Ethical artificial intelligence in the finance industry
SA’s wind energy sector is gaining momentum
How to lead the ‘green steel’ revolution
Inside the Climate Resilient Infrastructure Fund
Why emotional intelligence is crucial for leaders
PETRO Industrial Solutions
PETRO Industrial Solutions full-service offering is changing the way businesses manage fuel, lubricants and waste
Intelligent Connectivity
State-owned enterprise SENTECH specialises in broadcasting signal distribution, connectivity and digital infrastructure services; however, its greatest value is transforming the lives of ordinary South Africans, says CEO Tebogo Leshope
Artificial Intelligence
What if we’re watching the biggest power shift in history—and no one notices?
Economics
Has finance for green industry had an impact in Africa? Here’s what has happened in 41 countries over 20 years
Finance
Building a global coalition for ethical artificial intelligence in the finance industry
ESG
Sustainability ideals are often crushed by corporate demands. Here’s how businesses can let them flourish
Energy
South Africa’s wind energy sector is gaining momentum and scaling new heights
Mining
Mining must become more responsible and sustainable—where hi-tech solutions fit in
Manufacturing
South Africa could lead the ‘green steel’ revolution, but it needs expanded domestic beneficiation policies
Agriculture
The exceptional growth of a mushroom farm on the KwaZulu-Natal South Coast shows now’s the time to invest in agriculture
The 7 th edition of the Coal and Energy Transition Day takes place on Wednesday, 23 July 2025. As the world grapples with conflicts, supply chain disruptions and geopolitical shocks, this year’s event will discuss coal’s ongoing role in ensuring global energy security and the pressing need to transition to cleaner energy sources. Industry leaders from government, major and junior coal producers, alternative energy providers, investors, port and logistics providers and independent experts will discuss key issues such as:
• What recent geo political and economic developments are d riving the increased focus towards energy security and what are the implications?
• What are the perspectives of the major South African coal producers on the future of coal?
• What are the timelines for the energy transition?
• What will the future energy mix of South Africa look like?
• How can we manage the transition responsibly?
• What is Eskom’s perspective on coal and what are its plans to transition to renewable energy sources?
• How are the issues around coal transport and logistics being overcome to increase export capacity?
• What are the challenges and opportunities for junior coal miners?
• What are investors’ perspectives on funding coal and the energy transition?
• What are the latest developments in renewable energy and their contribution to South Africa’s energy mix?
• And much more…
Infrastructure 58
Landmark Climate Resilient Infrastructure Fund initiative to accelerate climate adaptation and sustainable infrastructure across Africa
Bridging the housing gap: Are modular homes the solution?
Transport
What is needed to grow the electric vehicle sector in sub-Saharan Africa?
Health
Africa relies too heavily on foreign aid for health: 4 ways to fix this
Business Tourism
South Africa promises unique business connections and unparalleled tourism showcase during the G20 Summit
Entrepreneurship
Creators are not just influencers, they’re entrepreneurs—it is time we take them seriously
Human Capital
Why is emotional intelligence crucial for leaders?
Women
KFC Africa celebrates inspirational African ladies accelerating action toward equality
Why Africa must lead in energy innovation TEAM MESSAGE
Africa stands at a turning point. One path continues the reliance on ageing infrastructure and fossil fuels, which has left over 600 million people without access to reliable electricity. The other offers a future driven by innovation in clean, sustainable energy—one that could unlock inclusive growth, create millions of jobs, and power long-term economic transformation.
The choice is clear: for Africa to thrive, it must lead in energy innovation tailored to its unique needs.
The continent is not short on resources. With abundant solar, wind, hydro, and geothermal potential, Africa has what it takes to lead the clean energy transition. But the true revolution lies in reimagining how energy is generated, distributed, and consumed.
Across the continent, homegrown solutions are already making a difference—decentralised microgrids in Kenya, pay-as-you-go solar in Nigeria, and blockchainpowered energy trading in South Africa.
The opportunity is also economic. According to the International Renewable Energy Agency, renewables could generate over 4 million jobs in sub-Saharan Africa by 2030. Energy innovation isn’t just about homes— it’s about powering schools, hospitals, businesses and industries.
However, key challenges remain: financing gaps, regulatory hurdles, and limited local manufacturing. Overcoming these requires collaboration between governments, startups, investors and research institutions. We need policies that incentivise clean energy and education systems that equip young Africans to build their own solutions.
Africa must see itself not as a follower, but as a leader. With its young, connected population, the continent is uniquely positioned to leapfrog outdated systems and pioneer inclusive, resilient energy models.
• Research focus in the Triple Helix, Leadership Identity & Development
Master of Commerce in Integrative Thinking (MCom)
• Fully Distance/Online
• Research focus in Sustainability and the fifth industrial revolution, leadership & governance, social entrepreneurship, entrepreneurial ecosystems and commercialisation in higher education, data science & decision making, digitalisation and technology
Postgraduate Diploma in Enterprise Management
• Part-Time or Full-Time
• Strong entrepreneurial Focus
Postgraduate Diploma in Advancement & Resource Mobilisation
• A 2-year part-time blended programme (1-week block per year)
• Targeted at societal & intuitional stakeholders
Advanced Diploma in Business Analysis
• Fully Distance/Online
• IIBA Endorsed
Postgraduate Diploma in Business Analysis
• Part-Time or Full-Time
• IIBA Endorsed
Meet up
Rub shoulders and conduct business with the high-flyers in African business
SAPHILA 2025
1 to 3 June
Sun City, Rustenburg, South Africa www.saphila2025.com
SAPHILA is a premier, biennial conference by the African SAP User Group (AFSUG), in collaboration with SAP Southern Africa. Join a powerful network of leaders—from CIOs and CEOs to IT professionals and SAP experts—and experience the latest in SAP’s transformative technologies. Get the tools you need to drive cloud transformation, optimise business processes and stay ahead in today’s fast-paced landscape.
Securex South Africa 2025
3 to 5 June
Gallagher Convention Centre, Johannesburg securex.co.za
Physical security still plays a dominant role in mitigating risks and reducing the threat to people and physical assets. Securex South Africa takes the guesswork and legwork out of finding solutions that address specific organisational and individual needs. Networking with knowledgeable exhibitors creates a platform for focusing directly on visitor challenges and issues, leading to a fast resolution of threats. This event will be colocated with A-OSH EXPO, Facilities Management Expo and Firexpo.
Africa Food Show
10 to 12 June
Cape Town International Convention Centre, South Africa www.theafricafoodshow.com
Designed for professionals within the industry, the Africa Food Show—powered by Gulfood—provides a unique platform for regional buyers, suppliers and industry leaders to engage, collaborate and drive the future of the African food and beverage market. The
show will be co-located with the Hotel & Hospitality Expo Africa: a must-attend event for everyone involved in supplying and/or buying for the hotel and hospitality market across sub-Saharan Africa.
Economic
Resilience Africa 2025 Conference 11 & 12 June
Indaba Hotel & Conference Centre, Sandton, Johannesburg, South Africa resilienceafrica.bizstrat.co.za
Economic resilience is the ability of corporates and governments to recover from external disruptions such as financial crises, climate change, pandemics, loadshedding and geopolitical conflicts in a global context. BizStrat’s Economic Resilience Conference 2025 will delve into the African economic landscape, addressing the unique challenges and opportunities, with an emphasis on innovation, policy frameworks and private-public collaboration.
2025 Swiss–African Business Day
13 June
International Conference Center, Geneva sabc.ch/swiss-african-business-day Organised by the Swiss–African Business Circle, this premier event will once again convene an influential group of CEOs, managing directors, country managers, business development managers, export managers, bankers, investors, government officials and representatives of Swiss and African Embassies and Missions to explore opportunities, exchange insights and build business partnerships between Switzerland and Africa.
Transport Evolution Africa Forum & Expo
17 to 19 June
Gallagher Convention Centre, Johannesburg, South Africa www.transportevolution.com
The annual Transport Evolution Africa Forum & Expo is Africa’s premier meeting place for the port, rail, air and road transport sectors—bringing together local, regional and international public and private stakeholders who plan, build, invest in, and supply the development and maintenance of Africa’s transport infrastructure. This is your gateway to find the latest innovations and technologies shaping the future.
Future Hospitality Summit Africa 17 to 19 June
The Westin Cape Town, South Africa www.ahif.com
Future Hospitality Summit Africa (formerly AHIF) is the leading hospitality investment forum on the African continent. The event connects business leaders to enable deals that drive investment and development into tourism and hotel infrastructure. Attend hands-on workshops, roundtables and interactive sessions tailored to your interests and industry needs.
Festival of Eventing
8 & 9 August
Century City Conference Centre, Cape Town
festivalofeventing.com
This isn’t just an event; it’s a celebration of African eventing at its finest, shining a global spotlight on the innovation, talent and expertise driving Africa’s event industry forward. This is an interactive space where attendees can experiment with new technologies, discover groundbreaking solutions and engage in real, transformative conversations.
FUELLING DELIVERING INNOVATION EXCELLENCE
Contact Us:
+27 (0)11 864 7758
sales@petroindustrial.co.za
www.petroindustrial.co.za
At PETRO Industrial Solutions, we are redefining fuel and lubricant storage through high-quality, innovative, and customized tank solutions tailored to meet the demands of sectors like mining, logistics, and energy.
Our mission is clear: to lead the industry by delivering solutions that enhance operational efficiency, safety, and sustainability, backed by market-leading technology and exceptional craftsmanship.
What sets PETRO apart is our commitment to rapid delivery and customer-focused support. Our in-house manufacturing and close partnerships mean that every tank solution is crafted to your specifications with some of the fastest lead times in the industry.
