Milestones for members - NBI Chairman's Statement

This year, marking as it does the completion of the first 10 years of democracy in South Africa, is a historic year for the country and the private sector in South Africa. The celebration of ten years of democracy was a proud moment for all who worked for a non-racial democratic system in the country. Many South Africans from all walks of life contributed to this remarkable transformation of our society. The government can rightfully claim success during the past decade and the private sector can also be proud of its contribution to a non-racial, democratic and prosperous country. Indeed, the unique role played by the South African business community in building peace and democracy is increasingly being recognised around the world. The NBI is a shining example of the collective contribution of the private sector's contribution to peace, democracy and sustainable development.

The relationship between government and the private sector has further strengthened during the past year and I am pleased to note the continuing and closer partnership between the NBI and many individual government agencies. This is of great importance to the NBI because its programmes depend on public sector commitment and support to ensure successful and practical implementation. The fact that the NBI will celebrate its own ten year anniversary early next year demonstrates how closely the organisation has been linked to the national journey towards a stable democracy in which a market economy functions to the benefit of all.

Important to note is the achievement of mandated business unity during the past 12 months as a major milestone. The NBI very much welcomes the formation of Business Unity South Africa (BUSA), as the formal, representative voice of organised business at both national and international levels. As a dynamic and voluntary, non-mandated business coalition, it would not be appropriate for the NBI to participate in the representative structures of BUSA. However, I am pleased to report that the NBI has already responded to a number of opportunities to assist BUSA in areas where we have the expertise and capacity to contribute. In particular, we were pleased to respond to the BUSA call for the NBI to coordinate the business participation in the Johannesburg +2 celebration of the World Summit for Sustainable Development.

A significant national development during the year has been the progress on the various Black Economic Empowerment charters. The NBI believes that successful BEE is a critical component in ensuring the future stability of the country so essential for effective growth and development. It is also to be hoped that the certainty brought about by the industry charters will in due course produce positive responses from potential overseas investors.

I would like to congratulate the NBI management on the excellent work it has done in demonstrating to member companies the tax deductions it is now able to claim through the NBI's status as a Section 18A Public Benefit Organisation (PBO) on annual subscriptions. Although slightly differing in each industry, I am confident that member companies will also be able to claim at least 90% of their annual membership subscription and will be able to demonstrate how the support of the NBI can be utilised as part of their own empowerment scorecards. This incidentally demonstrates the relevance to members of the NBI's current activities, which are centred on schooling, skills development, public private partnerships and enterprise support.

The report outlines the ongoing practical and impressive progress made during the year on our various programmes. In each of them, there has been a combination of practical impact on the ground and very importantly a contribution to national strategic policy. The report also underlines the importance to the NBI of business leadership and of the participation by individual member companies in its programmes and work.

I would like once more to congratulate Andre Fourie, his management team and staff for their sterling efforts in yet another very successful year in which much progress has been made in ensuring the success of NBI's quest to play a significant role in the overall contribution of the business sector to national challenges.

In conclusion, I would like to pay particular recognition to the commitment and sense of direction provided by the NBI board of directors this year. It has been of great importance and benefit to management in its planning and work in the rapidly changing circumstances of our country.

"Tangible results celebrate ten year's of democracy"  

Responding to the external environment

There is a growing global trend to redefine the role and contribution of business to society. In South Africa, major corporations are developing coherent frameworks and explicit principles to deal with the requirements of triple bottom line accountability and sustainability reporting. The individual contributions of companies are an important part of the overall corporate citizenship footprint. South Africa, however, leads the world in understanding that, from a business perspective, many of the global and local sustainability challenges can only be engaged effectively in a collective manner.

The NBI is proud to have been the leading business coalition focused on the broader role of business in sustainable development over the first decade of democracy in South Africa. As expected, June 2004 loomed large on the NBI calendar, being the scheduled conclusion of two of the largest undertakings yet by the NBI, namely the Business Trust and the Colleges Collaboration Fund. In this regard, the NBI is pleased to report that it is well positioned to explore creative options to build on the success of these two major initiatives. The NBI is going into its new year as a vibrant business initiative to enhance the business contribution to sustainable growth and development in South Africa.

Integrating policy impact with tangible results

The NBI has deepened its understanding of the development impact of its work. There has always been a bias towards action and results on the ground. However, it has made progress in demonstrating how these programmes affects public policy, institutional development and the realm of ideas. The following provide some of the key highlights of the past year:

• The Education Quality Improvement Partnerships (EQUIP) Programme (together with the value-add additions of the Towards Effective School Management programme and the Professional Development Programme), reached more than 2.5 million learners across South Africa. Collectively, these initiatives contributed greatly to improving the quality of disadvantaged children's education;
• The Colleges Collaboration Fund (CCF) played a vital role in the transformation of the Further Education and Training System. With the completion of the merger of 152 small colleges into 50 large, multi-campus institutions, the focus has shifted towards building constructive partnerships between the colleges and industry. This provides a platform for bridging the gap between education and the world of work in South Africa;
• The newly established Sustainable Futures Unit has proven to be an important value-adding service to members. The wide range of activities undertaken by the NBI in this regard has placed the organisation at the forefront of the business and sustainability debate. Two years after the World Summit on Sustainable Development held in Johannesburg, the NBI is well placed to get business leaders and the broader public involved in this critical challenge;
• The Travel & Tourism Partnership (TTP) promotes and supports tourism education in high schools. The value-add of the TTP during the year was the facilitation of business involvement and support to schools that offer tourism as a subject. The project reached more than 55 000 learners and provided them with a first opportunity to consider the potential economic benefits of this vital economic sector;
• The Millennium Development Fund (MDF), established on behalf of the North West Provincial Government, will be handed over to the province as a successful enterprise support agency. A key result during the past year has been the setting up of the Platinum Jewellery Trust to enhance beneficiation and job creation in the province;
• The NBI is building on the successful EnterPrize Business Plan Competition, which mobilised 250 voluntary coaches and mentors for small businesses from within the NBI membership base;
• The Public Private Partnerships (PPPs) programme expanded the PPP capacity building effort and reached 700 public and private candidates with project finance training as well as specialised training in sectors such as information technology, health and fleet management. The gearing-up of the SADC capacity building project made an important contribution to the region in line with the NBI's commitment to support NEPAD.

The NBI is proud of its achievements as the managing agency of the Business Trust, a R1 billion high-level partnership between the private sector and government to build human capacity and, over time, stimulate job creation and enterprise development. The original five-year mandate has been successfully executed and has exceeded the expectations of most. By providing secretariat services to the Big Business Working Group with the President, the NBI supports the constructive dialogue between President Mbeki and the top business leaders in the country.

