WOESA: Empowering Women in the Energy Sector

1. WOESA GROUP OF COMPANIES September 2010 Parliament: Hearing on Liquid Fuels Charter

2. Presentation Outline • Introduction • WOESA’s origin and mandate • WOESA Group of Companies • WOESA’s Capacity • WOESA’s challenges related to the charter ownership supportive culture capacity building procurement The Way Forward

3. WOESA’s Origin and Mandate WOESA Section 21- established in 2002 by the Deputy President • To facilitate broader involvement of women in the energy sector • To interface with all relevant stakeholders in order to foster a conducive environment for the empowerment of women. • To create a platform and network for women in the oil and energy sector

4. WOESA Group of Companies WOESA Individual Shareholders members WOESA section 21 30% 70% 100% WOESA Investment Holdings WOESA Investments (Pty) Ltd

5. WOESA’S Capacity Business credentials of directors • Oil industry experience to CEO level • Diversified experience • Involvement with government in energy related policy making teams • Senior financial roles in private sector and government • Work experience with parastatals • International corporate experience – Netherlands, Malaysia, Mozambique, USA, etc

6. WOESA Section 21 • Established 2002 • More than 300 members • Members are women-owned companies country-wide • WOESA provides training courses for women and access to business opportunities • WOESA has a close relationship with the DME, • WOESA is funded by contributions from member companies and some sector Corporates. • In future, 20% of dividends earned by WOESA Investments will contribute to funding WOESA Section 21

7. WOESA Investment Holdings • Established 2006 • To secure funding from individual members as investors in WOESA Investments • Owns 74% of WOESA Investments • Approx. 1200 shareholders, mostly shareholders in WOESA member companies • Max. individual holding 6%, range R1 000 to R360 000 • Black ownership 86,7% • Black female ownership 82%

8. WOESA Investment • Navigated through five difficult years to assist women’s participation in the sector • Established in 2005 • To participate in investment activities in order to ensure long-term financial sustainability of WOESA S21 • To be a vehicle for shareholders’ participation in the sector • CEO appointed in June 2007; hands-on involvement by board members • No current shareholding in major oil companies –sectoral transactions completed before WOESA Investments was established • Part of the preferred groups in the Sasol Inzalo Scheme

9. Challenges related to the charter Ownership- equity participation Specific projects Incentives? BEE Codes

10. Challenges cont... Procurement Most companies do have procurement policies that are supposed to facilitate and leverage the growth of HDSA companies. But what is the reality? The government should lead in ensuring supportive procurement policies within the sector.

11. Challenges cont... Supportive culture Transformation needs to be translated into practical behavioural change through out the organisations How do companies change the patriarchal mindset that are a hindrance to transformation and inclusion of women.

12. Challenges cont.... Capacity Building and Finance Access to training is costly and has been limited to Johannesburg There is a need to decentralize training – take MEETI to the provinces and link to specific business opportunities.

13. The Way Forward Continuous dialogue with relevant stakeholders Set asides/specific targets for women Development of models and sharing of best practice All government tenders must make BBBEE compulsory Consistent monitoring of progress

14. We Thank You

15. Contact details National Office:24 Sturdee Avenue Rosebank 2196 Johannesburg   011-880-7479 Email:info@woesa.com Website:www.woesa.com Contact: Khumo Ntlha