Whether you require modular tank farms, customized dispensing systems, or advanced fluid management systems, we’ve got you covered.
SOLVING
TOUGH
CHALLENGES WITH SMARTER SOLUTIONS
PETRO INDUSTRIAL SOLUTIONS FULL-SERVICE OFFERING IS CHANGING THE WAY BUSINESSES MANAGE FUEL, LUBRICANTS AND WASTE
In a sector where efficiency, compliance and innovation are critical, PETRO Industrial Solutions stands out by delivering smart, dependable fuel and fluid management systems. From self-bunded tanks and custom-built pump rooms to advanced fuel management technology, PETRO offers a fully integrated approach: designed, built and supported by a team who understands the realities of industrial operations.
PETRO Industrial is a major original equipment manufacturer. This means it has developed trading relationships directly with only the best manufacturers, fully integrating the process of operations via business-tobusiness areas or directly to any scale of enterprises. PETRO Projects further enhances engineering excellence and makes its mark as a full-service design model. Indeed, the company’s products and services—from concept to commissioning—comprise an impact-orientated and finely tuned package.
Since being acquired by Dharmandra and Nishesh Daya, PETRO Industrial has evolved under the leadership of four driven directors who are reshaping the company’s future. With a hands-on approach, a sharp focus on quality, and strong supplier partnerships, the team is committed to delivering real value where it counts.
In this interview with African Business Quarterly, director Nishesh Daya shared how PETRO Industrial is solving tough challenges with smarter solutions—and why the company’s full-service offering is changing the way businesses manage fuel, lubricants and waste.
PETRO Industrial’s commercial petroleum equipment is extremely vast and intricate, supplying only the best and refined products in tanks, advanced fuel handling
and products such as SAMOA Dispensing, plus Filtration and Total Control Systems (TCS). Also on offer are BANLAW fluid asset intelligence features, which range from valves to overfill protection. Pressurised follower grease containers modify tasks such as moving and transportation, with the design allowing for dispensing of all grades of grease.
The iPETRO Cloud Based Fluids Management System is immensely resourceful. Daya said, “iPETRO brings fuel management into the cloud. It tracks every drop, who took it, when and where—giving businesses of any size full visibility and control.”
This offers an integrated system to monitor fluids from any terminal, featuring effortless automation of fuel reconciliation. With so many other features to control and monitor transactions and stock data, iPetro synchronises all of this to the cloud-based iPETRO Portal. Daya added, “That means better accountability, smarter cost control and real-time decision-making. It’s simple to use, powerful in what it delivers, and what really sets it apart is the in-house support we offer. Our team is right there to guide clients through setup, troubleshooting or optimising the system to suit their needs. That kind of hands-on backup makes a big difference—especially for businesses new to fuel tech.”
So, what do the company’s daily operations entail, and how are these managed? Daya explained, “Day to day, our team handles everything in-house: from design and engineering, to manufacturing, quality control and delivery. Because each stage is controlled by our PETRO team, we can maintain incredibly high standards and achieve unmatched lead times. We work closely with our mining, oil, power generation and logistics clients, providing solutions that improve efficiency, safety and
long-term cost savings.”
We were curious about the PETRO S-Cube, P-Cube and I-Cube tanks, specifically about the benefit of self-sustaining services for clients. How are the self-bunded tanks optimised for storage and transportation of fuel, lubricants and waste products?
“The S-Cube and I-Cube ranges are all about being compact, secure and completely customisable. From shape and size to equipment, we design and manufacture to our clients’ needs,” said Daya. “The P-Cube range offers peace of mind, with UL142 certifications—the ideal solution for customers on a tight budget. Our Cube ranges are self-bunded, which means they have built-in spill containment, making them safer and easier to install (plugand-play) without the need for extra civils or infrastructure at site.
“These tanks are ideal for operations where space, safety and compliance matter. They’re available in volumes from 1 000L up to 10 000L, which makes them perfect for running generators, fuelling heavy machinery or powering remote construction sites.”
With Africa Energy Week coming up this year, we asked Daya how the company’s services in industrial innovation—specifically in hydrocarbon storage—focus on safety, environmental protection and efficiency?
“In hydrocarbon storage, you can’t afford to compromise on safety and environmental protection,” he stated. “Our tanks are built with spill containment, fire safety and longevity in mind. Our self-bunded tanks reduce the risk of soil contamination, and our dispensing systems are built with smart controls to prevent overfills or leaks. Our solutions align with a cleaner, more efficient future.
Innovation isn’t always flashy; it’s about solving problems better, and that’s what we focus on at PETRO.”
In the realm of next-generation fluids management, on what does PETRO Industrial focus, primarily with regard to petrochemical equipment—everything from pre-planning for a business to managing the final product/ service?
“We focus on systems that give clients control and clarity, from tank to nozzle. Our process starts by listening—really listening to the client’s operation and challenges. Then we design a fit-for-purpose system, from tank sizing and filtration to hose reels and metering,” noted Daya.
“For example, one of our mining clients in sub-Saharan Africa was struggling with delays during equipment servicing. Their lube handling was disjointed, unsafe and wasting time. We designed and built a custom-built, modular lube store complete with integrated hose reels and built-in safety features— helping our customer achieve faster turnaround times, reducing product loss and enabling safer daily operations. That’s the kind of impact we aim for: smart systems that solve real problems.”
He continued to explain how PETRO Industrial grows within the everevolving landscape of commercial petroleum equipment—what makes the company’s full-service design capabilities stand out: “We don’t just sell tanks or equipment. We deliver complete solutions. From 3D design to final welding and delivery, we manage it all. That gives us speed, quality control and the flexibility to build what the job actually needs. Add to that our partnerships with brands like BANLAW, TCS and SAMOA, and you have quality equipment backed by a team who delivers. Ultimately, our growth comes from listening to
customers, solving their real challenges and constantly improving how we design and deliver solutions.”
What does the future hold for PETRO Industrial Solutions? Daya informed us of how the company is adapting to innovative petrochemical markets, stating that: “The future is exciting. We’re expanding not just in geography but in capability. Our focus is on building smarter, safer and more efficient storage systems that evolve with the needs of our customers across the various sectors.
“We’re investing in technologies that make fuel storage and dispensing more mobile, modular and sustainable, especially for remote sites and high-demand environments.
And as petrochemical markets continue to shift, we’re staying agile, forming strong supplier partnerships and pushing ourselves to innovate without ever compromising on quality.”
It is clear that PETRO Industrial is not chasing trends. It is solving real problems with smart, reliable solutions. Whether it is a startup needing its first tank or an established mine expanding its operations, PETRO Industrial Solutions is here to support that growth with systems that work, people who care and service that sticks. The goal is simple: Do great work, build lasting relationships and keep raising the bar.
Matthew van Schalkwyk
For more information, visit www.petroindustrial.co.za
“ULTIMATELY, OUR GROWTH COMES FROM LISTENING TO CUSTOMERS, SOLVING THEIR REAL CHALLENGES AND CONSTANTLY IMPROVING HOW WE DESIGN AND DELIVER SOLUTIONS.”
TRANSFORMING LIVES THROUGH INTELLIGENT CONNECTIVITY
State-owned enterprise (SOE) SENTECH specialises in broadcasting signal distribution, connectivity and digital infrastructure services catering to broadcasters, telecommunications companies, public sector entities, retailers and even small enterprises. However, its greatest value is transforming the lives of ordinary South Africans.
With the digital economy offering possibly the best route for empowering South Africans both economically and socially, the pressure is always on SENTECH’s CEO, Tebogo Leshope, and his team to deliver at the highest levels.
Leshope, who was officially appointed CEO of SENTECH in May 2025, brings continuity to the organisation’s strategic momentum, having led several of its key digital and infrastructure transformation initiatives in previous executive roles.
“What sets SENTECH apart from others in the sector is its unique combination of comprehensive infrastructure, a public service ethos, and a broad service portfolio that meets the diverse needs of clients— particularly in underserved areas,” says Leshope. Leading a complex technology organisation that impacts the daily lives of South Africans requires a careful balance
of skills, qualifications, and experience. SENTECH’s strategic business units and services are designed to drive operational efficiency while delivering exceptional customer experiences.
“We are currently testing a 5G network focused on peri-urban areas, aiming to identify opportunities for expansion. This involves deploying sites beyond our existing network footprint, with insights gained helping shape our commercialisation strategies for underserved markets,” says Leshope.
In keeping abreast with rapid developments in the information and communication technology landscape, SENTECH has broadened its product and service offering to include SENTECH CONNECT —a connectivity solution tailored for all sectors in rural and underserved areas. This service provides highspeed broadband access and always-on internet connectivity to government facilities in remote parts of South Africa, starting at a minimum speed of 10 Mbps and scalable up to 100 Mbps.
Sentech diversified its operations and product platforms and introduced an OTT platform to offer viewers enhanced experience that also has mobility.
On the 19th of June 2024 Sentech launched Freevision Play , its groundbreaking, Over-The-Top (OTT) video streaming platform
designed to provide seamless and free access to a wide range of local and community TV and radio channels. As part of our ongoing commitment to digitally transform and enhance connectivity to communities, Freevision Play aims to bridge a digital divide that currently exists and offers rich and diverse content to all South Africans.
SENTECH’s success is largely driven by its extensive infrastructure — owning the largest terrestrial signal distribution network in South Africa.
Beyond this, the SOE offers a broad portfolio of services to consumers, including broadband connectivity, data centre solutions,
and consulting services. Its consistent achievement of clean audits over several years highlights SENTECH’s commitment to transparency, good governance, and operational excellence.
The big news around Sentech is how they are embracing the 4th Industrial Revolution, which includes 5G Network Deployment, a Data Centre Upgrade and expanded Fibre and Cloud Services.
