &
Science Academy Wits Siyakhana Initiative
The Cancer Association of South Africa XPrize Foundation
The Centre For Social Development Youth of 90s Development Forum
The Character Company Zenex Foundation
The Click Foundation

Extensive primary and secondary research form the backbone of The Trialogue
FIGURES AND TABLES
CSI Handbook. This index is intended to assist with navigation of the graphic
representations of data in the publication.
Figures Figure 25
BBBEE elements accessed for funding, page 39
Figure 1 Figure 26
Corporate respondents by industry sector, page 29 Months of operating costs in reserve, page 39
Figure 2 Figure 27
Corporate: Total annual income, page 29 SED score, page 41
Figure 3 Figure 28
Corporate: Number of employees, page 29 Linkages between CSI and skills development/ED
Figure 4 programmes, page 41
NPO: Total annual income, page 29 Figure 29
Figure 5 Anticipated impact on relationship between CSI and skills
NPO: Number of employees, page 29 development, page 41
Figure 6 Figure 30
Nominal versus real growth in CSI expenditure, page 30 Anticipated impact on relationship between CSI and
enterprise development, page 41
Figure 7
Changes to CSI expenditure, page 31 Figure 31
Impact of SDGs on CSI strategy, page 42
Figure 8
CSI expenditure across top 100 companies, page 31 Figure 32
Existing CSI strategy alignment with the SDGs, page 42
Figure 9
Distribution of CSI expenditure by industry sector, page 31 Figure 33
Governance structure of CSI function, page 43
Figure 10
Distribution of CSI expenditure, page 32 Figure 34
Oversight of CSI function, page 43
Figure 11
Companies reporting non-cash giving, page 32 Figure 35
NPO registration status, page 43
Figure 12
Non-cash giving as a proportion of total CSI spend, Figure 36
page 32 Levels of measurement for flagship projects, page 44
Figure 13 Figure 37
Distribution of corporate support and CSI expenditure by Allocation of a portion of budget to M&E, page 45
region, page 33 Figure 38
Figure 14 Portion of M&E costs paid by organisation, page 45
Distribution of NPO support and resources by region, Figure 39
page 33 Stage of the project lifespan when M&E processes are
Figure 15 conducted, page 45
Distribution of corporate support and CSI expenditure by Figure 40
development sector, page 34 Use of M&E data, page 45
Figure 16 Figure 41
NPO involvement by development sector, page 35 Companies with employee volunteer programmes,
Figure 17 page 46
CSI funding channels, page 35 Figure 42
Figure 18 Companies with employee volunteer policies, page 46
Percentage of CSI budget spent on flagship projects, Figure 43
page 36 Individual to manage employee volunteerism, page 46
Figure 19 Figure 44
Number of flagship CSI projects, page 36 Volunteer time included as part of social investment,
Figure 20 page 46
Average length of flagship CSI project support, page 36 Figure 45
Figure 21 Employee volunteerism type and participation, page 46
CSI funding options, page 37 Figure 46
Figure 22 CSI reporting channels, page 47
Changes in NPO income, page 38 Figure 47
Figure 23 CSI communication budget and responsibility, page 47
NPO income by source, page 38 Figure 48
Figure 24 Participation in cause-related marketing, page 47
Sources of growth or decline in NPO income, page 39

Figure 49 Figure 60
Distribution of corporate support and CSI expenditure by Environment: Type of intervention, page 82
development sector, page 72 Figure 61
Figure 50 Sports development: Sporting code, page 83
Education: Level of education, page 74 Figure 62
Figure 51 Arts and culture: Type of intervention, page 84
Education: Type of intervention, page 74 Figure 63
Figure 52 Housing and living conditions: Type of intervention,
PRELIMS
Education: Subject area, page 75 page 85
Figure 53 Figure 64
Education: Contribution to the NECT, page 75 Safety and security: Type of intervention, page 86
Figure 54
Social and community development: Type of support,
page 76
Tables
Figure 55 Table 1
Social and community development: Target beneficiaries, Median number of donor relationships, page 39
page 76 Table 2
Figure 56 Companies’ ranking of corporate developmental impact,
Health: Type of healthcare, page 78 page 50
Figure 57 Table 3
Health: Type of intervention, page 78 NPOs’ ranking of corporate developmental impact,
Figure 58 page 50
Food security and agriculture: Type of support, page 80 Table 4
Figure 59 Companies’ ranking of NPO developmental impact, page 51
Entrepreneur and small business support: Type of Table 5
intervention, page 81 NPOs’ ranking of NPO developmental impact, page 51
JAMSA014
JaM@worK
Reducing hunger one child at a time
South African born Peter and Ann Pretorius established Joint Aid
Management (JAM) in 1984. Since then, JAM’s growth reflects strong
progress in South Africa, Angola, Rwanda, Mozambique and South Sudan,
focusing on nutritional intervention to more than a million children daily.
In 2005, JAM’s work expanded into South Africa, where 26% of children
under six are severely underdeveloped. JAM South Africa feeds children in
more than 2 000 daycare centres in informal settlements in nine provinces,
with a holistic approach to development in line with five pillars:
u Nutritional feeding
u Infrastructure development through Early Childhood Development
(ECD) centre Makeovers
u ECD practitioner training
u Agricultural training
u Community involvement
Partner with JaM to change the lives of those in need
JaM south africa

Tel: 011 548 3900 Email: jamsa@jamint.com
NPO No 052-455 PBO No 18/11/13/144
www.jamsa.co.za THE TRIALOGUE CSI HANDBOOK 2016 19
Supporting better business
Trialogue’s two decades of trusted industry-leading
experience is reinforced through our interactive
forums, consulting assignments and annual research,
conducted with hundreds of companies and non-profit
organisations to track trends in CSI expenditure and
practice. This widely acclaimed body of knowledge
influences the levels of professionalism and transparency
in the South African CSI sector, and is shared with the
industry through our publications, conference, training
programmes and forums.
We are a 51% black-owned company. From our offices in
Cape Town and Johannesburg, we service clients across
South Africa.
We can assist with:
z Development of company-specific CSI strategies
z Benchmarking CSI programmes and positioning of CSI
portfolios, using our Strategic Positioning Matrix
z Development of monitoring and evaluation
frameworks, and project evaluations
z Communication services, including case studies and
foundation reports
8 www.trialogue.co.za | * info@trialogue.co.za | @TrialogueSA

“Our vision is a society in which businesses do
not stand back as victims of circumstance, but
proactively seek to improve conditions by leveraging
expertise and influence, thus working as a force
for good, in collaboration with government and
other societal stakeholders. In this vision, economic
growth is sustained and equitable for all citizens.”
Nick Rockey, Trialogue founder and managing director
Introducing the Trialogue Knowledge Hub

Where do you go to find context-specific and insightful information
about the development sector?
Trialogue is launching a freely accessible and easily navigable web portal, which
will curate lead practice and insight into CSI and development issues. This online
platform will ensure that rich information is centralised, shared and, as a result, will
contribute to the advancement of the sector.
Companies committed to deepening impact in development are invited to host
topic-specific portals, such as:
Education, including
z focuses on maths and science interventions, ICT in
education and bursary-funding options z Funding innovation z
Shared value
Communicating CSI z
z Effective collaboration z
Monitoring and evaluation
The Knowledge Hub will be driven by a three-way collaboration between
corporate partners, knowledge partners and Trialogue, as the coordinator of
editorial oversight, to ensure credibility of content.
For more information about this industry innovation, please email info@trialogue.co.za.
✆ CPT +27 21 671 1640 | JHB +27 11 026 1308

MTN SA Foundation’s vigorous
investment in the Cape results in
empowered communities
In order to address some of the challenges, MTN SA
Foundation has developed a strategy to bring about
meaningful and sustainable change that will help
Christel House South Africa
disadvantaged and rural communities become self-reliant. MTN SA Foundation partnered with Christel House South
The Foundation has partnered with the Cape’s communities, Africa and provided a complete school uniform, shoes, socks
civil society, government and NGOs in developing and a school bag with basic stationary for the 750 learners.
and supporting valuable interventions in historically The Foundation also built a state-of-the-art multimedia
disadvantaged communities. The same innovative centre that houses a computer laboratory, a skills training
technology and connectivity that lies at the heart of MTN is room and two linguistic rooms for the advancement of
used in the delivery of these programmes, thereby uplifting isiXhosa. The partnership is sustained by MTN’s regional
communities towards independence in staff who continue to support the school, through identified
this bold new digital world. needs, like computer literacy, reading, mathematics and
many other social development aspects.
At the core of the MTN SA Foundation’s strategy is Christel House South Africa is one of the five independent
education which has received the largest allocation of schools that are founded and managed by Christel House
resources. Furthermore, the Foundation’s integrated International, a global non-profit organisation. The
approach allows it to continue supporting community organisation is dedicated to the education of children living
projects, address challenges in the areas of health and in poverty. They promote a people-centred approach which
enterprise development, as well as introduce special projects is guided by a needs-driven and sustainable development
on an ad hoc basis depending on the needs. programme of alleviating extreme poverty. The South African
school nestled in Cape Town provides high-quality education
The Cape Province has benefited from MTN
to 750 children from the surrounding six disadvantaged
SA Foundation’s strategy and approach has
townships in Western Cape: Langa, Nyanga, Gugulethu,
been implemented holistically through various
Khayelitsha, Strandfontein and Manenberg.
projects:
Western Cape Emergency Care College:
Tygerberg Hospital Campus (EMS)
The Western Cape Emergency Medical Care College,
Tygerberg Hospital Campus is the first Emergency Service
Training College (EMS) to receive a state-of-the-art
multimedia centre from MTN SA Foundation. The provision
of centre marks an important milestone for the facility as it
will extend its reach across the Western Cape.
The multimedia centre consists of 42 workstations, two

projectors, an air-conditioner, security systems, two
interactive whiteboards, two servers, a modem that
supports Wi-Fi connectivity, as well as free connectivity for
two years. The equipment will be accessible to students
and healthcare professionals in the province. This was in
partnership with the Provincial Department of Health in the
Western Cape.
School Connectivity Programme in Oasis Skills Development Centre in the
Namaqualand Kalahari
As part of its school’s connectivity programme, MTN SA The Oasis Skills Development Centre in Upington, situated
Foundation handed over two 40-seater multimedia centres in the Northern Cape, caters for learners with special
and 10 compujectors to eight schools in the Namaqua educational needs and older persons with physical and
district of the Northern Cape. mental disabilities.
In partnership with the Provincial Department The centre teaches school readiness
of Education in the Northern Cape, programmes for children while
MTN SA Foundation provided a working with severely disabled
40-seater computer laboratory learners who will never
to Steinkopf Secondary be accommodated in a
School, 10 compujectors to mainstream school due to
Bulletrap Primary School, the severity of their disability.
Johan Hein Primary School, The centre also teaches life
Elizabeth Wimmer Primary and survival skills to young
School, Okiep Primary adults by including in-service
School Louriesfontein training programmes to
Primary School, Rooiwal enable them to become self-
Primary School, Paulshoek employed and economically
Primary School and Witbank independent.
Primary School. Carolusberg
Taking their needs into consideration,
Primary School received three
the MTN SA Foundation provided
compujectors.
the centre with a 20-seater computer
The compujector, which is also known as a laboratory. The centre boasts of custom-made
classroom in a box, is a plug-and-play compact hardware and software that was specifically
computer that is equipped with a data projector adapted to suit the unique learning requirements for
and an interactive whiteboard. people with special needs. This is very useful and of great
assistance to the learners as they use it to learn life skills,
These interventions will enable the learners to access
literacy and numeracy.
endless opportunities provided by the digital era that we
live in today. Adults from the surrounding communities are allowed
to use the laboratories to acquire practical skills that will
enable them to earn an income.
ISTOCK IMAGES | AFRICAIMAGES

1
1
THE STATE OF CSI
CHAPTER 1
ISTOCK IMAGES FERRAN TRAITE SOLER

Overview of key
research findings
T
his marks the 19th year of Trialogue’s corporate social investment (CSI) research.
To understand what companies are funding and how they are doing it, as
well as how non-profit organisations (NPO) are using the funds, we updated
our annual surveys: one each for companies and NPOs. We streamlined
some sections and added questions on alternative types of project funding, specific
practices for flagship projects, and the Sustainable Development Goals (SDG). The most
noteworthy results from the 2016 primary research are outlined in this chapter.
Corporate respondents
Professional researchers conducted one-on-one interviews with representatives from
large South African companies between July and September 2016. For the second
year, we also allowed companies to complete the questionnaire themselves and all
self-completed responses were verified by the researchers.
zz82 companies participated in the 2016 research. Of these, 64 (78%) also
participated in 2015.
zzFinancialservices was the best-represented sector in the sample of corporate
respondents (22%), followed by retail and wholesale (15%).
zzMore than 80% of corporate respondents had annual incomes of over R1 billion in
their latest full financial year.
Trialogue is pleased to zzJust over half of the companies (51%) employed less than 5 000 people, while 13%
announce that, as of August had more than 20 000 staff members.
2016, we are the Southern
We once again aligned our corporate questionnaire with the CECP (Committee
Africa Local Authority of the
CECP Global Exchange. Encouraging Corporate Philanthropy) Giving Around the Globe report, available at
www.cecp.co, which included data from eight South African companies in 2016.

1 CORPORATE RESPONDENTS BY INDUSTRY SECTOR
22 Financial services
15 Retail and wholesale
11 Mining and quarrying
THE STATE OF CSI

8 Information technology and telecommunications
8 Agriculture, forestry and fishing
6 Media and entertainment
6 State-owned and public enterprises
6 Other services
5 Other manufacturing
5 Pharmaceutical and health
4 Oil and petroleum
3 Motor vehicle manufacturers and assemblers
1 Building and construction
% corporate respondents
CORPORATE 2016 n=79
2 TOTAL ANNUAL INCOME 3 NUMBER OF EMPLOYEES
11 Less than R500m 23 Less than 1 000

7 R500m – R1bn 28 1 000 – 5 000
13 R1bn – R5bn 21 5 000 – 10 000
20 R5bn – R10bn 15 10 000 – 20 000
36 R10bn – R50bn 9 20 000 – 50 000
13 More than R50bn 4 Over 50 000
% corporate respondents % corporate respondents

CORPORATE 2016 n=70
CORPORATE
CORPORATE 2016 n=80
NPO respondents
The NPO survey was completed during July and August 2016, using the online tool, Survey Monkey.
zz219 NPOs participated in the 2016 research. Of these, only a small portion (24% or 52 organisations)
also participated in 2015.
zzOver 60% of NPOs had income of between R500 000 and R20 million in 2016 and 21% had income of
less than R500 000.
zzMost NPO respondents (64%) employed between one and 30 staff members.
4 TOTAL ANNUAL INCOME 5 NUMBER OF EMPLOYEES
2 R0 or loss-making 36 1 – 10 people
19 Less than R500k 28 11 – 30 people
19 R500k – R2m 11 31 – 50 people
18 R2m – R5m 25 More than 50 people
24 R5m – R20m
13 More than R20m % NPO respondents
5 Don’t know
% NPO respondents

NPO 2016 n=147 NPO
NPO 2016 n=192

CSI expenditure in 2015/16
Total estimated CSI expenditure in 2015/16 was R8.6 billion. This represents a
6% nominal and 0% real increase on 2014/15 estimated spend.
CHAPTER 1
zzJustover half (51%) of companies reported increased expenditure in 2016, slightly down from the
59% that reported increases in 2015.
zzThe most common reason given for increased expenditure was an increase in corporate profits (40%).
Similarly, decreasing profits was the most commonly cited reason for declining budgets, where this
was the case (48%).
Estimate of total CSI expenditure

Total CSI expenditure in South Africa was estimated to amount to R8.6 billion in 2015/16 (hereafter
referred to as 2016). This estimate is based on Trialogue’s analysis of the CSI expenditure of large South
African companies and state-owned enterprises: a broader sample than our primary research component.
Our analysis takes into account:
zzYear-on-year changes in the CSI expenditure of 80 companies using publicly reported data
zzYear-on-year changes in the CSI expenditure of companies that participated in Trialogue’s primary
research
zzYear-on-year changes in the CSI expenditure of 143 companies for which we have comparable spend
estimates
zzA comparison of the combined expenditure of the top 100 companies (based on the amount spent
on CSI)
zzAn extrapolation of total expenditure based on estimated numbers of smaller companies and CSI
spending.
Zero growth in total CSI expenditure

zzUntil 2013, Trialogue consistently found that the total annual estimated CSI expenditure was growing
in real terms. For the last two years, however, CSI expenditure experienced negative growth in
real terms (-2% in 2014 and -6% in 2015). Moreover, 2015 was the first time that CSI expenditure
experienced negative growth in nominal terms (-1%).
zzIn 2016, our CSI estimate revealed a 6% increase in nominal growth from the previous year. This
growth is in line with inflation over the review period, reflecting zero growth in real terms.
6 NOMINAL VERSUS REAL GROWTH IN CSI EXPENDITURE
9
Nominal
8
CSI expenditure (R billion)
7
6
5
4 Real
3 (adjusted for inflation)
2
1
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
CORPORATE Base year: 2001

7 CHANGES TO CSI EXPENDITURE
2016 51 14 35 Increased
THE STATE OF CSI

Stayed the same
Decreased
2015 59 16 25 % corporate respondents
CORPORATE 2016 n=80 / 2015 n=77
CSI spend across top 100 companies

zzCSIexpenditure remains concentrated among larger companies. The top 100 companies (by CSI
spend) invested R5.8 billion, or 68% of the total CSI expenditure.
zzJust 15 companies accounted for over half (57%) of the total amount spent by top 100 companies.
8 CSI EXPENDITURE ACROSS TOP 100 COMPANIES
13% Less than R25m per company
48 15% R25 – R50m per company

15% R50 – R100m per company
24
57% More than R100m per company
13
15
No. of top 100 companies % CSI expenditure (R5.8 billion)

by top 100 companies
CORPORATE 2016 n=100
CSI spend across sectors

zzThe mining, retail and financial services sectors together accounted for three-quarters (75%) of the
total CSI expenditure, with mining alone accounting for over 30% of total CSI expenditure.
9 DISTRIBUTION OF CSI EXPENDITURE BY INDUSTRY SECTOR
32
Mining and quarrying 29
22
Retail and wholesale 23
21
Financial services 20
4
Information technology and telecommunications 5
4
State-owned and public enterprises 4
18
Other sectors 19
% CSI expenditure
CORPORATE 2016 n=166 2015 n=166
Average CSI expenditure

zzApproximately one-third of corporate respondents spent between R10 million and R30 million on CSI
in 2016. Eight respondents spent more than R100 million.
zzThe average total CSI spend of the sample decreased from R57 million in 2015 to R49 million in 2016.
The median, however, rose from R17 million in 2015 to R19 million in 2016.

10 DISTRIBUTION OF CSI EXPENDITURE
Median:R19m
31 32
CHAPTER 1
21
15 14 14 13 14
9 10 11
8
5
3
Less than R1m R1m - R5m R5m - 10m R10m - 30m R30m - R50m R50m - R100m More than R100m
CORPORATE 2015 n=78 2016 n=74
Non-cash giving
zzThe proportion of companies reporting non-cash giving in 2016 was 35%, lower than the 2014 peak
(40%).
zzNon-cash giving as a portion of total social spend increased – from 10% in 2015 to 13% in 2016.
zzProduct and service donations accounted for the vast majority of non-cash giving. Twenty-nine
companies reported figures for these donations, equating to 19% of their total giving. By comparison,
11 companies quantified the value of their employees’ volunteering time, which accounted for less
than 1% of total giving.
11 COMPANIES REPORTING NON-CASH GIVING
19 13
27 34 35 Yes
40
No
81 87 73 60 66 65
2011 2012 2013 2014 2015 2016
CORPORATE 2011 n=110 / 2012 n=103 / 2013 n=99 / 2014 n=99 / 2015 n=82 / 2016 n=82
12 NON-CASH GIVING AS A PROPORTION OF TOTAL CSI SPEND
6 5 12 12 10 13
Non-cash
Cash
% CSI expenditure
94 95 88 88 90 87
2011 2012 2013 2014 2015 2016
CORPORATE 2011 n=97 / 2012 n=83 / 2013 n=88 / 2014 n=88 / 2015 n=77 / 2016 n=82

Geographic distribution of funding
Corporate
zzCorporate respondents supported projects in an average of 3.4 provinces in 2016. This is a decrease
from 4.2 in 2015, indicating that companies have become more geographically focused.
THE STATE OF CSI

zzNational projects (those operating in two or more provinces) continue to receive the largest portion
of CSI expenditure (37%).
zzProjectsin Gauteng continue to be the most commonly supported among corporate respondents
(60%). Gauteng also received the greatest share of CSI expenditure out of the provinces, although the
amount declined for a second year in a row to 19% in 2016, from a peak of 27% in 2014.
zzSupport for projects in Limpopo increased marginally, while decreases in corporate support were
noted for all other provinces.
13 DISTRIBUTION OF CORPORATE SUPPORT AND CSI EXPENDITURE BY REGION
59 National 37
62 34
60 Gauteng 19
70 24
46 Western Cape 11
57 11
44 KwaZulu-Natal 7
58 9
43 Eastern Cape 8
49 9
35 Mpumalanga 4
41 3
33 Limpopo 2
32 2
27 Free State 3
30 1
26 North West 1
28 2
22 Northern Cape 2
25 2
13 International 4
11 3
% corporate support % CSI expenditure
CORPORATE Multiple responses 2016 n=82 2015 n=76
NPO
zzNPO respondents operated projects in an average of 2.3 provinces.
zzThe distribution of NPO resources corresponded with that of companies, with national projects
receiving the greatest share of resources, followed by Gauteng, Western Cape and KwaZulu-Natal.
zzSimilar to the corporate trend, the share of resources going to projects in Gauteng decreased from
30% in 2015 to 20% in 2016. This was offset by increases in expenditure on national projects and
those in Mpumalanga, North West, Limpopo, Free State, and Northern Cape.
14 DISTRIBUTION OF NPO SUPPORT AND RESOURCES BY REGION
21 National 20
18 15
55 Gauteng 20
49 30
45 Western Cape 18
37 21
34 KwaZulu-Natal 14
33 14
27 Eastern Cape 6
29 8
22 Mpumalanga 5
14 2
19 North West 2
14 2
18 Limpopo 5
19 2
18 Free State 5
17 2
16 Northern Cape 4
17 3
% NPO support % NPO resource allocation
NPO Multiple responses 2016 n=183 2015 n=119

Funding of development sectors
Corporate
zzCorporate respondents supported projects in an average of 4.5 sectors, down slightly from 4.6
CHAPTER 1
sectors in 2015.
zzEducation was the most popular cause, supported by over 90% of companies and receiving almost
half of the total CSI spend (48%) – up from 43% in 2012.
zzSocialand community development and health were the second and third most commonly
supported sectors, although support and expenditure both declined marginally from 2015.
zzThe proportion of companies supporting food security and agriculture, housing and living
conditions, and disaster relief increased from 2015. The increased support was accompanied by
marginal increases in proportional expenditure in each of these sectors.
zzDisaster relief efforts were supported by almost a quarter of companies, yet received less than 1%
of expenditure.
15 DISTRIBUTION OF CORPORATE SUPPORT AND CSI EXPENDITURE BY DEVELOPMENT SECTOR
94 Education 48
92 47
70 Social and community development 15
74 17
54 Health 9
58 12
41 Food security and agriculture 7
37 7
33 Entrepreneur and small business support 5
33 5
33 Environment 3
33 3
31 Sports development 3
31 4
25 Arts and culture 2
26 2
19 Housing and living conditions 2
13 1
23 Disaster relief 1
17 0
16 Safety and security 1
10 0
15 Non-sector specific donations and grants 1
17 1
16 Other 2
18 1
NPO
zzNPO respondents were involved in an average of 2.4 development sectors, down from 4.5 in 2015,
most likely due to sample differences.
zzSimilar to companies, education was the most common area of NPO work.

16 NPO INVOLVEMENT BY DEVELOPMENT SECTOR
66
Education 60
60
Social and community development 62
THE STATE OF CSI

31
Health 33
20
Entrepreneur and small business support 31
Food security and agriculture 20
16
11
Arts and culture 16
11
Environment 8
10
Housing and living conditions 9
9
Sports development 14
6
Safety and security 6
4
Disaster relief 4
21
Other 19
% NPO respondents
Funding channels
zzAlthough NPOs remained the favourite channel through which companies directed their CSI
expenditure, the proportion of respondents giving to NPOs declined from a high of 100% in 2014 to
82% in 2016.
zzFor the first time, the proportion of funding going to NPOs was below half of total spend (45%),
significantly down from the previous year.
zzCorporate support for Government institutions (including schools, universities, hospitals and clinics)
increased in 2016 with 80% of companies giving to these organisations, which received over a third
of total CSI spend (34%). Such support includes scholarships and bursaries.
zzSupport for, and funding of, community trusts increased to 16% and 3% respectively, in 2016.
17 CSI FUNDING CHANNELS
82 Non-profit organisations 45
90 52
80 Government institutions 34
75 29
34 For-profit service providers 7
39 8
20 Industry initiatives 4
19 3
19 Government departments 3
16 3
16 Community trusts 3
5 1
6 Religious institutions 0
3 0
3 Political parties 0
0 0
20 Other 4
18 4

Funding of flagship CSI projects
zzCompanies most commonly spent more than 80% of their total CSI budgets on flagship projects.
zzMore than half of companies had three or more flagship projects and the majority (77%) supported
projects for more than three years.
CHAPTER 1
18 PERCENTAGE OF CSI BUDGET SPENT ON FLAGSHIP PROJECTS
4 Less than 20%

12 20% – 40%
22 40% – 60%
22 60% – 80%
40 More than 80%

CORPORATE 2016 n=65
19 NUMBER OF FLAGSHIP CSI PROJECTS
14 One
23 Two
19 Three
38 More than three
6 Don’t know

CORPORATE 2016 n=80
20 AVERAGE LENGTH OF FLAGSHIP CSI PROJECT SUPPORT
0 Less than one year or one-off

2 One year
15 Two to three years
31 More than three years, less than five years
46 More than five years
6 Don’t know

CORPORATE 2016 n=81

Alternative approaches to funding
zzThe vast majority of companies (87%) did not provide (or consider providing) loans for social
development projects. Similarly, over 80% of NPOs had not taken out loans.
zzAround one-third of companies were already providing funding that was dependent on project
THE STATE OF CSI

outcomes (36%) and funding to enable self-generated income (31%). A further quarter of companies
said that they would consider these types of funding. Likewise, the majority of NPOs were already
accessing or considering these types of funds.
21 CSI FUNDING OPTIONS
31 25 44 Resources to enable self-generation of funds 11 68 21
36 24 40 Funding dependent on project outcomes 17 55 28
94 87 Loans for social development projects 81 18 1
% corporate respondents % NPO respondents
No, not at all Yes, we would consider doing this Yes, we have done this
CORPORATE NPO 2016 corporate n=80 / 2016 NPO n=146

NPO income
It is important to note that the year-on-year differences in NPO income may be due to the different
sample of NPO respondents in 2016.
zzFifty-nine
percent of NPOs indicated that their income had increased from the previous year, while
CHAPTER 1
27% experienced decreased income.

zzNPOs received 15% of their income from South African companies, 13% from foreign independent
donors, and 12% from the South African Government.
zzOver half of NPOs experienced an increase in self-generated income. Over 45% also experienced
increases in foreign independent donations, investments, trusts/foundations and private individual
donations. The largest decreases in income were from intermediary NPOs, the Lotteries Board of
South Africa and companies.
zzNPOs most commonly sourced corporate funding from the socioeconomic development (SED)
element of the Broad-Based Black Economic Empowerment (BBBEE) scorecard, with 79% of NPO
respondents accessing SED funds. The proportion of NPOs accessing skills development (24%) and
enterprise and supplier development (13%) funds appears to have fallen since 2015.
zzWorryingly,the proportion of NPOs with no reserves increased from 23% (2015) to 30% (2016). Only
12% of NPOs in the sample had over one year of reserves.
22 CHANGES IN NPO INCOME
2016 59 14 27
Increased
Stayed the same
Decreased
2015 65 5 30 % NPO respondents

NPO 2016 n=148 / 2015 n=108
23 NPO INCOME BY SOURCE
79 SA companies 15
70 18
46 Foreign independent donors 13
46 10
50 SA Government 12
63 20
70 Private individuals 10
59 11
19 Foreign state donors 10
20 6
52 Self-generated 10
52 8
61 SA trusts/foundations 8
63 13
27 The National Lotteries Board 6
34 6
14 Intermediary NPOs 5
24 4
2 Debt 3
2 0
36 Investment income 3
38 2
16 Other 5
17 2
% NPO respondents % NPO income

24 SOURCES OF GROWTH OR DECLINE IN NPO INCOME
Self-generated 56 20 24
Foreign independent donors 49 32 19
47 30 23
THE STATE OF CSI

Investment income
SA trusts/foundations 47 33 20
Private individuals 45 34 21 Increased
SA Government 43 31 26 Stayed the same
Decreased
SA companies 40 26 34
31 53 16
% NPO respondents
Foreign state donors
The National Lotteries Board 25 40 35
Intermediary NPOs 16 45 39
Debt 13 62 25
Other 38 38 24

NPO 2016 n=8–119 depending on category
TABLE 1 MEDIAN NUMBER OF DONOR RELATIONSHIPS

2016 (n=23-119, 2015 (n=54-92, 2014 (n=32-131,
depending on category) depending on category) depending on category)
Private individuals 20 12 12
Companies 5 5 5
Trusts/foundations 3 3 3
Foreign independent donors 2 2 2
Foreign state donors 1 2 2
Intermediary NPOs 1 1 1
SA Government 1 1 1
The National Lotteries Board 1 1 1
Other 2 3 2
NPO
25 BBBEE ELEMENTS ACCESSED FOR FUNDING
79
Socioeconomic development 82
24
Skills development 31
13
Enterprise and supplier development 25
18
Don't know 12
% NPO respondents
26 MONTHS OF OPERATING COSTS IN RESERVE
4
More than three years 6
8
One – three years 4
16
Six – 12 months 17
16
Three – six months 27
14
Less than three months 18
12
Don't know 5
30
No reserves 23
% NPO respondents

NPO 2016 n=148 2015 n=98

CSI and the Broad-Based Black Economic Empowerment Codes
zzIn their most recent verifications, 60% of corporate respondents received the full five points for
socioeconomic development (SED), up from 48% in the previous year.
zzOver half of companies reported no linkage between their CSI and skills development programmes
CHAPTER 1
(51%). Almost a quarter (24%) used their CSI programmes as a feed-in to their skills programmes,
providing them with a targeted pipeline of talent from which to ultimately draw employees.
zzMost companies anticipated no change to the relationship between skills development and CSI
(66%). Among those that anticipated a change, it was most commonly expected that it would result
in greater integration between CSI and skills development (19%).
zzOver half of companies reported no linkage between their CSI and enterprise development (ED)
programmes (56%). In addition, most companies anticipated no change to the relationship between
ED and CSI (57%). Among those that anticipated a change, it was most commonly expected that it
would result in greater integration between CSI and ED (23%).
The Department of Trade and Industry’s BBBEE Codes of Good Practice are designed to encourage
transformation of the country’s business sector through a number of practices, including investment
in socioeconomic development.
The following key changes to the three elements most closely related to CSI have resulted from the
revised Codes, which came into effect in May 2015:
■■SED: Companies must spend 1% of net profit after tax (NPAT) to obtain the five points assigned to
this element. Seventy-five percent of the beneficiaries must be black for maximum recognition of
SED spend, otherwise SED spend is apportioned based on the number of black beneficiaries.
■■Skills development: The spend target doubled to 6% of total payroll for training of black
people and points increased to a maximum of 20 (+5) points. Bonus points were introduced
to cater for the number of black people absorbed at the end of a learnership programme. For
maximum recognition of points, training must be accredited and companies must now train both
employees and unemployed persons. The 5% requirement of total employees’ participation in
learnership-type programmes has been amended to 2.5%.
■■Enterprise and supplier development: Companies must spend 1% of NPAT on enterprise
development and 2% of NPAT on supplier development to receive the maximum score for this
element, which has increased to 40 points.

27 SED SCORE
60 Five SED points
THE STATE OF CSI

1 Four SED points
12 Three SED points
3 Two SED points
0 One SED point
8 Don't know
16 Not applicable

CORPORATE 2016 n=77
28 LINKAGES BETWEEN CSI AND SKILLS DEVELOPMENT/ED PROGRAMMES
No linkage 51
56
CSI projects feed into the skills development/ED programme 24
23
Managed by the same people 17
18
Use the same service providers 4
3
Other 4
0

CORPORATE Skills development 2016 n=76 Enterprise development 2016 n=75
29 ANTICIPATED IMPACT ON RELATIONSHIP BETWEEN CSI AND SKILLS DEVELOPMENT
66 No change anticipated
19 Greater integration between CSI and skills development
3 Less integration between CSI and skills development
3 Expenditure on skills development through CSI will increase
1 Expenditure on skills development through CSI will decrease
8 Don’t know

CORPORATE 2016 n=75
30 ANTICIPATED IMPACT ON RELATIONSHIP BETWEEN CSI AND ENTERPRISE DEVELOPMENT
57 No change expected
23 Greater integration between CSI and ED
13 Expenditure on supporting small businesses through CSI will increase
1 Less integration between CSI and ED
1 Expenditure on supporting small businesses through CSI will decrease
5 Don’t know

CORPORATE 2016 n=92

CSI and the Sustainable Development Goals
The Sustainable Development Goals (SDG) are a set of 17 aspirational goals, outlined by the United
Nations in a resolution on 25 September 2015. For more information on the SDGs, please see chapter five
on page 152.
CHAPTER 1
As part of the 2016 CSI research, companies were asked how the SDGs would impact their CSI strategies,
and to which of the SDGs their programmes were most closely aligned.
zzAlmost half of the companies and NPOs indicated that their strategies already responded to the
SDGs, and did not need to be adapted. Around a third of companies planned to use the SDGs to
adjust their strategy now, or in the future.
zzSDG 4 (quality education) was most aligned to corporate and NPO programmes. This is in line with
the research finding that the majority of companies and NPOs support education programmes.
zzThe least aligned SDGs were those relating to the environment.
31 IMPACT OF SDGS ON CSI STRATEGY
48 Our strategy already responds to the SDGs and does not have to be adapted 46
19 The SDGs will be used for future strategic planning 23
18 We have honed/will hone our existing strategy to respond to the SDGs 22
15 Our strategy is clear and relevant and will not be adapted because of the SDGs 9

CORPORATE NPO Corporate 2016 n=73 NPO 2016 n=173
32 EXISTING CSI STRATEGY ALIGNMENT WITH THE SDGS
61 SDG 4: Quality education 57

38 SDG 1: No poverty 26
32 SDG 8: Decent work and economic growth 25
31 SDG 2: Zero hunger 21
30 SDG 3: Good health and wellbeing 51
21 SDG 5: Gender equality 35
15 SDG 6: Clean water and sanitation 8
14 SDG 11: Sustainable cities and communities 10
14 SDG 9: Industry, innovation and infrastructure 8
13 SDG 17: Partnerships for the Goals 10
13 SDG 10: Reduced inequalities 0
10 SDG 16: Peace, justice and strong institutions 24
10 SDG 7: Affordable and clean energy 5
6 SDG 14: Life below water 3
6 SDG 13: Climate action 5
6 SDG 12: Responsible consumption and production 7
3 SDG 15: Life on land 5
6 None of the Goals 6
% corporate response % NPO response
CORPORATE NPO Multiple responses Corporate 2016 n=71 NPO 2016 n=191

Structure and governance
Corporate
zzOver half the corporate respondents managed CSI as a separate department within the company
(54%). A further 27% managed CSI through a registered trust.
THE STATE OF CSI

zzOversight of the CSI function was most commonly provided by trustees or non-profit board directors
(22%), or a divisional executive head (21%).
33 GOVERNANCE STRUCTURE OF CSI FUNCTION
54 CSI department within the company

27 Registered trust
10 CSI function within another department of the company
9 Registered non-profit company

CORPORATE 2016 n=82
34 OVERSIGHT OF CSI FUNCTION
22 Trustees or non-profit board directors

21 Divisional executive or head
11 CSI manager
11 CEO or managing director
10 Social and ethics committee
9 Company board
8 Executive committee
6 CSI committee/forum
2 Other
CORPORATE
2016 n=81
NPO
zzThe most common form of registration was as an NPO with the Department of Social Development (80%).
zzThemajority of NPOs (59%) in the sample were registered as public benefit organisations (PBO) with
SARS and 68% were registered as PBOs with Section 18A status. Fifty-one percent of NPOs had both
NPO and PBO status.
35 NPO REGISTRATION STATUS
80
Registered as an NPO with the Department of Social Development 83
68
Registered as a PBO with Section 18A status with SARS 71
59
Registered as a PBO with SARS 70
37
Registered as a NPC with the Companies and Intellectual Property Commission 40
17
Voluntary association of persons, with a founding constitution 15
16
Registered trust 18
1
South African branch of an international organisation 2
2
Don't know 3
% NPO response

Monitoring and evaluation
In 2016, Trialogue changed the research instrument by asking corporate and NPO respondents about
their approach to monitoring and evaluation (M&E) for flagship projects, rather than for all projects, as in
previous years.
CHAPTER 1
zzCorporate and NPO respondents indicated a surprisingly high rate of M&E for flagship projects. More
than half of the companies and NPOs claimed that they measured impact: the broader long-term
consequences of the project. Furthermore, 42% of corporate respondents stated that they have been
measuring project outcomes for more than five years. These findings are not in line with Trialogue’s
experience.
zzMore than half of companies (55%) allocated a portion of their CSI budget to M&E, with the vast
majority (87%) allocating up to 10% of their budget to M&E. The same proportion of NPOs have a
budget for M&E.
zzFifty-two percent of companies paid all the costs associated with M&E, while a third did not pay
anything for M&E. Twenty-seven percent of NPOs paid all the costs associated with M&E, while a third
did not pay anything for M&E.
zzOver half of companies (54%) put M&E processes in place prior to investing in a project. Nearly half of
NPOs did the same.
zzMost corporate (89%) and NPO (87%) respondents used data gathered through M&E to report project
findings to the board. Around three-quarters of corporate and NPO respondents used M&E data to
plan or revise their strategies, programmes or projects. Few corporate (22%) and no NPO respondents
used their M&E data to attempt to influence public policy or government funding choices, indicating a
missed opportunity for sharing lessons and influencing change beyond the organisation.
zzSimilarly,NPOs most commonly used the M&E data to report to the board and, although the majority
shared the findings with funders and potential funders, less than half shared them with other NPOs.
PROGRAMME LOGIC MODEL

The programme logic model is a tool used to gauge the results of social investments. It is comprised
of five levels of measurement as follows:
■■Inputs – All resources (human, financial and other) that are allocated to specific activities (e.g.
staff time, infrastructure, vehicles, funding and supplies).
■■Activities – Purposefully designed actions that transform inputs into specific outputs (e.g.
distributing supplies, training people, donating equipment, building infrastructure, counselling
patients and feeding learners).
■■Outputs – Direct results of activities. These are short-term results that are immediate, visible and
concrete (e.g. number of people trained, supplies distributed or community members treated).
■■Outcomes – Specific changes in behaviour, knowledge, skills or wellbeing. These are medium-
term developmental results that are the consequences of achieving a specified combination of
short-term inputs (e.g. behaviour change, new knowledge or skills, improved grades, improved
access to health services or improved self-esteem).
■■Impacts – Broader long-term consequences of the project. These include community, societal
or system-level changes that are the logical consequence of a series of medium- and short-term
results (e.g. improved effectiveness of education system, reduction of HIV prevalence, more
educated or healthier population).
36 LEVELS OF MEASUREMENT FOR FLAGSHIP PROJECTS
89 Inputs 72
80 Activities 79
83 Outputs 81
76 Outcomes 69
62 Impact 52
6 Don’t measure 8

37 ALLOCATION OF A PORTION OF BUDGET TO M&E
55 Yes 55
THE STATE OF CSI

41 No 40
4 Don't know 5
38 PORTION OF M&E COSTS PAID BY ORGANISATION
52 All costs 26
32 None of the costs 34
12 Variable portion of the costs 22
4 Share of the costs (based on support provided) 18

39 STAGE OF THE PROJECT LIFESPAN WHEN M&E PROCESSES ARE CONDUCTED
54 Prior to investing in the project 49

29 When work on the project has begun 29
17 After the project has been running for a period 22

40 USE OF M&E DATA
89 Report to the board 87

78 Plan/revise strategies 73
77 Plan/revise programmes or projects 74
42 Share findings with other grantmakers 73
36 Report to grantees/stakeholders 46
22 Attempt to influence public policy or government funding choices 0
0 Share findings with potential funders 68
1 Data not used 6

Employee volunteerism
zzThe majority of companies (70%) had employee volunteer programmes (EVP) in 2016.
zzJust over half of companies (52%) had formal volunteering policies and 58% had designated full- or
part-time staff to manage volunteering. However, only 39% of corporate respondents included the
CHAPTER 1
value of volunteer time as part of their social investment spend.

zzCompany-organised volunteering was the most common type of initiative, with 84% of companies
running such initiatives. However, an average of just 18% of employees participated.
41 COMPANIES WITH EMPLOYEE VOLUNTEER PROGRAMMES 42 COMPANIES WITH EMPLOYEE VOLUNTEER POLICIES
70 Yes 52 Yes
30 No 46 No
2 Don’t know

CORPORATE 2016 n=64
CORPORATE 2016 n=64
43 INDIVIDUAL TO MANAGE EMPLOYEE VOLUNTEERISM 44 VOLUNTEER TIME INCLUDED AS PART OF SOCIAL INVESTMENT
45 Yes, full time 58 No

42 No 39 Yes
13 Yes, part time 3 Don’t know
% corporate respondents % corporate respondents

CORPORATE 2016 n=64
CORPORATE 2016 n=64
45 EMPLOYEE VOLUNTEERISM TYPE AND PARTICIPATION
84 Company volunteering initiatives 18

77 16
78 Fundraising and collection drives 20
75 14
58 Time off for individuals to volunteer 18
66 14
48 Employee matched funding 11
40 6
36 Pro bono 9
28 8
28 Volunteering matched funding 8
36 11
27 Give as you earn schemes 6
30 8
3 Other 0
4 0
% corporate respondents % employee participation

CSI communications
zzCommunication of CSI has increased: the percentage of companies using almost all of the channels
has increased since 2014 (the last time these questions were asked).
zzThe company website and the annual report were the most popular CSI reporting channels.
THE STATE OF CSI

Although less popular, CSI-specific websites were still used by 23% of companies.
zzThe CSI communication budget was most commonly housed in the CSI department (61% of
respondents). Responsibility for CSI communications was most commonly with the corporate
communications department.
zzAround a third of companies (32%) have used cause-related marketing, donating a portion of
product income to a social development cause.
46 CSI REPORTING CHANNELS
84
Company website 71
81
Company annual report 71
Intranet 65
56
64
Staff publications 67
58
Sustainability report 62
46
Posters in workplace 23
33
Company brochure 28
33
CSI-specific annual report 27
32
Customer publications 26
28
CSI-specific brochure 23
28
External exhibitions 14
23
CSI-specific website 22
% corporate response
47 CSI COMMUNICATION BUDGET AND RESPONSIBILITY
53 CSI department 61
60 Corporate communications 38
25 Marketing department 17
13 PR company 1
5 Advertising agency 0
9 Other 6
% corporate response
CORPORATE Multiple responses Communication responsibility n=80 Location of communication budget n=71
48 PARTICIPATION IN CAUSE-RELATED MARKETING
62 No, not at all

22 Yes, we currently do this
10 Yes, we have done this in the past but don’t do it now
6 Yes, we would consider doing this in future

CORPORATE 2016 n=78

CHAPTER 1

Corporate and NPO
reputations
A
s part of its annual research, Trialogue asks corporate and non-profit
organisation (NPO) respondents to list three companies and three NPOs
that they perceive to be having the greatest developmental impact. Rather
than a gauge of actual impact, these ratings tend to favour those companies
and NPOs that are better known, either because of good communication or
widespread reach.
Table 2: Companies’ ranking of Table 3: NPOs’ ranking of corporate

corporate developmental impact developmental impact
Ranking (n=75) Company Ranking (n=131) Company
1 Anglo American 1 Nedbank
2 Nedbank 2 Anglo American
3 Woolworths 3 Old Mutual
4 MTN 4 Absa
5=* Old Mutual 5=* FNB
Vodacom Investec
Vodacom
7 SABMiller
8=* Standard Bank
8=* FirstRand Woolworths
FNB
10=* Discovery
10=* MultiChoice Pick n Pay
Telkom
Transnet
Ranking based on the number of respondent mentions

=* Denotes equal ranking
zzAnglo American (18 mentions) and Nedbank (16 mentions) retained their first and
second corporate ranked positions respectively, from 2015.
zzNedbank overtook Anglo American’s top ranking among NPOs, to claim first place
in 2016, with 27 mentions.
zzWoolworths jumped from ninth position in 2015, to the third most highly ranked
by other companies in 2016, with 15 mentions. However, it dropped in NPO
ratings, from third in 2015, to eighth position in 2016.
zzFNB was not ranked in the top 10 by companies or NPOs in 2015, but claimed
eighth position in company rankings and fifth position in NPO rankings, in 2016.
zzInvestec and Discovery were not ranked in the top 10 among NPOs in 2015, but
claimed fifth and tenth position, respectively, in 2016.

