ABOUT THIS REPORT
The NEPAD Business Foundation’s 2015 integrated report provides an overview of the organisation’s operational, social, financial and environmental performance in a single report. Initiated in 2012, the report highlights outputs and the associated outcomes in a way that outlines the value proposition that the NBF delivers to members and stakeholders.
This integrated report allows the organisation to contextualise its risks and opportunities and how these influence its business strategy. The process was informed by and continues to be guided by principles of integrated reporting as set out in the International Integrated Reporting Committee’s discussion paper and the guidance offered in the framework discussion paper published by the Integrated Reporting Committee of South Africa.
This integrated report does not form part of any statutory reporting requirement. The integrated report is regarded by the NBF’s Board and staff as a reporting format that most appropriately reflects the continuing business of the NEPAD Business Foundation in a holistic manner.
This integrated approach serves to encourage members to develop reports that more succinctly reflect the output and outcomes of their businesses and are always cognisant of their own respective stakeholders.
The aim of our integrated approach to reporting is to enable members and other stakeholders – including donors, development agencies, governments, host communities, DFIs and NBF employees – to assess the contribution to society of the NBF’s work, as well as its long-term sustainability.
ScOPE
The report covers the period from 1 April 2014 to 31 March 2015, reflecting the NBF’s financial year. In this integrated report we present our strategy, structure and value addition processes, review material risks and opportunities and report on our performance.
ACRONYMS1MALC One Million African Leaders ConnectACGN African Corporate Governance NetworkAGM Annual General Meeting ALD African Leaders in DialogueARC Audit and Risk CommitteeACCA Association of Chartered Certified AccountantsAfri-ID Africa Infrastructure DeskAPPF Agriculture Project Preparation FacilityAU African UnionAVID Africa Investment and Integration DeskBAAX Business Action Against Xenophobia PlatformBoard Board of Directors of the NBFCAADP Comprehensive African Agriculture Development ProgrammeDWA South African Department of Water Affairs DWS Department of Water and SanitationEY Ernst & YoungFITC Financial Institution Training CentreICT Information and Communication TechnologyNBF NEPAD Business FoundationNEPAD New Partnership for Africa’s DevelopmentOPSCO Operations Committee PIDA NEPAD’s Programme for Infrastructure Development in AfricaPSC Project Steering CommitteeRtB Removing the Barriers in AgricultureSAADPP Southern African Agriculture Development Partnership PlatformSADC Southern African Development CommunitySC Steering Committee SWPN Strategic Water Partners Network – South AfricaTWG Thematic Working GroupPPP Public Private PartnershipsUSAID United States Agency for International DevelopmentWEF World Economic ForumWRG Water Resources Group
•Vision•Mission•AfricaFootprint•ProgrammeProgress•NBFTimeline
BAC
KGRO
UN
D
•MeettheTeam•CountryOffices
CO
NTA
CT IN
FO
•TransformationMatrix•EmployeeDevelopment•CommunityDevelopment
SO
CIAL
REV
IEW
•FoundingMembers•PlatinumMembers•StrategicPartners•CorporateMembers•ProgrammeMembers
M
EMBE
RSHI
P•SummaryStatementofFinancialPosition
•SummaryStatementofComprehensiveincome
•SummaryStatementofChangesinFunds
•Responsibilityforthesummaryfinancialstatements
FI
NAN
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•PatronsandBoardofDirectors
•BusinessPrinciples•CorporateGovernanceStructure
•BoardStructureandCommittees
•InternalControlandRiskManagement
•OtherGovernance
G
OVE
RNAN
CE
•NBF-DTIForums•Public-PrivateDialogueonInfrastructureProjects
•AfricanLeadersinDialogueDinner
•Nedbank-NBFNetworkingForums
•Publications
PLA
TFO
RMS
•AfricaInvestmentandIntegrationDesk
•BusinessActionAgainstXenophobiaPlatform
•NBFEthiopiaOffice•NBFAgricultureDesk
N
EW IN
ITIA
TIVE
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•RegionalIntegrationandInfrastructure
•AgricultureandFoodSecurity
•ClimateChangeandNaturalResourceManagement
•EconomicandCorporateGovernance
•HumanDevelopmentandCapacityBuilding
NEP
AD T
HEM
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•Patron-Dr.NkosanaMoyo•Chairman-StanleySubramoney•CEO-LynetteChen
CO
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ENTA
RY
CON
TENTS
BACKGROUND
Toprovidecriticallinkagesbetweenpublicandprivatesectorwiththeintentionofacceleratingdevelopmentprojects,programmesandinitiativesfrominceptiontoimplementationfortheprosperityofAfrica.
TopromotesustainablesocialandeconomicdevelopmentinAfricathroughprivatesector-ledinitiativesthatpartnerwithgovernmentandotherstakeholders.
VISION
MISSION
TheNBFcontinuestoplayastrategicroleinthedevelopment,organisationandimplementationofprivatesector-ledandfundedprojects,programmesandinitiativesinAfrica.
PROGRAMME PROGRESS
TheNBFisapan-Africanorganisation,whichoperatesacrossthecontinentthroughvariousprivatesector-ledinitiatives,programmesandprojects.
Atpresent,theNBFhasfivecountryofficesinSouthAfrica,Mozambique,Zambia,MalawiandEthiopia.Theorganisationisactivein21countriesacrossthecontinentandisworkingtoincreaseitsAfricafootprint.
AFRICA FOOTPRINT
NBF Country Offices
NBF Projects and Programmes
Actively seeking opportunities
2015 2014
SeekingnewopportunitiesRedefiningtermsofreferenceRedefiningprojectparameters
Conveningpartners
IdentifyopportunitiesDesignprojects
Convenepartners
MobiliseresourcesAlignmentToNEPADobjectives
Outlinetermsofreference
ProjectimplementationOngoingprojectevaluation
Mitigatebarriers
ProjectexpansionIdentifyoptionsforscalingupOutlineoptionsforreplication
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Year4
Year5
Year3
Year3RtB ACGNAfri - IDSWPN
• NBFandNedbanklaunchtheNedbank-NBFNetworkingForum.• SWPNlaunchesfirstpublicationattheWorldEconomicForum.
profilingthepartnershipbetweentheSouthAfricanDepartmentofWaterandSanitation,WaterResourcesGroup,WorldEconomicForumandSouthAfricanprivatesector.
• NBF launches the Southern Africa Agriculture Development PartnershipPlatform(SAADPP).
• NBFandInstitutoSuperiorPolitécnicodeManica(agriculturaltrainingcollegeinManica)launchpremieresupplychainentrepreneurshipdevelopmentprogrammeinManica,Mozambique.
• NBFpartnerswiththeCenterforCreativeLeadership(CCL)tohosttheinauguralAfricanLeadershipDevelopmentForum.
• NBFsignsanMOUwiththeNEPADAgency.
BACKGROUND
NBF TIMELINE
• NEPADBusinessGroupisformedtosupporttheNewPartnershipforAfrica’sDevelopmentprogrammeattherequestofthepresidentsofAlgeria,Egypt,Nigeria,SenegalandSouthAfrica.
• NBFleadstrademissiontoEthiopia.• NBFsignsMOUwiththeAfricanUniontowardspromotingprivate
sectordevelopment,investment,andresourcemobilizationinAfrica.
• NBFhostsSAADPPregionalconference.• AfricanLeadersinDialoguedinnerhostsAuChair,
DrNkosazanaDlamini-Zuma,askeynotespeaker.
• NBF launches the Removing the Barriers in agriculture programme with partners Trans-Farm Africa through funding from the William andFloraHewlettFoundationandUSAID.
• GIBSandNBFimplementtheBusinessofAfricaExecutiveprogrammetoimpartleadershipeducationtoseniorandexecutivemanagersinthepublicandprivatesectorfromtenAfricancountries.
• NBFestablishedasthesecretariatfortheStrategicWaterPartnersNetwork-SouthAfrica.
• NBFcompletesresearchonharmonisingtradepolicyfortheAfricanDevelopmentBankinassociationwithSAIIA.
• NBFincorporatesRemovingtheBarriersinAgricultureprogrammeintotheNBFAgricultureDesk.
• NBFhostssecondPublicPrivateDialogueForumonInfrastructureProjects.
• NBFhostsinauguralSouthernAfricaBusinessForuminBotswana• NBFopensanofficeinAddisAbaba,Ethiopia.
• NBFlaunchesdistributionoftheNEPADYearbookatWEFAfrica.• NBFlaunchestheprivate-sectorledSAADPPinMozambique,
followedbyZambiaandMalawirespectively.• NBFlaunchestheAfricaInfrastructureDesk(Afri-ID)atthe
annualFoundingpartnersandPlatinummembers’luncheon.• TheAfricanCorporateGovernanceNetwork(ACGN)isofficially
launchedatapress-coveredeventinMauritius,precededbythefirstACGNExecutiveCommitteemeeting.
• NBFopensofficesinMalawiandZambia.• NBFhostsinauguralPublic-PrivateDialogueForumonInfrastructure
Projects.
• NBFregistersanofficeinMozambiqueandimplementsagriculturalinitiativeswhichassistruralwomenfarmerstoregisterland,improvemarketaccessforruralfarmersandprovideentrepreneurialeducation.
• NBFproducesfirstIntegratedReport.• StrategicWaterPartnersNetwork(SWPN)islaunched.
• NBFhostsinauguralNEPADAmbassadorsandExecutivesgaladinnerasannualplatformtoexchangeinformationbetweenNEPAD,publicandprivatesector.
• Wits Business School and NBF implement the African LeadershipProgrammeto impart leadershipeducation to seniorandexecutivemanagersinthepublicandprivatesector.
• NEPADBusinessFoundationisincorporatedasanon-profitcompanywiththefinancialsupportofFoundingmembersAngloAmerican,Eskom,MTN,OldMutualandTransnet.
• NBForganisesmembersinto16sectoralworkinggroupstofacilitateinformationexchange,introduceNEPADprogrammestoprivatesectorandincorporateprivatesectorperspectivesinNEPADprogrammes.
• NBFandNEPADAgencyjointlypublishandlaunchtheinauguralNEPADGuideatWEFAfrica.
• NBFlaunchestheAfricanLeadershipProgramme.
2004 - 2007
2002
2008 - 2009
2010
2011
2012
2013
2014
2015
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PRIORITISINGAFRICA’SSOCIAL COHESION AND
ECONOMIC INTEGRATION
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Africaremainsoneofthemostpromisinggrowthregionsoftheworldandhasacrucialroletoplayinshapingglobaleconomicdevelopment,internationalpoliticsandsocialadvancement.undertheNEPADinitiative,thecontinentismakingheadwayinaddressingdevelopmentalissuesrelatingtocriticalinfrastructure,agriculture,governance,resourcemanagementandthegeneralstandardofliving.
SOCIALCOHESION
Aswecontinueonourprogressivepath,wehavetofaceandtacklenewrealitieswhilstsimultaneouslycontinuingeffortstoreducetheeffectsofexistingchallenges.InApril2015,SouthAfricaexperiencedtheresurgenceofxenophobicviolence.Theseattacksdisplacedthousands,affectedbusinessoperationsbeyondtheSouthAfricanborderandplacedtensiononregionaldiplomaticrelations.ItisimportantforAfricatocondemnsuchactionsbutevenmoreimportantisunderstandingtherootcausesoftheviolence,andimplementinglong-termstrategiesthatminimisethepossibilityofre-occurrence.Suchstrategiesincludere-structuringnationaleconomiestoaddressthewideningincomegap,seekingwaystoincreasejobcreation,improvingaccesstoandthequalityofeducation,aswellasfosteringanAfricanidentity.
COMMENTARY
Dr Nkosana Moyo ECONOMICINTEGRATION
ThoughAfricaishometosomeofthefastestgrowingeconomies,thecontinentisstrugglingwithsustainingsocio-economicdevelopmentatcontinental,regionalandnationallevels.TheNEPADinitiativeandtherecentlylaunchedAfricanunion’sAfricaAgenda2063bothenvisionAfricaachievingcontinentaleconomicintegrationoverthenextcoupleofdecades.
AchievingthisgoalisnotsimplebecauseAfricaitselfisnotsimple.Wehave54Africancountriesthatvarygreatlyinlevelsofeconomicgrowthandinfrastructuredevelopment.Howthendoweaccomplishandrealiseadreamasbigascontinent-wideeconomicintegration?Theanswerliesinlearningfromthosewhohaverealisedthisgoal;thosewhotookpurposeful,practicalstepstointegrateeconomiesofcountriesthatwerenotnecessarilyatparintermsofeconomicdevelopmentandthat,werealsonotnecessarilyinaccordwitheachother.
AnexampleofsuccessfuleconomicintegrationistheAirbusprojectinEurope.France,GermanyandtheunitedKingdomhadtheabilitytoproducetheintegratedpassengeraircraftontheirown.Insteadofdoingso,thesecountriesdeliberatelydistributedthemanufacturingoftheaircraftpartsamongotherEuropeancountriessuchasBelgiumandSpain.Onobservation,oneofthereasonswhythisprojectsucceededisthatthecoalitioninitiallyplacedlessemphasisoneachcountry’scomparativeadvantage,butratherfocusedontheestablishmentofthenecessarydeliverymechanisms.Thecoalitionwentasfarascreatingspecificinter-countryinfrastructuretomovesub-assembliestoFrance,wherethefinalproductwasassembled.Thisexpandedthedeliverycapacityofindividualeconomiesandthecoalitionasawhole,resultinginsomepresent-daycomparativeadvantages.
TheAirbusprojectbearssomeconsiderationsthatarerelevanttotheAfricancontext,thefirstbeingthatpoliticsmatter.Foreconomicintegrationtohappen,equalattentionmustbegiventobotheconomicfactorsandpoliticalwill,becausegovernmentsmakethedecisionsthatdrivecommerce.Toillustrate,letususethemanufacturingoftrainlocomotivesinrelationtoSouthAfricaanditsneighboursasanexampleofpossibleintegration.SouthAfricahasbeendescribedasasecondworldcountrylivinginathirdworldneighbourhood.IfamoreeconomicallyadvancedcountrylikeSouthAfricaweretoconsideritsneighboursasmorethanjustmeremarketsforitsproducts,butaspartnersforgrowth,whatwouldhappen?
