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from Cr adle to C areerannual revieW13/14AFRIKA TIKKUN

N P C

vision

A sustainable future for children in South African townships.

mission

Afrika Tikkun is dedicated to investing in education, health and social services for children, youth and their families through its Community Centres of Excellence and strategic partnerships.

afrik a tikkun strateGiC allianCes

three operatinG entities

maafrika tikkun endowment trust “mat”

BBBEE Equity Ownership

Investment Management

Legacy to Life Endowment

Beneficiary Awards

100% shareholder

matnpC ats

afrika tikkun (not for profit Company – npC)

(hereinafter referred to as “afrika tikkun”)

Early Childhood Development (ECD)

Child and Youth Development

Support Services

(1 to 18 years)

afrika tikkun services (pty) limited ats

(hereinafter referred to as “ats”)

Consulting – BBBEE Scorecard & Equity Employment

Job Readiness Training

Recruitment & Placements

(19 to 35 years)

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Citizenship is a vital component of Barclay’s overall ethos in becoming the go-to bank on the continent. Community investment and, more particularly, how we remain relevant to the communities in which we operate, is a key pillar of our citizenship-agenda.

Our community investment team focuses on projects that develop the financial-, enterprise development-, and numeracy and literacy skills of disadvantaged youths between 10 and 35 years – increasing their chances of employment. We have a strong preference for initiatives that are innovative, use different channels to increase their reach, and collaborate to evolve with best practice, thereby increasing their impact. We particularly look for programmes that address both supply and demand, linking an initiative to an opportunity.

We are very excited to commit to two projects with Afrika Tikkun in 2014, as both showcase best practice and innovation. The Afrika Tikkun Employability Project not only provides excellent training, but also has the right networks to ensure job placements for at least 50% of participants. Likewise, the Step-Up-2-a-Start-Up enterprise development project, that includes the best of international and local thinking, reaches 15,000 youths through movie theatres.

As a financial services organisation, this focus enables us to allocate significant business resources in support of these programmes, as well as mobilise colleagues through volunteering. We hope that these efforts will make a true difference in building a better world for South Africa’s youth.

Stephen van CollerChief Executive Corporate & investment Banking, Barclays africa Group

BuildinG a Better World With BarClays

AFRIK A TIKKUN ANNUAL REVIEW 13/141

neW initiatives ChanGinG lives

The issue of growing youth unemployment is increasingly recognized as one of the most disturbing economic and social issues facing the country.

One in two youth under the age of 25 is unemployed, and most unemployed young people don’t have the knowledge or resources to generate a sustainable income.

The repercussions affect the stability of the country’s future, whilst draining social funding. The remedy does not lie in quick-fix training programs, applied in isolation by individual corporate organisations. Intervention is required early on in a child’s development, particularly where children have few role models of sustained permanent employment.

In light of these facts, Afrika Tikkun Services (Pty) Limited was established as a separate entity to the developmental activities of the non-profit entity to provide job readiness-training and consulting services, with the support of a handful of key companies who saw economic value in the project – from a BBBEE perspective as well as the potential of new employees from the pool of applicants developed and screened by Afrika Tikkun Services (Pty) Limited.

The results achieved in the first year of operations were in line with expectations, and the newly appointed team under the management of Errol Pillay are to be complimented for establishing a solid foundation in this complex, but promising, business sector.

The MaAfrika Tikkun Endowment Trust was fortunate to see an improvement in the value of its equity holdings, and the trustees extend genuine appreciation to those corporations, particularly the Redefine Group, who saw value in retaining and growing our participation in their equity structures. MaAfrika Tikkun Endowment Trust is a well-suited BBBEE partner capable of delivering tangible SED, job training, and placement- and advisory services to equity partners who recognize our integrated approach.

2AFRIK A TIKKUN (NPC) – CHAIRMAN’S REPORT

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Whilst numerous other NGO’s were forced to close their doors due to funding constraints, Afrika Tikkun was able to meet and slightly exceed its budget – but only just, and all indications are that the next few years will prove to be most challenging. The board has therefore continued to plan conservatively, and cash flow and cash management remains a priority. The achievements of the organisation were remarkable, considering the effects of retrenchment and cut-backs of certain activities. But sound and firm business practises, combined with an authentic care for the beneficiaries, ensured that the organisation maintained its prized standing within communities.

Whilst we are, I believe, justifiably proud of what we’re achieving, it is difficult to budget ahead because of the uncertainty of finances. Therefore, in particular, if we had government to not only applaud us, which they do, but to jointly participate with us in our programmes, the outcome can be dramatically improved. Not only could we then deploy increased capital, but know that we have an assured stream of money without living with the uncertainty and fear that we may have to reduce our programmes and put children back on the streets. We also hope that our donors support us in our desire to work with government, because there is a tangible need in our country and we need to employ our resources into joint programmes that may boost this economy.

I would like to extend my appreciation to my fellow board colleagues who genuinely contribute not only to governance in terms of ensuring adequate controls, but add value through contributing their wealth of personal and professional knowledge to the business of developing children and youth into the mainstream South African economy. In so doing, they empower local communities to empower themselves – ultimately the most effective way of ensuring sustainability.