Table 4: Companies’ ranking of NPO Table 5: NPOs’ ranking of NPO
developmental impact developmental impact
Ranking (n=68) NPO Ranking (n=132) NPO
1 Afrika Tikkun 1 Afrika Tikkun
2 Gift of the Givers 2 Inyathelo
THE STATE OF CSI

3=* Smile Foundation 3=* Gift of the Givers
Stop Hunger Now Reach for a Dream
5=* The Cancer Association 5=* BRIDGE
of South Africa Childhood Cancer
(CANSA) Foundation South
Doctors Without Africa (CHOC)
Borders GreaterGood SA
National Education IkamvaYouth
Collaboration Trust Ilifa Labantwana
(NECT)
JAM International
Protec
LIV Village
Tshikululu
Smile Foundation
10=* Buffelshoek Trust
Enactus
Ilifa Labantwana
Inyathelo
LovetoGive
MES
Nelson Mandela
Children’s Fund
Sparrow Schools
SPCA
Time for Change
Wildlife and
Environment Society of
South Africa (WESSA)
Ranking based on the number of respondent mentions

=* Denotes equal ranking
zzAfrika Tikkun (eight mentions) and Gift of the Givers (six mentions) swap positions
this year, but remain in the top two as ranked by companies.
zzOut of the 20 NPOs ranked highly by companies, 15 of them were new entries,
not featured on the list in 2015: Smile Foundation, Stop Hunger Now, CANSA,
Doctors Without Borders, Protec, Tshikululu, Buffelshoek Trust, Enactus, Inyathelo,
LovetoGive, Nelson Mandela Children’s Fund, Sparrow Schools, SPCA, Time for
Change and WESSA.
zzOut of the 12 NPOs ranked highly by other NPOs, eight are new entries: Ilifa
Labantwana, Reach for a Dream, BRIDGE, CHOC, GreaterGood SA, IkamvaYouth
and JAM International. ■
Community Upliftment Community Upliftment

(Consumer) (Business)
1 Coca-Cola 1 Woolworths
Sunday Times presented its 18th Top Brands
Awards this year. TNS South Africa sampled 3 500 2 Shoprite 2 Sasol
consumers and 502 business decision makers 3 Eskom 3 SABMiller
(CEOs, CFOs and COOs) from organisations of 4 Pick n Pay 4 Nedbank
all sizes, examining brand penetration in the 5 Vodacom 5 Sappi
marketplace, relative strength among users, 6 Spar 6 Pick n Pay
and relative attraction among non-users. For
7 SABMiller 7 Old Mutual
the profiled community upliftment category,
respondents were asked to name the one brand 8 Lever Brothers/Unilever 8 Discovery
or company, operating in South Africa, that they 9 Telkom 9 Investec
thought had done the most to uplift communities. 10 MTN 10 FNB

Positively
impacting
the lives of
all South
Africans
Vodacom
Power to you
Vodacom is dedicated to making a positive impact on the quality of ■■Vodacom is concerned about the costs associated with access
lives of South Africans. The mobile giant believes its technology can to information which advances the employability of South
be used for the benefit of humanity, to help alleviate social problems. Africans, such as education and job searching. The e-Schools
As a global company, it seeks to find ways of delivering societal value portal was launched in January 2015. It provides curriculum-
by making a meaningful difference in communities through the work aligned content for grades 4 to 12 learners including daily
of the Vodacom Foundation. lessons, videos, assignments and personalised progress
reports. This is free to Vodacom customers. Already there are
Collaborating to make a difference
more than 175 000 learners registered on the portal which
The Vodacom Foundation is committed to building solid relationships can be accessed by visiting www.vodacom.co.za/e-school from
with like-minded private sector companies and respected non-profit cellphone, tablet or laptop.
organisations which helped invest more than R1 billion into many
■■Vodacom launched Vodacom NXT LVL Careers in June 2016. It is
worthy causes. Without its customers, Vodacom would not have
aimed at job-seekers and the youth, providing a platform where
managed to support these causes to such an extent.
people can browse for jobs, upload CVs and apply for available
Education is one of the Foundation´s key priorities. Through the positions. Again, this is free for Vodacom subscribers.
use of mobile technology, the focus is on improving information ■■In order to improve literacy development, a critical element in
and communication technology (ICT) connectivity in disadvantaged the education value chain, Vodacom introduced e-Libraries;
communities across the country. an educational content application, freely available on Huawei
Vodacom Foundation’s social educational investment tablets at the 81 Vodacom ICT resource centres situated across
programmes the country.
■■The Mobile Education programme is Vodacom’s holistic approach ■■In a bid to help address skills development and job creation
to ensuring sustainable benefit to educators and learners by within the ICT sector, Vodacom embarked on a drive to empower
providing Internet connectivity, ICT equipment, content and unemployed youth with skills training. The partnership with
teacher training through 81 ICT centres across the country. MICT-Seta, IDT and CISCO aims to train unemployed youth in
ICT and develop them into entrepreneurs. The training seeks to that can be accessed by women at risk anytime of the day at 0800
equip them with relevant skills to assist with the installation of IT 428 428 or *120*7867#.
equipment, as well as provide instruction in high-end computer Employees changing lives and their outlook
skills to other youth and community members visiting the centres.
Every year, for the past six years, Vodacom has selected around 20
Other initiatives include volunteers to work for a non-profit organisation of their choice for
■■The Vodacom External Bursary Scheme supports learners by a year. There is no cost to the individual or the host organisation.
providing bursaries in the science and technology fields. Eighty-one volunteers have been through the programme, which
■■Vodacom Millionaires donates up to four computer centres to grants them the unique opportunity to dedicate themselves to a
public schools in South Africa every month. cause close to their hearts, while sharing their skills and expertise.
Past and present volunteers have transformed the lives of those
■■Vodacom also supports the Department of Basic Education in its
around them and, in turn, changed their own outlook.
food security programme to help enhance learner nutrition in
schools during Mandela Month.
For more information
■■School Connectivity is aimed at providing Internet connectivity
foundation@vodacom.co.za
to schools across the country. www.vodacom.com/about-us/foundation
Using technology for beneficial outcomes Vodacom Foundation, Private Bag X99904, Sandton 2146
Vodacom and the Department of Health launched a custom-built

mobile app which has been deployed in 3 126 clinics across South
Africa to monitor drug stock levels and reduce drug stock-outs. The
Stock Visibility Solution (SVS) is now used across eight provinces.
The Foundation has also partnered with the Department of Social
Development in the fight against gender-based violence. Together
they have established a gender-based violence command centre
Fostering agents
of social change
through CSI Alumni
chapters
The support of our youth has been
at the heart of Investec’s social
investment efforts over the past
10 years. Two of the flagship projects
are the Promaths Programme and
the CSI Bursary Programme.
Tutoring and mentoring youth to improve their future
Promaths, a partnership with Kutlwanong Maths Science and Technology Centre, has facilitated
the provision of extra maths and science lessons by well-versed educators over weekends and
school holidays. These lessons are given to Grade 10 to 12 leaners in eight different centres
countrywide. The aim is to increase the number of matriculants to leave school with a decent
mark in maths and science and inspire them to proceed with studies beyond matric. Many of
these learners have qualified for admission at universities and received prestigious bursaries to
fund their studies. Promaths continues to provide over 3 000 learners a year with this invaluable
opportunity, thereby improving their future chances of success.
Similarly, the Investec CSI Bursary Programme, in partnership with Studietrust, also benefits
many university students by facilitating their access to quality tertiary education through
the provision of financial support for their studies. However, acknowledging that financial
assistance in the form of bursaries is not enough, each Investec bursary recipient is paired
with an Investec employee who acts as their mentor. This increases their chances of making
a success of their studies. While both the Investec CSI Bursary and Promaths programmes
have been impactful in many young people’s lives, the participation of beneficiaries of both
programmes in their respective alumni initiatives has been encouraging.
The establishment of Promaths Alumni chapters at various universities has been a source of
inspiration and support to many university students. These Promaths Alumni chapters, run
solely by past students of Promaths, aim to connect, empower and nurture students. To be part
of this initiative at any of the universities where it has been established, students must have
attended any of the high school Promaths centres countrywide. It has been great to see older
students host various welcome functions for first-year students as a way of extending their
support. While the establishment of the various university Promaths Alumni chapters seems
to have been a significant development, the current movement towards the establishment of
Promaths Alumni Movement for professionals is not only exciting, but very necessary.
Former bursary recipients pay it forward

Just like Promaths beneficiaries, many of our previous bursary recipients are active participants
in our bursary alumni chapter for professionals. Here again, the platform is coordinated by
professionals who were once recipients of an Investec CSI bursary for their tertiary studies.
Similar to that of the Promaths Alumni, the former bursary recipients advocate for the creation
of a support network that will be a platform for members to share life-changing lessons
and support each other
as they navigate their
different worlds. It is
exciting to see young
professionals acknowledge
the importance of giving
back to society where
former bursary recipients
have made involvement
in charitable causes a key
part of their programmes of
action.
It is our belief that social
investment efforts should
aim not only to empower
less privileged people,
but also create platforms such as these alumni chapters aimed at creating continuity and
encouraging former CSI beneficiaries to support each other and embrace the ‘pay it forward’
philosophy that will benefit many more people, thus creating active agents of social change.
Equally important is the acknowledgement that such platforms will serve as great impact
measurement platforms for Investec’s social investment division as, over time, they will help
demonstrate the extent, nature and quality of impact of Investec CSI Bursary and Promaths
programmes.
CSI expenditure per
company
CHAPTER 1
T
he following table contains published figures on CSI expenditure during the period 1 July 2015 to 30 June
2016, where available. As far as possible, Trialogue has focused on South African expenditure on CSI. However,
it is not always possible to discern South African versus multinational expenditure. Reported figures are also
not consistent in how CSI is defined but where possible we have excluded expenditure on non-CSI related
activities. Where global figures are reported in dollars, pounds or euros, Trialogue has converted these to rands using
standard rates of R14 to US$1, R18 to £1, and R15 to €1. Notes are included to provide clarity in instances where
reported numbers do not accurately represent South African CSI expenditure. Trialogue does not take responsibility
for inaccuracy of published figures.
2015/161 2014/15
published published
CSI spend CSI spend 2015/16 Focus areas
Company name (RSA, unless (RSA, unless Source of 2015/16 data
(not in order of investment)
otherwise otherwise
mentioned) mentioned)
Rm2 Rm
Community development, youth, ACSA Integrated Annual Report

ACSA 54.9 56.4
environment 2016, p70
ADvTech Integrated Annual Report
ADvTECH 103.0 84.2 Education, environment
2015, p14
Education, skills development, environment,
AECI Integrated Annual Report
AECI 18.0 10.0 infants, orphans and vulnerable children,
2015, p65
disabilities
African Oil Corp Annual Report
African Oil Corp 32.23 28.0 Community and economic development
2015, p8
African Oxygen Integrated Annual
African Oxygen 2.0 7.0 Education, job creation, entrepreneurship
Report 2015, p14
African Rainbow Not available at time 169
Minerals of going to print
Education, community development, health, Afrimat Integrated Annual Report
Afrimat 5.3 6.9
infrastructure 2016, p46
Alexander Forbes Integrated
Alexander Forbes 5.0 4.4 Transformation, community development
Annual Report 2016, p23
Altron (Allied Altron (Allied Electronics)
10.4 10.7 Training, skills development
Electronics) Integrated Annual Report 2016, p39
Anglo American Social and community development, Anglo American Platinum
546 236
Platinum enterprise development Integrated Annual Report 2015, p9
Anglo American Integrated Annual
Anglo American 1 2014 1 339 Education, health, community development
Report 2015, p29
AngloGold Ashanti Integrated
AngloGold Ashanti 56.05 44.9 Education, health, poverty alleviation
ArcelorMittal SA Integrated Annual
ArcelorMittal SA 12.6 16.3 Skills development
Report 2015, p7
Aspen Pharmacare Not available at time 13.6
Holdings of going to print
Not available at time
Assore 23
of going to print
Education, skills development, health,
Astral Foods Integrated Annual
Astral Foods 48.2 31.8 community development, food security,
Report 2015, p87
infrastructure
Aveng Group Integrated Annual
Aveng Group 12.4 11.6 Education
Report 2016, p38

2015/161 2014/15
published published
otherwise otherwise
Rm2 Rm
THE STATE OF CSI

AVI Integrated Annual Report 2016,
AVI 20.8 13.8 Education, skills development
p43
Education, skills development, enterprise Barclays Africa Group Integrated
Barclays Africa Group 192.06 124.8
development Annual Report 2015, p36
Education, environment, sports
Barloworld Integrated Annual
Barloworld 16.6 16.8 development, health, art, job creation, youth
Report 2015, p66
development, combatting crime
Basil Read Holdings Integrated
Basil Read Holdings 7.5 3.0 Education, job creation, health
BHP Billiton Integrated Annual
BHP Billiton 2 501.87 3 150.0 Not specified
Report 2016, p5
Bidvest 100
of going to print
Blue Label Telecoms Integrated
Blue Label Telecoms 5.3 5.1 Youth, education, health
BMW Sustainable Development
BMW 84.38 67.1 Not specified
Report 2015, p13
British American Sustainable agriculture, environment, British American Tobacco
199.89 250.2
Tobacco empowerment, civic life Integrated Annual Report 2015, p64
Business Connexion
Not disclosed 8,2
Group
Calgro M3 Integrated Annual
Calgro M3 6.1 5.8 Health, sports, education, infrastructure
Report 2015, p55
Capitec Bank High school education, financial literacy, Capitec Bank Holdings Integrated
10.6 5.1
Holdings community development Annual Report 2016, p19
Cashbuild 133.0
of going to print
Caxton and CTP
Not disclosed 13.2
Publishers & Printers
Clicks Group Integrated Annual
Clicks Group 11.1 9.5 Health
Report 2015, p42
Coronation Fund Education, social and community Coronation Fund Managers
19.7 19.0
Managers development, financial literacy Integrated Annual Report 2015, p61
Curro Holdings Integrated Annual
Curro Holdings 27.0 44.0 Education
Report 2015, p21
Datatec Integrated Annual Report
Datatec 7.0 7.0 Education, infrastructure
2016, p78
De Beers Group Social Impact
De Beers Group 394.810 424.2 Not specified
Report 2015, p39
Awareness, charity, education, sport, Denel Integrated Annual Report
Denel 5.0 3.9
infrastructure, health 2016, p111–113
Discovery Holdings 68.4
of going to print
Distell Group Integrated Annual
Distell Group 17.3 16.7 Health, education, arts and culture
Report 2016, p126
DRD Gold Integrated Annual
DRDGOLD 23.1 19.5 Not specified
Report 2016, p37
EOH Holdings 18,0
of going to print
Education, social and community Eskom Holdings Integrated Annual
Eskom Holdings 103.6 132.9
development, enterprise development Report 2016, p9
Exxaro Resources Integrated
Exxaro Resources 63.0 88.0 Not specified
Famous Brands Integrated Annual
Famous Brands 15.9 11.4 Sport, community development
Report 2016, p37

2015/161 2014/15
published published
otherwise otherwise
CHAPTER 1
Rm2 Rm
Disabilities, capacity building, knowledge First Rand Integrated Annual

FirstRand 175.4 124.0
sharing Report 2015, p119
Glencore Xstrata Sustainability
Glencore Xstrata 70.011 168.0 Education, health
Report 2015, p47
Education, social and community
Gold Fields Integrated Annual
Gold Fields 51.812 58.8 development, enterprise development,
Report 2015, p109
infrastructure, health
Grand Parade
Not disclosed 8.2
Investments
Grindrod Integrated Annual Report
Grindrod 7.3 14.9 Education
2015, p49
Growthpoint Enterprise development, education, social Growthpoint Properties Integrated
21.8 15.0
Properties infrastructure, skills development Annual Report 2016, p8
Harmony Gold Mining 6.3
of going to print
HCI Foundation
(Hosken Consolidated Not disclosed 27.0
Investments)
Education, health, environment, capacity
Illovo Socio Economic Impact
Illovo Sugar 10.5 13.8 building, infrastructure support, enterprise
Report 2015, p10
development, sports, arts and culture
Impala Platinum Impala Platinum Holdings
105.0 71.0 Community development
Holdings Integrated Annual Report 2016, p38
Imperial Holdings Sustainability
Imperial Holdings 29.0 27.3 Education, environment
Report 2016, p7
Industrial Industrial Development
Development 39.0 40.0 Education, skills development Corporation of SA, Integrated
Corporation of SA Annual Report 2016, p43
Investec Integrated Annual Report
Investec 62,8 61.1 Education, environment, entrepreneurship
2016, p150
JD Group Not disclosed 7.8
JSE Integrated Annual Report
JSE 8.2 7.9 Not specified
2015, p7
Kumba Iron Ore Integrated Annual
Kumba Iron Ore 175.0 202.3 Not specified
Report 2015, p13, p63
Education, food security, community Lewis Group Integrated Annual
Lewis Group 10.0 9.7
development Report 2016, p72
Liberty Holdings Integrated Annual
Liberty Holdings 45.6 46.0 Education, health, financial literacy
Report 2015, p83
Life Healthcare Group Life Healthcare Group Integrated
76.8 80.2 Health, education
Holdings Annual Report 2015, p75
Enterprise and skills development, education, Lonmin Sustainable Development
Lonmin 62.5 47.7
community health, social infrastructure Report 2015, p71
Infrastructure, food security, early childhood Massmart Holdings Integrated
Massmart Holdings 23.7 15.3
Education, enterprise development, skills Media 24 Integrated Annual Report
Media24 60.0 35.0
development 2015/16, p26
Mediclinic Mediclinic International Integrated
11.8 10.4 Not specified
International Annual Report 2015/16, p53
Community health programmes, agriculture, Merafe Resources Integrated
Merafe Resources 30.0 18.0
food security, education Annual Report 2015, p33
Education, infrastructure development,
Metair Investments Integrated
Metair Investments 21.4 16.3 health, skills development, arts, sports and
culture, community development
Education, health, disability, sports MMI Holdings Integrated Annual
MMI Holdings 33.0 21.5

Making a difference to the
future of education
B
arloworld’s partnership with
TEACH South Africa, an
organisation that places graduates
at underprivileged and under-resourced
schools to address the shortfall in
maths, science and language education
in South Africa, is an investment into
our future.
Barloworld dedicates the largest portion
of its corporate social investment spend
to education – a core company focus area
for many years, which it sees as pivotal
to socioeconomic development. The
organisation believes that it is essential to
address the shortfall of quality education
teachers in maths and science in South
Africa, especially in underprivileged and rural
schools.
“I had no intention of becoming
a teacher before I joined TEACH,
“South African schools are suffering but from the minute I stepped
from a variety of challenges, particularly into a classroom I realised that
a severe shortage maths and science teaching is my passion. TEACH
teachers,” says Sibani Mngomezulu, group has also opened my eyes to
executive for Human Resources, Strategy struggles that township and
and Sustainability at Barloworld. “Parents, rural schools face and the need
communities and principals are desperate for for committed and dedicated
a solution as a matter of national urgency.” teachers in the education
In 2015, research by the Centre of
system.” Lindiwe Ngwenya
Development and Expertise (CDE), showed
that there will be a severe shortage of
school or placed elsewhere. TEACH attempts As part of their commitment to their
teachers in the foundation phase by 2020
to place the ambassadors in pairs at schools, employment, TEACH ambassadors are
if the number of teaching graduates in that
so that they can have the support of a encouraged to create a legacy project as an
phase continues to fall. The report also
likeminded associate. extramural activity for learners. Ngwenya
showed that around 30 000 new teachers
are needed over 12 years to meet increased Since it started in 2009, TEACH has placed created the Gems in Zonke project to assist
pupil enrolment, taking the total from 382 graduates in eight provinces and 228 learners in telling their own stories through
around 426 000 in 2013 to 456 000 in schools around the country. To date, 57% of social media.
2025. TEACH ambassadors remain in the teaching “The Gems in Zonke project is a platform for
However, 74% of teachers in South Africa profession, creating employment for the us to be creative and showcase our talents,”
are older than 40, which means that in the ambassadors and increasing the pool of says Philisiwe Ndhlovu, a grade 10 learner at
next ten to 20 years, they will leave the teachers in the system. The ambassadors are Zonkizizwe Secondary School, and president
system. And there simply aren’t enough expected to provide inspiration and support of the Zonke project. “I have developed
qualified teachers entering the system to fill for the learners in their classrooms.
great leadership skills and grown personally
this void. Barloworld’s CSI initiatives focused on during my time as president.”
Addressing the shortage of education, leadership and youth. Barloworld
Barloworld believes that in this way,
educators has supported TEACH since its inception,
individuals can make a contribution to
funding the placement of the TEACH
For this reason, over the past seven years, transforming South African education and
ambassadors as well as initially providing
Barloworld has supported TEACH South society.
office space for the project and donating a
Africa, an organisation that bring teachers to “We celebrate the TEACH ambassadors
branded bus for transport.
far-flung, under-resourced schools. TEACH is who have gone on to give up their time to
a non-profit organisation that recruits, trains, The difference an ambassador
teaching in under-resourced schools,” says
places and supports graduates in schools to makes
Mngomezulu. “Investing in education always
improve the quality of education.
Lindiwe Ngwenya is a TEACH ambassador brings out the best in people, and that’s
Graduates are recruited at university, given who has remained at Zonkizizwe Secondary why Barloworld is proud to be a partner of
basic training, and then teach for two years School as the result of her involvement with TEACH South Africa to help build a legacy
after which they are either absorbed by the the programme. that will be inherited by future generations.”
2015/161 2014/15
published published
otherwise otherwise
CHAPTER 1
Rm2 Rm
Mpact Integrated Annual Report

Mpact 6.3 4.6 Not specified
2015, p4
Skills development, education, enterprise Mr Price Group Integrated Annual
Mr Price Group 27.6 23.5
MTN Group Integrated Annual
MTN Group 335.413 282.5 Education, health
Report 2015, p19
Murray & Roberts Murray and Roberts Integrated
23.3 23.7 Education, skills development
Holdings Annual Report 2016, p20
Nampak Integrated Annual Report
Nampak 10.7 13.5 Education, health and welfare, environment
2015, p2
Nedbank Group Integrated Annual
Nedbank Group 136 151 Not specified
Report 2015, p71
Netcare Integrated Annual Report
Netcare 25.0 47.2 Health
2015, p20
Education, health, job creation, skills Northam Platinum Integrated
Northam Platinum 3.5 6.8
Oceana Group Integrated Annual
Oceana Group 4.9 5.9 Education, food security, environment, safety
Report 2015, p51
Old Mutual Integrated Annual
Old Mutual 300.614 307.8 Financial education and literacy
Report 2015, p12
Pan African Resources 20.8
of going to print
Education, environment, youth Peermont Global CSI Report
Peermont Global 34.2 23.1
development, entrepreneurial development 2015, p2
PetroSA 10.3
of going to print
Phumelela Gaming Not available at time 9,6
and Leisure of going to print
Food security, skills development, Pick n Pay Integrated Annual
Pick n Pay 41.5 44.6
environment Report 2016, p60
Pioneer Foods Group Integrated
Pioneer Foods Group 13.5 11.2 Education, environment, food security
Education, health, skills development,
PPC Integrated Annual Report
PPC 7.2 7.0 infrastructure, sport, arts and culture, job
2015, p105
creation
RCL Foods Not disclosed 18,0
Remgro 18,0
of going to print
Education, social and community
Reunert Integrated Annual Report
Reunert 14,0 9,2 involvement, sports development, health,
2015, p63
food security, agriculture
Health, education, agriculture, environment, Rio Tinto Integrated Annual Report
Rio Tinto Group 2 56715 3 654
housing, business development 2015, p25
RMB Holdings 175,0
of going to print
Royal Bafokeng Infrastructure, education, health, social Royal Bafokeng Holdings
7.0 10.5
Holdings development, sport Integrated Annual Report 2015, p54
Royal Bafokeng Platinum
Royal Bafokeng Infrastructure, education, job creation, skills
74.616 133.0 Integrated Annual Report 2015,
Platinum development
p105
Amount not
SABMiller disclosed17 448.0 Education SABMiller Tuition Report, p6
Financial Literacy, enterprise development, Sanlam Integrated Annual Report

Sanlam 74.0 67.0
socioeconomic development 2015, p53
Santam Integrated Annual Report
Santam 19.7 12.0 Not specified
2015, p10, p75

2015/161 2014/15
published published
otherwise otherwise
Rm2 Rm
THE STATE OF CSI

Sappi Integrated Annual Report
Sappi 39.218 23.0 Not specified
2015, p2
Sasol Integrated Annual Report
Sasol 655.719 1 200.020 Not specified
2016, p36
Arts and culture, education, sports
Sekunjalo Sekunjalo Investments Integrated
12.4 9.6 development, enterprise development,
Investments Annual Report 2015, p117
social development
Shoprite Holdings Integrated
Shoprite Holdings 17.321 118.5 Food security, women, skills development
Education, skills development, health, Sibanye Gold Integrated Annual
Sibanye Gold 11022 53
infrastructure development, sport Report 2015, p56
Spar Integrated Annual Report
Spar 38.823 30.7 Healthcare, poverty, sport, safety
2015, p35
Standard Bank Group Integrated
Standard Bank Group 172.824 115.0 Not specified
Sun International 24.0
of going to print
Education, social development, employee Telkom SA Integrated Annual
Telkom SA 47.0 40.0
volunteerism Report 2016, p15
The Foschini Group Integrated
The Foschini Group 7.0 8.6 Not specified
Food security, nutrition education, hygiene, Tiger Brands Integrated Annual
Tiger Brands 24.0 24.0
sanitation, heritage Report 2016, p60, p110
Healthcare, basic needs, sport, arts and Tongaat Hulett Integrated Annual
Tongaat Hulett 190.525 140.7
culture, education Report 2016, p45
Toyota 27.8
of going to print
Transnet via Transnet Not available at time 74.0
Foundation of going to print
Truworths education, social development, sport, arts Truworths International Social and
2,4 5.9
International and culture Environmental Report 2016, p7
Tsogo Sun Holdings Integrated
Tsogo Sun Holdings 52.0 54.0 Education, sport, environment
Vodacom Group Integrated Annual
Vodacom Group 106.0 95.5 Education, health, safety
Report 2016, p13, p43
Poverty alleviation, socioeconomic Wesizwe Platinum Sustainable
Wesizwe Platinum 29.0 19.7
development Development Report 2015, p43
Good Business Journey Report
Woolworths Holdings 163.526 518.027 Education, food security, child safety
2016, p43
1 15
Incorporating data from 1 July 2015 to 30 June 2016. US$184 000 000 – global spend. .
2 16
Dollars converted at R14 to US$1; Pounds converted at R18 to £1; Includes training spend.
Euros converted at R15 to €1. 17 An amount of £740 000 000 was disclosed for a flagship tuition
3 US$230 0000.
programme only.
4 US$85 485 000. 18 US$2 800 000 – global spend.
5 US$400 000. 19 Spend in South Africa and Mozambique.
6 Africa spend. 20 Includes training spend.
7 $178 700 000 – global spend. 21 R109 million on donated food represents 88% of claimed CSI
8 €561 7500 – includes corporate citizenship expenditure and expenditure.
22 Includes spend for Aquarius Platinum.
donations; global spend.
9 £11 100 000 – global spend. 23 Includes CSI spend and sponsorships.
10 US$28 200 000 – global spend. 24 Global spend.
11 US$500 0000 . 25 Southern Africa spend. Includes spend on occupational health.
12 US$3 700 000. 26 Excludes goods and food donations.
13 Global spend. 27 Includes goods and food donations.
14 £16 700 000 – global spend.

LESSONS FROM THE #FEESMUSTFALL MOVEMENT
A significant percentage of CSI in South During the height of the #FeesMustFall
VIEWPOINT
Africa goes to education and bursaries. movement, commentary on the role of

What, if anything, should corporates be business was sparse. Should business
doing differently? have stood up and said something
Firstly, there is not much transparency specific? Should they have been more
articulate about what they already do?
about where the money is going, so
more information would be valuable for Business does seem paralysed by fear
everyone. Companies are also investing in sometimes – they become a grumbler
education based on their own institutional rather than an articulator of views.
angles and that can create a problem in I would like business to stand up and say
the way that money is given over time. that they need to ensure that the quality
For instance, everyone wants to support of our universities isn’t sacrificed in this
maths and science education, but no one process. This can’t be the role of the vice
wants to give to the humanities. What chancellor. We can’t win this battle on
then happens is that you have money our own.
concentrated in some areas and not The rich have some hard choices to
others. More transparency and organised make. If the universities do go down,
Over the past two giving would have much greater they can send their children overseas
years South Africa strategic impact. to be educated, but it will be extremely
has been gripped by The second thing is that, however well- expensive. South Africa can offer an
#FeesMustFall student resourced universities are, they cannot equivalent education for R100 000, but
protests, calling for compete with the salary structures of, for only if quality is retained and the current
example, the engineering and mining challenges are addressed.
equitable access to
industry. These industries become an
education. Academic, I would like to hear CEOs speaking about
attraction pool that pull our staff away. If the importance of the university system.
activist, political we are not attracting sufficiently qualified If they give money, that’s great, but I also
commentator and engineers in mining education, we will want to hear them say that our success
vice chancellor of not be able to produce the professionals is important to them, so it’s not just
the University of the required by the mining industry. being said by the lone voice of the vice
Witwatersrand, Prof An intervention by the mining industry chancellor, but a cacophony from a variety
Adam Habib, is central to supplement the salaries of mining of stakeholders.
in the discussions engineers in academia would be a form
of strategic giving that helps to create a What are the key lessons that corporate
around the protests. He South Africa can learn from the
pipeline of professionals for the industry.
unpacks the immediate #FeesMustFall movement, and how can
and long-term lessons Thirdly, in many parts of the world, these be incorporated into CSI strategies?
from the movement the relationship between corporates The universities have been under-
and universities is far more strategic. resourced for 15 years. #FeesMustFall
for tertiary institutions, In England, for example, mining has its showed us that we need to get to the
Government and the research arm at the Faculty of Engineering causal factors of the problem and not just
private sector. at Oxford. Lots of manufacturers have the symptoms. The problem with so many
research divisions at Warwick University. CSI programmes is that they address the
Many pharmaceutical companies have symptoms rather than the cause. They
established high-end laboratories at give bursaries to a tertiary system that’s
the University of Pennsylvania, and IT being priced out of reach of the majority.
companies do the same at universities like
MIT or Harvard. That’s what #FeesMustFall put on the
table. We need remuneration, research,
We need corporate South Africa to have relationships, internships. Business needs
the imagination. Why can’t pharmaceutical to become an active stakeholder in the
companies put labs into our universities? institutions of society. They need to
IBM just established a research lab on our rethink the very nature of business itself, to
premises, but the examples are too few make it compatible with the development
and far between. What I would like to of society and environmental and climate
see is a more significant approach, which change obligations. CEOs need to be
is becoming increasingly necessary in at the heart of that conversation; it’s a
this environment where the state is not fundamentally different approach that
Prof Adam Habib financing universities appropriately and
Vice chancellor requires courage on the part of CEOs.
University of the students are protesting about costs.
Witwatersrand
adam.habib@wits.ac.za

VIEWPOINT
#FEESMUSTFALL STUDENT PROTEST,
CAPE TOWN, 2015.
IMAGE BY WANDILE KASIBE
Is enough being done to provide do so in a transparent way and to ensure
mentorship to tertiary students? that universities are aware of the support
No. Mentorship is a big challenge. We hear being provided, so that students are not
the argument from business quite often able to ‘double dip’. I prefer the university
that universities are just not preparing managing the funding so that it can be
students for the workplace. There is better coordinated.
some legitimacy to this and it does
require a conversation about how to take Has the new 2030 Agenda for Sustainable
curriculums forward. Development sufficiently prioritised
quality education?
On another level, I get annoyed because I think this is absolutely fundamental. The
expecting to get a worker that’s 100% problem with the debate is that it has
functional on day one ignores the very been about access without emphasis on
nature of how knowledge gets transferred. quality. It is vital that we don’t end up with
Training is only one part of knowledge the unintended consequence that makes
transfer, mentorship is an important part a public university reduce its quality so
of it. Doctors never become great doctors that the upper and middle classes send
unless they work beside someone before their children overseas or turn to the
them. private sector to provide their children’s
Training is one thing, but the application education. If you declare free education
– where the judgement calls are made, but nobody makes up the money, the
the subtleties of choices, the reading of whole system collapses.
facial expressions – is learnt in practice. Frankly, too often, I believe that we
Life is about striking the right balance, in have to start talking as our Constitution
different moments, which can’t be taught demands of us, and incorporate the
in a textbook or on a screen: it has to be progressive realisation of human rights
fostered in the very cauldron of decision- into our public decision-making, but
making itself. we have to realise that this comes with
costs. We must, as a society, be willing to
Should business support students underwrite these costs. We can’t say we
directly, or help capacitate universities
to provide greater access and support to don’t want to pay for this because that will
students? deliver the unintended consequences. If
that behaviour continues, we are going to
They need to do both. If they do decide destroy the country. ■
to fund students directly, it’s useful to

EMPOWERING THROUGH EDUCATION
The ADvTECH Group leads the private
sector in the fields of education and
recruitment in South Africa. Our
CSI strategy is an extension of our
core business of developing human
capacity, as well as an expression
of our company values of ethics,
people-centeredness, high quality,
sustainability, caring, responsible
leadership and respect.
We are committed to helping improve
the lives of previously disadvantaged
communities in South Africa, by
leveraging our expertise in education,
training, skills development and
employment opportunities.
ENCOURAGING RESPONSIBLE
CITIZENSHIP
The ADvTECH Group has a strong culture of
volunteerism that enables staff and students to
give back to communities in need. Volunteerism
programmes aim to ensure that both volunteers
and beneficiaries gain and grow from meaningful
developmental exchanges.
9 965
FROM UMLAZI TO HARVARD
UNIVERSITY
Mfundo Radebe was raised by his single mother in the
BURSARIES AWARDED DURING 2015 KwaZulu-Natal township of Umlazi. Despite numerous
to the value of socioeconomic challenges, he was a high-achieving
R102 million
student who longed to attend Crawford College in the
affluent area of La Lucia. Since his family could not afford
the fees, this determined young man wrote several
letters to the school’s management, sharing his dreams
about the difference he wanted to make in South Africa.
CELEBRATING ACADEMIC EXCELLENCE Impressed by his vision and perseverance, the board of
Crawford College awarded Mfundo a full compassionate
We recognise education as imperative for the transformation scholarship. He excelled at his new school and quickly
and realisation of equality in our society. In 2015, more than racked up the accolades, including national debating
R100 million of our R103.3 million CSI budget was allocated champion, speaker at the national Mandela Day gala, and
to 9 965 bursaries and scholarships, awarded to previously first-ever national young social cohesion advocate. He
disadvantaged students, on a merit basis. was also named the international grand champion of the
My Magna Carta Award – a creative essay competition in
which young people are invited to produce a document
describing how they would safeguard and promote the
rights, privileges and liberties of their country.
While waiting for his first year at Harvard to commence,
Mfundo worked as a library assistant at Crawford College
and coached the junior debating team.
“I have always known that
I could achieve great things
and refused to let anything
stand in my way, especially the
obstacles that stood between
me a great education. I am
very proud of what I have
achieved, but I still have a long
and exciting road ahead. I’m a
TRAINING TEACHERS young man from Umlazi and
if I can overcome financial and personal odds and achieve
There is consistent evidence that teachers are the most
international acclaim, there is great hope for others in South
important school-based factor in determining learning
Africa to do the same.”
outcomes, second only to what children bring to school.
High quality teaching by well-qualified teachers can close Mfundo Radebe
the achievement gap between economically disadvantaged
students and their more affluent peers.
Recognising this, ADvTECH launched a teacher bursary ADvTECH welcomes opportunities to partner with
scheme nine years ago, aimed at producing a sustainable other organisations and corporates.
supply of quality teachers. The bursary programme is
ADvTECH Head Office
enhanced through our Teacher Trainee Development
011 676 8000
(Mentorship) Programme; giving bursary holders the
opportunity to practically apply their acquired skills while info@advtech.co.za
they are training – either within the ADvTECH Group’s schools, www.advtech.co.za
(for specific information on CSI projects, see http://www.
or in other schools linked to our Adopt-a-School outreach
advtech.co.za/Pages/Sustainability/Corporate-Social-
programme. Investment.aspx)
SUPPORTING SECOND CHANCES

Between 2015 and 2017, ADvTECH is investing R1.6 million
into supporting 15 learners, aged between 15 and 19 years
old, who dropped out of the education system, to attend an
ADvTECH School and attain their Matric certificates.
LEARNERSHIPS AND EMPLOYMENT

OPPORTUNITIES
ADvTECH’s Resourcing Division initiated a learnership and
internship programme in 2012, from which a number of
learners and interns have since been offered permanent or
contract employment.
THE CASE FOR CSI IN SOUTH AFRICA
Why was there a need for research into by people who are desperately in need.
VIEWPOINT
the economic impact of CSI in South Many companies spend far beyond the
Africa? minimum 1% on their social development
In our business, we are often asked about initiatives. I believe that this shows
the real impact of social investment. that they genuinely want to be part of
We commissioned this research from the solution in our country. Within the
the BER as an introductory study – the business community, there is a lot of
first of many – to show businesses and passion for addressing South Africa’s
non-profits in a broad way that social development challenges.
investment can, and does, have large,
measurable impact. Please comment on the ethical obligation
and opportunities of CSI in South Africa.
It is also important to show that if CSI
In First World countries, I think there is
is inefficiently spent, it makes little
more pressure to be seen as a socially
difference; but effective social investment
responsible person. But in South Africa,
can have an exponentially large impact
there are so many developmental
on society.
challenges, and we all see the need
This year, the Bureau daily. It is simply a question of everyone
What were some of the key findings of
of Economic Research the economic impact assessment? realising that they need to step up and do
(BER), in partnership The main and most exciting finding was
their bit, and companies respond to that.
with Nation Builder The inherent opportunities of CSI are what
that if the existing CSI spend in South people, and companies, latch on to. This is
Trust and Trialogue, Africa were efficient, it would have a what is beautiful and unique about South
produced a research strong positive impact on the South Africa: it is fertile ground for innovative
report entitled The African economy. The research used solutions and there are opportunities all
Case for Corporate Trialogue’s ‘big figure’, which estimated around us to see beautiful stories unfold.
total CSI spend in 2015 at R8.1 billion. If Often, just a little bit of assistance has a
Social Investment in used effectively, the report determines
South Africa. Keri-Leigh massive impact on society.
that it has the potential to increase
Paschal, executive South Africa’s gross domestic product What are some of the success factors
director of the Nation (GDP) by R12.5 billion, and stimulate a characteristic of successful strategic CSI
Builder Trust, discusses total economic output of R25.6 billion. In programmes?
addition, the same value of CSI spend –
findings from the report, provided it is effective – could support
No one company or organisation is able
as well as how effective to address social issues on its own, and
almost 63 000 jobs and generate the Nation Builder Trust is founded on the
social investment can R7.7 billion in labour remuneration. At the value of partnership. To ensure that we
have exponential social very worst, the effect of CSI on a business invest in quality partnerships in our social
impact. is neutral. programmes, we have designed and
implemented a very thorough process
According to the report, what are the
main reasons for CSI? to assess and monitor potential partner
organisations and projects. This means
The report used local and international that if we do invest in a programme,
trends to highlight four main reasons as we are confident that it will be effective
part of the business case for CSI. These and sustainable.
are: cost and risk reduction; competitive
advantage and improved innovation; As a company, if you ensure that your
reputation and legitimacy; and insight internal due diligence processes are
into strategic planning that leads to win- effective, so that you choose good social
win outcomes for business and society. investments and partnerships from the
The broader context is that a better start, your selected projects are more
society creates a better environment for likely to be well implemented and you will
business. There are also, of course, various succeed in maximising the social impact
regulatory requirements. of your CSI. ■
My own experience is that CSI is
Keri-Leigh Paschal fundamentally about people. I have FURTHER READING
Executive director found that the businesses we work
Nation Builder Trust and with tend to engage in CSI from a more The Case for Corporate Social
Muthobi Foundation Investment in South Africa can
heartfelt place. Some businesses make
Mergon Group be downloaded from
021 816 1061
their CSI spend purely for the sake of www.proudnationbuilder.co.za/
keri-leigh@muthobi.co.za regulatory compliance, but the majority ber-report
are very aware that they are surrounded

Building educated,
healthy and skilled
communities
Students attending a woodwork workshop hosted by Sparrow Schools, an NGO supported by Nedbank.
Nedbank's award-winning approach 2015 CSI investment split for each focus area
to corporate social investment (CSI) Education 49%
is rooted in its aspiration to be a Nedbank Affinity Programme 33%
green and caring bank. The bank
has recognised that the attainment Community Development 6,1%
of this objective rests heavily on its Skills Development 5,7%
involvement in communities. Volunteerism 4%
Health 2,2%
With this in mind, Nedbank's CSI programmes
and investments target four areas: education,
2015 CSI investment split for each business unit
skills development, community development,
health, and volunteerism. The bank also responds Nedbank Affinity Programme 44,9m
to topical issues and societal challenges; for The Nedbank Foundation 38,1m
example, in 2015 the bank invested R1 000 000
Eyethu Community Trust 21,3m
to assist drought-stricken farming communities
in affected areas. Nedbank Business Units 13,3m
In 2015 the bank's total expenditure on Nedbank External Bursary Fund 11,2m
CSI initiatives totalled R136,1 million. Nedbank Private Wealth 7,3m

2015
highlights EDUCATION
Nedbank considers education the bedrock of society and the
foundation of all wealth, which is why it invests the majority of its
CSI spend in this area. In 2015 the bank invested R66 000 000 in
EDUCATION education – 49% of its total CSI expenditure. Just over half of this
money was invested in tertiary education, while the remainder
R66 million 40 000 was used to fund basic education initiatives.
invested in education learners given career guidance
A highlight for the year was Nedbank's commitment of R4 000 000
R17,4 million 296 to the Get Me to Graduate Programme, which was a response to the
invested in bursaries bursaries provided across Fees Must Fall Campaign in 2015.
universities
R7,5 million The bank also invested in learning resources and mobile classrooms
provided for research chairs by providing 100 early-childhood development centres and 22 mobile
in universities laboratories to primary and secondary schools.
Also noteworthy was the bank's first-time support at three tertiary

institutions. At the Durban University of Technology the Green Ride
COMMUNITY DEVELOPMENT
Project was introduced to encourage the use of clean and renewable
R8,3 million R1 050 million energy in rural areas while promoting training programmes centred on
invested in community invested in poverty alleviation renewable energy. At Walter Sisulu University the bank made a three-
development year commitment to fund the Chair of Sustainable Rural Development.
At the University of Venda Nedbank supported a maths and science
R1 050 million R1 845 million outreach programme.
invested in access to invested in women, children
basic services and people with disabilities These initiatives supplement other projects, including the flagship
Nedbank My Future My Career Programme. This R3 500 000 initiative
targets learners in grades 8 to 12 and provides them with information
SKILLS DEVELOPMENT about more than 100 careers. In 2015 this programme reached
40 000 learners.
R7,8 million 130
invested in skills development students trained in SKILLS DEVELOPMENT
film production, information Skills development accounted for around R7 800 000 of CSI spend
and communications technology,
for the year, with Nedbank's core focus being on young people
medicine, maritime studies, wood
making and fluid power hoses between the ages of 15 and 25.
In 2015 Nedbank allocated R3 500 000 of the total R7 800 000 to

a new initiative that aims to support youth throughout the country
VOLUNTEERISM by providing them with accredited skills-based learnerships and
entrepreneurial skills training. The bank is seeking out programmes
R5,5 million 35%
invested in volunteerism of all Nedbank staff
that will enhance youth employability.
participated in volunteering
activities, which far exceeds the During 2015 Nedbank's learnerships and partnerships were
national average of 3,5% highly impactful. The bank partnered with several organisations
to create a work-based, NQF*-recognised qualification. These
organisations included the National Economic Education Trust, a non-
profit organisation that provides bursaries to disadvantaged learners;
HEALTH
the South African Maritime Safety Authority, which serves to protect
R3,5 million 63% South Africa's maritime interests; One Voice, an initiative that strives
invested in health projects of the budget was to engage young people around health issues such as HIV/Aids; and
allocated to improving Impucuzeko Training Skills Development, which focuses on upskilling
access to healthcare services graduates in film production. Forty learners benefited from the
National Economic Education Trust's programme in 2015.
799 1 054
children received dental care children received eye care * National Qualifications Framework
Nedbank contributes
towards positive futures
The unemployment rate in South Africa remains one of the
highest in the world. Over the past year it has become even
harder to fill positions, with the demand for engineers and
skilled trade-workers at its highest.
In an attempt to combat this skills shortage Nedbank has

partnered with Sparrow Schools, a non-goverment organisation
that provides vocational training to youth from disadvantaged
backgrounds. In 2015 the bank got behind a group of 16 learners
to fund a hydraulic hose reeling training programme. Since
completion of the course, 90% of the young people trained
have been employed.
Above: Students at the University of Limpopo's SAICA accreditation ceremony

in September 2016. Right: Professor Ambe of the University of Limpopo spoke
at the ceremony. Nedbank
brings about the
HEALTH
Nedbank's efforts in this area aim to address poor infrastructure,
accountancy
the cost of medical care and the ongoing impact of diseases revolution
such as TB and HIV/Aids.
For a child growing up in rural Limpopo it is difficult to imagine
During 2015 the bank's standout health success was the reach life as a smartly dressed, prosperous chartered accountant.
achieved by the Nedbank Mobile Clinic, which provided dental The reality is that the accounting profession is in dire need
care to 799 children and optometric services to 1 054 children of transformation; that child sitting at a rural school desk is
in the Western Cape. precisely the type of person needed to take the industry forward.
Importantly, around 63% of Nedbank's health budget was Although the School of Accountancy at the University
ring-fenced for improving access to healthcare in rural areas. of Limpopo was keenly aware of this, for many years it
This represents an effort to alleviate the inadequate and grappled with the challenge of producing undergraduate and
overburdened public healthcare infrastructure. postgraduate qualifications accredited by the South African
Institute of Chartered Accountants (SAICA).
COMMUNITY DEVELOPMENT
Nedbank believes that social cohesion and economic growth are That is until Nedbank came on board to sponsor the Chair
only possible if poverty and economic inequality are addressed. of Accounting in 2009. With an initial planned sponsorship
of R3 000 000, the bank's total investment now stands
In aid of this the bank focuses on projects that may improve at R11 900 000.
access to basic services in rural areas. A flagship initiative in
2015 was the Nedbank Hippo Roller Project, which saw 150 Professor Cosmos Ambe reflects that this sponsorship has
hippo rollers donated to 150 families in Mpumalanga. These literally changed the lives of students in Limpopo. 'Nedbank's
90-litre drums facilitate the transportation and storage of water. investment made it possible to develop and implement a
turnaround strategy that enabled us to secure the coveted
VOLUNTEERISM SAICA accreditation for our undergraduate degree. We have
The spirit of volunteerism underlies all of Nedbank's CSI projects, since improved our accreditation rating from 2 to 1 and achieved
as it is the bank's ambition to inspire active citizenship among accreditation for the Certificate and the Bridging Certificate in
South Africans. Theory of Accountancy. Our staff complement has increased
from 11 to 72, including 25 chartered accountants. We have
Several programmes have been established to encourage active also supported 1 700 academically deserving and financially
employee participation, with the Local Heroes Programme being needy students with bursaries, and R364 000 000 has been
among the most impactful. The programme supports individual raised by the Chair to improve infrastructure. In short, it has
employees who roll up their sleeves and regularly volunteer at been an accountancy revolution, which would not have been
organisations of their choice. possible without Nedbank.'
For information about Nedbank's CSI activities visit nedbank.co.za, call 011 294 444,
or send an email to nedbankfoundation@nedbank.co.za.
ISTOCK IMAGES | MONKEYBUSINESSIMAGES
70
THE TRIALOGUE CSI HANDBOOK 2016
2
FOCUS ON DEVELOPMENT
CHAPTER 2
ISTOCK IMAGES | FOREST WOODWARD

