Empowerment

Travel with Flair, recently expanded its base in South Africa by acquiring Travel with Flair Cape Town and Johannesburg. Travel with Flair Cape Town’s shareholding is thus as follows:

TRAVEL WITH FLAIR is also a woman-empowered organisation due to the 58% stake owned by a black woman. At present 77% of the staff are previously disadvantaged individuals.

77:23 Ratio

The formation of Travel with Flair was reengineered and re-modelled steeply on the basic tenets of the BEE framework, to ensure that empowerment permeates all levels, spheres and facets of our business. Briefly, these are:

Equity

The Black empowerment component in terms of shareholding exceeds the absolute minimum requirement of 30%. In practical terms, this translates into massive significant voting rights on the Board.

Control

Control in the case of our Company centres around the authority and power to manage assets, the goodwill and operations of a business, the determination of policies and the directing of business operations. This (control by Blacks) is demonstrated at two levels within Travel with Flair:

• Ownership, management responsibilities and the assuming of risk. Individuals from a previously disadvantaged background occupy most of the key management positions, including, inter alias, a strategically critical position of the Chief Executive Officer.
• As indicated above, more than 58% of voting rights on the Board are in the hands of its Black empowerment component.

Operational Management

Travel with Flair is steadfastly balancing the scales in terms of ratios, by appointing previously disadvantaged individuals (PDI's) to significant positions within our operational structures, particularly Managers and Key Account Managers of our travel agency.

The HDI's now hold over 77% of the critical operational positions. This is hailed as a great achievement against the backdrop of the legacy of South Africa’s recent past.

Travel with Flair prides itself on service delivery supported by sound corporate values. The Company fully subscribes to ideologies that seek to advance social justice, Black empowerment equity, as envisaged by the Employment Equity Act, Promotion of Equality Act, Black Economic Empowerment Bill, and the South African Constitution.

The organisation has further made remarkable strides in its quest to entrench a service-oriented corporate culture. There is a commitment to invest in the human resource development within the organisation, which investment will translate into the inculcation of this new culture, as a profit strategy.

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