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The zero goal

CEO of the South African National Aids Council, Dr Sandile Buthelezi, explains how far South Africa has come, and... Read more
30 Jan, 2020

When Deputy President David Mabuza addressed the crowd attending the 31st World Aids Day Commemoration at James Motlatsi Stadium in South Africa’s North West province, on 1 December 2019, he stressed the importance of aiming for ‘zero’ – zero HIV/Aids infections; zero discrimination; and zero Aids-related deaths.

Mabuza, who as chairman of the South African National Aids Council (SANAC), was echoing and amplifying the heartfelt sentiments of medical practitioner and CEO of SANAC, Dr Sandile Buthelezi, who since achieving medical and management degrees has in many capacities, dedicated himself to not just the fight against the HIV/Aids epidemic, but that of TB and sexually transmitted infections (STIs).

Buthelezi has himself experienced the tragic loss of friends and family to Aids-related illnesses, so there is much weight behind his emphasising that, with 7.4 million infections of HIV in South Africa, the fight is not moving as fast as we want.

‘When you know how much work is being done and the investment in resources made in support, the return on investment is still slow. That return is measured in lives, and we’re just not saving enough lives as quickly as we want,’ he says. ‘While we are somewhat pleased that there has been a 40% reduction in the number of new infections since 2010, with 2016 to 2018 showing a decrease from 270 000 to 222 000, it remains that in terms of global figures, 21% of those living with HIV across the world are South African residents.

‘In today’s age no one should die of HIV/Aids or TB-related illnesses. These are preventable diseases and, in terms of TB, even curable.’

There is some comfort to be had in that 5 million HIV-infected people are on treatment, a figure that has largely been achieved through SANAC’s activities, which bring together government, civil society and the private sector in a collective response to the challenges of HIV, TB and STIs. It does this through many campaigns and activities, among them the fostering and maintaining of dialogue, guiding strategies and policies, the mobilisation and supply of resources, motivating partnerships locally and internationally, and the monitoring and evaluation of research.

‘What is key to our achieving objectives is reaching communities, especially those in rural environments,’ says Buthelezi. ‘While SANAC may carry government’s message and contributes 80% of all resources, we are dependent on civil society and the private sector to further assist us in passing on the crucial message of prevention, of the need to be tested, to go on treatment and thereafter to maintain such treatments.

Dr Sandile Buthelezi, CEO of SANAC

‘This is a comprehensive message and one that mirrors that of the UNAids narrative, which says that by 2020, “90% of people living with HIV will know their HIV status; 90% of all people diagnosed with HIV infection will receive sustained antiretroviral therapy; and 90% of all people receiving antiretroviral therapy will have viral suppression”.’

South Africa achieved its 90-90-90 objectives in June 2018, in Eshowe, Zululand (which is in the country’s KwaZulu-Natal province) a year ahead of the goal, with results of 90% of people living with HIV knowing their status; 94% of those on antiretroviral treatment; and 95% having a suppressed viral load. These figures are confirmed by Doctors Without Borders, which along with South Africa’s Department of Health implemented a community-based model project that is being rolled out by SANAC across the country.

The project has special significance for Buthelezi, who was born in Eshowe, the oldest town in Zululand. ‘The project was all-encompassing, involving traditional and local health workers visiting homes and community venues to inform and disburse knowledge about HIV. They diagnosed, distributed and monitored treatment,’ he says. ‘Eshowe proved that when a community takes ownership of their HIV programmes, the drive towards “zero” can be manifested much quicker than other models, although we do hail all efforts that promote dialogue around the pandemic.’

These are conversations that Buthelezi says must become fashionable. ‘By that I mean the more we talk about it, the less stigma prevails. Despite all the knowledge out there, there are still pockets of discrimination. SANAC, along with the Human Research Council, in 2014 worked with different groups of HIV sufferers to examine the stigmas, and the stories were horrifying. There has been improvement since, but again this boils down to understanding the disease and being part of a community that supports sufferers.’

HIV/Aids and TB-related illnesses are preventable diseases and, in terms of the latter, even curable

Buthelezi says, however, that communities are not islands. They need the input of civil society and the private sector to achieve faster and more effective results.