Development
sector support
This chapter details how the 81 large companies that participated in Trialogue’s
latest research distributed their 2015/16 CSI spend across 11 development
sectors in South Africa. It also provides an overview of the national context, as
well as the global Sustainable Development Goals (SDG) applicable to each of
the 11 development sectors discussed.
49 DISTRIBUTION OF CORPORATE SUPPORT AND CSI EXPENDITURE BY DEVELOPMENT SECTOR

Education receives nearly half
of CSI expenditure:
48% in 2016 94 Education 48
47% in 2015 92 47
49% in 2014 70 Social and community development 15
74 17
43% in 2013
40% in 2012 54 Health 9
58 12
41 Food security and agriculture 7
37 7
Housing and living 5
33 Entrepreneur and small business support
conditions and disaster 33 5
relief experienced the most 33 3
Environment
significant increases in year- 33 3
on-year corporate support 31 Sports development 3
31 4
25 Arts and culture 2
26 2
19 Housing and living conditions 2
13 1
23 Disaster relief 1
17 0
16 Safety and security 1
10 0
15 Non-sector specific donations and grants 1
17 1
16 Other 2
18 1
2016 n=81 2015 n=78

Education
G
overnment spent R31.8 billion on education in 1994. In 2016 this figure had
Education was supported
grown to R297.5 billion. On average, education receives 33% of provincial
by 94% of companies
government expenditure and has received more than 40% of CSI spend since
and received 48% of CSI
2012. Despite considerable investment in this sector, challenges regarding expenditure in 2016
the quality of and access to education persist, with student protests having gripped
South Africa for much of 2015 and 2016.
Big picture figures
zzGovernment’s budget for basic education increased by 8%, from R191.1 billion in
2015 to R205.8 billion in 2016.
zzUniversity subsidies increased by 7%, from R26.2 billion in 2015 to R28 billion in 2016.
zzAccording to Statistics South Africa (Stats SA), enrolment rates for five-year-olds have
quadrupled over the last two decades, from 23% in 1996 to 91% in 2016. Enrolment
rates among six-year-olds nearly doubled over the same period, from 49% to 96%.
zzIn 2013, the Minister of Basic Education reported that South Africa had the highest
teacher absenteeism rate of all Southern African Development Community
countries, with about 10% of teachers absent for an average of 19 days annually.
zzThe National Education Infrastructure Management System (NEIMS) June 2016
report shows that 59% of ordinary schools do not have computer centres. The
Eastern Cape and Limpopo have the most schools without computer centres:
89% and 85% respectively.
zzThe same NEIMS report finds that 71% of ordinary schools do not have libraries.
zzThe World Economic Forum’s Global Competitiveness Report 2015–2016 ranked
South Africa 138th out of 140 countries for the quality of its overall education, and
last for the quality of maths and science education.
zzThe 2015 National Senior Certificate overall pass rate of 71% decreased from the
2014 pass rate of 76%.
zzAccording to Equal Education, a non-profit organisation that works to improve the
See Lessons from the #FeesMustFall
quality and equality of South Africa’s education system, only about half of learners movement on page 62
enrolled in grade two reach matric. Most learners drop out of the school system
between grades 10 and 12.
zzThe director of The Academic Development Centre at the University of
Johannesburg reports that between 50% and 60% of students at higher learning
institutions drop out during their first academic year.
zzIn September 2016, Higher Education and Training Minister Blade Nzimande said
that the cost of destruction to property, as a result of recent student unrest, had
reached R600 million.
See page 157
Sustainable Development Goal 4 – Quality education
The fourth of the SDGs places renewed emphasis on the need for quality education. In
order to ensure inclusive and equitable quality education and promote lifelong learning
opportunities for all, the following targets have been set for 2030:
The most obviously related
zzEnsure that all girls and boys complete free, equitable and quality primary and
SDGs have been flagged for
secondary education leading to relevant and effective learning outcomes. each development sector.
zzEnsure that all girls and boys have access to quality early childhood development, However, interrelatedness
care and pre-primary education so that they are ready for primary education. of the Goals must be taken
into account. For example,
zzEnsure equal access for all women and men to affordable and quality technical, Goals 16 (peace, justice
vocational and tertiary education, including university. and strong institutions)
and 17 (partnership)
zzSubstantially increase the number of youth and adults who have relevant skills, are not specified, but
including technical and vocational skills, for employment, decent jobs and are relevant across all
entrepreneurship. the sectors, as peaceful
societies and partnerships
zzEliminate gender disparities in education and ensure equal access to all levels
serve as cornerstones for
of education and vocational training for the vulnerable, including persons with development.
disabilities, indigenous peoples and children in vulnerable situations.

zzEnsure that all youth and a substantial proportion of adults, both men and
women, achieve literacy and numeracy.
zzEnsure that all learners acquire the knowledge and skills needed to promote
sustainable development, including, among others, through education for
sustainable development and sustainable lifestyles, human rights, gender
CHAPTER 2
equality, promotion of a culture of peace and non-violence, global citizenship

and appreciation of cultural diversity and of culture’s contribution to sustainable
development.
zzBuild and upgrade education facilities that are child, disability and gender sensitive
and provide safe, non-violent, inclusive and effective learning environments for all.
zzBy 2020, substantially expand globally the number of scholarships available
to developing countries, in particular least developed countries, small island
developing states and African countries, for enrolment in higher education,
including vocational training and information and communications technology,
technical, engineering and scientific programmes, in developed countries and
other developing countries.
zzSubstantially increase the supply of qualified teachers, including through
international cooperation for teacher training in developing countries, especially
least developed countries and small island developing states.
Overview of CSI spend on education
Year-on-year changes in 50 LEVEL OF EDUCATION

support for various levels of
education were marginal:
Slight Ç in further education
and training and tertiary
29 Tertiary education
education
29 Further education and training
Slight È in early childhood 22 General education
development and general 17 Early childhood development
education 3 Adult education
No change in support for % CSI education spend
adult education
2016 n=71
Support for bursaries, 51 TYPE OF INTERVENTION

scholarships and university
chairs Ç from 24% in 2015
to 27% in 2016
27 Bursaries, scholarships, university chairs
25 Infrastructure, facilities and equipment
16 Additional learner programmes
Teacher development
11 Teacher development
experienced the most 6 Curriculum development
significant È in support: 3 Special needs interventions
from 18% in 2015 3 School governance and functionality
to 11% in 2016 9 Other
% CSI education spend
2016 n=73

52 SUBJECT AREA Maths and science continued
to receive the most support
(28%), despite a È in 2016
28 Maths and science Corporate support for
13 Specialised subjects
13 Life skills information technology
12 Information technology Ç from 8% in 2015
10 Language and literacy to 12% in 2016
8 Vocational and technical education
16 Other
% CSI education spend
2016 n=73 The National Education

Collaboration Trust (NECT) was
established in 2013 to improve
53 CONTRIBUTION TO THE NECT education outcomes through
cross-sector cooperation.
The NECT is not intended to
replace civil society or business
projects aimed at improving
76 No education, but rather
10 Yes, from CSI budget coordinates projects to ensure
7 Yes, from a non-CSI budget that they are aligned with the
7 Don't know national education agenda.
Low support for the NECT

continues to decline:
È from 21% in 2015
2016 n=72 to 17% in 2016
Social and community development

Based on the Millennium Development Goals 2015 Country Report, South Africa has
made some progress in addressing extreme poverty, although income inequality Social and community
development was supported
remains a huge challenge. The National Development Plan has set a target to eradicate
by 70% of companies
absolute poverty – from 39% of people living below the povery line to zero – by 2030. and received 15% of CSI
expenditure in 2016
Big picture figures
zzBased on the 2016 national budget speech, expenditure on social assistance will
increase by 28%, from R129 billion in 2016, to R165 billion in 2018/19.
zzOld age, disability and care dependency grants increased from R1 420 per month
in 2015 to R1 510 in 2016. The child support grant rose by 6%, to R350 per month
in April 2016, and the foster care grant rose by 6%, to R890 per month.
zzAccording to Africa Check, the number of social grant recipients in South Africa
has increased by 323% over the past 20 years – from an estimated four million in
1994 to 16.9 million by September 2015. Treasury expects this figure to increase to
18.1 million by 2018/19.
zzAccording to Treasury’s Socioeconomic Review and Outlook 2016, the last Gini
coefficient recorded to measure income inequality in South Africa was 0.64 in 2014.
zzThe Community Survey 2016 conducted by Stats SA revealed that the number of
households headed by children between the ages of 10 and 19 increased by 24%,
from 225 463 in 2011 to 279 297 in 2016.
zzStats SA reported a 29% decrease in the number of children aged 17 years and
younger who had lost one or both parents – from 3.4 million in 2011 to 2.4 million
in 2016. Paternal orphanhood remains higher than maternal orphanhood.

zzAt the end of 2015, the United Nations High Commissioner for Refugees reported
a total of 121 645 refugees and 1 096 063 asylum seekers in South Africa.
zzBased on South Africa’s 2011 census, the disability prevalence rate in South Africa
is 8%.
zzThe Quarterly Labour Force Survey, Quarter 2, 2016 shows that unemployment
CHAPTER 2
increased from 25% in the second quarter of 2015 to 27% in the same period
in 2016.
zzThe 55- to 64-year age group consistently accounts for the smallest
unemployment rate, reported at 10% in the first quarter of 2016. The 15- to
24-year and 25- to 34-year age groups consistently account for the largest
unemployment rates at 55% and 31% respectively for the same period.
Sustainable Development Goals

Goals most directly relevant to the social and community development sector include,
See pages 155, 157, 158, 159 and 162 but are not limited to:
SDG 1 – End poverty in all its forms everywhere.
SDG 5 – Achieve gender equality and empower all women and girls.
SDG 6 – Ensure availability and sustainable management of water and sanitation
for all.
SDG 8 – Promote sustained, inclusive and sustainable economic growth, full and
productive employment and decent work for all.
SDG 10 – Reduce inequality within and among countries.
Overview of CSI spend on social and community development
54 TYPE OF SUPPORT
Support for welfare
organisations
È from 45% in 2015
to 35% in 2016
35 Support for welfare organisations
27 Job creation programmes
Support for job 21 Infrastructure, facilities and equipment
creation programmes 7 Awareness programmes
Ç from 21% in 2015 10 Other interventions
to 27% in 2016
% CSI social and community development spend
2016 n=57
55 TARGET BENEFICIARIES
Orphans and vulnerable
children continued to receive
the most support, despite a 23 Orphans and vulnerable children
È from 29% in 2015 19 Youth
to 23% in 2016 10 Unemployed
9 People with disabilities
7 People with HIV/Aids
5 Victims of violence and abuse
4 Non-specific beneficiaries
4 The aged
3 Homeless people
0 Prisoners and former prisoners
0 Animals
16 Other beneficiaries
% CSI social and community development spend
2016 n=54

Health
The total number of people living with HIV in South Africa is estimated to have
Health was supported by
increased by 12%, from five million in 2014 to 6.2 million in 2015. As the country with
54% of companies
the highest rate of HIV infections, but also the biggest treatment programme, South
Africa was a fitting host for the 21st International AIDS Conference (AIDS 2016), held in expenditure in 2016
Durban in July 2016. The conference emphasised that while progress has been made,
much work remains, with an urgent need for resources to match the global will to
address the epidemic.
Big picture figures
zzGovernment’s budget for health increased by 7%, from R157.3 billion in 2015 to
R168.4 billion in 2016. The Public Health
Enhancement Fund was
zzStats SA’s Mid-year population estimates 2015 showed that average life expectancy established by Health Minister
increased from 59 years in 2014 to 60 years in 2015 for males, and from 63 years to Dr Aaron Motsoaledi in
64 years for women for the same period. 2012, as a means for private
zzThe infant mortality rate, which was estimated at 34.4 per 1 000 live births as health sector organisations to
at July 2015, remained unchanged, according to the Mid-year population assist government in priority
estimates 2015. healthcare initiatives. Twenty-
three participating companies
zzThe number of Aids-related deaths increased by 8%, from 151 040 in 2014 to contribute, based on a funding
162 445 in 2015, according to the same estimates. formula. The Fund’s three key
zzAccording to SouthAfrica.info and World Bank’s Global Atlas of the Health Work projects are the expansion of
Force, in 2013 South Africa’s doctor to patient ratio was 0.8 per 1 000 patients. the intake of medical students,
Apart from India, which had a ratio of 0.07 per 1 000, South Africa was behind the academy for leadership and
other BRICS countries; Brazil (1.9 per 1 000) and Russia (4.3 per 1 000). management in healthcare and
the national health scholars
zzIn South Africa, there are 500 nurses per 100 000 people and 246 professional programme.
nurses per 100 000 people (excluding enrolled nurses and nursing assistants).
These figures exceed the World Health Organisation standard of 200 nurses for
every 100 000 people. However, the South African Nursing Council statistics show
that 62% of nurses work in Gauteng, KwaZulu-Natal and the Western Cape, with
the remainder spread across the other six provinces.
zzAccording to the 2015 General Household Survey, only 18% of South Africans are
covered by medical aid. Between 2002 and 2015, individuals who were covered by
a medical aid scheme increased by 30%, from 7.3 to 9.5 million people.
Sustainable Development Goal 3 – Good health and wellbeing

Addressing the 69th Session of the United Nations General Assembly in September
See page 156
2014, President Jacob Zuma said that South Africa had recorded impressive progress
through the expansion of health infrastructure and improved access to health services.
Zuma acknowledged that, while progress had been made on the reduction of child
mortality (Millennium Development Goal 4) and the improvement of maternal health
(Millennium Development Goal 5), significant work remained. He welcomed the
post-2015 global development agenda to carry forward the unfinished work of the
Millennium Development Goals.
SDG 3 is focused on ensuring healthy lives and promoting wellbeing for all at all ages,
with the following targets set for 2030:
zzReduce the global maternal mortality ratio to less than 70 per 100 000 live births.
zzEnd preventable deaths of newborns and children under five years of age, with all
countries aiming to reduce neonatal mortality to at least as low as 12 per 1 000
live births and under-five mortality to at least as low as 25 per 1 000 live births.
zzEnd the epidemics of Aids, tuberculosis, malaria and neglected tropical diseases
and combat hepatitis, water-borne diseases and other communicable diseases.
zzReduce by one-third premature mortality from non-communicable diseases
through prevention and treatment and promote mental health and wellbeing.
zzStrengthen the prevention and treatment of substance abuse, including narcotic
drug abuse and harmful use of alcohol.

zzBy 2020, halve the number of global deaths and injuries from road traffic
accidents.
zzEnsure universal access to sexual and reproductive healthcare services,
including for family planning, information and education, and the integration of
reproductive health into national strategies and programmes.
CHAPTER 2
zzAchieve universal health coverage, including financial risk protection, access

to quality essential healthcare services and access to safe, effective, quality and
affordable essential medicines and vaccines for all.
zzSubstantially reduce the number of deaths and illnesses from hazardous chemicals
and air, water and soil pollution and contamination.
zzStrengthenthe implementation of the World Health Organisation Framework
Convention on Tobacco Control in all countries, as appropriate.
zzSupport the research and development of vaccines and medicines for the
communicable and non-communicable diseases that primarily affect developing
countries, provide access to affordable essential medicines and vaccines, in
accordance with the Doha Declaration on the TRIPS Agreement and Public Health,
which affirms the right of developing countries to use to the full provisions in the
Agreement on Trade-Related Aspects of Intellectual Property Rights regarding
flexibilities to protect public health, and, in particular, provide access to medicines
for all.
zzSubstantiallyincrease health financing and the recruitment, development, training
and retention of the health workforce in developing countries, especially in least
developed countries and small island developing states.
zzStrengthen the capacity of all countries, in particular developing countries, for
early warning, risk reduction and management of national and global health risks.
Overview of CSI spend on health
Following Ç between 56 TYPE OF HEALTHCARE

2011 (47%) and 2014
(79%), support for primary
healthcare È from 76% in
2015 to 73% in 2016
73 Primary healthcare
7 Secondary healthcare
7 Tertiary healthcare
13 Other types of healthcare
% CSI health spend
2016 n=43
57 TYPE OF INTERVENTION
% of CSI health spend on
HIV/Aids nearly halved
since 2010 (52%), even
though HIV/Aids-related
deaths in South Africa 23 HIV/Aids
Ç between 2014 and 2015 23 Healthcare education, training, capacity building
21 Infrastructure, facilities, equipment
18 Wellbeing initiatives
5 Non-specific general donations
10 Other
% CSI health spend
2016 n=43

Food security and agriculture
Recent droughts have posed a major threat to food security and agriculture. However,
Food security and
according to The State of Food and Agriculture 2015 report, South Africa is able to boost
agriculture was supported
national food sufficiency through a combination of own production and food imports.
by 41% of companies
The Government has prioritised several national policies and programmes which and received 7% of CSI
contribute to raising nutritional levels, particularly for vulnerable people. Relevant expenditure in 2016
policies include the Integrated Food Security Strategy developed in 2000, the National
Development Plan, the Comprehensive Agricultural Support Programme, and the
Food Security Production Intervention Programme, introduced in 2012.
Big picture figures
zzThe 2016 national budget for agriculture, rural development and land reform was
R26.4 billion – a 147% increase from the R10.7 billion budget specified in 2015.
zzRecent drought resulted in sector losses worth R16 billion across South Africa.
zzStats SA’s Community Survey 2016 showed that about 20% of households ran out
of money to buy food in the last year. The number of households that skipped a
meal in the last year decreased from 17% in 2015 to 13% in 2016.
zzAccording to Trading Economics, food price inflation is expected to decrease from
11% in Quarter 2 of 2016 to 7% by 2020.
zzWWF South Africa’s Integrated Annual Report 2015 showed that 95% of the
country’s locally produced food is produced by commercial farmers. The report
also estimates that there are 38 000 large-scale commercial farms and two million
farming households.
zzAccording to WWF SA, only 1% of South Africa has the right climate and soil
combinations for rain-fed crops, and only 3% of the country has truly fertile soil.
zzDespite the drop in the number of farm units since 1993, WWF SA says gross farm
income has increased by more than 300%.
zzBased on the Quarterly Labour Force Survey, Quarter 2, 2016, the number of people
employed in the agricultural sector decreased by 5%, from 869 000 in June 2015,
to 825 000 in June 2016.

Goals most directly related to this sector include:
See pages 155, 156, 163 and 164
SDG 2 – End hunger, achieve food security and improved nutrition and promote
sustainable agriculture.
SDG 12 – Ensure sustainable consumption and production patterns.
SDG 13 – Take urgent action to combat climate change and its impacts.
SDG 14 – Conserve and sustainably use the oceans, seas and marine resources for
sustainable development.
SDG 15 – Protect, restore and promote sustainable use of terrestrial ecosystems,
sustainably manage forests, combat desertification, and halt and reverse
land degradation and halt biodiversity loss.

Overview of CSI spend on food security and agriculture
Steady Ç of CSI spend on 58 TYPE OF SUPPORT

food relief/feeding schemes:
41% in 2016
CHAPTER 2
32% in 2015
29% in 2014
41 Food relief/feeding schemes
22 Small-scale farming/commercial agriculture
20 Survivalist farming
12 Infrastructure, facilities and equipment
0 Other
% CSI food security and agriculture spend
2016 n=29
Entrepreneur and small business support

Entrepreneurship, with its potential for job creation and economic growth, is often
Entrepreneurs and small cited as a solution to South Africa’s high unemployment rate. However, the lack of
businesses were supported quality education as a solid platform upon which to develop entrepreneurs is a major
by 33% of companies
impediment for small business development in the country. The South African Institute
expenditure in 2016 of Chartered Accountants’ 2015 SME Insights Report found that small, medium and
micro-sized enterprises (SMME) also list government-generated red tape, the BBBEE
Codes, labour laws, rising growth finance and tax laws as obstacles to growing their
businesses.
Big picture figures
zzAccording to the Bureau for Economic Research’s (BER) 2016 report, titled
The small, medium and micro enterprise sector of South Africa, the number of SMMEs
in South Africa increased by only 3%, from 2.2 million in the first quarter of 2008,
to 2.25 million in the second quarter of 2015.
zzAccording to the same BER report, the contribution of SMMEs to South Africa’s
GDP increased from 33% in the fourth quarter of 2010, to 42% in the first quarter
of 2015.
zzBased on the 2015/16 Global Entrepreneurship Monitor (GEM) report, entrepreneurial
intentions in South Africa dropped from 15% in 2013 to 11% in 2015, and almost
halved when compared to 2010.
zzThe number of South African adults who regard entrepreneurship as a good
career choice increased from 70% in 2014 to 74% in 2015.
zzThe 2015/16 GEM report also showed that, in 2015, 62% of small businesses
closed because either they were not profitable or they encountered problems in
accessing finance to sustain the business.
zzCompared to 2013, entrepreneurs in 2015 were almost four times more likely to
anticipate no job creation besides their own self-employment, according to the
2015/16 GEM report.
zzThe 2015/16 GEM report also found that the most entrepreneurially active South
Africans were aged between 25 and 44 years, accounting for 50% to 60% of all
early-stage activity.
zzThegender gap in terms of entrepreneurial involvement widened from eight
women for every 10 men in 2014, to six women for every 10 men in 2015.
zzAccording to the World Bank, in 2015 South Africans required 46 days to start a
business, compared to the initial 36 days needed in 2003.

SDGs 8 and 9 are most directly applicable to the entrepreneur and small business
development sector. See pages159 and 162
SDG 8 – Promote sustained, inclusive and sustainable economic growth, full and
productive employment and decent work for all. This Goal includes a target
which calls for the promotion of development-oriented policies that support
productive activities, decent job creation, entrepreneurship, creativity
and innovation, and encourage the formalisation and growth of SMMEs,
including through access to financial services.
SDG 9 – Build resilient infrastructure, promote inclusive and sustainable
industrialisation and foster innovation. This Goal includes a target to increase
the access of small-scale industrial and other enterprises, in particular in
developing countries, to financial services, including affordable credit, and to
increase their integration into value chains and markets.
Overview of CSI spend on entrepreneur and small business support
59 TYPE OF INTERVENTION Despite a È from 63% in

2015 to 58% in 2016, skills
development remained the
most popular mechanism
58 Skills development for entrepreneurs for small business and
18 Infrastructure, facilities and equipment entrepreneur support
14 Providing finance
5 Other interventions Provision of finance has
% CSI entrepreneur and small business support spend steadily È
24% in 2014
21% in 2015
14% in 2016
2016 n=43
Environment
Many large companies have implemented recycling and water and electricity saving
schemes. While all efforts count, for significant environmental impact to be made, Environmental initiatives
were supported by 33% of
businesses must be willing to develop more holistically sustainable operations.
companies and received
Companies should analyse each link in their value chains – from supply chains,
3% of CSI expenditure in 2016
operations and the physical workplace, all the way through to how returned goods are
used, and whether more sustainable products and services can be developed.
Big picture figures
zzA recent study of industry stakeholders in 13 countries by US-based construction
think-tank Dodge Data and Analytics, showed that South Africa currently has the
highest share of green buildings.
zzThe study also found that about 41% of South Africa’s construction activity in 2015
was green – the highest of the countries surveyed. South Africa also has the third-
highest level of biodiversity in the world.
zzAccording to Plastics SA, South Africa mechanically recycled 292 917 tons of
plastic in 2015, a 3% increase from 2014.
zzCompared to 2014, in 2015 formal employment in the recycling sector increased
to 6 234 permanent employees and informal employment grew to an estimated
48 820 collectors, according to Plastics SA.
zzDue to a significant reduction in the export of recyclable waste, Plastics SA
reported that the amount of plastic diverted from landfill in South Africa
decreased by 1.6%, to 310 641 tons in 2015.

zzBased on Stats SA’s 2016 Environmental Economic Accounts Compendium, energy
imports increased by 40%, from 852 397 TJ in 2003, to 1.2 million TJ in 2012.
zzThe overall average annual price increase for electricity of 9.4% for the 2016/17
financial period is above the approved 8% increase for the period 2013/14 to
2017/18.
CHAPTER 2

Goals most directly relevant to the environment sector include:
See pages158, 159, 163 and 164
for all.
SDG 7 – Ensure access to affordable, reliable, sustainable and modern energy for all.
SDG 12 – Ensure sustainable consumption and production patterns.
SDG 13 – Take urgent action to combat climate change and its impacts.
SDG 14 – Conserve and sustainably use the oceans, seas and marine resources for
SDG 15 – Protect, restore and promote sustainable use of terrestrial ecosystems,
sustainably manage forests, combat desertification, and halt and reverse
land degradation and halt biodiversity loss.
Overview of CSI spend on the environment
The effects of recent wide- 60 TYPE OF INTERVENTION

scale drought may have
influenced companies’
prioritisation of 23 Water conservation, wetlands management
water conservation and 22 Waste management, recycling
wetlands management, 18 Awareness programmes
which received the largest 13 Wildlife conservation
9 Biodiversity
% of support in the
6 Infrastructure, facilities, equipment
environment sector in 2015 6 Non-specific general donations
and 2016 3 Urban greening
0 Other
% CSI environment spend
2016 n=26
Sports development
As South Africa experienced first-hand during the 1995 Rugby World Cup and 2010
Sports development Soccer World Cup, sport is a powerful tool for uniting people from all walks of life.
was supported by 31% of Through its universal language, it has the ability to transcend differences and promote
companies and received equality. However, participation in formal and professional sport in South Africa can be
expensive, and government and the private sector must continue to find ways to help
create inclusive sporting opportunities for talented youth.
Big picture figures
zzThe budget of the national Department of Sport and Recreation increased by
5%, from R979.4 million in 2015/16 to R1.028 billion for 2016/17.
zzStatisticsfrom the National Education Infrastructure Management System found
that 42% of schools had sports facilities in 2015 and 2016.
zzIn both years, Gauteng and the Western Cape consistently had the least number
of schools without sports facilities (less than 25%) while the Eastern Cape and
KwaZulu-Natal consistently had the most schools without sports facilities, at
over 50%.

Sustainable Development Goal 3 – Health and wellbeing
Sport is seen as a cost-effective and flexible tool for the promotion of all the SDGs. The
See page 156
Declaration of the 2030 Agenda for Sustainable Development acknowledges the role
of sports in social progress, as well as its growing contribution “to the realisation of
development and peace in its promotion of tolerance and respect and the contributions
it makes to the empowerment of women and of young people, individuals and
communities as well as to health, education and social inclusion objectives”.
Overview of CSI spend on sports development
61 SPORTING CODE Despite a È from 38% in 2014

and 2015 to 33% in 2016,
33 Soccer soccer again received the
14 Cricket most support in the sports
12 Rugby development sector
6 Basketball, netball
5 Athletics
3 Boxing
3 Water-based sports
1 Cycling
15 Other
% CSI sports development spend
2016 n=26
Arts and culture

According to Cultural Times, the first global map of the cultural and creative industries,
it is estimated that the cultural and creative industries generate yearly revenues of Arts and culture was
US$250 billion, creating 29.5 million jobs worldwide. The South African 2011 National
supported by 25% of
companies and received
Consultative Summit incorporated new large-scale interventions in its revised strategy,
reinforcing Arts, Culture and Heritage as an economic growth sector.
Big picture figures
zzAccording to the chief executive of the South African Cultural Observatory, arts
and cultural events generate revenue that make up almost 3% of South Africa’s
gross domestic product, which is higher than the country’s agricultural economy
of 2.5%.
zzThough not yet publicly available, South Africa’s first cultural and creative
industries mapping study, conducted in 2014, shows that the arts and culture
sector created between 162 809 and 192 410 jobs – about 1% of employment in
the country.
zzAccording to the Department of Arts and Culture, South Africa is the 25th largest
market for recorded music, with the industry employing more than 20 000 people.
zzBased on PricewaterhouseCoopers’ 2015 report on entertainment and media
outlook, South Africa’s total entertainment and media spending is expected to
increase by 10%, from R136.3 billion in 2016 to R148.9 billion in 2017.
Sustainable Development Goal 8 – Decent work and economic growth

Due to the considerable potential that exists in this sector for job creation and economic
See page 159
growth, support can be derived from Goal 8 – Decent work and economic growth.
According to the United Nations Educational, Scientific and Cultural Organisation,
the 2030 Agenda for Sustainable Development marks a substantial step forward
for sustainable development in culture, “as it is the first time that the international
development agenda refers to culture within the framework of SDGs related to
education, sustainable cities, food security, the environment, economic growth,
sustainable consumption and production patterns, peaceful and inclusive societies”.

Overview of CSI spend on arts and culture
Performing arts È from 62 TYPE OF INTERVENTION

40% in 2015 to 34% in 2016
Culture and heritage Ç from
CHAPTER 2
12% in 2015 to 19% in 2016 34 Performing arts

Visual arts halved from 19 Culture and heritage
10 Visual arts
20% in 2015 to 10% in 2016
9 Festivals, competitions and awards
9 Language and literature
7 Craft sector
11 Other
% CSI arts and culture spend
2016 n=20
Housing and living conditions

Most statistics show that living conditions in terms of access to housing, electricity,
Housing and living clean water and sanitation services have improved considerably over the last two
conditions was supported
decades. However, with over 20% of the population living in extreme poverty and
by 19% of companies
unable to pay for basic needs, far too many South Africans still live in dire circumstances.
expenditure in 2016
Big picture figures
zzThe 2016 public housing budget was R108.3 billion.
zzA 2015 review conducted by the Human Sciences Research Council, titled More
than just a roof: unpacking homelessness, estimates the number of homeless South
Africans to be between 100 000 and 200 000, based on their 2008 study.
zzAccording to the World Bank, South Africa’s rural population decreased from 53%
of the total population in 1960, to 35% in 2015. Conversely, South Africa’s urban
population increased from 47% in 1960 to 65% of the total population
in 2015.
zzBased on Stats SA’s Community Survey 2016, the proportion of households in
formal dwellings increased from 65% in 1996 to 79% in 2016. The proportion of
households living in informal dwellings decreased from 16% in 1996 to 13%
in 2016.
zzThe proportion of households with access to piped water increased by 9.5%, from
80% in 1996 to 90% in 2016.
zzThe proportion of households with flush toilets (connected to sewerage or with a
septic tank) increased from 52% in 2001 to 63% in 2016.
zzAccording to Stats SA, 90% of households have access to electricity.

SDGs most directly relevant to the realisation of adequate living conditions include:
See pages 158, 159 and 162
for all.
SDG 7 – Ensure access to affordable, reliable, sustainable and modern energy for all.
SDG 11 – Make cities and human settlements inclusive, safe, resilient and sustainable.
Adequate living conditions are also imperative for the attainment of several Goals
including, for example, SDG 3 (good health and wellbeing).

Overview of CSI spend on housing and living conditions
63 TYPE OF INTERVENTION Building houses received
the most support, despite a
significant decrease over the
past three years:
23 Building houses
19 Water and sanitation È from 73% in 2014
17 Materials supply to 23% in 2016
17 Facilitating housing development
16 Energy-efficiency initiatives
1 Non-specific general donations Significant Ç in support for
7 Other water and sanitation from
0% in 2014 to 19% in 2016
% CSI housing and living conditions spend
2016 n=14
Disaster relief
South Africa is a water-scarce country that has recently experienced severe drought.
The country also experiences floods which often lead to loss of lives and the Disaster relief was supported
by 23% of companies
displacement of communities. South Africa must be prepared for such eventualities
and implement sustainable initiatives to minimise resultant damage. expenditure in 2016
Big picture figures
zzIn 2015, Government declared the North West, KwaZulu-Natal, Mpumalanga,
Limpopo and the Free State drought disaster areas, threatening food security in
the country.
zzAccording to the Minister of Rural Development and Land Reform, recent drought
resulted in losses worth R16 billion across the agricultural sector. Government’s
response to the drought crisis as at March 2016 amounted to over R1 billion.
zzTo mitigate the effects of the drought on water users, the Department of Water
and Sanitation reported spending over R500 million on emergency and short-
term interventions in KwaZulu-Natal, Free State, North West, Eastern Cape,
Mpumalanga, Limpopo, Western Cape and Northern Cape.

SDG 9 advocates for the development of quality, reliable, sustainable and resilient
infrastructure, which is key to withstanding disasters and ensuring human wellbeing.
Targets incorporated into SDG 11 (sustainable cities and communities) include the
substantial decrease of direct economic losses relative to global gross domestic product
caused by disasters, including water-related disasters, with a focus on protecting the
poor and people in vulnerable situations. SDG 11 also aims to substantially increase
the number of cities and human settlements adopting and implementing integrated
policies and plans towards inclusion, resource efficiency, mitigation and adaptation to
climate change, and resilience to disasters. It further aims to develop and implement,
in line with the Sendai Framework for Disaster Risk Reduction 2015-2030, holistic
disaster risk management at all levels.
Attainment of the SDGs that emphasise protection of the planet and its resources (e.g.
Goals 13, 14 and 15) are key for circumventing natural disasters.
Overview of CSI spend on disaster relief

Disaster relief is a relatively newly measured sector in Trialogue’s research, which was
supported by 17% of companies, when asked for the first time in 2015. This support
grew to 23% in 2016.

Safety and security
Safety and security issues remain of major concern for South Africans. According to
Safety and security was SA Fast Facts, South Africa has the 18th largest prisoner to population ratio in the
supported by 16% of
world. Although Crime Stats SA shows a variance in crime levels from 2004 to 2015,
companies and received 1%
CHAPTER 2
of CSI expenditure in 2016 levels of serious crime remain high. It is paramount for both police and private security
companies to work together to maintain law and order.
Big picture figures

zzThe Department of Correctional Services budget increased from R20.6 billion for
the 2015/16 financial year, to R21.6 billion in 2016/17.
zzThe International Centre for Prison Studies (ICPS) reported a decrease in the South
African prison population total, from 165 840 in 2008 to 154 648 in 2014.
zzIn 2013, the Minister of Correctional Services stated that each inmate cost
taxpayers R9 876 per month.
zzAccording to the ICPS, as at March 2015, 2.6% of the prison population were
female and, as at March 2014, 0.2% of prisoners were juveniles.
zzA leading researcher at the Centre for Psychology and Law at the University of the
Free State indicated that up to 80% of all criminals in South African prisons were
repeat offenders.
zzCrime Stats SA reported only a 0.2% decline in total crimes, from 2.26 million in
2014 to 2.25 million in 2015. Approximately 30% of all crimes reported from 2004
to 2015 were either burglaries at residential properties or some form of assault.
zzAccording to SA Fast Facts, South Africa currently has a police to population ratio
of approximately one police officer to every 308 people, thus ranking the country
as the 9th best globally.
zzHowever, some areas in South Africa are under-resourced with less than the
national average allocation. Over 30% of police stations in Cape Town (mostly in
disadvantaged areas such as Harare, Nyanga and Gugulethu) have less than one
police officer for every 500 people.
zzSA Fast Facts reveals that the South African police and private security companies
currently employ 195 000 and 411 000 people, respectively.

SDG 11 (sustainable cities and communities) and SDG 16 (peace, justice and strong
institutions) are most directly relevant to the safety and security sector, but realisation
of all the Goals will, of course, significantly contribute to a safer and more secure society.
Overview of CSI spend on safety and security
Support for anti-gangsterism 64 TYPE OF INTERVENTION

and school crime initiatives
received 4% of sector support
in 2016, compared to 0%
in 2015 33 Infrastructure, facilities and equipment
22 Capacity building/empowerment programmes
11 National anti-crime/safety campaigns
10 Support of relevant authorities
6 Community policing forums
4 Anti-gangsterism/school crime initiatives
14 Other
% CSI safety and security spend
2016 n=14

HOW DO YOU GO ABOUT GROWING
THE WORLD’S LARGEST LIVING FLAG?
TOGETHER.
When we set out to build the biggest We teamed up with the communications
living flag in history, one that could be group FCB Africa, as well as with other
viewed from space, we knew this project sponsors and partners such as Toyota,
would be giant. And still it became so Google, Dr Beyers Naudé Municipality,
much more than that, it became about the Eastern Cape Department of Rural
collaboration, about working together to Development and Agrarian Reform,
achieve goals of momentous proportions, PowerX – South Africa’s renewable
and creating unforgettable partnerships energy exchange, as well as digital agency,
along the way. Thought Works. And we have only
just begun.
A proud initiative of the FCB Foundation.

If you would like to collaborate with us, go to www.giantflag.co.za
to become part of something Giant.
M M I F O U N D AT I O N
GROWING OUR YOUNG PEOPLE.

GROWING OUR FUTURE.
Sparrow Schools in Johannesburg, Gauteng, opened its doors With young people (aged 15 to 34) continuing to make up the bulk
25 years ago to help children and youth with learning disabilities of the unemployed South Africa will not be able to capitalise on
from disadvantaged homes. Their goal is to see that children and the youth bulge to stimulate economic growth, unless there is a
youth with barriers to learning are equipped with education and collective effort to intervene.
employable skills so that they can earn an income. This is done by INVESTING IN SKILLS DEVELOPMENT AND EDUCATION
following a holistic approach that includes comprehensive
The Foundation has committed itself to staving off this wave of
education, vocational skills training and intensive learner support
unemployment by supporting education initiatives, including
initiatives. Sparrow Schools is just one of the projects aiming to
consumer financial education, across the country.
support young people, funded by the MMI Foundation.
Annually it devotes more than 60% of its allocated funds to
Since the economic crisis in 2008, the youth unemployment rate
education, including consumer education.
has remained higher than that of the adult population. But never
before has support for our young people as the future of our The Momentum/UNISA South African Household Financial
country been so critical; and the MMI Foundation is committed to Wellness Index released annually for the last four years, repeatedly
playing its part. emphasises the importance of education to build the resilience of
households. It also points to the necessity of financial education to
The MMI Foundation’s purpose is to enhance the lifetime social
grow financial capability and safeguard households.
and financial wellness of individuals and communities. Through
MMI-brands Guardrisk, Metropolitan and Momentum the In terms of financial education, Metropolitan empowered Early
Foundation gives effect to this by supporting projects in sport Childhood Development practitioners through a financial
development, disability and education (including consumer management course with the aim of making centres an enduring,
financial education). sustainable asset to the community. Momentum’s Making Money
Matter financial literacy board game aimed at high school learners,
OUR YOUTH IN CRISIS
offered youngsters the opportunity to make financial mistakes
Already in 2011 South Africa ranked third in the world according to which would otherwise be very costly, within the confines of a
International Labour Organisations statistics in terms of its youth game, while it’s Motheo Financial Dialogues unpacked various
unemployment levels. Whereas the average unemployment rate topics associated with group insurance and retirement funds.
for workers between 18 and 24 in advanced economies is 20%, in
The MMI Foundation through its continued support of education
South Africa, the latest number on youth unemployment is 53,1%
initiatives is supporting the MMI intention of being an active
(July 2016). The StatsSA Social Profile of Youth (2009 – 2014)
corporate citizen. It speaks to our vision that every effort invested
released last year in May, indicated 48% as the lowest level in the
in education and skills development for the youth, is an
youth unemployment rate over the measured period. This was the
investment in a better South Africa.
first report on various vulnerability groups.
Sources: www.tradingeconomics.com/south-africa/youth-unemployment-rate
The root cause of the youth unemployment problem is the poor StatsSA: Social Profile of Youth 2009 - 2014
levels of education and a shortage of the skills. According to the
same StatsSA report, youth in the economically active 25 to 34 age
group, are less skilled compared to what their parents used to be.
Our children are our greatest treasure.
Efforts to tackle the scourge of youth unemployment therefore Those who abuse them tear at the
have to address structural factors relating to education and skills
development. Another concerning statistic from the report include
fabric of our society and weaken
the fact that 57% of young people identified as unemployed, do our nation.
not have matric. Nelson Mandela
MMI FOUNDATION SPORT DEVELOPMENT
BY THE NUMBERS
R2.1m
DISABILITY
PROGRAMMES SUPPORTED IN 2015
1 153 451 R32.9m R2.5m

HEALTH
R6.3m
Total number Total spend
of beneficiaries R10.6m
Above figures based on 2015 BBBEE audit
EDUCATION
R11.4m
CONSUMER FINANCIAL EDUCATION
ACTIVITIES FOR 2016 (Until September 2016. Unaudited figures)
21 419
Total number of Harnessing the
youths supported across (cap)abilities of
all MMI Foundation projects disabled people
2 079 221 8 programmes specifically

supporting the disabled
Total number of
children supported across
all MMI Foundation
projects
660 children supported (through
inclusive Education, Cotlands
and Custoda Trust)
1016 disabled youth in skills

development programmes
7 762
Youth supported through
education projects youth reached with
(bursaries, teacher and
learner support) 8324 HIV/Aids Awareness
(Afrika Tikkun)
IN THE online revision

2 074 840 SPOTLIGHT 3044 assistance for high
school students
Children supported through
education projects (ECD, youth reached with
school infrastructure,
learner and teacher
2200 Health Promotion
(Open Eye Foundation)
support)
www.mmifoundation.org.za
ISTOCK IMAGE | STEVE DEBENPORT

3
CORPORATE PRACTICE
ABSA
through skills building, support small and
medium enterprises (SME) that help grow
the economy, and provide wider, more
convenient access to appropriate financial
services in our communities.
CHAPTER 3
In implementing its shared growth

strategy, Barclays Africa engages and works
with like-minded partners in business,
government, academia and the non-profit
sector to leverage its expertise and blended
resources. Forging strong public-private
partnerships is key to creating shared value
that can deliver maximum impact and
reach the greatest number of people across
the continent.
Three core themes
The shared growth strategy focuses on
three key themes where Barclays Africa as a
business can have the greatest impact.
Shared growth, shared value 1. Education and skills development
Africa has the youngest population in the
Barclays Africa Group Shared growth is about moving beyond world: an estimated 50% aged between
Limited is leading a the traditional, narrow approach that 15 and 24. Nearly half of all youth on the
shift from traditional focuses on maximising short-term financial continent are not enrolled in any form
performance, towards shared value of education, employment or training.
grantmaking and
creation. Because so much of Africa’s Barclays Africa has committed R1.4 billion
corporate responsibility potential remains untapped and limited over the next three years to supporting
programmes, towards an by social challenges, strategically tackling education and skills development, targeting
integrated approach that those challenges will unlock substantial the youth in the 10 countries in which it
delivers both shareholder new growth opportunities. There is huge operates. A number of initiatives have been
and social returns. By opportunity for companies to create implemented to facilitate increased access
embracing a philosophy measurable business value by identifying to quality education, as well as provide
of shared value, the and addressing social problems that skills-building opportunities to support
intersect with their core business and the employability and self-employability. Listed
Group is seeking to more
communities they serve. below are some of these initiatives.
deliberately apply its
substantial resources – Barclays Africa has committed itself to In 2015, ReadytoWork, the Group’s
both assets and expertise ensuring that every business decision made pan-African employability initiative, was
not only contributes to the bottom line, but launched. It aims to upskill young people
– to unlocking solutions
also improves the lives of the communities who are setting out to find employment
to social challenges in which the Group operates. And Barclays or create self-employment. Focusing on
through innovative Africa has an opportunity to play a pivotal work, people, money and entrepreneurial
products, services, and role in fostering innovation and facilitating skills, this free online and face-to-face
partnerships. This is inclusive, shared growth for current and training initiative provides learning material
shared growth. future generations. to help young people improve the soft
Pursuing win-win outcomes skills needed to effectively transition from
education into the world of work.
The aim is to develop products, services
and partnerships that improve the lives The Scholarship Programme, which
of people in the communities that the launched in 2016 in partnership with
Group serves, while providing a commercial several universities, supports and facilitates
return to shareholders. Quite simply, it’s access to quality education for students
good business – for Barclays Africa, and for who fall within the ‘missing middle’ and
society. would otherwise not be able to pursue and
complete their studies.
Shared growth entails leveraging core
assets and expertise to have the greatest In support of the South African
Sazini Mojapelo
impact. By tackling social challenges government’s Adopt-a-TVET (Technical
Head of Citizenship through commercial business models, and Vocational Education and Training)
sazini.mojapelo@absa.co.za Barclays Africa is able to offer self-sustaining college programme, Barclays has partnered
www.barclaysafrica.com/ and scalable solutions that increase with 16 TVETs in 2016. The interventions
barclaysafrica/Citizenship
access to employment opportunities focus on institutional capacity building for

