OUR COMMITMENT TO TRANSFORMATION THROUGH INCLUSION AND DIVERSITY

Transcription

1 OUR COMMITMENT TO TRANSFORMATION THROUGH INCLUSION AND DIVERSITY

2 ACCENTURE IS A LEVEL 2 B-BBEE BUSINESS BUT WE ARE FAR FROM DONE Broad-based Black Economic Empowerment (B-BBEE), a Government strategy to ensure all South Africans participate meaningfully in the mainstream economy, is an essential element that Accenture is fully committed to. The company s future is totally linked to South Africa s success as a nation. To create an economy that meets the needs of all its people and their enterprises sustainably, South Africa needs an economy that can meet the requirements of all our citizens. This will only be possible if private sectors work together with the Government and build on the full potential of the people and their enterprises. In the 2017 financial year, Accenture achieved B-BBEE Level 2 status. That is a phenomenal achievement! It is the result of the combined efforts of Accenture employees and leadership. The achievement reflects our commitment to transformation in South Africa, with a particular focus on investments in corporate social responsibility, enterprise development, preferential procurement, skills development, employment equity, as well as management and control of Accenture`s South African operation by black leaders. At Accenture, we believe empowerment efforts around skills development must underpin all other empowerment programmes if they are to be sustainable. These efforts are crucial to grow the pool of skills available to the South African market and, ultimately, to sustain Accenture s success as a high-performance business not only in the country but throughout the continent. Whether it is equity ownership, executive management, employment equity or preferential procurement, no empowerment initiative would be sustainable without a solid foundation of skills. 2

3 Skills development is something Accenture excels at. Before it ever became a Government requirement to do so, Accenture initiated a long-term programme to identify, recruit and train individuals who show potential to acquire appropriate skills development and experiential learning opportunities. That early initiative Accenture took to drive empowerment set the company on a trajectory that has seen it exceed Government s expectations of empowerment in the private sector year after year. Accenture s B-BBEE programme has been crafted to cover multiple facets of empowerment, is strongly supported at leadership levels, and has become a core element of the company s ethos and culture. Accenture s local commitment to empowerment is reflected in the way the company does business with suppliers, partners and customers. It is also reflected in Accenture s R193 million investment in leadership and skills development between 2011 and 2016, as well as the company s corporate social investment efforts. Accenture is also among only a handful of companies to commit to equity ownership as a key pillar of empowerment, selling 30 percent of Accenture s South African business to the Akha Trust a fully black-owned entity when the minimum requirement was a considerably smaller percentage. Accenture s global commitment to South Africa was demonstrated through the broader organisation s agreement to the equity deal, which is a divergence from the standard business ownership structure of Accenture operations elsewhere in the world. AT ACCENTURE, TRANSFORMATION IS A SHARED VISION, LIVING IN THE HEARTS AND MINDS OF ALL OUR EMPLOYEES. All our employees live the B-BBEE principles in their day-to-day interactions and in relationships we foster with our business partners and our customers. We believe this is good for our country and economy. For Accenture, transformation is a business imperative. Our goal is to create a meaningful, sustainable, highperformance business in South Africa, which means activating all aspects of B-BBEE. Our transformation strategy is focussed and deliberate, and is built into the fabric of our business. We believe there is strength in diversity it drives creativity and innovation, and gives us an edge. Our B-BBEE initiatives help us build effective leadership and relevant business skills, extend our supply chain, provide previously disadvantaged communities with access to ICT skills and, ultimately, grow the economy. There is no part of transformation that is not to our benefit; it strengthens our offering, our people and our business, and differentiates us. Gale Shabangu, Inclusion and Diversity Lead Accenture Africa Sincere regards, Vukani Mngxati Chief Executive Officer for Accenture Africa 3

4 VISION & MISSION Vision To help create a truly transformed Accenture that lives and breathes its transformation credentials. To help create an enabling working environment, a diverse and inclusive Accenture for ALL its employees. Mission Ensure that Accenture remains competitive in the market by being a holder of best BEE credentials. Ensure proportional representation of diversity (race, gender, disability) at all organisational levels in Accenture and every area of Accenture s business i.e., internal and external transformation. Ensure that transformation at Accenture is meaningful. Ensure that every Accenture employee feels like they are part of Accenture and that their contribution matters. 4