‘The mining sector is notable and has had considerable success in being one of the first industries to introduce treatment and education campaigns, but they now need to take this beyond their workforce into their local communities. That said, corporates can learn a great deal from the mining industry on how to implement similar programmes.’

Buthelezi discloses that the retail sector is lagging somewhat, as is the transport sector whose drivers are vulnerable to the commercial, largely female, sex workers along the major arterial routes: ‘a major contributor to the spread of epidemics across the country’, he says.

Women are, in fact, the highest HIV-infected demographic. ‘In 2018, we determined that 62% of all HIV infections are women, but the worry is that more men are dying because men tend not to go on antiretrovirals, or when they do, they don’t sustain the treatments.’

This applies equally to TB and STIs. ‘In 2018, the World Health Organisation announced that annually South Africa recorded 500 new TB infections per 100 000 people. We still consider this high but it is a decrease on previous years, and we’re optimistic that the soon-to-be-released 2019 figures from the recently concluded, first-ever TB prevalence [study] will show further declines.

‘The STI stats are far more concerning. We’re registering more than 1 million cases a year,’ says Buthelezi. ‘It’s worrying because people are still not using condoms; they aren’t screening themselves; and they ignore symptoms. Women often only discover they have an STI when undergoing a PAP smear.

‘Women are the most vulnerable because of general attitudes in communities that show a gender imbalance, which prevails across all aspect of local life. We are working hard to change the mindset of men and society, to infuse into the psyche of the boy-child that they are not superior to women; that women are their equals.’

SANAC relies on civil society and the private sector to assist in passing on the crucial message of prevention

It’s an important message because, as Buthelezi points out, although abuse is a criminal action, the anti-crime enforcement agencies are under severe pressure and strain. ‘They cannot drive this on their own, which is why SANAC also speaks out against women and child abuse, and promotes women being appointed into positions of authority,’ he says. This was actually one of the key messages delivered by Mabuza on World Aids Day. The theme, Communities Make the Difference – Cheka Impilo, drove the point, says Buthelezi, ‘that no one should be left behind’.

Mabuza emphasised that human rights must be enjoyed by all, irrespective of gender or sexual orientation and with as much vigour as is given to end the HIV/Aids epidemic. SANAC has addressed gender-based violence through its Men Championing Change programmes. One such, Takuwani Riime, is considered of one of the most robust men-mobilisation initiatives in the country, addressing as it does the social ills perpetuated by patriarchy.

‘A platform like World Aids Day has a great purpose – it is a way for us to report back to the world and our communities on how we are progressing in the fight to end HIV/Aids as a public health threat. We can celebrate our victories, inform on the challenges, revisit the goals and, most importantly, reinforce our collective message,’ says Buthelezi. ‘However, we don’t want this day to be viewed as only an annual gesture in the acknowledgment of the pandemic.

‘Every day, thousands of people are at work in the HIV/Aids, TB and ST| field. We need the media to have a bigger appetite for their (and SANAC’s) news. What destroys organisations like SANAC and those that work for them, is not keeping the public informed enough about what we do and how society can help.

‘This is why SANAC communicates at every opportunity. [Daily], we are on social media platforms, and we try to get to as many community events as possible. We talk to people, which is something I personally encourage in my team,’ says Buthelezi. ‘You can’t expect people to do this job without leading them by example. All South Africans are jointly accountable, be that in the spread of the epidemics or the dissemination of knowledge. ‘People must take responsibility for their lives, and those with whom they come into contact.

‘Everyone has a responsibility to prevent infections. Bear in mind that there are some 50 million South Africans who are HIV-negative. We must collectively work together to ensure that, at least, it stays that way, and that we remain focused on the “zero” targets.’


Second Floor, Block E, Hatfield Gardens
333 Grosvenor St, Hatfield,
Pretoria, South Africa
+27 (0)12 748 1032
www.sanac.org.za

Last year, AfDB president Akinwumi Adesina presented a goal – Africa should aim for agriculture without borders. He wants technology to lead that drive, to reach millions of farmers across agri-ecological zones. ‘And why not?’ he asked the audience at the 94th US Department of Agriculture Outlook Forum.

‘Take the case of the invasive army worms devastating cereals in many parts of Africa. Pests, after all, don’t need visas to wreak havoc across borders. In the same way, technologies to tackle them and to transform agriculture should be without borders.’

