Transformation tops Imperial's agenda
Reflecting the group’s unwavering commitment to transformation, Imperial Logistics has received its 2013 certification as a Level 3 B-BBEE company, with a value add preferential procurement status of 137.5 percent.
The organisation’s outstanding BEE scorecard recently contributed to its success in winning a contract with leading global gas supplier Air Liquide.
Transformation Manager Prince Mphogo said: “Imperial Logistics was highly competitive on the BEE score in the tender process and outscored competitors in almost every category.”
The group’s total BEE score was the highest out of all four competitors, which were assessed on elements including management and control, preferential procurement, enterprise development and socio economic responsibility.
Imperial Logistics Sustainability Director, Sibongile Zikalala explains that Imperial Logistics’ value add status enhances the group’s preferential procurement level from 110 percent to 137.5 percent, which is higher than that of a Level 1 status supplier.
“To ensure that we contribute to a sustainable, equitable society and economic transformation of South Africa, we have aligned our efforts to the Road Freight sub-sector code for BBBEE,” she said.
Imperial Logistics was verified by AQRate verification services on the Generic Scorecard for the Road Freight sub-sector in November 2013.
To meet the challenge of accurately tracking and measuring B-BBEE performance and targets across some 70 operating units, Imperial has invested in a unique IT system.
Zikalala added: “We partnered with Mpowered Business Solutions to utilise their BEE software solutions which assist us in generating monthly scorecards for each unit, automate preferential procurement and also consolidates to the group scorecard.
“The system enables the group to successfully manage continuous improvement of its transformation in a decentralised environment.”
“B-BBEE is a business critical, strategic imperative that aligns to the global principles of sustainability. Imperial Logistics leadership has adopted a pro-active approach to managing the broader BEE process to leverage this process and derive a competitive advantage – for ourselves and our clients,” she concluded.
5 minutes with... Janthana Kaenprakhamroy, CEO, Tapoly
Founder and CEO of award-winning insurtech firm Tapoly, Janthana Kaenprakhamroy heads up Europe’s first on-demand insurance platform for the gig economy, winning industry awards, innovating in the digital insurance space, and leading with inclusivity.
Here, Business Chief talks to Janthana about her leadership style and skills.
What do you do, in a nutshell?
I’m founder and CEO of Tapoly, a digital MGA providing a full stack of commercial lines insurance specifically for SMEs and freelancers, as well as a SaaS solution to connect insurers with their distribution partners. We build bespoke, end-to-end platforms encompassing the whole customer journey, but can also integrate our APIs within existing systems. We were proud to win Insurance Provider of the Year at the British Small Business Awards 2018 and receive silver in the Insurtech category at the Efma & Accenture Innovation in Insurance Awards 2019.
How would you describe your leadership style?
I try to be as inclusive a leader as possible. I’m committed to creating space for everyone to shine. Many of the roles at Tapoly are performed by women and I speak at industry events to encourage more people to get involved in insurance/insurtech. Similarly, I always try to maintain a growth mindset. I think it’s important to retain values to support learning and development, like reliability, working hard and punctuality.
What’s the best leadership advice you’ve received?
Build your network and seek advice. As a leader, you need smart people around you to help you grow your business. It’s not about personally being the best, but being able to find resources and get help where needed.
How do you see leadership changing in a COVID world?
I think the pandemic has proven the importance of inclusive leadership so that everyone feels supported and valued. It’s also shown the importance of being flexible as a leader. We’ve had to remain adaptable to continue delivering high levels of customer service. This flexibility has also been important when supporting employees as everyone has had individual pressures to deal with during this time. Leaders should continue to embed this flexibility within their organisations moving forward.
They say ‘from every crisis comes opportunity’, what opportunities do you see?
The past year has been challenging, but it has also proven the importance of digital transformation in insurance. When working from home was required, it was much harder for insurers to adjust who had not embedded technology within their operating processes because they did not have data stored in the cloud and it caused communication delays with concerned customers at a time when this communication should have been a priority, which ultimately impacts the level of customer satisfaction. This demonstrates the importance of what we are trying to achieve at Tapoly in driving digitalisation in insurance and making communication between insurers and distribution partners seamless.
What advice would you give to your younger self just starting out in the industry?
Start sooner, don’t be afraid to take (calculated) risks and make sure you raise enough money to get you through the initial seed stage.