CORPORATE PRACTICE
administrators, as well as providing platforms), and by committing to as it will tell a comprehensive story
workplace exposure to students across raise R1.3 billion to support the SME of progress and ensure successful,
South Africa through a seven-day job- sector, Barclays Africa is nurturing the sustainable implementation in the
shadowing programme, in an effort to entrepreneurs of tomorrow. The Group long term.
help enhance institutional performance is also optimising supply chains and
Barclays Africa has developed a robust
and delivery of quality education. ensuring more inclusive procurement
monitoring and evaluation framework
within the business, supporting
to support the strategy, and to ensure
2. Enterprise development increased SME market access, and
that leadership, staff and partners
On average, SMEs account for 50% is working to connect corporate
understand what the Group is doing
of the total labour force in Africa. and government buyers to small
and how effective it is in implementing
The SME sector is critical to enabling businesses.
shared growth across the continent.
economic growth. By offering SMEs 3. Financial inclusion Barclays Africa intends to share its
innovative financial solutions and Africa currently has the highest findings actively and openly with the
business development support financial exclusion rates in the world. broader field to promote innovation,
services (through the Absa Enterprise Approximately one in four adults risk taking, and deliberate learning.
Development Centres, incubation/ has access to a formal bank account,
acceleration programmes, and lending and an estimated 326 million adults Looking ahead
in Africa remain unbanked. Barclays Moving forward, Barclays Africa will
BARCLAYS AFRICA ACCELERATOR Africa is creating appropriate real be refining and pivoting its approach
PROGRAMME banking and value-add products based on constant feedback, allowing
The Barclays Accelerator is an and services to enable digital and itself the space to try new things
intensive three-month programme non-digital financial access to under- and to learn from them. Key to this
that fast tracks the business and served consumers. This will increase approach is the establishment of the
technical capabilities of small the number of economically active Shared Growth Advisory Council: an
financial technology start-ups from consumers and better meet the needs independent body made up of experts
around Africa. The programme, of the communities in which the Group and thought leaders who share the
based at the Rise innovation hub in
operates. commitment to sustainability in Africa.
Cape Town, is run in partnership with
Techstars. The Council will provide guidance and
Making progress: challenges and
insights into the roll-out of the
Ten start-ups are selected, chosen successes
from hundreds of applications from R1.4 billion investment in education
Core to delivering shared growth and skills, as well as the effectiveness of
various countries. The entrepreneurs
is shifting the Group mind-set and broader shared growth efforts.
are exposed to knowledge and
experience from industry experts driving an agenda that is central to the
and Barclays’ executives and business by creating economic and The Group will be continuing to create
connected with potential investors. social value relative to cost. For Barclays appropriate commercial interlocks,
The programme culminates in a Africa, making a fundamental change internally and externally, and leveraging
‘demo day’ where the start-ups pitch to its strategic approach presents technology to enable scalability. The
their businesses to prospective Group’s commitment to shared growth
both opportunities and challenges.
investors. means that every business decision
Established internal processes have
By investing in these fintech made not only contributes to the
been re-thought, and employees are
businesses, Barclays Africa is able bottom line, but also improves the
to work with entrepreneurs and being sensitised to the shared growth
innovators that are challenging philosophy. lives of the communities in which it
traditional technology and ways of operates. The Group is committed to
As the strategy progresses, Barclays Africa and its people and will continue
doing things. The Group is able to
build a portfolio of digital companies Africa is continuing to learn how to put into practice the principles that
with global potential, while to respond and adapt to changing drive its vision of shared growth and
changing the lives of entrepreneurs circumstances. An intentional, cohesive prosperity.
across Africa. approach to monitoring, evaluation,
and learning is essential to this process

ESKOM DEVELOPMENT FOUNDATION
Eskom Development Foundation throws its weight
behind the South African economy
CHAPTER 3
The Eskom Development Statistics South Africa announced that, owned small and medium enterprises
Foundation is committed in the second quarter of 2016, South that have been in operation for at least 24
to increasing participation Africa’s gross domestic product grew by months and fall into the manufacturing,
3.3% quarter on quarter, and 0.6% year construction and engineering, agriculture
in the South African
on year. These numbers, coupled with the and agro-processing, and trade and services
economy and helping economy’s overall performance in the last categories. Altogether, the competition
to drive sustainable five years, prompted the McKinsey Global offers R1.3 million in prize money to the
growth. Through Institute to categorise South Africa as a winners, runners-up and finalists, to invest
programmes that “slow grower”, noting the country’s low in their businesses.
focus on empowering economic growth and high unemployment
The 2016 overall winner of the R150 000
small businesses rates as major deterrents to enhanced
grand prize was Nomcebo Sibanyoni, based
development, with a great deal of
and developing in Lydenburg, Mpumalanga. Her business,
unrealised potential.
entrepreneurial education Nomcebo Printers, offers a wide range of
and skills, the Foundation These worrying trends, amplified by printing and graphic design services. From a
contributes to job the threat of a possible credit rating humble start, focusing on a handful of small
downgrade, further underpin the urgency business customers, Nomcebo Printers has
creation and poverty
for all sectors of society to make a grown to a 20-person operation, and has
alleviation. concerted effort to help realise the potential secured a number of contracts within the
that exists in this country. local mining industry.
The Eskom Development Foundation’s
various CSI programmes, which are centred PARTNERING FOR SUCCESS:
on economic growth and development, THE SMALL BUSINESS EXPO
aim to foster a culture of entrepreneurship, All BIC finalists were invited to exhibit
support small business development and their businesses at the 2016 Small
sustainability, enhance robust economic Business Expo, at the Ticketpro Dome
activity and improve people’s lives. in Johannesburg. The Expo, staged in
partnership with Thebe Reed Exhibitions,
The Eskom Business Investment gives small and medium enterprises the
Competition opportunity to market themselves and
The annual Eskom Business Investment interact with corporates, investors and
Competition (BIC) – one of the Foundation’s potential clients. Beyond providing a
venue to showcase and announce the
flagship programmes – was founded
winners of the BIC, this Expo partnership
in 2007 to acknowledge and reward assists the Foundation to achieve its own
small businesses that are significantly goals of developing entrepreneurial skills
contributing to economic growth by and connecting prospective partners in
creating jobs and fighting poverty. The small business.
competition is open to registered black-
McKinsey Global Institute

Report ‘South Africa’s Big Five:
Bold Priorities for Inclusive
Growth’ September 2015.
Available at:
http://goo.gl/ucfJDU
www.eskom.co.za/csi
Eskom Business Investment Competition - Overall Winner exhibits at Small Business Expo

Eskom Simama Ranta
Entrepreneurship Education
Competition
CORPORATE PRACTICE
Rooted in its commitment to the
development of young entrepreneurs,
the annual Eskom Simama Ranta
Entrepreneurship Education
Competition is aimed at identifying
and celebrating secondary schools that
demonstrate leadership and successful
implementation of entrepreneurship
education that prepares learners to
become job creators rather than job
seekers. All South African intermediate
and secondary schools are eligible
to enter the competition. To qualify,
schools must have an enterprise club
that teaches learners the basics of
running a business through practical
application, while responding to their
communities’ socioeconomic needs.
Eskom Simama Ranta Competion - Overall Winner Welkom High School
This year’s winner was Welkom High
School from Lejweleputswa District in
the Free State. Their club, WHS Yes Club,
produces various decorative and useful
items from papier mâchè and recycled
goods. To raise funds, this highly
motivated group hosts cake sales that
easily raise R800 in one day. The school
received a R100 000 cash prize for
their club, and provincial winners each
received a R50 000 prize for their clubs.
The Eskom Contractors’ Academy
Research shows that up to 80% of
new small businesses fail within the
first two years of operation. For most Eskom Contractors’ Academy graduates, 2015
of these, failure results from a lack of
basic business skills. In 2008, the Eskom students have successfully completed Jeleni’s company Vukona Byayena
Development Foundation partnered the training. One of the Academy’s Trading, which sets up electrical
with Edupark (a non-profit organisation beneficiaries and star graduates is connections, grew from 10 to 42
founded by the University of Limpopo) Mikateko Jeleni from Malamulele in employees, and monthly turnover
to found the Eskom Contractors’ Limpopo. As a result of her training, increased from R300 000 to R1.5 million.
Academy, with the aim of providing
support to small business owners. The
academy develops and empowers AWARDS
Eskom contractors and suppliers to
The Eskom Contractors’
become sustainable through skills Academy has won various
development and job creation. international awards for its work
in socioeconomic development.
Academy graduates gain skills in
Most recently, in September 2016,
developing business plans, budgets, at the International Partnership
safety management systems, safety, Network in Oslo, Norway, the
health, environment, risk and quality Academy was awarded both
plans (SHERQ), project and people the Africa Gold and the Overall
management, and tender contract Global Thematic awards for
processes. Upon successful completion entrepreneurship and enterprise
skills development.
of the programme, participants are
awarded a certificate by the University From left to right: Steph Prinsloo, programme manager; Professor Jo Nel, CEO
of Limpopo. Since its inception, Edupark, Cecil Ramonotsi, acting CEO Eskom Development Foundation
1 014 students have enrolled and 991

THE HOLLARD FOUNDATION TRUST
CHAPTER 3
After seven years of struggling to comply,

t
Ms Mthembu of Thabisanong Day Care
in Ratanda, Heidelberg, joyfully receiving
her compliance certificate from the Lesedi
municipality.
(a safe space), and working capital

(including toys and equipment for
the children); the capacitation of ECD
practitioners including improving their
skills, some business development and
mentoring in governance, customer service
and marketing; and seed funding to kick-
Kago Ya Bana – from catalysing start the ECD enterprise.
significant systemic change in ECD to

innovative ECD enterprise incubator
Having exited Midvaal a In response to the national goal of
Micro-enterprise pilot illustrates
year ahead of schedule improved access to quality ECD envisioned
enormous potential
with all its objectives in the National Development Plan, the
To catalyse ECD enterprise incubation in the
KYB Enterprise Incubator’s objective is to
achieved, Kago Ya City of Johannesburg and Sedibeng, and
open up and improve pathways for the
Bana (KYB), the Hollard sustainability of enterprises in the ECD
with the purpose of building and testing
Foundation Trust’s a replicable approach to infrastructure
sector. Its focus is catalysing and incubating
catalytic systemic early investment, unlocking compliance and
ECD practitioners to build sustainable
sustainability, the KYB Enterprise Incubator
childhood development enterprises for delivering quality ECD,
is running a pilot until June 2017, aimed at
(ECD) change through:
enabling 200 women-owned ECD micro-
programme, is on track • Unlocking and leveraging access to
enterprises. The Lesedi ECD enterprises
multiple income streams, primarily
to being implemented proffer positive evidence of the significant
government funding parents’ fees
in Lesedi and the City • Delivering quality ECD practice and
value and impact of unlocking access to
of Johannesburg, with programmes.
government funding. The financial impact
the full collaboration of the KYB Enterprise Incubator intervention
The KYB Enterprise Incubator works is derived by determining the benefit/cash
of both municipalities.
together with local government to provide flows unlocked for the ECD enterprises
As an evolutionary an appropriate incubation package to ECD and practitioners as a result of the money
innovation to tackling the enterprises, such as once-off infrastructure spent by the incubator. As the various
issue of holistic, quality grants to meet minimum standards ECD enterprises become compliant with
ECD delivery, KYB has required for registration, and access to municipal health and safety standards, it
added an ECD enterprise government subsidies. It is an innovative is expected that sources of government
incubator to the model. and systemic approach to improving ECD funding (such as the Department of
outcomes through connecting the various Social Development (DSD) grant and
ecosystems across local government other discretionary streams, e.g. the
partnerships, market-based solutions, ECD Community Works and Expanded Public
enterprises and quality ECD practice. Works Programmes) will flow to the ECD
enterprises and practitioners. However, in
measuring impact, only the DSD grant of
R15 per child per day is assumed and other
income streams ignored: the Lesedi analysis
Ntjantja Ned demonstrates that for every R1 spent by the
CEO Hollard Foundation Trust Three-pronged incubation package KYB Enterprise Incubator, a potential R8.70
011 351 5000 The incubation package is three-pronged: of government funding is unlocked, with
ntjantjan@hollard.co.za there is capital investment to enable the concomitant ability to greatly enhance
www.hollard.co.za
compliance in the form of infrastructure ECD outcomes for children.

INDUSTRIAL DEVELOPMENT CORPORATION
CORPORATE PRACTICE
in renewable energy technologies –
specifically the installation and maintenance
of solar water heaters. Ten students were
enrolled in the pilot.
As a result of lessons learnt in the first
phase of implementation, phase two will
see a larger cohort of students rigorously
Improving the quality of life in rural selected to ensure success, a refined

curriculum to meet industry demands and
and underdeveloped communities accreditation requirements, and a greater
number of employers engaged to provide
opportunities for future placements. The
The CSI strategy of the A whole-school development IDC also equips colleges with the necessary
Industrial Development approach industrial training equipment and helps to
The IDC’s flagship project, Adopt-a-School, adapt their curricula to respond to specific
Corporation (IDC), a
strives to address the inequalities and industry needs.
government-owned
inadequacies in South Africa’s rural and University bridging programmes
finance institution,
disadvantaged schools, to ensure positive
focuses on education, Research has shown that students from
learning experiences that will lead to
skills development and under-resourced schools can take up to
greater opportunities for youth. Adopt-a-
five years to complete their degrees and
sustainable economic School’s work is based on a whole-school
that many are likely to drop out of their
development through job development approach, which focuses on
studies. The IDC carries out programmes
creation in South Africa. long-term solutions rather than quick fixes.
at various universities to address the
Adopters – in this case the IDC – identify shortages of STEM skills among students.
schools from a waiting list. A needs analysis “These students struggle to be admitted
is conducted at the school and presented to science and engineering degrees. With
to the adopter, after which agreements are these bridging programmes in place, they
signed, steering committees are formed and can be accepted but first put through the
“Our CSI goal is to the work commences on implementing a programme,” says Molefe.
contribute towards tailor-made intervention to respond to the
Going the extra mile
the improvement school’s needs.
of the quality of life The IDC’s commitment to social
In 2014, the IDC adopted 20 secondary development is further expressed through
in communities,
schools, and has subsequently added a its support of employee volunteerism. Its
especially in rural and
number of primary schools from which flagship volunteerism initiative, I Do Care,
underdeveloped areas. students graduate into the secondary encourages employees to donate part of
We take a developmental schools, to provide support where it is their monthly salary to an organisation of
approach, believing in needed throughout the education system. their choice, in line with the IDC’s criteria.
long-term investment, in Each school is adopted for a minimum of For every employee-donated rand, the IDC
order to have sustainable five years. donates three rands.
impact with selected
projects.” Supporting TVET colleges The IDC also boasts several other employee
The IDC also supports Technical and volunteerism initiatives, including
Tebogo Molefe,
head of CSI at the IDC Vocational Education and Training (TVET) mentorship programmes and Mandela Day
colleges as part of its vocational and projects. Its category of special projects
skills development activities. One such most recently included a donation of R10
Tebogo Molefe
Head: Corporate Social initiative was piloted in partnership with million to the Nelson Mandela Children’s
Investment the Northern Cape Rural TVET College and Hospital. The IDC has also identified a
011 269 3035 Northern Cape Urban TVET College, and number of sustainable livelihood projects –
tebogom@idc.co.za
aimed at enhancing youth employability mainly microenterprises – to support.

LIBERTY
CHAPTER 3
entire year. The food parcels included soya,

rice, lentils, and a powder containing 23
vitamins. The packers weigh out each portion,
seal the package and stamp it with an expiry
date. The parcels are then distributed to
early childhood development centres where
beneficiaries require nutritional meals that will
aid in their ability to learn.
Eleven tables were set up in the head office
foyer, and 44 teams of 20 packaged food in
four sessions throughout the day. Additional
Feeding children to support early teams were also set up in Cape Town, Durban
and Port Elizabeth. The Liberty team achieved
childhood development more than double its goal, packing over
209 500 meals – enough to feed 850 children
five meals a week for a whole year. This
On Mandela Day, Liberty’s Liberty’s CSI focus area is education. The
assisted with Stop Hunger Now’s national
head office staff in company supports initiatives that follow
commitment to package two million meals
Johannesburg gave 67 a lifelong trajectory, targeting various life
for International Mandela week.
stages of a learner, with the aim of improving
minutes of their time to
their performance in mathematics, physical
package meals for Stop Addressing early childhood
science and literacy. While education has
Hunger Now, an NGO nutritional needs
been identified as a key challenge faced by
that addresses young many South Africans. Liberty also recognises According to the University of Cape Town’s
children’s nutritional the country’s current challenge around Children’s Institute, over three million
children under the age of 17 are food
needs, to support food security.
insecure. In addition to this, a World Food
their early childhood “As a result of the ongoing droughts, food Programme study showed that 1 000 days
development. prices have been drastically affected and is the critical window in the beginning
this has increased the number of people of a child’s life – from their mother’s
going hungry every day,” says Liberty group pregnancy to their second birthday – when
executive, Thiru Pillay. “In this kind of crisis, good nutrition can mean the difference
it is often the children who are the most between a life of good health and a future
vulnerable. If a child does not have access plagued by illness and unrealised potential.
to a nutritional meal, this immediately limits Stop Hunger Now was designed with
their ability to learn in school, which directly the intention of intervening during this
impact the results they are able to achieve. A important window.
meal should be one less challenge for them
to deal with as they grow into the future Volunteerism a company ideal
leaders of our country.” “Liberty has a strong employee engagement
With this in mind, for Mandela Week focus when it comes to giving back to those
2016, Liberty partnered with Stop Hunger in need,” adds Pillay. Each year, the company
Now, an organisation that coordinates strives to do something bigger and better
meal-packaging programmes through in terms of social impact and the number of
partner organisations, with the intention of staff involved.
promoting education, encouraging children
Staff are encouraged to make a difference
to attend school, improving students’ health
in whatever way they can – not just on
and nutrition, and addressing inequalities.
Mandela Day. Staff are allocated two full
Liberty Group CSI Over 1 000 staff at Liberty office’s across paid leave days each year to volunteer for
Department the country committed to packing meals their chosen cause and are encouraged to
011 408 3209 (direct) for 67 minutes – with the aim of packing a apply for employee matching, whereby CSI
csi@liberty.co.za minimum of 100 000 meals, which would matches donations rand for rand to NGOs
www.liberty.co.za
feed 385 children five meals a week for an in the education space.

SABC FOUNDATION
CORPORATE PRACTICE
1. Donations to learners in need
The Foundation donated R250 000 worth
of uniforms, stationery and other school
necessities to children at each of the
identified schools. In total, 350 learners
benefited from the donation and became
better equipped to attend school.
Resourcing communities and 2. Bursaries to assist promising learners

As part of the Foundation’s national bursary
inspiring hope scheme, two comprehensive bursaries
were awarded to excelling matric learners
at Kharkams High School, so that they
The SABC Foundation About the Foundation can further their studies at a tertiary level.
harnesses the media The SABC Foundation invests in social Each of the bursaries is worth R300 000,
resources of the SABC economic projects that further the and will provide these students with the
development of South Africa by harnessing opportunity to reach their academic and
to uplift impoverished
the media power and resources of the SABC. professional potential.
communities. Through
The Foundation works to build partnerships 3. Media support to inspire hope and
educational programmes, and to serve and empower rural communities
public service encourage community processes
in a sustainable and impactful way.
announcements and An important part of the Foundation’s
The Foundation’s activities are focused CSI activity is offering free public service
focused social investment
in five areas: orphaned and vulnerable announcements to worthy organisations.
activities, with a particular children; education and skills development; In Kamiesberg, the Foundation partnered
emphasis on children people with disabilities; NGO support; and with RSG, SABC’s radio station in the area,
and the youth, the SABC health. The goal is to go beyond big cities to celebrate the community’s resilience in
Foundation aims to assist to the communities in which immediate the face of a school rationalisation policy
and empower the rural poverty relief is most needed. implemented by the Department
communities in which of Education.
Many of the Foundation’s CSI efforts are
the SABC operates. directed towards children and youths in Through its media support, the Foundation
these areas of extreme poverty, who it assists was able to support teachers and learners,
by providing access to and improving the and encourage the communities to
quality of education. A few highlights of prioritise education as the most important
the past financial year were the Foundation’s tool to empower and enable young people.
involvement in the Namakwaland Project
Woking together towards
and its bursary programme.
development and hope
The Namakwaland Project The Foundation is conscious of the
Namakwa District Municipality is one of importance of engaging with all
five districts in the Northern Cape. It is a stakeholders, so that it can direct its support
rural area where most of the population is to where it will have the most impact.
unemployed and desperately impoverished. Equally importantly, the Foundation has
Furthermore, the quality of schools and realised its crucial role in providing not only
teaching in the region is notoriously poor. resources, but hope. The Namakwaland
In April 2016, the Foundation identified Project – which is one of many more like
seven schools in the Kamiesberg Local it to come – is an example of how the
Iris Cupido Municipality that were critically in need of Foundation is able to assist not only by
Chief Executive Officer help. It engaged with the schools and the providing physical resources, but also by
SABC Foundation surrounding communities to provide three showing children what they can accomplish
011 714 2575
levels of support. and encouraging them to dream.

MONDI
CHAPTER 3
Sustainability at the core of our business

The WWF-Mondi Since the turn of the 20th century, around Establishing national best practice
Wetlands Programme half of our planet’s wetlands have been “The key to this partnership has really been
demonstrates how water destroyed, and it is estimated that South the trust, transparency and respect it has
Africa has already lost a similar amount of created,” says David Lindley, manager of
stewardship and good
wetlands in line with this global trend. At the WWF-MWP. “With supporting science,
business practices go the same time, water stress in this country it has allowed us to develop new practices
hand-in-hand and, in the is fast reaching a critical point and it is likely, to improve wetland health and has led to
process, contributes to if current trends continue, that demand will the establishment of a national wetland
developing global best exceed supply by 2025. community of practice. Mondi’s support
practices for wetland However, wetlands play a vital role in and core funding has provided continuity
management. the environment and society, and in the and been fundamental to this achievement.”
sustainable provision of water for both. They
One of the key programme breakthroughs,
Mondi, a packaging support people through activities including
backed by leading scientists, was to
and paper group farming, fishing, tourism and water
develop a practical way of defining exactly
with key operations provision. They host a rich biodiversity,
where the wetlands boundaries end. This
in Europe, Russia, protect coastlines and act as natural
led to the adoption of government rules
North America and sponges that store water, releasing it slowly
stipulating how land users and regulators
over time so as to prevent flooding and to
South Africa, employs were to delineate and respect wetlands.
provide water in the dry seasons.
around 25 000 people
across more than Despite providing these ecological goods It also uncovered the critical role that
wetlands play in overall water resources
30 countries. Acting and services to society, wetlands have
and was able to define practical solutions
sustainably makes been incorrectly viewed as insect-ridden
to protect and restore wetlands. It provided
good business sense swamplands that are best drained and
developed in some areas. the impetus for the establishment of the
for us and we have
National Working for Wetlands Programme
been included in the Recognising the critical importance of in 2000, and the Wetland Community
FTSE4Good Index since wetlands and the problems facing wetland Practice. The WWF-MWP’s approach and
2008, and the JSE’s conservation, 25 years ago, South Africa’s methodologies contributed to best practice
Socially Responsible two largest conservation organisations, the in South Africa and were shared with the
Investment Index World Wide Fund for Nature (WWF) and the rest of the world through WWF’s global
since 2007. Wildlife and Environment Society of South network.
Africa (WESSA) established the Rennies
Wetlands Project in South Africa. In 2001, For a large part of its 25-year existence, the
Mondi became the principal sponsor, and programme focused on managing and
Lora Rossler the project was renamed the WWF-Mondi rehabilitating wetlands with various land-
Group Head of Communications Wetlands Programme (MWP). user groups, as the responsibility needed
Mondi to be shared with all involved. As a result,
031 451 2040 Mondi has improved wetland management
lora.rossler@mondigroup.co.za
on forestry land while removing commercial

trees from riparian zones and wetlands.
Another benefit was the development
of an understanding of how fresh water
ecosystems are linked from the top to
CORPORATE PRACTICE
the bottom of a catchment, and how
we can protect and even improve them.
Catalysing water stewardship

through a new landscape
A key success factor of this approach is
approach
in connecting individual risk to shared ABOUT WWF
In 2014, WWF-MWP broadened risk, and ultimately spearheading
its focus from wetlands to water WWF is one of the world’s largest
shared action and creating shared value and most respected independent
stewardship using a new landscape from these landscapes. This will result conservation organisations, with
approach. Stewardship is about taking in landscapes that are more resilient almost six million supporters and a
care of something we do not own, to the impacts of climate change and global network in over 100 countries.
such as the natural shared resource of poor land use management. WWF and It aims to stop the degradation of
water. Therefore, good water stewards Mondi, within the framework of the the Earth’s natural environment and
understand their own water use, to build a future in which humans
global partnership, will explore how
catchment context and shared risk live in harmony with nature, by
this approach may be adapted to other conserving the world’s biological
in terms of water governance, water contexts in the future. diversity, ensuring that the use
balance, water quality and important of renewable natural resources is
water-related areas, and then engage “The programme is an excellent sustainable, and promoting the
in meaningful individual and collective example of why businesses should have reduction of pollution and wasteful
actions that benefit people and nature. sustainable development at the centre of consumption.
The innovative landscape approach how they operate,” says Viv McMenamin, WWF South Africa is a national office
focuses on an entire landscape or director of Land and Forestry at Mondi that is part of the WWF network. It
SA. “By engaging proactively over the is a local NGO that for more than 40
catchment rather than an individual
long term, we have demonstrated years has worked towards the aim of
landowner or a specific land use inspiring all South Africans to live in
or sector, such as the sugar or the that we are part of the solution and
harmony with nature, for the benefit
contributed to protecting South Africa’s
plantation forestry industry, and on of our country and the wellbeing of
wetlands and strengthening wetland all our people.
aligning them to shared objectives on
conservation practices.”
water stewardship using specific tools.
Since 2014, the programme has
International partnership in minimising the impacts of its
focused on the water-stressed uMngeni In 2014, WWF and Mondi entered operations on forests, climate and
and uMvoti River catchments, both into a global partnership. At the water, as well as encouraging more
of which are strategically important outset, the partnership identified sustainable practices within and
water supply areas for KwaZulu-Natal’s three main areas of stewardship work: outside of the forestry industry.
economic hubs and home to some five ecosystem, manufacturing and product Ecosystem stewardship, for instance,
million people. Stakeholders from the stewardship. The partnership focuses builds and expands the scope of the
plantation forestry, dairy, sugar and pig on demonstrating how sustainability existing wetlands work in South Africa,
and good business sense go hand- to work with neighbouring agriculture
farming sectors are also involved. Next
in-hand. land uses in the broader landscape.
year, the programme will expand to the
In Russia, for example, the focus is on
water-stressed uMhlathuze catchment The aim was to continue the
protecting high conservation values in
at Richards Bay. good progress Mondi has made
the boreal forests, and demonstrating
that increasing productivity and
conservation could work together.
Manufacturing stewardship looks
at further reducing the climate and
water footprint of Mondi’s operations
worldwide, promoting resource
efficiency, recycling, the cascading use
of wood, and longevity of products.
As far as product stewardship is
concerned, work focused on further
enhancing the environmental
performance of Mondi’s products
through credible certification and
efficient life-cycle use of materials in
paper and packaging products.

MURRAY & ROBERTS
supports the development of the whole
child, both academically and emotionally.
The four phases include:

Phase 1: High school tuition in maths and
CHAPTER 3
science, computer and life skills/leadership

development.
Phase 2: Post high school internships
during which students spend one year at a
sponsoring company and are paid a general
worker salary by the company. Weekend
bridging courses in maths and science and
leadership development training support are
provided by Go for Gold.
Phase 3: Partner companies sponsor
students through their tertiary studies. Go
for Gold continues to mentor students,
provide life skills support and extra tuition
at certain universities.
Murray & Roberts supports and Phase 4: Sponsoring companies offer
benefits from Go for Gold employment to graduate bursary students.

Learners are selected from schools which
are categorised as under-resourced:
Through its support of Approximately half of young people in South
characterised by poor results, under-
Go for Gold, Murray & Africa are unemployed. There is also a serious
qualified teachers, poor discipline and
Roberts is addressing the skills shortage, particularly in industries that
inadequate management. At these schools,
require technically trained professionals.
national shortfall in maths the teaching of mathematics and science is
Murray & Roberts believes that the root of
and science education, this problem is the South African education
particularly problematic.
and improving its system, which is widely considered to be To date, over 600 students have been
retention rate of qualified underperforming, particularly in the areas of admitted into the Go for Gold programme
employees. maths and science. and more than 24 companies have secured
graduate professionals from disadvantaged
As a result of this, many students who attend
communities. In 2014 and 2015, 100% of
under-resourced schools in disadvantaged
all Go for Gold students achieved an NSC
areas today will struggle to achieve a
pass, and 80% achieved a bachelor pass. On
bachelor-level pass rate (the minimum
average, 80% of phase 3 students complete
requirement for admission to tertiary studies)
their tertiary studies in the minimum period
in matric. In fact, in 2015, the South African allowed and 100% of students secure job
national bachelor pass rate was just 23.5%, placement after they qualify. In addition,
down from 28% in 2014. two-thirds of all graduates continue to
work for their sponsoring companies after
Addressing shortfalls in education working back their bursaries.
and employment
Go for Gold is an award-winning, The life skills and leadership development
education-to-employment, public-private training remains a major contributor to the
initiative, founded in 1999, through a success of the Go for Gold programme as
collaboration between companies in the the students receive this training from phase
built environment, the Western Cape 1 onward. In later phases, those students
Department of Education and civil society. who have undergone the training become
mentors to students in the earlier phases.
How Go for Gold operates
Winning partnerships
Go for Gold was created to improve the
number of candidates from disadvantaged Murray & Roberts’ partnership with Go for
Gold represents an opportunity to intervene
communities eligible to study towards
in an area that requires urgent attention.
a technical profession and secure
Donique de Figueiredo employment. The organisation’s four-phase “The partnership with Go for Gold ties in
Group corporate social
investment executive model is centred on the premise that to with our strategy of supporting quality
011 456 1587 create future skilled, graduate professionals learning and teaching in maths and
donique.defigueiredo@ who also possess the self-belief to succeed, science, and creating a steady pipeline of
murrob.com
requires long-term investment that future professionals in engineering and

Murray & Roberts’ engagement
grows
In 2007, Murray & Roberts Western
Cape committed to recruiting new
CORPORATE PRACTICE
matriculants who wanted to spend a
year in the workplace through Go for
Gold. The students, selected at the end
of their matric year, spend a year on site,
which places them in a good position
to decide if this is a career path they
would like to follow. They then apply for
bursaries in their chosen field.
In addition, Murray & Roberts has been
funding Go for Gold Gauteng for the last
two years. During the 2015 financial year, GO FOR GOLD’S SHINING STARS
AT M&R
the organisation disbursed R400 000 in
full programmatic support of 10 grade 11 While there have been many success
students, and in the 2016 financial year, stories that have emerged from this
programme, there are three stand-
it disbursed R700 000 in support of 10 out achievers that Murray & Roberts
grade 11s and 10 grade 12s. highlights as examples of how
When they complete grade 12, well the programme has worked in
the built environment,” says Donique practice in the Western Cape.
learners will commence with a gap
de Figueiredo, Group corporate social After his internship, Brent Matthews
year or internship at Murray & Roberts
investment executive at Murray & entered the Murray & Roberts Cadet
Construction in order to expose them Programme where he achieved
Roberts. to the world of work; to expose them his NQF5 – Management of
While the Go for Gold programme to careers in the built environment; Construction Processes. He is now a
naturally supports participating and to enable the business to carry out supervisor on the Merriman Square
more comprehensive assessments of project.
students, as De Figueiredo points
out, it also synergistically benefits the the learners’ potential and interest in Khanyiso Swaphi completed his
this sector. internship in 2009, then decided
sponsoring companies. to pursue a career in quantity
During the 2017 academic year, the first surveying. He completed his national
“We found that there was a disconnect
group of 10 students will commence diploma, and then his BTech at the
between the investments and impact end of 2015, and is now the quantity
their experiential working year at
of our CSI spend at secondary school surveyor on the Bridge Park project.
Murray & Roberts Construction and, by
level and the talent identification and Monique Mentoor completed
mid-year, the business unit will confirm
skills development requirements at phase two in 2015, working on
the number of bursaries that they will
business unit level,” she says. “While we Portside and the Roeland Park
award to this group. Where learners
were able to attract bursary students Project. She has now received a
decide not to study at university level, bursary to study civil engineering
from the general talent pool, we were they will be supported in participating and completed her practical year at
unable to retain these students once in alternative technical training aligned the Grosvenor Park project.
they were employed by us. However, to Murray & Roberts Construction.
through the partnership with Go for
Gold, we expect our retention rate of
candidates to improve considerably.
This remains to be seen. We know
that our retention rate, particularly in
construction and the built environment
is low. Go for Gold has reported a
70% retention rate for students who
participated in their programme and
were placed by them.
“The project demonstrates the value
of partnerships not only between
corporate and the NGO sector in
terms of broader socioeconomic
development, but the success of the
partnership between CSI and business
units, and shows how the CSI strategy
can ultimately support the business
strategy.”

OLD MUTUAL
THE MASISIZANE FUND
The Masisizane Fund aims to eradicate
poverty through job creation. It is an Old
Mutual initiative that was established in
CHAPTER 3
2007, following the closure of the Old

Mutual Unclaimed Shares Trust. This
non-profit company provides integrated
loan financing and support to high-
potential black-owned SMMEs. The Fund
currently manages over R111 million in
active loans.
Strength through partnership: a

hybrid funding model
The ED strategy is a shared initiative. A hybrid
funding approach combines grant funding
from the Foundation and loan funding
from the Masisizane Fund, the Foundation’s
primary funding partner in this space.
Driving enterprise development This model allows both the Foundation
through partnership and the Fund to maximise the impact of
their investments, and to increase access
to finance and development support to
The Old Mutual The Old Mutual Foundation is committed SMMEs operating in target sectors. The grant
Foundation, in to driving transformation through effective funding provided by the Foundation creates
partnership with the socioeconomic development initiatives a crucial buffer for supported entrepreneurs,
and the integration of marginalised South de-leveraging their businesses. It also avoids
Masisizane Fund, focuses
Africans into the mainstream economy. the risk of a business being underfunded
on stimulating job Beyond simply providing funding, the from the start, by a loan that is too small for
creation and providing Foundation is determined to create positive the business’s requirements.
comprehensive and sustainable impact.
development support This type of approach does have challenges.
A focus on enterprise development Various funders means disjointed funding
to small, medium and
approval processes and dates. There can also
micro-sized enterprises The Foundation funds and provides
be difficulties when co-managing a project.
(SMME), through an ongoing support to black-owned businesses
that have high potential for job creation. Still new to this space, the Foundation is in
integrated combination the process of establishing which processes
A strategic shift in 2014 enabled the
of grant and loan Foundation to have greater developmental work best.
funding. impact, by funding qualifying for-profit There are, however, also many advantages.
entities directly. Since then, the Foundation It enables the partners to leverage
has spent R28.6 million on enterprise resources, such as finance and technical
development (ED) projects. expertise, attracts diverse thinking and
The ED portfolio focuses on the enables sharing of experiences and lessons
development of SMMEs in the agriculture, learnt. The Foundation, in particular,
manufacturing and commercial sectors. Its is benefiting from the Fund’s years of
primary goals are to fund enterprises that experience in the ED space.
will create sustainable jobs, benefit a broad A role beyond funding
group of black beneficiaries, and develop
To ensure the effective use of the grant and
rural, peri-urban and township communities.
loan funding approved for projects, and the
The Foundation provides funding in the form achievement of business objectives, the
of working capital and asset finance, both to Foundation and the Fund provide business
start-ups and to existing businesses that are mentorship and training to all supported
expanding or restructuring. Businesses must businesses.
be at least 51% black-owned and preference
Entrepreneurs are often new and
is given to women, youth (18–35 years) and
Dianne Richards inexperienced, and, while their technical
M&E Manager
people with disabilities.
skills are good, often lack broader financial
Old Mutual Foundation
drichards@oldmutual.com
and business management skills. As a result,
www.oldmutual.com a degree of ‘hand holding’ is crucial for
ensuring the success of their businesses.

The Fund has a dedicated unit that
works with these entrepreneurs
to understand each enterprise’s
characteristics, needs and challenges
CORPORATE PRACTICE
and identify where there is room for
capacity building. The Fund offers
mentorship, training and upskilling
in business management, aligning
in-house and external technical experts
to the needs of each enterprise. For
example, the Masisizane Fund provided
a business mentor to work with the
founder of Incapeace on business
management and strategy building.
“We understand ‘development
finance’ in the very broadest
sense of the term. We view
ourselves not simply as bankers
to our clients, but as their
partners.” Lessons learnt
Khanya Okumu (Post-investment Associate: Often, in the first few years of a
Manufacturing and Supply Chain, business’s operations, the actual capital
Masisizane Fund)
requirement fluctuates from what
was initially predicted, and things
CASE STUDY: INCAPEACE generally do not go as planned. This is
Anele Peti, of Qumbu in the Eastern particularly true in the agriculture sector.
Cape, established Incapeace in 2013, Grant funding enables the supported
manufacturing concrete blocks. In businesses to withstand unexpected
selecting Incapeace, the funding challenges, where a straight loan facility
partners considered two elements: would be far less flexible.
sustainability and profitability.
Peti had proved his viability by For example, Incapeace started
establishing market outlets with five producing its bricks in winter. The cold
local Build-It stores who committed weather meant that the bricks did not
to purchasing his product. He dry as quickly as had been calculated
had secured a production site in and the business did not have sufficient areas. This has the added advantage of
partnership with the local quarry demonstrating to the entrepreneurs the
drying pallets to accommodate
owners as part of their social
the backlog. As a result, the entire importance of record-keeping in their
labour development plan (SLDP),
to generate employment, and had production line was slowed. own businesses.
cleared land permissions.
The Fund and the Foundation have
For Incapeace, the hybrid funding Looking ahead
also both learnt that a good working
model has been critical to the The Foundation is still finding its feet
relationship and regular contact are
success of the business. The start-up in the ED space, but it is proud of the
critical. It is important to keep abreast of
funding required would not have impact from its investments with the
been affordable had it been sourced how each business is performing. That
Masisizane Fund. The partners are
from loan funding only. The loan to way, the entrepreneurs feel comfortable
now working towards more effective
Incapeace consisted of two facilities asking for assistance to address
monitoring and evaluation methods
over 60 months: R3.6 million in asset difficulties as they arise.
finance for machinery, and R731 000 – to ensure that the impact and
in working capital. The Foundation Regular contact also enables the Fund beneficiation of the investments are
provided R822 645 in grant funding. to obtain information that allows it sufficiently broad based – and towards
The Foundation and the Fund saw to better measure the broad-based encouraging the supported enterprises
a potential star: a small business impact of its investments, although themselves to become community-
run by a young black man who is this can be difficult, particularly in rural focused, responsible businesses.
enthusiastic and passionate about
what he does, and is committed http://dogreatthings.co.za/foundation/2016/03/building-blocks-of-business
to growth and learning. Incapeace
currently employs 18 people,
which Peti plans to grow to 26 as
soon as the staff are trained. Daily
production will then be increased
from 6 000 to 10 000 blocks, and
finally to full capacity of 12 000.