Financial Review

The financial performance has been very pleasing and is the result of dedicated membership relations, sound contract management and limiting costs. The financial statements in this annual report demonstrate the headline numbers and the healthy operational performance. The attached graph highlights the ability of the NBI to add value to membership subscriptions by mobilising an additional R6 for every R1 of membership fees received.

Economic Empowerment

The NBI has worked hard to develop a comprehensive economic empowerment framework, including the composition of the main board, employment equity and staff development. A highlight has been the alignment of the NBI's work with the industry BEE charters. In future, all member companies will receive full recognition, within their own company BEE scorecards, for their contribution to the NBI.

Business Leadership

As a business-based development organisation, the NBI sees the role of business leadership in society as vital. The leadership provided by the various board and committee structures have proven to be invaluable to the NBI. The strategic guidance provided by the main board and the Exco ensured the relevance and responsiveness of the NBI. Collective business leadership is critical to transcend individual company interest and effect systems change. As such, business leadership can help shape and improve the competitive environment of business while contributing to the overall well being of the country. While business leaders serve on the main board in their own right on a voluntary basis, the NBI is pleased with the progress with the representivity of the board (40% of main board directors are black).

Human resources & employment equity

The NBI is a "people" business. It strongly believes that its personnel are vital to the NBI and that effective HR practices should encourage and improve employee satisfaction and performance. The graphs below reflect the organisation's equity per race and gender criteria. The NBI is proud of its 79% female composition and overall 63% black staff members. Regardless of the progress, much remains to be done to increase effective black participation at leadership level.

Business and sustainable development

The business sector needs to step up its efforts in making the case for a sustainable and competitive market economy as a critical contribution to building a prosperous country for all its citizens. Even when companies or brands are respected, "business" is not often perceived to be a socially desirable force. The NBI is pleased to be making a tangible impact as a visible businessbased coalition for sustainable development in South Africa.

The NBI is well positioned to take its contribution to another level. The challenge will be to balance its efforts in helping to build a more effective state through capacity building and policy engagement, while also collaborating with the private sector in promoting responsible business leadership and good corporate citizenship.

Front: Andre Fourie (Chief Executive Officer), Xolile Caga (Director) and Brian Whittaker (Executive Director) Back: Gillian Hutchings (Director), Glen Fisher (Director) and Kris Durman (Director)

Front: Wagied Allie, Carole Appels, Helmut Bertelsmann, Carol Boltina, Faye Dolley, Christine Dunbar, Sue du Plessis, Saguna Gordhan and Valerie Geen. Second: Phumi Gwala, Kerryn Haselau, Glynnis Jackson, Ros Jaff, Jean King, Maria Kyle, Nondumiso Mabuza, Lizzie Makhoba and Granny Manthata. Third: Valana McKop, Charlotte Middleton, Flo Mkwanazi, Tebogo Modise, Nomfundo Mqadi, Leonie Murphy, Freda Naidoo, Nomusa Nkosi and Judith O'Connell Back: Tina Phigeland, Bob Prophet, Marianne Scott, Mercy September, Renee Singh, Nevina Smith, Patricia Thoko, Bongiwe Tshwane, Hermien van der Walt, Marius van der Walt, Darryn Von Maltitz and Gail Welman.

Embracing Governance
The NBI has embraced governance as an essential element to enhance and protect the interests of its stakeholders. In this regard, the NBI has committed itself to the highest standards of good governance and as such will continue to implement structures that are appropriate for a business-based, mediumsized, non-profit organisation.

During the past year, all governance structures, processes and associated documents were systematically reviewed. The review process encompassed the following:

• Revision of the NBI's Articles of Association;
• Introduction of a Board Charter with associated board reviews;
• Implementation of clear terms of reference for board committees and advisory committees and where required, the setting up of new committees; and;
• Implementation of a comprehensive delegation of authority policy.

NBI Main Board
The main Board of the NBI comprises 35 members, consisting of representatives from member companies and business/community leaders. The Board represents the highest governance level and obtains its terms of reference directly from the organisation's Articles of Association. A formal Board Charter will be introduced during the next year. During the course of the financial year, the Board met on the following dates, bracketed numbers indicate attendance:

• 16 July 2003 (15)
• 23 October 2003, incorporated AGM (16)
• 31 March 2004 (22)

Board Committees
Specific responsibilities have been formally delegated to committees of the Board. The principal Board committees are:

The Executive Committee
(EXCO) Terms of reference for the EXCO are as follows:

• Composed of seven Non-Executive Directors and two Executive Directors;
• Meets on a quarterly basis;
• Role and responsibilities:
• Adoption of NBI strategic plan, budget and financials;
• Periodic review of operational performance; and
• Receive reasonable assurance that risks are managed.

For the period under review, the EXCO met on the following dates, attendance numbers are in brackets:

• 19 November 2003 (7)
• 16 March 2004 (7)
• 27 May 2004 (6)

Remuneration Committee
Terms of Reference for the Remuneration Committee are as follows:

• Composed of three Non-Executive Directors;
• Meet at least once a year;
• Evaluation of the annual remuneration report as prepared by the CEO;
• Evaluation of the Executive Directors' performance;
• Consider appropriate reward and recognition systems for the NBI; and
• Operations of the committee.

The committee met on 14 May 2004. The committee evaluated the CEO's recommendations for 2004/5 salary adjustments. The committee approved the recommendations with certain amendments and supported the payment of short-term incentive bonuses for high performing staff, management and directors. The committee approved the proposed broadband system of grading and pay, including the revised rating system, which deals with non-performing and high-performing personnel. Details of the remuneration of Executive Directors are contained in the annual financial statements, which are publicly available.

Audit Committee

A proposal on the composition was made to the EXCO. The plan is to constitute the committee within the 2004 calendar year.

Why the NBI?

Membership Value-Add through the Membership Unit Like the butterfly effect, the NBI over the past nine years has produced massive changes from small interventions and its member companies have seen how any contribution can be grown to produce meaningful impact on an impoverished economy. Elsewhere in this report, the way each R1 contribution thrives is detailed but what is key is that each Rand is needed to produce this effect.

The NBI believes that business has a vital role to play in engaging and supporting government, as a key actor in social and economic change. If policy impact and systems change are only possible through sustained, collective efforts, then there is a need for business to think and act more strategically regarding sustainable development.

Through NBI membership, companies improve their contribution to society by:

• Affecting public policy change in key areas and effecting systems change;
• Providing technical expertise and project management services to the public and private sectors;
• Supporting leading companies in demonstrating responsible business leadership and corporate citizenship;
• Promoting partnerships between business, the public sector and civil society;
• Communicating the work of the NBI and the private sector in development.

The NBI has two major roles; to enhance the role of business in the development scope of markets and to support a more effective state through institutional strengthening and capacity building. It achieves this through sustained, informed and high-level dialogue and engagement required between business and government.

