BPO Newsletter

Posted on - May 14th, 2019

Welcome to the 1st Edition of our BPO Newsletter. This will be a bimonthly publication going forward.

As I write this introduction, I am forced to pause
and take a deep breath at the realisation that the
year is racing past at a phenomenal speed… who
can believe we are in March already?!

I am confident that 2018 is going to be a
remarkable year filled with exciting challenges,
dynamic changes and extraordinary opportunities
for growth, both as a business and as individuals.

EOH has grown significantly over the past 20 years, now employing approximately 13 000 people and servicing over 5 000 large customers. EOH has evolved into the largest multi-disciplinary technology service group in Africa, comprising diversified businesses across a large number of sectors and markets. Following a strategic review of its current business structure, EOH has decided that for the long-term benefit of all stakeholders, it shall form 2 independent businesses within EOH. Please listen to EOH CEO, Zunaid Mayet’s blog for additional information regarding this announcement – click here.

The Group Executives are very excited about these changes and anticipates them to have a very positive impact on the whole group. The core focus however, remains on achieving our budget and cash objectives. Further details surrounding the new strategic direction that the group will be taking shall be communicated shortly.

2018 also marks EOH’s 20th Anniversary… a milestone to be proud of! Please contact BPO Marketing (BPO.Marketing@eoh.com) for detailed guidelines on how to include this occasion in your correspondence and branding going forward.

Finally, I would like to thank all our staff for their invaluable contribution towards making BPO and the greater EOH the fantastic company it is today. It is my sincere wish that we all continue to grow together and reach new heights as a team of likeminded colleagues and friends.

Until next time,
Lawrence and Johan

Take Apple as an example. Why are they so innovative? Year after year they are consistently more innovative than their competition, yet they are just a computer company. They are just like everyone else with the same access to the same resources as everyone else. The same agents, the same talent and the same media… so why is it that they seem to have something different?

Similarly, why is it that the Wright brothers were able to accomplish controlled power manned flight when there were certainly other teams who were better qualified and had access to greater funding and yet they didn’t achieve controlled power manned flight?

There is something else at play here. There is a pattern.

As it turns out, all the great and inspiring leaders and organisations in the world (whether it’s Apple or the Wright brothers) all think, act and communicate in the exact same way and it’s the complete opposite to everyone else.

It’s called the Golden Circle and it explains why
some organisations and some leaders are able to
inspire where others can’t:

Every single person and organisation on the planet
knows ‘what’ they do, 100%. That is a given.

Some know ‘how’ they do it. This may be their
USP or differentiating value proposition.

However, very few companies or people know
‘why’ they do what they do. And by why I don’t
mean to make a profit… that’s a result. By ‘why’ I
mean: What’s your purpose? What’s your cause?
What’s your belief?


‘Why’ does your organisation exist?

As a result, the way we think, the way we act, even the way we communicate is from the outside in… we move from the clearest thing to the fussiest thing: What. How. Why.

But the inspired leaders and the inspired organisations, regardless of their size and industry, all think, act and communicate from the inside out: Why. How. What.

Simply put, people don’t buy ‘what’ you do, they buy ‘why’ you do it.

Extracted from Start with why – how great leaders inspire action
Simon Sinek | TEDxPugetSound

2017 laid rise to various developments within the automotive sector. In addition to the exit and entrance of Original Equipment Manufacturers, the Department of Trade and Industry provided insight as to the conditions of their continued incentive support of the sector. In Durban, at the NAACAM Show in April last year, Minister Davies said that future policy would demand measurable commitments by vehicle and components manufacturers to black supplier development including a qualification criteria of Level 4 contributor status for incentive eligibility post 2020.

Practically, if we heed the intent of Minister Davies statements, this would mean the that replacement programme for the Automotive Production and Development Programme (APDP) post 2020 would exclude automotive sector participants from accessing the benefits linked to this programme unless they were measured at a Level 4 B-BBEE status (>80 points on the assumption that they had complied with the sub-minimum requirements within the 3 priority element of ownership, skills development and enterprise and supplier development; >90 points should they fail to meet the subminimum requires of 1 or more of these priority elements) or better.

Most participants mistakenly believe that the impact would only extend to benefits derived from the Automotive Investment Scheme (AIS), however, should the Level 4 eligibility.

requirement be extended to the entire APDP replacement, it would affect production rebate credit certificates (PRCC) as well. This is quite likely given that the Production Incentive (PI) is considered an incentive of government.

The Department of Trade and Industry has repeatedly expressed frustration at the pace of transformation within the sector. Clearly their intent is to drive “radical economic transformation”
through the Amended Broad Based Black Economic Empowerment Codes of Good Practice and the associated benefits of the incentives that will foreseeably rely on compliance therewith. This intent is mandated by the legal requirement (under Section
12) that all organs of state have to apply a B-BBEE compliance consideration to the allocation of all procurement, grant, licensing, concession, etc. as outlined by the Broad-Based Black Economic Act as amended.

In order to achieve the effective Level 4 contributor status efficiently, companies will have to ensure that they comply with all 3 priority elements. While most have come to grips with the priority element of skills development the ownership as well as enterprise and supplier development elements remain challenging. The ownership element requires measured entities to afford Black people a minimum of 10% economic participation in line with the hurdle rates described by the net value calculation to prevent discounting.