NBF Patron
involvedinthemanufacturingofacomponentforaregionalproject,itwillreducetheneedformigrationinsearchofjobsanditwillbeofgreaterbenefitforcountriestohavefunctioningbordersthatallowthemovementofcomponents;revolutionisingintra-Africatrade.Theseareamerefractionofthepossibilitiesandbenefitsofintegration.Thisishowweneedtothinkifwearetoconquerregionalandglobalmarkets.
IbelievethatsuccessfuleconomicintegrationinAfricaispossible.Itwill,ofcourse,meanthatourgovernmentswillneedtobecomemoreaccountabletothepeopletheyrepresentandthatweneedtobecomemorepurposefulinourvisionofpoliticsandinter-countryrelations.
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COMMENTARY
PerhapsSouthAfricawouldprioritiseseekingopportunities,amongitsneighbours,todiversifyparticipationineconomicactivitiessuchasthemanufactureoftrainlocomotives.Theoutcomemightbethatconversationsondevelopmentinsub-SaharanAfricawoulddrasticallychange,particularlyintheSADCregion.CountriesincloseproximitysuchasSouthAfricaandZimbabwecanpositivelyornegativelyaffecteachother’seconomicgrowth.Thinkforamoment,onwhatpurposefuljointparticipationineconomiceffortscoulddofortheSADCregion.
ToaccomplishsuchafeataseconomicintegrationinAfrica,thereareafewrecommendationsIwouldmake.Firstly,dividendsforeachparticipatingcountrymustbeclearlyoutlinedupfront.Secondly,theremustbeawillingnessbyallparticipantstocreatemutualbenefitbyagreeingtoshareboththebenefitsandvulnerabilitiesoftheundertaking.Finallyandmostimportantly,affluentcountriesmustbewillingtobecomechampionsofsuchinitiatives.ThiswillchangethepaceofAfrica’sgrowthanddevelopment,movingusawayfromthestatusquothatallowstheworseoffcountriestodeterminethespeedofourprogress.
Ifthecountriesthataredoingbettercontinuetorefusebeingyokedwiththosethatarenotdoingsowell,theresultiscontinentalstagnation.Ifeachcountrywas
A NEW AFRICA GLOBAL PERSPECTIVE
IncreaselocalbeneficiationfromAfrica’sresources
Developsmarttrade,investmentanddevelopmentpartnerships
Negotiatetermswiththeinternationalcommunityfromapositionofcommand
LearnfromsuccessfuleconomiesanddesignAfricarelevantsolutionstolocalchallenges
Increasepeer-learningandsharingbestpracticesamongAfricancountries
Fosteranenvironmentforsuccessfulpublic-privatepartnerships
Ourcontinenthas
ayouthfulpopulation.Weshouldberunningandgrowingasyoungpeople
do.
COMMENTARY
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THEROLEOFAFRICANCITIZENS
Africabelongstoallwholiveinit.Thepeopleofthiscontinenthavemoreincommonwitheachotherthanmostclustersofcountriesaroundtheworld.Ourhistory,cultures,religionsandevenlanguagesareintertwinedandsoisourvisionforabettercontinentaboundingwithopportunities.AsweworktoachieveseamlessinfrastructureforAfrica,whichwillincreasethemovementofgoodsandpeople,itisineveryAfricancitizen’sbestinteresttodevelopandnurtureanAfricaidentity.WecannotandmustnotrepeattheviolenceagainstforeignnationalsthatwaswitnessedinSouthAfricain2008andinAprilof2015.
ThisiswhybetweenMayandJune2015,theNBFralliedprivatesectortodeveloptheBusinessActionAgainstXenophobia(BAAX)Platform.Theplatformisamulti-stakeholdercoordinatingbodythatiscreatinglinkagesbetweenactivitiesofvariouskeypartnersandparticipantsworkingondifferentinitiativestoaddressthemediumandlong-termrootcausesofxenophobiainSouthAfricaandthecontinentasawhole.
AsAfricans,weshouldneverlosesightofourobjectivesandthepaththatwillleadtosuccess.CollectiveeffortsingrowingoureconomiesandestablishingregionalmarketsishowAfricawillreducepovertyandimprovetheaveragestandardoflivingforthecontinent.ThiswillmeananincreaseinthemovementandplacementofgoodsandpeopleacrossAfrica,whichwilldemandaheightenedtoleranceofeachotherasweworktogethertowardscommonprosperity.Aswestoodinunisonagainstcolonialism,weshouldnowstandforacceleratedgrowthanddevelopmentforthebettermentofall.
HIGH-LEVELOVERVIEW
AstheChairmanoftheNBF,Iamextremelyproudtobeassociatedwiththesuccessestheorganisationhasmadeinthe2014to2015fiscalyear.Inthisperiod,theNBFNEPADprogrammeshavegrownasourinfrastructure,agriculture,governanceandcapacity-buildingprojectshaveexpandedintheirscopeandfocusontheContinent.OurAfricafootprintalsocontinuedtogrowwiththeopeningofanNBFEthiopiaofficein2015.Wenoweffec-tivelyhavefivecountryofficesinAfrica.
InNovember2014,wesignedaMemorandumofunderstanding(Mou)withtheAfricanunionwiththepurposeofincreasingtheopportunitiesforsynergybetweenourprivatesector-ledinterventionsandtheactivitiesofthecontinentalbody.TheMouwiththeAfricanunionisalsoalignedtotheexistingrelationshipbetweentheNBFandtheNEPADAgencyandwiththeseagreementsinplace,weenvisiontheopeningupofnewavenuesthatwillincreasethevoiceoftheprivatesectorindiscussionsatanAuandseniorgovernmentlevel.NBFplatforms,whichincludeourpublic-privatedialoguesessions,networkingforums,informationseminarsandpublicationshavebecomemoreestablishedandarenowrecognisedbrandswhichcontinuetoprovideactionableintelligencerelatingtotheprogressoftheNEPADinitiative.
THE EVOLUTION OF THE NBF AND EXPANSION OF OUR CONTINENTAL FOOTPRINT
Stanley Subramoney
IbelieveinAfrica,Ibelieveinitspotentialforgrowthandintheabilityofitspeopletoshapetheir
owndestiny.
NBF Chairman
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COMMENTARY
NBF’SAFRICAFOOTPRINT
Inthepastthreeyears,theNBFhasgonefromhav-ingtwocountryofficesandonecountryofprogrammeoperationsinSouthAfrica,MozambiqueandTanzaniatohavingfivecountryandrepresentativeofficesandprogrammeoperationsin21Africancountries.Thatisamazing!
Butasallthingsrelatedtogrowing,theNBFwillnowneedtotakeintoconsiderationitsmembershipdistribution,financialsupportofofficeoperations,aswellasthepan-AfricanrepresentationofourBoard.OurvisionistohaveprivatesectormembersfromeachAfricancountry,tohaveourcountryofficesself-reliantandtohaveapan-Africanboardby2017.IbelievewecanachievethisandIbelievethatthisisthenextlogicalstepintheevolutionprocessoftheorganisation.
THANKYOuNOTE
IwouldliketocredittheresultsofthisfiscalyeartotheNBFBoardandstaff.undertheguidanceoftheNBFBoardtogetherwiththehardworkanddedicationoftheNBFstaff,wehavecontinuedtoremainrelevantinthedevelopmentspace.IcommendtheNBFteamforthefantasticresultsandurgethemtokeepupthegreatwork.
Iwouldliketothankourcorporatemembers,programmesupportersandstrategicpartnerswhoincludetheAfricanunionandtheNEPADAgency,forworkingwithusinthepreviousyearandIsincerelyhopethatourrelationshipwiththisgroupoforganisationswillcarryoninto2015andbeyond.Itisthroughtheirfinancial,technicalandadvisorysupport,aswellastheirconfidenceinus,thatwehaveachievedsomuchinsuchashortspaceoftime.
EVOLuTIONOFTHENBFBuSINESSMODEL
Theenvironmentweoperateinisconstantlychanging.Assuchandinabidtoadapt,theNBFiscontinuouslyundergoingatransformationprocess.AsamembershipbasedandprivatelyfundedNPCpromotingtheNEPADinitiativebyrallyingprivatesectorsupporttodevelopAfrica,financialsustainabilityremainscrucialfortheNBF.Increasingpressureonmajoreconomiesaroundtheworld,coupledwithslowglobaleconomicgrowth,isforcingdevelopmentalorganisationstoseeknewrevenuestreamsinordertosurvive.
ThoughtheNBFstillmaintainsastrongprivatesectormembershipbase,wearenowworkingtowardamulti-revenuestreammodel,whichwillnotonlysupportNBFprogrammesandprojectsbutalsoNBFoperations.WithourheadofficebasedinSouthAfrica,mostofourcorporatemembershavebeenpredominantlymulti-nationalSouthAfricanentities.Thisweintendtochangethroughourrevisedcorporatestrategy.
ThefirstchangethattheNBFismaking,isthatstartinginthe2015/16fiscalyear,wewillbepursuingacontinentalmembershiprecruitmentstrategythatwillgiveusamorepan-Africanprivatesectorrepresentation.
AnotherchangeisthattheNBFwillnowbeprovidingopportunitiestomembersandotherstakeholderstosponsorourestablishedandbrandedplatforms.TheseplatformswillincludetheannualAfricanLeadersinDialoguedinnerwhichin2014hostedover50AfricanandG20AmbassadorsandHighCommissioners;theannualPublicPrivateDialogueForumonInfrastructureProjects;andourannualSouthernAfricaBusinessForum.
TheNBFwillnowpayequalfocusonachievingtheNEPADthematicobjectivesthroughprivatessectorledinterventionsaswellaslongtermfundingandsupportwhendevelopinganddesigningnewprogrammesandprojects.ThiswillentailbeingdynamicinourapproachtoNEPADinterventionsandbeingmoreinnovativeinthewaywestructureprivatesectorparticipationinNBFinitiatives.AswedonotwanttoburdenprivatesectorpartnerswithsupportingNBFoperatingcosts,wehaveinstitutedavalueexchangemodelinhowourprogrammesoperateandthevalueourpartnersreceive.
COMMENTARY
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EXPERIENCING ACCELERATED GROWTH AND
TRANSFORMATION BEYOND 2015
Astheworld’syoungestcontinent,Itrustthatwewillcontinuetoexperiencefast-pacedgrowthinmostofoureconomiesforthenextdecadeormore.Weareontargettopossessthelargestlabourforceintheworldby2065anditiscriticalthatweprioritiseequippingtheyouthwithskillsthatoureconomieswillrequireduringAfrica’sindustrialisation.Equallyimportant,shouldbeourfocusonSMEdevelopmentthroughgovernmentpoliciesgearedtosupportindigenousenterprisesinbecominggloballycompetitiveaswellasinclusivebusinesspracticesbylargecorporations.AfricanSME’shavethepotentialtodecreaseunemploymentbycreatingnewjobsandiffostered,canbecomepillarsofsteadyGDPgrowthinAfricafortheforeseeablefuture.
TheglobaleconomyisstillunderpressureandwithChina’sgrowthstartingtoslow,Africa’sgrowthmaybeimpactedbythedeclineinexportrevenueasmostofourmajortradepartnerscutonspending.Sucheconomicrealitiesreinforcetheimportanceofaself-sufficientandinsulatedcontinentaleconomybuiltonintra-Africantrade.ThiswillmeanincreasinglocaleffortstoactivelyimplementtheNEPADprogrammestoachievetheAfricanunion’sAgenda2063visionofinfrastructuredevelopmentandregionalintegrationforaprosperouscontinent.WhatAfricaneedstodotoday,istofocusonhome-grownsolutionstodrivethegrowthmomentumbymobilisinglocalresourcestospearheaddevelopmentactivityacrossthecontinent.
LynetteChen THE2014–2015FISCALYEAR
TheNBFremainsadynamicfacilitatorofpublicprivatedialogueandpartnershipsinAfricaandoneofthepremiumpan-Africanchambersofbusinessfordevelopmentonthecontinent.Ourabilitytodevelopprivatesector-led,NEPAD-related,socio-economicprogrammesanddesignprojectsthatprovidecompanieswithrealbusinessopportunitiesinAfrica,remainsoneofourmajorassets.WestronglybelievethatAfrica’sacceleratedgrowthcanonlybeachievedwhenAfricansresourceandtakefullownershipofinitiativesgearedtowardscontinentaldevelopment.ThiswillrequireourpublicandprivatesectorstoworktogethertobuildstrongerrelationshipswitheachotherastheycollaboratetoimplementAfrican-relevantinterventions.
MajorachievementsoftheNBFoverthe2014–2015fiscalyearincludethesigningofanMouwiththeAfricanunionCommission(AuC)inDecember2014.ThisstrategicpartnershipwiththeAuC’sEconomicAffairsandPrivateSectorDevelopmentunit,willfurthersolidifyourpositionwiththecontinentalbodyandwillenableustoprovidetheprivatesector’sperspectiveandcontributiontocontinentalpolicyanddiscussionsonenhancingtradeandinvestmentinAfrica.Whatthismeansforbusinessisthatweareontracktoincreasetheprivatesector’svoicerelatedtoissuesonthedevelopmentofAfrica,whichincludeshavingtheplatformtocontributetodeliberationsatthehighestlevelsofAfricangovernment.