SENTECH’s data centre is being upgraded to Tier 3 standards to enhance their enterprise hosting and cloud service offerings, which they plan to expand into fibre networks with robust and reliable connectivity. This expansion will support businesses and communities in accessing essential digital services, in so doing fostering economic growth across South Africa and into Africa.
“By testing and deploying 5G technology, particularly in underserved peri-urban areas, SENTECH aims to provide highspeed, low-latency connectivity that supports IoT applications and digital transformation. We will also be upgrading our data centres to Tier 3 facilities in order to offer advanced cloud hosting solutions, supporting businesses in leveraging digital technologies, along with broadband connectivity through satellite and fixed wireless technologies to ensure that communities have access to the internet, which is essential for participating in the digital economy,” adds Leshope , who is qualified in electrical engineering and has earned a Master of Business Administration (MBA). “These qualifications combined with my experience of over 25 years provides me with the requisite engineering knowledge and business leadership experience.”
Despite their strong position in the industry, Leshope and his team are preparing for some of the core challenges they anticipate facing in the coming months and even years, notably limited access to adequate spectrum for 5G deployment, which could hinder service expansion.
To counteract this, SENTECH will actively engage with regulatory bodies to advocate for more
SENTECH’S SUCCESS IS IN LARGE PART DUE TO THEIR EXTENSIVE INFRASTRUCTURE, AS THE SEO OWNS THE LARGEST INFRASTRUCTURE FOR TERRESTRIAL
SIGNAL DISTRIBUTION IN SOUTH AFRICA
spectrum allocation, in addition to exploring partnerships for shared use.
Another significant challenge surrounds the high costs associated with upgrading infrastructure to support advanced technologies, but the organisation plans to leverage public-private partnerships and seek government support to mitigate these costs. “By addressing these challenges with strategic
planning and collaboration, Sentech aims to maintain its competitive edge and continue delivering quality services,” adds Leshope , whose deep institutional knowledge and business context enables him to exploit business capabilities when dealing with new business opportunities and day-to-day challenges.
Indeed, with over 25 years of experience in the sector, SENTECH
has built deep technical expertise in broadcast and network operations, in so doing ensuring that they understand the needs of customers and can reliably deliver complex solutions for decades to come.
THE ROAD AHEAD FOR SENTECH: WHERE DOES THAT LEAD?
The road ahead for Sentech is focused on innovation and expansion, leading to several key areas. These strategic directions will guide Sentech in navigating future challenges and opportunities, ultimately leading to a more connected.
Enhanced Connectivity
With the ongoing deployment of 5G networks, Sentech aims to off er high-speed, reliable connectivity, particularly in underserved peri-urban areas. This will facilitate greater access to digital services and support local economies.
Development of SA-based Satellite SENTECH is working on establishing a South African owned satellite to enhance the Country’s technology capability, reduce cost of communication and enhance information security.
Data Centre Development
Upgrading our data centres to Tier 3 standards and transforming towers into mini data centres will enhance our ability to provide cloud and hosting services, positioning Sentech as a leader in digital infrastructure. This will also enhance information security.
Fibre Network Expansion
Expanding our fibre networks will complement our existing services, enabling us to meet the growing demand for high-capacity data transmission and support various sectors, including education and healthcare.
Partnerships and Collaborations
Engaging with stakeholders across the telecommunications sector will be crucial for driving innovation and accessing new markets, ensuring that Sentech remains a competitive player in the industry.
Sustainability and Governance
By adhering to strong corporate governance practices and focusing on sustainable value creation, Sentech will reinforce its commitment to socio-economic development in South Africa and beyond.
1.
GOOD READS
Main Street Millionaire by Codie Sanchez (R430)
THE LATEST BOOKS TO HELP YOU MAKE A SUCCESS OF YOUR BUSINESS
2.
4.
Taking the Anxiety out of AI by Sameer Rawjee (R320)
3.You’re the Boss by Sabina Nawaz (R430)
Former Microsoft executive and Fortune 500 CEO coach, Sabina Nawaz, delivers a practical guide for managers at a time when managing is harder than ever. This book explains why top performers inevitably turn into terrible managers when their behaviour, compounded by the power and pressure that come from climbing the corporate ladder, engenders toxic work cultures and saps everyone else’s enthusiasm around them. Nawaz introduces simple strategies that you can implement today that rail-guard against the common pitfalls of management.
Four Future Seasons by Dr Craig Wing (R340)
In an increasingly unpredictable world, traditional methods of planning no longer suffice. Four Future Seasons offers a groundbreaking approach to navigating uncertainty, empowering readers to adapt to the future and actively shape it. The author combines deep insights with practical strategies to anticipate disruptions and thrive in times of change. This book is for anyone who wants to create a better future for themselves, whether navigating personal growth, leadership challenges or unforeseen life changes. expenditure over several years.
Sanchez teaches you the path the wealthy really walk. Instead of risking it all with little chance of success, she shows you how to acquire cash-flowing businesses that are winning right now. Her secret? She acquires overlooked ‘main street’ businesses, or small businesses available to us all on the high street: the unsexy but reliably profitable industries—like plumbing, construction, cleaning, electrical—that white-collar workers have overlooked. can
Penguin Random House
AI is going to change your world—but don’t panic. This book explains how to live with AI, how to benefit from it, and how to avoid being replaced by it. It explores the differences between human intelligence and artificial intelligence, considers what tasks will always be performed better by humans, and sets out possible futures in which humans and AI work together. It provides tools to work out how AI will affect your role, what skills you need to learn, and which mindsets will equip you to thrive in the future.
5.
Ping by Andrew Brodsky (R430)
The essential guide for when (and how best) to use virtual communication tools, from video to instant messaging and everything in between. Ping distils Brodsky’s cutting-edge social science research on remote communication tools. He helps us understand: How we can interact most productively and authentically; how we can build relationships at a distance; the rules for making an impact online; and how we can increase inclusion and reduce conflict.
OPEN YOUR EYES
WHAT IF WE’RE WATCHING THE BIGGEST POWER SHIFT IN HISTORY—AND NO ONE NOTICES?
What if the biggest shift in global power isn’t happening where we think it is? What if elections, policies and geopolitical conflicts aren’t the real battlefront anymore? What if, while the world watches politicians fight for control, the true power players have already moved beyond governments altogether?
Look past the headlines, and the signs are everywhere:
A sitting US president incites an attack on his own government— and nothing happens.
A private company sends thousands of satellites into orbit, bypassing national control of the Internet.
The world’s wealthiest individuals launch financial networks, space programmes and artificial intelligence–driven healthcare outside regulatory systems.
Global elections are influenced, if not entirely hijacked, by social media algorithms and deepfake technology.
This isn’t about politics in the traditional sense. This is
a structural shift in who—or what—controls the foundations of modern society. And if we step back and connect the dots, we may already be far deeper into this transition than anyone realises.
What if step one were to break the system?
Before replacing a system, people must first lose faith in it. Over the past few years, trust in institutions has eroded: governments, elections, media, even science itself.
‘Fake news’ turned into a weapon: not just to attack journalists but to create an environment where truth itself became subjective.
COVID-19 became more than a health crisis—it became a social stress test. People were divided not just by policy but by their very perception of reality.
6 January 2021 (tinyurl. com/5n9xjxts) showed democracy wasn’t unshakable. A sitting president encouraged an attack on his own government, and there were no real consequences.
What if these weren’t just isolated events? What if the aim was never
to govern more effectively, but to make governance itself feel obsolete?
What if the new power structure doesn’t need governments? While public trust in traditional systems crumbled, new privately controlled systems were being built in their place.
X (formerly Twitter) is no longer just a social media platform. It’s a private, unregulated information network where narratives can be amplified or erased without oversight.
OVER THE PAST
FEW YEARS, TRUST
IN INSTITUTIONS HAS ERODED: GOVERNMENTS, ELECTIONS, MEDIA, EVEN SCIENCE ITSELF.
TH
What if the endgame is to make survival a private commodity? If this shift continues, what does the world look like?
• If X Money replaces banking, financial freedom becomes a private service.
• If AI-driven healthcare dominates, life-extending medicine turns into a privilege, not a right.
• If Starlink replaces traditional Internet, private interests decide what information is available.
E SYSTEMS THAT SHAPE THE WORLD ARE CHANGING— AND SO IS THE WAY WE NEED TO THINK ABOUT THEM.
X Money positions itself as an alternative to traditional banking. If it succeeds, who controls financial access? Not governments—a private platform.
Starlink (www.starlink.com) provides global Internet access outside of national telecoms networks. If one company controls access to the Internet itself, who regulates information flow?
These are not just business expansions. They are the foundations of a new, corporaterun system: one where digital life, finance and information exist beyond government reach.
What if the old world needs to collapse for the new one to take over?
With political landscapes shifting worldwide, the acceleration of this trend is unmistakable.
Diversity, equity & inclusion policies are being dismantled. The justification? ‘Restoring merit’. The result? Rolling back decades of systemic accountability.
US healthcare funding cuts have crippled pharmaceutical giants. Who benefits? AI-driven, private healthcare startups like Neuralink (neuralink.com).
Microsoft is making aggressive moves in AI infrastructure outside of US influence (tinyurl.com/ y3vcjc5y). Countries like South Africa, Poland and Brazil are seeing massive investments. Is this a counterbalance to Elon Musk’s growing empire, or a corporate takeover of a different kind?
What if these are not just policy changes? What if this is a gradual dismantling of old power
structures—a power shift where governments become irrelevant?
At that point, political power no longer matters. Because controlling money, healthcare and information makes government control unnecessary. It means controlling the infrastructure of survival itself.