5 ACCENTURE B-BBEE SCORECARD UPDATE After five years at Level 2 B-BBEE status, Accenture obtained B-BBEE Level 1 status in As expected, the amended ICT B-BBEE Codes have seen the company once again rated at Level 2 in the 2017 financial year. The targets in these amended codes are stringent and it will require deliberate effort and persistence to regain Level 1 status. We are confident that we are equal to the task. To achieve Level 2 status we scored points on the Empowerdex verification based on B-BBEE ICT Codes. We are also recognised as an Empowering Supplier to our clients, scoring 125% in terms of procurement from local suppliers, job creation and skills transfer. In particular this year we have made great progress on skills development for black employees, and on enterprise and supplier development. We remain proud of the significant value we have added to both our clients and South Africa through our B-BBEE achievements. However, this achievement would not have been possible without the combined efforts and commitment of Accenture employees across the business, and the guidance and support of our South African leadership team. We committed to doing more. Our ongoing commitment to B-BBEE is the key to our continued business success. Of the many challenges that face South Africa today, skills development, diversity and B-BBEE are among the most important to address. Accenture s early efforts won it the 2006 African ICT Achievers Most transformed ICT Company award. We believe our ongoing commitment to B-BBEE is the key to our continued business success. We are already working on enhancing our empowerment initiatives and will continue to educate and create awareness around B-BBEE, drive performance in corporate governance and management practices, and enhance our people focus in terms of career development, training, employment equity and incentive schemes. 5

6 EQUITY OWNERSHIP The AKHA BEE Trust is a Broad-Based Black Empowerment Trust that was established in 2005 as a commitment by Accenture to achieve its ultimate goals of transformation, inclusion and diversity. The Trust owns 30 percent of Accenture South Africa (Pty) Ltd. Its main objectives are to assist with the implementation, operation and development of Black Economic Empowerment in South Africa and to partake in initiatives to provide financial, professional, technical and other expertise and support to beneficiaries of the Trust. An independent board of Trustees manages the interest of the Trust and its beneficiaries. To date, an amount of R62 million has been paid out to beneficiaries. This payout comprises over R40 million paid to black employees as a dividend, educational assistance of over R17 million paid out to the dependents of beneficiaries, and over R3,5 million paid to assist public benefit organisations. 6

7 THE VISION OF OUR TRUST IS TO ASSIST WITH FINANCIAL SUPPORT AND CREATION OF WEALTH FOR TRUST BENEFICIARIES. AKHA TRUST TOUCHES SO MANY LIVES, AND NOT JUST THOSE OF DIRECT RECIPIENTS. MANY RECIPIENTS HELP THEIR FAMILIES AND EXTENDED FAMILIES THROUGH THE ASSISTANCE THEY RECEIVE. Setjhaba Molloyi, AKHA Trust Trustee and Managing Director Accenture South Africa Delivery Centre 7

8 MANAGEMENT CONTROL Accenture s vast experience across industries has shown that leveraging diversity makes business sense. This includes management control, where a diverse executive team sets the direction of Accenture s strategy as a high-performance business. The collective energy and innovation that results from a diverse team is crucial to Accenture s success. Accenture s black directors have all been long-standing contributors to the success of the company. Accenture has seven Board Directors of which all are black, including Vukani Mngxati in the position of Chief Executive. 8

9 SANDY MOHONATHAN Accenture Board Representative I am proud to be walking and living a journey through immense change and to be part of a team creating a masterpiece for future generations of Accenture talent and leaders. It s a legacy that I am proud to leave. Sandy Mohanathan is HR Director and Human Capital and Diversity Lead for Africa, Middle East and Turkey. My career at Accenture has been exhilarating. I have had the privilege of working for a company that has brought out the best in me and afforded me the opportunity to deliver on my leadership potential, and realise my personal and professional dreams. My biggest achievement was making a success of the opportunity I had to live and grow in the US. The experience made me stronger and more successful. I am proud of the leader I have become and the sense of self-actualisation I have achieved. Nothing at this point is too small or too big for me to achieve I have had the privilege to have been part of growing leaders who lean in for and with me, and growing talent in a company that I am passionate about. CAMERON TANDY Accenture Executive Committee As we strive to unlock our true potential as a nation, we recognise that our strength and global competitiveness is found in South Africa s rich diversity. Far more than compliance and a business imperative, we are focussed and committed to true transformation both internally and through innovative partnerships with our clients. Cameron Tandy leads Accenture s Resources Operating Group in Africa. He has 19 years of consulting experience at Accenture, and is a member of Accenture s Executive Committee. At Accenture, we strive to create opportunities for all our people and continue to work hand in hand with our clients to maximise our collective potential. In looking after our Resources clients, I work with some of South Africa s largest organisations. With their enormous workforces, they have the potential to have a tremendous uplifting impact on the lives of workers, families and remote communities. It is rewarding to see the positive power of enterprise development in action and know that we are just at the start of this journey. I am excited about what 2018 and the future beyond it holds as Accenture embarks on innovative transformation initiatives to take its commitments to a new level. 9

