One of the aims of BEE is to foster sustainable corporate growth of empowerment companies. This is projected to contribute to the growth of a deracialised South African economy, eradication of inequalities, underdevelopment and the achievement of enhanced widespread income levels in the economy. This study assessed the growth performance of empowerment companies listed on the JSE Securities Exchange against a background of enabling regulatory and other BEE support measures. In general, corporate growth manifests itself through numerical improvements in financial measures like turnover, total asset value and share price. These financials for a sample of empowerment companies were statistically analysed and compared to market averages and selected growth predictor models. The results indicate that for the period 2003 to 2006, share price growth for empowerment companies listed on the JSE Securities Exchange followed closely that of both the FTSE/JSE All Share Index and the sales growth predictor model but not the FTSE/JSE Style Indices and the asset growth predictor model. This implies that over this period, the aggregate portfolio of listed empowerment companies did not exhibit attributes similar to those of other listed companies weighted towards identifiable growth and value characteristics. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Submitted in the Sociology department at the University of the Witwatersrand, Johannesburg / Andrew Chakane 2018

Thesis (M.Dev.) -- University of Limpopo, 2005 / Refer to Document

Philosophiae Doctor - PhD / The evolution of policy regarding the black bourgeoisie -- Issues in the struggle for black capitalism -- The roles and effects of NAFCOC (National African Federation Chamber of Commerce) and FABCOS (Foundation of Business and Consumer Service) -- The development of black capitalists in the urban areas -- Constraints on, and the performances of black entrepreneurs -- 'Normalisation' of the economic playing field. / South Africa

M.Comm. / Broad Based Black Economic Empowerment (BBBEE) is almost ten years old. The objective of the BBBEE is to increase the participation of Black people and Black women in the South African economy and also to bridge the income inequality which was brought about systematically before South Africa became a democratic country. The BBBEE Act, through the Codes of Good Practice has identified seven key elements which if addressed will help to achieve the objectives of the Act. These elements are ownership, management control, employment equity, skills development, preferential procurement, enterprise development and socio economic development. Minimum targets have been set which need to be achieved within ten years. The primary objective of the study was to investigate if Sappi one of the two dominant pulp and paper companies in South Africa, could utilize outsourcing as a Black Economic Empowerment Tool. The secondary objectives were twofold: • To identify key barriers to complying with the seven elements of the Codes of Good Practice; and • To establish measures or incentives that will lead to Sappi Forests’ outsourced activities complying with the Codes of Good Practice hence utilizing outsourced activities as a Black Economic Empowerment tool. The research findings indicate that Sappi could utilize outsourcing as a Black Economic Empowerment tool. According to survey results, significant progress has been achieved in implementing BBBEE Act despite the lack of a systematic approach. Progress towards the implementation of the Act as measured against the seven elements contained in the Codes of Good Practice, is commendable. Should the recommendations such as incentives and rewards that are mentioned in the findings be adopted, the implementation of the BBBEE Act which leads to empowerment could be enhanced in forests’ outsourced activities.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The project manager is facing many challenges when planning and managing an Emerging Contractor project. Constraints experienced by Emerging Contractors are exerting risks on the project and pose a challenge to the project manager to guide the project to successful completion. The constraints and risks experienced on an Emerging Contractor project are mostly related to inexperience and unproven track record. The Emerging Contractor has not been in business long enough to build trust relationships with suppliers. Suppliers are limiting their exposure to risk and are therefore not prepared to supply material in bulk or on credit to the Emerging Contractor. The term Emerging Contractor is a well-known term in the South African construction industry, but no clear definition exists of what criteria qualifies a contractor to be an Emerging Contractor. The assumption in the industry is that an Emerging Contractor is a construction business which is 100% controlled and managed by a black person. Emerging Contractors are conducting business at the bottom end of the market where there is no barrier to entry. This makes the competition very severe and the profit margins are very slim. Even though the contract values are low, the Emerging Contractor projects require a considerable amount of effort to manage and are therefore not cost effective for the experienced project manager. The constraints experienced by the Emerging Contractor can be addressed by co-opting experience to the project team to provide guidance, training and management assistance. The proposal will require additional funding, but after a few projects the Emerging Contractor would have built up a reputation as a successful contractor and will therefore be self sustaining. / AFRIKAANSE OPSOMMING: Die projekbestuurder moet baie uitdagings trotseer met die beplanning en bestuur van 'n Opkomende Kontrakteur. Beperkings wat deur die Opkomende Kontrakteur ervaar word lei tot 'n risiko vir die projek en bied dus 'n uitdaging aan die projekbestuurder om die projek te lei tot suksesvolle voltooiing. Die beperkings en risiko's wat deur 'n Opkomende Kontrakteur projek ervaar word, hou meerendeels verband met onervarendheid en gebrekkige ondervinding. Die Opkomende Kontrakteur is nog nie lank genoeg in die bedryf om vertrouensverhoudings met verskaffers op te gebou het nie. Verskaffers verskans dus hul blootstelling aan risiko en is dus nie bereid om materiaal in grootmaat of op krediet aan die Opkomende Kontrakteur te lewer nie. Die term "Emerging Contractor" is welbekend in die Suid-Afrikaanse konstruksiebedryf, maar 'n duidelike definisie kon nie gevind word wat die vereistes stel om as 'n Opkomende Kontrakteur te kwalifiseer nie. In die konstruksiebedryf word dit algemeen aanvaar dat 'n Opkomende Kontrakteur 'n konstruksie besigheid is wat 100% deur 'n swart persoon beheer en bestuur word. Opkomende Kontrakteurs ding mee op die intreevlak van die konstruksiebedryf waar daar weinig min versperring vir toetrede is. Dit maak die kompetisie baie straf en die winsmarge laag. Selfs al is die kontrakwaarde laag behels die Opkomende Kontrakteur projek buitengewone aandag en bestuur en is dit dan ook nie 'n koste effekiewe projek vir 'n ervare projekbestuurder nie. Die beperkings wat deur die Opkomende Kontrakteur ervaar word, kan aangespreek word deur ervare diensverskaffers na die projekspan te bring om leiding, opleiding en bestuurshulp te verskaf. Die voorgestelde projekbestuursplan benodig addisionele fondse, maar na 'n paar projekte het die kontrakteur vir hom/haar 'n reputasie opgebou wat hom/haar toelaat om volhoubaar te wees sonder die hulp van die diensverskaffers.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: This event study examines the effect that Black Economic Empowerment (BEE) announcements have on a companies' share price. The average mean return model is applied to study a sample of companies from the Financial Mail Top 200 Empowerment Companies list, 2007. The mean price change observed in a 7-day window around the event announcement is found to be significant relative to the calculated critical value. Results of the test statistic calculated relative to the probability shows that at a p-value of 0,00113, the result is significant and the null hypothesis is rejected at a 95% confidence level. This result of this study supports the fact that markets react positively to the announcements of BEE events. / AFRIKAANSE OPSOMMING: Hierdie studie ondersoek die verhouding tussen die verandering van 'n maatskappy se aandele prys wanneer hierdie maatskappy 'n aankondiging maak oor 'n Swart Ekonomiese Transaksie (SET). Die Financial Mail Top 200 Empowerment Companies 2007 lys is gebruik om maatskappye te kies vir die studie. Die gemiddelde verandering in aandele prys in a 7-dag venster rondom die SET aankondiging blyk merkwaardig te wees wanneer met 'n berekende kritiese waarde vergelyk word. Die toets statistiek bewys dat met 'n p-waarde van 0,00113 daar met 95% sekerheid die nul hipotese kan verwerp. Die resultaat van hierdie studie ondersteun die feit dat markte positief reageer teenoor maatskappye wat nuus oor SET transaksies aankondig.

