1. Wholesale and Retail Sector Transformation

2. The Transformers NameRoleCompany Thandi Mbatsane Perishables Manager Emmanuel Jula General Manager Leon Pillay Divisional Manager Melvin Thaver Operations Executive Oswald Abrahams IT Systems Manager

3. 1994 Labour Relations Act of 1995 Basic Conditions of Employment Act of 1997 Skills Development Act of 1998 Employment Equity (EE) Act of 1999

4. WHITES CONTINUE TO DOMINATE TOP AND SENIOR MANAGEMENT LEVELS (CEE 15 TH ANNUAL REPORT) SITUATION

5. RETAIL SECTOR (2014 Annual Financial Report)

6. (CEE 15 TH ANNUAL REPORT, NATIONAL)

7. Top management levels (CEE 15 TH ANNUAL REPORT, NATIONAL)

8. Senior management levels (CEE 15 TH ANNUAL REPORT, NATIONAL)

9. Middle management levels (CEE 14 TH ANNUAL REPORT, NATIONAL)

10. Wholesale / Retail Workforce profile 2014 (CEE 14 TH ANNUAL REPORT, WR SECTOR) 75.35%

11. Retail Sector R 707 Billion Retail Sales – 2014 Value to the Economic Engine of SA Major Employer (1.7 million) (Stats SA,2014)

12. INSIGHTS / BARRIERS Leadership Training Communication Culture Talent Management

13. Transformation is happening but at a slow pace which could result in CONCERN Economic instability which will contribute to Social Unrest

14. HOW DO WE ACCELERATE TRANSFORMATION WITHIN THE SOUTH AFRICAN WHOLESALE AND RETAIL SECTOR IN TOP AND SENIOR MANAGEMENT? Question

15. ANSWER Ethical Leadership Legislation Training and Development

16. REASONING HOW WILL ETHICAL LEADERSHIP ACCELERATE TRANSFORMATION? Human Rights, Social justice and Sustainability Human Rights, Social justice and Sustainability Transparency Transparency Influence Influence Agile Agile Ethical Expectation Ethical Expectation

17. REASONING - SUCCESS STORIES Pick n Pay – Excellence in EE “Empowering Our People” R241.9 Million (2011-2013) BBBEE Status- Level 6 to 4

18. Source: Pick N Pay, Sustainability Living Report – 2013)

19. Maintained Level 2 BBBEE Status - 2009 to 2013 Nedbank - The Role of Strategy, Culture and Leadership in the Nedbank Turnaround – The Tom Boardman Story Source: Nedbank Integrated Report,2014)

20. It is the right thing to do Transformation is a business and moral imperative. Transformation will have short‐term cost with long- term benefit. Transformation affects every single area of our business Transformation targets will be embedded in our strategies and business plans through on-going consultation. It is the responsibility of every person to make it happen. We will pro ‐ actively grow and develop our own talent pool. Trust and transparency is required. Everyone should be heard We will focus strongly on the support and empowerment of blacks, with particular emphasis on Africans, all women and all people with disabilities. Transformation at Nedbank must be unifying, fair and transparent. Transformation is non‐negotiable. Nedbank’s Transformation truths. Source: Nedbank Turnaround, The Tom Boardman Story, 2009)

21. Implementation Secure an audience with key decision makers Get the Buy in from the key decision makers Create a clear value proposition Create a clear path

22. 2016 Evaluation

23. Conclusion “we have travelled so far on our transformation journey that we are another nation” however it can be added “we have so much learning and un-learning to do that the journey has but just begun” Van Gass (2005)