National Public - Business Relations: A South African Perspective

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

2. Who is BUSA ? Who is BUSA ? • BUSA is the voice of organised business at both national and international levels, and will proactively by means of effective co-ordination, dynamically address different business views.

3. THE VISION OF BUSA • BUSA is a unified and fully representative organisation that contributes to a vibrant, transforming and growing economy in South Africa

4. THE MISSION OF BUSA • BUSA aims to ensure that organised business plays a constructive role, within the context of the country’s economic growth, development and transformation goals, in achieving an environment in which businesses of all sizes and in all sectors can thrive, expand and be competitive both nationally and internationally

5. BUSA Business Unity South Africa CORPORATE ASSOCIATIONS CHAMSA UNISECTORALS PROFESSIONAL ASSOCIATIONS MEMBERSHIP CATEGORIES OF THE SAME STANDING

6. Chambers of Commerce and Industry (CHAMSA) • AHI • Foundation for African Business and Consumer Services (FABCOS) • National African Federated Chambers of Commerce (NAFCOC) • South African Chamber of Business (SACOB)

7. Professional Associations • Association for the Advancement of Black Accountants of South Africa (ABASA) • Association of Black Securities and Investment Professionals (ABSIP) • Black Lawyers Association (BLA) • Black Management Forum (BMF) • South African Black Technical and Allied Careers Organization (SABTACO) • South African Institute of Black Property Practitioners (SAIBPP) Corporate Associations • Black Business Executive Circle (BBEC) • Congress of Business and Economics (CBE) • National Black Business Caucus (NBBC) • South Africa Foundation (SAF)

8. UNISECTORALS • Agri SA • African Minerals and Energy Forum (AMEF) • Banking Council • Black Information Technology Forum (BITF) • Building Industries Federation of South Africa (BIFSA) • Chamber of Mines of South Africa (COM) • Chemical and Allied Industries’ Association (CAIA) • Insurance Industry Employer Association (IIEA) • Life Offices Association (LOA) • National Association of Automobile Manufacturers of South Africa (NAAMSA) • Retailers’ Association • Road Freight Employers Association (RFEA) • South African Communications Forum (SACF) • South African Federation of Civil Engineering Contractors (SAFCEC) • South African Insurance Association (SAIA) • South African Petroleum Industry Association (SAPIA) • Steel and Engineering Industries Federation of South Africa (SEIFSA) • Sugar Manufacturing and Refining Employers’ Association (SMREA)

9. NBI Members

10. The NBI purpose • Advocating for good corporate citizenship and responsible business leadership towards sustainable growth and development; • Mobilising business leadership and resources for making a difference; • Facilitating collective business action and critical social dialogue; • Implementing strategic projects backed by independent policy analysis and research; • Building relationships and trust with government, business and key stakeholders

11. Energy Efficiency Accord: Background • The South African government’s Department of Minerals and Energy (DME) released a National Energy Efficiency Strategy in March 2005 • Within a framework of eight strategic goals based on the three cornerstones of sustainability, the Strategy targets a 15% reduction in “final energy demand” for the industrial and mining sectors by 2015 • National Business Initiative (NBI), with the active support of Business Unity South Africa (BUSA), facilitated a process to discuss the viability of a voluntary Energy Efficiency Accord to be signed between the Minster of Minerals and Energy and leading South African corporations and industry associations

12. Successes of the Accord • On 4th May 2005, 24 companies and 7 industry associations signed the Energy Efficiency Accord, voluntarily committing to reducing their final energy demand by 15% by 2015 • Voluntary agreement between business and government – a model for future processes? • The signatories include companies and industry associations from a wide range of sectors including mining, banking, cement, automotive, steel, paper, petroleum, tobacco and chemicals • The willingness of business to come on board on this is a reflection of the increasing importance to business • Positioned the NBI as the interface between business and government on sustainability issues • A unique partnership between a voluntary business organisation (NBI) and a mandated business organisation (BUSA) has been formed • A technical committee, consisting of both business associations and government, was formed

13. Energy Efficiency Accord

15. Business Against Crime:The Review of the South African Criminal Justice System August 2007

16. Goals and Approach • Extensive and intensive consultations involving the • Four core CJS entities (SAPS, DOJ, DCS and NPA); • Judiciary and Magistracy; • Legal Aid Board; • Department of Health (DOH); and • Department of Social Development (DSD). • Desired Outcome • Apprehend and provide appropriate sanctions against offenders; • Ensure speedy conviction of the guilty and acquittal of the innocent; • Deter those who might otherwise be tempted into crime; and • Establish and maintain public confidence in the criminal justice system. The Review of the South African Criminal Justice System