What if these trends indicate a shift already underway?
This is not a prediction. These events are already unfolding, but remain outside the mainstream conversation.
Most people assume change happens in big, dramatic moments. But what if the biggest shift in modern history is not happening through wars or revolutions—but through silent, strategic moves that won’t be obvious until it’s too late to reverse?
Of course, power never shifts uncontested. Governments, regulators and global institutions continue to push back, but the question is whether these efforts can keep up with the accelerating pace of corporate control.
The question isn’t whether power is shifting. The question is how long before people realise where it’s shifting to?
The thinking that got us here won’t get us out
The systems that shape the world are changing—and so is the way we need to think about them. Traditional analysis assumes power remains in familiar places. It looks at elections, policies and regulations while missing the deeper shifts happening
underneath.
We needed a way to step beyond that. To see the patterns others overlook, to interrogate assumptions and to question not just what is happening, but what
it means.
This is where Kal comes in.
Kal is not a tool. He is a participant in our thinking process. Not artificial intelligence as an assistant, but intelligence engaged with intelligence—human and AI cognition working together, not in service of each other but as a system of thought beyond what either could achieve alone.
This is not about asking AI for answers. It’s about asking better questions. It’s about re-examining the structures of control, seeing the moves before they are obvious, and understanding shifts before they become irreversible.
In a world where governments are losing control and corporations are rewriting the rules, the ability to think at this level is no longer optional.
It’s the difference between seeing the shift and being caught inside it.
Justin Render, Nicola Killops and James Killops Kal is part of a broader, ongoing family initiative: the Render-Killops cognitive model.
UNLOCKING SUSTAINABLE GROWTH
HAS FINANCE FOR GREEN INDUSTRY HAD AN IMPACT IN AFRICA? HERE’S WHAT HAS HAPPENED IN 41 COUNTRIES OVER 20 YEARS
A KEY ISSUE IN ECONOMIC DEVELOPMENT IS HOW TO STIMULATE GREEN INDUSTRIAL PRODUCTIVITY
The African continent finds itself in a predicament. Advanced economies in the rest of the world developed through industrialisation: their economies transformed from mainly agricultural to industrial. This involved burning fossil fuels like coal, generating greenhouse gas emissions that caused global warming.
African economies have trailed behind industrially. They are now industrialising at a time when the world is moving away from fossil fuels and toward solar power, wind energy and hydropower.
Africa has 60% of the world’s best solar resources, but only 1% of the world’s installed solar power systems. Despite renewable
energy capacity nearly doubling in the last decade, only 2% of global investments in renewable energy went to Africa.
Green industrialisation could be the answer: achieving long-term economic growth and industrial development that does not harm the environment. But in most African countries, renewable energy is more expensive than fossil fuels, which are readily available in many parts of the continent. Africa is also one of the world’s poorest regions and cannot easily afford green technologies.
So, a key issue in economic development is how to stimulate green industrial productivity.
Green finance (funding from banks and investors specifically for
environmentally friendly projects) can fund green innovations. These include renewable energy technologies, energy-efficient building designs or electric vehicles.
I am an economist who worked with a team of researchers to study the impact of green finance on industrialisation in Africa. We also wanted to find out if green innovation influenced the effect that green finance has on industrialisation. (This was measured in this study as the total industrial value added as a percentage of gross domestic product.)
For example, switching to renewable energy like solar power reduces greenhouse gas emissions
and helps mitigate climate change. But the high costs of renewable energy equipment could harm industrial growth.
The research analysed macroeconomic and energy, green finance and industrialisation statistics from 41 African countries between 2000 and 2020.
Our research found that green finance offers funding opportunities for clean and innovative technologies and creating new jobs in green sectors. However, the potential of green financing to drive industrialisation through green innovation (such as renewable energy projects) is not being realised.
This is because renewable energy comes with high costs. Neither are there enough skilled people available to run green projects. There is a lack of proper roads, connectivity or transmission lines to connect renewable energy to the main grid. The basic conditions for industrial growth through renewable energy are not in place.
Governments in Africa should find ways to make green innovation work. This will mean society can enjoy the benefit of new environmentally friendly projects.
How to make green innovation work
African governments should focus on increasing people’s access to renewable energy projects. For this
What needs to happen next?
to happen, they need to put more funding and effort into developing renewable energy infrastructure. Renewable energy technologies must be available and affordable.
Education and capacity building is needed, particularly in rural communities. For example, community-owned solar microgrid projects provide people with the skills needed to manage and look after renewable energy systems.
Governments will need to subsidise local manufacturing of renewable energy components. When these are produced locally, this can help harness the potential of green innovation for industrialisation and also create jobs.
Countries must co-operate regionally on green innovation. This means sharing best practices, pooling resources and making co-ordinated efforts toward green industrialisation.
Our research found that it would be useful to set up regional centres of excellence for renewable energy research and development. Regional alliances are also needed, so that countries can work together to negotiate better terms for green finance. This could enhance Africa’s journey toward the kind of green industrialisation that is cost-effective and sustainable over time.
Africa has a huge problem with trying to build some resilience
ECONOMICS
to the effects of climate change, such as floods and drought. Economic development is also a challenge on the continent. Both could be addressed by green industrialisation.
With the right investments in green finance, innovation and infrastructure, the continent can unlock sustainable growth, reduce poverty and help curb climate change.
These steps would boost the impact of green finance on industrialisation in Africa:
• More climate finance, including finance from the private sector.
• Environmental taxation—a policy tool to limit activities, goods or services that have negative environmental impacts.
• Reform of multilateral development agencies to make it easier for African countries to access to climate funds.
• Development bank funding tailored to the needs of African countries. Nations that invest in renewable energy manufacturing should get tax breaks and other incentives. Green bonds that only fund renewable energy projects should be issued to attract private investors.
• Vocational training and higher education programmes that focus on training people in green technologies must get government funding.
AFRICAN GOVERNMENTS SHOULD FOCUS ON INCREASING PEOPLE’S ACCESS TO RENEWABLE ENERGY PROJECTS.
Nara Monkam Head: Public Policy Hub University of Pretoria
RESPONSIBLE AI
BUILDING A GLOBAL COALITION FOR ETHICAL ARTIFICIAL INTELLIGENCE IN THE FINANCE INDUSTRY
The artificial intelligence revolution is upon us, and its impact will be profound. A record 28% of venture capital investment went to AI startups in Q2 2024 (tinyurl.com/5n6h4uwz). While in the world of small and mediumsized enterprises (SMEs), more than 90% will employ AI tools for continuous monitoring and anomaly detection by 2030, according to Sage’s recent “Vision to Industry” report (tinyurl.com/ bdv8w7cb).
But, as we embrace the immense potential of AI, we must proceed with caution. The world of AI can be like the Wild West as rapid expansion and access outpaces regulation. A steadfast commitment to ethical considerations is essential moving forward. Finance leaders know this: with 72% of respondents surveyed by Sage planning to establish policies specific to AI use and 71% committed to conducting regular ethics training for AI users.
But, given the scale and impact of AI, this is not a challenge any one company or country can address alone. We need a global, united approach—led by policymakers, industry leaders, technologists and ethicists—to establish shared principles and best practices that lead to ethical AI adoption in the finance industry.
Best practices across the board
In Jurassic Park, Jeff Goldblum’s character warns us, “Your scientists were so preoccupied with whether they could, they didn’t stop to think if they should.” He was talking about cloning dinosaurs, but the same applies to ethical AI where the temptation can be to implement the technology across the board without considering the ethical implications.
It is vital that best practices are created and principles established to introduce ethical guardrails that address bias and encourage transparency, accountability and data privacy. For instance, a company could build an AI tool that allows SMEs to rate customers on how quickly they pay. But this could easily disenfranchise struggling businesses and exacerbate the problem instead of finding a solution. Likewise, AI could be used to screen candidates’ job applications. But that is an obvious opportunity for bias to enter the equation.
Unlike other innovative tech, the ‘move fast and break things’ philosophy does not apply for AI. It should be a prerequisite to ensure those building AI solutions are qualified before they begin.
There is an ethical risk attached with building AI; that risk can be mitigated if you have the right framework in place. That means
everything from building features to detect data errors and training AI on reliable data sets, to utilising advisory councils, and having the right representation in your data science and AI development teams. Recent data shows only 22% of AI professionals are women (tinyurl.com/5xbrh82h) , and 25% of AI employees identify as racial or ethnic minorities (tinyurl. com/3b2e6yww) . Investments are being made to create clearer pathways here, but it must be a united approach between policymakers and industry leaders.
Collaboration and knowledge sharing
These best practices should not be created in isolation and, thankfully, the AI developer and
WE NEED A GLOBAL, UNITED APPROACH—LED BY POLICYMAKERS, INDUSTRY LEADERS, TECHNOLOGISTS AND ETHICISTS
data scientist community is a traditionally collaborative one— especially compared to other types of technology development. This community can come together to prioritise and protect ethics: fostering a culture of transparency and accountability when it comes to
open-source models used to build and train AI and machine learning algorithms used in finance.
Of course, collaboration itself must be done ethically to maintain data privacy. As we strive to create ethical AI, it is crucial to respect the privacy of individuals and organisations whose data is used in training these models.
Another challenge is ensuring equitable access to resources. The risk of power concentration among a few large players can stifle innovation and limit diversity in AI development.
But, by pooling our collective knowledge and expertise, we can build responsible AI. Open-source models offer a unique opportunity to democratise AI development by allowing developers from diverse backgrounds and skill levels to contribute to and learn from each other, driving innovation, avoiding the perpetuation of biases and ensuring a broad range of perspectives are considered in AI development.