This is precisely what one of the world’s top five agricultural solutions companies, UPL, has been working towards with its integrated portfolio of patented and post-patent solutions for various row crops and speciality crops. It also offers crop protection chemicals, biosolutions and seed treatments to cover the entire crop value chain, including water and soil treatments and the removal of alien plant life.

Bertha Spangenberg of the South African arm of UPL – formerly Arysta Lifestyle – says that since its inception 50 years ago, UPL has been driving ‘no limits, no borders’ through an open agricultural network that feeds sustainable growth for all. ‘Agriculture does not have to be a hard-wired linear value chain but rather an agile, fluid network of relationships and interplays that leapfrog traditional boundaries and jump straight into new opportunities. This is a scenario where connections are more personal, solutions more personalised, where there is more choice, faster access, and greater value so that sustainability is entrenched.’

UPL helps farmers overcome challenges through the use of technology

OpenAg is how UPL is taking its technology to market. It’s the company’s ‘purpose’, says Spangenberg, and stands for open-minded and win-win partnerships that broaden the space to create value along a wider food production network. This responds to Adesina’s entreaty, because not only do farmers need technologies to help them be more resilient and respond to climate change, but also to consolidate and create a collective across not just neighbouring borders, but global ones too.

‘This is driven by the need to secure the world’s food supply,’ says Spangenberg. ‘Farmers will be depending on technologies to help them become more resilient against challenges. We have a portfolio of technologies in the field from crop protection to innovative hybrid platforms. In stressing the need for more “bio”, our combined biosolutions pipeline presents an integrated pest and nutrition management programme that emphasises sustainability.’

UPL has already received unconditional regulatory approvals from authorities across the globe for its technologies, which is inspiring, particularly for Africa as it seeks, under the Technologies for African Agriculture Transformation programme, to change policy and regulatory environments to span agro-ecological zones rather than tediously going through that process country by country.

With a footprint in 76 countries and sales in more than 130, including 27 formulation and 48 manufacturing facilities, UPL is well grounded on the continent, extending across West, Central, East and Southern Africa, with its manufacturing plant in Durban, South Africa. ‘This spread has compelling value for growers, distributors, suppliers and innovation partners, whose combined knowledge and skills can inform regional markets, and help address the challenge of food shortages in Africa,’ according to Spangenberg.

‘The demand on individual farmers to produce better quality and higher yields to meet food needs in a sustainable manner is intense on the continent. One of the ways we address this issue is through our programme ProNutiva, which takes a whole-system approach beyond conventional crop protection.’

ProNutiva is revolutionary in that it integrates natural biosolutions, which in turn comprise bioprotection, biostimulants and bionutrition, with usual agricultural practices, but sustainably so. It covers plant needs throughout the season, or at a specific development stage of the crop. The result is improved grower economics and easy adaptation to evolving food chain requirements.

UPL’s combined arable and speciality crop product portfolio has some 13 000 registrations, a prudent mix of its own manufacture and outsourced supply. While no agricultural chemical company can claim that its products are 100 % natural, UPL minimises any negatives around agri-chemicals with the adoption of a sustainability plan.

‘This plan is driven to ensure at least a 30% reduction in the company’s environmental footprint by 2020,’ says Spangenberg. ‘The majority of our sites are ISO 9001-certified and include ISO 14001 and ISO 45001 accreditations. Effective safety measures are also applied across all aspects of operation guided by a continuous improvement focus.’

The company has a footprint in 76 countries and a strong focus on safety and the correct usage of chemicals

Such a focus on safety also plays out through a stewardship programme in parts of Africa, for instance Zambia and Lesotho, where UPL provides small-scale farmers with education and training on the correct usage of chemicals. ‘Servicing our customers, be those the small-scale farmers, the smaller retail stores that stock our products, or our distribution dealership network, is handled by UPL field agents whose responsibility it is to also forecast stock requirements and launch new products.

‘Training and the introduction of new products is crucial in Africa, whose farmers are largely in far-flung places, and therefore unable to leave their agri-business for long periods of time in order to stay abreast of advances in the industry. We take much-needed knowledge and advisory services to them at a local level to ensure they have the right crop-health expertise for each critical stage in a crop’s growth process.’