The enterprise and supplier development element requires that in excess of 40% of the targets outlined within this element be achieved in order to prevent discounting. While the enterprise and supplier development targets are easily achieved, the real test lies within the procurement component of this element. It is here that the interconnectivity of the automotive sector is highlighted. An example of this would be that in the event that an OEM proactively sought to achieve the Level 4 status (without discount) they would need to ensure that the procurement linked measurement of their supplychain (the component industry) yielded a minimum of 10/25 points (excluding the 2 bonus points). In the event of that the vast majority of these suppliers were certified at Level 8 contributor status the required point yield could not be achieved. Failure to achieve this recognition would see their Level 4 (80>90 points) result being discounted to Level 5 notwithstanding implementing the require 10% ownership initiative and complying with the skills development element.

NAACAM, through its National Executive Committee as well the specialist transformation subcommittee, demonstrated a clear intent to support their membership by running a series of workshops within the 2016/2017 period. These workshops broke the Codes into a series of four sessions which provided in-depth explanations on the targets outlined by each element. In addition, practical and commercially viable interventions were described through which companies seeking compliance could achieve their goals through best-for-business activities. These sessions were recorded and are available, for reference purposes, on the NAACAM members only portal (www.naacam.co.za).

As highlighted, the Ownership element remains one of the most challenging elements for companies (specifically multinationals) to comply with. NAACAM, through consultation with the Department of Trade and Industry, the B-BBEE Commissioner, industry experts and commercial service providers has developed a network of quality assured service providers as well as a list of potential investors.

While the various offerings are not prescriptive in nature, they afford members the opportunity to not only consider viable ownership solutions but utilise agreement legal blueprints, etc. enabling a faster and more predictable implementation turn-around.

Should the replacement programme for the APDP include the Level 4 eligibility requirement it would be essential that companies not only address the stated compliance targets within the Codes (including ownership) but ensure that their supply chain equally commits to elevated compliance (>Level 5 contributor status). Failure to efficiently manage this risk might jeopardise financial support in the period after 2020.

As an associate member Siyaya, a wholly owned subsidiary of EOH, continues to be committed to assisting the Automotive Sector achieve its compliance goals. Our national team pride themselves on tailor making solutions achieving the objectives of our clients at the lowest average cost. As a demonstration of this commitment the NAACAM NEC has negotiated a complementary initial compliance consultation for all members of good standing.

Should your organisation require assistance and wish to engage this or other exclusive services offers please feel free to contact our offices on the details provided below.

Siyaya’s Services include:

• Broad-Based Black Economic Empowerment Act consulting
• Employment Equity Act consulting
• Skills Development Levies Act consulting
• Disability Management
• Training

For more information, please call our offices on 0861 00 99 04 or visit us on www.siyayaskills.com.

The global health care industry is projected to grow to an estimated USD$8.7 trillion industry by 2020, with prescription drugs contributing about $1.2 trillion and growing at a compound average growth rate of 6.3%. This growth is expected to happen predominantly in emerging markets which includes Africa. On average, it is expected that 10.5% of gross domestic product of countries will be spent on health care and that 50% of health care spent will be spent on three diseases: cardiovascular disease, cancer and respiratory diseases.

Against this backdrop, TCD is a newly acquired EOH company within BPO that provides professional, research based services in the health care industry. Central to our work is access to health data, data analytics, data visualisation and data reporting. By generating or accessing raw data, we have the required talent and skills to convert that data into valuable information. It is the same process followed in mining where you mine the soil, extract gravel, generate ore, convert it to pure metal and ultimately adapt the metal into a final usable product. The difference is that in TCD the “miners” and “engineers” are clinicians, statisticians, actuaries, mathematicians, economists, project managers and health scientists.

TCD is structured to target different health care stakeholders. Our first division is TCD Clinical Research, a contract research organisation (CRO). As the latter implies, it relates to clinical research activities that are outsourced by a pharmaceutical company to a third party such as TCD. It focuses on supporting pharmaceutical companies with their research and development plans, namely to develop new drugs and complete the required safety and efficacy clinical trials that will allow these companies to commercialise these new drugs.

Our second division is TCD Outcomes Research.
Outcomes Research has a wider application than clinical research but also focuses on supporting pharmaceutical and devices companies, assisting them to commercialise drugs or devices in a very competitive global environment. This is done by investigating the costs and benefits of their new products, analysing data, building economic models and quantifying the real-world value of the new drug or innovation compared to its competitors.

Outcomes Research also assists in other industries where health care is peripheral yet very important. One such example is a current project in collaboration with EOH CSO where we are working with a life insurer to quantify the health care risk (the risk of death) of their insured population and how that will translate into future claims.

Our third division is TCD e-Clinical Solutions. Given the central role of data in our business model, this division provides us with proprietary software solutions that enhance processes in clinical research and outcomes research. One such solution is an electronic data capturing platform that complies with the Food and Drug Administration of the USA requirements for collecting personal information during clinical trials.