Its business agenda strengthens the business case for sustainable development, influences key developmental policy issues and improves the capability of relevant institutions. By shaping an environment that is good for business and the country, the NBI demonstrates that sustainable development makes good business sense while reducing poverty.

Its public policy agenda improves school governance, management and leadership, develops public FET institutions that are responsive to the market and educationally responsible, promotes Public Private Partnerships (PPPs) and removes obstacles to private investment and management of public infrastructure and services. By creating market-based and voluntary mechanisms for sustainable development, it also promotes triple bottom line accountability and reporting.

Membership of the NBI is not limited to the big and powerful corporations of South Africa but is open to the smallest of enterprises. Annual fees are not set at any limit, thus contributors can give voluntarily according to their means confident that the funds develop a synergy that outweighs the whole.

The membership proposition works on Networking; Participating; Anticipating and shaping; Influencing and sharing; Policy impact and systems change; Capacity building; Demonstrating commitment; and Building partnerships.

The NBI believes that South Africa has made remarkable progress in the last ten years but "more of the same" will not be good enough to reach the economic growth, social development, environmental balance and democratic consolidation required.

Together, the NBI and its members will face the broader challenges of the next ten years of democracy:

• Global competition in South Africa and rest of the world;
• The major imperative of BEE;
• CSI spending and what can be afforded;
• Stimulation of investment, enterprise and job creation;
• The cost of doing business;
• Global and local expectations of business re sustainable development.

NBI Structure
Currently the NBI has the following structure to address its key objectives of economic growth and development; education and skills development; and business leadership and corporate citizenship.

These programmes are underpinned by the concepts of sustainable development, membership and communication.

• The Business Trust, managed by a special purpose unit within the NBI;
• Economic Growth & Equity Unit encompassing the work on the EnterPrize Business Plan Competition, the Millennium Development Fund and Public Private Partnerships;
• Education & Enterprise Unit focusing on the Colleges Collaboration Fund; the College Industry Partnerships Programme and the Travel & Tourism Programme;
• EQUIP focusing on Business impact on education;
• Sustainable Futures Unit working in association and partnership with the World Business Council for Sustainable Development (WBCSD).

During the year to come, several of these programmes will phase out and new proposals will be tested to further the NBI's themes of economic growth, social development, ecological balance and democratic consolidation.

Powerful synergy paves the way for more successes

"The programme has given me a better understanding of the financial side of the business particularly the costing, as I had never done this before," says Japania Mosupyoe, head of Japania Travel & Tours. "My participation in the programme also gave me the opportunity to provide the vehicles for the educational tour to Botswana and Namibia, which made a significant contribution to my turnover during 2003."

The Business Trust is an initiative of 145 companies in South Africa, working in partnership with government, to undertake targeted job creation and capacity building programmes. In 1999, the NBI established a special purpose vehicle, the Business Trust Management Unit, to manage the Trust under the direction of the Trustees. While the Trust and the NBI are financially and legally independent and play different roles, they share a commitment to sustainable development, working in synergy but through different mechanisms.

At the end of 2002, the Trust underscored its commitment to sustainable development in a message given to the World Summit on Sustainable Development: It said: "We are committed to the sustainable development of South Africa.

We understand that this requires commitment for the long run
The major companies in the Business Trust have been committed to this country for 100 years and more, producing goods and services for customers, generating returns for investors, providing jobs for employees, paying taxes to the government and undertaking social programmes that benefit local communities and society at large.

We believe that

• Sustainable development requires the meeting of the needs of the present generation without compromising the ability of future generations to meet their needs.
• The central development challenges of reducing poverty and increasing prosperity are best achieved through open, competitive and properly regulated markets.
• In this process, business enterprises are the most potent force for wealth creation as they draw increasing numbers of people into the market and out of poverty.
• In the process of production, these firms bear a particular responsibility to avoid damage to the environmental, human and social capital on which future generations will rely.
• For markets to work well they require a foundation of democratically based constitutional and legal guarantees, predictable government, secure property rights, backed by safe contracts free from corruption, fair trade, transparent accounting, and competitively based pricing.
• For business to flourish it should be seen as a critical and trusted social partner exercising the rights and responsibilities of a corporate citizen.
• Business, government and other social partners, working together in the interest of the poor, can enhance trust.

Through the Business Trust, we have committed ourselves to

• A concerted effort to encourage job creation and human capacity development.
• Provide 0.15% of the market capitalisation (or 2% of after-tax profits) to targeted tourism, schooling and crime reduction programmes over and above our established corporate social responsibility programmes.
• Work in partnership with the South African Government to benefit the poor while the economy is placed on a growth path that will provide sustained improvements in the lives of all South Africans.
• Work through non-governmental organisations, parastatals and commercial partners on programmes that demonstrate our commitment to stimulating jobs through a demand led market based approach in the tourism sector, building human capital through the schooling system and helping to reduce crime as an impediment to investment and job creation.

" We are confident that if we allow the resourcefulness, talent and capability of every South African to flourish, there is nothing that is beyond our reach."

"The programme has given me the exposure and sharpened my skills to run my establishment more effectively to ensure that the hospitality that our guests' experience is of such world class quality that they are left with no option but to repeat their visits," explains Rally Kgoadigoadi of Kamogelo Guest House Mogwase. "During the programme I was also able to participate in the training of the "Home Stayers' and generated additional income for the business."

As part of the proceedings at the Summit, it was announced that the Business Trust had won a major United Nations award for sustainable development, in recognition of its programme to stimulate jobs, develop capacity and enhance trust in South Africa.

International Chamber of Commerce (ICC), the largest private sector association in the world and the United Nations Environment Programme (UNEP), the environment agency of the United Nations gave the award.

UNEP said that it was important that more partnerships display multi-stakeholder involvement, accountability and at the same time benefits to business, to promote the goal of sustainable development. The ICC saluted the vision shown by the partners in pursuit of a constructive role for business, working in partnership with government, in sustainable development. It was pointed out that business is not a philanthropic sector but interested in building strong markets. The strongest markets are those, which are the most sustainable.

The award for the Business Trust acknowledged the commitment of South Africans to work together for sustainable development and to turn commitment into action.

The Business Trust is now at the end of its five-year mandate. Three million South Africans have benefited, new relationships have been built and every South African is better off for the hope the Trust has provided. Some of South Africa's most important programmes have moved from idea to action. For every Rand invested in the Trust, R2 worth of project activity was undertaken, 50c was tax deductible and less than 4c was applied to administration.

Intensifying the attack on unemployment
The size of the challenge and the potential rewards of success continue to present a considerable challenge. While the Trust has been successful in meeting the objectives it was set, there are now 8.4 million South Africans out of work.

With this in mind, the President has suggested that the Business Trust should continue. The Trustees are considering an intensified attack on unemployment. If this is to be successful, the Trust will need to be much more closely aligned with the growth and investment issues that are at the heart of the employment challenge. It will also have to help to meet the needs of the currently unemployed directly.

