Now that the media circus surrounding the recent spate of agency empowerment deals has decamped, black advertising professionals are left confronting the familiar old issues. Black economic empowerment (BEE) imperatives continue to receive minimal buy-in from line managers, agency boards have failed to articulate clear roles and guidelines, and there is a continued reluctance to set measurable numerical targets.
Once again the mood is spiralling towards negativity, with white staff constantly distracted by the threat of lay-offs and black staff weary of the corporate musical chairs that often masquerades as BEE. A more cynical view would argue that many of the deals have been more about self-enrichment than broad-based economic empowerment. Either way, nine years into the new South Africa, we are still grappling to define our role in a transforming society.
Sustainable and meaningful BEE needs to engage three strategic theatres: broadening equity ownership to include individuals from previously disadvantaged communities; strategic alliances that encourage representivity from all the suppliers in our value chain; and the establishment of employment equity norms that are reflective of the spirit of our national constitution.
Taking a leaf out of the mining charter, the blueprint of our industry scorecard should address the following empowerment issues:Board representation needs to be complemented by independent non-executive directors tasked with entrenching workplace diversity and directing agency transformation as a source of competitive advantage.
Employment equity and human resource planning ought to improve access to the industry for new candidates at the one end, and outline clear managerial succession plans at the other, as a means of ensuring that agencies attract and retain a world class calibre of black professionals.
Skills transfer programmes must focus on building capacity in core business management and strategic planning skills amongst black candidates to ensure the continued survival, and social relevance, of the sector.
Income parity advancements need to be fast-tracked so that we can improve the attractiveness of the industry in order to retain key staff, and widen the recruitment pool at senior levels.
Equitable supply chain management strategies need to be implemented to ensure that we draw on a broader set of suppliers in order to build capacity in communities that have fallen outside the traditional supplier roster.
Community enrichment programmes such as learnerships, pro bono assignments, lecture tours, or career guidance need to form part of a broader corporate social investment strategy that seeks to inspire and draw from the communities we serve.
As intimated, these elements should form the basis of an empowerment charter to complement the joint industry mission and vision presented to parliament’s Portfolio Committee on Communications.
The reorganisation of the Advertising and Communications Association, the Marketing Federation of South Africa, the Advertising Media Forum, and the launch of a new media owner representative body should give renewed impetus to the GCIS facilitated industry transformation forums. Government has signalled a readiness to consolidate and implement key elements of the BEE Charter.
The advertising and communications industry now more than ever needs to exercise leadership and begin hammering out an industry media and communications charter scorecard detailing how media owner organisations, marketers, production companies, advertising and communications agencies plan to comply with empowerment and ownership transfer in our interdependent business areas.