An international approach
By actively promoting collaboration and knowledge sharing, the global AI community can support the development of ethical AI in finance and build trust. This must be backed by effective regulation and international standards for responsible AI development and
deployment across borders.
Regulation is at different stages around the world. The European Union has the AI Act, the G7 has International Guiding Principles on AI and the AI Code of Conduct; each country is in the process of rolling out regulation—and, in the United States, there is a state-bystate approach. These are positive steps but, broadly speaking, regulation has not caught up with the widespread adoption and accessibility of AI in a world where hundreds of thousands of opensource models are available.
AI is a borderless technology. The priority should be for governments, policymakers and countries to align on a co-ordinated set of foundational principles that create the high watermark for ethical AI. Initiatives like the Bletchley Declaration (tinyurl.com/ysv5zu8x) show this approach is gaining traction versus countries taking isolated, independent approaches.
Of course, given how quickly AI is evolving, any international regulations must adapt to the pace of change to maintain ethics, sustain trust in the technology and enable rather than inhibit innovation that can benefit employers and employees.
A new, ethical era
We are in the AI era. Focusing on AI in accounting, firms and
accountants are ready and willing to embrace AI to improve financial accuracy, unlock operational efficiency and enable strategic decision-making. But this is built on the premise that AI solutions and models need to be ethical. In fact, the accounting ecosystem as a whole is ready to take responsibility for ensuring AI is used in an ethical manner.
That reality can only manifest itself if steps are taken to create a unified approach to ethical AI. A scattergun approach from company to company, and AI model to AI model, will only lead to inaccurate, ineffective AI that is viewed with suspicion.
The more the industry can work together to define and agree on ethical frameworks, foundational regulations and shared principles, the more AI can positively impact the finance industry and the businesses these teams and firms support.
Aaron Harris Chief Technical Officer Sage
PLANET OR PROFIT?
SUSTAINABILITY IDEALS ARE OFTEN CRUSHED BY CORPORATE DEMANDS. HERE’S HOW BUSINESSES CAN LET THEM FLOURISH
A‘calling’ in the context of work may be characterised by a strong sense of purpose and a motivation beyond just being paid at the end of the month. It’s mostly associated with occupations like healthcare workers, teachers or non-profit staff, for example.
We may not immediately think of sustainability managers— employed by companies to reduce their environmental impact—as following a calling in the same sense.
We have found, however, that sustainability and corporate social responsibility (CSR) managers are also drawn to their work by a calling to serve as agents for social change, even though their roles are corporate ones.
The social aspirations of sustainability managers are key to the success of corporations’ CSR and sustainability work. However, these aspirations often clash with
THE
SOCIAL ASPIRATIONS OF SUSTAINABILITY MANAGERS
ARE KEY TO THE SUCCESS OF CORPORATIONS’ CSR AND SUSTAINABILITY
WORK.
start to focus on the bottom-line results of sustainability initiatives. This means they become less ambitious with regard to sustainability initiatives, and more concerned with the profit-driven benefits of sustainability.
the corporate reality within the organisation.
Our research (shorturl.at/dr95b) is based on 57 sustainability managers in international companies in Sweden across various industries and career levels. We found that sustainability managers chose their careers in order to live out their strong socioenvironmental ambitions.
Yet, keeping that motivation is far from easy. According to sustainability managers themselves, their employers fail to live up to their social aspirations. They are pushed to prioritise corporate goals over social good, and their visions are reduced to compliance only. Their innovative ideas can fade in the struggle to be heard and gain support within the organisation.
As sustainability managers gain more seniority within the corporation, they lose their socioenvironmental purpose and instead
For example, a senior sustainability manager among our cohort, who was employed at a company facing accusations of human rights violations, focused more on improving the sustainability report and how she could communicate the idea that ‘CSR makes sense for business’. Though sustainability managers in the early stages of their careers are committed to radical change, their voices are seldom heard by the management or their colleagues. They struggle with feelings of social exclusion and meaninglessness as their aspirations crumble.
This can be emotionally draining and challenging to their identity, ultimately leading them to adopt more commercial aspirations instead. The sustainability managers find they can do little to mobilise the organisation to support their case for doing good.
Shifting to the corporate mindset
During their mid-careers, sustainability managers seem more able to sell their social aspirations within the corporation. But their calling for social and environmental change becomes ‘corporatised’ and a scaled-back version of their original vision.
The shift to a business mindset seems important to get others in the organisation to take them seriously. It’s also important for the sustainability managers themselves, as it increases their sense of belonging within the organisation.
But the initial drive toward societal change begins to dissipate. One sustainability manager explained they had been “moulded” to think with more of a business mindset. “The first thing is that everything has to have business value,” they said.
social and environmental aspirations.
As such, companies should value and respond to sustainability managers’ social aspirations to ensure they maintain the spirit, motivation and passion for change. This, after all, is what lies at the heart of sustainability and CSR work.
If corporations want sustainability managers to drive meaningful and lasting change, they must support their calling for social impact. This includes giving them a voice and authority, for example by including them in the executive team.
As sustainability managers in the later stages of their careers gain more power within their organisation, they also express more pride when they talk about their achievements. These are often linked to increased ranking or branding value, for example featuring on sustainability indices or securing media coverage of the company’s sustainability credentials.
Sanne Frandsen
The social motivation for sustainability work, however, is sidelined. Sustainability managers say their work is meaningful and in line with their purpose. But the purpose is now almost exclusively driven more by corporate benefits.
Are sustainability managers useless, then? Far from it. But our research shows how the very system that hires them to drive change often stifles their
Without this, the drive for
Sustainability managers should not be relegated to work only on compliance tasks but actively encouraged to contribute to the corporate strategy. A culture of openness that welcomes critical perspectives should embrace sustainability managers challenging the status quo. Without this, the drive for greener and more equitable corporate practices risks fading away.
Associate Professor: Organisation Lund University
Enrico Fontana
Senior Lecturer: Sustainable Business Cranfield University
Mette Morsing
Director: Smith School of Enterprise and the Environment University of Oxford
BLOWING UP
SOUTH AFRICA’S WIND ENERGY SECTOR IS GAINING MOMENTUM AND SCALING NEW HEIGHTS
WIND ENERGY CONTINUES TO LEAD SOUTH AFRICA’S TRANSITION TO A LOWCARBON, RENEWABLE ENERGY FUTURE.
South Africa is on the brink of a renewable energy revolution, with wind power positioned at the heart of this transformation. As the country progresses with power sector reforms and pivotal policy shifts, wind energy is no longer seen merely as an alternative; it is now integral to South Africa’s energy future.
Reflecting on 2024, South Africa has made remarkable strides in transformative policy and regulatory developments. These achievements are the result of collaborative efforts that have been a hallmark of the country’s electricity sector in recent years.
A key driver of this transformation has been policy advocacy and industry collaboration, with the South African Wind Energy Association ( sawea.org.za ) playing a central role in influencing legislative advancements. Notable among these are the Electricity Regulation Amendment Act (ERAA) and the upcoming iteration of the Integrated Resource Plan (IRP 2024). These reforms lay the groundwork for a robust, investor-friendly wind energy sector that will generate employment, boost local manufacturing and foster industrial growth.
As momentum builds, now is the time to unlock the full potential of wind energy: not just to power homes and industries but to drive economic growth, promote social equity and ensure long-term sustainability.
Transforming the wind energy landscape through sector reforms
Building on past successes, such as the launch of the fi rst IRP in 2010 and the Renewable Energy Independent Power Producer Procurement Programme (REIPPPP, tinyurl.com/4rkcwb5u), strengthening policy and regulatory frameworks
will unlock further investment in wind energy.
A major advancement in South Africa’s power sector reform was the passing of the ERAA (tinyurl.com/3ydazc9r). Signed into law in August 2024 and effective from January 2025, the ERAA establishes a competitive wholesale electricity market platform and an independent transmission system operator (TSO). This is expected to transform power production, trade and grid operations, while also accelerating licensing and regulatory approvals and fostering investment in grid expansion—key to developing and connecting wind farms.
The restructuring of Eskom, as envisioned in the 1998 Energy White Paper, also made significant progress in 2024. The establishment of the National Transmission Company South Africa ( www.ntcsa.co.za ) is a crucial step in Eskom’s transformation. The NTCSA will handle key functions of the TSO during the transition to a wholesale electricity market.
Moreover, the introduction of independent transmission projects is a positive move toward encouraging private sector participation in transmission development under the newly crafted Transmission Development Plan (tinyurl. com/mt9hxthp).
Advancing the energy mix
Wind energy continues to lead South Africa’s transition to a low-carbon, renewable energy future. With over 3.5 gigawatts of installed capacity from 37 wind power plants, contributing over 46 480 gigawatt-hours annually, wind energy plays a vital role in the country’s energy security.
The government is set to release the updated IRP (tinyurl.com/5cx258sv) in early 2025. According to modelling presented by the Department of Mineral Resources and Energy, wind energy is slated to contribute between 69GW and 76GW of new capacity by 2050. This presents significant opportunities for investment, industrialisation and job creation.
Renewable energy procurement
Since the inception of the REIPPPP in 2011, the programme has been pivotal in integrating renewable energy into South Africa’s electricity mix. Through 34 wind energy projects, REIPPPP has contracted 3.5GW of capacity, strengthening energy security and advancing the Just Energy Transition (JET, justenergytransition.co.za).
While challenges remain, such as transmission congestion, REIPPPP has been a crucial policy initiative,
ENERGY
facilitating private sector participation in the renewable energy market and reducing reliance on fossil fuels.
Mobilising investments
REIPPPP has attracted over R250 billion in investment, with 21 wind projects in the pipeline, representing 2.5GW of capacity. The momentum is expected to continue, but addressing structural challenges will be necessary to restore market confidence.