RelatedtotheimportanceoftheMouwiththeAuC,theNBFlaunchedacountryofficeinAddisAbaba,Ethiopia.VariousfactorsweretakenintoaccountintheestablishmentofourflagshipofficeinEastAfrica.Firstly,werequiredacountrythatcouldactasourbaseofoperationstocoordinateourEastAfricaactivities.Secondly,weconsideredacountrythatourprivatesectormembershadidentifiedasalucrativeinvestmentdestinationduetoitsmarketpotentialandhigheconomicgrowthrate.ThesefactorsmadeEthiopiaourtopchoiceduetothecountry’simpressivegrowthratesince2005andthefactthatduringtheglobaldownturn,itwastheonlyAfricancountrythatmatchedChina’sdouble-digitgrowthmainlyduetoitspro-businesspolicies.Finally,theAfricanunionofficeslocatedinEthiopiawouldallowforclosercollaborationinexecutingthemandateofourMou.
HighlightsofthisperiodalsoincludethesuccessesoftheNBFplatforms.Ourfourth“AfricanLeadersinDialogue”(ALD)dinnerhostedtheesteemedkeynotespeaker,
NBF CEO
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COMMENTARY
ChairoftheAfricanunionCommission,Dr.NkosazanaDlamini-Zuma,whowassupportedbyapan-Africanpanelofhighlevelspeakersfromthefinance,youth,climatechangeandcapacitybuildingsectors.Also,thisALDdinnermarkedanincreaseinattendancecateringfor300delegateswhichincludedover50AfricanandG20AmbassadorsandHighCommissioners.WealsocontinuedwithourquarterlyNedbank-NBFNetworkingforumsandinthisreportingperiodwehostedHisExcellency,PatrickGaspard,theu.S.AmbassadortoSouthAfricaandMr.ScottEisner,theVicePresidentofAfricanAffairsandInternationalOperationsfortheuSChamberofCommerceinWashingtonD.C.;HisExcel-lency,MuyebaS.Chikonde,theHighCommissioneroftheRepublicofZambia;andMr.IsaacMatshego,oneofNedbank’sleadeconomists.
TheNBFisalsoplanningonbuildingrelationshipswithregionalbodiesandinAugust2015,wewillbeholdingourinauguralannualSouthernAfricaBusinessForum,whichwillbehostedonthemarginsofthe36thHeadsofStateSummitoftheSouthernAfricaDevelopmentCommunity(SADC)inBotswana.ThisforumwillbesupportedbytheSADCSecretariatandhostedinpartnershipwiththeBusinessCouncilofSouthernAfrica(BCSA)andtheBotswanaChamberofCommerce,IndustryandManpower(BOCCIM).TheNBFenvisionsthisforumbecomingtheprimarySADCplatformforprivatesectortodeliberateanddeveloprecommendationsthatwillbetabledtoregionalgovernmentsatfutureHeadsofStateSummitsandMinisterialmeetings.DevelopingthisforumwillenhanceourstrategicalignmenttotheSADCSecretariatanditskeymandateinimplementingtheRegionalIndicativeStrategicDevelopmentPlan(RISDP).
NBFPROGRAMMES
Inthisfiscalyear,theNBFhasbuiltontheprogressofthe2013-2014periodandastheChiefExecutiveOfficer,Iamproudofouraccomplishmentstodate.OurNEPADthemedprogrammebrandsarethedeliverymechanismforourprivatesector-ledinterventionsinagriculture,infrastructure,naturalresourcemanagement,governanceandcapacitybuilding.
TheNBF’sAfricaInfrastructureDesk(Afri-ID)hascontinuedtogrowfromstrengthtostrengthinthedeliveryofitsactivitiestowardstheachievementofitsstrategicobjectivestounblockbarrierstoimplementationofcrossborderinfrastructureprojectsalongtheNorth-SouthCorridor.ThecontinuedsupportofourkeyfundingpartnerssuchasTransnet,Grindrod,
T-Systems,MottMacDonaldandLetsemaConsulting,istestamenttothisandourteamlooksforwardtotheimplementationofprojectsthatwillenhanceefficiencyandmovementofgoodsandservicesacrosstheregion.InMarch2015,theAfri-IDhosteditssecondPublicPrivateDialogueonInfrastructureProjectswhereSADC’sinfrastructureprojectowners,partners,technicalexpertsandfinanciersmettodiscussspecificinfrastructureprojectsandtodevelopnewpartnerships.Thetwo-dayforumfeaturedover60speakersandpresenterswhoprovidedupdatesandinsightsonvariousprojectsintheregion.
TheStrategicWaterPartnersNetwork(SWPN)continuestosetthebenchmarkofgoodpracticeinPublic-Privatepartnerships,asaleadingPPPbetweentheDepartmentofWaterandSanitation,WaterResourcesGroup2030(WRG)andlargewaterconsumersintheprivatesectortogetherwithotherrelevantmembersofcivilsocietyandthedonorcommunity.TheSWPNhasshowngreattractioninthedeliveryofkeyprojectsunderitsworkinggroupstowardsaddressingwatergapchallengesinSouthAfrica,anexampleofwhichisthe‘NoDrop’projectthathasbeenincorporatedintolegislationtoaddresstheissueofwaterleakagereductioninmunicipalities.
TheAfricanCorporateGovernanceNetwork(ACGN)hasoverthepastyear,increaseditsfootprintacrossthecontinentthroughtheadditionof6newmembersand3affiliatemembers,bringingthetotalto17countries.InstitutionalcapacitybuildinghasbeenthemainareaoffocuswithtwoseparatetrainingworkshopsthatwereheldinassociationwiththeIFC.Inaddition,3ACGNmeetingswereheldinTanzania,ZambiaandNigeriaoverthepastyear.AlthoughtheACGNhasbeensupportedfinanciallythroughsponsorshipofindividualmeetings,itcontinuestoengagepotentialfundersforfinancialsupportforthefundingofitsSecretariatfunctionattheNBF.
2015markedtheendofgrantfundingprovidedbyuSAIDforthe“RemovingtheBarriers”inagriculture(RtB)programme.WithsuccessfulpilotprojectsimplementedinMozambiqueandthelaunchoftheSouthernAfricaAgricultureDevelopmentPartnershipPlatform(SAADPP)inMozambique,ZambiaandMalawi,theNBFwillbetransformingtheprogrammeintoaprivatesectorfundedAgricultureDeskwhichwillconsolidatetheRtBandSAADPPinitiativesandreplicatepilotprojectswithintheSADCregion.
TheNBFisalwayslookingtoremainrelevanttoAfrica’sdevelopmentandthatincludesconstantdevelopmentof
AlthoughthetraditionalmembershipbaseoftheNBFhasdeclined,ourfocussedresponsetoworkingtogetherwiththeprivatesectorthroughtheimplementationoftargetedprogrammeshasgrown.Itisthroughthesupportandfundingofourprogrammesthathaveallowedoursurplusfortheyeartoremainstableandforourfundsandreservestoincrease.TheNBFiscontinuouslyassessingtheneedsofourmembersandstakeholdersinordertorespondtotheirbusinessanddevelopmentalrequirements,therebyensuringtheNBF’ssustainability.lrequirements,therebyensuringtheNBF’ssustainability.
Surplusaccumulatedfundshavebeenplacedinaninvestmentaccounttoattractabetterinterestratetoensuremaximumbenefitofthefunds.TheNBFhasagainthisyear,madeasmallsurplusofR235449fortheyear,whichisinlinewithtargetedresults.
BEYOND2015
Beyond2015,theNBFenvisionscontinuedgrowthwiththeexpansionofourAfricafootprintbylaunchingmorecountryoffices.Ourplanistoincreasethereachandscopeofoursuccessfulinterventionsthroughreplicationinothercountriesacrossthecontinent.Ibelievethatthroughthesupportofourmembers,partnersandstakeholders,wewillbeabletoachievethisobjective.Onafinalnote,IwouldliketocommendtheNBFboardofdirectorsfortheirvisionanddirectiontotheorganisationandthanktheNBFstafffortheirhardworkandcommitmentinachievingtheNBFvision.TheresultsachievedoverthepastyearhavedemonstratedthattheNBFisauniqueorganisationthatiswellplacedtogobeyonddialogueandtoimplementcomplexcrossborderprojectsforAfrica’sdevelopmentandprosperity.
“Neverdoubtthatasmallgroupofthoughtful,committedcitizenscanchangetheworld.Indeed,itistheonlythingthateverhas.”―MargaretMead
innovativeinitiativesthatprovidesolutionstothecontinent’schallenges.WhilsttheAfri-IDisfocusedonremovingbarriersandpreparingprojectsattheearlystageofdevelopment,theNBFhaslaunchedanewprogrammecalledtheAfricaInvestmentandIntegrationDesk(AVID),whichwillmobilisethefinanceandinvestmentcommunitytoprovidefinancialsolutionsforAfricanopportunities.TheExportCreditInsuranceCorporationofSouthAfrica(ECIC)hasprovidedinitialfundingtokick-starttheprogrammeandthedeskisactivelyworkingtosecurefurtherfundingfromtheprivatesector.
Also,inthewakeofthexenophobiaviolencethatSouthAfricawitnessedinApril2015,theNBFlaunchedthe“BusinessActionAgainstXenophobia”platform(BAAX).TheBAAXplatformaimstoengagebusinessestodevelopamediumtolongtermactionplantoaddresstherootcausesofxenophobiainSouthAfrica.TheplatformhasalreadysetupworkinggroupsandtaskteamsthataredesigningandimplementingprojectsandinitiativestoaddresstheidentifiedcausesoftherecentattacksinSouthAfricaandwillbepresentingitsprogressonanannualbasistostakeholders.
GROWTHANDTHEABILITYTOADAPT
Thefastpacedanddynamicchangesintheeconomyanditsimpactontheprivatesectorhavemeantthattraditionalformsof“membership”ofbusinessassociationshashadtoevolveandchangetoo.Overthepasttwoyears,theNBFhassteadilyandconsciouslybeenimplementingitsfinancialsustainabilityplanthataimstoensureourlongtermsustainabilitybyadaptingtheorganisationtoserviceourmember’sneedsintheirquestforexpansioninAfrica.However,thecriticalunderlyingprincipleremainsinallofourprogrammes–theNBFensuresthatbusinessinvestmentalwaystakesintoaccount“businessfordevelopment”.Whilsttheprivatesectoristheengineforeconomicgrowthofthecontinent,weneedtoensurethatsuchin-vestmentsmustincludeinnovativepartnershipswiththegovernmentandcommunitiesthattranslatesintotruelocaleconomicdevelopmentandgrowth.
ThisistheonlywaytoensurethatAfrica’swealthofresourcesresultsinsecuringAfrica’sprosperityinthefuture.
FINANCIALREVIEW
COMMENTARY
2012
2015201420132012
201520142013
1000000>
4000000>
200000>
300000>
3000000>
2000000>
100000>
(ZAR
)(ZAR
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FUNDS AND RESERVES
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N D A PE
AgricultureandFood
Security
HumanDevelopment
andCapacityBuilding
RegionalIntegration
andInfrastructure
ClimateChangeand
NaturalResourceManagement
Economicand
CorporateGovernance
GET TO KNOW OUR
PROGRAMME BRANDS...
UNDERSTAND THE
WORKWEDO...
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TO THE NEPAD INITIATIVE
D
NEPAD THEMES
REGIONAL INTEGRATION AND INFRASTRUCTURE
ToseeanAfricancontinentthatisenabledbyhighqualityinfrastructurethatpromotesregionalintegration,intra-Africaandinternationaltradeanddevelopment.
ToacceleratethedevelopmentofinvestmentandcommercialinfrastructureopportunitiesacrosstheAfricancontinentthroughprivatesectorengagement.
AFRI-ID VISION
AFRI-ID MISSION
TheAfri-IDiscurrentlyimplementingfiveportandrailinfrastructureprojectsintheSouthernAfricaregion.
underthemandateofthemembersofthedesk,theAfri-ID,isalsoactivelylookingfornewopportunitiesinotherAfricancountriesandwillbewideningthescopeofitsprojectfocustoincludeenergy,road,water,ICT,pipelineandairportinfrastructure
AFRI-ID AFRICA FOOTPRINT
Afri-ID Current projects
Actively seeking opportunities
undertheNEPAD’sthemeofregionalintegrationandinfrastructure,theProgrammeforInfrastructureDevelopmentinAfrica(PIDA),wasdevelopedtocoordinategovernmentsinimplementingpriorityinfrastructureprojectsacrossAfrica.
TheNBFdevelopedtheAfricaInfrastructureDesk(Afri-ID)tosupporttheeffortsofPIDAbycoordinatingtheprivatesectorandmobilisingtheirresourcestoimplementinfrastructureprojectsthatpresentcommercialopportunitiesformembersofthedesk.
TheAfri-IDisthereforeamulti-stakeholderplatformbringingtogethertheprivateandpublicsectors,multilateralfinance/developmentagenciesandotherstakeholderswiththecommonpurposeofacceleratingregionalinfrastructuredevelopmentinAfrica.
AsaneutralNEPADAgencyandAfricanunionmandatedbody,theNEPADBusinessFoundationbridgesthegapbetweenthepublicandprivatesectorbyfacilitatingdialoguebetweenpublicinstitutionsandprivatebusinessestodevelopopportunitiesthathavepoliticalsupport.
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NEPAD THEMES
AFRI-ID TIMELINE
PROJECT PROGRESS AND UPDATE
CENTRAL RAIL LINE:FocusonrevitalisationoftheTanzaniarailnetworkandtherevivalofthecentralcorridorthroughincreasedprivatesectorinvolvementandincreasedrail-portlinkages.
REGIONAL ROLLING STOCK LEASING POOL:Focusontheestablishmentofashort-termregionalrollingstockleasingpooltoincreasetheamountandmovementofrailcargointheregion.
NSC RAIL INFRASTRUCTURE MASTER PLAN:FocusontherevitalisationoftheTanzaniarailnetwork.AstudywillbeconductedtobeusedasablueprinttogrowthefreightvolumeshauledontheNorth-SouthCorridor(NSC)andtoultimatelyreducethecostoftransportationintheregion.