I wish the executive team and all of the Tikkun family, allied organisations, government participants and partners great success as we embark on this motivated new course of creating employable resources so desperately needed in this wonderful country of ours.

Bertie LubnerChairman

3 AFRIK A TIKKUN (NPC) – CHAIRMAN’S REPORT

4Afrika Tikkun – FROM CR ADLE TO CAREER

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5 Afrika Tikkun – FROM CR ADLE TO CAREER

The strategic alliances of Afrika Tikkun address the demand for corporates, foundations, private individuals and government departments to develop children from disadvantaged backgrounds into jobs and entrepreneurial opportunities. The association provides for the development of infants through to the end of their schooling through Afrika Tikkun (NPC) operating from community centres in townships across South Africa.

However these development efforts were not enough to ensure employment for township youth. Afrika Tikkun (Pty) Limited (ATS) was formed, an Enterprise Development, training and placement company with the vision to secure employment and break the cycle of poverty.

Each company is governed by separate boards and managed by independent executive management as each has a separate but

aligned set of objectives.

Afrika Tikkun takes a holistic approach to the development of children and youth who seek to address their educational, psychosocial, health and economic needs. In order to provide services and interventions that support them from cradle to career, Afrika Tikkun has three core programmes, each focused on specific developmental and age-appropriate needs:

1. Early Childhood Development (ECD) provides home-based together with centre-based support for children up to 6 years of age, and development services for those aged 2-6, getting them school-ready.

2. Child and Youth Development (CYD) provides sports, arts and culture, learning, homework support, and life-skills intervention for specific age groups of 7-9 years, 10-13 years, 14-16 years and 17-18 years. The key outcome is a higher matric pass rate, whilst also providing career information and further learning opportunities.

3. Skills and Enterprise Development (SED) which are offered from an alliance with ATS, a separate legal entity provides career guidance, job readiness-training, entrepreneurial training, job placement and bursaries for further learning. It targets young adults aged 19-35, with a matric or equivalent. The key outcome is to equip young people with skills to navigate the labour market and find sustainable employment or create new enterprises.

ChanGinG lives: from Cradle to Career

6AFRIK A TIKKUN (NPC) – CEO REPORT

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While the latter programmes are designed to build on skills acquired in the previous levels, each programme also offers specific educational- and developmental outcomes in its own right. As such, participants can enter, exit, and re-enter the programmes at any point.

In line with Afrika Tikkun’s holistic approach to child and youth development, the programmes also offer support services including primary health care services, nutritional and food security services; and family support services for children, youth and their families on a case-by-case basis.

7 AFRIK A TIKKUN (NPC) – CEO REPORT

Year upon year, Afrika Tikkun strives to improve its service offering and refine its practices in order to offer the maximum possible value for all beneficiaries and partners in the long run.

This year, some exciting new initiatives have already shown great promise, building on our already-solid foundation:

a neW eraThis past year, Afrika Tikkun embarked on a strategy to improve the effectiveness of the centre based-programmes, and orienting the child- and youth development programmes towards the ultimate goal of creating employable individuals who would be introduced to job opportunities.

Improved library support services and computer-based learning replaced some of the recreational activities that were considered less important in the career development-process.

We will continue to refine these programmes as we work with major players in the development of career readiness programmes. The ultimate plan is to ensure that Afrika Tikkun is regarded as a leading provider of competent first-time job seekers and potential graduates of university programmes.

Emphasis is being placed on exceptional matric results, requiring many years of pre-matric preparation in both life skills and academic support. We will achieve this by integrating the specialised services of other complementary organisations.

The reorientation of our services requires constant monitoring and evaluation as a standard in our daily processes. As such, a more advanced evaluation system will be implemented this year. By having access to this impact data and statistical reports, we will be able to constantly analyse the effect of our work.

The plan for the year ahead is to grow the number of youth graduating from the Afrika Tikkun centres so that they become eligible for placement by ATS and other placement organisations.

speCial thanksThis past year, operating costs at Afrika Tikkun sites were kept below budget at R44,957,255, whilst organisational overheads including marketing, fundraising and financial administration amounted to a further R9,208,272. The R54,225,118 income received therefore covered the total costs of R54,165,527, with operating overheads representing 83% of the total income.

neW initiatives and tanGiBle results

8AFRIK A TIKKUN (NPC) – CEO REPORT

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My sincere thanks to everyone who helped make this possible. May we continue to forge ahead, building on our blessed

success, in the years to come.

• AfrikaTikkuncontinuestoinvestinthecompetenciesofitsstaffatalllevels.This differentiates the organisation from many others, as on-going training ensures that the organisation operates at optimal efficiency. It is most encouraging to see the development of managerial teams who competently bring their own creativity and enthusiasm to specific operational areas. Our culture of encouraging individuals to direct their enthusiasm into tangible and measurable outcomes is one of the reasons we are able to attract and retain the staff that we do. I would like to thank the family of 578 staff members who bring meaningful change to so many young lives every day.