A Research Report submitted in partial fulfilment of the requirements for the degree Master of Commerce in Accounting in the Faculty of Commerce, Law and Management at The University of the Witwatersrand September 2016 / Black Economic Empowerment (BEE) or Broad-Based Black Economic Empowerment (BBBEE) is an important means by which the South African government aims to address the social injustices of the past as well as eliminating inequalities between white capital and the black majority (Fauconnier and Mathur-Helm, 2008). The Department of Trade and Industry (DTI) has been tasked with overall responsibility for instituting and monitoring the laws that govern BEE. Since the introduction of the Broad-Based Black Economic Empowerment Act no. 53 of 2003 (Ferreira and Villiers, 2011) and the codes of good practice of 2007, a number of amendments were made in response to deficiencies identified, the most material being the Amended Codes of Good Practice of 2013, which were effective from 1 May 2015. This research paper sought to investigate the impact and cost implications of the 2013 amendments to the BBBEE Codes of Good Practice (new codes) on companies within the industrial goods and services sector of the Johannesburg Stock Exchange (JSE). This was done relative to the 2007 BEE Codes of Good Practice (old codes). The main purpose of the study was to explore the impact and related costs of implementing the changes in the BBBEE codes on a sample of JSE listed companies obtained from the Empowerdex Top 100 2015 survey. The sample selected was those companies in the industrial goods and services sector. The methodology used was an exploratory study using semi-structured, in-depth interviews with the executives responsible for BBBEE or transformation, as it sometimes called, in each company. While an interview questionnaire was used, the questions asked were fairly open-ended which allowed the subject to be explored fully in each setting. This enabled the researcher to also understand the practicalities of implementing the BBBEE codes within each company and each industry. The results of the study indicated that most companies found it difficult to maintain their BBBEE ratings, with indicative ratings showing a likely overall average drop of three levels. In addition, further discounting in the rating may result from not meeting the sub-minimum levels of the three priority elements. These elements are; ownership, skills development as well as enterprise and supplier development (ESD). Overall, in terms of the impact and challenges in implementing the new codes, companies found that the new codes were onerous, complex in some instances, vague in others, with a potential for misinterpretation and possible manipulation. ESD was found to be the most challenging of the new elements to implement and likely to have the most impact on companies, whereas skills development, which has been doubled from 3% to 6% of the payroll leviable amount, had the biggest impact in terms of cost as assessed on the new codes. Notwithstanding the perceived challenges, companies acknowledged that BBBEE was not only a moral imperative (Fauconnier and Mathur-Helm, 2008), but also a business imperative (Arya and Bassi, 2009) and a licence to trade in South Africa. The study had four main limitations. Firstly, that companies investigated were selected from the Empowerdex Top 100 most empowered companies 2015 survey, completed in May 2015. Within those, only the ones in the industrial and services sector were included in the study. Secondly, that all companies interviewed, regardless of sector, responded to the questions with respect to the generic scorecard, as no sector charters were enacted at the date of writing the research report. Thirdly, the ability to secure the appropriate number of interviews was key, which may affect the quality of the responses and conclusions reached. Finally, because the new codes were implemented on 1 May 2015, which is less than a year from the date of this research report, there is a limitation that limited information is available on the new codes. The effective implementation date of the new codes, means that very little research is likely to have been conducted on the new codes; or the likely impact they could have on companies; or the critical changes between the old codes (2007) and new codes (2013). The researcher hopes this study will enable greater understanding of the codes and assist listed and other companies in strategic decision-making (Horwitz and Jain, 2011) and implementation of transformation initiatives. Furthermore, issues raised as contentious, confusing or due for improvement can be further researched and possibly used by policy-makers as input to future changes in the codes. Further research can also be conducted three to five years from now when the amended codes have been in place for a period that allows implementation by companies. This can either be conducted using a case study that tracks the BBBEE strategies, initiatives and ratings over that period within one company. Alternatively, the researcher can select any one of the five elements and investigate how it has been implemented in different companies over a specific period. / MT2017