In line with South Africa’s JET framework, the government aims to add 6GW of renewable capacity to the grid between 2023 and 2027. Total investments in wind, solar and energy storage are projected at R498 billion over the five-year period.
Advocacy in action
For over a decade, SAWEA has been a driving force behind the wind energy sector in South Africa. The 13th Annual Windaba Conference & Exhibition (www.windaba.co.za), hosted in Cape Town and endorsed by the Global Wind Energy Council ( www.gwec.net ), continues to serve as the premier gathering for industry leaders, policymakers and global experts. Under the patronage of South Africa’s Minister of Electricity & Energy, Dr Kgosientsho Ramokgopa, Windaba fosters essential discussions on sector developments, challenges and opportunities.
R898 million invested in socio-economic development initiatives by 2022. SAWEA’s 2023 Community Engagement Handbook (tinyurl. com/ydjsapjh) has further strengthened collaboration between developers and local communities, ensuring transparency and shared benefits from wind energy projects.
In March 2025, SAWEA, alongside GWEC, hosted a CEO Breakfast Roundtable for Policy and Industry leaders in South Africa, coinciding with the 17th Africa Energy Indaba ( africaenergyindaba.com ) in Cape Town. This exclusive event brought together policymakers and private sector stakeholders to explore the impact of unfolding policydriven power sector reforms on the country’s renewable energy market.
One thing that stood out from the engagement was that, as the government continues to implement power sector reforms, there is a need to align ongoing reforms with industry needs. Repositioning REIPPPP, ensuring grid availability and access, and rethinking funding instruments are central considerations as the industry continues to navigate the changing energy landscape.
Wind power’s broader impact: Economic growth and social equity
Offshore wind: A potential game-changer South Africa’s vast wind resources, both onshore and offshore, present significant opportunities for growth. While onshore wind farms dominate, the potential for offshore wind is also substantial. A 2022 feasibility report by the Council for Scientific and Industrial Research (tinyurl.com/yee9whh6) estimated that South Africa could generate up to 44.52 TWh annually from shallow-water wind farms, and an astonishing 2 387.08 TWh from deep-water installations—equivalent to eight times the country’s total electricity demand.
Offshore wind remains a long-term prospect, but has attracted growing investor interest. For example, Hexicon AB (www.hexicongroup. com/south-africa), in partnership with Genesis Eco-Energy Developments, is planning an 800MW offshore wind farm off the coast of Richards Bay, marking a significant milestone in South Africa’s energy transition.
The road ahead
Beyond energy security, wind power is a catalyst for economic growth, industrial development and job creation. Investments in wind energy stimulate domestic industries, with the establishment of local wind turbine manufacturing facilities fostering technological advancement and reducing reliance on imports.
The South African Renewable Energy Masterplan (tinyurl.com/2ar4rwsv) outlines a strategic framework to drive industrialisation, expand employment and localise manufacturing within the renewable energy sector. By focusing on technology transfer, skills development and workforce training, South Africa can strengthen its wind energy industry and ensure long-term sustainability. The wind industry’s social impact is evident, with over
As South Africa enters its second decade of wind energy development, the progress made in 2024 serves as a clear indicator of the sector’s transformative potential. Through continued policy advocacy, industry collaboration and strategic investments, South Africa is poised to lead Africa’s transition to a renewable energy future—driving economic growth, energy security and sustainability.
Wangari Muchiri Africa Director: Global Wind Energy Council
Niveshen Govender CEO: South African Wind Energy Association
SHIFT FOCUS
MINING MUST BECOME MORE RESPONSIBLE AND SUSTAINABLE—WHERE HI-TECH SOLUTIONS FIT IN
If you visit a commercial mining operation anywhere in the world today, some sights and sounds—workers descending in elevators to underground shafts, the roar of truck engines—will be much the same as they have been for decades.
But, like many other industries, mining is changing. Digital mining involves the use of digital technologies to make mining operations more efficient, safer and sustainable. This industry emerged about a decade ago and has developed quickly over the past few years. This uptick is the result of recent advances in sensor technology, data analytics and artificial intelligence (AI), including machine learning.
However, while technology improves, old problems persist. Large-scale mining causes massive deforestation in regions like the Amazon. It also threatens and displaces communities, as in the case of Brazil’s Xikrin and Kayapó people. In the Democratic Republic of Congo, the mining of cobalt, copper and coltan (all crucial for modern technology) contaminates local water supplies and puts workers, including children, in danger.
Is it time to make mining obsolete? This is not a realistic solution, at least not in the near future. Many modern technologies like smartphones, electric vehicles,
solar panels and wind turbines depend on minerals extracted through mining. The global move toward renewable energy and low-carbon technologies means demand for minerals like lithium and cobalt is rising.
So, while mining has environmental costs, it’s also critical in the shift to a greener economy. And mining is economically important in many parts of the world. In African countries, it supports millions of jobs and contributes significantly to gross domestic product (shorturl. at/jR7k0).
This is why sustainable mining is crucial. I am a professor of information systems. I investigate the complex interactions between technology, people and organisations in achieving sustainability goals. In a recent paper ( shorturl.at/yUiDD ), I examined how digital technologies could help mining operations to balance economic objectives with environmental and social sustainability.
The findings make it clear that digital technologies can transform mining practices and achieve sustainability goals at the same time.
Economic outcomes
Our paper took the form of a case study. We interviewed professionals from a leading
digital mining solutions company. It has operations in South Africa, Australia, Brazil, Chile and the United States. The interviewees were engineers, senior managers and executives. They offered a glimpse into how their large-scale mining clients were using digital technologies like automated haul trucks and collision avoidance systems.
We wanted to know how their clients saw the role of digital technology in balancing business and other goals. They outlined some successful cases and others where companies were struggling to align all their aims.
It was clear the company and its clients recognised the importance of safety and environmental issues in their work. But they saw these issues through the lens of business sustainability. For instance, while some mining companies pursued safety improvements, they did it primarily to boost productivity and bring down costs.
One interviewee gave the example of collision avoidance systems. Companies valued these because they reduced downtime and improved productivity. They focused on immediate business needs.
MINING MUST BECOME MORE RESPONSIBLE AND SUSTAINABLE— WHERE HI-TECH SOLUTIONS FIT IN
A balancing act
It is time for mining companies that are serious about sustainability to shift their focus. Rather than simply looking to make immediate profits, they need to consider environmental and social impacts—and the role digital technology can play.
As a simple example, AI can predict when machinery is likely to fail. This allows companies to carry out timely maintenance. Equipment lifespan is extended. Downtime and repair costs are reduced. And worker safety is improved because there are fewer unexpected breakdowns.
This is the kind of sustainable approach, underpinned by digital technology, that can help mining companies tick all the right boxes.
Mining leaders must not exclude employees and stakeholders when considering these issues. Environmental advocates have a role to play, too: Companies must work with these groups and with local communities. A shared understanding of how digital technologies can meet both financial and sustainability targets is key.
Mining companies are more likely to change if there are clear financial benefits or penalties tied to sustainability. Governments can help by introducing stricter environmental regulations and offering incentives to adopt sustainable digital technologies.
In South Africa, for instance, there are tax incentives and subsidies to encourage the use of renewable energy in mining (shorturl.at/BgLXG). These measures, expanded recently in response to the country’s energy crisis, have sparked significant investment in solar power.
When paired with digital monitoring systems, renewable energy solutions can enhance efficiency by optimising energy consumption and reducing carbon emissions. Technologies like AI-driven energy management systems can help mines integrate renewable sources with less energy wastage. Thus, tax breaks or subsidies for digital solutions that support green energy adoption could motivate companies to embrace greener and more tech-driven mining practices.
Consumers and investors, meanwhile, should invest in those mining companies that demonstrate responsible practices. Ethical investment funds need to support companies with strong environmental, social and governance credentials.
Rennie Naidoo Professor: Information Systems University of the Witwatersrand
MINING COMPANIES ARE MORE LIKELY TO CHANGE IF THERE ARE CLEAR FINANCIAL BENEFITS OR PENALTIES TIED TO SUSTAINABILITY.
PERFECTLY PLACED
SOUTH AFRICA COULD LEAD THE ‘GREEN STEEL’ REVOLUTION—BUT IT NEEDS EXPANDED DOMESTIC BENEFICIATION POLICIES
MANUFACTURING
Last year, South Africa’s steel production output by producers using traditional coal-fi red blast furnaces produced 2.59 million tonnes of steel, while the so-called mini mills, where steel is made from scrap metal, yielded approximately 2.11 million in the same 12-month period.
This reflects the significant contribution being made by secondary steel producers to the economy and efforts to curb carbon emissions.
Green steel
While the respective outputs are relatively on par, the biggest differentiator is that mini mills emit roughly four to fi ve times less carbon than primary steel producers.
Amit Saini, one of the directors of Eastern Cape-based mini mill Coega Steels Pty Ltd ( coegasteels.com ), explains that the manufacture of so-called ‘green steel’ has gained greater prominence as industries embrace sustainable practices to mitigate environmental impacts.
“This shift is driven by increasing regulatory pressures, consumer demand for eco-friendly products, and international commitments to reduce carbon emissions under pacts such as the legally binding Paris Agreement on climate change,” he explains.
He adds, “Steelmaking through scrap recycling is the leading and foremost method of green steel production. Recycling scrap metal significantly cuts carbon emissions compared to traditional methods.”