SANTAM
Each of these areas has a large, historically
disadvantaged population and is
particularly vulnerable to flooding and
fire, ranking high on the South African
Local Government Association (SALGA)
CHAPTER 3
vulnerability index. Santam and the Red

Cross work in close partnership with the
municipalities’ Disaster Risk Management
Units and with community leaders
in identifying vulnerable areas and in
implementing their programmes.
To date, the programme has trained 73
volunteers in first aid, basic firefighting
and disaster management. The database
of trained volunteers has been shared
with each relevant municipality to ensure
they remain up to date with their disaster
response capabilities and capacity. Red
Cross will in future roll out this training
Creating partnerships to build to Sedibeng and Ehlanzeni District

municipalities. Santam has allocated
resilient communities R1 million in 2016 to the partnership,
and a further R1.2 million to continue the
programme in 2017.
Santam has taken a lead Santam’s CSI strategy, refined during 2015
and rolled out comprehensively during Helping children to become
in assisting vulnerable
2016, focuses on supporting community- WaterWise with the NSRI
communities by reducing
led disaster prevention and management. Santam is supporting the National Sea
systematic risk and Rescue Institute (NSRI) in providing its
By reducing chronic disaster vulnerability
building resilience. and minimising the catastrophic impacts WaterWise education and awareness
Through CSI programmes of disasters, Santam aims to create training programme to learners in the Sarah
which focus on strategic empowered, self-reliant communities and a Baartman District Municipality. WaterWise
interventions, provision of stable and resilient society. is an initiative to teach children in South
resources and equipment, Africa about water safety. The programme
To ensure sustainability, the company’s
and training programmes focuses on children under the age of 15
CSI programme includes both provision
from underprivileged communities, who are
to increase risk awareness of immediate funding and practical
most at risk of fatal drowning. Supported by
and provide disaster resources – such as fire detection sensors
the Department of Education, the sessions
management education, – as well as a deeper transfer of skills and
take place on school premises, during a
Santam is working with knowledge. Building resilience to risk starts
lesson period, at no charge to the schools.
with education. A key focus of Santam’s
municipalities to prevent The programme includes lessons on water
CSI strategy is therefore on training and
and manage disasters. awareness programmes. Two of Santam’s
safety, what to do and who to call in an
emergency situation, how to rescue a peer
key partnerships in this area are with the
and how to initiate bystander CPR.
South African Red Cross Society and the
National Sea Rescue Institute. As at July 2016, a total of 17 579 learners
had been trained by the NSRI as part of
Equipping communities with the the programme. Santam has committed
South African Red Cross Society R600 000 over two years (2016–2017). In
Santam has partnered with the Red Cross 2017, it is intended that the programme
to provide risk management support will be rolled out in the Sedibeng District
and training to empower community Municipality in Gauteng.
volunteers, providing them with skills to
reduce the impact of disasters in their A community-led approach
communities. Training has been carried A key priority in each of the initiatives
out in four local municipalities in the Santam supports is an inclusive, multi-
Sarah Baartman District Municipality in stakeholder, community-driven process.
Tersia Mdunge the Eastern Cape: Hankey (Kouga local To achieve this objective, all disaster risk
Manager: Corporate Social
Responsibility municipality); Alexandria (Ndlambe local reduction planning and projects are
Market Development municipality); Cookhouse (Blue Crane local designed around the needs and priorities
021 915 7937 municipality); and Storms River (KouKamma of communities, often as articulated in their
tersia.mdunge@santam.co.za
local municipality). Integrated Development Plans. Santam is

also committed to including traditional this relationship presents challenges.
leaders as custodians of communities. Municipalities that are poorly resourced
do not always have the capacity to
Importantly, disaster risk management
oversee efficient project management
is prioritised at a local government
CORPORATE PRACTICE
or provide regular progress reports.
level. This provides a welcome space
Nonetheless, partnerships are key
for Santam to enter into strategic
to the implementation of projects,
partnerships with local government
and CSI has the most reach when
disaster response units, as well
all stakeholders are engaged and
as collaborating with NGOs and
committed to the process.
intermediaries.
Santam’s approach to risk aligns to Leveraging business expertise their risk, Santam is able to collect
the National Disaster Framework. and aligning to core business important research data and to
The framework contains four key goals: a virtuous circle minimise its own business risks, while
performance areas: building integrated Santam’s expertise lies in risk contributing to the socioeconomic
institutional capacity for disaster risk management and cover. Through its development of society.
management; establishing a uniform own business operations, as well as
approach to assessing and monitoring through its CSI programmes, the insurer Looking ahead
disaster risks; reducing disaster risk has learnt valuable lessons about the Going forward, Santam’s goal is
through proper implementation of risks that vulnerable communities to leverage its experience and
plans; and ensuring effective and face, where they lack capability its partnerships, and expand its
appropriate disaster response and and resources, and where Santam’s CSI interventions into vulnerable
recovery. The key focus areas of intervention would be most useful. The communities in 10 district
Santam’s CSI programme are intended company is able to use its business municipalities throughout South Africa
to support each of these four pillars. skills to find innovative solutions to by the year 2020 and, where possible,
empower and mobilise communities extend its reach to other vulnerable
Lessons and challenges through a holistic implementation of communities outside of the specified
Santam has found that, while working disaster and risk reduction initiatives. districts. This will directly and positively
with local municipal structures is Furthermore, by assisting vulnerable affect many South Africans by making
necessary to achieve maximum impact, communities to manage and mitigate them risk aware and resilient.
GROUP RISK MITIGATION 6 FOCUS AREAS

Using CSI as an enabler through partnerships
that mitigate risk and build resilience: OF SANTAM CSI
CREATING Government SA Local
Government
Municipalities
1 2 3
PARTNERSHIPS Companies NGOs Employees
Drive community Increase Assist with
TO BUILD RESILIENT
risk awareness capacity for early warning
disaster response systems and
10 DISTRICT AND 53 LOCAL

and relief sensors
COMMUNITIES MUNICIPALITIES PLANNED 4 5 6

Provide safe Assist Address
Ehlanzeni CURRENTLY alternative community fire-related
Sedibeng INVOLVED energy sources neighbourhood high risk
VISION 2020 - 5 FOCUS IN 3 DISTRICT

MUNICIPALITIES
watches hot spots
AREAS TO CREATE VALUE

Sarah Baartman
PROJECTS ALIGNED TO THE 4 KPAS

OF THE NATIONAL
Child art Staff
DISASTER FRAMEWORK
volunteerism
PARTNERSHIPS FOR
RISK AND RESILIENCE Integrated institutional Disaster risk
capacity for disaster risk assessment
management
Schools First aid Building Provision of Provision of Clearing alien Disaster risk Response and
disaster training firefighting fire detection early vegetation
awareness capacity equipment warning reduction recovery
programme systems
technology
SOCIAL VALUE + BUSINESS VALUE = SHARED VALUE

TELKOM FOUNDATION
education and, while it continues to support
various social development programmes
throughout the country, the majority of
its funding is channelled into education
programmes. In particular, the Foundation is
CHAPTER 3
committed to working with the government,

the private sector and education institutions
to improve the quality of STEM education at
foundation levels.
A focus on ICT in schools

The Foundation supports education from
three perspectives: teacher development;
learner support; and connected schools. For
teachers, the Foundation has implemented
the Educator Mentorship and Development
Programme, focused on building educator
capacity particularly in the STEM subjects.
For students, the Foundation invests in
various scholarship, sponsorship, bursary and
mentoring programmes, such as its School
Sponsorship Programme which identifies
students with academic and leadership
potential from economically disadvantaged
schools and enables them to excel at South
Africa’s top high schools, and its partnerships
with the Make a Difference (MAD) Charity,
and Rally to Read, among others.
For schools, the Foundation has for
a number of years focused on the
Connected Schools Programme. The
programme, launched in 1998, seeks to
elevate disadvantaged schools to the
technological level of their more privileged
counterparts in urban areas, thus bridging
the digital divide and contributing to the
improvement of education outcomes
The Telkom Foundation’s aim is to leverage Telkom’s resources through ICT. The Foundation invests about
and ICT capabilities to provide sustainable improvements R250 000 per school through the provision
in education, health and social welfare in South Africa. The of computers, interactive whiteboards,
Foundation’s main focus area is education – specifically to and other ICT equipment. As part of this
achieve significant improvements in the quality of science, resourcing, the Foundation also implements
technology, engineering and mathematics (STEM) education. computer literacy and ICT training to
By equipping and training teachers and learners with ICT educators.
capability, the Telkom Foundation is preparing young people
An integrated ICT programme:
to own their futures.
addressing cyber safety
Drawing from its experience in development
within the education sector, and the results
The Telkom Foundation, established in of a thorough review of the Foundation’s
1998 and registered as a trust in 2002,
ICT programmes in 2015, it was realised that
has a proud history of contributing to
very little was being done to communicate
the upliftment and transformation of
the inherent safety risks to the children
disadvantaged communities in South
receiving the ICT equipment as part of
Africa. Using Telkom’s resources and
the Connected Schools initiative, or to
ICT capabilities, the Foundation drives
implement appropriate measures to
structured sustainable development
ensure overall safety for the use of ICT in
programmes in the areas of education,
Sarah Mthintso schools. Many learners are first-generation
Head of the Foundation health and social welfare.
technology users who do not have parental
012 311 2186
www.telkomfoundation.co.za Over the years, the Foundation has focused guidance when it comes to establishing
on its long-term commitment to improving safety parameters online. Even for those

who do, it is easy to share too much
information, or embarrass or expose
themselves to online bullying and
other dangers.
CORPORATE PRACTICE
In order that the Foundation’s ICT
investments are sustainable, it has been
deemed critical that an integrated
approach is taken to the resourcing of
schools, educators and learners with
ICT capability, and that the beneficiary
schools and learners are properly and
holistically exposed to, and equipped to
address, the risks inherent in socialising,
playing and communicating online.
The Foundation has therefore refined its
CSI strategy to ensure that, in addition
to providing focused, customised ICT
solutions to schools, it delivers on these
educational gaps and commits to
providing continuous, relevant training
and support to its beneficiaries.
The Cyber Safety Ambassadors

initiative
During Youth Month, in June 2016,
the Foundation called on Telkom
employees to assist in responding to
this need for education in online safety. valuable lessons in safe and appropriate South African version of the Google
More than 80 volunteers, now known online behaviour. The workshop will be Online Family Safety Centre in 2012.
as Cyber Safety Ambassadors, were conducted again during International The website www.google.co.za/
trained by Telkom’s IT security experts Cyber Safety Week, in February 2017, safetycentre/family, which the Telkom
to engage youth on protecting their with a second group of volunteers. Foundation regularly refers families
personal information online, ensuring to, is available in English, isiZulu and
respect and anti-bullying in cyberspace, A refined ICT Schools Model Afrikaans, and aims to assist parents
and caring for their hardware and Having piloted the Cyber Safety project and caregivers to support their children
software, including the importance of successfully in 2016, the Cyber Safety in navigating the internet safely. It
passwords. The Foundation has also Ambassadors will, from 2017, be also provides a platform for reporting
produced and distributed a booklet addressing the learners of the schools inappropriate online content.
with information on all aspects of cyber
where the Foundation is rolling out This site formed part of the Online
safety: from how to update antivirus
its improved Connected Schools Child Safety Campaign, launched by
software, to guidelines on appropriate
programme – the ICT Schools Model. Minister for Women, Children and
interpersonal communications and
In addition to the continuous training People with Disabilities, Lulu Xingwana,
maintaining privacy.
of both learners and teachers, the as part of a campaign in schools and
The pilot Cyber Safety training workshop Model has been expanded to prioritise communities to train parents, teachers
took place at Ikateleng, an organisation connectivity, live virtual teaching and children on how to stay safe online.
founded by the North-West, University streaming, a streamlined learner Speaking at the launch, Xingwana said
and sponsored by the Telkom management system, and the provision that social networks were central to the
Foundation to assist high school learners of consumer electronic devices. The day-to-day lives of many young people,
with English, science and mathermatics. Model is being driven in partnership and it was important for parents to
Telkom’s Cyber Safety Ambassadors with the Gauteng Department of have regular, open discussions with
visited the winter school, hosted at the Education (GDE), and has been their children about their experiences
university’s Vaal campus, where they designed to align with the requirements on the internet. She encouraged
engaged nearly 300 grade 11 and 12 of the GDE. It will be piloted in five high parents to empower their children with
learners, in groups of between 15 and information about how they could use
schools in Tshwane West.
20 learners at a time. Telkom IT security technology responsibly and protect
experts were also on standby to handle themselves from possible harm.
A resource for keeping families
any questions beyond the scope of safe online
the volunteers.
The South African Government,
Upon completion of the workshop, Google South Africa and the UN
learners reported having learnt Children’s Fund (Unicef ) launched the

ISTOCK IMAGES | WUNDERVISUALS

4
TRENDS AND TOPICS
CHAPTER 4

Innovations in CSI
As a facilitator of multi-stakeholder conversations, Trialogue amasses a wealth
of expert insights into the CSI and development sectors. The following is
a selection of topics receiving increased attention, with commentary from
industry experts and insights drawn directly from Trialogue events, including
the annual CSI conference and quarterly CSI forums.
Creating shared value
M
ichael Porter first coined the phrase in 2011, in the Harvard Business Review,
defining shared value as corporate practices and policies that enhance
the competitiveness of the company, while simultaneously advancing
economic and social conditions in the communities in which the company
operates. He has since emphasised the necessity to reconceive the way that we do
business, so that companies do not only contribute to the development of society
through CSI projects, but through their core business, too.
Shared value requires a shift in ideology, away from pure profit-driven priorities,
towards acknowledgement of the interconnectedness and mutual dependence that
exists between shareholders, customers, suppliers, employees, and society at large. This
approach places greater emphasis on how all stakeholders can benefit from initiatives,
and how capitalist ventures that strengthen the economy can also strengthen the
social fabric and uplift society.
Key factors for fostering shared value include:
zzA sense of consciousness filtered through the company, starting at a leadership level
zzAn understanding, among various stakeholders, about the bigger picture purpose
FURTHER READING and collective passion that drives the company – beyond its business mandate
https://hbr.org/2011/01/the-big- and financial contributions
idea-creating-shared-value zzAn honest review of every aspect of the business, with consideration of how
http://sharedvalue.org/about- existing resources, such as money and people skills, can best be used to
shared-value
strengthen the communities in which the business operates. ■

Social enterprise
A
social enterprise is broadly understood as an organisation that seeks to address
social issues using sustainable business models; is involved in trading activities,
with profit always or mainly reinvested into the enterprise; converges social and
TRENDS AND TOPICS

profit missions to create social value; and is impact-, rather than profit-driven.
South Africa’s challenging socioeconomic context, coupled with reduced donor
funding, is a prime environment for non-profit organisations (NPO) to transform into
social enterprises to ensure their sustainability. However, since it is not possible to
commercialise all services, not all NPOs can be social enterprises.
Considered too high-risk, it can be difficult for these ventures to access bank loans.
Companies can promote social enterprise through for example, capital support and
facilitating entrance into the corporate supply chain. In South Africa, companies
have started supporting social enterprise mostly through competitions, awards and
workshops. An example of a competition is SAB Foundation’s Social Innovation Awards
that has invested in 63 social entrepreneurs to date, to the value of R17 million, leading
to a 61% increased turnover for award winners and a 62.5% increase in jobs.
Start-up capital
Start-up capital can be provided to new social enterprises, as well as to non-profits
that are transitioning towards social enterprise. The most suitable type of funding for
feasibility and start-up is grant funding, usually from CSI budgets. Corporates could also
explore how to use CSI budgets to support social enterprises via convertible grants.
Here, a company that has perhaps been working with a non-profit for some time gives
a grant that is designed specifically to support that non-profit to set up a sustainable
social enterprise. If that social enterprise reaches an agreed profit level, the grant is
converted either into a loan, or into equity (should the non-profit set up a for-profit arm
from which to run its social enterprise). This sort of capital enables a non-profit to work
out if its income-generating idea is viable at low risk, and at the same time enables
corporate donors to benefit, should the social enterprise be successful.
Scale and growth capital
When a social enterprise is at the scale and growth stage, corporate funding could
come in the form of a regular loan, soft loan or patient capital. Soft loans are provided
at zero or low interest rates, with favourable repayment terms. Patient capital consists
of long-term loans where repayment only kicks in after an agreed length of time, when
cash flow will make repayment possible. Both of these options enable corporates to get
more out of their CSI spend, as the money keeps circulating. There are intermediaries
that operate in the social enterprise space and act as conduits for Broad-Based Black
Economic Empowerment (BBBEE) and CSI spend, should this be required. South
African examples include Simanye and Social Investment Africa.
Partnerships
Companies can partner with social enterprises by providing the following types of
support from their BBBEE spend (among others):
zzSubsidising skills development programmes offered by social enterprises
zzProviding business development support, e.g. professional services via corporate
volunteer programmes
zzMaking donations in kind, including office space
zzFunding staff of social enterprises to attend recognised skills development
programmes
zzProviding enterprise development expenditure to subsidise entrepreneur support
activities provided by the social enterprise.
There are many ways to provide an integrated solution that draws from socioeconomic
development, skills development and/or economic development budgets to support
FURTHER READING
social enterprises. ■
http://trialogue.co.za/social-
Written in collaboration with Rachael Millson of the Social Enterprise Academy South Africa – enterprise-and-csi
www.socialenterprise.academy/za

Impact investing
I
mpact investing is defined by the Global Impact Investing Network (GIIN) as
investment made into companies, organisations and funds, with the intention
of generating social and environmental impact alongside a financial return. GIIN
CHAPTER 4
recently published a comprehensive map of the impact investing landscape in

East, West and Southern Africa, revealing that South Africa is the single-largest market
for impact capital in Southern Africa. Nearly three-quarters (74%) of all impact capital
disbursed in the region has been placed in South Africa, amounting to $4.9 billion,
excluding investments from local and international development finance institutions.
In comparison, the equivalent number for Kenya, East Africa’s impact investing
powerhouse, is $1.4 billion.
South Africa ripe for impact investing
South Africa is considered well suited for impact investing because of its sophisticated
financial infrastructure and strong private sector, coupled with an urgent need for
growth and infrastructure development. Impact investing may provide a mechanism
for South Africa to pursue some of its social objectives, related to, for instance, BBBEE,
job creation and land reform. However, strengthening the development of the local
impact investment industry will need a common language and metrics, as well as
stronger intermediation. The latter especially relates to match-making between
investors and enterprises, as well as investment readiness in order to develop high-
quality investment opportunities. Open Capital Advisors, I-DEV and Intellecap are East
African examples of service providers that operate on a fully market-competitive basis.
South Africa’s trailblazing investors and fund managers that have committed to
investing in companies that blend commercial and social viability include Futuregrowth,
Mergence Capital, Ashburton Investments, Goodwell Investments, Knife Capital and
Edge Growth. Some, such as Edge Growth, make strategic use of corporate funding
released as a result of compliance with the enterprise development section of the
BBBEE Codes, to invest in early stage enterprises focused on the creation of jobs, social
and environmental value. Others, such as Knife Capital, leverage investments from
high-net-worth individuals (HNWI) in order to pursue their mandate, while Mergence
specialises in South African equity funds, absolute return funds and socially responsible
impact funds. In 2010, Mergence launched its impact investment product offering
with its ESG Equity, High Impact Debt and SRI Funds. The High Impact Debt Fund is
recognised as a Global Impact Investing Rating System (GIIRS) Pioneer Fund.
Funding impact investments
Impact investing offers an opportunity for CSI to seed initiatives such as community
investments in infrastructure or impact funds focused on social enterprises. These
social enterprises could be the likes of Nomanini – a South African-based payments
platform that enables transactions in the cash-based informal retail sector. Other
examples include AllLife Insurance and Zoona. More mature businesses are benefiting,
too, both in the for-profit, as well as the non-profit space. Examples of these include
TUHF, the Kuyasa Fund and CareCross (recently acquired by MMI).
Impact investing is practised by various types of capital providers; from early stage
seed funders providing high-risk capital over the long term, to investors expecting
more market-rate returns over a shorter term. Increasingly, these investors come in at
different stages and complement each other in setting up funds, as well as structuring
deals. CSI could provide catalytic capital through, for instance, grant funding, interest-
free loans, convertible grants, technical assistance or first-loss capital. By providing this
FURTHER READING catalytic capital, CSI can help attract more private sector capital to impact investing in
South Africa and ultimately grow the sector. It also offers CSI providers the opportunity
http://trialogue.co.za/impact-
investing-south-africa-future-holds to develop strong partnerships with their investees. ■
https://thegiin.org/impact-investing By Tine Fisker Henriksen of the Bertha Centre for Social Innovation and Entrepreneurship –
www.gsb.uct.ac.za

Evaluating social return on investment
D
evelopment practitioners are coming to understand that tracking and,
importantly, understanding the impact of their activities is crucial to secure
sustained support for their projects. But more than a tool for public relations
TRENDS AND TOPICS

or a response to donor requirements, monitoring and evaluation (M&E) is also
a key intervention for building a stronger organisation.
Social Return on Investment (SROI) is one approach to monitoring and evaluation,
which is receiving growing attention. It focuses on understanding whether a
company’s CSI project or programme is creating value, and how that value can be
quantified. While not a precise science, the monetisation of the value created by a

CSI project or programme can be used to communicate the project’s ‘return’ and to
motivate for the maintenance or expansion of that project or programme.
The number that emerges from the SROI process can also be used to attract valuable
partners. For example, if a company can show how much money its CSI initiative is
helping to save government, government may be more inclined to invest in that
project.
While this method can be used to calculate how much value a programme has
generated, such value should not be compared with other projects or programmes
as the variables used are too project-specific and typically rely on a number of
assumptions. However, year-on-year progress can be highlighted to showcase the
programme’s improvement. If companies were transparent and shared proxies and
assumptions at an industry level, it could also assist with benchmarking and inspire
increased impact-oriented CSI strategies.
Alex Lemille of Wizeimpact believes that SROI can have a significant impact in
the mining sector, which is mandated to contribute to social development in the
communities in which mining takes place. He estimates that more than 500 people
working in corporate social development have been exposed to the principles and
methods of SROI. However, he estimates that just five official and 25 smaller, unofficial
SROI reports have been produced in South Africa to date.
Lemille accounts for this slow uptake as follows:
zzSROI is seen as a lengthy process. Too often companies do not set aside budget or
time to assess their impact. While an initial SROI process can be time-consuming,
subsequent measurements can go smoothly if integrated into project planning
and processes.
zzSROI requires stakeholders to confirm that an impact has occurred, and to
determine whether it has been positive or negative. This need for critical
evaluation and transparency may be viewed as a deterrent for some companies,
particularly when it comes to reporting back to stakeholders. Lemille advises that
companies’ acknowledgment of shortcomings and commitment to remediation
can go a long way in earning stakeholder trust and continued support.
zzIt is often argued that social impact cannot be monetised. However, Lemille says
that SROI methodology and principles are clear, providing the backbone for FURTHER READING
a stringent and transparent process. For instance, when there is a risk of over-
http://trialogue.co.za/sound-
claiming impact, the monetised value must depreciate. Value is determined based monitoring-evaluation-builds-
on the returns that stakeholders have experienced through a company’s project, a strong-organisation
government service or an NPO programme. ■ http://betterevaluation.org/en/
approach/SROI
Written in collaboration with Alex Lemille of Wizeimpact – www.wizeimpact.com

FROM CLASSROOM TO
BOARDROOM… AND BEYOND
“We all have a role to play in creating and contributing
to the country we believe in. I believe everybody has the
capability to collaborate and join hands to bring about
meaningful change.” – Cyril Ramaphosa
The Cyril Ramaphosa Foundation is an independent non-profit organisation

that improves lives and creates opportunities through education and
enterprise development.
Formerly known as Shanduka Foundation, it remains a partner of choice for
social change through Adopt-a-School Foundation, Kagiso Shanduka Trust,
Cyril Ramaphosa Education Trust and Shanduka Black Umbrellas.
Adopt-a-School Foundation and Kagiso Shanduka Trust, through their Whole
School Development model, fill an important gap in the provision of quality
education. Both entities mobilise government, companies and individuals to
support the creation and enhancement of a conducive learning and teaching
environment in disadvantaged schools.
The Cyril Ramaphosa Education Trust provides bursaries and support towards
tertiary studies for disadvantaged students, while providing young adults with
opportunities to gain essential work experience.
Shanduka Black Umbrellas works with partners in the private sector,
government and civil society to develop 100% black owned businesses to a
level where they can gain meaningful access to markets, finance and networks.
It also offers holistic procurement and supplier development solutions to
corporates.
Over the 12 years of its existence, first as Shanduka Foundation and now as the
Cyril Ramaphosa Foundation, it has had a meaningful impact on economic and
social development in South Africa.
Thanks to the ongoing support of many partners in business, government and
civil society, Cyril Ramaphosa Foundation is making a significant impact in the
lives of many South Africans.
CONTACT CYRIL RAMAPHOSA FOUNDATION:

Tel: 011 592 6560 Email: info@cyrilramaphosa.org
www.cyrilramaphosafoundation.org
Cyril Ramaphosa Foundation @CyrilFoundation
FOUNDATION
OVER R200 MILLION INVESTED OVER 12 YEARS
204 400
SCHOOLS NEW FACILITIES
ADOPTED F O U N D AT I O N CONSTRUCTED
534 649 26 559

LEARNERS LEARNERS
IMPACTED 1 151 6 613 UNDERWENT
SMMES JOBS EYESIGHT TESTING
BENEFITED CREATED
410 121
SCHOOLS NEW FACILITIES
ADOPTED CONSTRUCTED
262 250 21 260

LEARNERS LEARNERS UNDERWENT
IMPACTED 124 1 075 EYESIGHT TESTING
SMMES JOBS
BENEFITED CREATED
111 EDUCATION TRUST 76

STUDENTS WORKING
ASSISTED OPPORTUNITIES
PROVIDED
900+ 6 783
TOTAL BUSINESSES BUSINESSES ON
INCUBATED 6 118 1 051 SHANDUKA BLACK
TEMPORARY JOBS PERMANENT JOBS PAGES
CREATED CREATED *Up to August 2016
Social impact bonds
A
well-established model in the USA and UK but relatively new to South Africa,
social impact bonds fund the outcomes, rather than activities, of a project.
The donor identifies a set of outcomes that they are willing to pay for; job
CHAPTER 4
placement of an unemployed youth, for example. A results-based contract is

then set up with a service provider who is paid based on the achievements of these
outcomes. Impact investors provide funding in the interim and are refunded once
successful outcomes are verified.
Local implementation
The first three social impact bonds in the developing world were launched in South
Africa this year. The Department of Health and Discovery Trust will be paying up to
R18 million, over three years, to organisations working with pregnant women and children
up to two years old. The aim is to improve the health, nutrition and developmental
outcomes of these children in this crucial stage of their lives. The Department of Social
Development (DSD) and a charitable trust will be paying up to R30 million, over three
years, to two organisations responsible for providing non-centre-based care to children
between the ages of three and five. The DSD hopes to identify a successful playgroup
model and funding strategy in order to strengthen this area of service provision
in future.
The City of Cape Town is also expected to launch a request for quotations in the
last quarter of 2016, which will reward service providers that can demonstrate their
ability to sustainably match young people with training or employment placements.
See Innovative funding in development Payment will be made when these placements are sustained for a period of time.
on page 128 The Department of Higher Education and Training is interested in how this tool of
outcomes-based contracting can be used to improve graduation rates at universities.
The Bertha Centre is working with the ministerial task team responsible for the student
financial aid scheme, to identify the opportunities it may present. ■
By Dr Susan de Witt of the Bertha Centre for Social Innovation and Entrepreneurship – www.gsb.uct.ac.za
Delivering a richer learning experience through ICT
I
n the ongoing effort to address challenges in the South African education system,
information and communication technology (ICT) has often been tagged as a
panacea. However, experts agree that while ICT has the potential to significantly
enhance learning, an understanding of the learning context and teaching
pedagogy are essential for a well-rounded and successful digital learning experience.
In order for ICT to make a meaningful difference to the quality of education, the
following points need to be considered:
zzThe user-friendliness of the technological device
zzHow well content is tailored for technological devices, and whether the delivery of
content is enhanced through ICT
zzThe reliability and quality of the hardware and software, ensuring that it is
relatively up-to-date
zzThe availability of maintenance and support services
zzThe affordability and reliability of internet connectivity.
While it can be easy to get learners excited about using technology, teachers play a
crucial role in how ICT is integrated into classroom learning and emphasis should, as a
result, be placed on teacher training.
Common practice in the financial services sector in South Africa leans towards software
development of maths and science teaching tools. In addition to providing connectivity
FURTHER READING
in line with regulatory requirements, telecommunications companies tend to invest in
http://www.unesco.org/new/en/ software development, as well as infrastructure and training. Technology companies,
unesco/themes/icts
expectedly, invest in this space as part of their normal business practice, selling
http://trialogue.co.za/delivering-
richer-learning-experience-ict hardware and educational software (often adapted for the South African context) to
schools at discounted rates. ■

Collaboration in education
D
espite receiving considerable government and corporate investment,
education remains one of the most challenging sectors in which to affect
systemic and sustained development in South Africa. The magnitude
TRENDS AND TOPICS

of the problem underpins the need for a solution that is inclusive of
various stakeholders, including government, civil society, donors, academics, learners,
educators and parents. When stakeholders with diverse insights and expertise come
together to address a common goal, new momentum and best practices can be
established.
The National Education Collaboration Trust was set up to promote a collaboration
between key players in education. CEO Godwin Khosa says that collaboration needs to
go beyond resources, to the very centre of the theory of change. “What we need are
disruptors in the education space. Education interventions tend to be supply driven.
We need to stir up the demand side of things. I’d like to see small groups of teachers
getting together, driving innovation,” says Khosa.
There is also a growing call for funders to support collaboration, rather than counter-
productive competition, among NPOs working in the sector.
A broad framework for donor collaboration
BRIDGE, a non-profit organisation that drives collaboration and cooperation among
educational stakeholders, and the Zenex Foundation, a key funder, have created a
See The art of collaboration
framework for effective collaboration among South African grantmakers and social on page 126
investors. This framework sets out guidelines for effective collaboration and provides
practical suggestions for initiating it. Case studies are used to illustrate different
approaches to collaboration. ■
R COLLAB
F DONO OR
S O AT
PE IO
Y NETWORKING N
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ATIN INA
PER TIN
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INF
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LINK
FURTHER READING
http://trialogue.co.za/art-
collaboration-education
http://bit.ly/DonorCollab
Written in collaboration with Barbara Dale-Jones, former CEO of BRIDGE – www.bridge.co.za

How employee community involvement can
enhance CSI
C
harities Aid Foundation Southern Africa (CAFSA) defines employee community
involvement (ECI) as a “freely-given contribution of employee time, skills and
CHAPTER 4
energy for the benefit of society”. According to CAFSA, for companies to

support staff volunteering initiatives, ECI should be based on a clear policy and
should be planned in accordance with the expressed needs of the host organisation
or beneficiaries. This form of volunteering should result in benefits for the employer,
community and the volunteers themselves.
When offering volunteer initiatives, companies should consider applying skills relevant
to their business (pro bono services) and should explore ways to provide interventions
that are most needed and valuable to beneficiaries. For example, lawyers can provide
their legal expertise to assist communities for free.
“Corporate volunteer programmes face a number of challenges, not least the
economic downturn and the ever-changing nature of business, resulting in leadership
restructuring. Thinking out of the box to keep employees motivated in tough
economic times, and building the programme’s business case to ensure its rightful
place on the boardroom agenda, is key for programmes to be successful,” says Desiree
Storey, manager of the FirstRand Volunteers Programme.
Storey emphasises the need for companies to obtain feedback from employees, as well
as from the NPOs that are being supported, after each volunteer activity. “Tracking and
measuring the benefits of employee volunteering for the business, the volunteer and
the organisation supported is key to the success of these programmes. All feedback,
negative and positive, must inform the employee-volunteering strategy moving
forward,” she says.
Furthermore, Storey advises that providing volunteers with the necessary support,
FURTHER READING by running employee-volunteer training workshops for those who are especially
http://bit.ly/2dUGANc passionate is important if companies want to grow participation and create a culture
http://trialogue.co.za/csi-forum- of giving back. “South Africans are givers – just provide them with the ‘who’ and ‘how’
employee-volunteerism to support, and they will embrace the opportunity. All corporates should acknowledge
and recognise all forms of active citizenship,” adds Storey. ■
The role of CSI in the Renewable Energy

Independent Power Producer Procurement
Programme
S
outh Africa has set a target of 17 800 megawatts (MW) of electricity from
renewable sources by 2030. This is the equivalent of almost four Medupi-sized
coal-fired power stations. The Renewable Energy Independent Power Producer
Procurement Programme (REIPPPP) is a licensing programme intended to
encourage and enable foreign and private sector investment to provide power from
renewable sources such as wind, solar energy and biomass, among others. REIPPPP is
being rolled out through a set of bidding rounds as part of a phased approach.
Part of the evaluation criteria for bidders is the inclusion of enterprise development (ED)
and socioeconomic development (SED) programmes, funded through a committed
percentage allocation from the successful bidders’ total project revenue spread over 20
years of operations. The benefits are applied to local communities within a 50-kilometre
radius of individual power projects. What these requirements do mean is that there is
significant funding available to implement projects that will benefit communities
across the country and in support of a wide spectrum of development opportunities.
Funding spend does have to meet a strict set of timing and reporting requirements.
There are various mechanisms for providing benefits to the communities that include
sharing ownership with an entity representing the local communities and the initiation
of various ED and SED projects. Community trusts are a popular vehicle in response

to the requirement of ownership sharing. Associated trust income becomes available
over time, depending on the project finance structure; in some cases significant cash
flows only commence after seven or more years of operation.
As part of the ongoing process of evaluation and support, a series of roundtable
TRENDS AND TOPICS

sessions is being held by SAWEA (the South African Wind Energy Association) in
collaboration with SAPVIA (the South African Photovoltaic Industry Association) and
corporate members of the associations.
Key lessons from SAWEA and SAPVIA workshops
zzWhile community trusts are the favoured entities for receiving and managing the
funds allocated directly to communities (as one of the mechanisms for meeting
the local ownership requirement), the establishment and management of these
trusts requires careful planning, including identification of suitable trustees who
are respected and accepted by the various stakeholder groupings. Training of
trustees is an essential part of this process.
DEBBIE SNOEK
zzThe term ‘community’ is often used as a geographic descriptor while, in reality,
differing situations or contexts will give rise to different communities.
zzThere is a very real possibility of duplication of effort and the creation of confusion
as to appropriate ED and SED interventions. This results, in part, from the need to
meet the ED or SED spend deadlines in terms of the licensing agreements, as well
as from the competitive nature of the procurement programme which does not
incentivise collaborative efforts.
zzThere is, however, a strong argument for collaboration once projects have been
awarded and implementation commences. Thus, companies increasingly explore
potential synergies of their community development efforts as well as with other
initiatives and, in particular, the formalised planning structures at the local and
regional levels.
zzLocal and provincial authorities are required by legislation to prepare a Spatial
Development Framework, an Integrated Development Plan and a Local Economic
Development Strategy, which should form part of the contextual analysis that any
responsible community development approach takes.
It is recognised that further work needs to be done in supporting and guiding the
approach and it is hoped that the good work being done through the roundtables
and workshops will lead to a legacy for communities of long-term empowerment and
enablement.
It must also be recognised that, while the young and emerging renewable energy
industry will take time to understand the local context and develop a collaborative
approach, there are many opportunities to initiate interventions in the short term.
Some of these will be in the education and community health sectors for example.
REIPPPP provides a really exciting opportunity for a collaborative approach to CSI
projects to effect both focused and systemic change in many of the underserved
areas of South Africa. The opportunities for collaboration extend beyond just those
organisations directly involved and include local authorities and government, other
CSI-driven initiatives, and academia. A major benefit of such collaboration could be the
development of effective monitoring and evaluation approaches that provide learning FURTHER READING
for all involved in REIPPPP. ■ http://www.sawea.org.za
By Gordon Laing of SEE Sustainability and Holle Wlokas of Energy Research Centre at UCT and the http://www.sapvia.co.za
Transformation Energy Trust

FirstRand Foundation A rigorous due diligence process,
based on best practice methodology,
Increasing inequality is a global challenge, but South ensures each potential CSI partner
Africa’s history and context demands a unique approach runs well-managed projects
with effective, evidence-based
to the upliftment and empowerment of disadvantaged
measurement frameworks and
people. Corporate social investment (CSI) plays an processes. This ensures that our
increasingly important role in addressing society’s CSI partnerships are sustainable.
challenges, and its focus is shifting beyond the remit Continuous monitoring and
evaluation contributes to expanding
of charitable donations. Corporates are becoming ever
the Foundation’s own knowledge
more conscious that, in order to be most effective, their base, enabling us to adopt and spread
CSI strategies need to offer systemic and sustainable best practice in social development.
development solutions to communities in need. Increasing impact through
employee volunteerism
About the FirstRand Foundation CSI that works: building FirstRand encourages the personal
sustainable relationships involvement of the employees
The FirstRand Foundation is a leader of the FirstRand Group in the
in CSI in the financial services sector. The Foundation involves itself in CSI communities we support, through
It is one of the largest corporate programmes that are both strategic our staff volunteer programme. The
donors in South Africa, having and measurable, so that its social programme sources viable non-profit
invested more than R1 billion in CSI investments are approached with organisations and schools to which
projects since 1998. The Foundation the same rigour as the company’s employees are encouraged to donate
embodies the belief of the FirstRand core business. We place an emphasis their time, as well as money and
Group that corporations have a on CSI that works, and experience goods. Through this, many commit
responsibility – beyond creating jobs has shown us that the most real and to long-term personal involvement
and paying taxes – to contribute to measurable social impact is achieved with these projects, often through
the social and economic upliftment through long-term, structured, skills-based volunteering. In addition,
meaningful CSI relationships. The through this programme, FirstRand
of all South Africans.
FirstRand Foundation collaborates matches employees’ own donations
In the year ending June 2016, the with beneficiary organisations that of time and money to registered
Foundation spent R171 million both serve a specific development organisations of their choice,
on social causes within its four need and operate sustainable, R1 for R1. Since its launch in 2003, the
mandated focus areas. efficient programmes. employee volunteer programme has
mobilised over R45 million towards
worthy causes.
TOTAL CSI SPEND Corporates have tangible potential
to enrich and uplift the lives of
Cross-cutting, emergency millions of people. Effective CSI
and discretionary generates opportunities, transforms
communities and creates shared
value for business and society. We
Thought Leadership
and Innovation 9% believe that the success of the nation
depends upon the contribution
8% of all members of society, and the
Education FirstRand Foundation is committed to
40% playing its part in the development of
a better South Africa.
27% Beth van Heerden
Social
Development CSI Executive – FirstRand Limited
16%
Health
Total R171 million

2
Communicating CSI
I
t can be challenging to find the right balance when communicating CSI. While
it has been argued that CSI should not be used as a public relations tool, it is
necessary for companies to communicate their efforts in social development,
CHAPTER 4
particularly with relevant stakeholders, to ensure accountability.

The more a company understands, values and integrates its CSI into its business, the
more effectively it can communicate its CSI initiatives.
A hierarchy of CSI communications

Trialogue’s hierarchy of CSI communications identifies the various levels of motivation
that a company could have for communicating its CSI.
The most basic motivation – for PR and brand exposure – is widely used because
of its seemingly obvious business sense. Companies must, however, be careful
not to overstate the impact that their efforts are having, as this could compromise
relationships with beneficiaries.
CSI reporting to fulfil licence to operate obligations is a good stepping stone for further
reflection and refinement of a company’s approach to its CSI initiatives.
When these CSI reports are integrated into more holistic communications strategies,
important information can be shared with key stakeholders, internally – staff and
executive management; and externally – non-profit organisations, government and
business partners.
When information is adapted for the company’s various public communication platforms,
this demonstrates to stakeholders that the CSI programme is professionally managed
and highlights ways in which the various stakeholders can engage with the programme.
Importantly, reporting injects an element of outcomes-based thinking into the
management of the programme.
The peak of the pyramid – communication embedded into a company’s brand – is the
ideal approach. Also, when companies are willing to share their insight and lessons in
development, this contributes not only to deeper reflection of their own efforts, but to
developing the CSI and social development sectors more broadly. ■
Embedded
in brand
Integrated and
adapted
for company's
communication platforms
Stand-alone holistic
communications strategy and outputs
Targeted communications to fulfill licence to

operate obligations
Communications motivated only by PR and brand exposure

With the Edgars UNiTE Orange Day Campaign, Edcon
has proved that fashion is far more than a feel-good;
it can be a critical tool to empower women.
TraNsfOrmaTiON ThrOUgh DEsigN,

iNNOvaTiON aND PrODUCT DEvElOPmENT
T
he Edgars UNiTE Orange Day Campaign has seen women Participants were also given an insight into the workings of the
who were previously victims of gender based violence fashion industry by visiting Edcon’s Quality Assurance Facilities
given a new lease on life by teaching them invaluable and attending presentations by the retailer’s buyers, suppliers and
design skills; skills which can be used to foster financial merchants, who provided valuable insights into design and trends.
independence and set them free from their painful pasts.
The campaign was launched in partnership with the Gauteng

Department of Social Development and the Department of The programme culminated in the showcasing
Community Safety; the UN Entity for Gender Equality and of the women’s designs
Empowerment of Women; Gauteng Fashion Council and five months later. All of
SA Fashion Council. the shelters were gifted
with an industrial
A response to the United Nation’s UNiTE Campaign to End sewing machine, an
Violence Against Women and Girls, the campaign was set overlocker, an extend-
in motion on 25 November 2015; an auspicious date for able fit dummy and
several reasons. For a start, the United Nations has made a cutting table, as
a plea for the 25th of every month to be recognised as a well as a three month
day of action by activists, UN partners and governments, so course from SEWAFRICA
that gender based violence remains at the top of our agendas. (funded by Edcon)
Secondly, the day sees the kick-off of the annual 16 Days of and an opportu-
Activism, which runs until 10 December. Why orange? Because it nity to take part in a
is a warm colour, symbolic of joy. skills training and job
placement exchange
Joy is certainly an emotion that prevailed amongst the 43 women programme hosted by Edcon. Added to this, the group
selected by the Gauteng Department of Social Development to whose designs were judged the best were award-
take part in Edgars’ project. The women were living at shelters in ed a three-month apprenticeship with designers
Gauteng, and each had been a victim of violence. from the Gauteng Fashion Council and the opportunity to attend
SEA Africa’s Global Entrepreneurship Congress 2017.
At the outset of the campaign, the women were divided into
groups and invited to design their own fashion creations. These
were then examined and evaluated by leading South African
fashion designers, including Vanya Mangaliso of Sun Goddess, JJ Edgars UNiTE Orange Day Campaign was significant for
Schoeman and Lesego Malatsi. several reasons: not only has Edgars had a chance to
contribute to local innovation, design and product
This group of talented fashionistas went on to become mentors development but – more importantly – it has equipped
for the women when they attended a four-hour skills development these women with knowledge and skills that empower
workshop on 25 January. Here, they received further feedback on them and make them more employable, helping them become
their design thinking. They also embarked upon a design challenge, active members of the South African economy and earning their
which gave them a chance to flex their skills and cultivate new financial independence.
ones as they designed homeware and garments using materials
donated by Edgars. The aim of this task was not only to help the The campaign has recently launched in Tongaat KwaZulu- Natal,
women to put into practice all that they had learnt, but also to and will launch in the Western Cape during 16 Days of Activism
provide healing give them a chance to express their creativity. against women and child abuse.
To find out more about the Edgars UNiTE Orange Day

#Breakthesilence Campaign, contact Mercia Maserumule, Edcon CSI &
Sustainability Executive on mmaserumule@edcon.co.za
THE ART OF COLLABORATION
Why is collaboration important? What is the difference between healthy
VIEWPOINT
In South Africa – and globally – in and counter-productive competition in

the non-profit sector, there is a lot of development?
replication because the various non- Competition is not necessarily bad as
profits and their stakeholders work in it can help drive things. The important
silos, so there are many isolated pockets thing is that the overall goal should be
of successful practice. The problem is that the same; then competitive entities can
these pockets don’t translate into systems feel they are able to work with common
impact because, working in their separate
purpose. But this requires the surfacing
ways, they are not maximising the
of competitive dynamics, and the
possible impact that they could have.
development of common peer support in
Collaboration means that duplication pursuit of the intended shared outcome.
is avoided, resources and reach are
maximised and knowledge is shared. How should collaboration be managed
and funded?
What are the cornerstones of effective
Barbara Dale-Jones collaboration and how does it differ from Collaboration should be considered
is the former CEO of a funding partnership? during funders’ strategic planning. It
BRIDGE, a non-profit Trust is the cornerstone of collaboration. can’t be an afterthought; it should be a
The building of relationships, and strategic goal. That’s how I would design
organisation that
collaboration based on those the system; donors insist on and pay for
facilitates linkages
relationships, is based on trust. It’s seen collaboration, knowledge sharing and for
between various as a soft thing, but the soft things are the organisations that drive those kinds
stakeholders in the actually the hard things to do. of relationships.
education sector.
Another requirement is sharing knowledge. If I were in the funding environment, I
Her key interest is in If, through collaboration, you learn and gain would make a complete commitment
developing knowledge more knowledge and are able to exchange to the idea that knowledge sharing is
management it, it’s a very powerful component of the part of the deal. I would vote for a radical
approaches to inform collaborative relationship. It is also a strong
breaking open of all restrictions and
school improvement pull factor that will draw you into the
proprieties around knowledge. Then you
practices. Here she collaboration space.
could have healthy competition, done in a
speaks about the value Networking helps as well as does a deliberately open way and contributing to
of collaboration. common vision or a shared goal. You can a creative commons.
have an overall motivation, such as driving
an improvement in education, but if you How can participation in collaboration be
can drill down into a specific common encouraged?
purpose such as ‘we want to maximise our
investment in learner support at grades 8 By demonstrating how collaborative work
to 10’, it can become a joint goal. can achieve things that individual work
just can’t. For example, one of BRIDGE’s
How can companies identify potential communities of practice is the South
civil society and corporate partners? African Extraordinary Schools Coalition: a
Identifying other organisations that have group of 26 schools which provide high-
the same goal as you is one way of doing quality, low-cost learning. They were all
it. Another is working with networking successful schools already, but when they
organisations like BRIDGE to find other started collaborating, they achieved things
players in the space. not possible on their own. For instance,
Having established that they have the they created a very impactful school peer
same goal, you should then proceed with review process among themselves.
carefully facilitated engagement. It’s not
Often people get put off, thinking that
enough to say, “Okay, let’s collaborate.”
the contracts and governance of working
Without facilitation, it’s very hard to make
it work. Through writing up case studies together are all too complex, but it’s
on existing donor collaborations in South important to understand that there
Barbara Dale-Jones Africa, we learnt the importance of the are different levels of collaboration. For
082 902 4488 part at the beginning – establishing the example, you can just meet periodically to
barbara.dalejones@gmail.com relationship and developing the shared share knowledge, without any fees. It can
mission. be very light and easy to manage. ■

Lessons from 20 years of working with teachers
Reflections by the Zenex

Foundation
The Zenex Foundation standardised treatment programmes conceptual competencies is a
is an independent, non- than those where several service cumulative and hierarchical process;
governmental donor agency providers provide their own therefore, the programme should
with a dedicated focus on programmes. support teachers to explicitly
enhancing the quality of 4. Programmes that combine teacher
address the learning deficits
mathematics, science and training and mentoring with a
that accumulate as a result of
language education in South structured instructional programme
incomplete curriculum coverage
African schools, with an overall and classroom resources are more
from one year to the next. If
objective of improvement effective, even over very short
this is not achieved, programme
in learner performance. The periods, in improving learner
outcomes are significantly affected
Foundation combines its efforts performance than programmes
by the inability of learners to deal
in smaller scale innovations which include only one or neither of
with content that is many grade
with larger scale systemic these features.
levels below their actual,
efforts to transform education as opposed to presumed,
delivery and outcomes. All of 5. The content of programmes should competency levels.
its work is underpinned by be carefully considered with explicit
These learnings are based on a
evidence through research theories of change. Lessons suggest
cumulative body of evaluation research
and evaluations. that programmes should:
over 20 years, and make a substantial
• Combine content and pedagogical contribution to understanding and
The Foundation has gained extensive know-how through a rigorous and undertaking educational development.
experience working across the schooling systematic design, underpinned by These findings also provide the basis
sector. This includes interventions explicit theoretical and practice- of increasingly reliable and detailed
aimed at learners’ performance, teacher based research. specifications for programme design,
pre-service provision, teacher in-service planning and delivery.
development, supporting school and • Be simple for teachers to
district leadership, and making policy implement in contexts where
proposals. they are already under enormous
pressure. Initiatives should be
Here are the key lessons of working with as closely aligned as possible
the teacher in-service. with the routine and formal job
1. Work with a critical mass of teachers responsibilities of teachers.
in each school, phase, subject and • Take cognisance of the fact that
geographic area. Systemic change it takes time to change teaching
is difficult when individual teachers knowledge and practice. It is better
who are trained are isolated within to cover fewer critical content areas
schools. in greater depth than to cover too
2. Select teachers in schools that much, less effectively.
are functional. There is sufficient • Focus on those elements of the
evidence that pre-existing school curriculum that present learners
functionality is a significant, even with the greatest difficulty. For
determining, variable in terms of the example, the numbers, operations
reception, uptake, outcomes and and relationships components
impacts of initiatives. Curriculum of the mathematics curriculum
management is a critical, central that provide the foundation
element of school functionality. for all complex mathematical
3. Evidence shows that it is much understanding and reasoning.
easier to manage the delivery, • Take into account that the
coherence, quality and evaluation of acquisition of cognitive and
Tel: +27 11 481 7820/1/2 | E-mail: info@zenexfoundation.org.za | www.zenexfoundation.org.za

INNOVATIVE FUNDING IN DEVELOPMENT
Other than traditional grants, what are organisations afloat. Combining aligned
VIEWPOINT
some innovative funding models that public and private finances makes sense
could be considered for development? for the sector using something like a
The way that I think about grant funding, challenge fund or impact bond.
coming from the philanthropic space,
There are 60 impact bonds that have been
is that in the big scheme of things it’s
launched around the world, raising a total
a relatively small amount, even with
of $216 million social investment capital
the BBBEE component, compared to
and reaching almost 90 000 people. These
how much money government puts
align public and private sector capital
into environmental and social projects.
against a set of outcomes.
For this reason, I believe it’s important
for grantmakers to use their money as Corporate finances are governed by the
catalytically as possible. By this I mean that BBBEE Codes. As such, they have a mix
they should use part of their grant funding of risk capital to invest into enterprises
to attract more money into development preferably in their own supply chains. An
or to increase the effectiveness and example of an enterprise development
impact of existing programmes or fund that has been designed to draw on
Dr Susan de Witt is the approaches to problems. different types of capital is the Vumela
programme coordinator ESD Fund. This R186-million Social Venture
For instance, one of the key areas
for innovative finance we focus on at the Bertha Centre is
Capital Fund has attracted predominantly
at the Bertha Centre for corporate investors with The Jobs Fund
impact investment. This is investment
contributing a significant amount to drive
Social Innovation and finance with clearly identifiable social
job creation. Some SMEs require grant
Entrepreneurship, the or environmental impact. One could
funding for incubation or acceleration,
first academic centre use grant capital to attract money not
while others require patient loans at early
usually spent on traditional investment
in Africa dedicated growth stage, for example.
funding. This could be done by de-risking
to advancing social investments; taking a subordinate Social enterprise and social impact
innovation and position in a loan and providing a first- bonds are buzz terms at the moment.
entrepreneurship. She loss guarantee. Or companies could How are these likely to shake up the
discusses some of the provide technical business development non-profit sector?
innovative models assistance to small- and medium-sized Social enterprise, although a relatively
enterprises (SME), to make it work. new concept in South Africa, is a sector
that her organisation
investigates and the What we want is to crowd in traditional that is starting to see growth in other
investors – banks, pension funds, retail parts of the world. A social enterprise
potential impact that is an organisation that has a particular
investors – to fund projects with social or
this could have on environmental outcomes. The overarching social or environmental impact focus
corporate philanthropy. theme is of catalytic capital. and applies market principles to sustain
that work. Some countries have created
Should corporates or non-profit a bespoke corporate form for social
organisations be responsible for driving enterprise, although locally you will find
blended finance models? traditionally incorporated companies and
Different people understand the term NGOs working in this space. For example,
‘blended finance’ differently. Some if NGOs want to start income-generating
consider it to be a mixture of public and activity, they will often set up a for-profit
private capital. Others use the term to company with a mission-related lock, next
describe a mix of different types of risk to their non-profit structure.
capital, be it grant, loan or equity. In this time of fiscal austerity, it is
Either way, both the supply and demand becoming more and more necessary for
side can be responsible for advocating NGOs to think about generating income
for these models. The reality is that non- in order to survive. They are being forced
profits are seldom equipped to drive the to adapt out of necessity. Because social
Dr Susan de Witt creation of such instruments and thus enterprises are inherently sustainable,
Programme coordinator they may prove to be more resilient than
the impetus should be coming from
Innovative Finance, Bertha
Centre for Social Innovation capital providers. It is certainly clear that traditional grant-reliant NGOs. ■
and Entrepreneurship the way that non-profits currently raise
Graduate School of Business, funding through the public and private
University of Cape Town
083 225 1866 sector is extremely inefficient, with
021 406 1033 contracts running from year to year and
susandew@gsb.uct.ac.za multiple income streams required to keep

EQUIPPING THE CAPE’S KIDS WITH EQUAL
OPPORTUNITY: NEARLY 100 YEARS TO GO
The Archway Foundation makes a dent in school hall giant shortfall
Nearly 80 school halls will have current cost, can’t be adjusted until
been completed at the end of the more private sector donors start to share
2017 financial year by the Archway the motivation and funding to provide
Foundation, which was established the halls.
11 years ago to alleviate the chronic In the 11 years of its existence, the
shortage of these essential facilities for Archway has been virtually a lone
under-resourced schools in the Western corporate force working to equalise the
Cape. The halls currently represent a opportunities for the remaining one
total cost of over R300 million. million children who are disadvantaged
Founded by Garden Cities, the province’s by the lack of a school hall.
oldest and biggest residential developer The unanimous opinion of educators,
which celebrates its centenary in 2019, that school halls are essential in
the Archway has steadily been making education still has to be shared by
headway with lowering the number of a wider population of business and John Matthews, CEO of Garden Cities
halls needed - which amounted to 700 government that have the resources
when it started. to quickly change the bleak education
Now, the first 100 halls are in sight. landscape, to include the sturdy whatsoever that our children shouldn’t
By the middle of 2017, another 10 will outline of big, well equipped halls on have the best education the world can
have been built for schools that cover public schoolyards. offer. It’s all in the will of the people
the broad landscape of the province, More recently, the Archway has also who have the power to create the
from the Cape West Coast to as far been partnering the University of change. You can’t sit and wait for good
afield as George, and even Touws River, the Western Cape to provide science things to happen.’
De Doorns and Oudtshoorn in the laboratories for schools in need in the Matthews asks the heads of other
Karoo. The majority of the halls so far province, and so far it has collaborated Western Cape and national business
have been built on the Cape Flats on 32 of these projects. The labs are to collaborate with the Archway
where, historically, schools have been provided complete with the entire Foundation. The upside, he says, is the
disadvantaged and in many cases infrastructure that includes hardware, assurance that the halls are built to a
remain so. equipment and chemicals, as well as the very high standard and all the donated
Nowadays, the halls cost around training of teachers in their use. funds go into the hall. He can be reached
R6 million each, nearly 60% more than The Archway’s efforts result largely from on 021 558 7181
when the programme started, and of the personal experience of Garden Cities’
the total R58.8million spent in 2015/6, CEO John Matthews, who says, ‘I knew,
the Archway has provided R30 million. first hand, what it was like to go to a
While currently, the Western Cape school that lacked all the things that
Education Department partners Garden teachers then, and particularly now,
Cities with financial input, in the past, consider absolutely essential to a holistic
the Foundation has borne the full cost of education. The things we didn’t have,
the halls. There have been collaborations like the halls – which too many kids in
with other corporates but many more the Western Cape still today don’t have
are needed to make a meaningful – are not add-ons or luxuries. Without
change in the medium term. them, it will be an ongoing struggle to
The estimate of nearly a century to achieve world-level education standards.
redress the shortfall, at a R3 billion ‘And there’s actually no reason GARDEN CITIES
Giving around
the globe
CHAPTER 4
CECP (Committee Encouraging Corporate Philanthropy), a non-profit

organisation founded in 1999 to support companies’ individual societal
investment priorities, while advancing the field as a whole, produces an annual
report titled Giving Around the Globe.
The 2016 edition highlights key progress made around the Sustainable
Development Goals (SDG), with commentary on how each region is engaging
this 2030 Agenda through the UN Global Compact (UNGC) – the world’s
largest corporate sustainability initiative, which is playing a vital role in
supporting companies’ understanding of and involvement in the SDGs.
North America
North American companies determine where to give internationally based on
various internal and external factors, including employee footprint, engagement and
satisfaction, competitive business advantage, and where growth opportunities are
A comparison of the percentages located. Companies also look at where social needs are greatest in determining how
of total giving that companies they can make a significant social impact.
in the Giving in Numbers Survey
allocated towards programme The median number of countries in a North American company’s geographic portfolio is
areas that align with SDGs: 12. The total number of recipient countries given to by 65 respondent companies was 167.
Programme area Total giving Related SDG In Africa, most companies gave within South Africa (27%), contributing on average
%
$19.25 million. The other popular recipients were Kenya (13% of companies); Egypt
Civic & public affairs 5% 16
(11%); Nigeria (10%); and Morocco (7%). Among the three biggest economies, South
Community & economic 13% 1, 5, 8, 9
development Africa has the most favourable Corruption Perceptions Index rankings, according to
Culture & arts 6% 4 Transparency International.
Disaster relief 2% 11, 13
Education: Higher 13% 4
In Asia, 43% of North American companies gave to social investments within India,
Education: K-12 16% 4
funding on average $39.82 million each. The next top receivers were: China (32% of
Environment 3% 7, 12, 14, 15 companies); Australia (28%); Japan (27%); and Philippines (24%).
Health & social services 26% 2, 3, 6, 10
In Europe, North American companies make societal investments in the United
Other 16% 17
Kingdom (41%; $100.53 on average); Germany (25%); France (24%); Spain (20%); and
Poland (18%). Poland has continuously been improving its Ease of Doing Business
ranking over recent years through institutional and taxation reforms.
In Latin America, investment went primarily to Mexico, which received on average
$59.06 million each from 34% of the respondents. Thirty percent gave to Brazil; 22% to
Colombia; 20% to Argentina; and 19% to Chile. The level of investment in Mexico may
be related to its geographic proximity to North America and to the North America Free
Trade Agreement with the US and Canada.