Notwithstanding the above skills and target markets, we appreciate that the real growth of TCD lies outside South Africa. Given our geographical focus of Africa and the Middle East, we therefore agreed that our next expansion plan must be to create a TCD desk in Dubai, as most pharmaceutical companies have regional offices in Dubai. This plan was significantly enhanced by the support of Ebrahim Laher, CEO of EOH International and his team in Dubai (Ertan, Baran and Mohamed a BIG thank you for your support!).

Not only are they supporting us in setting up the new TCD legal entity in Dubai, we will also be sharing offices and resources where possible. This is another example of how, as EOH, we can unlock synergy and efficiencies that would otherwise nothave been possible.

We are keen to explore and investigate more potential synergies to ensure that we leverage the collective knowledge and skills within EOH. So, from TCD’s side: Where there is data, we are interested. Any data as data is the raw ore of gold; Where health care insight and knowledge are needed, speak to us; Lastly, where we can support and market your products and services within our business and client networks, we will gladly support you.

For more information, please call our offices on
011 883 0206 or visit us at info@tcd-global.com.


We are pleased to announce that as of 1 January 2018, the Benguela Health Consulting Division has been revived as Benguela Health Solutions, a Joint Venture with EOH and 3 other parties.

Benguela’s mission continues to be that of providing innovation and practical advice, integrated support and solutions for the improvement of health systems, healthcare services and delivery throughout Africa. Benguela will compete for consulting assignments in both the public and private health care environments, contributing to improved health care and applying the highest ethical standards.

For more information, please call our offices on
011 620 1246 or emailcatherine@benguelahealth.co.za

Christmas is an exciting time for everyone and one of our objectives is to keep our children happy, because happiness leads to healthy living.

The social committee embarked on a drive to create a special experience for the CSI project identified. We stepped up our efforts in giving to the children of Ubuhle Bezwe children’s home a Christmas to remember. A list of the children was obtained and each child was allocated a shoe box. The aim was for individuals within the company to donate toys and clothes to a specific child EOH CSO made an additional contribution of R5000 on the day. The company also pledged continuous support to the home through various drives in 2018.

We thank the social committee, employees and the company as a whole for the continued support and assistance in making a difference to Ubuhle Bezwe children’s home.


About Ubuhle Bezwe Children’s Home

Giving is in our DNA as Africans, we simply call it Ubuntu

Ubuhle Bezwe is a non-governmental organisation that has been operating since 2005, providing services to less fortunate children. Their day to day operations accumulate expenses and as a NGO any assistance is greatly needed.

It is situated in Tembisa, Johannesburg Gauteng South Africa. This centre only takes kids from 0-21 years and, Ubuhle Bezwe was founded by Barbra Mthimkhulu who identified the needy children in the community of Tembisa in Gauteng.

The aim of the organisation is to help kids who are destitute and suffering; some have no parents, some are infected with HIV/AIDS and some are homeless.

In the space of 12 months, Barbra discovered 42 children who need permanent shelter. Currently the centre supports 75 children in Tembisa Community with food parcels, clothing and shelter. Children at the centre range from days old to 21 years.

Most of these children were referred to the centre by Tembisa Crisis Centre and SAPS Children
Protection Unit.

We all have heard the saying “charity begins at home” we as the fitness team believe that we can take it a step further by also giving at work.

Our relationship with Ubuhle Bezwe children’s home started through the efforts of our very own social committee. The home was identified by Lerato Seikanelo and Inez Williams in 2016. The social committee initiated the ‘’ spirit of Ubuntu” charity box. Various boxes were placed on all floors with the aim of collecting nonperishable food parcels and
clothes for the home.

EOH CSO also contributed R4300 to purchase food. Our aim for 2018 is to support the home throughout the year with various drives aimed at improving the living conditions and mentorship.

EOH Shop

Are you looking for EOH Branded gifts?

Do you want to buy local and support job creation in South Africa?

If you answered YES! to either of these questions, then visit the EOH Shop today!

At EOH, we strive to be a force for good in society, creating a meaningful impact on the economy of our country. One way in which we achieve this is through supporting local businesses. Our EOH shop only stocks and sells locally made merchandise from local businesses. As a result, we are making a positive difference to enterprise development and growth of small businesses in the country.

How to Shop

EOH Group Marketing has made shopping with them easy. The shop catalogue is available on the intranet with a variety of locally manufactured merchandise to suit your needs. You can view, select the items you require and place your orders on line.

For more information on our EOH Shop Catalogue Items, please contact Jerry Mothapo (Jerry.Mothapo@eoh.com) or Pritchard Sibanda (Pritchard.Sibanda@eoh.com)

Do you have any news and / or events which you would like featured in the BPO Newsletter? If so, please drop Lea-Anne Neuwerth a mail on Lea-Anne.Neuwerth@eoh.co.za with a short synopsis of what you would like to share and she will contact you for additional information. If you have any photo’s you would like to include, please ensure they are high resolution.

For any BPO Marketing related enquiries, please contact bpo.marketing@eoh.com


CONTACT US

  011 554 1900

  info@csogroup.co.za

 2 Augrabies Rd, Vorna Valley, Midrand, 1686