• Iwouldalsoliketopaytributetothemanyprofessionalspecialistorganisationsensuring that we are well-guided in our efforts.

• Inthankingourvarioussupporterswhoensuredthattheorganisationwasfunded with R54 million, I also acknowledge the work of the development team championed by Onyi Nwaneri. Onyi not only goes in search of funds, but together with our esteemed Executive Deputy Chairman Herby Rosenberg, ensures we co-opt contributors as family, friends and indeed partners.

• LeonievanTonder,anoutstandingmanagerofbothpeopleandsystems,tookover the role of organisational COO in January. She successfully implemented an organisational behavioural realignment-plan for leadership, driven by value-defined principles, and her impact has been immediate and most effective.

• MythankstotheindefatigableArnoldForman,whoseattentiontodetailand strict control gives us the security of operating from a place of financial knowledge, while stakeholders have a very practical understanding of our performance.

• MygratitudetochairmanBertieLubner,themostresponsibleyetpassionatehuman being I know, to our boards of directors and trustees who have supported this pioneering and ambitious vision, and to all who have encouraged us in whatever form to build a world of better prospects for us all.

Marc LubnerCEO

9 AFRIK A TIKKUN ANNUAL REVIEW 13/14

Board of direCtors

Lubner, BertieChairman

Castle, MoonyeenNon-executive Director

Hazdan, Rabbi DovidNon-executive Director

Rosenberg, HerbyExecutive Deputy Chairman

Harris, AnnNon-executive Director

Boiskin, LiAlternate Non-executive Director

to Moonyeen Castle

Lubner, MarcChief Executive Officer

Khumalo, BonganiNon-executive Director

Lucas-Bull, WendyNon-executive Director

patronsRaymond Ackerman, Yvonne Chaka Chaka, Basil Hersov, Ronnie Lubner, Gill Marcus, Irene Menell, Elliot Osrin, Cycril Ramaphosa and Eric Samson.

10AFRIK A TIKKUN (NPC) – BOARD OF DIRECTORS

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Forman, ArnoldFinancial Director

Loubser, RussellNon-executive Director

Mokgatle, DollyNon-executive Director

Basserabie, ArnoldNon-executive Director

Mohan, KarunaNon-executive Director

Jabu, MoleketiNon-executive Director

AFRIK A TIKKUN ANNUAL REVIEW 13/1411

To ensure the proper functioning of an operation the size of Afrika Tikkun, several systems are in place to closely monitor all activities:

Afrika Tikkun is governed by a board of directors and managed by a CEO who is an ex-officio of the board. The board meets quarterly, with an annual general meeting and report of the annual audited financials. The members are professionals with degrees in the fields of accountancy, law, business administration and other masters degrees.

The Executive Management Committee (EXCO), which includes departmental and programme heads, is made up of professionals from different backgrounds, including law, human rights, finance and the fields of child- and youth care. This team meets bi-weekly to provide managerial direction and risk assessment, and to ensure cost-efficiency the best possible programme delivery.

As an organisation, we continuously develop new systems that analyse and oversee risk, quality, procurement, finances, human resources and information management to ensure proper management and delivery of projects. All our systems are guided by the following policies: Human Resources Policy, HIV Policy, Financial Policy, ICT Policy, Child Protection Policy, and others.

monitorinG and evaluation (m&e)The broad M&E components of our programme are based on a theory of change, which has been tested and approved across the organisation. Some of the monitoring tools that we currently use include:

• SowetoCareSystem:DatabasesoftwaredesignedtofacilitatetheclientadministrationofNGOs;

focusing on home-based care, orphans and vulnerable children, and voluntary counselling and

testing. Clients, employees, home-visits, client needs and programmes can be entered and updated

in the system, after which comprehensive reports for management and partners are generated, and

these reports can be accessed at any time.

• Implementation-andlogframe-plans:Anannualstrategiclogframelistsalltheobjectives,activities,targets, indicators and means of verification. Log frames are reviewed quarterly with programme staff and in monthly supervisory sessions with programme managers.

• Weekly/monthlynarrativereports:Weeklyhighlights,currentsuccessstoriesandmonthlynarrativereports discuss impact, challenges and targets.

• Management/financialreports:Monthlymanagementreportsarepreparedpersite,perprogramme(comparing actual costs and budgeted costs/beneficiaries). The budget is prepared in conjunction with the implementation- and log frame-plans.

Arnold FormanFinancial Director

a Well-oiled maChine

12AFRIK A TIKKUN (NPC) – MANAGEMENT AND GOVERNANCE

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orGanoGram

Board of directorsChairman: Bertie Lubner

audit and risk Committee

Chairman: Arnold Basserabie

CeoMarc Lubner

financial managerChristine Pestana

operationsCentre General Managers:

Sipho MamizePatricia LedwabaManny MhlangaXolani Sampies

Lizo MadingaLizeka Rantsawa

Delia Engle

head of fundraising and

marketingOnyi Nwaneri

financial director Arnold Forman

Coo Leonie van Tonder

legal, Governance & Client relations

Herby Rosenberg (Executive Deputy Chairman)

monitoring and evaluation

Ronnie Simmons

13 AFRIK A TIKKUN (NPC) – ORGANOGR AM

faCts and fiGures

our Community Centres

Gauteng

Wings of life: diepsloot

Over 800,000 residents reside in this sea of shacks not far from the plush northern Johannesburg suburbs of Dainfern and Chartwell. It’s one of the largest informal settlements in the country.