The framework under discussion for the future of the Trust will help South Africa respond to that challenge. The key elements are shown below:

Role
The role of the Business Trust is to combine the resources of business and government in areas of common interest to enhance the achievement of national objectives.

Vision
The Trust shares the vision of a nation built through the process of reconciliation, reconstruction, development and growth in which business is a trusted social partner.

Mission
The mission of the Trust is to develop and support partnerships to build capacity and reduce unemployment in South Africa.

Focus
The focus will be on enterprises, the unemployed and communities in need of rehabilitation.

The programmes envisaged have a clear rationale and the potential to make a decisive contribution over the coming years:

Enterprise development
Sustained employment growth is driven by productive enterprises that invest in the economy.

The Trust will:

• Develop a programme to provide concise information to decision makers on investment and employment.
• Expand the transaction support programme initiated in the tourism sector and extend work on market development.
• Support the streamlining of regulation where this will have a positive impact on employment.

Support for the unemployed
With over eight million working age people out of work, direct support is required for the unemployed. The public works programme provides an opportunity to do that in a manner that encourages self-reliance and enhances future employment prospects. The Trust will support the expanded public works programme by:

• Promoting private participation;
• Providing information to the participants in the programme;
• Providing technical support to the department of public works;
• Encouraging innovative labour intensive programmes;

Community rehabilitation
Over 10 million South Africans live in communities identified for rehabilitation and development by the National Urban Renewal and Rural Development Programmes. Unemployment rates in these communities frequently exceed 50%.

The Trust will:

• Facilitate increased financial investment (in association with the Financial Sector Charter).
• Support business development (through business linkage programmes).
• Support skills development especially for the unemployed (through facilitation of private sector support for learnerships and skills programmes).
• Procure private sector support for social development (through the corporate social investment programmes of private companies).
• Provide appropriate management support for programme implementation and help to strengthen local institutions where appropriate.

Synergy

The components of the strategy reinforce and support one another. The enterprise development programme will include a component of support for enterprises involved in the public works programme and public works programmes can support the process of expanding markets for enterprises.

Developing the country

PPP programmes roll out to SADC

The expansion of basic services and the development of sustainable infrastructure are key challenges in South Africa. One option for expanding service delivery is to enhance the role of the private sector in the financing and management of basic services such as water, sanitation, waste management, road maintenance and other services. Public Private Partnerships (PPPs) are increasingly utilised to provide state functions and municipal services on a cost effective and sustainable basis.

The PPP Programme has, through its partnership with the National Treasury, co-ordinated and presented training courses in PPPs. The Foundation Courses provide participants with a general awareness and understanding of PPPs, how they function and what factors need to be in place to enter into a PPP.

This year, the NBI together with the National Treasury's PPP Unit introduced sector-specific courses, which have focused on health, fleet, information technology and eco-tourism. These workshops included site visits, relevant case studies and speakers from the private and public sectors who have been involved in PPPs. To date, the NBI has trained more than 1 800 people in both the public and private sector.

In addition, the circulation of the PPP Quarterly has increased to 6 000 copies. This publication is distributed to government and private sector stakeholders. The publication contains information on the latest PPPs as well as the changes in legislation.

In conjunction with Inwent, the unit commissioned PPP case studies to look specifically at labour issues and service delivery. It is important that the PPP improves service delivery but does not affect labour negatively. These studies concentrated on the Ilembe-Siza Water Concession and the SAN Parks - Nature Group Concession. The findings of these studies will be presented at a workshop later this year.

As the partner to the Banking Council of South Africa, the NBI has been active in Mozambique, Tanzania and Botswana.

As the capacity building programme rolls out to the rest of the SADC region, the NBI will be involved in training, technical support and assisting the countries with developing the institutional and legal framework which is conducive to PPPs. The aim of this project is to enable sound introduction of sustainable PPP Projects. By improving service delivery and infrastructure, the programme aims to improve the living conditions of people and contribute to the development of the country.

Its partners in the projects which include the Banking Council, Inwent and National Treasury and sponsors namely PricewaterhouseCoopers, Ernst & Young, ABSA, AME Africa, Ignis, Netcare, KPMG, DaimlerChrysler and Fleet Africa have assisted it in achieving all these results. The unit also has links with international companies who have been commissioned to undertake case studies and institutional and regulatory reviews in the SADC countries.

Successful business start-up programme leads to mentorship development

The EnterPrize Business Plan Competition, run by the NBI in partnership with McKinsey Inc. between the years 2000 and 2003, was designed to stimulate entrepreneurial activity in South Africa, build strong networks for small businesses and educate entrepreneurs about developing and growing a successful business. The model aimed to increase access to capital and spur high-quality, sustainable job growth in the country.

Over the four years, 2 555 individuals entered ideas and 780 teams received free, intensive coaching. The Business Plan handbook, which detailed how to write a successful business plan, was distributed to more than 5 000 people, either through hard copy or by downloading from the Internet.

The success of the programme can be seen from the impact assessment carried out by Upstart Business Strategies in 2003. The programme created 2792 jobs over the four-year period, an average of 698 jobs per annum of which 70% were created by start-ups. The programme made a significant impact on youth, with 52% of those starting their own businesses being below 35 years. Further comments were that the competition played an important role in encouraging entrepreneurs to turn their ideas into business plans, thus addressing an important challenge facing the majority of entrepreneurs and 70% of the participants found the support provided by the competition to be very useful, particularly the handbook and coaching.

From this, the NBI learnt that its key strength was mobilisation of mentors from member companies and that there is an interest to continue to mobilise groups of mentors for selected projects. One of the first objectives will be to support the Nations' Trust, aimed at youth entrepreneurs.

Local contractors flourish due to Business Development Support - the MDF

The Millennium Development Fund (MDF) was established with a contribution of R12 million from the Department of Economic Development & Tourism of the North West Provincial Government. It targeted micro and small entrepreneurs with a particular focus on women, youth and the disabled.

The projects that were implemented through the Fund were Nkwe Micro Finance, Business Development Support (BDS) and the Platinum Jewellery beneficiation project. The BDS programme has had considerable success with two of its projects, as follows:

Marang spreads its rays

Marang (SeTswana for sunrays) is a business training and advice centre established to provide contractor and business development services to SMMEs within the North West Province. It is a company incorporated under section 21 comprising professional engineers, small business trainers and a business consulting company.

Marang set a target to register and train 41 SMME contractors in 24 months. To date, Marang has 92 SMME contractors registered on its database. Of this figure, 25 are youth and 21 are women entrepreneurs.