UPL has also recently reached an agreement with the Alliance for a Green Revolution in Africa to work jointly in strengthening the farming ecosystem, including last-mile service delivery. ‘We will be supporting farmers through village-based adviser models and demo plots, facilitate technology adaptation, and introduce financial solutions for smallholder farms.’

The first nations to be exposed to this plan include Kenya, Tanzania, Ethiopia, Ghana, Nigeria, Mali, Burkina Faso, Malawi, Mozambique, Zambia and Côte d’Ivoire.

Spangenberg emphasises that the UPL mission is to change the agri game; to make every single food product more sustainable. ‘We open possibility and shape the future in an interactive and synergistic way. Agriculture with no borders equals growth for all.’

7 Sunbury Park, Off Douglas Saunders Drive
La Lucia Ridge Office Estate
South Africa, 4019
+27 (0)31 514 5600
www.upl-ltd.com

Farming without limits

UPL promotes borderless agriculture through an ecosystem of technologies that advance Africa’s agenda to resolve its food security challenges
20 Oct, 2019

Mon Trésor’s latest campaign tagline is ‘Move south’. That statement signals a call to all future residents to come experience all that southern Mauritius has to offer and be a part of the premier smart city of the island. Therein lies a promise to fulfil the quest for a harmonious and balanced lifestyle amidst a modern, carefully planned and sustainable environment. Mon Trésor positions itself as the ideal neighbourhood to enjoy a rewarding lifestyle.

The new residential offering proposes modern amenities embedded in a pristine coastal haven. An irresistible live, work, play environment hushed by nature’s hums, harmoniously designed and surrounded by lush gardens and iconic landscapes.

Strategically located near the country’s international airport, Mon Trésor smart city’s vision is to capitalise on the already ongoing rapid expansion of airport-linked commercial facilities as recently mentioned by the prime minister of Mauritius while officially inaugurating a new wing of the airport terminal. The increasing connectivity of Mauritius with the world and its intensifying air links with some 11 international airport hubs and 30 airlines serving the country is resolutely placing the country as a major hub on the Africa-Asia routes.

As already observed in other countries, this expansion, according to Aerotropolis co-author John Kasarda, is making ’air gateways anchors of 21st-century metropolitan development, where distant travellers and locals alike can conduct business, exchange knowledge, shop, eat, sleep and be entertained without going more than 15 minutes from the airport’. Kasarda adds: ‘This functional and spatial evolution is transforming many city airports into airport cities.’

Yet Mon Trésor will remain far from the maddening crowd of the mainstream conurbation areas that stretch from Port Louis, the capital city, towards the north-west and central areas. The new residential component of Mon Trésor consists of apartments, townhouses and villas accessible to Mauritians and foreigners alike, priced from MUR7.2 million. The proposed residential precincts complement the activity mix as earmarked by the governing master plan, which was produced by renowned international engineering, design and project management consultancy firm Royal Haskonning and has benefited from funding from the European Investment Fund.

The commercial development comprises a business gateway; a trade port and free-trade zone/light industrial compound; and a commercial park. The vicinity around SSR International Airport, where Mon Trésor is positioned, is expected to become a major economic hub for the country, according to local authorities.

‘Major airports have become key nodes in global production and enterprise systems, offering them speed, agility, and connectivity,’ says Kasarda. ‘They are also powerful engines of local economic development, attracting aviation-linked businesses of all types to their environs. These include, among others, time-sensitive manufacturing and distribution facilities; hotel, entertainment, retail, convention, trade and exhibition complexes; and office buildings that house air travel-intensive executives and professionals.’

The various components of the Mon Trésor smart city combine these elements. The Mon Trésor business gateway is already operational. Its first phase, an office park, has housed the Omnicane headquarters since the end of 2018. The business gateway will cover 55 ha with office and coworking spaces for rent.

The Trade Port and Free-trade Zone, and their infrastructures, are under way and will extend over 24 ha. The Freeport Park zone will offer an attractive tax regime and other incentives, together with the benefits of preferred access to international markets as per the regional agreements Mauritius is part of.

The retail centre development will feature a 10 000 m2 shopping mall with an array of retail outlets. This major component of the development is designed to boost the neighbouring region.