17. The Present System • The CJS, in most jurisdictions including South Africa, spans across multiple departments and agencies involving huge numbers of personnel and a multitude of processes resulting in high levels of: • Fragmentation; • Dysfunction; • Blockages; and • Other systems weaknesses. • The present structures of the JCPS cluster reflect all these weaknesses, including: • Different legislative frameworks and mandates, only existing nationally, that are not focused on escalating problematic issues for decisions and/or resolution at a political or senior official’s level; • Coordination that is not sufficiently hands-on; and • Non-existent collective management. The Review of the South African Criminal Justice System

18. Strategic Dependencies • Coordinated strategies, plans and budgets for the CJS as a whole, with specific emphasis on balancing the input and outcomes of all component parts of the system; • Ongoing performance monitoring and measurement of the system with specific indicators and targets set by the JCPS cluster for each Department or agency; • Early detection of blockages, issues and problems, and facilitation of immediate corrective action; • Improved cross-departmental cooperation and accountability; • Effective coordination and management of inter-departmental and intra-departmental inputs and deliverables; • Congruent objectives for all component parts as well as the CJS as a whole; and • A single shared vision and mission. The Review of the South African Criminal Justice System

19. Establishing a New, Modernised and Transformed CJS An orderly and cumulative approach • Specialised and focused task teams, operating under the auspices and control of the Directors General or heads of agencies, will be commissioned to implement agreed solutions on a national basis in conjunction with structures at other levels; and • Provision of the timely, accurate and up-to-date offender and case information through state-of-the art technology solutions in the areas of: • Forensic Services; • Identification Services; • Criminal Record Information; • Docket Management; • Event Notification; • Management Information; and • Technology Infrastructure. The Review of the South African Criminal Justice System

20. Priority Actions and Decisions Required …. 1 • Review by the JCPS cluster aimed at adopting a single Vision andMission leading to a single set of objectives for the CJS; • Realign the operations of CJS departments / agencies to counter the present misaligned and often conflicting, contradictory and mutually destructive objectives and priorities; • Establish, legislatively, a new coordinating and management structure for the CJS, at every level, including national (Cabinet JCPS cluster), provincial and magistrates court levels, to comprise relevant stakeholders at each level, especially DOJ, including the Judiciary and Magistracy, SAPS, NPA, DCS and Legal Aid Board; and • Appointa political champion, with only coordinating and management functions (and not executive powers), to head this new CJS structure, being accountable to the JCPS cabinet committee (the UK model is worth noting). The Review of the South African Criminal Justice System

21. Trial The crime is reported • Investigation commences • Witnesses identified • Evidence secured • Accused identified An arrest is made and the accused detained or released on bail A crime is committed 10111 The Criminal Justice System Prosecution / adjudication takes place Integration into society Verdict Acquittal Incarceration Fine

22. Workload Reduction • In order to focus on serious crime: • Restorative justice initiatives • Alternative dispute resolution • Administrative alternatives • SAPS • Spot fines • Warnings • Bail • ….. • ….. • Courts / Prosecution • Alternative community sanctioning • Correctional supervision • Treatment programs • …. • Corrections • Parole • Early release • …. • …. • …. Reception / Assessment / Referral Welfare The Review of the South African Criminal Justice System

23. Business Transformation Drivers Processes Technology On-going Refinement Culture Management Systems On-going Transformation The Review of the South African Criminal Justice System

24. A Business Responseto HIV/AIDS

25. Vision & Mission Vision • To mobilise and empower South African Business to take effective action on HIV/AIDS in the workplace and beyond  Mission • In order to mitigate the impact of HIV/AIDS on sustained profitability and economic growth, SABCOHA will lead:In establishing a network of high quality information and best practices, andIn the building of sustainable partnerships between the private sector and other stakeholders

26. Four Strategic Areas for Delivery • Policy and lobbying • Ensuring Business is part of a nationally co-ordinated response to HIV • Mobilising Business in the fight against HIV • Managing knowledge • Pioneering projects and developing a project management capacity in SABCOHA

27. Policy & Lobbying • Current Issues • The restructuring of the South African National Aids Council • The drafting of the National Strategic Plan on STI’s, TB, and HIV • The development of a Private Sector Strategy on HIV • Amendments to the Tax Act

28. Mobilise and Support Business in implementing Effective HIV/AIDS programmes • Strategic Direction • Develop strategies that address a differentiated Business sector • Corporate Strategy • SME Strategy • ME Strategy • Sectoral Strategy

29. OBJECTIVES • Reducing Infections, and scaling up VCT • Expanding Treatment • Monitoring and Evaluation • Reduction of discrimination • Development of Health Systems • Scaling up funding

30. LEVELS OF RESPONSE • Corporate Sector • Private Health Care Sector • Small, Medium and Micro Enterprises • Sectoral • Multi-sectoral

31. Corporate Response • Sharing of human skill, capacity and competence • Sharing of physical capacity • Utilizing corporate influence and position • Using high profile leadership • Entering co-funding arrangements to scale up