Manager, Sipho Mamize

phutaditjaba: alexandra

One of the oldest townships in Gauteng, Alex is home to some 500,000 people in 5,210 houses, 34,000 shacks, three hostel complexes and around 2,500 flats.

General Manager, Patricia Ledwaba

arekopaneng: orange farm

Over 1million people live in the largest informal settlement in the country, 45km south of Johannesburg. It’s a fairly new settlement and the original inhabitants, laid-off farm workers, moved here in 1988.

General Manager, Manny Mhlanga

afrika tikkun uthando Centre: Braampark

In July 2012, this centre relocated from Hillbrow to vibrant Braampark – a multicultural melting pot of decaying blocks of flats that are home to more than 1million South Africans, Zambians, Nigerians, Zimbabweans, Angolans, Mozambicans and Congolese.

General Manager, Xolani Sampies

14AFRIK A TIKKUN (NPC) – COMMUNIT Y IMPACT

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Cape town

Zolile malindi Community Centre: mfuleni

More than 45,000 people live in poverty in this severely under-resourced area bordering Khayelitsha on the Cape Flats.

General Manger, Lizo Madinga

nelson mandela peace park: delft

Lying north of Cape Town on the Cape Flats, drug trafficking and socio-economic problems are rife in this community, where unemployment exceeds 70% among its 100,000 residents.

General Manager, Lizeka Rantsane

primary health Care: delft and mfuleni

300 staff employed under the contract of the Department of Health (Western Cape) to provide primary health care support services to individuals in impoverished township comunities.

afrika tikkun• Reaches6,565beneficiariesonamonthlybasis,includingchildren,youthand

their families.

• Helped307GradeRsgraduatethroughourEarlyChildhoodDevelopmentprogramme in 2013, and placed them in surrounding primary schools.

• Supportedagreatnumberofmatriculantsin2013,resultinginamatricpassrateof96%, compared to 85% in the previous year, with over 30 distinctions.

• Servesover50,000mealstochildren,youthandtheirfamiliesonanannualbasis.

• Createdover600jobsinthecommunitiesweoperatein,whilemorethan85%ofstaff members are from these communities already.

• 13,056beneficiariesreachedthroughprimaryhealthcareonamonthlybasis.

• Totalbeneficiariesreachedintheyearunderreviewis19,621.

AFRIK A TIKKUN ANNUAL REVIEW 13/1415

An average of 5,413 children received daily after-school care, and care during school holidays

AFRIK A TIKKUN ANNUAL REVIEW 13/14 16

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This past year, an intensive focus on staff members has already shown great results. The year kicked off with a coaching programme for general managers, which immediately resulted in a remarkable improvement in their respective handling of tasks. A staff satisfaction survey was then conducted, which highlighted three main concerns. These were unfairness in the workplace, lack of communication up and down the line, and security concerns.

All these matters were addressed with practical solutions. Communication forums were created to immediately address staff concerns in each of the Afrika Tikkun centres, while only matters that the general managers cannot handle are referred up the line. To date, all issues have been promptly dealt with, and resolved. Security changes were made where possible in the areas around our centres in order to accommodate the staff.

The philosophy of Care and Growth, an extraordinary approach to principled leadership, was rolled out to staff – starting with the executive management committee. The aim is to focus leadership on their role, and those of others, to establish a basis for legitimate leadership – a leadership style where integrity and trustworthiness are the main drivers to ensure a trustworthy and enthusiastic team. Twenty staff members from the Early Childhood Development Centres completed the NQF4-training course, and four staff members received NQF5 training. All teachers are now NQF4-graded, or higher qualified.

In the Child and Youth Programme, 52 of our facilitators also qualified as child- and youth workers on an NQF4-level. The staff members’ tireless work had tangible effects in beneficiaries’ lives. We cared for an average of 1,152 children per day throughout the year in the Early Childhood Development Centres.

In the Child and Youth-programme, an average of 5,413 children received daily after-school care, and care during school holidays. The well-supported libraries and IT-laboratories in these centres equip the children with the skills to achieve better results in their school work, and, as such, a better chance of successful careers. In the life skills- and arts and crafts-classes, children are also equipped with creative knowledge and the opportunity to express themselves on a new level and in a supportive environment.

The Family Support Services-section, headed up by social workers, worked endlessly to create a better and more supportive environment for children at home. Some of the services include provision of food parcels, assistance with grants, and primary health support. They also got involved in a number of crime cases, where much-needed support was given to the affected families.

We look forward to the new year, and the opportunity to serve communities through a better-qualified, responsible and accountable workforce.