10 SKILLS DEVELOPMENT Strategically, skills development is extremely important to Accenture. In the 2017 financial year, Accenture spent more than R36 million on skills development for black employees. Accenture aims to develop leadership and management skills, as well as professional skills encompassing specific subject matter associated with a particular career path. Our skills development programmes aim to support the career progression of our diverse talent. These programmes include Driving Stronger Performance, Accenture Future Leaders, Excelling in High Performance and Leading Extraordinary Teams. These programmes expose candidates to the working world in a supported environment, with successful internships often leading to full-time employment. Exposure to appropriate work experience is a critical facet of skills development and is key to excellent client delivery, but it can only be gained through the right level of exposure to the client, coupled with strong mentorship and career guidance. Accenture demonstrates this focus in its programmes to support the development of black managers. Excelling in High Performance offers an interactive learning experience designed to provide best practices and techniques to enable participants to continue to develop their career, as well as to introduce them to a new network of colleagues. The course is designed to enhance the understanding of career progression for our ethnically diverse leaders and help grow their confidence in the ability to build a career as a leader at Accenture. Accenture Future Leaders is the apprenticeship programme of Vukani Mngxati, Chief Executive of Accenture South Africa and Chairman of Accenture Africa. It aims to develop and grow leadership within Accenture, nurturing and building a pipeline of future leaders that will ensure the continued success of our organisation, and supporting the talent management of our emerging leadership group across the business. Throughout the programme, participants are expected to drive strategic and/or operational improvement initiatives that address key business issues. Driving Stronger Performance is an interactive learning experience designed to improve the performance of consultants with ethnically diverse origins by providing them with tangible resources and actionable coaching early on, so that they can build and grow a successful career at Accenture. 10

11 I AM MOTIVATED AND ENCOURAGED BY THE CALIBRE OF TALENT ACCENTURE ATTRACTS AND RETAINS, AND BY THE POSITIVE IMPACT ACCENTURE CONTINUES TO OFFER TO ITS PEOPLE, CLIENTS AND SOCIETY AT LARGE. Cedrick Ratjatji Cedrick Ratjatji is a Business and Integration Architecture Senior Manager at Accenture I re-joined Accenture in 2012 as a Consultant, and have since acquired key interpersonal and technical skills through continuous learning and training opportunities offered at various Accenture Core Schools. I have also completed a number of computer-based training courses aligned to my skills development needs. Throughout my tenure, I have gained invaluable insight into how to work efficiently and lead delivery teams. This was enhanced by the Accenture team-leadership and project management training courses I was able to attend. A differentiating factor in the development of my skills has been my broad exposure to strategic projects at a number of our clients where I have helped to implement complex systems that have delivered value to both our clients and their customers. This has afforded me the opportunity to develop solid project delivery management skills. Thanks to Accenture s exceptional approach to skills development, I was promoted to Senior Manager in Kgomotso Lebele Kgomotso Lebele is a Managing Director responsible for Application Services Delivery in Africa for Resources at Accenture I joined Accenture s internship programme in 2004 while studying towards my Masters degree. I quickly realised that I wanted to build my career at Accenture when I noticed the company s skills development focus through onthe-job training and other training media (classroom, computer-based and professional coaching). The training I have received and my participation in programmes like Future Leaders and Accenture s executive and leadership development programmes have equipped me with the skills to lead our teams in client engagements. In December 2017, I was promoted to Managing Director in our Technology business. In this role, I look forward to having a continued positive impact on Accenture s people and clients, and the communities we operate in. Nelisa Doda Nelisa Doda, Human Resources Lead, Accenture in South Africa I joined Accenture in 2005 as a Senior Analyst looking for professional growth. As a result of the great opportunities and exposure I have had, I have been able to achieve my goals, receiving a promotion to Senior Manager in December Accenture s greatest strength lies in the investment it makes in developing its people. Throughout my career, I ve had the opportunity to develop my leadership skills through programmes such as Accenture Future Leaders, its HR Leadership and Executive Programme, and others, and to grow personally. I have also had the privilege to learn from the greatest leaders locally and globally. I am grateful and fortunate to work for an organisation that prioritises skills development. Thank you Accenture for your significant investment in developing our people. 11

