BEE OWNERSHIP: WHAT YOU NEED TO KNOW TO ENHANCE YOUR BEE SCORECARD
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Technical advisory on BEE for more than 5 years, and have taken the organisation through all the stages of capacitation, planning and implementation for all the elements of the BEE scorecard.
Facilitated Afrisam’s process driven transformation plans and initiatives with the betterment of BEE levels over a 9 year period. This was through an compulsory aligned annual timetable of events including Board, EXCO, Social & Ethics and BEE committee sessions with a strong link to Social and Labour plans as per the Dept of Mineral Resources.
Allan Gray Employee Share Scheme. Assisted with the design and BEE optimisation of the innovative scheme.
Advisory services related to the design and implementation of a multi-billion Rand PRASA BEE ownership transaction.
Restructure of the Group and subsidiaries ESOP (Kumba, De Beers, Anglo Plats and Anglo Coal) for 95,000 employees.
BEE Ownership advisory and BEE optimisation.
Design and implementation of Employee Ownership Scheme. BEE Ownership structuring.
Trusted advisor in it’s first consideration of the criterion needed to operate in South Africa, to establishing a BEE foundation in the country, to a fully integrated multinational contributing to South Africa’s transformation
Transaction structuring and strategic partner selection.
Design and structure of a Community Trust and Enterprise Development vehicle.
Support in aligning BEE legislation and localisation requirements with the company’s overall business strategy.
Coca-cola Shanduka Beverages – South Africa Bottler
Lead transformation advisors to De Beers, navigating through the complexities of the mining charter, social and labour plan and BEE Codes compliance.
Design and implementation of an innovative BEE ownership transaction.
Design and implementation of BEE ownership transaction.
Technical and non-technical support in assisting this company in dealing with the complexity of complicated business structures with multiple chains and business units. This has resulted in a hybrid centre of transformation excellence that supports decentralised BEE implementation within the chains.
Design and implementation of a BEE ownership structure and Supplier Development vehicle.
BEE partner selection and negotiation. Corporate finance and tax advisory.
BEE Ownership advisory.
Design and implementation of a BEE ownership transaction.
Overall interim management against the new Agricharter. This included the Agricharter portion relevant to land reform which is complex and difficult to correctly measure against the revised charter.
Strategic transformation improvement plan for Imperial CRD as per the requirements of a major bank creating a turnkey solution for future clients.
Navigating the amended ICT charter and developing a BEE plan to maximise outcomes that align with the company strategy.
Strategic design and implementation of BEE ownership structure.
Design and implementation of Broad-based Ownership Scheme.
Strategic partner selection and BEE ownership advisory.
BEE Partner selection and negotiation, as well as corporate finance and tax advisory. Tender assistance (regulatory matters).
Facilitated the process in aligning the company’s business strategy to the amended BEE codes of good practice.
Structuring of an Enterprise Development initiative.
Technical support in navigating the complexities of the financial services charter under empowerment financing and access across the old and new financial services charter.
Strong level of compliance against the ICT charter by walking the journey of improving local and global understanding and support.
Transformation strategy, with a strong emphasis on re-aligning the supplier development initiatives to the amended codes of good practice requirements.
BEE plan development and provided technical support to enable the company to maximise verification outcomes and align with business strategies.
Comprehensive support towards South Africa’s goal of localisation across work-place skills plans, employment equity committees, and BEE committees.
Change management support in aligning stakeholders across their value chain. This has resulted in optimal BEE scorecard outcomes.
Structuring of the Telkom Future Fund.
Technical support and strategic BEE planning development. This has resulted in the company achieving an optimal BEE level through various initiatives. This intervention included navigating the complexities of the old and amended financial services charters.
Assisting Woolworths in embracing a culture of inclusion through building a strong transformation narrative that holds people together on their “Good business journey”.
Design and structure of a Supplier Development initiative and ESOP advisory services.
We do business across the continent with leading, locally listed, as well as multinational companies in the following sectors:
Below are some examples of candidates that have been placed using TTM’s database, recruitment systems and networks:
Our clients use our mapping services for candidate information relating to successor planning. They also utilize them for market information, such as industry-related salary surveys. Furthermore, they are used for internal recruitment capability or capacity supplementation relating to the provision of a qualified long-list of candidates, which they can interview and take to short-list and placement stages of the process. This is an approach that gives clients the option of stopping the process at any stage while giving them access to the market information and potential placement when ready to do so. Some examples are:
The following placements were made using both Exclusive Retained and Exclusive Non-Retained Executive Search methodologies, as well as our extensive transformation candidate network. All candidates placed were transformation candidates.
We are dedicated to deliver transformation training, advisory and relevant content during the South African COVID-19 lockdown period.