Afrirent Holdings – Business Report Q&A

1. Can Thenjiwe share some of the challenges she faced in the industry and during her career?

As a woman in the fleet management industry, I have observed a significant challenge with underrepresentation of women in leadership roles. While we have seen progress in terms of women entering the workforce, they continue to be underrepresented in positions of leadership. This disparity can pose obstacles for women seeking to advance their careers within our industry.

Diversity is essential in any sector, including fleet management. Women bring a unique perspective and skill set to the table, which can be invaluable for companies seeking to identify new opportunities and innovate solutions to challenges. However, without adequate representation in leadership roles, these valuable contributions may go unrecognised or underutilised.

Addressing this challenge requires a concerted effort to promote gender diversity and inclusivity within our industry. This may involve implementing policies and initiatives aimed at supporting the advancement of women, such as mentorship programs, leadership development training, and creating a more inclusive work culture.

By actively promoting the representation of women in leadership roles, we not only support the career advancement of talented individuals but also foster a more dynamic and innovative industry as a whole.

2. Where did Thenjiwe work in the public sector and in what role?

• • Director Risk Management, Department of Cooperative Governance and Traditional Affairs (COGTA), September 2012 – October 2014
  • Deputy Director, Department of Human Settlements, April 2009 to August 2011

3. What did she learn in the public sector that she will be utilising in her new role as CEO?

I spearheaded the creation and execution of the Enterprise Risk Management (ERM) framework, setting the stage for proactive anticipation, evaluation, and mitigation of risks within the Department.

Operating a fleet involves navigating various challenges and potential risks, spanning regulatory compliance, driver safety, and vehicle maintenance. Each facet demands meticulous oversight to uphold operational efficiency and safeguard your organisation’s financial standing.

Through vigilant management of fleet risks and a steadfast commitment to safety protocols, you not only mitigate the probability of accidents and legal liabilities but also fortify your company’s reputation. This proactive approach diminishes the perceived litigation risk, positioning your business as a more appealing prospect to shareholders and potential investors.

4. Can Thenjiwe also share some of her background info with us, where did she grow up, where did she study, etc?

My career trajectory began as an Internal Auditor at the Department of Human Settlements. This stepping stone led me to the Deputy Director: Risk Management role. In this capacity, I played a crucial role in the Department’s intricate risk management framework. My journey comprised strategic policy implementation, expert risk identification, and developing structured risk records.

Thereafter, I was appointed as Director Risk Management by the Department of Cooperative Governance and Traditional Affairs (COGTA). In this role, I oversaw the Department’s risk management strategies, policies, and systems in alignment with its core values and goals. My strategic insight contributed by providing guidance, enabling well-informed decisions, and steering proactive risk mitigation while ensuring alignment with broader objectives. I led the Departmental Risk Management Committee, offering leadership and support to Risk Champions, fostering a collective path to success. My commitment to ethics and fraud prevention cultivated an environment of integrity and adherence to the highest ethical standards.

I officially joined Afrirent in 2012 to strengthen Corporate Governance and other compliance structures and to ensure that the vision of Afrirent is supported from the financial side.

I have bachelor’s degree in technology in Internal Auditing from the Tshwane University of Technology, in addition to a National Diploma in Internal Auditing from the same institution in 2003. Furthermore, I have recently obtained an MBA at Edinburgh Napier University.

5. What does Thenjiwe like to say about taking on this new role and how does she intend on making it a success?

I am enthusiastic about embracing the new role and see it as an exciting opportunity for growth and impact. With over a decade of experience as Chief Financial Officer and Managing Director, I recognise the importance of financial, operational, and risk management within Afrirent Holdings.

I am committed to guiding Afrirent towards long-term sustainability. As a strong believer in corporate citizenship and social responsibility, I hope to strengthen our positive impact on society, fiercely protecting the company’s reputation, and shaping its boundless future.

I believe in staying abreast of industry trends, best practices, and emerging technologies. By continuously expanding my knowledge and skills, I can adapt to evolving challenges and opportunities.

I also recognise the significance of building strong relationships with colleagues, stakeholders, and clients. Open communication, collaboration, and trust are essential for fostering a supportive and productive work environment.

6. The tourism industry was hit hard during the pandemic, what are her views and thoughts on the revival in the industry?

South Africa’s tourism industry is showing promising signs of recovery. Afrirent’s Indalo Hotels and Leisure and Skukuza Golf Club, focus on promoting domestic tourism despite the challenges, such as rising expenses for South Africans. We aim to make domestic travel more appealing by adjusting prices and emphasising the cultural importance of exploring our country’s attractions.

Additionally, corporate travel and conference events have resumed as professionals seek face-to-face interactions after extensive virtual meetings.

In addition to promoting domestic tourism, attracting international travellers is vital for the full recovery of South Africa’s tourism industry. International tourists bring in significant revenue and exposure to the country, contributing to job creation and economic growth.

To entice international travellers, it is crucial to maintain and enhance South Africa’s reputation as a premier tourist destination. This involves addressing concerns such as crime rates and visa processing inefficiencies to ensure a positive experience for international visitors. Streamlining visa procedures and enhancing safety measures can help alleviate any apprehensions and make South Africa a more attractive destination.

To further boost the industry’s revival, it’s essential to improve infrastructure, particularly roads, to enhance the overall travel experience.