The Mon Trésor smart city aims to capitalise on the expansion of airport-linked commercial facilities

The commercial park spreads out over 17 ha and consists of 50 plots available for sale to local and foreign buyers. The plots, ranging between 2 039 m2 and 5 121 m2, have been designed to meet the needs of commercial buildings of five storeys or fewer. Visitor parking and a drop-off zone will be available at the entrance of the business centre.

These components, tailored for modern businesses willing to boost the Mauritian economy and, more specifically, from this part of the island, follow the construction of the airport’s Holiday Inn hotel. Operational since 2014, the Holiday Inn Mauritius Mon Trésor is the country’s first-ever airport hotel and is the initial landmark to the country’s first project to be issued a smart city certificate by the authorities.

The smart city promoters are also setting up a state-of-the-art film studio. This innovative first for the country will be established in the premises of the old sugar mill. The film studio will host international productions and comprise five sound studios; a props workshop; office space; trailer park; and a parking zone. The studio development will, of course, provide new career opportunities for young Mauritians, particularly those residing in the immediate neighbourhoods.

Sustainability is at the heart of Mon Trésor’s residential component. The development will feature cycling tracks finely integrated into street networks, including a royal palm forest, the beach and coastline access.

This will enable residents and visitors to move around freely and safely in an eco-friendly and healthy way. Mon Trésor will also have medical services, schools, convenience stores and a beach club.

It is important to note that the development and its components are regulated by the Building Research Establishment Environmental Assessment Method (BREEAM). This standard is applied during the early planning and design stages of a development. It offers a holistic framework with key target benchmarks that assist decision-makers to better understand and improve on the impact their decisions will have on the longer-term environmental, social and economic aspects of the development.

The current standard can be used to assess projects in most parts of the world. However, for areas with more complex ecosystems and planning requirements, BREEAM offers a bespoke option that helps tailor the criteria to better reflect a country/region’s environmental, political, economic and cultural climate.

BREEAM benefits local authorities, developers, master planners and community members by:

  • Helping to create sustainable communities that are good for the environment and its people, and are also economically successful
  • Embedding  sustainable principles and goals within the master plan from the outset, helping to create places where people want to live and work, enhancing employee satisfaction
  • Providing a framework to improve efficiencies during the master planning process, saving time and money throughout the project
  • Facilitating the planning process with tools and targets to assist with sustainable decision-making
  • Providing independent third-party certification of the sustainability of a development’s master plan
  • Contributing to project participants’ and tenants’ corporate social responsibility, business reporting and sustainable business leadership.

As required by the registration process, all stakeholders and, most importantly, the neighbouring localities have been and continue to be regularly consulted, appraised and updated on the various components of the Mon Trésor initiative, and their respective stages of advancement.

A comprehensive survey has been conducted in the various surrounded villages, with a view to sensitising residents, especially the youth, on the job and career opportunities that will be made available.

This survey provides valuable insight on the need for training.

This illustrates the progressive inclusive development approach that characterises the Mon Trésor smart city project. This is a trademark of the socio-economic and historical DNA of Omnicane, the Mauritian conglomerate behind the launch of the smart city project.

Omnicane illustrates the successful transformation of a century-old sugar industry into a modern, state-of-the-art cane cluster, embodied by its now integrated and sustainable agro-industrial ecosystem located at La Baraque, l’Escalier.

The La Baraque facility is visited regularly by foreign heads of state and other dignitaries together with business leaders from around the world, proving that Omnicane is a major socio-economic player. Through the Mon Trésor smart city, Omnicane intend to pursue its vision, namely integrating energies. It is fully committed to the sustainable development of the region and has nurtured its eco-sustainable footprint as a responsible corporate citizen for more than a hundred years, to the benefit of all its stakeholders.

Omnicane House, Mon Trésor Business Gateway
New Airport Access Road, Plaine Magnien, 51521, Mauritius
+230 660 0600
[email protected]
www.montresor.mu

Place of distinction

Omnicane is implementing grand plans for developing Mon Trésor into a world-class smart city that will transform lives
20 Aug, 2019

This year Henley Business School Africa enrolled 329 students into its MBA programme. It’s the biggest class the school has ever had, so big in fact that it’s been split into five intakes. It’s a far cry from where the school was in 2011 – light years in fact.