DAR ES SALAAM PORT:FocusontherevitalisationoftheDaresSalaamportinordertoincreasecapacityfrom12.1to18.0metrictonneperannumby2015and28.0metrictonneperannumby2018.
MTWARA PORT:FocusonthedevelopmentoftheTanzaniaMtwaraportandEDZinordertoincreasecapacityfrom0.4to28.0metrictonneperannumby2030.
• Providedsupporttocontractingauthoritiestopackageprojectsintovariousbankabletranches.• Assistedwithareviewoffeasibilitystudiestoensureattractivenesstotheprivatesector
(bankability,viability,institutionalset-upetc).• Providedprivatesectorfeedbackforthesolutiondesignwhichwillenablesuccessful
implementationoftheprojects.
• CompletedadetailedmarketdemandanalysisforTanzaniaandZambia.• CompletedagapanalysisontheshortfallinlocomotivesupplyforTanzaniaRail.• Activelypromotedtherollingstockleasingpoolintheregion.• Championedprojectpreparationandstructuredapotentialpilottransactionfortheleasingpool.
• Facilitatedthecooperationandjointplanningof4nationalrailoperators.• ProcurementofaNSCRailPlanningandInvestmentstudy.• Championedprojectpreparationandfacilitatedfinancingofthestudy.• Engagedrelevantministriesoffinance,transport,PPPunits,andtradeandfacilitationagenciesto
ensurerequisitebuy-inforprojectimplementation.
• ProvidedprivatesectorfeedbackforvariousRequestsforProposal(includingrevitalisationofBerths1-7,andBerths13-14)whichwillenablesuccessfulimplementationoftheprojects.
• Assessedlocaleconomicdevelopmentrequirementsaimedatsupportingtargetedinfrastructureprojects,includinglegalprovisions.
• Engagedrelevantministriesoffinance,transport,PPPunits,andtradeandfacilitationagenciestoensurerequisitebuy-inforprojectimplementation.
• Assistedwiththereviewofprocurementandfeasibilitystudiestoensureattractivenesstotheprivatesector(bankability,viability,institutionalset-upetc).
• ProvidedprivatesectorfeedbackforthedevelopmentofBerths1-4RequestforProposalwhichwillenablesuccessfulimplementationoftheproject.
• AssistedtheDBSAinthereviewofadequacyofafeasibilitystudyfortheport.• Engagedrelevantministriesoffinance,transport,PPPunits,andtradeandfacilitationagenciesto
ensurerequisitebuy-inforprojectimplementation.
JUNE• TransnetSOCandNBF
launchtheAfri-ID
MARCH• Afri-IDandSADC-
PPPNetworkhostsecondPPDForum
FEBRUARY• Afri-IDbeginsportand
railprojectsinZambiaandTanzania
OCTOBER• Afri-IDandSADC-PPP
NetworkhostinauguralPPDForum
AUGUST• Afri-IDhostsinaugural
informationsession
JULY• Afri-IDparticipatesin
InfrastructureAfricaConference
NOVEMBER• Afri-IDissuestendernotice
andinvitationtotenderonNSCStudy
AUGUST• Afri-IDshowcasedat
DakarFinancingSummitinSenegal
2013 20132013 2013
2014 20142014 2015
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NEPAD THEMES
AGRICULTURE AND FOOD SECURITY
ToensurefoodsecurityforAfricabyreducingpovertyandhungerandachievesustainableeconomicgrowthinAfricathoughprivatesector-ledinterventions.
Toleverageprivatesectorskillsandfinancefordevelopmentinagriculturetoimprovesmallholderfarmerincomeandintegratingthemintoadynamic,internationallycompetitiveagriculturesector.
RtB VISION
RtB MISSION
TheRtBhasimplementedpilotprojectsandinterventionsinMozambique,Tanzania,ZambiaandMalawiandislookingtoscale-upinthesub-Sahararegion.Withmostoftheprojectssuccessfullycompleted,theNBFisseekingopportunitiestoreplicateitsinterventionthroughouttheSouthernAfricaregion.
RtB AFRICA FOOTPRINT
RtB Current projectsActively seeking opportunities
Africanagricultureemploysover50%oftheAfricanpopulationandatleast80%oftheruralpopulation.WithfoodsecurityandsustainablelivelihoodsstillapriorityinAfrica,theAudevelopedtheComprehensiveAfricaAgricultureDevelopmentProgramme(CAADP)withtheaimtoeliminatehungerandreducepovertythroughagriculture.
InsupportofCAADP,theNEPADBusinessFoundationdevelopedtheRemoving the Barriers in Agriculture(RtB)programmewiththeaimtoadvancethespreadofsustainableandequitablecom-mercialagriculturealongSouthernAfrica’sdevelopmentcorridors.Theintentionwastomeasurablyimprovetheperformance,competitivenessandincomeofruralandsmallholderfarmersbyintegratingthemintocommercialpartnershipsthatarepartofadynamicandinternationallycompetitivefoodeconomy.
Inordertofosterthedevelopmentofaconcertedbusinessvoiceintopolicydebates,theRtBprogrammeestablishedtheSouthern Africa Agriculture Development Partnership Platform (SAADPP)asanimplementationvehicleforRtBactivitieswithintheSADCregion.
Primarily,RtBsolutionsaretailoredtopromotecollaboration,co-operation,co-ordinationandcommunicationbetweenprivate,publicanddevelopmentroleplayers.ThisprogrammeisstructuredtodevelopmethodologiesfortheimplementationofprojectsthataddresschallengesidentifiedinvariousstudiesonagriculturevaluechainsinSouthernAfrica.
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RTB TIMELINE
PROJECT PROGRESS AND UPDATE
MTANGA POTATO SEED:FocusonremovingregulatorybarriersinTanzaniainordertoallowtheregistrationofpotatoseedvarietiesfromotherregionsofthecountryandSouthernAfrica.
• ProjectcompletedandsuccessfulastheTanzaniagovernmentacceptedNBF’sargumentonthebasisoftheEastAfricanCommunity(EAC)regulationsthatpermitseedvarietytrialdatafromoneEACcountrytobeacceptedbyanother.Thisresultedinthefirstregulatorychangeinthecountryrelatingtolawsonseedvarietiesin30years.
FDC RURAL WOMEN DEVELOPMENT:FocusonruralwomendevelopmentthroughmentorshipandassistanceinacquiringmicrofinanceonthebasisoftheissuingofDuAT(rightofusofland)titlesbygovernment.
• Phase1oftheprojectwascompletedasnineruralwomenfarmersintheManicaprovinceofMozambiquereceivedDuAT’s.NBFislookingintothepossibilityofaccessingmicro-financetomechaniseruralfarmingonthebasisofusingDuAT’sascollateral.
CEPAGRI INFORMATION DESK:FocusonthedevelopmentoftechnicalskillsandthetechnologicalupgradingoftheCentrodePromoçãodaAgricultura(CEPAGRI)AgriculturalDevelopmentAgencyInformationandHelpDeskinMozambique.
• Acquisitionofcomputerhardwareandthedevelopmentofsoftwarewithamethodologyforgatheringandcapturingdatathatcanbeusedbylocalandinternationalinvestors.
• Projectcompletedandscaling-upoptionsarebeingconsideredforthesouthernAfricaregion.
ISPM AGRICULTURE SUPPLY CHAIN
Focusonthedevelopmentofanagricultureentre-preneurshipcurriculumforimplementationattheInstitutoSuperiorPolitécnicodeManica(AgriculturalCollegeintheManicaprovinceofMozambique).
• Pilotprojectwascompletedwithfirstintakeofstudentsunderthisprogrammesettograduatein2016.
• PreparationforreplicationinotherareasinMozambiqueandadoptioninotherAfricancountriesareunderway.
ANGONIA SOYA BEAN PRODUCTION:FocusonthemechanisationofruralagriculturefarmingthroughtheprocurementofanimaltractionfarmingequipmentandassociatedtrainingrequiredbytheAngoniaFarmersAssociationinMozambique.
• FundingsecuredfromtheuNDP,GIZandprivatesector.• FarmingequipmentprocuredanddeliveredtotheAngoniaregioninMozambique.• Farmerstrainedintheeffectiveuseofanimaltractionequipmentandfarmingtechniques.• Farmersimpactedtripledtheirproductionandyieldwithsubsequentincreaseinincome.• Pilotprojectreadyforscaling-upandreplicatingelsewhere.
SOUTHERN AFRICA AGRICULTURE
Focusonremovingthebarrierstoregionalagricultureandthemobilisationofprivatesectoranddonorresourcesintheimplementationofinterventions.
• PlatformhasbeenlaunchedandestablishedinMozambique,ZambiaandMalawi.• ThematicworkinggroupshavebeensetinSouthAfrica,Mozambique,ZambiaandMalawi.• Adiscussionforumhasbeensetuptoallowregionalworkinggroupstointeractandsharebest
practicesaswellascoordinateinter-countryagricultureefforts.
AGRICULTURE PROJECT PREPARATION
Focusonbridgingthegapidentifiedbetweenprojectinceptionandprojectbankabilityforagricultureprojects.
• Preliminaryparametershavebeendevelopedtogetherwithanoperatingmodel.• Currentlyengagingprivatesectorparticipants,donoragenciesandDFI’sinfundingtheinitiative.
• RtBsourcesfundingfromWilliamandFloraHewlettFoundationtoconceptu-aliseRtB
• RtBsecuresmatchinggrantfundingfromuSAID
• RtBlaunchesTanzaniaandMozambiqueprojects
MARCH• NBFincorporates
RtBunderNBFAgricultureDesk
JUNE• RtBhostsregional
SAADPPforum• RtBannouncesAPPF• SAADPPonlineforum
goeslive• RtBlaunchesSAADPP
brochure• RtBconcludespilot
projectsinMozambique
OCTOBER• RtBlaunchesSAADPPin
Malawi
MAY• RtBlaunchesSAADPPin
MozambiqueAUGUST• RtBlaunchesSAADPPin
Zambia
NOVEMBER 2013• RtBhostsinaugural
SAADPPworkshop
JUNE• RtBreleasepromovideo
ofsuccessfulprojects
2010 -11 20132012 - 13
20142014 2015
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DEVELOPMENT PARTNERSHIP PLATFORM:
FACILITY(APPF):
ENTREPRENEURSHIP DEVELOPMENT:
NEPAD THEMES
CLIMATE CHANGE AND NATURAL RESOURCE MANAGEMENT
Toensuresustainable,efficientandequitablesupplyandaccesstowaterinSouthAfrica.
Todeveloppartnershipsbetweenpublicsector,privatesectorandcivilsociety,workingtoclosea17%gapbetweenwatersupplyanddemandanticipatedby2030inSouthAfrica.
SWPN VISION
SWPN MISSION
TheSWPNoperatesinresponsetoaspecificchallengeinSouthAfrica.OutlinedintheSWPN’smandateistheprogramme’scountryfocuswhichbringstogetherbusinessesandgovernmenttotacklewaterchallengesinthecountry.
ThoughtheSWPNisacountryspecificprogrammewithprojectslimitedtoSouthAfrica,itsbestpracticesaresharedandadoptedgloballyandinotherAfricancountries.
SWPN AFRICA FOOTPRINT
SWPN Current projects
Climatechangeandadeterioratingenvironmentisakeychallengetosustainability,bio-diversity,foodsecurityandstabilityacrossAfrica.Pollution,deterioratingsoilquality,desertificationandpoorairqualityarethreateningthelivesandfuturesofallofthecontinent’speople.
TheClimateChangeandNaturalResourceManagementprogrammewithinNEPADworkstobringtogetherallrelevantregionalandcontinentalplayerstocoordinate,shareknowledgeandencourageoneanotherinaddressingthethreatofclimatechange.underthisprogramme,theNEPADAgencyprogrammeplaysaco-ordinatingandadvocacyroletopromoteregionalandnationalprogrammesaimedatcounteractingtheseenvironmentalthreats.
TheNBF’sClimateChangeandNaturalResourceManagementthematicprogrammeistheStrategicWaterPartnersNetwork(SWPN)ofSouthAfrica.TheSWPNisanactivegroupofprivatesectorcompanies,governmentandotherstakeholders,committedtodeliveringwaterprojectsthatreducethewaterdemand-supplygap.
ObjectivesoftheSWPNaretoreducethewatergapby2030through:• Reducingwaterwastage;• Improvingwateruseefficiency;• Reducingpollution;and• Treatingpollutedwater.
Sharing best practices
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SWPN TIMELINE
PROJECT PROGRESS AND UPDATE
EFFLUENT AND WASTE WATER
Focusedoncoordinatingprivateandpublicsectorplayerstooptimisetheutilisationoftreatedeffluentandwastewater.
PROJECT: Mine Water Project – Phase 2• CatchmentInterventionFrameworkhasbeenapproved.• Optionsanalysisuptopre-feasibilityphaseforprioritycollaborativeinterventionscompleted.• Coordinatingbodystructuremodelanalysisincludingtimeframesfordevelopmentand
implementationhasbeencompleted.• TheworkinggroupisdevelopingabusinessplanfortheCoordinatingBodyforphase2.
AGRICULTURAL SUPPLY CHAIN WORKING
Focusondevelopingsolutionstowateruseefficiencyinirrigationandwaysofunlockingfinanceforirrigationschemeupgradesandtransformation.
PROJECT:VaalhartsIrrigationSchemeUpgrade• PresidentialInfrastructureCoordinatingCommission(PICC)formallychargedwithdevelopinga
businesscaseforupgradingofthescheme.• NationalAgriculturalMarketingCouncil(NAMC)appointedbyPICCtoleadVaalhartsproject.• SWPNsupportingNAMCtodevelopbusinesscaseandtermsofreference.
PROJECT:WaterAdministrationSystem• ProjectSteeringCommitteeshavebeenestablishedforallfourirrigationschemes.• Measuringgaugeshavebeenputinplaceandprogressreportshavebeenreceivedwithan
analysisofwateruseandloss.