Leonie van TonderCOO

happy staff, happy families

17 AFRIK A TIKKUN (NPC) – A NOTE FROM THE COO

finanCial revieW

Comprehensive operatinG statement for the period ended 28 feBruary 2014

Figures in Rands

summary: 2014total mfuleni alexandra delft diepsloot orange farm uthando

Net Fundraising 47 269 287

Donations raised 54 225 118

Marketing and fundraising costs (6 955 831)

Other Income 2 526 318

Interest received 883 460

Income from beneficiaries 1 642 858

Total Income Received 49 795 605

Head office expenditure (1 584 573)

Cradle to Career Expenditure (35 215 190) (5 636 374) (5 308 241) (4 988 622) (7 025 309) (7 967 621) (4 289 023)

Early childhood development (9 155 537) (1 507 209) (1 434 845) - (2 105 140) (2 258 930) (1 849 413)

Child & youth development – pre-matric (23 784 889) (3 888 095) (3 380 891) (4 783 143) (4 494 103) (5 031 315) (2 207 342)

Staff skills development (2 274 764) (241 070) (492 505) (205 479) (426 066) (677 376) (232 268)

Community Outreach Costs (9 742 064)

Health Care & Intervention Programmes (6 976 365)

Adult learning skills (234 522)

Empowerment program for children with disabilities (381 843)

Emergency outreach (1 398 395)

Employment creation project - National Development Agency (213 535)

Ancillary social projects - Department of Social Development (537 404)

Net surplus for the year including designated funds 2 585 909

18AFRIK A TIKKUN (NPC) – FINANCIALS

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Comprehensive operatinG statement for the period ended 28 feBruary 2013

Figures in Rands

summary: 2013total mfuleni alexandra delft diepsloot orange farm uthando

Net Fundraising 46 703 918

Donations raised 55 370 150

Marketing and fundraising costs (8 666 232)

Other Income 2 338 644

Interest received 724 163

Income from beneficiaries 1 614 481

Total Income Received 49 042 562

Head office expenditure (2 002 310)

Cradle to Career Expenditure (45 589 060) (8 691 092) (5 844 814) (5 795 339) (9 181 009) (8 727 777) (7 349 029)

Early childhood development (9 713 697) (737 642) (1 230 754) (812 335) (1 973 809) (2 101 920) (2 857 237)

Child & youth development – pre-matric (35 110 539) (7 768 685) (4 515 248) (4 831 501) (7 117 235) (6 412 840) (4 465 030)

Staff skills development (764 824) (184 765) (98 812) (151 503) (89 965) (213 017) (26 762)

Community Outreach Costs (7 107 728)

Gender based violence project (1 028 314)

Health Care & Intervention Programmes (3 618 214)

Adult learning skills (258 829)

Emergency support (924 580)

Employment creation project - National Development Agency (568 483)

Ancillary social projects - Department of Social Development (458 508)

Ancillary youth projects - BASA (250 800)

Net deficit for the year including designated funds (5 656 536)

AFRIK A TIKKUN ANNUAL REVIEW 13/1419

For the past 15 years we have assisted with the audit of Afrika Tikkun. To watch their growth and increased scope of projects evolve over the years has been a humbling and uplifting experience.

Afrika Tikkun’s Cradle to Career model invests in the development of children from early infancy into young adulthood and into the world of work. This approach ties in closely with Grant Thornton’s objective of growing our profession and our country. Over 2% of our fees are dedicated annually to the upliftment of our community, made up mainly by donating the time and expertise of our professionals.

It is indeed a privilege to assist AfrikaTikkun as auditors and accountants and we hope to continue our association with this extraordinary organisation for many years to come.

Garron Chaitowitz, director of Grant Thornton auditor to Afrika Tikkun for many years.

G M ChaitowitzDirector

Chartered accountant (sa)

registered auditor

42 Weirda road West | Weirda valley | 2196

thanks to Grant thorton

AFRIK A TIKKUN ANNUAL REVIEW 13/14 20

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AFRIK A TIKKUN ANNUAL REVIEW 13/1421

fundraisinG thanks

usaImpact speaks louder than words. We are proud to say that Afrika Tikkun USA rose to the challenge and we are making a difference in the lives of those in need from cradle to career, thanks to the steadfast support of our donors and partners. Our USA board continues to provide expertise in strategy, finance and governance. Afrika Tikkun’s new young Junior Board also nurtures a passionate group of school age-youth who are eager to live out their values, building a new generation of leadership.

Your collaborative support offers structure and stability to over 18,000 beneficiaries, allowing Afrika Tikkun to develop and empower them. When you invest in Afrika Tikkun USA you are helping a strong team to work towards a unified goal.

Brian Anderson (Chairman), Diana Anderson (Executive Director)

united kinGdomAfrika Tikkun UK would like to express our eternal gratitude to all our loyal supporters: individuals, corporates, trusts and foundations alike. Your generous donations allow Afrika Tikkun UK to contribute significantly to the life-changing cradle to career-programmes run by Afrika Tikkun. 2013/2014 was an exciting year, with a number of significant changes at Afrika Tikkun UK. The UK board has continued to provide invaluable support to the organisation through their expertise, innovative fundraising ideas, connections and passion as well as their significant financial support. We are so appreciative of their unwavering commitment, drive and enthusiasm for our work.