Since inception, Marang has conducted 17 training courses to 201 SMME contractors, has given tender advisory services to 13 SMME entrepreneurs and registered seven businesses for VAT. Through these services, more than R11 million worth of contracts have been secured for SMME construction companies and most of the beneficiaries are in a position to tender for bigger projects.

Some examples of current projects are Tshimologo Labour Association, building a restaurant for NW Parks Board valued at R283 000; Rokere General Suppliers & Distributors, building toilet blocks at Zeerust for R1 196 425, Ikemeleng Civils, upgrading Road D3545 at R1.5 million and K & S Building Contractors doing alterations and additions to Montshioa Clinic.

For the 2004/2005 financial year, Marang is continuing with ten two-day courses, most of which are accredited by the Construction Education Training Authority (CETA) SETA on Business Management, Tendering, Labour relations and other suitable subjects.

Marang has diversified geographically by opening an office in Rustenburg for the Bojanala area, which will duplicate the services presently offered in Mafikeng. With Rustenburg being the fastest growing area in the province, Marang's services are much needed.

An agreement, to provide training to SMMEs in the Mogwase and Madikwe areas, with the Moses Kotane Local Municipality is being drafted and it is expected that training will start during July 2004.

Marang is planning to extend its services by accommodating other business sectors such as manufacturing, agro-business, retailing, tourism and the transport industries.

Hospitality business thrives in North West

Another successful programme run by the BDS is the training of Bed & Breakfast establishments to develop a home-grown B&B experience for foreign tourists. Several entrepreneurs have gone through this programme and have had their first exciting experience of hosting guests. Fan Mohajane, one the participants states, "My expectations at the beginning of the training were that I would be trained on how to run a guest house, how to have good administration and how to be sustainable. These expectations have been met and I am more equipped with knowledge of the industry."

"The entrepreneurship and B&B courses are relevant to the present job I am doing," explains Cecilia Mopeloa, who runs Cecilia's Guest House.

"It is very important for me to know and understand the record keeping of the business. My marketing strategy has to improve, as I had no idea that without a proper marketing structure and strategies the business will not grow."

This programme has improved participant's ideas and given them a better understanding of the financial and marketing side of the enterprise.

College Industry Partnerships ready to roll

The end of the 2003/2004 financial year marks the conclusion of a major five-year project managed by the NBI's Education and Enterprise Unit, namely the R85 million Business Trust funded Colleges Collaboration Fund (CCF). It also marks an important stage in the development of the Unit's new College Industry Partnerships Initiative (CIP) and in the development of an ongoing success story in the form of the Travel and Tourism Programme (TTP).

In 1999, the CCF was set up with a R100 million funding commitment from the Business Trust, to assist the Departments of Education to restructure the former technical colleges sector into a modern system of high-quality, responsive Further Education and Training (FET) colleges. The initiative was designed to assist government in realising its vision for FET as set out in Education White Paper 4. It was an important exercise in developing a new kind of partnership between government and the private sector. It was also an initiative in which business, as an employer, had a direct interest and from which business stood to gain important benefits in the form of expanded and improved delivery of skills.

Over the past five years, the CCF has made a major contribution to the transformation of the entire colleges' sector, from 152 former technical colleges to 50 new, merged, multi-campus FET institutions. The new colleges have new governing councils, principals and management teams and the CCF has played an important role in helping to build leadership and management capacity within the sector.

It has run, in partnership with the British Council and the Department of Education, a very innovative and successful international internship programme with further education colleges in the United Kingdom. Known as Tirisano, there are now Tirisano Fellows who have benefited from this experience in each of the fifty South African colleges and in many of the Departments of Education. Importantly also, through the biennial quantitative reviews of the sector, and more recently, through in-depth surveys of the college partnerships and of college staff, a knowledge base has been built up which has guided national, provincial and college strategic and operational planning.

Successful conclusion to CCF

The year under review has seen the final phase of the CCF. Three aspects of the CCF's work stand out from this final year of operations.

Firstly, in a departure from previous practice, the CCF initiated a new programme of Differentiated Support to colleges, which placed in the hands of the colleges themselves the financial resources and technical expertise to tailor a programme of support to their own particular needs and circumstances. Funding was directed to colleges according to an agreed formula and based on approved proposals and service providers. The experience proved an empowering one for many colleges and a test for others of their management capacity and systems. With support from the CCF team and Department of Education officials, nearly all the colleges succeeded in fully utilising the funds provided and in carrying out their approved programmes and plans of action. This initiative may be seen as an important early test of the capacity of colleges to absorb additional public and private investment in the sector.

Secondly, the CCF has actively developed over this past year, a new strategy of College Industry Partnerships, which is in the process of mobilising business leaders and leading companies in a collaborative relationship with the colleges' sector and which should result in mutual benefits to both business and colleges. Through these partnerships, on an industry or regional basis, companies can collaborate with colleges to build the capacity of colleges to deliver the skills that companies require. Through mutually rewarding relationships, a sustainable partnership should be developed which will be of wider social and economic benefit to the country.

Thirdly, together with the British Council, the CCF supported an intensive process of policy review and the development of a departmental vision for the next decade of development within the Department of Education. The Education and Enterprise team have also made direct inputs into the department's policy and planning processes, through the development of position papers and policy analyses and direct interaction with senior departmental officials.

With the support of the business community, the Business Trust funding and the commitment of NBI member companies, the Education and Enterprise Unit and the CCF have helped to lay the foundations of a new FET colleges sector that will respond to the demands of the economy and of society. Important relationships have been forged with the national and provincial Departments of Education and with college leadership and management, which will create a good foundation for ongoing collaboration and partnership.

Meeting the national call

These positive developments come at a particularly significant time in the history of the colleges' sector. In his opening address to Parliament in May this year, President Thabo Mbeki publicly committed his government to recapitalising the colleges sector and to ensuring that the programmes they provided and the skills produced responded to the needs of the economy and the labour market. The new Minister of Education, Ms Naledi Pandor, has likewise publicly indicated that the development of the colleges' sector is amongst her top priorities and has invited business to work together with government to take this agenda forward.

With the lessons learnt from five years of close collaboration with government and with a knowledge-base and system-wide set of relationships that is probably unrivalled, the NBI is well placed to support the ongoing development of the sector and to facilitate and support an increasingly robust and constructive partnership between business and the public FET colleges.

The focus of the Education and Enterprise Unit on the linkages between education and work provides a wider remit than only the colleges' sector. An innovative and promising area of development lies in the fostering of linkages between schools and the world of work and pioneering. Efforts in this regard are being piloted through the Travel and TourismProgramme (TTP).

This initiative, which includes funding from the American Express Foundation, has promoted the offering of travel and tourism as a secondary school subject and offers learners and their educators' useful insights into the realities of the world of work and the opportunities that exist within the tourism industry.

The TTP, in partnership with the South African Tourism Institute (SATI), has developed textbook and classroom materials, provided training for educators in the subject area and has organised a successful learner internship programme within the travel and tourism industry.