WATER USE EFFICIENCY AND LEAKAGE
Focusedondevelopingsolutionsforreducingwaterlossesinmunicipal,industrialandagriculturewatersystems.
PROJECT: No Drop Programme Phase 2• AdoptedintoSAregulatoryframework.• MunicipalitieshavebeenassessedusingthreemostessentialKeyPerformanceAreas(KPAs)ofthe
‘NoDrop’scorecard.• Alleightmetropolitanmunicipalitieshavebeenauditedagainstthefull‘NoDrop’scorecardwith
sevenKPAs.• DatareceivedfrommunicipalassessmenttobeincludedintheBlueDropReport2014underthe
‘NoDrop’section.
PROJECT: Model Performance Based Contract• Modelcontracthasbeencompleted.• SWPN,GIZandSALGAjointlylaunchedthePerformanceBasedContractinMarch2015.
• Exploratoryworkshopforsolutionstowater
• MinisterMolewarequestsWEFWaterInitiativetocatalysetheSWPNPartnership
• DeclarationofpartnershipbetweenDWSandWRGatWEFAfricaSummit
• SWPNStrategyRefreshSessionheld
• PerformanceBasedContractwithSALocalGovernmentAssociation(SALGA)launched
• Ongoingprojectdevelopmentandimplementation
OCTOBER• Strategicplanningmeetings
withMinisterofDWSandkeystakeholders
JANUARY • Implementationoffirstwaveof
nationalimpactprojectsOCTOBER• Adoptionof‘NoDrop’
programmeasnationalpolicyatannualSAWaterConference
JANUARY - APRIL• ThematicWorkingGroups
(TWG’s)establishedMAY - AUGUST• TWGsconsiderinterven-
tionoptionsSEPTEMBER - NOVEMBER• TWGscommenceproject
preparation
AUGUST• EstablishmentofSWPN
SecretariatNOVEMBER• SWPNislaunched
JUNE - DECEMBER• ‘NoDrop’phase2and
‘WaterAdministrationSystem’programmesunderway
2010 -11 20122011 2013
2014 20152014 2015
• Continuingimplementationofcurrentprojectsanddevelopmentofpipelineprojects
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GROUP:
REDUCTION WORKING GROUP:
NEPAD THEMES
ECONOMIC AND CORPORATE GOVERNANCE
ToseeAfricaasacontinentcommittedtoeffectivecorporategovernanceandethicalleadership.
TodeveloptheinstitutionalcapacityofACGNmembersforenhancingeffectivecorporategovernancepracticestowardsbuildingbetterprivateandpublicsectororganisationsandcorporatecitizensinAfrica.
ACGN VISION
ACGN MISSION
TheACGNhasastrongAfricanpresencewithamembershipbaseofInstituteofDirectororganisationfrom17Africancountries.TheACGNrepresentsover16,000directorsandseniorexecutivesacrossthecontinent.Intheshortterm,theACGNistargetingnewmemberswhichincludeSenegal,NamibiaandBotswana.
ACGN AFRICA FOOTPRINT
ACGN Current projectsActively seeking opportunities
ThedeliveryofhighqualityprogrammesandprojectstopromoteAfrica’sdevelopmentandregionalintegrationcanonlyberealisedinanenvironmentthatpermitsgoodeconomicandcorporategovernance.Inordertoassistinachievingcollectivedevelopmentingovernance,theAfricanunionchampionstheAfricanPeerReviewMechanism,whichencompassesthisNEPADtheme.
TheNBFistheprogrammemanagementunitoftheAfrican Corporate Governance Network (ACGN),whichisacollaborativenetworkofdirectormembershiporganisationsthatpromoteeffectivecorporategovernanceacrossAfrica.
TheACGNhascreatedanetworkoforganisationswhosecombinedeffortsandprogrammesareacceleratingthecreationofaclimateofprogressivecorporategovernanceacrossthecontinent.
TheAfricanCorporateGovernanceNetworkwillimprovecorporategovernanceinmembercountries,therebyreducingrisksandimprovingtheinvestmentclimateinAfrica.
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ACGN TIMELINE
PROJECT PROGRESS AND UPDATE
TheACGNcontinuestoestablishitselfasanimportantandemergingAfricaninstitutionforcorporategovernance.Theimportanceoftheworkitisundertakingcannotbeunderstated.Thecontinentneedstocreatemechanismstoabidebygoodcorporategovernancestandardsandethicalleadership.Thiswouldimproveinvestorconfidenceacrossthecontinentandthebusinessethicsenvironment.
Intheyearunderreview,theACGNhasdevelopedpartnershipswiththeIFC,Webber-Wentzel,EY,ACCA,FITCNigeria,EthicsInstituteofSouthAfrica,ICSAuganda,AfricaMatters,AfricanSecuritiesExchangeAssociationandtheSocietyforCorporateGovernanceNigeria.Thesepartnershipsareexpectedtoenrichin-countryandregionalcorporategovernanceandethicsinitiatives.Intheshort-term,theACGNintendstoexpanditsmembershipwithcountriessuchasSenegal,Botswana,Seychelles,Namibia,Togo,Benin,BurkinaFasoandNiger.
ADVOCACY AND RESEARCH:Focusedon‘bestpractice’researchforAfricatoadvocategoodgovernanceacrossthecontinent.
• ACGNwebsitedevelopedandlaunched.• ResearchreportonthestateofcorporategovernanceinACGNmembercountries,duetolaunchinFebruary2016.
• Researchonfacilitationfeesandanti-corruptioninAfrica.
CAPACITY BUILDING AND MEMBERSHIP:Focusedonimprovingcorporategovernanceatbothaninstitutionalandindividuallevelthroughcapacitybuildingandexpandednetwork.
• ExpandingnetworkofACGNmembers.• Completedcapacitybuildingworkshopsthatincludeeffectiveinstitutions,train-the-trainer,financialmanagementandboardevaluations.
COLLABORATION AND FUNDING:Focuseddevelopingastrongernetworkofimplementingpartnerswithadequatesupport.
• Expandingnetworkofaffiliatemembersandcollaborators.• Sharingoftoolsandbestpractices.• Stakeholderengagementandmapping.• FundraisingforACGNSecretariat.
• TheNBF,theMauritiusInstituteofDirectors(MIOD)andtheInstituteofDirectorsSouthernAfrica(IODSA)jointlyspearheadtheset-upofACGN
FEBRUARY• ACGNmeetingheld
inLusaka,Zambia,hostedbytheInstituteofDirectorsZambia.
FEBRUARY• ACGNmeetingheldinNairobi,
Kenya,hostedbytheInstituteofDirectorsKenya
JULY• ACGNmeetingheldin
DaresSalaam,Tanzania,hostedbytheInstituteofDirectorsTanzaniatogetherwithinstitutionalcapacitybuildingworkshophostedbytheIFC
OCTOBER• OfficiallaunchoftheACGN,
adoptionofACGNConstitutionandfirstExecutiveCommitteemeeting
JUNE • Followupmeetingheldin
Harare,Zimbabwe
JANUARY • ACGNinauguralmeeting
heldinJohannesburg,SouthAfrica
NOVEMBER• ACGNtrainingof
trainersworkshopheldinJohannesburgsupportedbyIFC
2012 20132013 2013
2014 20152014 2015
JULY• ACGNmeetingheldinLagos,
Nigeria,hostedbytheInstituteofDirectorsNigeria
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NEPAD THEMES
ToequiptheAfricanpeoplewithskills,knowledgeandexpertisethatwillenablethemtobecomemoreproductivecitizenswithimpactfulcontributiontotheircommunitiesaswellasnationalandregionaleconomies.
EveryNBFprogrammeandprojecthasabuilt-incomponentofeitherhumandevelopmentthroughsupportandempowermentorcapacitybuildingthroughskillstransferandtraining.
TheAfri-IDincorporatesthegoalofhumandevelopmentbyensuringincreasedlocalcontentinregionalinfrastructureprojectsandthroughthetransferofskills.
TheRtBprogrammehasempoweredwomeninagriculture,transferredentrepreneurialskillstotheyouth,builtinstitutionalcapacityofaninvestmentpromotionagencyandprovidedtrainingtofarmers.
AkeypriorityforNEPADandoneofthefiveNBFthematicareasisHumanDevelopmentandCapacityBuilding.TheprimaryobjectiveofNEPADistoworktowardsgreatereconomicgrowthandpovertyreductioninAfricathroughthecreationoflinkagesintheareasofhumandevelopmentincludingeducation,healthcareaswellasscienceandtechnology.
underthisNEPADtheme,theNBFbelievesthatcapacitybuildingandhumandevelopmentisacross-cuttingcomponentoftheotherfourthematicareaswhichisembeddedintheirimplementation.Intheexecutionofprojectsandprogrammesininfrastructure,agriculture,naturalresourcemanagementandcorporategovernance,theNBFachievesthegoalsofcapacitybuildingandhumandevelopment.
HUMAN DEVELOPMENT AND CAPACITY BUILDING
THEMATIC MISSION
THEMATIC AFRICA FOOTPRINT
NBF Country OfficesNBF Projects and ProgrammesActively seeking opportunities
TheSWPNhasprojectsthatarebuildingthecapacityofSouthAfricanmetropolitanmunicipalitiessothattheymayoperatemoreeffectivelyandefficiently.
TheACGNisfocusedonbuildingtheinstitutionalcapacityofitsmembersandindirectlythecapacityofdirectorsandseniorexecutivesinordertoraisethestandardsofcorporategovernanceinAfrica.
ToseeAfricansmakethecontinentaglobaleconomicpowerhousethatutilisesitsresourcestoachievesustainablelivelihoodsforall.
THEMATIC VISION
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NEPAD THEMES
PROJECT PROGRESS AND UPDATE
AGRICULTURE PROJECT PREPARATION • Thisprojectassistsprojectdevelopersandprojectpromotersbyprovidingskillsandexpertisethatwilltakethemthroughalltheprojectstagesfromthedevelopmentphasetothebankabilityphase.
SOUTHERN AFRICA AGRICULTURE • This project is developing rural and smallholder farmers and linking them to commercial valuechains.
ANGONIA SOYA BEAN PROJECT: • ThisprojectassistedtheAngoniaFarmersAssociationsoyabeanfarmersinMozambiquetoscale-uptheirproductionthroughtheprovisionoftrainingontheeffectiveuseofanimaltractionequipment,goodfarmingpracticeonweeding,fertilizationandpostharvestlosses.
ISPM SUPPLY CHAIN ENTREPRENEURSHIP • This project developed an agriculture entrepreneurship curriculumwhich provides students theopportunitytointernwithlocalagribusinessaspartofamentorshipprogramme.
CEPAGRI INFORMATION DESK: • ThisprojectprovidedtheCEPAGRIinformationdeskwithcomputers,softwareandtraining,tobuildthecapacityofMozambique’sagricultureinvestmentinformationrepositoryhub.
FDC RURAL WOMEN DEVELOPMENT: • Thisprogrammeembodieswomenempowerment inruralagriculture.TheNBFalsoassistedtheruralwomenwithtrainingonhowtoformcooperativesintheircommunitiesallowingthemtocre-ateasupportbaseforthemselvesthroughcollaborativeefforts.
WATER USE EFFICIENCY AND LEAKAGE • Thisprojectinvolvesthebuildingofmunicipalcapacityinthemanagementofwaterlossthroughleakagereduction.
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DEVELOPMENT PARTNERSHIP
FACILITY:
DEVELOPMENT:
REDUCTION:
PLATFORM:
THE NBF IS A DYNAMIC ORGANISATION WHICH IS cONTiNUOUSly INNOVATING
ITS APPROACH TO ACHIEVING
THE NEPAD GOALS
BUSINESSACTIONAGAINSTXENOPHOBIA(BAAX)PLATFORM
FollowingthexenophobicattacksinsomepartsofSouthAfricainMarchandAprilof2015,theNBFinpartnershipwiththeAfricanLeadershipInitiative(ALI),BrandSouthAfrica(BrandSA)andtheSouthAfricanRedCrossSociety(SARCS)hosteda‘BusinessActionAgainstXenophobia’(BAAX)ForumatNedbank.
Thepurposeofthisforumwastoconvenethepublicandprivatesectorinordertolookatboththesymptomsandtherootcausesofthexenophobicattacks.Thisinsightgainedfromtheforumledtothedevelopmentandadoptionofamulti-stakeholderactionplan,designedtoensurecontinuedbusinessoperationsinAfricawhilesimultaneouslyinitiatingstepstorepairthesocialandeconomicdamagesufferedfromtheattacks.
BAAX Platform Objectives:
AFRICA INVESTMENT AND INTEGRATION DESK (AVID)
Earlythisyear,theNBFannouncedthedevelopmentoftheAfricaInvestmentandIntegrationDesk(AVID).TheAVID’smissionwillbetocoordinatefinanceandinvestmentcommunitiestoworktogethertodevelopjointandinnovativefinancingoptionsforvariousstrategicAfricanprojectsacrossallindustrysectors.Thedeskwillprovidethefinancial,administrative,andlogisticalfoundationfordrivingtheimplementationofAVIDasthemarketingandbrandingofthedeskcontinuesinordertogrowitsmembershipbaseandincreasebuy-inandparticipationfromstakeholders.
Thedeskwilloperatethroughathree-tiersystemcomprisingof(i)‘InsideTrack’whichwillfocusontheoriginationofbankableAfricaninvestmentopportunitiesaswellastheorganisationofperiodicinvitation-onlyeventsandtrademissionstoidentifyandunderstandAfricaninvestmentopportunitiesindefinedprioritycountriesandsectors;(ii)‘DealVault’whichwillofferasuiteofvalue-addedservicesaimedatremovingbarrierstoinvestmentandcoordinatingtheAfricanfinancialandinvestmentcommunitytoprovideanAfricanresponsetoAfricanopportunities;and(iii)‘BespokeServices’whichwillprovideservicestoAVIDmembersonacustomised,fee-payingbasis,insupportforprivatesectormembers’individualcommercialinterests.
