South Africa has one of the highest rates
of youth unemployment in the world.
This issue has a direct impact on the
group, particularly in those parts of the
business where service orientation is
Initiatives undertaken in response to this issue fall broadly into two categories, those which are closely linked to the group’s human capital development approach and which focus on bridging potential employment candidates into the workplace, and enterprise development schemes, which target job creation and the development of small and medium-sized enterprises to generate future employment growth.
In the Vehicles businesses, the ability
to draw new entrants into the business
from the available skills pool is critical
for growth. Many of the group’s
training programmes target the
recruitment and training of potential
employees who otherwise lack the
ability to access full-time employment
successfully. Youth development
programmes are in place to employ people from the potential skills pool.
An artisan training programme is also
in place whereby artisans are provided
The ‘Spotters’ programme in Auto Pedigree also targets young unemployed individuals – see the boxed text overleaf.
The Car Rental business has adopted a proactive enterprise development approach which seeks to maximise owners’ equity and foster creditworthiness and cash-flow viability in the businesses which are supported, by contributing towards capital equipment. Through enterprise development initiatives, the business has established five black-owned car rental agencies in Bela Bela, Mafikeng, Mogale City, Thohoyandou and Newcastle in South Africa.
To ensure the success of the businesses supported, the company facilitates training programmes, technical and other assistance, provision of expert or specialised advice and information and guidance on running a successful car rental company. Total capital investment per annum in the five black-owned agencies which have been created is R8,8 million.
Job creation efforts in the division also resulted in the creation of 107 additional permanent, entry-level jobs between July 2013 and May 2014 for drivers and car park attendants, through insourcing previously outsourced services.
In the Aftermarket Parts business, apprenticeship programmes and learnerships have been offered to new labour market entrants. On-the-job shadowing is used to create interest and support the ability of the business to attract potential employees.
In the Logistics businesses, this issue is most critical in the South African context. As in other areas of the business, job creation initiatives are typically linked to training and/or enterprise development programmes.
An enterprise development initiative with Mzanzi Transport was begun in South Africa in 2012 in conjunction with an owner driver, whose business has grown from one truck in 2012 to ten trucks currently. The success of the initiative is as a result of constant engagement between Logistics Africa and the beneficiary, as well as the support provided to the beneficiary by Imperial Logistics.
Support given by Logistics Africa includes financial support, through an interest-free loan of R1,6 million payable over five years, business support in terms of mentoring and coaching, and the opportunity to sub-contract for substantial contracts through preferential procurement.
Added to this, the dedication and the willingness to develop business skills and acumen by the beneficiary has been a major factor in the growth and success of the business.
The division has also put a bridging programme in place for graduates, in partnership with the City of Ekurhuleni and the Economic Development Department, with the objective of enabling unemployed graduates to enter the job market.
The purpose of this project is to bridge the gap between unemployment and employment, by successful skills development initiatives which provide graduates or learners with solid life skills and real work-readiness skills. The target group for this project is unemployed graduates in the Ekurhuleni Municipality. Graduates embark on a programme of 12 months duration. They sign a fixed-term contract with the city and Logistics Africa provides workplace experience and coaching. Funding for the programmes was obtained from TETA and all the interns were placed on a transport supervision learnership.
The programme began in September 2013 and Logistics Africa placed 19 interns in positions within their various operating companies. The interns also attended a two-day work readiness programme run by the company ‘Free to Grow’. This programme focuses on preparing the interns to enter the world of work.
As outlined in Imperial’s 2013 report, Logistics Africa has created an entrepreneurial concept – the Unjani clinic – to create jobs and simultaneously deliver improved healthcare to disadvantaged communities close to the business’ areas of operation.
Each clinic creates two to three jobs initially (a professional nurse, clinic assistant and security/maintenance provider). When patient numbers exceed 450 per month, additional resources may be required. We plan to open another 36 clinics over the next three years (to June 2017), which will create between 72 and 108 jobs for people in the communities in which we operate and significantly improve the quality of primary healthcare.
To support the ongoing work of the clinics, Imperial has established a non-profit company, Unjani Clinics NPC, with a dedicated team of six employees. Each clinic is owned and operated by a professional nurse, selected on the basis of rigorous criteria and interviews.
The initiative has been structured in a way which will deliver economic, health and social benefits to the community, while being commercially sustainable. The development of the clinics, for example, is supported by professional enterprise development agreements and a support manual which will assist existing and new clinics with day-today operational issues. Computerised systems (for example patient management, financial and ordering systems) have been investigated for implementation over the next period, to improve controls and operating efficiencies. Improvements to the current clinic structure have been made, based on feedback from existing owner/operators and these changes will be rolled out as new clinics are established.
Unjani clinics planned for 2015 will provide high quality healthcare for approximately 20 000 patients in communities as well as between 32 and 48 jobs for operators
|^back to top|