Latin America
zz54% of companies gave direct cash, 29% gave cash through foundations and 17%
gave in non-cash.
zz0.19%: total giving as a % of total revenues.
TRENDS AND TOPICS

zzUS$ 346: total giving per employee.
zz38% of companies give internationally.
According to the Economic
zz100% of companies report having a foundation.
Commission for Latin America and
zzOn average, 41% of total cash is from the foundation (among companies with a
the Caribbean (ECLAC), SDG 1 (No
foundation). Poverty) and SDG 10 (Reduced
Inequalities) are key priorities
In Latin America, a company-wide day of service was the most popular domestic for the region. In May 2016,
volunteer programme (offered by 71% of surveyed companies). Thirty-eight percent representatives of governments
of companies offer a corporate match to employees’ personal donations. Twenty-nine gathered at ECLAC to establish the
percent offer paid-release time domestically and internationally. Fifty-seven percent Forum of the Countries of Latin
of companies offer a domestic pro-bono programme and 29% an international America and the Caribbean on
Sustainable Development as a
programme. regional mechanism with which
Corporate volunteer programmes in Latin America traditionally concentrate on to follow up implementation of
the 2030 Agenda for Sustainable
children, poverty, and/or educational causes. In Brazil, CSR has played a significant role Development.
in economic and social development efforts, and social investments recovered notably
in 2014, despite a stagnant economy in recent years.
Market to watch: Chile

Chile is one of the fastest growing economies in South America. Eight Chilean
companies were listed among the Fortune Global 2000 and the country’s GDP is
expected to grow by 2.3% in 2016. CSR was a relatively new concept only 10 years ago
in Chile, but has since developed significantly. Although CSR was originally linked more
to social organisations and community initiatives, today there is a broader approach to
addressing societal concerns with regard to the sustainability of company operations,
largely due to Chile’s large export commodity market.
Africa1
Companies in South Africa allocate a higher proportion of total giving to education-
related causes than any other region. They do not commonly offer pro bono programmes,
but 80% of companies offered domestic paid-release time and a company-wide day of
service. The majority of listed companies support employee volunteering and 50% of
companies offer a corporate match to employees’ personal donations.
The UNGC’s Africa Strategy
More broadly in Africa, entrepreneurship has grown over the past few years, particularly recognises the importance of
youth entrepreneurism (although South Africa has a much lower rate of youth involved the private sector in fostering
in entrepreneurial activity than other African countries: less than 25%). The African economic growth in the region
technology sector specifically has seen growth and innovation, with a notable example and placing special emphasis on
reducing poverty (SDG 1), through
being the rise of Silicon Savannah and the tech hubs in East Africa. CSR programmes
improving current infrastructure
have been shown to play a significant role in supporting enterprise development. (SDG 9), in collaboration with
networks like the New Partnership
Market to watch: Nigeria for Africa’s Development.
Nigeria is the most populous African country and the largest economy (estimated
GDP: $490 billion). Nigerian corporations are increasingly viewing CSR and community
development as imperatives. Nigeria’s four largest companies: Dangote Cement,
Zenith Bank, FBN Holdings and Guaranty Trust Bank, which are listed among the
Fortune Global 2000, are deliberately working to address issues of poverty and
inequality through their CSR initiatives. In 2012, Zenith Bank was recognised as one of
30 outstanding global brands performing highly on CSR indicators.
1 All respondents for this profile are from South Africa, where a majority of the largest African companies
are headquartered. As the study grows, CECP hopes to include more countries in the Africa profile.

Europe
zz59% of companies gave direct cash, 33 % gave cash through foundations and
8% gave non-cash.
According to the European zz0.15%: total giving as a % of total revenues.
CHAPTER 4
Council of the EU, some key EU zzUS$ 479: total giving per employee.
contributions will be related to zz81% of companies give internationally.
SDG 1 (No Poverty) and SDG 17
zz81% of companies report having a foundation.
(Partnerships for the Goals).
zzOn average, 42% of total cash is from the foundation (among companies with
a foundation).
European companies were ahead of other regions in terms of matching employees’
personal donations, with 75% of companies offering this. Eighty-two percent of
companies offer domestic paid-release time and 64% offer it internationally. Sixty-four
percent offer a pro bono programme domestically and 27% internationally.
Brexit may have a negative impact on giving, as the UK stipulates that contributions
can be made only within jurisdictions where a bilateral or multilateral treaty is in place.
Brexit implications for corporate deductions of cross-border giving remain unknown.
Corporates have also responded to the refugee crisis, through job creation, skills
development, integration, donations and volunteering. In Germany in particular,
corporations are supporting local emergency aid programmes, and providing
internships for refugees.
Market to watch: Italy

Italy has experienced substantial growth in recent decades. As of 2015, nearly 80% of
Italian medium- and large-sized companies were involved in CSR activities. The total
amount of funding reached €1.122 billion in 2015.
Asia
zz74% of companies gave direct cash, 15% gave cash through foundations and
11% gave non-cash.
zz0.09%: total giving as a % of total revenues.
zzUS$ 1,210: total giving per employee.
zz65% of companies give internationally.
The UNGC in Asia recognises zz35% of companies report having a foundation.

the importance of SDG 17
Asian companies are actively creating conditions in which employees can engage
(Partnerships for the Goals). It
has the largest percentage of more deeply with social causes. Pro bono services was the most popular volunteer
company participants in the programme, offered by 71% of companies domestically; 69% of companies offer a
UNGC and more than 15 Local corporate match to employees’ personal donations, and 59% offer paid-release time
Networks. Participants include 290 domestically.
companies from China, 237 from
Japan and 294 from South Korea. In India, the new Companies Act requires that 2% of a company’s average net profits
from the past three financial years are spent on CSR activities. More time must pass
before the impact of the law can be properly assessed.
Market to watch: Philippines

The Philippines is one of the fastest growing economies in Southeast Asia, third only
to China and Vietnam. The country has nine companies listed among the Fortune
Global 2000. Philippine companies tend to be involved in projects to support education,
the environment, health, and disaster aid. Most CSR activities are philanthropy-
based, but employee volunteerism has become more prominent in companies’ CSR
strategies. ■
Download the full report: http://cecp.co/measurement/global-measurement

Five good reasons to
partner with WESSA.
400 000
WE’RE IMPROVING
EDUCATION
We work with teachers and learners
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reached over
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over 16,000 teachers.
WE’RE IMPROVING SKILLS

Our extensive range of courses is designed to
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B-BBEE
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WE’RE SUPPORTING WE’RE FACILITATING We’re partnering with corporates to help
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We’re actively promoting the development of
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To find out more email info@wessa.co.za or visit www.wessa.org.za

CHAPTER 4
ISTOCK IMAGES | PEETER VIISIMAA

CSI in Africa:
A game-changer
in waiting?
One of Africa’s aspirations is to harness its resources for development.
The continent’s impressive growth over the past two decades is creating
an environment in which this is possible. Terence Corrigan, South African
Institute of International Affairs research fellow, writes that the role of business
in development cannot be underestimated and must be encouraged but, to
do this, it must be properly understood.
A
lthough it is an enticing prospect for Africa’s governments and its people, CSI
on the continent remains underexplored. The few existing research inquiries –
such as by the German aid group GTZ, the analyses by the African Peer Review
Mechanism (APRM) and Trialogue’s own inquiries – provide partial insights at
best. Information gaps notwithstanding, CSI in Africa is a growing phenomenon. In
one of the continent’s most advanced economies, South Africa, it has a long pedigree,
stretching back to charitable work by the Cape of Good Hope Bank in the 1830s. In
other countries too, state-owned enterprises (SOE) undertook a form of proto-CSI in
the post-independence era. Largely an extension of government policy, economic
stresses in the 1980s shut much of this down. Now, in tandem with Africa’s renewed
attractiveness to investors, a new wave of CSI is evident.
Approaches to CSI in Africa

CSI is typically conceptualised as a progression of commitments, from ad hoc
philanthropy, through systematised participation in development, to integrating
CSI initiatives into business imperatives. The available evidence suggests that CSI in

Africa tends to reflect the earlier, philanthropic understandings in its goals, but has, on
the whole, gone beyond occasional and ad hoc giving. Rather, it is now increasingly
professionalised and built into planning. In some instances, large firms have established
specialist instruments – semi-autonomous foundations or dedicated departments –
with a defined responsibility for CSI projects.
TRENDS AND TOPICS

Philanthropy is not the sole driver. Companies’ social initiatives can be used to promote
their brands among customers. Robert Kuzoe, executive secretary of the MTN Ghana
Foundation, comments: “People do these CSI initiatives to solve societal problems, and
it has a ripple effect and comes back to the company”.
Equally pertinent is that the reputational repercussions of environmental damage, poor
labour standards and the unfettered extraction of resources from local communities,
are a reality for companies doing business in Africa. The democratisation of African
societies, uneven as it may be, combined with the activism of groups like Global
Witness (campaigning against human rights and environmental abuses in the world’s
economic systems) and the power of modern communications, have made the
protection of brand image a strategic imperative. CSI is a response to this, offering
tangible evidence that businesses care for their host communities.
The oil industry in the Niger Delta illustrates this. In the 1990s, Shell received damaging
press for its perceived indifference to the communities affected by its operations.
Stung, Shell reassessed its approach. The APRM Country Review Report on Nigeria
sums this up:
The company created a community development organisation to support
broad socioeconomic development in the Niger Delta in 1998. This involved:
introducing best practices from development professionals; transforming existing
community programmes by partnering with expert agencies, nongovernmental
organisations (NGO) and governments; promoting rather than opposing
advocacy for the Niger Delta communities; supporting the capacity building
of government institutions so as to improve their management of regional
development projects; and increasing their funding of community development
programmes.
Ghana launched its National Corporate Social Responsibility Policy in October 2016,
to facilitate effective collaboration of all stakeholders, to yield economic growth,
competitive advantage and social benefits. In line with the recently instated Sustainable
Development Goals (SDG), the policy focuses on poverty eradication, employment and
decent work for all, sustainable agriculture, food security and nutrition, health and
quality of life, education, gender equality and women’s empowerment and sustainable
infrastructure development. It also emphasises sustainable use and management
of natural resources, inclusive economic growth and industrialisation, sustainable
production and consumption, conservation and sustainable use of marine resources,
oceans and seas, ecosystems and biodiversity.
In some instances, CSI fulfils legal requirements. In Mauritius, for example, CSI is a legal
obligation, with companies required to contribute 2% of their profits to approved non-
profit organisations (NPO) or to running their own social development programmes.
Elsewhere, in Mozambique and South Africa, for example, mining firms are compelled
to enter into community-upliftment schemes. And in South Africa, government policy
has tried to incentivise particular forms of CSI through the Broad-Based Black Economic
Empowerment Codes.
“ Different firms
will act from different,
or a combination of,
On top of this, CSI might be a practical necessity. Dr Arnold Smit of the University of motivations. It’s like a
Stellenbosch Business School notes that the lack of infrastructure and skills compels
triangle, with reputation
businesses to assume responsibility for activities that would ordinarily be the
responsibility of government that are necessary for business operations, while also
on the one point,
benefiting surrounding communities. morality on another
and necessity on the
”
A strategic alignment of CSI with business objectives remains ideal. Some companies
can certainly claim to have achieved successes in this regard, typically, through CSI third.
interventions in the fields of their business. Pharmaceutical firm Novartis argues that
its business is enhanced when health systems function well, and therefore works to Dr Arnold Smith

achieve this goal. “CSI is ingrained within our business strategy at Novartis; we believe
it is essential for achieving our long-term objectives in Africa of significantly and
sustainably improving patients’ health outcomes. We recognise that in order to have a
significant impact on health outcomes, we also need to help address the underlying
challenges in the healthcare systems,” says Juergen Brokatzky-Geiger, global head of
CHAPTER 4
corporate responsibility.
Dianna Games, chief executive of Africa@Work, points out that a differentiator between
how CSI is conducted in more and less developed economies may be related to
differing social needs of those societies. In less developed economies, CSI tends
towards meeting the immediate, visible needs of the host societies, while still serving
the purpose of courting customer loyalty and brand visibility. The developmental
deficits in these societies are basic and stark – for education, healthcare infrastructure,
sporting facilities, and so on – and provide companies with ‘low-hanging fruit’. In more
developed economies, expectations of companies are greater. Needs and demands are
more nuanced and varied. While the need for basic developmental work exists in these
societies, companies will face more sophisticated social demands, and CSI plans may
need to be open to such issues as patronage of the arts or small business financing,
especially if they wish to use CSI as a tool to promote and differentiate their brands.
The role of multinationals in driving CSI in relatively undeveloped markets has been
widely noted. For example, Chevron has undertaken numerous initiatives in Angola
in health, education, business development and agriculture. Elsewhere, the same has
been done by established local companies. Sonatrach, Algeria’s hydrocarbons SOE, has
provided food aid, facilitated sports and undertaken environmental protection.
In each case, the firms’ reputations, experience and resources have made this work
possible. As local firms mature, so may their awareness and capacity for CSI.
Another interesting development is the evolution of information sharing and peer
learning in CSI. According to Safaricom, a Kenyan mobile communications company
active in CSI, opportunities for sharing do exist, and have been further underpinned by
the recently instituted SDGs.
Public perceptions of CSI and the role of business

in development
The impact of CSI in Africa is hard to gauge. The provision of infrastructure or social
services where they did not previously exist would seem an intrinsic positive. There
is some evidence suggesting that Africans have a generally positive attitude towards
business and its developmental potential and, in fact, expect it from successful
companies operating in their space. On the other hand, the APRM reports dissatisfaction
with current practices which are often viewed as insignificant, peripheral, an ‘add on’ to
business operations or an extension of their marketing efforts.
This dissatisfaction possibly reflects an over-estimation of the potential of CSI, coupled
with long-term frustration at socioeconomic deficits. Games argues that governments
have been known to abdicate their developmental functions to large companies,
especially in isolated and rural areas, while offering little ‘political offset’. In other words,
CSI is expected to contribute, but is seldom recognised for the contribution it makes.
Nevertheless, Games indicates that companies are attempting to align CSI work both
with government development plans and community expectations. Commenting on
the changing dialogue, Games says that “Companies are more aware that they need to
do what is needed, rather than what they think is needed”. The quality of engagement
has become crucial. Companies need to find credible community representatives and
balance competing interests, safeguarding against fraud and mismanagement, and
enabling communities to take greater ownership of CSI-funded initiatives.
Novartis describes its experience as one in which it attempts to work with government
and civil society, matching its resources to their partners’ aspirations and expertise.
“In the countries where we have active CSI programmes, government involvement
and support is a prerequisite for the programmes to be initiated. For example, we are

not experts in capacity building for the public sector, so when we engage in such
activities we do so with the support (and often at the request) of the government
and in alignment with its health agenda, and often with local partners from NGOs
and/or academia. Novartis Access is a new, Group-wide initiative, to support further
access to our medicines in low- and low-middle-income countries. The Novartis Access
TRENDS AND TOPICS

portfolio focuses on affordability and availability of 15 on- and off-patent Novartis
medicines addressing key non-communicable diseases, also known as chronic
diseases – cardiovascular diseases, diabetes, respiratory illnesses, and breast cancer,”
says Brokatzky-Geiger.
Safaricom too is attempting to align its work with Kenya’s development plan. It
suggests that stronger relationships with communities would be mutually beneficial:
ISTOCK IMAGES | MISSHIBISCUS

“Corporates need to do better at longer-term investments in communities and the two
entities need to do better together in terms of joint planning, information sharing and
execution in order to really build a strong partnership.”
The SDGs are based on an inclusive approach to development both in terms of who
participates and who benefits from it. There have been some corporate voices arguing
for a robust role in making them a reality. While evidence thus far is thin, companies
may well begin to brand their CSI as being aligned to the SDGs.
Ultimately, though, CSI is a limited tool. This is, perhaps ironically, the case in financial
terms. CSI remains one of a variety of mechanisms that African societies can draw
on to resource their development. And they have shown considerable imagination
and resilience over the years in raising resources. These include official development
aid, religious fundraising – both domestic and foreign – remittances and a growing
philanthropic sector.
Thus, CSI is unlikely in the foreseeable future to match the $35 billion in remittances
from Africans living outside the continent that the World Bank reported for 2015 – a
figure which might be as high as $160 billion if informally remitted funds are included.
Even local private philanthropy may well exceed CSI: one estimate puts this in excess
of $12 billion across the continent. Private philanthropy on the part of successful
entrepreneurs such as Mo Ibrahim and Aliko Dangote could be defining a particularly
African form of CSI: one in which giving by affluent private benefactors and their
corporations are not entirely separate. This trend is worth monitoring.
The need for a growing business sector (with emphasis on its domestic component)
has been recognised in African development strategies such as the New Partnership
for Africa’s Development (Nepad) and Agenda 2063. The need for business to replace
aid has also been voiced by such economists as James Shikwati and Dambisa Moyo.
Former South African president Thabo Mbeki has argued for control of illicit capital
flows from the continent, which amounts to something in excess of $50 billion a
year. An expanding, ethically inclined business sector would not only generate more
wealth for consumption and reinvestment in Africa, but would underwrite ever larger
tranches of CSI.
But its limited impact could be meaningful, particularly if it can leverage positive
changes in developmental thinking. South African CSI expert Paul Pereira argues that
CSI will never be equal to the scale of needs in African societies, but can have a major
impact if it is used as a tool to enhance excellence and build on potential that already
exists. For example, CSI can bolster development by offering funds to complement
local strengths and aspirations. It is here, as a value-enhancing partner, accompanying
communities on a drive towards their own development, that CSI can leave its long-
term mark in Africa.
For companies, engagement in CSI might not only contribute, modestly, to achieving
the SDGs. It could be an important catalyst in helping to develop the understanding
of, and capacity to conduct, sustainable, long-range and beneficial business in
African markets. According to Smit, ”What we often see is that companies start with
CSI initiatives, almost by ‘wetting their feet’ in practices of community engagement.
Thereafter, many inevitably get pulled into deeper conversations and more strategically
intended initiatives regarding corporate sustainability and responsibility”. ■

AFRICAN PHILANTHROPY AND GIFTING
What is the current state of philanthropic involved teaching skills like project
VIEWPOINT
research in Africa? management and accounting, and

I don’t like the term ‘philanthropy’ because imposing internationally accepted
it connotes a transfer of money from rich governance systems. It ignored and
people to poor people, which is only suppressed the horizontal systems of
a small part of the total philanthropic giving and gifting that already existed.
landscape or, as I prefer to refer to it, There is an active school of thought that
the gifting landscape. The term ‘gifting’, aid does not work and that it has led to
rather than ‘giving’ has a positive moral non-sustainable outcomes. The argument
implication; it is necessarily based on is that $500 billion has been put into aid
altruism and generosity. As interpreted in Africa, and yet people are worse off in
internationally, philanthropy is one type of terms of average per capita incomes in
gifting practice. real terms. Unless people on the ground
There is a lack and unevenness of carry the changes, it doesn’t matter what
research on philanthropy in Africa – vertical philanthropy does.
however you define that term – be it As a result, there is growing movement
The newly established CSI practices, gifting trends of high-net- towards building on local, organic practices
Chair in African worth individuals, or horizontal gifting of self-help, in order to effectively mobilise
Philanthropy – a joint between people in poor communities. social investment resources.
Most of the existing research has been
initiative between internationally commissioned and has not How can corporate philanthropy become
the University of been Afrocentric. appropriately Africanised?
Witwatersrand Business Community foundations attempt to blend
The Chair in African Philanthropy will
School (WBS) and the invigorate and lead African research in this designs to find a better position between
Southern Africa Trust field in a coherent way. It will take a pan- vertical and horizontal philanthropy,
– aims to mainstream African perspective in assessing where the and this approach has been piloted in
the narrative of African information gaps are, and how they can Southern Africa. Research on community
best be filled. Now that the Sustainable foundations has started to show how
philanthropy and the horizontal giving works, suggesting ways
practice of gifting Development Goals (SDG) have been
approved, their implementation and in which corporates can better localise
through the promotion impact in relation to gifting requires their approach to social investing.
of pan-African research, rigorous, context-sensitive and systematic Another way in which corporates
teaching and dialogue. measurement. can move towards a more contextual
Prof Alan Fowler, approach is asset-based community
visiting chair, speaks How is African philanthropy distinctive development, which entails building
from global philanthropy? on what communities have, rather than
about the need for an
Half the continent lives on less than $2 a focusing on what they don’t have. This
enhanced discourse and
day and one of the ways that this works approach may resonate with corporates,
deeper understanding is through horizontal gifting. This is the whose inclination is to build on assets
of African philanthropy. philanthropy of community, the daily rather than fund deficits.
gifting of people who are poor, helping
Part of the challenge of corporate
each other. This circulation of community
philanthropy is to start seeing how it
resources, including Diaspora remittances
can horizontalise itself, by working with
amounting today to more than $40 billion existing community systems. CSI needs
a year, is an expression of the African to engage these systems and alter its
moral philosophy of ubuntu. performance metrics to something that is
It is important for corporates to more than bottom line-determined. ■
understand how African philanthropy
works, because these are the cultural and
societal systems with which CSI is trying to
interface, particularly from the perspective FURTHER READING
of working towards the SDGs.
For more on horizontal gifting, see
Prof Alan Fowler Why is it important for businesses to The Poor Philanthropist: how and why
Visiting chair in African the poor help each other by Susan
Philanthropy understand the local economies in which
they operate? Wilkinson-Maposa, Alan Fowler, Ceri
University of Witwatersrand
Business School and Southern Oliver-Evans and Chao FN Mulenga, of
Africa Trust Twenty or 30 years ago there was a the University of Cape Town Graduate
alan@alanfowler.org movement towards building on the School of Business
indigenous in social investments. This

Equipping a
generation of
young leaders
Who we are
The Sozo Foundation is a registered non-profit
organisation, based in the impoverished Cape Flats
community of Vrygrond, Cape Town. The Foundation
creates opportunities for holistic development
through five core projects: Educentre, Eden, Youth
Café, Care and Design. Our vision is to see the
community of Vrygrond living with dignity, purpose
and hope.
Educentre
Our flagship project is Sozo Educentre which
provides a safe space for high school learners to be
equipped and empowered through education and
academic assistance with a vision to see a generation
of young leaders who inspire positive change in their
Since 2011 we have provided
communities. In a community where young people
are negatively impacted by gangsterism, abuse and
crime, the Educentre also provides alternative role
models who support and enable young people to
1234
hours of tutoring to 300 learners
reach their full potential.
20 000+
nutritious meals
500+
hours of Career Inspiring Initiatives
In 2016
Legal Status
The Sozo Foundation Trust is a registered Not for
Profit, Public Benefit (NPO, PBO) organisation. 91%
Donations to The Sozo Foundation Trust are therefore overall pass rate
tax deductible for South African donors, in
accordance with the provisions of Section 18A of the
Income Tax Act, 1962.
100%
matric pass rate
We are a Level 4 BEE Contributor (Exempt Micro
Enterprise) with 100% black beneficiaries according
to the Broad-Based Black Economic Empowerment
Act.
fundraising@thesozofoundation.org.za
036-344-NPO | 930013534-PBO
www.thesozofoundation.org.za
Thembalethu Development is a
registered non-profit company
and non-profit organisation. It
was founded in 2002 with the aim
of becoming the socioeconomic
development agency of choice for
the mining industry, government,
the corporate private sector and
international donors. Through
strategic partnerships, Thembalethu
Development provides development
services and offers community-
focused interventions in South Africa,
Mozambique and Lesotho.
Thembalethu Development collaborates with strategic partners to provide

integrated, efficient, sustainable development services. We work to exceed our
clients’ expectations and to understand and promote the needs and priorities
of the communities in which we operate.
We prioritise sustainability in each of our projects. We ensure that our
community interventions achieve measurable impact and continue to deliver
long-term benefits. Innovation is key, and we strive constantly to implement
new, impactful development methodologies into our projects.
Thembalethu is a Public Benefit Organisation (PBO) and donations to the
organisation and its projects are tax-deductible.
WHAT WE DO
Our work is grouped into three principal areas: Vaal Reefs Disaster Trust: Poultry Farming Project Mozambique
1. Initiate, conceptualise, design, implement, facilitate and coordinate
development programmes.
2. Monitor and evaluate development interventions and assess impact.
3. Report to and engage with all stakeholders.
OUR PROGRAMMES
Thembalethu Development is committed to driving the empowerment and
integrated development of mining and other communities through the
provision of skills and work opportunities, as well as through the provision
of improved food security, health and nutrition. Through our programmes,
we aim to provide access to basic needs; address the individual, social and
environmental drivers to health and economic vulnerabilities; and capacitate
Vaal Reefs Disaster Trust: Skills Development and Training
communities in the long term.
Mhlontlo NLDT Food Security Project

ADVERTORIAL
FOCUS AREAS DESCRIPTION KEY PROJECTS

Social infrastructure We work to facilitate the renovation and With funding from the Development Bank of Southern Africa and
programme refurbishment of old classrooms and the the Eastern Cape Department of Human Settlements, Thembalethu
building of new classrooms and houses. Development facilitated the building of 200 houses in rural and scattered
settlements of Elliotdale, Eastern Cape and the training of local people as
small-scale contractors.
Water and Thembalethu Development improves Between 2003 and 2011, we repaired more than 100 community boreholes
sanitation community health through the provision per year in mineworker-sending areas of Mozambique, and we continue
programme of water and sanitation in rural villages. to repair more than 100 boreholes per year in the Mafeteng and Berea
Districts of Lesotho. Each borehole serves around 40 households.
Social and labour We assist companies in the mining We have assisted many of the large mining companies and the Chamber of
plan support industry to invest in the communities Mines in the conceptualisation, implementation and development of their
programme where they operate. social and labour plans. We also regularly conduct project evaluations.
Local Economic The CWP is an area-based programme in From 2011 to 2014, Thembalethu Development was one of the three
Development which opportunities for useful work are national lead agents managing the CWP, helping to create 70 000 work
and Job Creation identified locally through participatory opportunities.
Community Work processes, creating a pool of extra hands We are now an implementing agent, contracted for the 2014–2017 period.
Programme (CWP) in the community. Thembalethu Development currently manages the programme in Gauteng,
Eastern Cape and Northern Cape, covering 20 000 participants. Since the
inception of the programme in 2007, we have managed more than
R1.7 billion worth of CWP budget allocated for programme management,
procurement and payment of wages to thousands of previously
unemployed community members.
Community-based Thembalethu Development has created We have partnered with United States Agency for International
health programme a community-based health programme Development (USADI) and various mining companies to implement
that responds to the health needs of community-based response projects to HIV, TB, malaria and family planning
mineworkers, ex-mineworkers, their in Mozambique, and integrated TB, HIV, STI and silicosis prevention and
families and the communities in which treatment support projects in South Africa.
they live.
Agriculture and We work to empower communities Thembalethu Development, with funding from the National Lotteries
food security through improved food security, and Distribution Trust Fund, is running a food security project in Mhlontlo
programme to meet long-term goals of sustainable Local Municipality in the Eastern Cape which involves developing 13 small
development and poverty alleviation and emerging farmers into self-reliant and sustainable cooperatives and
through a sustainable livelihood agribusiness enterprises for both local and external market. This includes
approach. training of beneficiaries and provision of agri-packs. Over the years we have
also supported communities to establish household and community food
gardens.
Skills development Thembalethu Development offers We are assisting the Vaal Reefs Disaster Trust to provide economic and
and training capacity building and training that livelihood support and training to the dependants of the miners who
programme provides ‘alternative to mining’ perished in a fatal mining disaster at Vaal Reefs in 1995. As a result of the
livelihood skills to mineworkers and skills training, the trust’s dependants – from Lesotho, Mozambique and
their dependants. This programme has South Africa – have started enterprises such as poultry farming, chicken
been extended to offer a range of skills egg production, selling motor spare parts, airtime and electricity vending,
development courses. hair salons, fashion design and cattle farming.
FLAGSHIP PROJECT: Mohale’s Hoek Food Security Project

The majority of Lesotho’s population is dependent on rain-fed agriculture for
their livelihoods, making communities extremely vulnerable to the effects of
climate change.
Thembalethu Development’s Mohale’s Hoek Food Security Project (MFSP)
started in 2009 with funding first from AngloGold Ashanti and then from the
Anglo American Platinum Lefa La Rona Trust. To date, the project has provided
agricultural and technical skills training to almost 900 beneficiaries and 205
households have received business agri-packs, seeds and livestock. Over
600 women are participating in various project activities for household food
production and income generation and 720 households are enrolled in the exit
strategy phase.
In December 2015, the government declared a state of drought emergency and
appealed for assistance. In heeding the call, the World Food Programme partnered
with Thembalethu Development and the government of Lesotho to strengthen
and expand the ongoing MFSP livelihoods projects, which had proven effective.
Reckson Luvhengo
Thembalethu Development
p 010 786 0456 | m 082 735 6826 | e reckson@thembalethudev.org
21st Floor, 222 Smit Street, Braamfontein, Johannesburg, 2001

PO Box 1073, Rosettenville, 2130 | www.thembalethudev.org
Your hope in community upliftment t +27 10 786 0451 | f 086 597 0374 | e info@thembalethudev.org
CHAPTER 4
ISTOCK IMAGES | WAVEBREAKMEDIA

Celebrating
strategic CSI in
South Africa
By recognising projects that exemplify best practice, the Trialogue Strategic
CSI Award aims to encourage CSI practitioners to think more strategically
when planning and implementing their initiatives. For CSI to be strategic,
it must have a positive developmental impact that is aligned with and
contributes to the priorities of the business, beyond reputational impact.
The entries showcased how innovative projects could impact people and
profit. Learn more about what constitutes strategic CSI, including examples of
innovative projects that are benefiting communities and business, and what
makes for a winning entry.
T
his year, 15 companies and corporate foundations submitted a total of
18 projects for consideration. Judges Anthony Wilson-Prangley and Stan
Hardman, who have adjudicated the award since its inception three years ago,
found all the projects submitted to be well-intentioned and indicative of the
diversity of CSI in South Africa.
As can be seen in Trialogue’s CSI Positioning Matrix, strategic projects are those
that deliver a high combination of positive social and business outcomes, impacts
and benefits to their stakeholders. While developmental CSI often offers beneficial
social outcomes, it does not always have significant corporate advantage. Similarly,
commercial grantmaking prioritises corporate benefit over social returns.

TRIALOGUE’S CSI POSITIONING MATRIX
TRENDS AND TOPICS

Beneficial
impact
Developmental CSI Strategic CSI

SOCIAL BENEFIT
Beneficial
outcomes
outputs
Visible
Charitable grantmaking Commercial grantmaking

No visible
benefit
No visible Recognition of Stakeholder Competitive

benefit contribution benefit benefit
CORPORATE BENEFIT
JUDGING CRITERIA
Objectives: Targets need to be practical and realistic. Entries should be specific, measurable, achievable, relevant and
time-bound (SMART).
Outputs: Short-term results that are immediate, visible and concrete (e.g. number of houses built, people trained,
supplies or pamphlets distributed, community members treated, hours of service delivered, and so on).
Beneficial outcomes: Specific changes in behaviour, knowledge, skills or wellbeing. Medium-term developmental
results that are the consequence of achieving a specified combination of short-term outputs (e.g. behaviour change,
attitude change, new knowledge or skills, improved grades, reduced isolation, improved access to health services,
improved self-esteem).
Beneficial impact: Broader long-term (three years or more) consequences of the project. Community, society or
system-level changes that are the logical consequences of a series of medium- and short-term results (e.g. improved
effectiveness of education system, reduction in HIV prevalence, new social norms, more educated/healthier population,
inclusive decision-making, lack of stigma, increased capacity). Government engagement, lesson sharing and advocacy
are also taken into account.
Recognition of contribution: Recognition of the project that improves the company’s reputation. This can include
recognition of expenditure as SED in the BBBEE scorecard, as well as internal and external communications of the
project.
Stakeholder benefit: Meaningful engagement with key stakeholder groups in the funding, design or management
of the project that improves the company’s relationship with that stakeholder group. Stakeholders can include
communities, regulators, government, suppliers, customers or employees.
Competitive benefit: Project benefits that enhance the competitiveness of the business. This can be done by securing a
licence to operate, opening up new markets for the business, introducing new products, reducing costs by developing
suppliers and/or leveraging corporate resources, or securing specialised talent.
ABOUT THE JUDGES

Dr Stan Hardman is a senior educator, academic, researcher and consultant. In his position as Programme Designer at
The Leadership Dialogue, he develops and manages specialist programmes in leadership development. His particular
interest is in social partnerships involving communities, business and government that create social capital while
finding practical solutions to embedded problems.
Anthony Wilson-Prangley is a researcher, lecturer, consultant and faculty member of the University of Pretoria’s
Gordon Institute of Business Science (GIBS). Before joining the faculty, he helped build the Centre for Leadership and
Dialogue at GIBS. He focuses on helping leaders in business, government and the social sector bridge divides for a
collective impact, and lectures in the area of leading social change, with emphasis on the dynamics of leadership,
human behaviour, diversity and transformation.

Commendable CSI projects
Trialogue acknowledges all entrants for their innovation and commitment to
development in South Africa, whether it is through charitable and commercial
grantmaking or developmental CSI. However, since the focus of this competition is
CHAPTER 4
strategic CSI, entries demonstrating direct, measurable social and business impact and
benefits were most highly rated. While there can be only one winner, judges made
special mention of the following high-scoring initiatives.
The Hollard Foundation Trust’s Kago Ya Bana ‘Building together for our
Children’ Programme
Kago Ya Bana is a partnership between the Hollard Foundation Trust, the Gauteng
Departments of Health, Social Development and Basic Education, local municipalities
and implementing non-profit organisations. Started in Midvaal in 2009, this project
© THE FOSCHINI GROUP
was extended to the City of Johannesburg and Lesedi municipalities in 2015. It aims
to influence and enable local government to support access to quality early childhood
development (ECD) delivery in vulnerable communities. To this end, the project
supports facilitation of strategy development, resourcing of ECD units, nutritional and
learning outcomes, as well as building the capacity of the non-profit Engaging Parents
Organisation, which it also established.
This is a good example of strategic cross-sector partnership, which has been well
operationalised and documented, and has had a substantial systemic influence. The
project scored well in terms of the social and developmental benefits, but was weaker
with regards to business benefits, which are crucial for this award.
The Foschini Group’s The Feel Good Project
The Feel Good Project (tfgP) is a social enterprise that provides unemployed youth
with skills training and employment opportunities in retail, supply, garment repair
and warehousing. The Feel Good Project stores in Khayelitsha and Claremont sell The
Foschini Group (TFG) merchandise (that have been purchased at competitive prices),
as well as customer-returned merchandise, donated by TFG, making this initiative self-
sustainable. tfgP training programmes run twice per year, over a six-month period.
Of the 54 graduates of the training programme, 41 have been placed in short- and
long-term jobs.
This innovative and sustainable project is an example of best practice CSI, and has clear
social and business benefits. Judges believe that with more data-based evidence, this
entry could do very well next year.
Tips for future entries

zzProjects should primarily meet the criteria for strategic CSI, as opposed to mostly
Entries for the 2017 developmental and/or marketing CSI.
Trialogue Strategic CSI Award zzPrevious entrants are welcome to resubmit in 2017 with tweaked applications if
will open at Trialogue’s they have compelling projects that speak to the criteria.
mid-year CSI conference. For zzThe inclusion of independent assessments of CSI projects will strengthen
more information, please email
submissions. However, entrants need to use the competition form adequately to
info@trialogue.co.za
elaborate on their strengths (rather than relying on and over-referring to additional
documentation).
zzIn-depth entries with clearly articulated objectives and/or theories of change
demonstrate an understanding of what the judges are looking for.
zzEntries should explore what makes CSI unique in South Africa, and more broadly,
in developing economies as it relates to national (private and public) companies,
state-owned enterprises and multinationals with a footprint in South Africa. ■

LELIEBLOEM
HOUSE An important facet of the home’s services is the Child and
Family Reunification Programme. Since 1997, Leliebloem
TRENDS AND TOPICS IN CSI

has successfully reunited more than 250 children with their
families. Leliebloem was the first children’s home to initiate this
programme with limited funding from the Department of Social
Development. It has grown tremendously and many children’s
homes have requested assistance in implementing their own
family reunification programmes.
Isibindi Residential
Fostering/ Community Care
Hosting Outreach
Volunteers
Therapeutic
Leliebloem Programme
House
Family Child & Youth Care Centre
Reunification
Programme
Fostering/
Hosting
Adolescent Specialised
Development Behaviour
Programme Management
Leliebloem House was founded in Aftercare Programme
1868 in District Six, Cape Town, as a Services
refuge for women. Registered in 1967
as an NPO, this residential child and
youth care centre moved to Crawford
and caters for 60 children who are in need Besides the physical nurturing, love and security so important to
of specialist care and intervention. The areas in which these children, counselling helps them reach their full potential
the home operates include Athlone, Wynberg, Mitchell’s Plain, and breaks the cycle of abuse and poverty. Outside of its own
Paarl, Strand, Atlantis, Sir Lowry’s Pass and Worcester. resources of in-house social and child and youth care workers,
Some of these young people are from families where substance Leliebloem House calls upon the services of volunteers, NGOs
abuse is prevalent; they have been physically, emotionally or and CBOs such as Rape Crisis, RAPCAN, Safe line, Child and
sexually abused; others are at risk as a result of unemployment, Family Unit, SANCA.
poor parental control, and emotional deprivation; while others Leliebloem’s objective is to bring wholeness and healing to
have been orphaned as a consequence of HIV/Aids. Children are the child and the family. The interests of the child are always of
sent to Leliebloem House by the courts and the centre provides paramount importance.
a nurturing ‘home away from home’ for these children.
Leliebloem consists of six cottages, an administration block,
and the Jean McGregor Centre for Adolescent and Youth
Development. Each cottage accommodates 11 to 14 children
who are enrolled at schools in the local community.
The home’s Residential Care Project focuses on children, the
youth and their families. The project forms a vital component of
the successful running of the other programmes, including:
• Individual treatment care plans of residential children.
• Hosting programme which undertakes the screening and
training of future foster parents. t 021 697 4947 | f 021 696 4174 | www.leliebloem.org.za
• Life skills programmes.
Carla Stewart | Cynthia Slingers
• Family Reunification Programme to restore family bonds and Marketing & Fund Development Department
reintegrate children back into their families. administrator@leliebloem.org.za
• Adolescent Development Programme/youth leadership
equips young adolescents with life skills and mentorship
training in order to make informed choices while
simultaneously providing them with opportunities to interact
with their peers and offer positive peer support to each other.
• Specialised behaviour management caters for 10 children
with severe behavioural challenges.
• Isibindi Grabouw provides comprehensive services to 576
identified orphans and vulnerable children.
Development Foundation WINNER
2016
The Eskom Contractor Academy addresses the national imperative to

increase the number of functional small and medium enterprises, while
also improving the quality of businesses that Eskom can procure from.
This initiative aims to build the capacity of historically disadvantaged
entrepreneurs, particularly youth and black women, to compete in the
formal economy.
O
wners of small and medium enterprises participate in an eight-month
991 programme, attending classes for one week a month, during which time they
entrepreneurs are provided with accommodation, transport and computers. Established in
completed the 2007, the programme is run by Edupark, a non-profit company established
programme from by the University of Limpopo and funded by the Eskom Development Foundation
2007 until March 2016 (EDF). There is a low entry threshold, with minimum requirements set at a Matric
certificate or equivalent, South African identity document and proof of business
144 registration. The intensive curriculum emphasises holistic business development that
entrepreneurs can contribute to the country’s economy, with training in business, people, financial,
project, supply chain and SHERQ (safety, health, environment, risk and quality)
from all nine provinces
completed the programme management. In addition, when relevant, the curriculum aims to equip graduates to
in 2015/16 secure procurement opportunities through Eskom.
Ensuring impact
67% Regular monitoring and evaluation processes help to ensure programme quality.
of 2015/16 graduates were Edupark monitors the attendance, results, finances and logistics of the programme and
youth (under 35)
produces an annual Academy report for the Eskom Foundation. Edupark and the EDF
have monthly feedback meetings
Total cost per beneficiary
in 2015/16: to ensure optimal functioning of SUCCESS STORY
the programme and supporting
R88,159 elements.
An estimated 70% of programme
expenditure has benefited black women-
(including training and
facilitation, all material, A beneficiary study, conducted owned enterprises, one of which is a security
laptop, accommodation company, Mulanga, owned by Mumsy
by Eskom’s procurement division Swanepoel who enrolled in the programme
and meals) in 2013, found that 118 Academy in 2009. In 2008 she had a group of 20
graduates had secured R1.2 billion security guards, which has since expanded
Total company expenditure in Eskom contracts. Overall, to 850. “If it hadn’t been for Eskom, my
on the programme. 2007 until beneficiaries rated the Academy business wouldn’t be close to what it is
March 2016: today. I wouldn’t have been able to acquire
well and 96% said that they
R91.142 million would recommend it to others.
the knowledge I now have without the
Contractor Academy.”