Then, Henley Africa was a small, locally accredited operation of an overseas business school, basically delivering its MBA degree. That year 30 students graduated. In 2019 the school will graduate almost 1 000 students across a broad spectrum of internationally accredited qualifications; from the higher certificate in management to the advanced certificate, diploma, post-graduate diploma in management practice and the Master’s in business administration.

When the school started this journey, it depended on the MBA programme for 98% of its revenue. These days the MBA’s portion is down to 30% to 40%, with the balance made up by other programmes, especially its executive education offering, which has grown from nothing into a US$6 million-a-year operation. Today, the school has a total student body of 3 500 students; two-thirds of all Henley MBA students come from its Africa campus and three-quarters of the flexible MBA cohort.

Henley Business School Africa has not only developed from what was in essence a classic business start-up, bootstrapping itself into a fully fledged business school; it has also diversified its offerings.

Jon Foster-Pedley, dean and founder of Henley Business School Africa

The school had to do this to properly respond to South Africa’s and indeed Africa’s needs, where not everyone comes to business school after a conventional undergraduate degree and time in management. On the contrary, many students had the requisite experience and ability, but never the opportunity – this had to be created through the school’s unique academic pathway of learning, which can effectively take someone with a school leaver’s certificate all the way to Master’s level, without leaving Henley or, even more importantly, their jobs.

The flexible ‘family-friendly’ MBA was one of the movements the school founded to break the age-old trope of the Marriage Break up Academy, but Henley has played around with the concept of the MBA in other equally important areas, such as introducing a Master’s in business activism – or its mobilising business in action programme. Its MBAid is an outreach to NGOs and NPOs to give them vital management input and prove that business schools can turn their energies to social good and become deeply localised in the process. To date, the school has worked with 350 of these organisations. Henley Africa wanted to change the face of business education too, through constant innovation, immersive learning and corporate activism in a country that is often as equally defined by its inequality as its recent deposed kleptocracy. Henley Africa has gone from 20% female to 42% in its MBA programme and from about 32% black students to 68%.

Its executive education programmes, which didn’t exist when it started eight years ago, comprise 60% women and 80% black students, and is twice the size of the MBA programme. Henley Africa also runs a coaching programme – the Professional Certificate in Coaching as does Henley UK. In addition, it provides the highest number of MBA scholarships – 30 this year – in the whole of Africa, to allow the school to cast its net as widely as possible, to infuse its classes with diversity and reward local heroes, giving them critical skills to become even better and bigger community leaders.

Henley Africa continues to innovate – through Henley #FIRE (Full Immersion Reality Education), #ICE (its school of Innovation Creativity and Entrepreneurship) and now #AIR (African Insight and Research) and #EARTH (Environmental Activism through Research and Training at Henley).

Two-thirds of the global Henley MBA student body come from its Africa campus

The last two innovations are particularly potent in the African context: land because of its historical connotations of dispossession and its importance now for sustainable growth for all; and research that is not just relevant to the African context but is also sustainable.

As a business school, Henley Africa believes it has to show that it can deliver great value and create new services for a growing client base beyond its students, without being subsidised, exactly as other businesses have to.

Charity always starts at home and Henley Africa practises what it preaches, determined to break the cobbler’s children syndrome where the cobbler’s kids are the only ones without a decent pair of shoes. The school is a passionate supporter of both employment equity and black economic empowerment, contributing to transforming South Africa from its racist exclusionary past. Henley Africa has grown from five staff to 70 full-time and 150 part-time staff. In addition, 68% of its faculty teaching custom programmes are women.

The minimum wage paid at Henley Africa is more than triple the national minimum to ensure everyone receives a living wage; everyone gets medical aid and there’s a staff welfare fund too for those unexpected emergencies. All the staff receive free education. Some have moved from receptionists into programme management and others are now enrolled for their MBAs; or are pursuing a range of programmes from matric to Master’s degrees at other schools and universities, all supported by Henley Africa.

Henley Business School Africa has followed an unprecedented upward trajectory since 2011, a 900% increase in turnover being just one of the markers of this success.