An important innovation over the past year has been the introduction of an educator internship programme, providing educators of travel and tourism with practical exposure to the industry. Increasingly, as this programme goes forward, the NBI will be learning lessons from these internship programmes with a view to further strengthening the linkages between education and the world of work.

In closing off the CCF and in rounding off the work of the past year, the Education and Enterprise Unit can point with some confidence and optimism to a challenging and innovative programme of work for the year ahead.

Board Members
Ms Adrienne Bird, National Department of Labour
Mr Colin Campbell, Independent
Mr Glen Fisher, NBI
Mr Andre Fourie, NBI
Ms Saguna Gordhan, Business Trust
Mrs Ros Jaff, NBI
Mr Johan Marnitz, JP Marnitz & Company
Mr Themba Ndhlovu, National Department of Education
Dr Pundy Pillay, Research Triangle Institute
Mr Mike Rosholt, (Chairman) Independent
Dr Nick Taylor, Joint Education Trust
Mrs Molly Venter, Danish International Development Agency (Danida)

Educating for the future

The EQUIP Programme, which provides a framework for school quality improvement and partnerships between business and government in education, was conceptualised in 1996 and piloted in 1997/98 in KwaZulu-Natal, Western Cape and Gauteng.

Subsequently rolled out to over 380 schools, including the Eastern Cape and Mpumalanga, there are plans to extend into the North West Province. Over 40 companies have also supported it. While the work conducted with schools has enhanced the development, functionality and performance of these school communities, it has created opportunities for business to transfer skills and share ideas directly with schools in their development. It has also provided a platform for business and government to talk and strategise together in finding solutions to some of the challenges in the education system.

The business case for EQUIP addresses two questions - why is education not simply the government's responsibility and why should business become involved in education? The answer is that the problem is so extensive, involving so many schools and so many deeply challenged communities, that the resources required by the government would probably more than double the current education budget of the country. In addition, in the most advanced countries in the world, business directly and indirectly supports education at the level of taxation and at the level of support of individual schools. Partnership between business and government is necessary to:

" Improve the schooling system to produce numerate and literate citizens; " Address the need for redress;  Meet the demands for educator development; and Meet the demands of the appropriate labour market skills.

EQUIP contributes to South Africa's sustainable development through

Improved management, governance and leadership in schools that lead to:

• Improved learner retention;
• Reduced drop-out rates;
• Better management of the curriculum;
• Adherence to policy and successful policy implementation;
• Improved school self reliance and self management;
• Improved teamwork;
• Improved learner performance;
• Improved content knowledge and teaching of educators that leads to:
• Improved discipline in the classrooms;
• Improved literacy and numeracy level of learners; and
• Increase in the number of learners who do Maths and Science at FET level.

All of the above ultimately leads to improved learner performance.

Strategic review of EQUIP

In his final programme evaluation report tabled in February 2004, Professor Johann Mouton of the University of Stellenbosch concluded that:

• Functional schools are vital for the country in contributing to and supporting economic growth.
• Government and business both have an interest in improving schools, but have different roles.
• The EQUIP goals and the EQUIP partnership model is relevant and requires no modification.
• The EQUIP methodology remains relevant.
• While EQUIP may continue to strengthen management, governance and leadership in schools, it should also consider strengthening its focus on educator development, and the management of teaching and learning.

The report also made recommendations about deepening the intervention, which has led to a process of consultation in each province as part of the planning for EQUIP over the next 3-5 years.

Highlights of the current year

EQUIP has spent close to R7 million on programme implementation over the past financial year and has continued to offer a meaningful framework through which business is able to contribute to school development and school quality improvement as well as enter into strategic discussions with provincial education departments on educational issues.

Funding for new projects over the past financial year has come from Umbogintwini Industrial Association (UIA), Xstrata South Africa, Gold Fields, African Rainbow Minerals, Legal Wise, Sanlam Investment Management, Investec, The Enlighten Education Trust, Claude Harris Leon Foundation, Deutsche Bank, Nampak and Rustenberg Estate Wines. This year has also seen EQUIP extended into Mpumalanga through the support of Xstrata. Current funders that remain committed are ENGEN, Ernst & Young, Foschini, GE, Sea Harvest, The Starr Foundation, Truworths, Shell, Sugar Industry Trust Fund for Education, Illovo Sugar, Investec, ASA, EDCON, Murray & Roberts, Nedcor Bank, Vodacom and UBS.

A number of EQUIP schools have demonstrated various aspects of quality improvement and excellence, which encourage surrounding schools to want to learn from them and some of these schools have become examples of best practice.

EQUIP's focus has continued to draw lessons from the programme to make a systemic impact on education. This has led to the initiation of a programme with the Gauteng Department of Education through the Mathew Goniwe School of Leadership and Governance to develop a middle management programme to ensure more effective management of teaching and learning in the classroom. The Western Cape Education Department is also working with EQUIP to develop this area of school management. The multi-grade pilot project has been incorporated in 350 schools in the Western Cape.

ENGEN has sponsored the Professional Development Programme (PDP) component of EQUIP and 217 educators have already graduated with Diplomas in Maths or Science. The approach used in this intervention has created interest in the Department of Education to continue to build on this model for developing Maths and Science capacity among educators. A strong feature of the PDP is the school based support that is necessary as educators implement their learning's.

There has also been a strengthening of the partnerships between the NBI and the provincial departments of education with a formal partnership agreement being signed recently in Gauteng and other provinces indicating a similar interest.

Strategy for 2004-2007

In mapping the way forward, EQUIP has identified the following strategic thrusts:

• Providing a framework for business to engage with the education system in partnership with schools, communities and the education department through the EQUIP Programme;
• Facilitating strategic dialogues between business and government on issues relating to basic schooling;  Supporting systemic impact on schooling in terms of strategy and implementation;
• Providing educational experience and project management capability to business in relation to sustainable development objectives linked to basic schooling.