A WORD FROM
THE JUDGES
Business strategy does not
need to be ‘off the wall’
exciting – it needs to be
effective – which this project
clearly is. The international
exposure and success gives
it an added advantage. The
project, which has strong
social and business benefits,
is intensively managed and,
as a result, the submission
March 2016 graduation (fltr): Prof Nel (CEO of Edupark), Prof Mokgolong (Vice chancellor of University
provided substantial
of Limpopo), Brian Molefe (Group CEO of Eskom) Tshepo Pakhati (Group CEO of Pakhati Holdings) and evidence of impact.
Cecil Ramomotsi (acting CEO EDF)
Business alignment
There are nine provincial and six local academies located at key Eskom operational
areas, such as the Medupi and Kusile power plants. To ensure consistency in
the quality of teaching, lecturers, who are paid market-related salaries, rotate
between academies.
The Academy has a strong business alignment, working with businesses on
Eskom’s procurement list. It is also strongly linked to the geographic footprint of
Eskom, with six of the 15 academies located at Eskom strategic locations. Eskom
also provides a procurement trainer to teach the Eskom procurement module.
A reasonable portion of beneficiaries are young and female, fulfilling BBBEE
requirements for enterprise and socioeconomic development.
The Eskom brand receives excellent exposure through this initiative, with 89%
of beneficiaries reporting good perceptions of the company. Media coverage
and advertorials have also been used by Eskom to promote the Academy and
its benefits.
External evaluation provides a snapshot of achievements
■■The Academy has been well designed and conceived.
■■The programme is well implemented, with excellent attendance, pass and
retention rates.
■■Engagement, buy-in and organisation is rated highly.
■■Strong management ensures high quality deliverables.
Eskom Contractor Academy graduate advising her team on an electrification project in Soweto

Giving youth the dignity
they deserve
Transnet Teenage Health Programme Foundation
In communities where poverty forces

families to live with the bare necessities,
there are girls and boys who are battling
to maintain their dignity and self-esteem.
The Transnet Teenage Health Programme
is turning this situation around. Through
awareness, education and mentoring about
health and hygiene, the programme is
enabling teenagers in our country’s poorest
communities to be comfortable in their own
skin, have self-confidence, and walk with
dignity.
Girl Child Programme maintain good hygiene practices and suffer from poor self-esteem and
Answering the national call to restore women’s dignity self-confidence.
In 2010, the Presidency announced that young girls should not miss
out on getting an education because they don’t have the necessary Changing lives
feminine hygiene products to manage menstruation. This is in line “Transnet has helped us a lot and we are grateful for that.
with the Sustainable Development Goals, which commit to universal If the whole world would think like this company I swear it
access by girls to education, gender equality and the empowerment of would be better. Thank you Transnet for the menstrual cup
women. Positioning itself as a caring corporate citizen, Transnet’s and Dignity Pack.
objective of increasing access to education about good menstrual • T – Trustworthy
health and hygiene practices underscores these goals. Transnet’s • R – Reliable
corporate social investment arm, the Transnet Foundation, has • A – Amazing
implemented a Teenage Health Programme that provides education, • N – Natural
awareness, toiletries and feminine hygiene products to the poorest, • S – Sustainable
mainly rural communities of South Africa. • N – Nice
• E – Energiser
Boy Child Programme • T – Teacher”
Giving young boys a sense of pride Baitshoki Mogapi, Kgamanyane High School, North West Province
In 2015, the Transnet Foundation introduced a ‘boy programme’
focussing on health and hygiene issues pertinent to young men to
complement the ‘girl programme’. Focussing on the boy child aims Giving our youth a future through education
to encourage positive and responsible decision-making amongst Through education, awareness and a Dignity Pack that contains basic
boys. The programme focusses on life skills, health matters such as hygiene products, the Transnet Teenage Health Programme aims to:
medical male circumcision as well as general health and hygiene to
instil a sense of pride and responsibility in our young boys. • Minimise the school dropout rates for girls and boys
• Enable and empower them to participate fully in social and
The challenges of poverty-stricken rural communities academic activities
The Transnet Teenage Health Programme is targeted at poor • Teach them to maintain basic good health and hygiene practices
communities where families get minimal or no income. In these • Improve young girls’ and boys’ quality of life
communities, general hygiene, sanitation and proper self-care has The programme helps teenagers feel comfortable in their own skin.
moved to the bottom of the priority list and there are often no sanitary
amenities or waste management systems. On a financial level, parents, A ray of hope for parents
understandably, use the little money they have to buy food instead The programme also provides much-needed relief for the financial
of toiletries. However, the consequence is that teenage girls stay pressure on parents in poor communities to buy sanitary products and
away from school and other activities when they menstruate because toiletries. Where families live with the bare minimum, these products
they don’t have access to proper sanitation and feel embarrassed are considered an unattainable luxury.
and uncomfortable. Boys are embarrassed due to their inability to
How the Transnet Teenage Health Programme works
The programme involves various groups of people in the community,
including the parents, teachers, school governing bodies and
government officials. It mainly targets children between the ages of 13
and 19.
Phase 1: One-day interactive workshop

The Transnet Foundation facilitator hosts an interactive workshop
session where they talk to programme beneficiaries about general
topics, like recognising their beauty and being proud of who they
are, and specific topics about how their body changes, menstruation,
teenage pregnancy, good hygiene practices and self-esteem. The
children are provided with a dignity pack which includes a booklet
with the information discussed during the workshop, soap, toothpaste
and toothbrushes, roll-on deodorant, hand sanitiser and for the girls,
a menstrual cup. Everything is neatly packed in a Transnet backpack
that’s easy to carry and that can be used as a school bag.
Phase 2: Feedback and follow-up sessions in small groups

Over a period of nine months, the children get the opportunity to
talk about their experience at small group gatherings hosted by the
Transnet Foundation through a process of facilitation. Transnet’s
continues to provide toiletries to children at each session. These
sessions also involve children who have been through the programme
before, providing the opportunity of peer learning. Taking into account
the fact that the children probably won’t be able to buy the general
hygiene products again, they are provided with indigenous knowledge
about what they can use as alternatives to store-bought products, such
as lemon and aloe.
The menstrual cup – a green, sustainable product

provided as an alternate to traditional sanitary
products
The Mina menstrual cup is a revolutionary alternative to
Facts and figures
sanitary pads and tampons that is environmentally- and user-
• The Transnet Teenage Health Programme was
friendly. Made from 100% medical grade silicone, it doesn’t
launched in 2012 – to date the programme has been
have the health risks associated with using pads and tampons,
implemented in eight provinces
such as infections and toxic shock syndrome, and has various
• By 31 March 2016, 30 600 girls had benefited from
other benefits:
the programme
• Transnet implemented a Boy Child Programme in 2015
• It’s easy to clean, either with water or by wiping it with a
to complement the work done with the girls
cloth.
• The Transnet Teenage Health Programme is
• It’s biocompatible.
implemented in Kwa-Zulu Natal, Eastern Cape,
• It’s non-porous and non-permeable.
Western Cape, Limpopo, Mpumalanga, North West,
• It’s comfortable and can be used in an active lifestyle.
Northern Cape and Free State in collaboration with
• It’s beneficial to waste management because there is
government and civil society
nothing to throw away, as blood naturally decomposes in
• The programme is strategically aligned to the
water.
Integrated School Health Programme, Inclusive
• If used with care, it can last up to 10 years.
Education Programmes, and Programmes of the
Department of Social Development
A first in Africa: Transnet entered into a special agreement
targeting children and youth at risk
with a supplier for the design of a smaller menstrual cup
amongst others.
for teenagers based on initial feedback from the girls in the
programme.
We want to hear from you Follow us and interact with us
Call us: 011 308 2775

@transnet_cares or @Transnet SOC
Send an email to:
shamona.kandia@transnet.net
Visit our website at: www.facebook.com/#!/Transnet.SOC.Ltd
www.transnetfoundation.co.za
Foundation
Search for Transnet Foundation
ISTOCK IMAGES | HENK BADENHORST

5
SUSTAINABLE DEVELOPMENT GOALS
CHAPTER 5
At the United Nations Sustainable Development Summit on 25 September

2015, world leaders adopted the 2030 Agenda for Sustainable Development to
end poverty, fight inequality and injustice, and tackle climate change by 2030.
1 NO POVERTY End poverty in all its forms everywhere
2 ZERO HUNGER
End hunger, achieve food security
and improved nutrition, and promote
sustainable agriculture
3 GOOD HEALTH
AND WELLBEING
Ensure healthy lives and promote
wellbeing for all at all ages
4 QUALITY
EDUCATION
Ensure inclusive and equitable quality
education and promote lifelong learning
opportunities for all
5 GENDER
EQUALITY
Achieve gender equality and empower
all women and girls
6 CLEAN WATER
AND SANITATION
Ensure availability and sustainable
management of water and sanitation
for all
7 AFFORDABLE AND
CLEAN ENERGY
Ensure access to affordable, reliable,
sustainable and modern energy for all
8 DECENT WORK
AND ECONOMIC
Promote sustained, inclusive and
sustainable economic growth, full and
productive employment and decent
GROWTH work for all

9

INDUSTRY, Build resilient infrastructure,
INNOVATION AND promote inclusive and sustainable
INFRASTRUCTURE industrialisation and foster innovation
10 REDUCED
INEQUALITIES
Reduce inequality within and among
countries
11 SUSTAINABLE
CITIES AND
Make cities and human settlements
inclusive, safe, resilient and sustainable
COMMUNITIES
12 RESPONSIBLE
CONSUMPTION Ensure sustainable consumption and
production patterns
AND PRODUCTION
13 CLIMATE ACTION Take urgent action to combat climate

change and its impacts*
14 LIFE BELOW
WATER
Conserve and sustainably use the
oceans, seas and marine resources for
sustainable development
15
Protect, restore and promote sustainable
LIFE ON LAND use of terrestrial ecosystems, sustainably
manage forests, combat desertification,
and halt and reverse land degradation
and halt biodiversity loss
16 PEACE, JUSTICE
AND STRONG
Promote peaceful and inclusive societies
for sustainable development, provide
access to justice for all and build
INSTITUTIONS effective, accountable and inclusive
institutions at all levels
17 PARTNERSHIPS
FOR THE GOALS
Strengthen the means of
implementation and revitalise the
global partnership for sustainable
development
* Acknowledging that the United Nations Framework Convention on Climate Change is the primary international,
intergovernmental forum for negotiating the global response to climate change.

The 2030 Agenda
CHAPTER 5
for Sustainable
Development
The 2030 Agenda’s 17 Sustainable Development Goals (SDG) came into effect
on 1 January 2016, aiming to end poverty, protect the planet and ensure
prosperity for all people. This new agenda builds upon the ambition of the
Millennium Development Goals (MDG), but goes further, focusing on the
interconnectedness of all of the Goals and acknowledging that development
solutions must be practical, adaptable and relevant.
I
n 2000, recognising the need for the global community to come together to
create a sustainable future, world leaders adopted the MDGs. These included
quantified, time-bound targets committing the signatory nations to working
individually and together to end extreme poverty and promote development in
developing countries. The deadline for the realisation of these Goals was 2015. Towards
the end of the MDG timeframe, it was clear that to achieve these ambitions, the global
approach had to be refined to better address the systematic and structural barriers to
As a result, in September 2015, world leaders formed a renewed, revitalised global
partnership: the United Nations 2030 Agenda for Sustainable Development, and
adopted an improved and broader set of goals: the SDGs. Like MDGs, each SDG is
comprised of focused, measurable targets to be achieved within the next 15 years.
Building on the successes and lessons of the MDGs, the SDGs take into account the
practical implementation and interlinkages of each of the Goals and targets. They
address governance and institutional issues, and better balance the three dimensions
of sustainable development: the social, economic and environmental aspects. The
SDGs apply to all states – regardless of their level of development – and recognise
that, in order for any development solution to be sustainable, we must protect the
natural resources upon which our societies and economies are based. Critically, the
SDGs acknowledge that development and poverty reduction can be accomplished
only through partnership and collaboration.
During the formulation of the SDGs, it was acknowledged that all stakeholders –
governments, civil society, and the private sector – must contribute and cooperate to
realise this new agenda. It is only through the active engagement of both the private
and public sectors that the goals can be implemented. This is particularly true in South
Africa, where social and spatial divisions are the root of so much inequality. Businesses
can, and must, play a pivotal role in driving the country towards realisation of its
development goals. Companies are in a unique position to fund and lead systematic
change from grassroots through to national levels.
The SDGs are making sustainable business the operational norm. They will affect all
sectors and levels of society and the economy in the coming years through, among

other things, shifts in perception among stakeholders and customers, and a focused

regulatory framework. It is important that businesses identify how and which SDGs are
relevant to them, and those on which they will have an impact, and start to align their
business strategies accordingly.
Beyond traditional project-based corporate social investment strategies that can target
specific SDGs, the impact of the goals can be enormously beneficial to any business
that sees their embedded implementation in business strategy as an opportunity:
leveraging creative community-driven development solutions within the corporate
value-chain will benefit the business itself.
Goal 1: No poverty
ISTOCK IMAGES | LAFLOR

In South Africa, like many developing countries, over 20% of the population lives
in extreme poverty, unable to pay for basic nutritional needs. While we have made
progress in this area, it has been slow, and over 45% of our population is still classified
as poor, with youth being the most severely affected.
Goal 1 aims to eradicate extreme poverty and reduce by half the proportion of all
people living in poverty in all its dimensions. Beyond income, it is critical to enable
people to have food security, access to basic services such as healthcare, education,
transportation, and to live in a peaceful and stable society. This can be achieved
through implementing social protection systems; ensuring equal rights of access to
economic resources and basic services; promoting ownership and control of land; and
promoting access to technology and financial services.
Achieving Goal 1 requires the integrated cooperation and mobilisation of resources
from various sources. The private sector can provide funding and generate tax revenue
for infrastructure and basic services. Businesses can create jobs and stimulate local
economic activity through inclusive business models, and CSI initiatives can make
an immediate impact in needy communities. In addition, the private sector is ideally
positioned to utilise its business expertise to develop innovative developmentally
focused products and services that can serve poverty-stricken communities.
Women, youth, people with disabilities and the historically disadvantaged face
additional hurdles in becoming economically productive members of society. Aside
from ensuring their inclusion in existing opportunities, businesses should create
opportunities to specifically engage and empower vulnerable groups, who have
enormous potential as consumers, employees and entrepreneurs.
Goal 2: Zero hunger

Food security exists when all people in a society have enough food at all times for an
active and healthy life. Although agriculture is the single largest employer in the world,
providing livelihoods for 40% of the world’s population, one in nine people is still
undernourished. Access to food is an issue of poverty and also of inequality. Informal
and rural areas experience higher rates of hunger, and female-headed households are
the most susceptible. Most deaths of children under five are the result of poor nutrition,
which stunts growth and can lead to lifelong learning problems.
The ambition of Goal 2 is to end hunger, all forms of malnutrition and ensure access
by all – in particular the poor and most vulnerable people – to safe, nutritious and
sufficient food. Its targets aim to double the agricultural productivity and incomes of
small-scale food producers, in particular women and small-scale farmers, including
through secure and equal access to land, knowledge, financial services, and other
resources. The intention is to ensure sustainable food production systems and
implement resilient agricultural practices.
South Africa is deemed food secure at a national level. It produces and exports large
quantities of food. However, at an individual level, there is widespread hunger. Twenty-
six percent of the population – millions of people – regularly experience hunger, and a
further 28.3% is at risk of experiencing hunger. Rural households face problems of food

distribution, and rising food prices have crushing impacts on the poor. Others struggle
with loss of livestock.
One of the most pressing challenges in South Africa relating to food security is
inequitable access to land, particularly for subsistence and small-scale farming, which
means that people can access food only if they have sufficient money. Goal 2 can be
CHAPTER 5
achieved only once this link, between income and access to food, is decoupled.
While agriculture and food-related companies may have a clear role to play in
addressing this Goal, the cross-cutting design of the SDGs means that many businesses
have resources that can indirectly increase production of and access to food. Going
beyond donations, integrated strategies can contribute to building sustainable food
systems, such as investing in rural infrastructure and agricultural research, or working
towards building resilience and capacity to adapt to climate change and disasters.
The issue of access to land can be addressed in numerous ways, most importantly
by encouraging subsistence farming. Companies may be in a position to provide
agricultural support in the form of equipment and training. Other strategies could
address a lack of access to electricity, or to water.
Goal 3: Good health and wellbeing

SDG 3 aspires to ensure health and wellbeing for all. This includes a commitment to
end the epidemics of Aids, tuberculosis, malaria and other communicable diseases
by 2030. It also aims to reduce maternal mortality and end preventable deaths of
newborns, achieve universal health coverage, and provide access to safe and effective
medicines and vaccines for all. Part of this Goal is an intention to strengthen the
prevention and treatment of substance and alcohol abuse. Supporting research and
development for vaccines, as well as expanding access to affordable medicines, is an
essential part of the process of addressing this Goal.
Providing consistent, quality healthcare is a complex challenge that requires concerted
effort from government, civil society, the private sector and individuals working
together. It is also important to recognise that health is related to poverty; it is
connected to the conditions in which people are born, live and work, making poorer
groups even more vulnerable.
Realising this Goal will entail enabling access to safe,
A healthy population effective, quality and essential healthcare services,
and workforce is both a vaccines and medicines. This can include access
prerequisite for economic to financial services and risk protection, opening
up wider opportunities for companies in those
development and a result
sectors to contribute. It also means strengthening
of economic growth. the capacity of individuals and communities for
mitigation and management of health risks. An
integrated investment in early childhood development, nutrition, health and education
can also contribute to addressing this challenge.
This Goal presents much opportunity for companies in the healthcare and
pharmaceuticals sectors to incorporate greater access to quality healthcare into their
core business models. However, all companies can begin to address this Goal by
ensuring the health and wellbeing of their own employees. Businesses that actively
promote and organise employee wellness schemes, preventive health screenings and
health training programmes, and ensure access to comprehensive medical aid cover
are already on the path to ensuring better health of the population.

Goal 4: Quality education

Education is the foremost priority in the South African Government’s long-term
development strategy, and universal primary education is already effectively a reality
“
in the country. Basic education is the largest allocation in the yearly national budget.
Primary schooling is compulsory for children aged seven to 15 years, and many We cannot have
schools are subject to a no-fee policy to enable access for those most in need. The young people growing up
focus is particularly on pre-primary and primary schooling, and rates of enrolment and without the knowledge,
retention at these levels is high. There is also strong gender equity in school enrolment
skills and attitudes to be
in South Africa.
productive members of
A number of challenges remain, however, in achieving the ambitions of this Goal. our society. Our societies
These include a lack of infrastructure, resources and the poor quality of teaching,
cannot afford it. And
which leads to low performance. The education of many children is interrupted by
irregular attendance and teacher absenteeism. There are also political difficulties and neither can business.
administrative blockages at national and local governance level. Investing in education
creates a generation of
Interventions are required to improve the quality and functionality of our education
system, particularly within vulnerable and disadvantaged communities. Investment skilled people who will
must be made into infrastructure and resource provision, and there is a dire need for have rising incomes and
innovative solutions to strengthen the quality of teaching. Emphasis also needs to be demands for products
placed on integrated early childhood development initiatives and on gender-sensitive and services – creating
life-skills education. new markets and new
Investment in education is essential to developing a skilled and talented future opportunities for
workforce, which will address issues of unemployment, increase productivity, and drive
business and economic growth. By growing the workforce, companies can identify
future talent and customers. Providing basic education is primarily Government’s
growth.
”
UN Secretary-General Ban Ki-moon
responsibility, but business can provide crucial support in accelerating access to and
quality of education for not only children, but also youth and adults.
This Goal should be a top priority for the private sector, and innovative financing
models can be pursued in this space. Investments can take the form of direct
programmes, educator training, infrastructure development or product development.
Many companies are implementing highly creative solutions; for example, Microsoft is
finding ways to use ICT developments to train teachers, and Lego has implemented
a Learn through Play programme. Access to quality education has a direct impact on
future business growth. Business investments in education need to be long-term,
collaborative and coordinated, and must be impact-driven.
Goal 5: Gender equality

South Africa has a strong legislative and policy framework promoting gender equality
and the empowerment of women. While there have been some achievements in
terms of gender parity, many women have not benefited. Economically, women
are marginalised and under-represented, particularly in private sector management
roles. More broadly, women are oppressed by everyday discriminatory practices
and patriarchal social norms, which perpetuate inequitable gender progress. The
empowerment of women is crucial to accelerating sustainable development. Gender
equality is woven throughout the SDGs, and is specifically reflected in Goal 5.
Achieving this Goal entails an economic, but also a more fundamental societal
transformation. It requires ensuring that women are able to participate fully and
effectively, and are granted equal opportunities for leadership at all levels of decision-
making in political, economic and public life. Women need to be afforded equal access
to resources and opportunities. They need greater access to financial services and
information technology. Systems and traditions that restrict women’s opportunities for
inheritance, ownership and control over property must be addressed and reformed.
It is equally important to direct efforts towards addressing the extreme levels of
gender-based violence in South Africa, to providing universal access to sexual and
reproductive health, and to enforcing reproductive rights. In order to be safe, and to

engage as productive members of society, women’s rights must be protected in both
the public and private spheres.
Businesses should contribute to promoting the empowerment of women. At a basic
level, a focus on gender equality should inform transformation processes in every
organisation. Beyond that, businesses can invest in creating access to information
CHAPTER 5
and communications technology, specifically aimed at women. For example, Intel

runs the successful She Will Connect programme, which offers digital literacy
training and support to women. Companies can become involved in partnerships to
raise awareness of, and which aim to reduce, gender-based violence. Businesses can
also get involved by enabling the active participation of women in discussions on
WOMEN’S EMPOWERMENT PRINCIPLES

UN Women and UN Global Compact joint initiative
1. Establish high-level corporate leadership for gender equality.
2. Treat all women and men fairly at work – respect and support human rights
and non-discrimination.
3. Ensure the health, safety and wellbeing of all women and men workers.
4. Promote education, training and professional development for women.
5. Implement enterprise development, supply chain and marketing practices
that empower women.
6. Promote equality through community initiatives and advocacy.
7. Measure and publicly report on progress to achieve gender equality.
Goal 6: Clean water and sanitation

Water scarcity affects more than 40% of people around the world. Billions of people
only have access to contaminated drinking water and do not have access to basic
sanitation services, such as toilets. The aim of Goal 6 is universal and equitable access
to safe and affordable drinking water, adequate and equitable sanitation and hygiene,
for all.
South Africa is a water-scarce country, ranking as one of the 30 driest countries in
the world. Added to this, South Africa is in the midst of a water crisis, and the effects
of climate change are becoming increasingly felt in this regard. In addition, although
South Africa has one of the cleanest water systems in the world, the lack of sanitation
and access to clean water in the country’s rural communities mean that waterborne
diseases are steadily increasing.
Achieving the ambitions of Goal 6 requires investment in infrastructure, the provision
of sanitation facilities and education about clean water and hygiene. Collaboration is
key; working with local government and other stakeholders ensures the most efficient
use of resources and maximum impact.
Certain industries will be directly affected by, or will directly affect this Goal. Water utility
companies should naturally be gearing their core operations to promote sustainability
in this area. Others can work towards eliminating dumping and minimising the release
of hazardous chemicals and materials. Opportunities exist for innovative and efficient
solutions in water efficiency and support treatment technologies.
Business can become involved through CSI, by supporting the participation of local
communities in improving water and sanitation management or through education
initiatives. This Goal also encompasses and encourages initiatives to protect and
restore water-related ecosystems, including mountains, forests, wetlands and rivers. All
companies can contribute by recycling, working to reduce pollution, and increasing
their water-use efficiency.

Goal 7: Affordable and clean energy

Globally, one in five people still lacks access to modern electricity and three billion
people rely on wood, coal, charcoal or animal waste for cooking and heating. In
South Africa, although these figures are not as high, almost 15% of the population
does not have electricity and more than 10% uses solid fuels for cooking. In the most
impoverished areas, that figure rises to more than 40%. Energy is also the dominant South Africa is well
contributor to climate change. Reducing the carbon intensity of energy is a key endowed with non-depletable
objective of long-term climate goals. renewable energy resources,
notably solar and wind. The
Energy is central to nearly every major challenge and opportunity the world faces country has an average of
today. Security of electricity supply brings about a virtuous circle of investment and more than 2 500 hours of
economic growth. sunshine per year, placing it in
the top three countries in the
Sustainable energy in particular provides opportunities to transform lives, economies
world in this regard.
and the planet and there has been a renewed drive globally to move towards
renewable energy sources. Ensuring universal access to affordable electricity means
investing in clean energy sources such as solar, wind and thermal.
There are numerous business opportunities in clean energy and resource efficiency.
Companies that are embracing renewable energy sources, and putting themselves
at the forefront of the trend towards clean, energy-efficient technologies, are making
their businesses more productive and responsible, by contributing to a low-carbon
economy. Renewable energy solutions are often cost-efficient as well as being
environmentally friendly.
Companies engaging directly in the energy sector can focus efforts on broad access to
clean energy research and technology, including renewable energy, energy efficiency,
advanced and cleaner fossil-fuel technology, infrastructure development, promoting
investment in energy infrastructure and clean energy technology.
Goal 8: Decent work and economic growth

This Goal speaks to the heart of South Africa’s National Development Plan (NDP).
Roughly half the world’s population still lives on the equivalent of about $2 a day.
Simply having a job does not always guarantee the ability to escape from poverty. The
creation of work opportunities and decent jobs is an urgent priority.
South Africa is not alone in experiencing a slowing in economic growth since the
2008 recession. Political instability has contributed to a growth rate that is well below
the 7% target stipulated in the NDP required to meet development goals. Slow
economic growth leads, among other things, to widening inequality and increasing
unemployment. Unemployment is one of South Africa’s most critical and pressing
problems, with over 26% of the population unemployed in 2016. Most concerning is
the high number of unemployed youth.
Sustainable economic growth requires societies to create the conditions that allow
people to have quality jobs. This can be achieved through higher levels of economic
productivity, by means of diversification, entrepreneurship, technological upgrading
and innovation.
Many companies can contribute to the targets of this Goal by supporting and
encouraging the formalisation and growth of micro, small and medium-sized
enterprises, including through access to financial services, or by working to expand
access to cost-effective banking, insurance and financial services. All companies can
and should be striving constantly to protect labour rights and promote safe and secure
working environments for all workers.

Rand Water Foundation
ALIGNING TO THE POST-2015

DEVELOPMENT AGENDA
T
he Rand Water Foundation (RWF) serves to advance Projects are designed to maximise economic and employment
the quality of life and contribute to the sustainable opportunities through the development of emerging
socioeconomic development of communities within contractors and the use of labour construction methodologies;
and outside Rand Water’s areas of supply. RWF’s to build the capacity of communities and local government
aim is to promote and enable the sustainable provision and structures to ensure sustainable management of water and
management of water, sanitation and environment related sanitation systems; and to promote the integration of water
services, while contributing towards job creation, transfer of and sanitation projects into broader development initiatives.
skills and poverty eradication at community level. Importantly, in a water-stressed country such as South Africa,
RWF is playing an important role in education and promoting
A focus on community based water and sanitation water conservation.
solutions
The Foundation’s main focus areas are: water and sanitation; In this way, RWF delivers on the social imperatives of Rand
environmental conservation; education and training; enterprise Water, but it also plays a key role in driving the broader national
development; health; the NGO support programme, development priorities, and in contributing to the new
and women, youth and children. Many of RWF’s projects international sustainable development agenda.
are based on or themed around water and sanitation Aligning to the Sustainable Development Goals
solutions: this enables RWF to support and leverage the
The Sustainable Development Goals (SDG) and their associated
core business of Rand Water to address broader issues of
targets are the new collaborative international development
poverty, unemployment and skills gaps, and promote the
goals aimed at reducing poverty. The RWF has committed to a
empowerment of communities.
strategic alignment to this post-2015 development agenda.
The work of RWF is closely associated with goal 6: sustainable
water and sanitation supply and goal 11: building sustainable
cities – which it does through supplying basic households
with water and sanitation service delivery. And, through its
many supportive interventions, the Rand Water Foundation is
contributing directly and indirectly to the fulfilment of many
more of the SDGs.
Through its community based projects, RWF is addressing
goals 1 and 2: poverty eradication and food security, and
goal 3: health, through its HIV and Aids initiatives. RWF’s many
education support interventions, such as the Community
Education and Waterwise interventions, support goal 4, and
its community development and sustainable job creation
initiatives touch on goals 8 and 10 – work and economic
growth, and reducing income inequality. RWF’s environmental
conservation and rehabilitation projects not only contribute
towards goal 15, but also create jobs.
Importantly – and a pillar of the overall vision of the 2030
Agenda for Sustainable Development – the Foundation
relies on and leverages its strategic partnerships – with NGOs,
communities, government departments, development
agencies, academia, civil society and other corporates to
achieve its development aims.
Driving the priorities of the National Development
Plan
RWF’s response to the SDGs is further aligned to South Africa’s
National Development Plan (NDP). The NDP highlights the
country’s 2030 vision as guided by the country’s constitutional
commitment to improve the quality of life for all citizens and
free the potential of each person. This plan for achieving the
socioeconomic agenda is articulated in the priority outcomes
of the Medium Term Strategic Framework (MTSF) – similarly to
the targets of the SDGs.
Mohlatleho Sekoaila
General Manager:
Rand Water Foundation
msekoaila@randwater.co.za
www.randwater.co.za
(011) 682 0192
Strategically aligning the RWF’s programmes to national

and international development targets
MTSF PRIORITY OUTCOME (NDP 2030) RWF RESPONSE (2020 STRATEGY) AND PROGRAMMES
Vibrant, equitable, sustainable rural Enterprise Development Programme

communities contributing towards food Hydroponics Farming Cooperatives; Agro processing
security for all. Infrastructure Development;
Rural development, land and agrarian Small Holder Farmers support; and Agri-Park
reform and food security.
Service delivery extension to 27 rural municipalities
A long and healthy life for all South Health, including HIV and AIDS programme
Africans. interventions
Improving the quality of health care for Home-based care support; school-based health awareness
all citizens. raising initiatives; community-based health infrastructure;
development support.
Quality basic education Education and Training Programme

Skills Development ECD Support; Adopt-a-Learner study support grant; Back-to-
School education support;
National Curriculum support; and schools learning resources
and media centers.
Women, Youth and Children

Women cooperatives development; women’s health care
support; OVC support
Sustainable human settlements and Water and sanitation programme interventions

improved quality of household life Sanitation projects, pipe refurbishment and water supply
and infrastructure projects
Decent employment through inclusive Implementation of all the RWF Programmes and Projects by
growth. local communities.
Creation of Jobs. On the job training offered through implementation of
A skilled and capable workforce to programmes and projects and direct skills development
support an inclusive growth path. through Enterprise Development Programme.
An efficient, competitive, and responsive
economic infrastructure network.
A comprehensive, responsive and Implementation of all key programmes, including support

sustainable social protection system, of the NGO sector.
ensuring social security for all citizens.
Protect and enhance environmental Environmental Conservation programmes:

assets and natural resources Rehabilitation of wetlands; clearing of invasive alien species;
rural/urban landscaping and greening; river cleaning
and health; land care jobs opportunities project; and
environmental care and waste management.
An efficient, effective, and development Extended service delivery, and funding partnerships
oriented public service. Good Governance and leadership systems
Social Cohesion and Nation Building
Responsive, accountable, effective and Strategic Partnerships: Partnerships with relevant

efficient local Government stakeholders, e.g. municipalities, state agencies, and the
NGO sector
Goal 9: Industry, innovation and infrastructure
Lack of and poor quality infrastructure is one of the major obstacles to development
in Africa. Success in infrastructure development would have a large multiplier
effect, underpinning successful outcomes across many of the SDGs. Investments in
CHAPTER 5
infrastructure – schools, transport, technology, roads and civil networks, healthcare

resources, water and irrigation systems, energy, information and communications – are
crucial to achieving sustainable development and empowered communities.
Inclusive and sustainable industrial development and technological progress allows
for rapid and sustained increases in living standards for all people. It also has a large
job-multiplier effect. Development depends on industrialisation. Goal 9 encourages
the development of quality, reliable, sustainable and resilient infrastructure, including
regional and trans-border infrastructure, to support economic development and
human wellbeing, with a focus on affordable and equitable access for all.
Companies should work towards upgrading to more sustainable infrastructure, more
efficient use of resources, and the adoption of clean and environmentally sound
technologies and industrial processes. This Goal includes efforts to modernise service
delivery and distribution systems; for example, the provision of affordable internet access.
All businesses can play a role in facilitating sustainable and resilient infrastructure
development. Focus should be placed on research and development, and broad-
based upgrading of technological capabilities, as well as building local capacity to
leverage public-private partnerships.
Goal 10: Reduced inequalities

Depending on the variables, time periods and datasets used to measure inequality,
South Africa’s Gini coefficient ranges from about 0.660 to 0.696. This makes South
Africa one of the most unequal countries in the world, consistently. This inequality
is obviously a legacy of apartheid, but there are other structural challenges that
contribute to its persistence. The country’s highly unequal growth trajectory affects
the most vulnerable individuals and communities most significantly. Globally, income
inequality increased by 11% in developing countries between 1990 and 2010.
In South Africa, progressive tax and social grant systems can only do so much.
Inequality is most visible in access to health and education services and other assets.
This is a transformation that must happen at a fundamental level, requiring substantial
economic growth, significant improvements in education, job creation and income
boosting strategies.
However, there is growing consensus that economic growth is not sufficient to
reduce poverty if it is not inclusive and if it does not involve the three dimensions
of sustainable development: economic, social and environmental. Income inequality
cannot be effectively tackled unless the underlying inequality of opportunities is
addressed. The achievement of this Goal is inextricably linked to progress in the areas
of other SDGs. However, companies can start by addressing the needs of their own
employees – ensuring fair wages and enhancing employee benefits.
Goal 11: Sustainable cities and communities

Cities are the centres of commerce, research and social development, channelling
socioeconomic progress. However, they also present a constraint on land and
resources, and often are home to inadequate transportation and service delivery,
housing shortages and declining infrastructure. Rapid urbanisation is exerting ever-
increasing pressure on fresh water supplies, sewerage systems, the living environment
and public health systems. In addition, many urban areas have low institutional
capacity and are plagued by rising violence and growing instability. Resources need to
be used efficiently, reducing pollution and poverty, while allowing cities to grow, thrive
and to be inclusively developed.

Half of all people globally live in cities and a large proportion of these live in slums.

In South Africa, approximately half of the urban population lives in townships and
informal settlements. Ordinarily, the high density of cities can bring efficiency gains
and technological innovation while reducing
resource and energy consumption.
The challenge is that the
disadvantaged areas in this The ambitions of Goal 11 include access to
country are often spatially adequate, safe and affordable housing and basic
services; the upgrade of informal settlements;
disconnected from the access to safe, affordable and accessible
urban centres in which
ISTOCK IMAGES | HENRIQUE NDR MARTINS

transport systems; reducing the adverse per
economic prospects are to be capita environmental impact of cities, including
found and in which resources by paying special attention to air quality, and
are concentrated. municipal and other waste management; and
increasing resilience to disasters.
There are particular business opportunities in this space for companies to become
involved with construction projects, transport initiatives, improvement of waste and
recycling systems, or the provision of affordable and understandable home loans.
Businesses in the risk sectors can support partnerships addressing risk and resilience
strategies. Through its new CSI strategy focused on partnerships for risk and resilience,
Santam has implemented programmes and formed partnerships with aid agencies
and local governments to provide risk-mitigation services and resources, disaster
management and relief, as well as training and education about risk management and
avoiding disaster in targeted high-risk municipalities. By expanding the company’s
knowledge, experience and innovation in the risk and insurance space to its CSI
initiatives, Santam is succeeding in reducing the risk for, and building the long-term
resilience of, vulnerable communities, which improves the lives of the residents and
reduces Santam’s own risk exposure.
Goal 12: Responsible consumption and

production
Sustainable consumption and production is about promoting resource and energy
efficiency, and sustainable infrastructure. Its aim is to ‘do more, and better, with less’,
thereby reducing economic, environmental and social costs throughout the value
chain. All stakeholders can and must commit to this Goal. Consumers can be engaged
and educated about sustainable consumption and lifestyles.
Addressing the Goal encompasses actions like reducing food wastage at retail and
consumer levels, switching to energy-efficient light bulbs, and using water wisely and
efficiently. This is not directly applicable to a CSI strategy, but it should form an inherent
part of every company’s long-term sustainability vision and strategic plans.
Sustainability considerations form a fundamental aspect of every company’s risk profile
and are critical to identifying opportunities for business growth. Strategies should form
part of a comprehensive integrated reporting process. As more consumers shop with
consciousness, they increasingly turn to companies that uphold their own values.
Goal 13: Climate action

All countries are experiencing first-hand the drastic effects of climate change.
Greenhouse gas emissions continue to rise and this is affecting people everywhere.
Climate change is putting even more pressure on the resources upon which we
depend and increasing risks associated with disasters such as droughts and floods.
Goal 13 requires that efforts must be made to raise awareness and integrate measures
into national policies and strategies. It is also critical to work on strengthening the
resilience and adaptive capacity of more vulnerable communities and regions to
climate-related hazards and natural disasters in all countries.

All countries need to work towards achieving clean, resilient, low-carbon economies.
Adopting renewable energy solutions and measures to reduce emissions contributes
to this effort, and must be actively embarked upon by all members of society.
Businesses have roles to play, both in reducing their own negative impacts and in
supporting positive impacts. Companies are well positioned to design innovative
CHAPTER 5
solutions that encourage their customers to turn towards clean, low-impact activities as
part of their core business offerings. A CSI strategy may entail developing a partnership
with local government that improves community support systems, preparedness and
resilience to climate change-related disasters.
Goal 14: Life below water

The world’s oceans drive global systems that make the planet habitable for humankind.
The South African They are an essential natural resource: more than three billion people worldwide
Sustainable Seafood Initiative depend on marine and coastal biodiversity for their livelihoods. But, this resource
has developed a ‘traffic light’ is increasingly being negatively affected by human activities, including pollution,
system to educate and create
depleted fish stocks and the destruction of coastal habitats.
awareness about sustainable
fishing. Sustainable fish are Goal 14 includes targets to reduce marine pollution, protect and strengthen the
classified ‘green’; species that resilience of marine and coastal ecosystems, regulate overfishing, as well as illegal,
have reason for concern (such unreported and unregulated fishing and destructive fishing practices, and implement
as over-fishing) are ‘orange’, and science-based management plans to restore fish stocks. It also aims to provide access
unsustainable species (such as for small-scale artisanal fishers to marine resources and markets. On an international
those that are illegal to buy or
front, the goal speaks to reducing fisheries subsidies, which have a distorting trade
sell in South Africa) are ‘red’.
effect and destructive consequences.
CSI initiatives can look towards efforts to address marine pollution. Companies
directly involved in the fishing and seafood sectors can commit to supporting and
implementing sustainable fishing practices. Food retailers and restaurants can play a
role by ensuring that they source only responsibly fished produce.
Goal 15: Life on land

Forests cover 30% of the Earth’s surface, providing food security and shelter. Forests
are key to slowing climate change and protection against desertification. Between
2000 and 2010, 13 million hectares of forests were lost every year, mainly due to the
expansion of large-scale commercial agriculture. In South Africa, deforestation is also
linked to the introduction of non-native species. Deforestation and desertification –
caused by human activities and climate change – pose major challenges to sustainable
development. The processes diminish the resilience of ecosystems and affect lives and
livelihoods of millions of people in the fight against poverty.
Goal 15 contains commitments to promote the sustainable management of forests,
halt deforestation and restore degraded forests, combat desertification, restore
degraded land and soil, and to take urgent and significant action to reduce the
degradation of natural habitats, halting the loss of biodiversity.
Businesses can address this Goal in various ways. One is responsible sourcing:
examining the supply chain and mapping where materials come from. Do the
suppliers conduct responsible business? An example of business doing this to promote
positive change and practice is Unilever, which commits to sustainably sourced palm
oil. Another example is supporting a move to using modern cooking fuels, which has
the dual benefit of reducing pressure on the ecosystem and creating less air pollution.
Examples of direct CSI environmental management initiatives could include planting
trees to combat deforestation, financing the restoration of degraded land for
production or conservation purposes, or improving farming and land management
practices, which can reduce soil degradation.