The real success story is how this former little agency has developed into a stand-alone, fully functional multidisciplinary business school with its own quality assurance and teaching and learning committees allowing the parent organisation to have less detailed involvement but with a far more intense British-based quality-assurance overview, coupled with the excellent quality assurance from the South African Council on Higher Education.

It’s a source of great joy to all at Henley Africa – how well its students do in the blindly assessed externally moderated MBA examinations. Its student body is at least 70% black and at least 50% women; and the South African MBA students do as well or better than the British or Germans. In fact, their marks are as good as anyone’s in the world, which means that what Henley has in South Africa is contrary to the enduring mythologies of the colonisation of the mind and that one is no good.

Eight years after this journey began, perhaps what is most interesting is how from its colonial and British roots, Henley has become emancipated as a fully-fledged, full-service business school in its own right, assertively decolonised to provide the best possible business education to as many as possible to build the South African economy.

Tel: +27 (0)11 808 0860
[email protected]
www.henleysa.ac.za

Growing local talent

Since its inception, Henley Africa has evolved into a  fully fledged, full-service business school whose graduates hold their own... Read more
20 Aug, 2019

Mobicel is a technology company that embodies the typically African characteristics of independence, resourcefulness and innovation, positioning itself as a hero for the South Africa’s mobile phone users and continuing to thrive in a fiercely competitive market.

In 2007, founder and CEO Ridhwan Khan established Mobicel, based on his passionate belief that South Africans deserve better. He recognised that technology is a tool for empowerment and he knew that a mobile phone isn’t simply a device. It empowers people to interact with and shape their world. It’s an extension of one’s personality, voice and senses. So by putting a mobile phone in a person’s hand, Mobicel is empowering people to have, do and be more.

Pole position
Recent statistics show that Mobicel is the leading mobile brand in South Africa in terms of sales. Mobicel sells more devices than any other brand in the market.

A report issued by Counterpoint has shown that within the smartphone segment, Mobicel has seen the highest growth rate in market share – from 6% in 2017 to 16% in 2018. The growth of Mobicel smartphones, driven by the Mobicel Astro, places the company as the largest mobile phone brand in South Africa in 2018.

Mobicel founder and CEO Ridhwan Khan

Be more
From the very beginning, Mobicel has lived its ‘be more’ ethos. Knowing that mobile phones are a necessity and not a luxury, the company set out to put these devices in more people’s hands at affordable prices.

Its mission is nothing short of revolutionary: power through technology; by the people, for the people. From small beginnings, Mobicel has grown to be a major player in the South African mobile phone market. It designs and manufactures handsets that hold their own alongside global brands. The challenge is always to create and market this technology at prices that are not merely competitive, but a fraction of those offered by its big-name competitors. This is a challenge it has consistently met and surpassed.

Mobicel constantly strives to be more, so that its customers can too. Today it stands firmly positioned in its local market, and poised to make an explosive entry into the global industry. More freedom, more self-empowerment, more style, ease and affordability – these form the core of Mobicel.

Bigger picture
To be more means doing more with what one has, and that is an art Mobicel has mastered. The company is able to provide its fellow South Africans with true value in a device.

Mobicel devices are built with key consumer price-points in mind throughout the development process, which ensures that key features are included in all devices and that consumers always receive true value.

When it comes to developing smartphones, Mobicel has listened to what South Africans need, and in doing so, it has created mobile phones that add value to the customer’s wallet. In keeping with its founding vision, Mobicel has a device for everyone: from basic, retro-style feature phones to feature-packed smartphones.

Mobicel is the top-selling mobile brand in South Africa

Sound outlook
Mobicel’s goal has always been ‘for the people, by the people’. It understands its market’s mobile needs and aims to meet these needs, as the company consistently grows and expands its product range. It will continue to form lasting partnerships with its distributors in order to increase growth and gain a better understanding of its market. Mobicel is continuously looking for ways to improve not only its products but its services too as it expands into the continent.

Solid teamwork
Currently, the Mobicel workforce is about 200-strong, including salespeople, call-centre operators, administration, technicians and engineers. Khan – EY’s Entrepreneur of the Year 2018 – leads the management team and represents Africa on a global stage.

+27 (0)11 541 3500
[email protected]
www.mobicel.co.za