We would like to thank each one of our donors for their on-going support. Working together, we can ensure a sustainable future for thousands of young people in South Africa.

Gary Lubner (Chairman), Jennifer Miles (Executive Director)

THANKS! 22

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south afriCa“What counts in life is not the mere fact that we have lived. It is what difference we have made to the lives of others that will determine the significance of the life we lead.” (Nelson Mandela – 2002)

The scale of problems facing Afrika Tikkun is sometimes daunting. But the reward for its perseverance is the credibility it has achieved in its short life, not only within the community and those who receive its assistance, but also in government, business circles, and other NGOs. The most important lesson learned has been that of expectations. The more Afrika Tikkun achieves, the more is expected of it and the more resources, both material and human, are required.

Thank you for the difference you have made in improving the lives of so many young children in South Africa. Over the past year, the number of children we helped has increased from 17,000 (2013) to 19,621 (2014) – a total of 2,621 more lives changed. We at Afrika Tikkun sincerely appreciate the example set through your generous contributions towards our work. Our unique approach of Cradle to Career plus various partnerships, including you, our investors, the government and local community, has been extremely successful.

Many children and youths participating in our programmes are able to realize their dreams of becoming responsible and productive citizens. With your help, we are building a sustainable future for the children and youth of South Africa. Once again, our heartfelt thanks for your partnership and support during this year.

Herby Rosenberg (Executive Deputy Chairman), Onyi Nwaneri (General Manager: Development)

australiaWe are constantly humbled by the commitment and generosity of our Australian donors and supporters. A big thank you! Our immense gratitude to the individuals, families, corporate employees, and foundations who offer Afrika Tikkun the capacity to assist so many in need. With your help, miracles happen, little lives have hope, and a vision is made possible.

Thank you to each and every Australian supporter for investing in the children and the future of a country so far away – yet so dear to all our hearts. We thank you for partnering with us during the past year and look forward to engaging further in the year ahead.

Richard Lubner (Chairman), Gael McKenzie (CEO Australia)

AFRIK A TIKKUN ANNUAL REVIEW 13/1423

maximiZinG your BBBee partnership

BBBee element

proposed financial investment by Client

services to be rendered by ats/at Comments

ownership As per ownership element

MaAfrika Tikkun is a black owned Trust which has acquired equity investment in many well–known companies. This Trust is able to provide Broad Based Black equity base as the Black economic partner for your company.

Achieve 25 point through voting rights and economic interest in the hands of black individuals incl black females

enterprise development

1% of NPAT Financial support provided to Afrika Tikkun Services Pty Limited will enable the 18 months company increase it’s infrastructural and resource base to deliver value to the economy and create jobs.

This investment will enable the development and sustenance of an emerging enterprise which is capable of becoming a pipeline to your company in the area of preferential procurement and supplier development

socio-economic development

1% of NPAT Financial support to Afrika Tikkun (NPO) will enable socio-economic development of identified beneficiaries in six South African based communities

Investment will be in the form of grant to enable the provision of cradle to career services within Afrika Tikkun’s Centres of Excellence. Any grant provided will meet the BBBEE requirement that “these activities will promote participation by beneficiaries in the economy”

skills development

A 6% of leviable Payroll This funding will be focused on addressing the Skills Development Sub element that 2.5% of the workforce comprise previously unemployed person. Afrika Tikkun Services will use CLIENT job profiles to source the candidates with the correct personality, dexterity, cognitive and related requirements so that the conversion to ongoing employment is successful (and to get the 5 bonus points on offer)

This can be aligned to the overall development and recruitment plans of the organization around defined skills an race categories

supplier development

2% of NPAT Strategic & operational support in respect of CLIENT’s entry-level employee resourcing needs (pre-assessments, learners, employees, per race, gender, disability and age requirement as well as competence level assessment) as well and providing Career readiness programmes (soft and hard skills) that will respond to skills development programmatic needs as listed under the learning programme matrix

This VALUE-ADDING service will address the technical Supplier Development Requirements

BBBEE PARTNERSHIP 24

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CorporatesAbsa

Afrisam

Alliance Bernstein

Amaden Realty Group

AngloGold Ashanti

AON

Apexhi

Autobahn BMW

Azura Worx (Alechemy)

Barloworld

Becton Dickinson

Belron International

Blue Label Telecoms

Branch Engineering

Callforce Direct (Vodacom CTW)