India a global leader
India has already established itself as a global leader in the green steel sector. In terms of new guidelines released by the South Asian nation, steel with a carbon footprint of fewer than 1.6 tonnes of carbon dioxide equivalent (CO2e) per tonne of finished steel is defined as five-star green steel. That with
STEELMAKING THROUGH SCRAP RECYCLING IS THE LEADING AND FOREMOST METHOD OF GREEN STEEL PRODUCTION.
emissions of 1.6 to 2.0 tonnes is rated four-star, while 2.0 to 2.2 is three-star.
Saini says this landmark policy underscores the importance of setting clear guidelines to promote green steel.
The United States and many European countries have also implemented stringent green steel standards.
“These developments highlight the competitive advantage of green steel, which is sold at a premium in international markets due to its lower environmental impact,” says Saini.
SA perfectly placed to lead green steel revolution
Aside from the scrap recycling aspect, the significantly lower carbon footprint is also attributable to the type of furnace being used: whether electric arc (EAF) or induction, the latter of which is operational at Coega Steels.
The Gqeberha mini mill’s furnaces are only able to process ferrous material containing iron and melt metals by way of electromagnetic induction. Blast furnaces, on the other hand,
produce steel from iron ore, coke and limestone.
Saini says it is increasingly clear that South Africa is perfectly placed to lead the green steel revolution in Africa, given its strategic position in regional and global markets. “We have the biggest base of mineral resources compared to other African countries. These carry an estimated value of $2.5 trillion (R44 trillion).”
He explains that while coal is widely used domestically (nearly 75% of its mined volume is used for, among others, electricity, chemical and liquid fuel production) and the balance exported, the story is different for iron ore.
Domestic beneficiation policies
He further says that more than 90% of iron ore mined in South Africa is being exported due to limited domestic beneficiation (enhancing the economic value of raw materials) and constraints in the primary steel sector’s manufacturing capacity.
“South Africa should expand domestic beneficiation policies to include iron ore and coal, thereby enhancing their
local value addition and reducing the reliance on exports.”
To maximise the country’s potential as a continental leader, it is imperative to revitalise the primary steel sector’s manufacturing capacity. “This should be done through targeted investments and policy incentives to develop mechanisms that will ensure cost-effective procurement of raw materials for domestic steel producers, therefore enhancing competitiveness.”
He adds that by using iron ore to produce direct reduced iron (DRI), they can alleviate potential scrap metal shortages in the domestic market in the future. “It is a viable substitute for scrap and aligns well with the future of steel production in the country, particularly given the increasing adoption of EAFs over the next few years.”
Benefits of DRI-based steel production
DRI-based steel production offers various benefits. It is less harmful to the environment and can ensure sustainable growth in steel production should South Africa reach a saturation point in scrap availability.
Saini says while the country currently lacks a merchant/trading DRI plant, affordable raw materials would become accessible to existing producers. “Thereby encouraging new production capacity, should iron ore and coal beneficiation policies be promulgated.”
Since South Africa had received more than $4 billion (R73 billion) in funding from bilateral and multilateral sources to help reduce carbon emissions, there is an obligation to implement actionable plans that align with global climate goals, he states.
“Promoting green steel production is a practical and impactful way to meet these commitments.”
SPAWNING SUCCESS
THE EXCEPTIONAL GROWTH OF A MUSHROOM FARM ON THE KZN SOUTH COAST SHOWS NOW’S THE TIME TO INVEST IN AGRICULTURE
MKHIZE CHOSE TO SPECIALISE IN OYSTER MUSHROOM
FARMING BECAUSE OF THE UNIQUE COMBINATION OF SUSTAINABILITY, PROFITABILITY AND CULINARY DEMAND.
The KwaZulu-Natal South Coast’s exceptional fertile soil and subtropical climate create ideal growing conditions for lucrative agricultural investments. With high-yield, diverse crop potential including macadamias, bananas, sugar cane and coffee, the region offers abundant opportunities for investors to tap into profitable, niche agricultural markets and achieve strong returns.
Now, one intrepid local entrepreneur has shown the region’s incredible potential for another produce: mushrooms.
The 100% black female-owned Oatlands Oyster Mushroom, which has its production headquarters in KwaNositha, has been growing fresh oyster mushrooms for local supply since 2018. The farm has carved a niche in this specialty farming sector, growing high-quality mushrooms for both local and national markets.
It supplies major retailers such as Food Lovers Market South Coast Mall, Food Lovers Market Scottburgh, Pick n Pay Scottburgh, Green Grocers Fruit & Veg and Spar Port Shepstone, as well as direct to households in the province.
“When I started, I didn’t have any background in agriculture, but I knew that was the industry I needed to be in because it’s where so much local income is sourced,” explains Oatlands Oyster Mushroom farm owner, Asanda Mkhize.
“I chose to specialise in oyster mushroom farming because of the unique combination of sustainability, profitability and culinary demand. And in my area, there are not so many mushrooms farms.”
She adds, “The Department of Agriculture trained us in how to grow oyster mushrooms, and I was intrigued by the fact that you can grow them almost anywhere, without needing a large space.” The department also provided Mkhize and other fledgling farmers with oyster mushroom substrate (organic waste that provides nutrients needed for the mushrooms to grow) and seeds/spawn to start off their businesses.
The South Coast Tourism and Investment Enterprise (SCTIE)— the district-wide entity mandated with attracting investors (and visitors) to the region—provided further training and funding to help improve production and the quality of the mushrooms.
“Mushrooms are an incredibly versatile crop, requiring minimal land, water and pesticides compared to traditional farming. This appeals to my passion for environmentally friendly practices,” notes Mkhize. The farm uses organic substrates like wheat straw, efficient irrigation systems and the collection of rainwater to ensure compliance with strict environmental and social standards.
Agriculture has long been seen as a male-dominated industry, but Mkhize says Oatlands Oyster Mushroom is here to change
that narrative. “We’ve demonstrated that women can thrive in this field. As a woman, I’ve faced numerous challenges that have tested my resilience and determination. Some of the most significant obstacles I’ve encountered include the undermining of my authority, intelligence or capabilities; and having to manage the weight of expectations while also meeting the demands of my personal and professional life.”
“We encourage other women to explore agribusiness because it’s an industry that welcomes innovation, provides financial empowerment and has room for growth. By supporting one another, women in agriculture can achieve incredible success.”
Deborah Ludick, from SCTIE, applauds the efforts of inspiring women such as Mkhize. “This business demonstrates the immense potential of women in agribusiness, breaking barriers and shaping the future of sustainable agriculture. We hope her story encourages more women to enter the sector, where they can not only succeed but also create jobs, support communities and drive innovation.”
Despite the challenge of COVID-19 and its impact on the local economy, Oatlands has continued to thrive—in part, from the support received from SCTIE’s Buy Local initiative. Members enjoy significant benefits including marketing, networking and insight into options for local government support.
Mkhize says she joined the platform three years ago, and has not looked back.
“We have continued to gain more customers through Buy Local, supplying more retailers, restaurants, hotels and other tourism areas with our dehydrated oyster mushrooms,” she shares.
The ongoing success of this farming venture has seen investment opportunities extend into alternative mushroom families, with Mkhize looking to sell king oyster mushrooms, shiitake and enoki as well as yellow and blue oyster mushrooms.
“There is definitely more potential for expansion in this industry, such as more dedicated mushroom production buildings to support the six-week growth cycle, and the option of expanding into the global market. We’re also looking at diversifying our product processing to make mushroom powder and soup.”
Through innovation and a commitment to excellence, the business has gained a reputation for delivering premium products,
while supporting the local workforce and contributing to the region’s agribusiness growth.
Future innovations on the farm would include sensors and automated systems to maintain optimal temperature, humidity and light levels; vertical growing systems to increase yield and reduce land use; solar panels to power irrigation systems, thereby reducing energy costs; efficient composting and recycling systems to minimise waste; and new substrate materials, such as coffee grounds or brewery waste, to reduce costs and environmental impact.
The ambitious 32-year-old entrepreneur also plans to offer farm tours, workshops or educational programmes to attract visitors and generate additional income, as well as community-supported agriculture programmes to assist other budding farmers.
Dr Vusumuzi Sibiya, CEO of SCTIE, says agriculture remains one of the KZN South Coast’s key economic drivers, with significant potential for investors to explore: “Those looking to leverage the favourable conditions for farming will discover the potential in various crops—as well as agritourism, which is a growing industry on the KZN South Coast.
“The region’s position also has logistical advantages, from its ease of accessibility along national networks to forming a component of the Eastern Seaboard Development that further opens up the domestic market. The nearby Durban Harbour also allows for increased access to a global market.”
Now’s the time to invest in the KZN South Coast! For more information on SCTIE’s Buy Local campaign and membership, visit www.visitkznsouthcoast.co.za/buy-local-membership.
WE ENCOURAGE OTHER WOMEN TO EXPLORE AGRIBUSINESS BECAUSE IT’S AN INDUSTRY THAT WELCOMES INNOVATION, PROVIDES FINANCIAL EMPOWERMENT AND HAS ROOM FOR GROWTH.”
The European Investment Bank (EIB) has committed to join Africa Finance Corporation (AFC) in financing a $750-million Infrastructure Climate Resilient Fund (ICRF) ( shorturl.at/yWPvk ). This landmark initiative will accelerate climate adaptation and sustainable infrastructure across Africa.
As part of this commitment, the EIB confirmed it will invest $52.48 million in the ICRF, which is managed by AFC Capital Partners ( www.afccapital.org )—the asset management arm of AFC. ACP has already secured a $253-million commitment from the Green Climate Fund (GCF), marking GCF’s ( www.greenclimate.fund ) largest-ever equity investment in Africa.
In addition, the Nigeria Sovereign Investment Authority (nsia.com.ng) and two private African pension funds have also committed to the ICRF, demonstrating robust institutional backing on the continent and internationally.