CONTINUOUS INNOVATION
• ToidentifyandaddresstherootcausesofxenophobiainSouthAfricaandAfricaatlarge;
• TosystematicallyweedoutandredressstructuralchallengesthatnurturethetriggersofxenophobiainSouthAfrica;
• Toidentify,catalogueandcategoriseallanti-xenophobiaactivitiesandcreatealinkagebetweenindividualsandorganisationsworkingonsimilarinitiatives;
• Seekoutsynergiesacrossallinitiativesthatareworkingtoaddressxenophobiaonanational,regionalandcontinentallevel;
• Growthecriticalmassrequiredtoinducesocialandeconomictransformationonanationallevel;and
• Lobbyforgovernmentinputandinterventiononbehalfofthecollective(i.e.participantsontheBAAXplatform).
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NEW INITIATIVES
NBF AGRICULTURE DESK
Sinceinception,theNBFhasbeenhighlyactiveindevelopmentalinterventionsintheagriculturesectorwithinSouthernAfrica.WiththefinalisationofpilotprojectsfundedbytheHewlettFoundation,theuNDPanduSAID,theNBFwillbeundertakingamoreambitiousprivate-sectorledapproachtoAfricanagriculture.
ThesuccessfulagricultureprogrammebrandsofRemovingtheBarriersinAgriculture(RtB)andtheSouthernAfricanAgricultureDevelopmentPartnershipPlatform(SAADPP)willbeexpandingtheirscopebygoingbeyondtheinitialfocuscountriestohavealargerfootprintinAfrica.
BuildingonthelessonslearntandtheexperiencegainedinimplementingagriculturedevelopmentprojectsalongtheBeiraCorridor,theisintheprocessofdevelopinganNBFAgricultureDesktoreplicatethepilotprojectsimplementedacrossthecontinentandadapttosuittheneedsofeachcountryoffocus.
ThroughprivatesectorsupportandleveragingoffNBF’spoliticalcapital,theNBFenvisionsthismuchlargerandbroaderinitiativetoincreasethesupportthecurrentprogrammeswereofferingtotheNEPADAgencyandAu’sCAADPframework.
NBF ETHIOPIA OFFICE
InJuly2015,theNBFembarkedonamissiontoAddisAbabatorallysupportfromtheprivateandpublicsectoraroundthesettingupofitsofficeinEthiopia.
TheEthiopiaoffice,whileguidedbythecoreNBFstrategy,willprimarilybefocusedonbeingthecatalystforNEPADandAu-relatedbusinessopportunities;andcoordinatingsustainableprojectspositionedtoturnintoviableenterprisesthroughthesupportofourlocalimplementingpartner.
Itisenvisionedthatthismovewillallowthecontinentalroll-outoftheNBF’ssuccessfulinterventionsinlinewiththeNEPADfocusareasandwillseeascaling-upandreplicationofthecurrentprogrammesandprojectsininfrastructure,agriculture,corporategovernance,capacitybuilding,investmentandintegrationtogetherwithafocusonpotentialnewareasthatincludeentrepreneurshipdevelopmentandICT.
TheNBFanticipatesthattheEthiopiaofficewillactasananchorforNBFactivitiesintheregionwhichwillenabletheorganisationtofacilitatesuccessfulinter-continentalandregionaltradeandinvestment.
NEW INITIATIVES
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NBF EVENTSFORUMS
SEMiNARS
NEPAD INITIATIVE
ACCELERATEDINFRASTRUCTUREDEVELOPMENTIN
AFRICA
MECHANISINGRuRAL
AGRICULTUREINAFRICA
REGIONALINTEGRATION
AND INTRA-AFRICA
TRADE
AFRICAAGENDA
2063
PPP’s
SKILLSTRANSFER
AFRICANGOVERNANCE
RESOURCEMOBILISATION
LOCAL CONTENT
GDP GROWTH
PLATFORMS
THENBF-dtiSEMINARS
TheSouthAfricaDepartmentofTradeandIndustry(dti)andNBF,hostedaninformationseminarthemed“PromotingGoodCorporateGovernanceinSouthAfrica,theRegionandtheContinent”on27March2015.TheobjectivewastodiscussthevariousinitiativesaimedatpromotinggoodCorporateCitizenshipinAfrica.Theseminaralsoaimedtofurtherenhanceco-operationbetweenprivateandpublicsectoroncorporategovernanceprogrammesandinitiativesacrossthecontinent.
Themespresentedanddiscussedincluded:•TheAfricanPeerReviewMechanism,withaparticularemphasisontheCorporateGovernancePillarandtheroadmapforSouthAfrica’ssecondgenerationreview;
•TheAfricanCorporateGovernanceNetwork(ACGN);•TheGuidelinesforGoodBusinessPracticeforSouthAfricanbusinessoperatinginAfrica;
•TheKingIVReport;and•TheCompaniesActof2008.
SECOND PUBLIC-PRIVATE DIALOGUE ON INFRASTRUCTURE PROJECTS
TheNBFpartnershipwiththeSADC-PPPNetworkhostedthesecond‘Public-PrivateDialogueForumonInfrastructureProjects’on17and18March2015inRosebank.Theproject-focusedannualForumbringstogetherpublicandprivatesectorprojectowners,financiersandprojectpromotersfromtheSouthernAfricaregion,withthepurposeofengagingkeystakeholdersonhowtoacceleratetheimplementationofinfrastructureprojectsthroughbetterpartnering.
DesignedmuchliketheinauguralPublic-PrivateDialogueForumonInfrastructureProjects,thiseventoutlinedtheworkstillrequiredtoresolvepolitical,policyandtradebarrierstounblockinfrastructureprojectsaswellasprovideaperspectiveonthepriorityprojectsoftheNEPADProgrammeforInfrastructureDevelopmentinAfrica(PIDA)andtheSADCRegionalInfrastructureDevelopmentMasterPlan(RIDMP).
KeynotespeakersDr.IbrahimMayaki,CEO,NEPADAgency;RemigiousMakumbe,DirectorofInfrastructureandServices,SADCSecretariat;andStanleySubramoney,ChairmanoftheNBF,providedinsightonregionalandcontinentalinfrastructuredevelopmentplansandthestatusofsuchprojects.Theeventalsofeatureddelegatesfromacrosstheregionwhodeliveredpresentationsoninfrastructureprojects.
NBF DIALOGUE AND NETWORKING PLATFORMS
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AFRICAN LEADERS IN DIALOGUE DINNER 2014
TheNBF,theNEPADAgencyandBarclaysAfricaGrouphostedthefourthannualAfricanLeadersinDialogue(ALD)dinneronTuesday,11November2014attheMontecasinoBallroominJohannesburg,SouthAfrica.Distinguisheddelegatesinattendanceincludedover50membersoftheDiplomaticCorptoSouthAfricaconsistingofAfricanandG20Ambassadors,TradeMinistersandrepresentativesofEmbassies,SouthAfricangovernmentofficials,seniorbusinessexecutivesandmembersofthemedia.
ThethemeforthisALDdinnerwas‘Africa’sAgenda2063,a50yearroadmaptoAfrica’seconomicgrowthandintegration’wheretheAfricanunionChairperson,HerExcellency,Dr.NkosazanaDlamini-Zumadeliveredthekeynoteaddress,highlightingAfrica’splansforgrowthanddevelopmentoverthenext50years.
TheALDdinneralsohostedapan-AfricanpaneldiscussionwhichcomprisedofHerExcellency,Dr.NkosazanaDlamini-Zuma,ChairpersonoftheAfricanunion;Dr.IbrahimMayaki,CEOoftheNEPADAgency;HisExcellency,BeneM’Poko,AmbassadoroftheDemocraticRepublicofCongoandtheDeanofAmbassadorstoSouthAfrica;Mr.StanleySubramoney,DeputyCEOofPwCSouthernAfricaandNBFChairman;Ms.MizingaMelu,ExecutiveDirector:RegionalManagement,BarclaysAfrica;Mr.MichaelO’BrienOnyeka,ExecutiveDirector,GreenpeaceAfrica;andMr.LawrenceNdambukiMuli,ProgrammesandPolicyAdvisor,AfricanObservatoryforPolicyPracticeandYouthStudies.
PLATFORMS
NEDBANK-NBF NETWORKING FORUMS 2014-2015
TheNedbankGroupandtheNBFcontinuehostingthehigh-levelbusinessinteractionplatform,theNedbank-NBFNetworkingForum.
May2015:‘Africa’s2015EconomicOutlook’,whereMr.IsaacMatshego,Nedbank’sleadEconomist,provideddelegateswitharefreshinginsightintoAfrica’sprimeinvestmentopportunitiesaswellasthecontinent’seconomiclandscapearounddevelopingmarkets.
October2014:‘uSA-AfricaRelations:Trade,InvestmentandDevelopmentPartnerships’withkeynotespeakers,HisExcellency,PatrickGaspard,theu.S.AmbassadortoSouthAfricaandMr.ScottEisner,theVicePresidentofAfricanAffairsandInternationalOperationsfortheuSChamberofCommerceinWashingtonD.C.,whode-liveredaddressesonwaystostrengthenandenhanceAfrica’smulti-faceteddealingswiththeuSandrespondedtoquestionsfromtheattendingdelegates.
August2014:‘understandingZambia’,hostedHisExcellency,MuyebaS.Chikonde,theHighCommissioneroftheRepublicofZambiaasthekeynotespeakerwhodeliveredanengagingandinformativepresentationonhowtoinvestintheZambianmarket.
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NEPAD YEARBOOK 2015:
The annual NEPAD Yearbook 2015 was launched at WEF Africa in June 2015. The publication themed ‘Innovation in Africa’ follows the African Union’s Africa Agenda 2063 roadmap in describing the future we want. The Yearbook features articles that outline Africa’s projected path and how stakeholders can work together to achieve Africa’s socio-economic growth.
PLATFORMS
PUBLICATIONS
AFRI-IDPPDCONFERENCEHANDBOOk:
During the second Public-Private Dialogue Forum on Infrastructure Projects, the Afri-ID shared a Conference Handbook, which outlined the Afri-ID’s objectives and its partnership with the SADC-PPP Network. The Handbook also contained regional infrastructure project fitches that the Afri-ID and SADC-PPP Network are currently implementing.
SAADPP BROCHURE:
NBF launched the SAADPP Brochure in June 2014. SAADPP is an NBF initiative in support of regional agriculture development focused on the NEPAD Agriculture and Food Security goal. This publication outlines the operation of the SAADPP mechanism and how the private sector can align its efforts to support the CAADP programme and rural farmers in southern Africa.
SWPN 2015 BROCHURE:
The third SWPN brochure was launched at WEF Africa in June 2015. The brochure continues to profile this unique public and private sector partnership in projects that ultimately aims to reduce the water volume supply-demand gap by 2030. The publication is published in partnership with the Department of Water and Sanitation, the Water Resources Group, the World Economic Forum and SWPN private sector partners.
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COMMUNITYDEVELOPMENT
CHANGE
SOCIAL IMPACT
CITIZENSHIP
SOCIAL REVIEW
TRANSFORMATION MATRIX
Male
Female
Afric
an
Indian
Coloured
White/NSA
Sub-Total
Afric
an
Indian
Coloured
White/NSA
Sub-Total
Total
Senior/TopManagement - - - - 0 1 - - 1 2 2
Professionallyqualifiedandexperiencedspecialistsandmid-management
- - - 2 2 1 - - 2 3 5
Skilledtechnicalandacademicallyqualifiedworkers,juniormanagement,supervisors,foremenandsuper-intendants
- - - 1 1 2 - - 3 5 6
Total 0 0 0 3 3 4 0 0 6 10 13
Patrons,Boardandindependentcommitteemembers 2 2 1 6 11 5 0 0 0 5 16
Ourtotalnumberofpermanentstaffmembershasdecreasedby2,mostlyasaresultofthefinalizationofouruSAIDfundedagricultureprogrammeandrestructuringduringtheyear.OurtotalnumberofPatrons,Boardandindependentcommitteemembershasincreasedby1overtheyear.
Ofourtotalstaffcomplement,5staffmembersarenon-SouthAfrican,providingtheNBFwiththediversitythatweseektoachieve.NBFhavealsobeenaffordedtheservicesof2professionallyqualifiedandexperiencedstrategicadvisorswhoprovidetheirservicesonaprobonobasis,providingtheNBFwithstrategicguidanceintheoperationanddeliveryofitsmandateandprogrammes.
EMPLOYEE DEVELOPMENT
TheNBFconsidersthewell-beingofourteamtobecriticaltooursuccess.Ouremployeesenablethedeliveryofprogrammeobjectives,achievementofstrategicobjectivesandinteractionwithourstakeholders.
TheBoard,NBFmanagementteamandstaffhavecontinuedtodesignnewprojectsandfurtherdevelopothersinacollaborativemanner.ultimately,thecustodiansofthesuccessoftheorganisationareacombinationofdedicatedandinvolvedpeopleateachlayeroftheorganisation.
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SOCIAL REVIEW
COMMUNITY DEVELOPMENT
AttheheartofthevisionoftheNBFistheattainmentofsocialandeconomicdevelopmentforallAfricans.Assuch,allofourprogrammesandprojectsintegrateeconomicdevelopmentoflocalcommunitiesinasustainablemanner.
Byintegratingdevelopmentintoprogrammesandprojects,theNBFcontinuesitsrelevancetoitscommunities.
Atalocallevel,theNBFteamhavecommittedtosupporttheinitiativesofWomenAgainstRape(WAR),theWaterkloofRotaryClubandCANSAduringtheyear.Theseinitiativesaimtohaveapositiveimpactinthelivesofchildren,theelderly,womenandfamiliesinneed.