12 PREFERENTIAL PROCUREMENT Accenture is committed to supporting companies that are B-BBEE compliant over those that are not. The business has geared its procurement process to encourage employees to find and use empowered companies by requesting B-BBEE certification whenever a new supplier is loaded on the system. This strategy has worked well, allowing Accenture to improve its level of B-BBEE achievement and its Preferential Procurement score from the previous financial year, while also encouraging suppliers to align to B-BBEE principles. Accenture promotes access to market and opportunities for black people by increasing procurement spend with black-owned and black women-owned enterprises. In the 2017 financial year, Accenture s Total B-BBEE Measured Procurement (as defined) on companies that are B-BBEE compliant, including black-owned and black women-owned businesses, exceeded 90 percent of Total Measured Spend. Accenture has achieved and exceeded the target set on Preferential Procurement, scoring points (including bonus points) out of 20 points. The Accenture Enterprise Supplier Development Programme (ESDP) includes: Training Executive training targets business owners, assisting them to be innovative in their thinking, agile in business decision-making and to manage a high-performing business. Mentoring The SME participant is paired with a senior Accenture executive who guides the growth of the business and of the owner, imparting practical knowledge relating to daily operations. Business development support A gap analysis identifies areas where support is needed and business operations tools specific to participants needs are developed. This may include technology enablement, digitalisation of the business, operational support and business strategy development. Early payments Payment of invoices less than 10 days after their submission assists SMEs with cash flow. Access to market Accenture provides opportunities within its supply chain and/or those of its clients. Collaboration for high performance Accenture collaborates with the SME as a delivery partner at client engagements. This is driven by business demand. 12

13 ENTERPRISE AND SUPPLIER DEVELOPMENT In the 2017 financial year, Accenture exceeded its Enterprise and Supplier Development investment target of 5 percent of net profit after tax, or NPAT, achieving 5.87 percent spend through its Accenture s Enterprise Supplier Development Programme (ESDP). This exceeds B-BBEE investment targets set for Enterprise investment (3 percent of NPAT) and Supplier Development investment (2 percent of NPAT). applications. The company needed support and was selected to join the Accenture s Enterprise Supplier Development (ESD) Programme in Through the ESD Programme, N8tiv gained access to Accenture s various business units, who have assisted the company to refine the business case as well as the development, testing and packaging of its first mobile app, readying it for Accenture s ESDP is designed to give black-owned and black women-owned small and medium enterprises (SMEs) operational capacity support and access to the market to help them succeed. Accenture s approach to ESD was built on the successes of a pilot ESD programme begun in It applied the approaches used in the company s Diverse Supplier Development Programmes (DSDPs) in the United States, Canada and the United Kingdom, and drew on Accenture s capabilities and strengths its market weight, the strength of its leadership, as well as its business strategy, consulting, digital, technology and operations services offerings to create an ESDP to address enterprise development challenges in the local market. N8tiv Technologies, a 100-percent black youth-owned tech start-up was formed to develop mobile and Web Karabo Kgaphole from N8tiv Technologies As a result of Accenture s various business and technical interventions, N8tiv Technologies is set to launch its first mobile application on both the IOS and Android platforms with much interest from clients. Our mentor, David Hamilton, a senior executive at Accenture, has been an integral part of making our vision a reality. market. The ESD programme also included quarterly workshops and progress monitoring to ensure the development of the company. 13