In fulfilment of the requirements for the Master of Management in Finance and Investment at the Faculty of Commerce, Law and Management at the University of Witwatersrand Graduate School of Business, 2016 / The increasing number of BB-BEE policies and strategies aimed at supporting SMEs in South Africa is evidence that Black-owned SMEs are important for development of the country. Between 2007 and 2010, the number of SMEs grew by almost 60%, contributing approximately 61% of the country's GDP. In spite of the widespread financial support put in place by government agencies to support them, findings reported that SMEs in South Africa score a relatively high failure rate. Moreover, little is known about the causes of these high failure rates. This thesis aimed at filling the gap in the literature by identifying the risks that South African Black-owned SMEs face. In doing so, Black-owned SME owners/managers were interviewed across various industry sectors. This revealed that although these owners/managers were well educated and skilled, they did not believe that their staff were trained enough. The findings revealed financial risks were still the most prominent risks these SMEs face, which seemingly gave rise to other risk factors such as the lack of access to technological improvements or skilled labour, and their inability to set up or run effective marketing strategic plans. The gap between the supply of and the demand for financial support for Black-owned SMEs could be attributed to a number of factors, including red tape, bureaucracy, corruption, politics and an unstable economy. A number of implications followed from this. For the financial support to reach its target effectively, independent and transparent micro-finance institutions have to be in place. This needs to be coupled with the establishment of a platform for Blackowned SMEs that could be used to market Black-owned SME products and services. Another solution could be the design of SME-aligned skills transfer incubation programmes. Applying the results from this research, one should be careful to consider its limitations because of the small sample size and selection criteria, which imply that these results cannot be generalised beyond the scope of this study. / XL2018

Organisations in South Africa are facing many local and global pressures for reconfiguration through various interventions that encourage global integration and competitiveness, and simultaneously aim to promote social redress and empowerment of the previously disadvantaged in the region. Organisations are required to achieve global competitiveness and economic success, as well as simultaneously allow for redistribution. The aim of the research reported on here, was to explore the influences of local and global trends on the structures and practices of organisations. Questions were asked about the imperatives behind these dynamics specifically those of global competitiveness and local redress, as well as the feasibility of realising these apparently contradictory demands. This was done through a case study of the Monte Vista Hollywood and Sugar Mill Casinos in KwaZulu-Natal, and a comparison with U.S. Indian Reservation casinos. The research findings showed that the responses to the global pressures of competitiveness and local pressures of social redress used by the two casinos, were at times contradictory, questioning whether the industry would have the envisaged positive impacts of economic growth and social redistribution. However, clear answers to these were not forthcoming due to the lack of reliable information, suggesting further research into the topic. / Thesis (M.A.)-University of Natal, Durban, 2001.