Earlier this month draft B-BBEE sector codes for the road freight transport and logistics industry were issued for comment by the Department of Transport (DoT), with a 60-day window provided for public response.

The proposed changes include amendments to allocated weightings in three of the scorecard sub-elements – equity ownership, management control and skills development – and reflect the proposals tabled following industry discussions with the Department of Transport.

For all transport industry players this effectively means that the 2016 B-BBEE scorecard could be dependent on the amended codes, should they be approved.

Sibongile Zikalala, Transformation Director at Imperial Logistics says: “Imperial is exceptionally well placed to rise to the challenge. We are proud of our transformation track record and aim to maintain a leading position as the tougher new scorecard raises the BEE bar – particularly for large organisations.”

Zikalala explained that the group’s BEE roadmap gives a clear indication that Imperial Logistics will achieve a competitive recognition level under the new codes, anticipated to be Level 5 status. Further, she anticipates that Level 4 status will be achieved in 2017, with the group actively targeting Level 3 status by 2020.

In order to avoid being discounted a level, the first challenge under the new codes will be to ensure that the sub-minimums for net value, skills development and preferential procurement are met.

“Our approach to transformation is much more than just meeting targets and we are committed to the constant re-evaluation of our achievements. The new codes represent just such an opportunity and Imperial views this as an incentive to keep doing the things that have earned it the position of an industry leader in some BEE indicators – and to push harder in areas in which it may be falling short,” Zikalala added.

She said in terms of net value, Imperial Logistics was proud to be leading the industry with recognition of full points – which meant that more than 25% equity ownership was vested in the hands of black shareholders.

Zikalala stressed that the complexity and scale of Imperial’s business meant that the group would have to work hard to achieve minimums for skills development and preferential procurement. “We want to help our clients benefit from an enterprise development perspective and we are applying our logistics and supply chain experience to identifying, mentoring and upskilling enterprise development partners to work directly with clients.


“It is proving to be a win-win situation for our clients and their enterprise development beneficiaries and Imperial is happy to make a revenue sacrifice in order to nurture fledgling enterprises and assist clients with their procurement scorecards,” she added.

Imperial is thus working to develop a pipeline of QSE and EME suppliers, actively seeking out businesses with which to collaborate, and offering guidance and training, she concluded.