Stakeholder engagement

Overview and reporting requirements

Stakeholder   How we communicate with them   What matters to them   How we respond to their concerns  
Economic Development Department   Primary:
  • Quarterly meetings with the DG and other officials
  • Annual strategic meeting between the Minister and the Board
  • Relevant policies e.g. NGP and IPAP
Secondary:
  • Other interactions between IDC employees and EDD officials
  • Industrial capacity development
  • Increased levels of industrial financing resulting in industrial development
  • Increased impact on job creation including through expanding in beneficiation, African regional development, and labour-based sectors of the economy.
  • Proactively identifying opportunities for investment across value chains
  • Impact on localisation of supply for infrastructure build components
  • Lower cost of funding
  • Faster turnaround times and elimination of unnecessary red-tape
  • Moving SA to a less carbon intensive economy
  • Increased industrial development through black economic empowerment and SME development, especially considering the impact that sefa can have
  • Development of poorer regions of the country
  • Improve the impact of activities on youth and women
  • Good governance
  • Controls and systems to mitigate risks
  • Deepen skills pool
  • Assisting with policy research and coordination of government projects
  • Increased communication of successes
  • Financial sustainability
  • Increase industrial development impact including levels of funding to different priority industries in line with mandate
  • R102bn investment over five years
  • Funding for local suppliers to the state infrastructure programme
  • Sourcing competitive funding
  • “Reducing the Red Tape Initiative”
  • Funding for green industries, Green Energy Efficiency Fund
  • Expansionary BEE
  • Support and funding for sefa
  • Regional offices and leveraging on relationships with provincial bodies
  • Socio-economic development initiatives for youth and women co-operatives
  • Facilitating skills transfer through relevant training, e.g. governance and setting up different legal entities
  • Input and co-ordination/project management of government’s Strategic Integrated Projects (SIP 5 and SIP 8)
  • Showcasing IDC impact
  • Striking a balance between pro-active funding and managing IDC’s balance sheet, for responsible lending
National government and the Department of Trade and Industry   Primary:
  • Meetings with relevant portfolio and select committees
  • Relevant policies and plans (NGP, IPAP, NDP, PICC)
Secondary:
  • Other interactions throughout IDC between government officials and IDC employees
  • Development of rural areas
  • Development of poorer regions and provinces
  • Development of SMMEs
  • Black economic empowerment
  • Women empowerment
  • Opportunities for youth
  • Assisting with government projects related to industrial development
  • Regional offices and leveraging on relationships with provincial/local/rural development bodies
  • Local economic development
  • Pro-active identification of projects in poor provinces and rural areas
  • Expansionary BEE
  • Women Entrepreneurial Fund
  • Socio-economic development initiatives for youth and women co-operatives
  • Input and co-ordination/project management of government’s Strategic Integrated Projects (SIP 5 and SIP 8)
Employees   Primary:
  • Employee engagement survey and resulting focus group meetings
Secondary:
  • Board feedback sessions
  • Newsletters
  • Targeted presentations on issues
  • Other ad hoc communication
  • Improved communication regarding IDC’s strategy
  • Appropriate reward and recognition
  • Work satisfaction and a good working environment
  • Information sessions to share IDC’s strategy
  • IDC Star Awards
  • Personal development and benefits
  • Timeous feedback to employees on corporation wide developments.
  • Continuous professional development
Existing clients/project partners  
  • Written and verbal communication
  • Meetings, interactions through sectoral/industry bodies
  • Annual and interim customer surveys
  • Client focus group meetings (CEO roadshow)
  • Faster turnaround times
  • Improved communication
  • Simpler processes and documentation
  • Appropriate structuring
  • Improve access to funding
  • Maintain knowledgeable and professional staff
  • Maintain product variety
  • Provide more up-front support
  • “Reducing the Red Tape Initiative”
  • Constant contact with clients
  • Simpler legal agreements
  • Structuring funding to meet client needs
  • Appropriate pricing considering strategic and development impact
  • Accessibility through regional offices and website
  • Responding to market conditions and formulating new products
  • Pre-investment business support
Regulators  
  • Meetings with National Treasury re. PFMA
  • Good governance
  • Financial sustainability
  • Transparency
  • Keeping within mandate
  • Compliance with PFMA
  • Systems and procedures in place
  • Tabling of IDC’s annual report in Parliament
  • Presentation of results to the media
  • Increase industrial development impact including levels of funding to different priority industries in line with mandate
  • Adhering to the relevant Acts
  • Managing IDC’s balance sheet
Commercial banks/  
  • Due-diligences on IDC
  • Annual ratings review
  • Financial sustainability
  • Levels of debt
  • Liquidity
  • Strategy
  • Systems and procedures in place
  • Managing IDC’s balance sheet
  • Presentation of results via media
  • Increase industrial development impact, including levels of funding to different priority industries, in line with mandate
DFIs/

Rating agencies  

  
SOE funders (UIF + PIC)

  

  • Meetings on review of fund performance
  • Development impact
  • Disbursement of funds
  • Good governance

CASE STUDY

!Khi Solar One

Once completed, this concentrated solar tower power station will be one of the largest in the world. One of the benefits of this project relative to most other renewable energy projects is its ability to store energy and to deliver electricity to the grid during peak times.

Coega Dairy Holdings

The IDC has identified increased competition in the dairy value chain and import substitution in the cheese industry as key sector development goals. We also singled out the need for increased farmer (and specifically B-BBEE) participation in dairy value-adding initiatives.

Windtown Lagoon Resort 

The newly built Windtown Lagoon Resort and Spa reflects the IDC’s focus to funding community-based projects that have potential to create employment opportunities in far-flung regions.


APPROVALS
R13.1 billion
DISBURSEMENTS
R16.0 billion
JOBS FACILITATED
18 922
JOBS SAVED
3 950
© The IDC 2013. All rights not expressly allowed are reserved. P.O. Box 784055, Sandton, 2146, South Africa