Board Members

EQUIP National Steering Committee Members
Ms Gill Bates, Nedcor Limited
Ms Thembi Cele, Gauteng Department of Education
Mr Kevin Dunne, Nedcor Limited
Mr Graham Emmett, KB Consulting
Prof Brahm Fleisch, University of the Witwatersrand School of Education
Mr Andre Fourie, NBI
Mr Charles Henzi, Independent
Mr Clive Hirschsohn, Independent
Ms Gillian Hutchings, NBI
Mr Daniel Johnson, Metropolitan Holdings
Mr Wayne Lawson-Turnbull, UBS
Mr Tony Lelliott, University of the Witwatersrand School of Education
Ms Teboho Mahuma, African Rainbow Minerals
Mr Ken Maxwell, (Chairman) Independent
Ms Joy Mills-Hackmann, SA Sugar Association
Mr Harry Mohlaore, Spoornet
Ms Nelly Mosiane, EDCON
Mr Linda Ntombela, Shell South Africa Energy (Pty) Ltd
Mr Eric Ratshikhopha, Xstrata South Africa (Pty) Ltd
Mr Mike Rosholt, Independent

Western Cape Provincial EQUIP Board Members
Mr Lesley Africa, Western Cape Business Opportunities Forum
Mr Abel Appel, Western Cape Education Department
Ms Khanyisa Balfour, Engen Petroleum Limited
Ms Karde Buys, Foshini Retail Group (Pty) Ltd
Mr Selvin Daniels, Western Cape Education Department
Ms Prudence Demas, Western Cape Education Department
Mr Aiden Fortuin, Western Cape Education Department
Mrs Valerie Geen, NBI
Mr Clive Hirschsohn, (Chairman) Independent
Ms Gillian Hutchings, NBI
Mr Rachart Job, Western Cape Education Department
Ms Jacki Lange, South African Breweries Limited
Mr John Lyners, Western Cape Education Department
Prof Dirk Meerkotter, University of the Western Cape, Faculty of Education
Mrs Judith O'Connell, NBI
Mr Patrick Parring, Anthuri
Mr Peter Riches, TSG
Ms Hendrina Rossouw, Western Cape Education Department
Mr Brian Schreuder, Western Cape Education Department
Mr Ronald Swartz, Western Cape Education Department
Ms Valerie van der Merwe, Foshini Retail Group (Pty) Ltd

Eastern Cape EQUIP Provincial Board Members
Dr Dave Edley, Eastern Cape Department of Education
Mr Johan Evertse, DaimlerChrysler South Africa
Mrs Valerie Geen, NBI
Ms Gillian Hutchings, NBI
Mr Brian Kroger, Thebe Risk Services
Mr Roger Matlock, Delta Foundation
Ms Margaret Mjo, Eastern Cape Department of Education (Deputy Chairman)
Mr Mzukisi Mphahlwa, Eastern Cape Provincial Legislature
Mr Mpho Ngoma, Eastern Cape Department of Education
Mr Nkosinathi Ngxata, ISETT SETA
Mr Mahlubandile Qwase, Eastern Cape Provincial Legislature
Mr Zolile Tini, (Chairman) Border Training Centre
Ms Belinda Vabaza, Eastern Cape Development Corporation

Gauteng Provincial EQUIP Board Members
Mr Helmut Bertelsmann, NBI
Ms Thembekile Cele, Gauteng Department of Education (Chairman)
Mr Albert Chanee, Gauteng Department of Education
Mr Len Davids, Gauteng Department of Education
Mrs Valerie Geen, NBI
Ms Marcia Harker, Gauteng Department of Education
Ms Gillian Hutchings, NBI
Ms Teboho Mahuma, African Rainbow Minerals
Mr Thami Mali, Gauteng Department of Education
Ms Noxolo Maninjwa, Gauteng Department of Education
Mr Ken Maxwell, Independent
Mr Kenneth Mazibuko, Ernst & Young
Ms Keneiloe Mohafa, Gold Fields Limited
Mr Sejamathopo Motau, Sasol Limited
Mr Hemant Waghmarae, Sci-Bono Discovery Centre

KwaZulu-Natal Provincial EQUIP Board Members
Mr MH Aboobaker, KwaZulu-Natal Department of Education
Ms Jabu Bhengu, KwaZulu-Natal Department of Education
Mr Wentworth Dorkin, KwaZulu-Natal Department of Education
Mrs Valerie Geen, NBI
Ms Phumelele Gwala, NBI
Mr Charles Henzi, (Chairman) Independent
Ms Gillian Hutchings, NBI
Dr Mike Lotter, KwaZulu-Natal Department of Education
Ms Nomali Msomi, Umbogintwini Industrial Association
Ms Gugu Mthombeni, KwaZulu-Natal Department of Education
Mr Philani Ndlela, KwaZulu-Natal Department of Education
Mr Emmanuel Nxasana, Shell South Africa Energy (Pty) Ltd
Mr Sugan Palanee, Ernst & Young
Mr Trix Trikam, SA Sugar Association

Joining the world on sustainable development

The most recent Unit of the NBI, Sustainable Futures has been established to meet the growing need of NBI members to engage in topics that are overarching in the approach to corporate social responsibility and sustainable development. Issues such as reporting, capacity building, advocacy and information dissemination, leadership development and the triple bottom line have been part of the work stream for the period under review.

Added to the Unit's above focus, the NBI is now the regional partner of the World Business Council for Sustainable Development (WBCSD). This has enabled the NBI, and thus its membership, to gain access to innovative material from thought leaders across the globe on sustainable development and related topics. The rationale of the WBCSD in having a network of organisations across the globe is to ensure that all the projects undertaken and material produced have input from both developed and developing countries to ensure a balance of information. To this end, the NBI has hosted the WBCSD twice in the last year - a workshop on Capacity Building and a Sustainable Livelihoods workshop, in conjunction with Eskom.

Achievements for the period under review

Communication and advocacy

• Launch of On a Clear Day, an e-based, subscription-only, weekly roundup of sustainable development news;
• Ongoing publication of the BottomLine, a topical collection of authored articles pertaining to sustainable development, together with a feature article showcasing an NBI member company's work in the field;
• Publication of Executive Guides, a focused brochure on a particular sustainable development topic;
• Resource base developed; and
• Initiating and co-editing the Journal of Corporate Citizenship's special edition on Africa.

Capacity building

• Leadership development
• Cambridge Programme for Industry
• Masters in Corporate Citizenship at University of KwaZulu-Natal
• Executive course on sustainable development, in conjunction with the Graduate School of Business at the University of Cape Town.

Learning by Sharing

The Unit has hosted several roundtable discussions to give member companies an opportunity to engage on various topics such as:

• The Global Reporting Initiative (GRI);
• Johannesburg Securities Exchange SRI Index;
• Party political funding;
• Energy efficiency;
• Media's role in sustainable development.

The NBI believes that the process of South Africa's journey to democracy, in particular the role that business played in the transition, should be shared with other countries that are currently struggling to gain peace and transformation. With this in mind the NBI has hosted two study groups: one from Sri Lanka and the second from Nepal. The groups have consisted of leaders from business, government and civil society sectors.

Workshops have been held to facilitate a deeper understanding of some of the issues confronting sustainable development practitioners. These workshops, held in conjunction with the WBCSD, addressed greenhouse gas protocol, capacity building and sustainable livelihoods.

Focus for the next year

The Unit will be engaged in work that addresses the triple bottom line: namely social, economic and environmental issues, together with an underpinning of democratic consolidation.