Astheorganisationhascontinuedtomakechangestoitsstructuretoadapttotheenvironment,theNBFespeciallyvaluesthiscontinuedengagementbetweenmanagementandthevariouscommitteesoftheNBF.
TheNBF’sapproachistoensurethatacoherentandconciseexecutionofitsvisionandmissionisseenthroughthestructureoftheprogrammesandmoreso,initsBoard,committeesoftheBoard,managementandstaff.
TheNBFcontinuestoholdstaff,managementandteammeetingsregularly.Thisensuresthattheorganisationsteersuniformlytowardsitsstrategicobjectivesofcreatingtangiblestakeholdervalue.
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NBF PATRONS AND BOARD OF DIRECTORS
STANLEY SUBRAMONEYCHAirMAn
NON-EXECuTIVE
MARK WILLIAMS
NON-EXECuTIVE
DR.REUELkHOZA
NON-EXECuTIVE
PATRICK KABUYA*
INDEPENDENT
GEOFF ROTHSCHILD
NON-EXECuTIVE
NTOMBIFUTHI MTOBA DEPuTYCHAIRMANNON-EXECuTIVE
PROF WISEMAN NKUHLU
NON-EXECuTIVE
KHANYISILE KWEYAMA
NON-EXECuTIVE
SEAN MURPHY
NON-EXECuTIVE
MARKGREGG-MACDONALD
NON-EXECuTIVE
ROELOF VAN TONDER
NON-EXECuTIVE
CAS COOVADIA
NON-EXECuTIVE
DR NKOSANA MOYO
PATRONOFTHENBF
GRAçA MACHEL
PATRONOFTHENBF
LYNETTE CHEN
CHIEFEXECuTIVEOFFICER
KOKO KHUMALO*
INDEPENDENT
Founder of Graça Machel Trust
3 years on board
Built Environment Professions Export
Council
Founder of MINDS (Mandela Institute
of Development Studies)
1 year on ARC
Ernst & Young
4 years on board
CEO of NEPAD Business Foundation
1 year on board
Divisional Manager Sub-Saharan Africa at Mott MacDonald
PDNA
1 year on board(Resigned 1 January
2015)
Anglo American
4 years on board
Managing Director of Eclecticcap
10 years on board
Managing Director of the
Banking Association of South Africa
1 year on board
Group Executive at Transnet SOC
10 years on board
Head of Government & International
Affairs at the JSE (Retired 31 March 2015)
10 years on board
Chairman of Nedbank (Retired 31
May 2015)& AKA Capital
4 years on board
Founder of SureNet Group
10 years on board
Deputy CEO of PwC Southern Africa (Retired 30 June
2015)
10 years on board
Chairperson of Deloitte Africa
(Retired 31 December 2014)
7 years on ARC
World Bank
Patron
OperationsandRiskCommittee
NBFBoard
AuditAndRiskCommittee
Chair
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GOVERNANCE
PRINCIPLES OF BUSINESS
TheNBFutilisesacomprehensiveframeworkofpoliciesandprocedures,systemsandinternalcontrolstomanageitsresponsibilities.Duringthefinancialyear,thestrengthofthesepolicies,systemsandinternalcontrolscontinuedtobemaintained.Itisthroughthecontinuedreinforcementofastrongethicalcodethatwecanassurestakeholdersthatourbusinessprinciplesandcorporategovernancemechanismsremainintact.
OurprocessescontinuetodisplayrequisitetransparencyandourBoard,managementandstaffsubscribetothehighestprofessionalandethicalcodefromtheirprofessionalleaningsandwithinthestructureoftheorganisation.
Thebusinessprinciplesthatguideourworkare:
Compliance with relevant laws and standardsTheNBFpursuescompliancewithrelevantlawsandstandardsrigorously,andseeksprofessionalcounselinmattersbeyondthecomprehensiveandlegalscopeofthestaffandboard.
Considering opportunities based on economic anddevelopmental impactTheNBFprioritisesopportunitiesonthebasisofeconomicviabilityandsocialimpactandstakeholdersareobligedtounderstandsuchcriteriawhenengagingwiththeNBF.
Active policy lobbying without using political tacticsTheNBFisaneutralplatformandweconsiderourfacilitationtobeforthebenefitofboththepublicandprivatesectors,thereforewerefrainfromusingpoliticaltacticstoachieveourmandate.
Maintaining open communication with relevant stakeholdersTheNBFprovidespertinentinformationtoourstakeholderstocanvasstheiractiveparticipationandinterest.
Acting with honesty, integrity and fairness in all our dealingsEmployeesandboardmembersoftheNBFareboundtoactwithhonesty,integrityandfairdealingsaspartofourethicalconductstatement.
CORPORATE GOVERNANCE STRUCTURE
Service excellenceEmployeesoftheNBFaimtoprovidethehighestlevelofserviceandthereforeendeavourtotaketimetounderstandstakeholders.
TheNBFisaNPCandamembership-basedorganisation.TheNBFistechnicallyownedbyitsactivemembersatanygiventime.Withmembershipchangingonanongoingbasis,the“ownership”structureisnotset.OurmembershavevotingrightsattheAGM,wheretheBoardiselected.TheNBFiscommittedtothehigheststandardsofcorporategovernancerelatingtoethics,professionalismandbusinessintegrity.TheBoardtakesoverallresponsibilityfortheNBFwhileitsoperationsarefurtheroverseenbyanOperationsCommitteeandtheAuditandRiskCommitteeoverseestheorganisation’sinternalcontrols,financialreportingandriskframework.Thesesub-committeesoftheBoardprovidecontinuingleadershiptotheNBFmanagementasitundertakesac-tivitiesinthebestinterestofallstakeholders.
Entrenchedinourpoliciesandproceduresareprinciplesofethicsandprofessionalism,includingtenetssuchasintegrityandserviceexcellencetowhichallemployeesarebound.
PATRONS
TheNBFissupportedbytwoPatronswhoarenon-membersandarebothwellrespectedindividualssharingourmissionofpromotingsustainableeconomicdevelopmentinAfricathroughtheprivatesector.OurPatronslendtheirsupportandexpertiseinthedevelopmentofourmissionandvisiontoachievetheNBFstrategicobjectives.
NBF MEMBERS
OPERATIONS COMMITTEE
BOARD OF DIRECTORS
AUDIT & RISKCOMMITTEE
GOVERNANCE
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NBF MANAGEMENT & STAFF
GOVERNANCE
Dr.NkosanaMoyoisthefounderoftheMandelaInstituteforDevelopmentStudies(MINDS),formerMinisterofTradeinZimbabweandformerDeputyPresidentoftheAfricanDevelopmentBank.HisvastexperienceinthedevelopmentofAfricaandhiscommitmenttoavisionofafullyeconomicallyintegratedAfrica,allowshimtoprovidetheNBFwithwisdom,guidanceandstrategicinputtoensuretheNBFdeliversitsobjectivesofaneconomicallyandsociallydevelopedcontinent.
MamaGraçaMachel’spassionforsocialdevelopmentinAfricahasincreasedthevisibilityoftheinstitutiontonewstakeholders.HercontinuedpersonalcontributiontotheNBFandourworkinprovidingsupporttoruralwomenfarmersinMozambique,isatestimonyofherlongstandingcommitmenttothedevelopmentofwomeninAfrica.
TheNBFhasaunitaryBoardthatconsistsofatotaloftwelvedirectors–elevennon-executivesandoneexecutivedirector.Inadditiontothesetwelvedirectors,theNBFhastwoindependentmembersoftheAuditandRiskCommittee(ARC);onebeingitschairperson.
DIRECTORS
AnareaofimprovementidentifiedbyourBoardisthesuccessionplanningandpan-AfricandiversityofourBoard.WeintendtoaddressthisthroughanappropriaterevisionofourMemorandumofIncorporationaswellastheidentificationandsubsequentnominationofBoardmembersthatrepresentthediversityacrosstheconti-nentthatweseektoachievetoaddressourstrategy.
DuringtheyearKhanyisileKweyamaofAngloAmerican,resignedfromherroleasdirector.Asaresult,theNBFarelookingtoreplacevacanciesattheAGMofAugust2015.Thedirectorsoffertheirexpertiseonapro-bonobasis.
INDEPENDENT ADVICE
TheBoardrecognisesthattheremaybeoccasionswheredirectorsconsideritnecessarytoobtainindependentprofessionaladvice.ThisisdoneattheNBF’sexpenseorwithpro-bonoassistancefromhighlyqualifiedexternalpartiescommissionedbytheOperationsCommittee.
BOARD STRUCTURE
BOARD MEETINGS
TheBoardholdsaminimumofthreemeetingsperyear.FourmeetingsoftheBoardwereheldintheperiodunderreview.
AllcommitteesoperateunderBoard-approvedtermsofreference,whichareupdatedfromtimetotimetokeeppacewithorganisationaldynamicsandorganisationalbestpractice.
OPERATIONS COMMITTEE
Duringtheperiodunderreview,theOperationsCommittee(OPSCO)comprisedtheChairperson,theChiefExecutiveOfficer(CEO)andfourNon-ExecutiveDirectors.AspecialpermanentinvitationwasgrantedtotheFinancialandOperationsController.
OPSCOmeetsmonthly,exceptovertheDecember/Januarybreak,anditsresponsibilitiesareto:• managetheNBF’soperations;• developstrategyandpolicyproposals;• directseniormanagementandemployees;• implementandmonitorpolicies,proceduresand
internalcontrols;and• reviewandadviseprogrammesandprojectsbeing
designedandimplementedbyProgrammeHeads.
AUDIT AND RISK COMMITTEE
Duringtheyearunderreview,theAuditandRiskCommittee(ARC)consistedoftwoindependentmembersandtwoNon-ExecutiveDirectors.TheCEO,theFinancialandOperationsControllerandrepresentativesfromtheexternalandinternalauditorsattendthecommitteemeetingsbyinvitationonly.TheexternalandinternalauditorshaveunrestrictedaccesstotheARC.
TheARCmeetsatleastbi-annuallyanditsresponsibilitiesareto:•overseetheexistenceandeffectivenessofinternalcontrolsandriskmanagementprocesses;
•reviewandexamineauditedfinancialstatementspriortosubmissionandapprovalbytheBoardincludingauditedFundAccountabilityStatementstoensurecompliancewithallapplicablelegalrequirementsandstandards;
BOARD COMMITTEES
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•provideoversighttointernalfinancialcontrolsandexternalandinternalauditfunctions;and
•guideandensurestatutoryandregulatorycompliance.
TheARCwassatisfiedthatadequateinternalcontrolsandriskmitigatingmeasuresweremaintainedduringtheyear.Inaddition,theARCwassatisfiedwiththeauditworkperformedbytheindependentexternalauditors,KPMGInc.
Managementadoptsinternalcontrolsincludingpolicies,proceduresandprocessestoprovidereasonableassuranceinsafeguardingassets,theaccuracyandcompletenessofaccountingrecords,andthereliabilityoffinancialstatements.
TheBoardisresponsiblefortheprocessofriskmanagementwhichincorporatesinternalcontrolandauditandhasdelegateditsoverallresponsibilitytotheARC.TheARCassiststheBoardinfulfillingitsresponsibilitiesbyregularlymonitoringdecisionsandprocessesdesignedtoensuretheintegrityoffinancialreportingandsoundsystemsofinternalcontrolandriskmanagement.
NBFmaintainsacorporateriskmanagementstrategywhichcontrolsrisksassociatedwiththecompanyasawhole,itsrelationshipwithitsstakeholdersandthemanagementofnewandexistingbusinessrelationships.Theresponsibilityforthecreation,maintenanceandperiodicreviewofthisriskmanagementstrategyisheldbytheexecutivemanagementofNBF.Thestrategyisreviewedonanannualbasisandchangesareratifiedwhenrequired,throughreviewbytheOPSCOandARC.
AfullriskanalysishasbeenundertakenandariskframeworkhasbeenestablishedandisregularlyupdatedandpresentedtotheOPSCOandARCfortheappropriatemitigation,actionsanddecisionstobetaken.
Thekeyrisksidentifiedwhichrequiremonitoringareasfollows:•Sustainability;•Reputational;•Financial,includinggrantcomplianceandsystems;•Operational,includinglegislativecompliance;
INTERNAL CONTROL
RISK ASSESSMENT AND MANAGEMENT
•Environmental,includingpolitical,economicandsocialimpacts;and
•Humancapital.
Theserisksarebeingaddressedinthefollowingways:• TheNBFhasputinplaceasustainabilityplanto
ensureitssustainability;• EngagementwithNBFmemberstoensurealignment
withthemembervalueproposition;• Aqualitycontrolframeworkistobedevelopedto
manageexposuretoreputationaldamage;• NBFbrandingguidelinesareinplaceanduseofthe
NBFbrandrequiressignofffromseniormanage-ment;
• Donorfundedprojectsareaccountedforonaprojectbyprojectbasisandfundsmaintainedinseparateringfencedbankaccounts;
• PreparationofmonthlymanagementaccountsforreviewbyprogrammemanagersandOPSCO;
• CompetentandexperiencedstaffingandoversightoftheNBFfinancefunction;
• NBFhavesecuredtheservicesofexternallegaladvisorswhoareconsultedwithtoensurelegislativecompliance;
• Competentprogrammemanagersareemployedtomanagespecificprogrammeobjectives,directionanddeliverables;
• Strategicstakeholderengagementwithkeyregionalandpan-AfricanorganisationsthroughMOu’sandregularinteraction;
• BoardsuccessionplanidentifiedasapriorityareabytheBoardwithstepsbeingimplementedtoaddressthis;and
• Staffingneedsareidentifiedataprogrammelevelandtakenintoaccountwhendevelopingtheworkplanandbudget.
CONFLICT OF INTEREST
TheNBFhasinplace,aconflictofinterestpolicytowhichbothemployeesandDirectorsareexpectedtocomply.AllDirectorsarerequiredtodiscloseanyconflictsofinterestatthestartofeveryBoardorCommitteemeetingandonanannualbasis.