Comair

Combined Admin Management Services – VCFM

Constantia Insurance

CQS Technology Holdings

CQS GRC Solutions

CQS Performance Solutions

Crowdrise

Datatec

David Rubin & Partners

Deloitte

Deutshe Bank

Dis-chem Foundation

Discovery

Dwight Anderson Charitable Giving

EOH Mthombo (Pty) Ltd

Exxaro

First for Women

Fluxmans

FNB/RMB Private Bank

Genesis Steel

Genius Catalyst

Global Giving

GMHC

Grant Thornton

HCI

Heavyweight Group

Helder VZW

HSBC

Hudaco

JD Group

Jewel of Africa

JSE

KFC

KPMG

Lewis Stores

Macsteel

Mauberger

Metalmin

MPACT

Mustek

Mutual & Federal

Nedbank Infrastructure

Norton Rose

O’Brien Glass

Old Mutual

Protech Khuthele

Ronnie Lubner

Sasfin

Sentinel Steel

Sage

Spoor & Fisher

Synthesis Software

Teva Pharmaceutical Industries

Tourvest

Trencor

UBS

United Way of Central Ohio

Vestacor

Vodacom

WBHO Construction Pty (Ltd)

We Pay

Webber Wentzel

Werksmans

Xstrata

Zurich Insurance

trusts, foundations & embassiesAJWS

Anglo American Chairman’s Trust

Australian Consulate

Belron Foundation

Crawbuck Foundation

CS Mott Foundation

Dwight Anderson Charitable Giving

Ellerine Bros Trust

Fred and Gertrude Perlberg Foundation

Graham Beck Foundation

Harbour Foundation

Issroff Family Charitable Trust

Jewish Communal Fund

June and Eliot Tatelman Family Foundation

Loewenstein

MAID Foundation (Making a Difference Charity)

Oppenheimer Memorial Trust

RB Hagart Trust

Reed Foundation

Robert H and Monica Cole Foundation

Safelite Charitable Foundation

Sophie Jacob Memorial Grant

Stonehage Charitable Trusts

The National Lottery Distribution Trust Fund

The Rotary Club of Rosebank

United Way of Central Ohio

USA Consulate

William E Simon Foundation

GovernmentDepartment of Social Development Western Cape

Department of Social Development Gauteng

City of Johannesburg

Department of Sports and Recreation

Australian Consulate

City of Cape Town

Department of Arts and Culture

Department of Health

individualsAlan Sonnenfeld

Andrew Nolan

Berry Versfeld

Brenda Eiesenberg

Christopher Holder

Cynthia McMillan

Dale Ellen Leff

Daniel Bradlow and Karen Hoffman

Daniel Jowell

David Meller

Dawid Unterhalter

Gary Lubner

Gary Millner

Gerard Damski

Gordon and Vicky Muller

Guy Spier

Hagai Segal

Ira Rapp

Irv K. Messenger and Mark A. Rumpie

Jacques van Niekerk

Jeff Boekstein

Jennifer Jansen

Johathan Brodie

Konrad Schlatter

Larry Green

Leslie Bergman

Lord Anthony St John

Michael Roets

Mr & Mrs Zimmerman

Nigel Doggett

Nizan Olsha

Nolan A Newman

Oscar Finn

Philip and Norma Gordon

R Sassoon

Ralph Hosker

Robert Newman

Roni Witkin

Ronnie Lubner

Saad Mered

Steve Katznelson/Jeds Foundation

Susan Thau

Tim Wooten

Vaughan & Jacqui Blank

Vrijsen-Laureyssens

Walter Bolliger

Warren and Natalie Muir

our partners

THANKS!25

Chairman’s Comment

This year, we celebrate the increasing maturity of Afrika Tikkun Services (PTY) Limited (ATS) formed as an aligned strategic partnering organisation.

The birth of ATS in 2012 enabled us to position the company as an organisation capable of meeting the transformation agenda of our corporate partners. Its service offering naturally builds on Afrika Tikkun’s youth development programmes, ensuring real and current job opportunities to beneficiaries.

The combination of the developmental activities from the NPC with the job readiness and placement activities of the (Pty) Limited company offers great promise, and is the first of its kind in the country. After Afrika Tikkun develops children from infancy to young adulthood, ATS’ job readiness-training, assessment and career placement offers a tangible model for breaking the cycle of poverty and addressing the critical issue of youth unemployment.

ATS showed acceptable performance in its first year. Whilst a set-up operating loss was incurred, as anticipated, a business plan was formulated that ensures that youth from Afrika Tikkun programmes, as well as certain other areas in the broader community, are assessed, developed, skilled, and recruited into a wide array of job opportunities.

The inclusion of John Botha, former executive director of Adcorp, and Gavin Freeman (ED FM) have contributed to ensuring the relevance of the work undertaken in this complex field. Their contribution to the formation and expansion of the business of ATS is significant and appreciated. Errol Pillay, CEO of ATS, has shown himself to be a dedicated, motivated and highly principled leader that cares as much for the fulfilment of children into job objectives as he does for the commercial liability of the business of ATS.