With this in mind, the unit is currently (together with its recently appointed Advisory Committee) exploring options for an environmental project. Both energy efficiency issues and water are being actively explored.

The foundations that have been built regarding communication, advocacy and capacity building will continue to be built on, with the focus remaining on the triple bottom line and building a strong link to the business case for NBI members.

The Unit will continue to strengthen its relationship with the WBCSD and be a conduit between the region and the rest of the world sharing best practice. This sharing will not only be from developed nations to South Africa but the return of lessons learnt and innovative work accomplished by South Africa for the rest of the world.

Advisory Board Members
Mr Naseem Chohan, De Beers
Dr Derick de Jongh, University of South Africa
Mr Mark Drewell, Barloworld Limited
Mr Tony Frost, World Wildlife Fund
Mr Charles Godfrey, (Chairman) Deloitte
Mr Jon Hanks, Consultant
Ms Karin Ireton, Anglo American Corporation of SA Limited
Dr Laurraine Lotter, CAIA
Mr Lance Louw, Telkom
Mr Setlogane Manchidi, Investec
Ms Charlotte Middleton, NBI
Ms Rosemary Moffat, Gold Fields Limited
Mr Pancho Ndebele, South African Breweries (Pty) Limited
Ms Riah Phiyega, Transnet Limited
Ms Wendy Poulton, Eskom
Dr Erika Reynolds, Shell South Africa Energy (Pty) Ltd
Dr Mike Rose, Sasol Limited
Dr Nick Segal, Independent
Mr Justin Smith, Nedcor

Exco and Board Members
Mr Iraj Abedian, Pan African Advisory Services (Pty) Ltd
Mr Tony Ardington, * AVI Limited
Mr Dave Brink, Independent
Mr Brian Bruce, Murray & Roberts
Mr Derek Carstens, First Rand Limited
Mr Colin Coleman, Goldman Sachs International
Mr Cas Coovadia, (Deputy Chairman) * Banking Council of SA
Mr Kuseni Dlamini, AngloGold Ashanti
Mr Andre Fourie, (Chief Executive) NBI
Mr Carl Grim, AVENG Limited
Mr Basil Hersov, Independent
Mr Clive Hirschsohn, * Independent
Ms Koosum Kalyan, Shell International Petroleum Limited
Dr Bongani Khumalo, * Transnet Limited
Mr Andre Lampbrecht, Barloworld Limited
Mr Graham Mackay, SABMiller
Ms Vukani Magubane, De Beers
Dr Vincent Maphai, BHP Billiton Group
Mr Joe Matsau, Eskom
Mr Ken Maxwell, * Independent
Mr Rick Menell, African Rainbow Minerals
Mr Ish Mkhabela, ICDA
Mr Bonang Mohale, Drake & Scull SA (Pty) Ltd
Mr Keith Mokoape, Army Foundation
Mr Khehla Mthembu, Old Mutual South Africa
Mr Temba Mvusi, Sanlam Limited
Mr Julian Ogilvie, Thompson Independent
Mr Carlos Pone, ABB Holdings (Pty) Ltd
Mr Brand Pretorius, McCarthy Limited
Mr Eric Ratshikhopha, Xstrata South Africa (Pty) Ltd
Mr Mike Rosholt, (Chairman) * Independent
Mr Sam Seepei, BHP Billiton Group
Dr Nick Segal, Independent
Mr Israel Skosana, ABSA
Mr Michael Spicer, (Deputy Chairman) * Anglo American Corporation of SA Limited
Mr Peter Surgey, Barloworld Limited
Mr Rob Taylor, Dimension Data
Mr Tony van Kralingen, South African Breweries (Pty) Limited
Mr Brian Whittaker, (Executive Director) NBI

Western Cape Board
Ms Esme Arendse, Sanlam Investment Management (Pty) Limited
Ms Khanyisa Balfour, Engen Petroleum Limited
Mr Merrick Dunster, BP Southern Africa (Pty) Ltd
Mr Clive Hirschsohn, (Chairman) Independent
Ms Jacki Lange, South African Breweries Limited
Mr Haroon Lorgat, Ernst&Young
Mr Rob Lumb, Independent
Mr Ncedo Ntamnani, Shell South Africa Energy (Pty) Ltd
Mr Malcolm Park, Foschini Retail Group (Pty) Ltd
Mr Adrian Sayers, Western Cape Provincial Development Council
Mr Allan Scott, New Clicks South Africa
Mr Tshidi Seane, Diageo
Mr Dixie Strong, Independent

KwaZulu - Natal Board
Mr Tony Ardington, (Chairman) AVI Limited
Mr John Barton, Mondi Paper
Ms Janet Elliott, Old Mutual South Africa
Mr Ed Hall, Unilever SA (Pty) Ltd
Ms Pearl Maphoshe, Umgeni Water
Prof Jeff McCarthy, University of Durban Westville
Ms Viv McMenamin, Mondi Paper
Mr Senzele Mhlungu, Khulani Holdings
Ms Joy Mills-Hackmann, SA Sugar Association
Mr Monwabisi Mkumla, eThekwini Municipality
Mr Roy Parkhurst, (Deputy Chairman) McCarthy Limited
Mr Vivian Reddy, Edison Corporation
Ms Lora Rossler, SAPREF
Mr Moses Tembe 'Moses Tembe investments (Pty) Ltd
Mr Louis van Zyl, Zululand Chamber of Business Foundation
Mr Ted Waldburger, BEHR SA

The NBI would like to thank all member companies for their participation in an organisation that helps to make the country work. The NBI's interventions contribute directly to social, political stability and sustainable development in South Africa.

Conveniently located in the NBI reception area, the Resource Centre collection of over 2 000 items supports the initiatives of the NBI - education and skills; economic growth and job creation; service delivery and infrastructure development - and is available to NBI members.

The Resource Centre comprises a collection highlighting best practices and case studies from around the world. It is strong in:

• Sustainable development:
• Corporate social investment;
• Corporate citizenship;
• Social responsibility;
• Corporate social responsibility reports; and
• Global warming.

It has specific material on the following subjects:

Further Education & Training
FET Colleges; Transition from school to the World of Work; Partnerships between business and education; Skills development for youth.

PPPs
Case studies on infrastructure development; Guidelines for Public Private Partnerships; Local government service delivery; Privatisation.

Enterprise Development
The on-line catalogue provides references to hardcopy material, which can be consulted in the Resource Centre and to electronic resources, which can be consulted on-line.

The Resource Centre also offers a working area with a dedicated computer for those who wish to undertake their own research. The information consultant is on hand to assist users with e-mail, faxed or phone enquiries. Regular mailings on recently acquired items are available to NBI members.

Editing: Gwen Watkins Freelancers
Writing Services CC Design & Layout: TEC Multi-Media (Pty) Ltd
Photographs: Courtesy of NBI members
Printing : Ultra Litho