GOVERNANCE
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OTHER GOVERNANCE
Name Role Board Operations Audit and RiskMr. Stanley Subramoney Non-executive 4/4 9/9Ms. Futhi Mtoba Non-executive 1/4 5/9 1/2Dr. Reuel Khoza Non-executive 3/4 2/9Mr. Cas Coovadia Non-executive 2/4 2/2Mr. Geoff Rothschild Non-executive 4/4 9/9Mr. Mark Williams Non-executive 4/4 8/9Mr. Roelof van Tonder Non-executive 2/4Prof. Wiseman Nkuhlu Non-executive 1/4Ms. Khanyisile Kweyama* Non-executive 0/3Mr. Sean Murphy Non-executive 3/4Mr. Mark Gregg-MacDonald Non-executive 3/4Ms. Lynette Chen Executive 4/4 9/9 2/2Mr. Patrick Kabuya Independent ARC member 4/4 2/2Ms. Koko Khumalo** Independent ARC member 3/4 2/2
STATEMENT OF REMUNERATION PHILOSOPHY
OPSCOisresponsibleforapprovingchangestoemployees’remunerationandforpaymentofbonuses,assubmittedtothembymanagement.EmployeesarerewardedfortheircontributiontotheNBF’sperformance,basedontheirperformanceagainstannualKeyPerformanceIndicators,performanceappraisalsandtheNBF’sfinancialposition.
TheNBF’sNon-ExecutiveandIndependentDirectorsarenotremuneratedforservingontheBoardandrespectiveCommittees.
COMPANY SECRETARY
Intheyearunderreview,alldirectorshadaccesstotheadviceandservicesoftheCompanySecretary,MonicaDowie,whowasaccountabletotheBoardforensuringcompliancewithproceduresandapplicablestatutesandregulations.FortheBoardtofunctioneffectively,alldirectorsrequirefullandtimelyaccesstoinformationthathelpsthemdotheirdutiesproperly.
ThemosturgentandtimelyinformationisprovidedatregularOPSCOmeetings.
BOARD AND COMMITTEE MEETING ATTENDANCE
* Resigned 1 January 2015** Appointed 1 May 2014
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GOVERNANCE
TRANSFORMATION
SUSTAINABILITY
REVENUE STREAMS
GROWTH EXPANSION
2015 R
411 138 297 157 25 068 88 913
8 542 030 425 549
-
757 803 7 358 678
8 953 168
0
3 808 610
30 000
5 114 558 342 501
1 027 448
954 255 736 995 17 068
1 458 132 578 159
08 953 168
2014R
1221296253659593-
1141624297121
359021009173
10274046
11538371
0
3573161
210000
7755210364667
-
3675032586806
-33692881066946
011538371
NEPADBusinessFoundation(NPC)SummaryStatementoffinancialpositionasat31
ASSETS Non-current assets Furnitureandequipment Intangibleassets Tradeandotherreceivables Current assets Tradeandotherreceivables Grantsreceivable -MOZuNDP -uSAIDCashandcashequivalents Total assets FUNDS AND LIABILITIES Funds Accumulatedsurplus Liabilities Non-currentliabilities Subscriptionsandplatinumsubscriptions Currentliabilities Subscriptionsreceivedinadvance Grantsreceivedinadvance -SWPNIFC -SWPNMembers -SWPNGIZ -ACGN -Afri-IDTradeandotherpayables TotalFundsandLiabilities
____________________ ____________________
FINANCIAL REVIEW
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FINANCIAL
March 2015
EXPANSION
2015 R
5 721 984 (5997335)(275351)
4 834 146 (4834146)
-
- - -
- - -
- - -
636 802 (636802)
-
1 317 998 (1317998)
-
2014R
6484215(6353444)
130771
5962007(5962007)
-
3207698(3207698)
-
79840(79840)
-
256581(256581)
-
1307050(1307050)
-
1292774(1292774)
-
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
FINANCIAL
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NEPADBusinessFoundation(NPC)Summary Statement of comprehensive income for the year ended 31 March 2015
NBFOperationsRevenueOperatingexpensesOperating(deficit)/surplus
USAIDgrantrelatedrevenue/(expenses)- RevenueonuSAIDgrant- Less:uSAIDgrantexpenses- NetuSAIDgrantincome
HFgrantrelatedrevenue/(expenses)- RevenueonHFgrants- Less:HFgrantexpenses- NetHFgrantincome
1MALCGIZgrantrelatedrevenue/(expenses)- Revenueon1MALCGIZgrant- Less:1MALCGIZgrantexpenses- Net1MALCGIZgrantincome
1MALCCCLgrantrelatedrevenue/(expenses)- Revenueon1MALCCCLgrant- Less:1MALCCCLgrantexpenses- Net1MALCCCLgrantincome
SWPNIFCgrantrelatedrevenue/(expenses)- RevenueonSWPNIFCgrant- Less:SWPNIFCgrantexpenses- NetSWPNIFCgrantincome
SWPNMembersgrantrelatedrevenue/(expenses)- RevenueonSWPNMembersgrant- Less:SWPNMembersgrantexpenses- NetSWPNMembersgrantincome
FINANCIAL
2015 R
1 849 811 (1849811)
-
- - -
70 429 (70429)
-
100 237 (100237)
-
5 247 096 (5247096)
-
510 800
235 449
2014R
655(655)-
112688(112688)
-
919938(919938)
-
122399(122399)
-
2198085(2198085)
-
141971
272742
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
NEPADBusinessFoundation(NPC)SummaryStatementofcomprehensiveincome(counted)fortheyearended31March2015
SWPNGIZgrantrelatedrevenue/(expenses)- RevenueonSWPNGIZgrant- Less:SWPNGIZgrantexpenses- NetSWPNGIZgrantincome
AngoniaGIZgrantrevenue/(expenses)- RevenueonGIZgrant- Less:GIZgrantexpenses- NetGIZgrantincome
AngoniaUNDPgrantrevenue/(expenses)- RevenueonuNDPgrant- Less:uNDPgrantexpenses- NetuNDPgrantincome
ACGNSponsorsgrantrevenue/(expenses)- RevenueonSponsorsgrant- Less:Sponsorsgrantexpenses- NetACGNgrantincome
Afri-IDgrantrevenue/(expenses)- RevenueonAfri-IDgrant- Less:Afri-IDgrantexpenses- NetAfri-IDgrantincome
Finance income - Interestreceived
Surplus and comprehensive income for the year
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NEPADBusinessFoundation(NPC)Summary Statement of changes in funds for the year ended 31 March 2015
Balance at 1 April 2013
Totalcomprehensiveincomefortheyear
Balance at 31 March 2014
Balance at 1 April 2014
Totalcomprehensiveincomefortheyear
Balance at 31 March 2015
AccumulatedSurplusR
3300419
272742
3573161
3573161
235449
3808610
Total Funds
R
3 300 419
272 742
3 573 161
3 573 161
265 946
3 839 107
____________________
__________
__________
____________________
__________
__________
____________________
RESPONSIBILITY FOR THE SUMMARY FINANCIAL STATEMENTS
ThesesummaryfinancialstatementshavebeenpreparedunderthesupervisionoftheFinancialandOperationsController,MonicaDowieCA(SA).ThesefinancialstatementshavebeenextractedfromtheauditedfinancialstatementsofNEPADBusinessFoundationfortheyearended31March2015whereanunmodifiedauditopinionwasexpressed.Thedirectorstakefullresponsibilityforthepreparationofthesefinancialstatementsandwarrantthatthefinancialinformationhasbeencorrectlyextractedfromtheunderlyingauditedfinancialstatements.Acopyoftheauditedfinancialstatementswiththerelatedauditor’sreportcanbeobtainedfromtheFinancialandOperationsController/CompanySecretaryattheregisteredofficeoftheNBF.
FINANCIAL
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CONTACT INFO
MEET THE TEAM
CHIEF EXECUTIVE OFFICER
P.A.Directline:+27105961892
P.A.Email:[email protected]:http://www.nepadbusinessfoun-dation.org/
MANAGEMENT OFFICE STAFF
MARKETING AND COMMUNICATIONS COORDINATOR
Directline:+27105961899Email(s):[email protected]@[email protected]
FINANCE AND OFFICE MANAGER
Directline:+27105961896
Email:[email protected]
FINANCIAL AND OPERATIONS CONTROLLERACGN SECRETARIAT
Directline:+27105961904Email:[email protected]:http://www.afcgn.org/
EXECUTIVE PA TO THE CEO
Directline:+27105961892
Email:[email protected]
NBF INTERN
Directline:+27105961888
Email:[email protected]
Afri-IDWebsite:http://www.afri-id.co.za/
RECEPTIONIST
Directline:+27105961888
Email:[email protected]@thenbf.co.za
TERRENCE MUTUSWA
LYNETTECHEN
NALEDIMTOBA
EMMAROY-AIkINS
JACQUELINEKANUSU
CHERYL FAIAS
MONICA DOWIE
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CONTACT INFO
LAETITIA HABCHI Head of the Africa Infrastructure Desk(Afri-ID)
Directline:+27105961900Email:[email protected]:http://www.afri-id.co.za/
PROGRAMME STAFF PROGRAMME STAFFSTRATEGIC WATER PARTNERS NETWORk(SWPN)PROGRAMME MANAGER
Directline:+27105961800
Email:[email protected]
PROJECT MANAGER AFRICA INFRASTRUCTURE DESK (AFRI-ID)
Directline:+27105961902Email:[email protected]:http://www.afri-id.co.za/
TECHNICAL SPECIALIST AFRICA INFRASTRUCTURE DESk(AFRI-ID)
Directline:+27105961911Email:[email protected]:http://www.afri-id.co.za/
STRATEGIC WATER PARTNERS NETWORk(SWPN)PROGRAMME ASSISTANT
Directline:+27105961893
Email:[email protected]
AFRICA INVESTMENT AND INTEGRATION DESk (AVID)ADVISOR
Directline:+27105961800
Email:[email protected]
PROGRAMME ASSISTANT AFRICA INFRASTRUCTURE DESk(AFRI-ID)
Directline:+27105961910Email:[email protected]:http://www.afri-id.co.za/
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kUDZANAYIBANGURE
PETERVARNDELL
LAETITIAHABCHI
PAATRICIAMALABA
MICHELLEPROUDE
ZAMASIQALABA
ADAMGROSS
CONTACT INFO
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NBF SOUTH AFRICANBFregistrationnumber:2004/030488/08TuscanyOfficeParkBuildingNumberIX6CoombePlaceRivonia2128JohannesburgSouthAfrica
ContactNumber:+27(0)105961888FaxNumber:+27(0)105961889ContactEmail:[email protected]:http://www.nepadbusinessfoundation.org/Afri-IDWebsite:http://www.afri-id.co.za/ACGNWebsite:http://www.afcgn.org/SAADPPForum:http://saadpp.nepadbusinessfoundation.org/
MOZAMBIqUEOFFICEAv.24deJulho370(op.MuseuNacionaldeGeologia)MaputoMozambique
KEY CONTACT: Francisco NhanaleTel:+258(0)21492824Fax:+258(0)21492821Email:[email protected]
ZAMBIAOFFICE100/655(OffLakeRoad)IbexHillLusakaZambia
KEY CONTACT:BrendaNang’ambaTel:+260(0)211262936Fax:+260(0)211262950Email:[email protected]:[email protected]
MALAWI OFFICENedbankHouseCityCentreLilongweMalawi
KEY CONTACT:Dr.FelixBensonLombeTel:+265(0)1775691Email:[email protected]:[email protected]
ETHIOPIA OFFICEAddisAbabaEthiopia
KEY CONTACT: Michael HiruyTel:+251(0)912640531Email:[email protected]
COUNTRY OFFICES
CORPORATEMEMBERS
PROGRAMMESUPPORTERS
PARTNERS
STRA
TEGIC PARTNERS
CORPORATE MEMBERS
MEMBERSHIP
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FOUNDING MEMBERS
PLAT
INUM
MEMBERS
CORPORATE MEMBERS
MEMBERSHIP
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MED
IA PARTNERS
STRATEGIC
WAT
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ARTN
ERS N
ETWORK OF SOUTH AFRICA PROGRAMM
E PARTNERS
AFRICAN C
ORP
ORA
TE G
OVER
NANCE NETWORK PROGRAMM
E PARTN
ERS
MEMBERSHIP
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AFRICA INFRASTRUCTURE DESK PRO
GRAMM
E PARTNERS
Thisisnotwhowesayweare...Thisiswhatotherssayweare.
NBF FACT SHEETOneofAfrica’sleadingmembershipbasedorganisationsthat
promotesdialoguebetweenthepublicandprivatesectorstofacilitateandacceleratetheimplementationofprogrammes,projectsand
initiativeswithadevelopmentalimpact.
TheSWPN-SAprovidesamandatedvehicleforpublicandprivatesectorcollaborationthatfocusesonsolutions.Thetraditional‘weandthem’attitudeisbeingaddressedandwefindgreatvalueinhonestandcommitteddeliberations.SWPNstakeholder
“
“
I have been involved with many initiatives aiming to enhance development in Africa but I personally
believe that the RtB is something new and that if there’s one initiative that will work, it’s this one
RtBstakeholder
“ “
To work with the NBF has been positive and inspiring in a lot of ways because of the dedication of the staff
and the passion of the CEO, Lynette Chen.NBFstakeholder
““
ThisisthedawnofabravenewworldforAfricaandtheroleoftheACGNistoensurethatweinstileffectivegoodCorporateGovernanceandethicalleadership.ThisistheVisionoftheACGNandallInstituteswho have signed the ACGN Constitution are committed toworktowards this vision. We will work to grow the ACGN into aneffectivenetworkforourmembers.ACGNstakeholder
“ “Congratulations on an excellent Forum
where you have had a significant number of
key infrastructure roleplayers attending.
Afr-IDstakeholder
“ “