Marc LubnerChairman of ATS

AFRIK A TIKKUN SERVICES (PT Y) LIMITED – CHAIRMAN’S REPORT 26

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afrik a tikkun serviCes (pty) limited Board of direCtors

Moosa, ArshaadBoard Member

Botha, JohnBoard Member

Nwaneri, OnyiBoard Member

Pillay, ErrolCEO

Lubner, MarcChairman

AFRIK A TIKKUN SERVICES (PT Y) LIMITED – BOARD OF DIRECTORSAFRIK A TIKKUN ANNUAL REVIEW 13/1427

afrik a tikkun serviCes (pty) limited GroWs exponentially

According to the Quarterly Labour Force Survey by Statistics South Africa, in the third quarter of 2013, 34.8% of young South Africans could not find a job this increases to 47.5% if one consider youth who lost hope in this regard.

Afrika Tikkun Services (Pty) Limited (ATS) was set up to respond to this reality in our country through fulfilling the career mandate of the Cradle to Career model. ATS was established as a for -profit entity in order to contribute to the sustainability of the Afrika Tikkun model. ATS owned by the MaAfrika Tikkun Endowment Trust, pass on all nett income generated within ATS to the Trust and to further the work of Afrika Tikkun in communities.

ATS provides skills development services, project management and consulting services, along skills deployment services. The ATS training and development programmes is framed on interventions that unlock individual potential and address the psycho-social development of youth by providing youth with appropriate world of work exposure. It is our belief that these modules are essential for sustainable development of youth and that they enhance the theoretical work around career readiness.

Initial funding from RAM provided for the start up to ATS. The first year of operations was dedicated to creating a tangible product offering compliant with holistic skills development principles and SAQA accreditation. ATS programmes help beneficiaries once they leave grade 12 with dedicated career programmes and link these individuals up with real opportunities within corporates.

Last year two pilot programmes, benefitting 385 youth, were concluded and a comprehensive skills database for job placement opportunities was created. A central job centre was created at our Phutaditjaba Centre in Alexandra, with the help of partnerships; the centre was created to provide young people with career information and access to the job market through a national placement service. The evaluation of our impact is measured in the number of individuals placed in work opportunities. All youth on our database are interviewed to allow for career guidance and appropriate matching with career opportunities.

In 2013, we sent out 2,381 CVs and placed approximately 150 candidates in short-term and permanent jobs. These youth would otherwise not have had the same exposure.

ATS was also able to improve its BBBEE accreditation from level 3 to level 2. Our focus in 2014 will be to expand our database, and continue to recruit, train and place candidates in career opportunities linked with corporates and the BBBEE objectives. Our client engagement strategy for 2014 is to become the first port of call for sustainable career solutions for unemployed youth in the communities we serve. We are confident that our efforts in 2014 will enhance Afrika Tikkun s Cradle to Career model and lead to profitable income to further sustain the work we do as Afrika Tikkun from Cradle to Career, well into the future.

Errol Pillay,CEO of ATS

AFRIK A TIKKUN SERVICES (PT Y) LIMITED – CEO REPORT 28

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orGanoGram

errol pillay CEO

praneshka mohan Database Manager

londiwe luthuliKey Accounts/

Recruitment Manager

errol pillay Business Development

tracey kotzenTraining Management +

Media Relations

AFRIK A TIKKUN SERVICES (PT Y) LIMITED – ORGANOGR AM29

afrik a tikkun impaCt statistiCs

400 students enrolled in the career readiness programme

143 Students were placed in jobs, learnerships, internships and entrepreneurial development opportunities

AFRIK A TIKKUN SERVICES (PT Y) LIMITED – IMPACT STATISTICSAFRIK A TIKKUN ANNUAL REVIEW 13/14 30

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AFRIK A TIKKUN SERVICES (PT Y) LIMITED – BBBEE PARTNERSHIPAFRIK A TIKKUN ANNUAL REVIEW 13/1431

Over the past year, the number of children we helped has increased from 17,000 (2013) to 19,621 (2014) - a total of 2,621 more lives changed

AFRIK A TIKKUN ANNUAL REVIEW 13/14 32

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south afriCaJohannesBurG offiCe: Ground Floor, Eastwood Building, 57 6th Road, Hyde  Park.

Tel: +27 11 3255914, Fax: +27 11 325 5911

Cape toWn offiCe: 2nd Floor, Longkloof Studios, Block A, Darters Road, Gardens, Cape Town. Tel: +27 21 276 0424

internationalaustralia: P.O. Box 665, Newport Beach, NSW 2106, Australia.

Email: infoaus@afrikatikkun.org, Tel: 61 2 8231 6661

united kinGdom & europe: Belron International, Milton Park, Stroude Road, Egham, Surrey, TW20 9EL. Email: infouk@afrikatikkun.org, Tel: 44 (0) 1784263 584

united states of ameriCa: 535 East 72nd Street 2a, New York, 10021, United States of America. Email: infousa@afrikatikkun.org, Tel: 1 212 327 1423

Public Benefit Organisation No. 18/11/13/2470 Non Profit Organisation No. 021892 NPO Association Incorporated under section 21 No. 98/15527/08, Vat No.4910185539

www.afrikatikkun.orgtel: +27 11 325 5914 | fax: +27 11 325 5911email: info@afrikatikkun.org (Johannesburg) infoct@afrikatikkun.org (Cape town)

fro m Cr a d le to C a r eerannual revieW13/14