Goal 16: Peace, justice and strong

institutions
This Goal aims to combat all forms of violence and crime, provide access to justice
for all, and build effective, accountable institutions. It also prioritises public access to
information and the protection of fundamental freedoms.
The private sector can play an important role in strengthening the capacity of society to
prevent and address violence and crime, and in promoting the rule of law. Businesses
flourish in peaceful, stable environments, where costs are predictable and competition
is fair. Active steps can be taken to engage in public-private dialogues, partnerships
and collective action around addressing corruption, conflict prevention, and ensuring
the safety of communities. Businesses can also look to supporting advocacy initiatives
to promote the rule of law.
Goal 17: Partnerships for the goals

This Goal is broad and overarching, providing targets for implementing the SDG
framework as a whole. It emphasises the need for inclusive, collaborative partnerships
between governments, the private sector and civil society. It speaks to the role of
official development assistance and foreign direct investment, as well as the need for
clear policy frameworks and oversight mechanisms and the national level.
It reiterates the need to leverage private resources to deliver on sustainable development
objectives. This needs to be done in the areas of finance, technology and trade, as well
as to address systematic development issues such as capacity building. ■
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ESTABLISHING COMMUNITY TRUSTS
When is a community trust appropriate? and then, very importantly, they must gain
VIEWPOINT
Community trusts are appropriate at an understanding of how to feed back to

any time and at any stage. Communities community beneficiaries.
are sitting on a lot of resources and if
corporations are wise, they will look at How can tensions be managed,
how best to support their communities with regard to perceptions of who is
in leveraging these resources to create represented and excluded from the
revenue flow?
opportunities for establishing community
trusts. If feedback is provided regularly to the
community, there won’t be tensions. If
If someone identifies an opportunity on tensions have already emanated, identify
community land, it is always appropriate the cause: who is complaining, and why?
for it to be a community trust investment, If it is because the board doesn’t have
either by developing it themselves, or at the capacity to deliver, look for ways to
any other subsequent stages. There are remove incompetent trustees, and work
mushrooming malls, housing developments out how to deliver, going forward. The
and opportunities in forestry, agriculture, trust deeds should provide guidelines on
Tendani Nelwamondo, mining, and renewables. Communities how to deal with conflict.
a senior socioeconomic must be proactive in identifying investment
opportunities and partners, and attracting But it really does come down to frequent
development specialist
investors, and companies must be willing to and transparent communication. For
at the Industrial help them to do so. example, if there is a five-year plan
Development that details when some towns in the
Corporation, is involved What are some of the components community will benefit, then those
in the establishment needed to establish sound community communities will understand that their
trusts? turn is coming.
and management
The first step in establishing a community
of community and Should community trusts respond to a
trust is to define objectives, then develop
employee trusts. The the scope of activities by planning with broad range of issues, or focus on specific
empowerment of the community. A key piece of legislation projects?
broad-based entities in the governing of community trusts is A socioeconomic needs assessment
aims to improve the Trust Property Control Act of 1988. should be carried out to identify which
the socioeconomic Those hoping to establish such a trust challenges need to be addressed when
should familiarise themselves with this law the dividends are realised. It is also
livelihoods of when setting up the trust’s rules, deeds important to identify what community
the communities and objectives. needs are already being addressed by
and employees. Government. The funder shouldn’t go in
The next step is to appoint a committee,
Nelwamondo discusses the trustees. If the community trust must saying “we want to deliver education” if
how these community comply with broad-based ownership education is already being delivered, but
trusts should be requirements, at least 50% of trustees infrastructure is lacking. It must be driven
established and must be independent, the chair must be by the needs of the specific community.
effectively run. independent, 25% of trustees must be
women and 50% must be black. How should investors go about
identifying relevant communities?
Education, training and expertise are When looking to invest, I believe that
also important considerations when investors should go for their closest
assembling the board of trustees. I communities. That makes it relevant and
recommend that trustees must have a easier to track how those communities
certain level of education, for example, a are impacted by projects. Communities
degree as a starting point, but this can be residing within a five-kilometre radius
brought down to a diploma, certificate would be more relevant as project
or matric if the person has experience
beneficiaries. If there are no relevant
or knowledge. Trustees should also have
communities within a five-kilometre
a strong understanding of community
radius, then it would be prudent
development.
to identify communities within a
Tendani Nelwamondo
Socioeconomic development They must be provided with or seek out 10-kilometre radius, and beyond, if
specialist education and training opportunities to necessary. However, I also believe that
Industrial Development understand the things that they need to communities need to identify their own
Corporation
011 269 3029 deliver on, trust management, corporate opportunities and should be going out
082 940 1496 governance, financial management, to find investors, rather than the other
compiling community development plans, way around. ■

THE GOLD ALLIANCE FACILITATES A SUSTAINABLE
AGRI-ECONOMY IN THE WEST RAND
Gold Fields and Sibanye Gold have formed the Gold Alliance to
optimise their contribution to their socio-economic development
programmes in the West Rand. Together with local government and
community organisations, the Gold Alliance wants to see the local
communities prosper beyond mining by creating work for community
members and improving livelihoods.
Historically Westonaria was one of South Africa’s richest agricultural

areas and supplied much of Gauteng’s food. In bringing that legacy
back, the mining companies aim to re-energise an economy based
on mining and agriculture.
One of the successful projects is an Agri-future Primary Cooperative

at Donaldson Dam, which recently had its first harvest and started
selling vegetables. The Gold Alliance supported its creation, but
the project belongs to the 53 members of this newly registered
agricultural cooperative. They work in different teams each with their
own tasks: irrigation and pest control, preparing the land, planting
and weeding, worm farming, harvesting, packing, administration,
security, tractor driving, and equipment maintenance.
The members received access to10 hectares of land at Donaldson

Dam from the Westonaria local municipality, next to the Gauteng
Department of Agriculture’s AgriPark. The Alliance provided them
with shade nets, young plants (inputs), farming equipment, boreholes,
an irrigation system, electricity and an office facility. AfriGrow, a non-
profit company (NPC) specialising in agricultural development was
asked to assist members to build their agri-business.
One hectare of the land is under shade nets for growing spinach.
In their first week of harvesting they picked almost 500kg of spinach,
which was sold for about R8/kg. Since the first harvest, it has delivered
about 150kg of spinach per week. The spinach is sold to the local
Spar, a food processing company and local hawkers from the
surrounding communities.
The rest of the land is now being prepared for planting a variety of
vegetables such as cabbage, beetroot and tomatoes in spring. In a
few years the fruit trees will also be ready for harvest. The plan is to
have a range of crops for each season so that the farm is producing
all year round.
The cooperative is currently only using 10% of the area of the farm,
so there is a lot more potential to grow vegetables – and even fruit.
The members are now getting ready for full-scale production in the
spring and summer of this year. Earnings generated are currently
being re-invested in the business so as to ensure project sustainability.
When it is in full production, only 60-70% of the earnings will be
ploughed back and members will earn an income from the rest.
They will also be able to use some of the land to plant vegetables for
their own needs.
The Alliance does not take away any of the individual mining
companies’ responsibilities, including those under their statutory
Social and Labour Plans and other environmental, health and
engagement commitments. Both mines established the Alliance on a
voluntary basis - they are dedicated to honouring any commitments
already in place and going beyond compliance.
Creating value through community empowerment,
sustainability and service delivery
Remarks by the Chief Executive

Officer
Apart from our founding mandate,
which is to persistently confront
matters pertaining to the provision
of water and sanitation in rural
communities and schools, we have
resolved to broaden our social
impact by pioneering initiatives
that are meant to combat poverty
and improve the socioeconomic
situation where previously
disadvantaged people are located.
SPRING WATER Fortunately, there was an existing
The level of our gratification is
intrinsically inspired by creation
DEVELOPMENT PROJECT natural fountain located on the
The turning point for Ntithane farm for over 60 years and it flows
of value in rural communities
and schools across South Africa. Primary School throughout the year. A small rural
Our undeviating commitment community in the farm relied on
Ntithane Primary School is located this fountain for water. Yield test
as an organisation is poverty:
22 kilometres from Piet Retief in on the fountain was 4 litres/sec as
eradication through well-
researched interventions to the Mpumalanga province. The compared to 0.5 – 2 litres/sec for a
ensure sustainability, community Mvula Trust implemented a water possible borehole.
empowerment and local economic and sanitation project at this school
development. funded by the Department of Basic
Education.
During a siting process, the
geophysical survey identified five
possible positions for boreholes;
the closest was 600 metres from
the school, while the furthest was
nearly 1 500 metres. Unfortunately,
the best possible position had low
groundwater potential. As a result,
Mr. Silas Mbedzi, Chief Executive Officer
other options had to be considered.
OUR SERVICES
Project Management Water and Sanitation Capacity Building and Training
• Social infrastructure (e.g. schools, • Rural and urban water • Accredited training programmes in the
clinic, etc.) supply water and sanitation sector
• Community Based Projects • Rural and urban • Non-accredited training programmes
• Management of training programmes sanitation in various sectors
• Management of special projects • Water and wastewater • Project management
• Contract management management • Contract management
• Operations and Maintenance • Operations and • Development of learning material
• Occupational health and safety maintenance • Research
Community Development Programmes Social Facilitation Special Projects
• Job creation projects (EPWP, CWP • Community liaison • Soil and water conservation project
and food security programmes) • Labour facilitation • Food security projects
• Formation of co-operatives • Community training and • Rainwater harvesting
• Solid waste management empowerment • Disaster management projects
• Health and hygiene
education
OUR COMMUNITY
Based Approach Management
Model
The Mvula Trust is known for
championing a community-based
approach (CBA) model for rural
development, capacity building and
sustainability of community projects
throughout South Africa.
We emphasise the empowerment
of residents through planning and
implementation of projects in their
own communities. Community-
based organisations (CBO) are
established and capacitated to
manage projects on behalf of their
communities.
A decision was taken to tap water There are two interconnected low- Post-project mentorship is provided
from the fountain. This meant profile 5 000-litre storage tanks to ensure the sustainability of
building a spring box, approximately connected to the spring box from projects.
15 metres downstream from which the water is pumped by a The Mvula Trust maximises
the fountain eye to discourage solar-powered pump, over a distance local economic opportunities
tampering. The spring box is a of 520 metres and 15 metres and develops local SMMEs and
structure that filters and collects to the 20 000 litres of elevated community members beyond the
the water flowing from the fountain water storage tanks at the school. project at hand.
eye, and it consists of two The water is pumped through a
compartments. chlorinator fitted at the elevated
The first filtration medium is at a water tank stands as the water
one-metre depth of the permeable quality test results revealed that CONTACT DETAILS
microbiological treatment is required. For more information on partnership
sediment in the form of clean sand opportunities and implementation of
placed upstream. Only settled The 5 000-litre storage tanks corporate social responsibility projects,
groundwater is percolated through please contact:
connected to the spring box was Mr Mashao Mohale
this sand into the first compartment provides water to the residents and Marketing and Communications
of the spring box, with holes built is filled through a gravity overflow Coordinator
systematically on the upstream from the school. The spring water Head Office
wall face. Section 22, Block C – IL Piacere
project is still a source of water 49 New Road, Grand Central,
The second compartment works to the school and surrounding Midrand, 1685
households. PO Box 32351, Braamfontein, 2017
as clean water storage, before it
Tel +27 11 403 3425
gravitates into the pumping tanks Email communications@themvulatrust.
that are further downstream, away org.za
from the water course.
A comparison
of development
CHAPTER 5
agendas
The people of South Africa are struggling against poverty, inequality,
unemployment and disease, and the abundant natural resources of the
country are under severe threat. To combat these issues effectively, and to
ensure holistic and sustainable development, it is important for the country
to acknowledge its global interdependence, and to learn from and share with
countries addressing similar issues. An alignment between South Africa’s
National Development Plan (NDP), Africa’s Agenda 2063 and the global 2030
Agenda for Sustainable Development supports a more integrated approach
to development.
A
genda 2063 and the NDP are in many respects a translation of the global
Goals into a continental and national context respectively. Each provides a
useful framework to shape the nature of the domestication of the global
developmental plan, and provides a direct map to realisation of the broader
SDGs. The integration of these frameworks is therefore crucial, and identifying areas of
overlap and convergence will increase the effectiveness of their implementation.
AGENDA 2063: THE AFRICA WE WANT

Agenda 2063 is the African Union’s 50-year development framework, formulated
in 2013, providing a roadmap to the development and socioeconomic
transformation of the continent. Similarly to the SDGs, Agenda 2063 represents
a reflection of past successes and challenges, and a renewed commitment to
driving development through sustainable development and the eradication
of poverty. Beyond this, Agenda 2063 entrenches the importance of good
governance and regional integration – political and economic – as a critical
means to development in Africa.
Agenda 2063 provides a vision of seven ideals representing a peaceful,
prosperous Africa. These aspirations are:
1. A prosperous Africa based on inclusive growth and sustainable development.
2. An integrated continent, politically united, based on the ideals of pan-
Africanism and the vision of Africa’s Renaissance.
3. An Africa of good governance, democracy, respect for human rights, justice
and the rule of law.
4. A peaceful and secure Africa.
5. An Africa with a strong cultural identity, common heritage, values and ethics.
6. An Africa whose development is people-driven, relying on the potential of
African people, especially its women and youth, and caring for children.
7. Africa as a strong, united, resilient and influential global player and partner.
These aspirations are further translated into concrete objectives and targets,
accompanied with an initial 10-year implementation plan.
Along with the strategy alignment to address economic, social and environmental
issues to improve the lives of all people, the national and global agendas for
development also share a timeframe for culmination in 2030.

The NDP makes a firm commitment to achieving a minimum standard

of living which can be progressively realised through a multi-pronged
strategy. While it does not define a minimum standard of living, it does
provide a framework for the adoption of a minimum standard of living by NUTRITION
N
society. The Elements of a Decent Standard of Living diagram focuses on HOUSING,
CLEAN
the key capabilities that individuals need to live the life that they desire. ENVIRONMENT WATER, SANITATION,
ELECTRICITY
In its broad goals, and in many of its targets and objectives, the NDP
RECREATION
to a high degree is aligned with the SDGs, recognising that the path AND LEISURE
ELEMENTS TRANSPORT
OF A DECENT
to addressing many of society’s challenges lies in inclusive, cohesive STANDARD
economic growth. The priorities of the NDP are orientated around OF LIVING
EDUCATION
EMPLOYMENT
enabling individuals to achieve a decent standard of living by: increasing AND SKILLS
employment through accelerated economic growth; improving the SAFETY AND

HEALTHCARE
quality of education, skills development and innovation; and building the SECURITY
capability of the state to play a developmental, transformative role. South

Africa has committed in the NDP to bringing the proportion of people
living below the national poverty line of R419 per month from 39% to
zero, and to reduce income inequality, as measured by the Gini coefficient,
from 0.69 to 0.6.
Alignment between the SDGs and the NDP

Sustainable Development Goals National Development Plan Chapters
1 NO POVERTY 11 Social protection
5 Environmental sustainability and resilience
2 ZERO HUNGER 6 Inclusive rural economy
11 Social protection
3 GOOD HEALTH AND WELLBEING 10 Healthcare for all
4 QUALITY EDUCATION 9 Improving education, training and innovation
11 Social protection
5 GENDER EQUALITY 12 Building safer communities
4 Economic infrastructure
6 CLEAN WATER AND SANITATION 5 Environmental sustainability and resilience
7 AFFORDABLE AND CLEAN ENERGY 5 Environmental sustainability and resilience
8 DECENT WORK AND ECONOMIC GROWTH 3 Economy and employment
9 INDUSTRY, INNOVATION AND INFRASTRUCTURE 4 Economic infrastructure
3 Economy and employment

10 REDUCED INEQUALITIES 11 Social protection
15 Nation building and social cohesion
11 SUSTAINABLE CITIES AND COMMUNITIES 5 Environmental sustainability and resilience
8 Transforming human settlements
12 RESPONSIBLE CONSUMPTION AND PRODUCTION 5 Environmental sustainability and resilience
13 CLIMATE ACTION 5 Environmental sustainability and resilience
14 LIFE BELOW WATER 5 Environmental sustainability and resilience
15 LIFE ON LAND 5 Environmental sustainability and resilience
13 Building a capable and developmental state

16 PEACE, JUSTICE AND STRONG INSTITUTIONS 14 Fighting corruption
17 PARTNERSHIPS FOR THE GOALS 7 South Africa in the region and the world

Specific areas where there is most convergence between the NDP and the SDGs are
multidimensional poverty and social protection. This includes access to basic social
services (SDG 1); access to and the quality of healthcare services (SDG 3); access to and
the quality of education services (SDG 4); access to water (SDG 6); access to energy and
increase of renewable energy (SDG 7); growth and employment (SDG 8); inequality
CHAPTER 5
(SDG 10); access to affordable housing and transport (SDG 11); climate change

adaptation and mitigation (SDG 13); protection of natural resources (SDGs 14 and 15);
and freedom from violence, promotion of responsive and accountable institutions, and
the fight against corruption (SDG 16).
The NDP is naturally less broad and far-reaching than the SDGs. In particular, the NDP
does not specifically address gender equality and empowerment of women (SDG
5). Rather, this is an integrated theme that runs through the plan. The NDP also does
not contain provisions relating to sustainable consumption and production (SDG 12).
There are various specific SDG targets and indicators that the NDP does not cover or
about which it is less explicit; for example, migrants, the resilience of urban dwellers
and urban centres, or measures to prevent illness from pollution. However, while the
NDP fails to address these specific aspects, it does not contradict the SDGs in this
respect. In this way, the NDP overlaps with the SDGs insofar as it extends.
Aside from specific areas of convergence, the NDP has the same broad aspirations,
principles and best practice strategies as the SDGs, committing to leaving no one
behind. Like the SDGs, the NDP intends to realise development goals progressively,
through a multidimensional framework, where improvement in one area supports
progress in others. It also emphasises social cohesion and a collective approach as the
basis of effective implementation of the goals.
Like the SDGs, the NDP represents the recognition that in order to accelerate
its development, South Africa needs the active support of all citizens and all
sectors of society. Effective partnerships can blend the strengths of different sectors
– government, private sector, non-profit organisations, the scientific community,
academia, philanthropic foundations, local authorities and other stakeholders –
and provide a means to share knowledge. Business, government and labour must
cooperate and contribute to the united effort.
Given the high amount of overlap, South Africa’s priority is therefore not to integrate its
national agenda with the global Goals. Rather, it is to focus on implementation of the
objectives. At a governmental level, this process is in progress. For businesses and other
stakeholders, the key is to recognise that the SDGs and NDP are aligned, albeit separate,
and work together. While initiatives that began under the NDP should continue to be
supported, the level of detail inherent in some of the SDG targets is important, even
in fulfilling stated NDP objectives. And, importantly, for multinational corporations, it is
the SDGs that will have direct application in foreign jurisdictions.
As with the SDGs, it is clear throughout the NDP that the private sector is crucial in
implementing and fulfilling developmental ambitions. Working together, business and
government can drive competitiveness and promote long-term growth. For example,
collaborating on strategic education and training initiatives – that go beyond funding
alone – provides a talented and skilled workforce. A stable, high-performing economy
is in everybody’s interest. ■

ECIC Mandate
The Export Credit Insurance Corporation SOC LTD
(ECIC) is the official Export credit agency (ECA) of
South African government. The corporation derives
its mandate from the Export Credit and Foreign
Investments Insurance Act (1957, as amended).
ECIC operates under the auspices of the DTI
and was established in 2001 with a mandate of
facilitating and encouraging South African export
trade by underwriting bank loans and investments
outside South African borders.
PARTNERING WITH COMMUNITIES FOR SOCIO-ECONOMIC

GROWTH AND SUSTAINABLE DEVELOPMENT
Socio-Economic Development Commitment

The ECIC through its commitment to Socio-Economic Development initiatives extends
support through partnerships with community based organisations and small business
enterprises to provide developmental interventions in key focus areas:
• Education
• Skills Development
• Community Development
• Enterprise Development and
• Supplier Development
Lessons from
the Millennium
CHAPTER 5
Development Goals
The eight Millennium Development Goals (MDG), together with their targets
and indicators, ranged from halving extreme poverty rates to halting the
spread of HIV/Aids and providing universal education, all by 2015. They were
the result of a long, global effort to build consensus around set targets for
reducing poverty around the world.
How South Africa fared in meeting the MDGs

THE MILLENNIUM DEVELOPMENT GOALS
G
lobally there was mixed success in achieving the MDGs. Some countries and
ERADICATE EXTREME
POVERTY AND HUNGER regions did better than others: some Goals were achieved, some partially
achieved, and others not achieved at all. However, the global dialogue and
2 concerted action on key developmental challenges that occurred throughout
the MDG process was unique.
ACHIEVE UNIVERAL For its part, South Africa made some good progress towards the MDGs. The extensive
PRIMARY EDUCATION
social security grant system has contributed to decreasing extreme poverty and
3 hunger, and public works programmes have provided skills and jobs. In education,
South Africa introduced universal, compulsory primary education for those aged seven
PROMOTE GENDER
to 15 years. The country has also managed to halt and reverse the incidence of malaria,
EQUALITY AND
EMPOWER WOMEN and achieved some successes in its fight against HIV/Aids. The UN report on the MDGs
in 2015 stated: “It is encouraging that South Africa, the country with the largest number
4 of people living with HIV, recorded the largest decline in the absolute number of new
infections, with 98 000 fewer new infections in 2013 than in 2010”.
REDUCE
CHILD MORTALITY
Nonetheless, Africa as a whole lagged in achieving the MDGs. South Africa – despite
substantial progress – failed to meet many of the set targets. And it is the poorest and
5 most vulnerable people who are being left behind, particularly women and children.
Tellingly, while there were improvements, South Africa did not succeed in meeting the
majority of its targets in respect of maternal health or child mortality. The country was
IMPROVE MATERNAL
HEALTH starting from a very low baseline in respect of these Goals in particular, but that does
not negate the room that exists for better performance in this regard.
6 Overall, the high unemployment rate is the biggest obstacle to the country’s aims to
achieve universal poverty reduction. This, together with low labour force participation,
COMBAT HIV/AIDS,
MALARIA AND OTHER
DISEASES
means that inequality remains a desperate problem. South Africa made significant
progress in achieving the MDGs, but not sufficient to provide a solid foundation for
7 strong national socioeconomic development.
External factors did play a role in hindering the success of the MDGs, particularly in
ENSURE
ENVIRONMENTAL the South African context. The challenging economic climate of the 2008 recession
SUSTAINABILITY
created a severe shortage of finance, hindering economic development and initiatives
to improve access to services. South Africa also faces problems of data and measuring
8 its progress against targets, which results in less performance-positive results than may
have been achieved in reality. This is a challenge that must be addressed in moving
GLOBAL
PARTNERSHIP FOR
DEVELOPMENT
towards implementation of the SDGs.

Responding to the shortcomings of the MDG

framework
Many African countries are dependent on donor funding for development. The
MDGs were widely seen as targets dictated to poor countries to achieve, financed by
wealthy states. The more inclusive framework of the SDGs, emphasising economic,
technological, social and environmental drivers to address socioeconomic challenges,
provides a better base for African countries to drive their own development agenda.
Reflecting on the MDGs, it is clear that the framework itself was problematic in many
respects. Overall, the targets failed to consider the root causes of poverty and inequality
and did not approach development in a holistic manner. The Goals were directed
towards developing countries only, in a top-down manner. Part of the reason for this
may have been the lack of broad-based consultation during the process of designing
the MDGs. Further, the individual MDGs did not synergise with each other, ignoring the
close correlations between many of the Goals. Many studies have since shown that
progress in the area of one Goal has positive implications for the realisation of other,
related Goals.
The SDGs took into account these shortcomings and, as a result, many of the inherent
problems have been addressed in the new framework. For a start, the SDGs are the
result of a global consultative process involving all states and civil society, and are
applicable to all states, regardless of their level of development. This is reflective of a
changing global attitude that acknowledges the important role played by developing
economies – BRICS (Brazil, Russia, India, China and South Africa) in particular – in the
making of global decisions.
The SDGs are considered to be universal, and every country is expected to work towards
achieving them. However, they operate on the principle of common but differentiated
responsibilities, acknowledging that developed countries have a head start and must,
therefore, continue to support developing countries in implementation.
The SDGs capture all three dimensions of sustainability, providing a more holistic
approach. They also show recognition of the synergistic effects of the Goals, and that
therefore the Goals must be achieved simultaneously, through a multisectoral approach.
Despite the various failures of the MDG framework, it did provide many important
lessons. For example, it brought to the fore the importance of a shared framework
and shared language. Even more importantly, research showed that active citizen
engagement in policy development, consultation and locally developed strategies
led to more effective realisation of the Goals, particularly when this involved non-
government stakeholders and vulnerable groups.
Therefore, critically, in building on the MDGs, the SDGs have acknowledged the need
for effective and meaningful cross-sector collaboration for effective implementation.
The perspective has shifted and the discourse has changed, particularly in respect
of the role of business in achieving the SDGs. Incorporating the SDGs into business
strategies is no longer considered optional; instead social development is (and must
be viewed as) a part of the revenue-generating process. It is accepted that government,
the private sector and civil society need to work hand-in-hand to achieve the
new Goals.
Approaching the SDGs, going forward, there is far greater emphasis globally on
solving the underlying structural problems that create poverty, in all its forms. In South
Africa, this will be pursued through greater collaboration, with a focus on improving
the quality of service measures rather than simply meeting quantitative targets. For
example, while universal primary education has been achieved, the challenge now
is to ensure the quality of this education, so that children are properly prepared and
equipped for further education and training. ■

Business strategies
for engaging the
CHAPTER 5
SDGs
The SDGs explicitly call on all businesses to help in solving long-term
challenges to development, through creativity and innovation. The SDGs
help to connect business strategies with global priorities, creating an
unprecedented opportunity for companies to focus on minimising negative
impacts, maximising positive impacts, and developing business-led solutions
and technologies to solve the world’s most pressing problems.
T
he long-term sustainability of a business is inextricably linked to the
socioeconomic health of the society in which it operates. Business is a powerful
force and should use its position and resources to drive positive change in the
communities in which it operates. The SDGs present a unique opportunity for
private sector involvement, acknowledging that responsible business is vital to job
creation and economic growth.
“ Private business
activity, investment and
innovation are major drivers
Private sector investments and market-based solutions are essential to achieving
sustainable impact, particularly in a country like South Africa which has a number
of governance challenges and public resource constraints. Public sector policy and
cooperation, and philanthropic and donor resources, are necessary and important
of productivity, inclusive but they are not sufficient to accomplish development goals. The private sector has
economic growth and job potential – in terms of financing, innovation, and networks – that must be leveraged in
creation. We acknowledge order to make transformative and lasting change in society.
the diversity of the private
sector, ranging from micro FINANCING THE SDGs
enterprises to cooperatives It is estimated that the annual global cost of financing implementation of the
to multinationals. We SDGs is going to be between $614 and $638 billion (United Nations Conference
on Trade and Development, Economic Development in Africa Report 2016). In the
call on all businesses to least-developed countries, particularly in Africa, national Government resources
apply their creativity and and official development aid are inadequate to meet this, and the external
innovation to solving debt position of most African countries is worsening. Increased private sector
involvement is one way in which this funding gap can be met. Foreign direct
sustainable development investment needs to be replaced with local direct investment to stimulate
challenges.
”
Article 67 of the 2030 Agenda for
sustainable gross domestic product growth.
Sustainable Development Strategic partnerships are key. The SDGs emphasise social cohesion and a collective
approach as the basis of effective implementation of the Goals. In order to accelerate
its development, South Africa needs stable and prosperous communities, and this can
be achieved only through the active support of all citizens and all sectors of society.
Business must realise the enormous benefit and market opportunities inherent in
solving development challenges. Furthermore, with active corporate participation
in the implementation of the SDGs, businesses will begin to be viewed as agents
for positive change and not solely as profit generators. To this end, businesses
should familiarise themselves with the SDGs and begin to assess how these can be
incorporated into its strategies and business models.

Purpose-driven businesses are key to the

development agenda
The private sector has the ability not only to provide financial support and specific
skills, but also to create and implement innovative and scalable development solutions.
Building effective partnerships and harnessing the different but complementary
“ The business
imperative for engaging
in the SDGs is based
capabilities and priorities of the private sector will drive the delivery of measurable
results. All businesses – from small start-ups to large multinationals, from mining both on the value to the
companies to those in the financial service sector – have a part to play. business and the values of
Businesses can play a key role in addressing and solving many development challenges.
Innovations in information and communications technology, and scientific and
technological research and progress, have the potential to accelerate human progress.
the business.
”
Business and the United Nations
Working Together Towards the
Creative business models can extend access to basic services, digital connectivity Sustainable Development Goals:
and access to clean energy for those most in need. New market opportunities can be A Framework for Action
created for micro-enterprises and entrepreneurs.
While business can have a direct impact on the SDGs through philanthropic activities
and social investment policies – be this donations or volunteering time – the most
significant and sustainable effects occur when companies integrate development
objectives into core business activities.
Business benefits of integrating the SDGs

The long-term sustainability, stability and prosperity of the community and society as
a whole benefits everybody – including business. A holistic response to promoting
socioeconomic development builds business resilience, ensuring material success. The
SDGs help to identify opportunities for mutual benefit, and an ethical business that
is motivated by long-term sustainability interests puts itself at a strategic advantage.
Going beyond corporate social investment (CSI) initiatives and adapting core business
operations can have a profound impact on wide-ranging areas addressed and affected
by the SDGs; from poverty alleviation and food security, to gender equality and
climate change. Delivering innovative solutions in untapped areas and sectors can
lead companies to discover opportunities for growth by opening potential markets,
while lowering the business’s own risk profile. This can range from green technology
developments, to meeting basic needs in healthcare, education and finance.
“
Integration of the SDGs into core business functions illustrates the interconnectedness Issues of basic service
of the kinds of effective solutions envisaged by the SDGs. For example, by investing in
delivery, including water
education and skills development, a company creates a bigger pool of talented, skilled,
employable workers. This leads to job creation and an increase in potential customers. issues, skills and nation-
building activities present
Businesses that align their priorities with the SDGs can build local market awareness
an opportunity for
and strengthen their engagement with and reputation among customers, employees
and other stakeholders. This may lead to greater buy-in from stakeholders, fewer immediate achievement,
community protests and a growing customer base. Globally, consumers are beginning for companies working
to place more emphasis on perception of a company’s sustainability performance and together and with other
the SDGs will strengthen this trend.
Of course, there are regulatory incentives to adopting a sustainable and socially
responsible attitude towards business. The Global Reporting Initiative and the
stakeholders.
”
Joanne Yawitch, CEO of the National
Business Initiative
International Integrated Reporting Council are working towards similar, development-
orientated outcomes, with the ambition of fostering a norm of transparent, accountable,
socially aware companies. Many companies adhere to these frameworks in preparing
stakeholder communications and reports.
In South Africa, companies are encouraged to adhere to the King Code of Corporate
Governance. The draft King IV Report and Code, which will soon come into force,
is premised on the basis that businesses – as corporate citizens – have a social
responsibility to society, and their practices and reporting must reflect this. Performance
should be assessed in terms of sustainable value creation in the economic, social and
environmental context.

In addition, broad-based black economic empowerment (BBBEE) scores take into
account socioeconomic and educational and skills development contributions, as well
as more direct considerations of racial transformation and gender equality. Each of
the transformation and equality imperatives inherent in the BBBEE rules align with the
ambitions of the SDGs.
CHAPTER 5
Going forward, it is likely that attention to direct regulation around the SDGs will increase
at a national, regional and international level. Aligning with the Goals is therefore at
the very least a sensible strategy to protect a business’s licence to operate and build its
resilience, particularly in areas where a business is affected or can affect the Goals.
Engaging the SDGs

The SDGs should be understood and used as a broad framework for action. Companies
can use the SDGs to shape, guide, communicate and report their strategies and
activities, and there are numerous ways in which the private sector is able to drive broad-
based development. For example, some businesses are extremely well positioned to
provide skills development training, or to fund the innovation and infrastructure needs
associated with SDGs by providing development finance. Others may be well placed
to promote enterprise development projects and supplier development initiatives,
creating new market opportunities for small and medium-sized enterprises and local
suppliers. The impact can be increased by working through strategic partnerships with
government, education institutions or civil society.
A different approach is to identify and adopt a selection of flagship SDGs most aligned
to the company’s core business and competencies, and focus sustainability efforts on
the related targets. These should be Goals that reflect the impact of the products and
services of the business and align to the brand and core values of the company. For
example, it might make sense for a food retailer to align itself to SDG 2 (zero hunger)
or a pharmaceutical company to focus on SDG 3 (good health and wellbeing). This
enables the business to make a strategic impact on specific Goals and provides
direction and focus to CSI activities.
Through either approach, it is important to begin by defining business priorities and
mapping the broad social and environmental impacts of the business throughout the
value chain, so as to focus the business’s efforts. This will provide guidance on how to
enhance a contribution to sustainable development through core business activities.
Solutions can then be designed and implemented to create maximum positive benefit
for the community.
The key is to integrate sustainability into the core business and embed the SDG
targets across all business functions and through the entire business value chain. To
pursue shared objectives or address systemic challenges, companies explore potential
partnerships within their sector or with governments and civil society organisations.
As the SDG framework suggests, to be effective, a broad strategy should contain
defined, measurable and achievable goals, targets and key performance indicators.
This provides focus and direction, and is a means of monitoring progress and
evaluating impact and success. The SDGs should be incorporated into stakeholder
communications and reports.
The SDGs can be integrated into business through the prioritisation of transformation
imperatives and equality measures in the workplace; for example, gender equality
and women’s rights (SDG 5), BBEEE and other equal opportunities for minority or
disadvantaged persons. Another path is through increasing healthcare access by
organising wellness programmes at work, such as preventive health screenings and
health-training programmes (SDG 3).
In addition to increasing their positive impact, all companies should look towards the
guidance of the SDGs in lowering their negative impacts and externalities. Businesses
can drive positive change by investing in low-carbon infrastructure, reducing waste and

adopting other cleaner solutions; for example, committing to reducing carbon dioxide

emissions. There is enormous potential for a shift towards cleaner and renewable
energy options such as solar, wind and thermal energy. Companies can drive the move
towards digital storage, reducing the need for paper and plastic. These types of smaller
changes contribute to addressing SDGs 7, 11, 12 and 13, among others.
Finally, despite the need to integrate the SDGs into core business strategies, companies
still do a great deal of good through programmes that are geared towards general
philanthropic efforts. Immediate relief projects, such as food aid, disaster relief, and
providing clean water and sanitation, have an important place in alleviating poverty by
assisting the poorest and most vulnerable community members. ■
TIPS FOR APPROACHING AND CONTRIBUTING TO THE SDGs

From the SDG Compass Guide
■■Define priorities: Companies are encouraged to focus their efforts by defining
where their priorities are. This can be based on an assessment of positive and
negative, current and potential impact on the SDGs across a value chain.
■■Set goals: This is critical to business success and helps foster shared priorities.
It ensures better performance across the organisation and demonstrates a
commitment to sustainable development.
■■Integrate sustainability into the core business functions: This is key to achieving
set goals. To pursue shared objectives or address systemic challenges,
companies can engage in strategic partnerships across the value chain.
■■Report and communicate: The SDGs enable companies to report on sustainable
development performance using common indicators and a shared set of
priorities.
FURTHER READING ON THE 2030 AGENDA FOR SUSTAINABLE DEVELOPMENT

United Nations
http://www.un.org/sustainabledevelopment/sustainable-development-goals
United Nations Development Programme
http://www.undp.org/content/undp/en/home/sdgoverview/post-2015-development-agenda.html
Sustainable Development Goals Fund
http://www.sdgfund.org/sustainable-development-goals
Business for 2030
http://www.businessfor2030.org
SDG Compass
http://sdgcompass.org
National Business Initiative
http://www.nbi.org.za/focus-areas/integrating-strategic-projects/sustainable-development-goals-implementation
UN Global Compact
https://www.unglobalcompact.org/what-is-gc/our-work/sustainable-development/sdgs/17-global-goals
Business and the United Nations – Working Together Towards the Sustainable Development Goals:
A Framework for Action
https://www.sdgfund.org/sites/default/files/business-and-un/SDGF_BFP_HKSCSRI_Business_and_SDGs-Web_Version.pdf
Review of Targets for the Sustainable Development Goals: The Science Perspective
http://www.icsu.org/publications/reports-and-reviews/review-of-targets-for-the-sustainable-development-goals-
the-science-perspective-2015/SDG-Report.pdf

THE GROWTH AGENDA
What is CDE’s Growth Agenda, and how However, responsibility for improving
VIEWPOINT
does it incorporate existing agendas the relationship between business

such as the National Development Plan and Government, state and market, is
and the 2030 Agenda for Sustainable not Government’s alone. Organised
Development? business and business leaders have
CDE’s Growth Agenda identifies the not engaged with the state and wider
catalytic priorities which form the building society effectively. Business needs a
blocks for a new approach to accelerating leadership strategy to engage more
growth and employment in South Africa. effectively in national conversations,
It draws on international and national which includes defining and defending
evidence to focus on five priority areas for their core interests. In the face of
policy reform: jobs, accelerating inclusive sustained attacks on its legitimacy, and
growth, skills, cities, and the business– the pressure of having to do business with
government relationship. Existing growth the Government, ‘established’ business
strategies typically have too many and organisations and companies have
often contradictory objectives, making increasingly chosen to be silent, reactive
them difficult to implement. With a growth or accommodating. This is understandable
Ann Bernstein rate that is unlikely to reach 1% this year, to an extent. Business leaders are in a
heads the Centre for there is now an urgent need for action. difficult situation: castigated by high
Development and Government officials for not speaking out
What are some of the key issues that clearly; criticised by others when they do.
Enterprise (CDE), which need to be prioritised in order to realise
has a special focus on mass employment? Can CSI advance the business-
the role of business Government’s labour policy needs Government working relationship?
and its contribution to make it economically feasible for Can it contribute to policy change and
more firms to offer more employment, how can it be effective in doing so?
to development. Here,
she talks about the especially to millions of unskilled workers. In democracies, the ‘public square’
That is the only route to a tighter labour really matters. Business leaders and
CDE’s Growth Agenda market and long-term worker prosperity. organisations need to participate in the
series of reports, which There is no prospect of South Africa debate on how South Africa should deal
prioritises inclusive going in one leap from 7.5 million, with its challenges of unemployment,
growth through mass mainly unskilled, unemployed people poverty and inequality. Business has
employment. to full employment on high-skill, high- to make the public case for prioritising
wage, high-protection terms. Higher private sector-led economic growth, and
employment has no prospect of occurring explain how an expanding economy can
until employers are confident that the create many new jobs. It has to make the
benefits of employing the unskilled case for the reforms that are essential for
outweigh the risks and costs. South Africa to get out of its deepening
troubles so that we can return to building
How does the relationship between an inclusive and prosperous society.
business and Government need to
improve to help ensure faster growth The most effective use of private money
and mass employment? is to influence how public money is spent.
If Government wants growth and it South African companies need to respond
believes the private sector should invest to the crises of our society in bold and
and create jobs, then it cannot shirk the innovative ways. Policy reform and
responsibility of defending markets and ensuring a more effective business voice
business in the face of populist rhetoric on policy alternatives to critical national
about ‘monopoly capital’ from its own challenges have to be at the centre of the
support base (and sometimes cabinet changing CSI requirement. ■
ministers). In addition, if Government
genuinely believes that (in the recent
words of a senior minister) the state needs
to partner business in order to unlock
private-sector growth as the way to
achieve its developmental goals, it should
Ann Bernstein listen closely to what business needs to
Executive Director deliver growth; small business as well as
Centre for Development and
Enterprise large companies. In essence, South Africa
011 482 5140 cannot be pro-growth and anti-business
info@cde.org.za at the same time.

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GENDER EQUALITY IS INTEGRAL TO DEVELOPMENT
How does the empowerment of How is Government partnering with
VIEWPOINT
women impact the socioeconomic state corporate South Africa to realise

of South Africa? gender equality, and how can these
Our country requires an economy that can collaborations be enhanced?
meet the needs of all our people and their The Department has a partnership with
enterprises in a sustainable manner. This Cell C which focuses on the advancement
will be possible only if our economy builds of the girl child. The relationship has led
on the full potential of all persons and to the programme changing the focus
communities throughout this country. from an event to a more programmatic
approach, which now includes the Girl
Women’s financial inclusion yields Bursary Fund, the Girl Child Alumni, and
significant developmental impact, such the Girl Child Institute of Mentorship.
as more inclusive and sustainable growth In May 2016, I hosted 60 girls as part of
through higher levels of productive the Cell C programme campaign. The
investment and asset accumulation. At the Department’s aim is to influence all
household level, women are the primary companies involved in Take a Girl Child
financial managers in most families, to Work to translate the one-day initiative
Minister Susan ensuring intra-household resource into sustainable and meaningful exposure
allocation to meet ongoing basic needs
Shabangu heads the for girls.
and additionally saving to invest in and
Department of Women protect their families’ future. The Department also works in partnership
in the Presidency, which with Uweso on the TechnoGirl Programme,
aims to accelerate The Sustainable Development Goals aimed at enhancing women’s skills in
socioeconomic (SDG) have prioritised gender equality in science, technology, engineering and
a way that the Millennium Development maths (STEM). The programme has given
transformation and Goals (MDG) failed to specify. Please over 9 000 girls the opportunity to job
implementation for comment on the value of this. shadow in the STEM field.
women’s empowerment The MDGs provided a common language
and participation. to reach a global agreement for meeting What opportunities do you see for
Here, she shares the basic needs of people in developing corporate South Africa to address gender
countries. The 2030 Agenda seeks to inequality?
how Government
build on the foundation laid by the Despite females outnumbering males by
is partnering with MDGs, and includes a dedicated gender a ratio of around three to two at a post-
corporate South equality goal; SDG 5: Achieve gender secondary education level, women are
Africa, emphasising equality and empower all women and girls, still under-represented in the fields that
the importance of which should also be mainstreamed in they study for. Women remain under-
gender equality in all all the other 16 SDGs. It addresses key represented in key science fields and for
structural constraints to gender equality, a long time existing gender inequalities
facets of society for a including gender-based discrimination, have ensured that men’s ideas are
healthy business sector, violence against women and girls, prioritised over women’s.
economic growth and women’s disproportionate share of unpaid
The persisting systemic and structural
overall sustainable care work, lack of equal participation in
decision-making in political, economic barriers must be removed to achieve
development. women empowerment and gender
and social life, and lack of access to sexual
and reproductive health and rights, which equality in the corporate world. This
the MDGs failed to take into consideration. will be achieved through promoting
the understanding of differential
How do gender issues impact and circumstances of women and men in
overlap with most, if not all of the other society and the impact of seemingly
16 Goals? neutral decisions, plans, laws, policies
The SDGs are integrated and indivisible and practices on either gender. Corporate
and balance the three dimensions South Africa can also play a key role in
of sustainable development: the ensuring training and skills development
economic, social and environmental. for young women to take up positions in
Non-achievement of one Goal impacts fields which are still predominantly male. ■
Minister Susan negatively on others. For example,
Shabangu
Minster of Women in the addressing Goal 5 without achieving
Presidency Goals 1 (no poverty), 2 (zero hunger) and
012 359 0265 3 (good health and wellbeing), among
monica.zabo@women.gov.za others, renders all ineffective.
sindiswa@women.gov.za
www.women.gov.za

MONITORING AND EVALUATION FOR IMPACT
Is M&E more difficult in an advocacy short. Should we pick up an issue through
VIEWPOINT
environment, compared to an activity- this process, we can revise the project

implementing organisation? messaging or change the radio timeslots
Yes, M&E is complicated for Corruption used as the process is unfolding. For
Watch (CW) as there is seldom a clear example, during our schools campaign,
linear connection between our activities, our M&E showed that a large number
and the resultant outcomes. Our of reports centred on corruption in
outcomes are harder to define, and it the management of school resources.
is difficult to determine the portion of As such, we were able to focus our
success attributable to CW’s intervention. public communication on this issue and
In a health development programme, for therefore achieve a successful campaign.
example, the number of ARVs prescribed
As with the majority of NPOs, CW has
could fairly easily be linked to health
limited resources and we cannot afford
improvements. For CW, however, it is
to go down a path that does not yield
not possible to measure whether our
positive outcomes. M&E is not just for
campaign resulted in a decrease in
funders, it is necessary to make sure
corruption.
When done well, the relevant programme outputs are
Our recent Public Protector campaign efficiently achieved, and that poor project
monitoring and methodologies are quickly changed.
had what we would consider a very
evaluation (M&E) can successful outcome. However, it is difficult
enable non-profit to understand the portion of success Does M&E assist your relationships with
organisations to attributable to the office of the Public funders?
measure their impact, Protector, and to the CW campaign’s Our funders require us to outline the
improve upon and amplification of the issues. We can only goals that we seek to achieve through
take responsibility for having laid the a project, in our funding proposals. We
secure funding for their groundwork for reductions in corruption put these goals into our M&E framework,
work. However, if not to happen. and develop underlying performance
properly integrated into indicators accordingly. As such, when we
work plans, M&E can How can M&E processes be effectively feed back to the funders, we can clearly
be time and resource embedded into the way an organisation report on the indicators outlined in the
is run, without drawing too much proposal.
intensive. Executive resource from direct project work?
director of Corruption Leadership needs to buy-in and drive What advice would you give other
Watch, David Lewis, M&E; it cannot simply be handed to NPOs for establishing and funding M&E
offers broad and a junior staff member who lacks the processes?
strategic perspective authority to insist that M&E is undertaken I recommend that NPOs take M&E
on the role of M&E on all projects. When we first started seriously and embed it at the beginning
implementing M&E, most managers saw of the project. Even if you don’t yet see
in development, as this as a burden, something that they the value in it, your funders are going to
well as advice on how had to do in addition to their current insist that you do it. Also, engage with
organisations can jobs. Then it dawned on us that M&E has your funders and interrogate how to do
plan for, embed and value, not only to the funders, but to our M&E, given your project’s objectives. Give
fund these imperative organisation. funders the opportunity to be actively
processes. We have therefore incorporated M&E into involved; funders should not only preach,
our daily activities. None of our managers but put their money where their mouths
would develop a project nowadays are. Have the discussion with them about
without an M&E framework in place prior additional funding, specifically earmarked
to the attempt to raise funding. Without for M&E. ■
an M&E framework, projects are unlikely
to receive funding. Furthermore, the
framework is key to understanding how
the project’s desired change is expected
to happen in a particular context.
Do insights gained from M&E feed your

David Lewis organisational learnings and strategy?
Executive director
Corruption Watch
Each of our programmes has an M&E
011 242 3900 framework. We measure a number of
davidl@corruptionwatch.org.za indicators regularly for each project, and
this enables us to see if we are falling

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I S B N 978-0-9921777-5-1
the
CSI HANDBOOK
19th EDITION 9 780992 177751

The CSI Handbook 2016 Final

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THE TRIALOGUE CSI HANDBOOK 2016 1

Cape Town, South Africa

All rights reserved.

Publishers Cathy Duff, Nick Rockey

ISBN No: 978-0-992-1777-5-1

2 THE TRIALOGUE CSI HANDBOOK 2016

From the editor 12

4 THE TRIALOGUE CSI HANDBOOK 2016

THE TRIALOGUE CSI HANDBOOK 2016 5

Africa!Ignite – page 183 Aluwani – page 13 Archway Foundation – page 129

FCB Foundation – page 87 FirstRand Foundation – pages 122,123 Hollard – page 96

6 THE TRIALOGUE CSI HANDBOOK 2016

THE TRIALOGUE CSI HANDBOOK 2016 7

Zenex Foundation – page 127

8 THE TRIALOGUE CSI HANDBOOK 2016

Donors, and the beneficiary We remain dedicated to strengthening

If you would like to speak to Nedbank Private Wealth

10 THE TRIALOGUE CSI HANDBOOK 2016

12 THE TRIALOGUE CSI HANDBOOK 2016

To donate or find out more, visit aluwani.org

Previously known as The Lonely Road Foundation

Corporate research respondents

Ackerman Pick n Pay Foundation Momentum

14 THE TRIALOGUE CSI HANDBOOK 2016

141 vs 28 67 vs 20 96% vs 80%

90% vs 85% 188 vs 175 11 vs 5

2 195 vs 2 000 2 195 vs 2 000 100% vs100%

92% vs 80% 97% vs 95% 82% vs 85%

011 682 0192 | www.randwater.co.za

NPO research respondents

3L Development Desmond & Leah Tutu Legacy Isizinda Sempilo Organisation

16 THE TRIALOGUE CSI HANDBOOK 2016

THE TRIALOGUE CSI HANDBOOK 2016 17

18 THE TRIALOGUE CSI HANDBOOK 2016

Partner with JaM to change the lives of those in need

JaM south africa

8 www.trialogue.co.za | * info@trialogue.co.za | @TrialogueSA

Introducing the Trialogue Knowledge Hub

✆ CPT +27 21 671 1640 | JHB +27 11 026 1308

The multimedia centre consists of 42 workstations, two

26 THE TRIALOGUE CSI HANDBOOK 2016

ISTOCK IMAGES FERRAN TRAITE SOLER

28 THE TRIALOGUE CSI HANDBOOK 2016

THE STATE OF CSI

CORPORATE 2016 n=79

2 TOTAL ANNUAL INCOME 3 NUMBER OF EMPLOYEES

11 Less than R500m 23 Less than 1 000

4 TOTAL ANNUAL INCOME 5 NUMBER OF EMPLOYEES

THE TRIALOGUE CSI HANDBOOK 2016 29

Estimate of total CSI expenditure

Zero growth in total CSI expenditure

6 NOMINAL VERSUS REAL GROWTH IN CSI EXPENDITURE

CORPORATE Base year: 2001

30 THE TRIALOGUE CSI HANDBOOK 2016

THE STATE OF CSI

2015 59 16 25 % corporate respondents

CORPORATE 2016 n=80 / 2015 n=77

CSI spend across top 100 companies

8 CSI EXPENDITURE ACROSS TOP 100 COMPANIES

13% Less than R25m per company

48 15% R25 – R50m per company

No. of top 100 companies % CSI expenditure (R5.8 billion)

CORPORATE 2016 n=100