14 SOCIO- ECONOMIC DEVELOPMENT At Accenture, corporate citizenship is central to our vision to improve the way the world works and lives. It reflects our core values. Everything we do to execute our strategy and deliver our vision comes to life through our people. Our people represent a wide variety of cultures, ethnicities, religious beliefs and languages. This rich diversity makes our company stronger, smarter and more innovative, which helps us better serve our clients and our communities. From our Skills to Succeed initiative to our efforts to drive sustainable economic growth with our people, clients and suppliers, we take thoughtful actions to bring positive change, for today and for the future. This includes playing a vital role in convening people and organisations to create long term value for our communities, strengthen our business and enhance our contribution to society. Skills to Succeed One of our proudest accomplishments is the tremendous progress we are making through Skills to Succeed (S2S), an initiative we launched in 2009 to advance employment and entrepreneurship opportunities. S2S helps address the global need for skills which open doors to employment by drawing on two of Accenture s unique capabilities: training talent and convening powerful partnerships. Together with our strategic partners, we have equipped more than half a million people with the skills to get a job or build a business more than doubling the impact we set out to achieve when we announced our Skills to Succeed goal in As a result, we have increased our target: by 2020, we will equip 3,000,000 people worldwide with workplace and entrepreneurial skills. In South Africa, we have focused our efforts on programmes run by the Accenture Education Trust and the Accenture Foundation. Accenture s S2S programme offers skills development in market-relevant, in-demand ICT skills, and arranges employment opportunities for previously disadvantaged young South Africans in partnership with commercial partners, non-profit organisations and institutions of learning and research and development. Education for Employment Accenture in South Africa and the Rockefeller Foundation collaborate to offer sought-after ICT skills and job opportunities to thousands more disadvantaged young people annually in South Africa. Our collaboration addresses a critical challenge in South Africa. South Africa faces a massive triple challenge of poverty, unemployment and inequality, and the economy continues to shed thousands of jobs annually. It is primarily a youth problem South Africa s 2011 Census showed that 70 percent of the unemployed economically active working age population is younger than 35. To support the National Development Programme s (NDP s) goal to create 11 million jobs by 2030, we ve taken a close look at the type of unemployment South Africa is faced with. Fundamentally, the issue is one of critically low levels of the types of skills needed to boost the competitiveness of our industries and nation. An ICT skills market assessment conducted by MICT Seta reveals more than 70,000 vacancies for ICT practitioners, eclipsing the number of ICT students graduating from tertiary education institutions. Within this basket of skills, software development is rated as one of the most-needed in the country, with C#,.NET and Java among the top 10 most wanted programming languages. Through our relationship with the Rockefeller Foundation, we address these and related challenges. The close strategic alignment of the two organisations makes the collaboration a seamless fit. 14

15 CE3 Project Electricity, Connectivity and Education for Entrepreneurship The CE3 project was developed as a collaborative partnership between Accenture, the University of Notre Dame, and the Rural Development Company, a local community development organisation based in KwaZulu-Natal. The project, which started with the opening of the CE3 ICT labs in Ndumo and Mansomini, represents the first step in building a CE3 framework to boost economic activity in the area. Each ICT lab offers training in end-user computing and entrepreneurship, business mentoring services and job placement through Lulaway. Included in the plan is the instalment of a solar energy system to power the Ndumo pack house, as well as irrigation for local farmers. Leonard Cheshire Disability Soweto Livelihoods Resource Centre This is a community-based rehabilitation programme of Cheshire Homes South Africa, in partnership with Leonard Cheshire Disability International. The centre has been set up to help people with disabilities (PWDs) fully participate in sustainable livelihoods opportunities. It aims to promote inclusive and sustainable development through mainstreaming disability in the workplace. It focusses on PWD s abilities, enhancing their capabilities with training, work exposure and placement in different sectors and industries. Accenture Employability Cadet Programme The Accenture Employability Cadet Programme is a three-year program in which benefits 10 learners living with disability. The participating candidates receive not only a formal education but also practical experience and mentoring in a real work environment. This truly empowers beneficiaries, producing highly motivated and skilled artisans able to better fulfil a job function. The experience helps beneficiaries become confident and knowledgeable, able to interact comfortably in any working environment, grow their business skills and establish a strong work ethic. At the end of the training, candidates will obtain 3 nationally recognised qualifications on Project Management and IT Development and 3 years of work experience in high demand ICT skills. 15

16 2018 B-BBEE PLAN In 2018, Accenture plans to achieve B-BBEE Level 1 under the amended ICT B-BBEE Sector codes. Accenture will continue to effectively implement its Broad-Based Black Economic Empowerment strategy as demonstrated by the results in this brochure. We are committed to continuous B-BBEE level improvement and meaningful economic transformation. About Accenture Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialised skills across more than 40 industries and all business functions underpinned by the world s largest delivery network Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With more than 394,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at About Accenture Inclusion and Diversity The diversity of our people is part of what makes Accenture exceptional. We recognise that each person has unique strengths and by embracing those strengths we all deliver high performance together. Inclusion and diversity are fundamental to our culture and core values at Accenture. We believe that no one should be discriminated against because of their differences, such as age, disability, ethnicity, gender identity and expression, religion or sexual orientation. Accenture also believes government laws, regulations and business practices should uphold the principles of diversity, inclusion and equality. While laws may vary in the countries where Accenture operates, we remain committed to an inclusive and diverse workplace where people can feel comfortable, be themselves and, as a result, be productive. At Accenture South Africa, our inclusion and diversity strategy includes developing, enabling, managing and monitoring Accenture s B-BBEE initiatives as set out in the B-BBEE ICT Codes of Good Practice. Contact Gale Shabangu Head of Inclusion and Diversity, Accenture South Africa Contact details: gale.shabangu@accenture.com Website 16