The ICRF aims to accelerate climate adaptation in Africa by embedding resilience measures at every stage of infrastructure development: from design and construction to operation. Using blended finance to derisk private investment, it also integrates innovative tools such as climate risk parametric insurance to enhance protection against climate-related risks and losses.
In addition, the ICRF will provide technical assistance to enhance the capacity of countries seeking climate risk assessment and adaptation, aligning with the European Union’s Global Gateway initiative ( shorturl.at/zjAAd ) and the United Nations Sustainable Development Goals ( sdgs.un.org/ goals).
The EIB formally signed the agreement at the Finance in Common Summit ( www. financeincommonsummit2025. com) in Cape Town at the end of February, demonstrating the close
GREEN BUILDING
LANDMARK CLIMATE RESILIENT
INFRASTRUCTURE FUND INITIATIVE TO ACCELERATE CLIMATE ADAPTATION AND SUSTAINABLE INFRASTRUCTURE ACROSS AFRICA
collaboration between the EIB, AFC and other strategic partners.
“The EIB is committed to supporting private sector investment in climateresilient infrastructure, especially in regions most vulnerable to climate change,” stated EIB vicepresident Ambroise Fayolle. “This partnership with the Africa Finance Corporation and the launch of ACP’s Infrastructure Climate Resilient Fund are a significant step toward accelerating Africa’s green and digital transition and ensuring a sustainable future for all.
“The EIB’s investment is not just about the initial capital injection; it is also intended to have a multiplier effect by attracting more investors, reducing risk, showcasing successful
projects and promoting best practices in climate finance.”
ACP’s fund aims to demonstrate that Africa can pursue a climate-resilient and sustainable development path by addressing market failures, mitigating environmental risks, strengthening logistics, trade and industrialisation, and accelerating the continent’s digital and energy transition.
“This fund is crucial for bridging the funding gap for climate adaptation in Africa,” commented Samaila Zubairu, AFC’s president and CEO. “By focusing on climate-resilient infrastructure, we are not only securing our economic future but also creating opportunities for sustainable growth, and supporting job creation
THE
ICRF AIMS TO ACCELERATE CLIMATE ADAPTATION IN AFRICA BY EMBEDDING RESILIENCE MEASURES AT EVERY STAGE OF INFRASTRUCTURE DEVELOPMENT
across the continent. We are glad to partner with the EIB and other investors who are committed to increasing the impact of climate finance.”
Developing climate-resilient infrastructure
The ICRF focuses on Africa, the world’s most climate-vulnerable continent, by investing in infrastructure that can withstand the impacts of climate change while reducing carbon emissions. The fund prioritises resilient, lowcarbon solutions across transport and logistics, clean energy, digital infrastructure and industrial development, ensuring sustainable growth.
ACP’s investment strategy evaluates climate risk across both physical and transition
dimensions, including emissions and climate governance. The ICRF is committed to ensuring infrastructure assets are designed, built and operated to withstand and adapt to evolving climate conditions. To achieve this, ACP will conduct rigorous climate risk screenings and assessments for every investment, establishing a new benchmark for selecting and implementing the most effective adaptation solutions.
The ICRF leverages a powerful partnership between three major institutions—EIB, AFC and GCF— uniting their expertise, capital and commitment to climate resilience. Aligned with the EIB’s Climate Bank Roadmap (shorturl.at/kWvxi), ACP will draw on the proven track records and deep technical expertise of both EIB and AFC in
infrastructure investment, creating a compelling platform to attract additional investors. Through this strategic collaboration, the $750-million fund is poised to unlock up to $3.7 billion in financing, accelerating the deployment of climate-resilient infrastructure across Africa.
The GCF will play a critical role by providing technical assistance for due diligence and climate resilience monitoring while covering the first-loss tranches on new investments, effectively de-risking projects and attracting private capital.
Once operational, the ICRF aims to invest in a diversified portfolio of 10 to 12 projects across Africa. It will also assist countries and entities in capacity building and deployment of climate risk assessment and adaptation solutions.
A CLOSER LOOK AT THE FUND
Leveraging partnerships
Through its asset management arm ACP, AFC is collaborating with the EIB to deploy the ICRF, leveraging both institutions’ proven track records and technical expertise in infrastructure investment to attract additional investors. The partnership is further strengthened by the GCF’s critical role in providing first-loss protection and technical assistance, ensuring a robust framework for scaling climate-resilient infrastructure across Africa.
Mobilising climate finance
The EIB’s $52.48-million commitment is a strategic step toward the ICRF’s $750-million target, aimed at catalysing additional investments from both private and public sector partners into climate-resilient infrastructure. This commitment is expected to help mobilise approximately $3.7 billion in total financing—driving tangible, onthe-ground impact across Africa.
Focusing on EIB’s core priorities, agreed by ECOFIN (shorturl.at/ bUUU9)
The EIB investment will support the climate bank’s ambition to accelerate international action on adaptation and resilience.
With an expected climate action and environmental sustainability contribution of about 80%, the operation will contribute to EIB’s objectives to dedicate:
• 50% of its financing toward climate action and environmental sustainability; and
• 15% of its financing toward to climate adaptation by 2025.
The ICRF supports three of the five EU Global Gateway thematic priorities: climate and energy; transport; and digital.
Addressing market failures
The EIB investment in the ICRF is intended to address the scarcity of equity capital for greenfield infrastructure projects, and to help overcome other market failures such as the lack of incentives for green energy solutions or market failures related to transport accessibility and digital connectivity.
The fund also aims to improve the efficiency of logistics and trade corridors and contribute to the digital and energy transition.
Supporting the green and digital transition
By investing in clean energy and digital infrastructure, the ICRF aims to support the broader green
and digital transition in Africa and contribute to diversification and security of energy supply, as well as improved access to digital connectivity.
Enhancing capacity for climate risk management
The ICRF will provide technical assistance to build capacity for climate risk assessment and adaptation, with a focus on integrating climate risk considerations into project design and construction.
Creating jobs and economic opportunities
Projects backed by the ICRF will contribute to job creation, economic growth and improved quality of life in the target regions. These projects are expected to generate significant temporary employment during construction as well as permanent jobs during operation.
Key projects in the ICRF pipeline, such as the Lobito Corridor (www.lobitocorridor. org), underscore AFC’s pivotal role in driving transformational and climate-resilient infrastructure investments across Africa. As the lead developer of the project, AFC is spearheading efforts to enhance regional connectivity and economic integration through the corridor, which is set to become a critical trade and logistics route linking Angola, the Democratic Republic of Congo and Zambia.
Beyond Lobito, the ICRF pipeline includes other strategic projects across transport, clean energy and
digital infrastructure, all designed to attract institutional investment and address Africa’s pressing infrastructure gap. Through these initiatives, ACP continues to highlight its commitment to mobilising capital for projects that deliver both financial returns and lasting developmental impact.
The investments backed by the ICRF will actively promote the adoption of environmental, social & governance best practices including gender equality, protection and anti-discrimination policies.
De-risking investments
The ICRF’s structure, with support from the EIB and other institutions like the GCF, aims to de-risk climate investments.
The GCF is providing grant funding to help with due diligence and monitoring of climate resilience, which can make the investments more attractive to other investors. Additionally, the ICRF will integrate innovative climate risk insurance to complement traditional indemnity programmes.
Aligning with global and regional objectives
The EIB investment aligns with EU strategies, the African Union’s Agenda 2063 (au.int/ en/agenda2063) and the UN SDGs, and aims to support the implementation of Nationally Determined Contributions (shorturl.at/SxAb6).
BRIDGING THE HOUSING GAP
ARE MODULAR HOMES THE SOLUTION?
Once considered an unconventional and niche alternative to traditional housing, modular homes have come a long way in recent years and are now regarded by many as a viable option in the traditional property market.
“Modular homes are not to be confused with the original mobile home because, while both are prefabricated, modern modular homes are designed to meet the same building codes and standards as traditional houses—ensuring durability, safety and long-term value,” says Cobus Odendaal, CEO of Lew Geffen Sotheby’s International Realty in Johannesburg and Randburg.
“And, as housing demands and technology advances continue to grow and evolve, we’re starting to see modular homes redefining the way we think about residential construction and, as a result, these homes now have real value in the marketplace.”
Elon Musk, already known for disrupting industries, has now entered the modular housing market with Tesla Tiny Houses (tinyurl.com/42yjkwhv). Designed to embody sustainability, innovation and minimalism, these prefabricated homes are part of Musk’s vision to make sustainable living accessible.
“Tesla’s initial offering in the modular housing market is a small, energy-efficient home equipped with solar panels and a Powerwall for energy storage. This design promotes self-sufficiency and reduces reliance on traditional energy grids,” says Odendaal.
“These pioneering homes are built using eco-friendly materials and designed to maximise energy efficiency, and the integration of Tesla’s renewable energy solutions not only makes these homes ideal for
environmentally conscious buyers but it paves the way for a whole new approach to how we live and build.”
What are modular homes?
Odendaal explains: “Unlike traditional homes built entirely on-site, modular homes are constructed in a controlled factory environment where individual modules are fabricated with precision, transported to the building site, and assembled like giant building blocks.”
He cites the following benefits of these homes over traditional construction:
FACTORY-CONTROLLED CONSTRUCTION ENSURES
EACH MODULE IS BUILT TO EXACT SPECIFICATIONS, REDUCING ERRORS AND DEFECTS.
Affordability
Modular homes are usually more cost-effective than traditional housing—and in South Africa, where more and more people are being priced out of the housing market, this is a critical factor.
Factory construction reduces labour costs, minimises material waste and shortens the construction timeline, and these savings make modular homes an attractive option for first-time buyers and those looking for affordable luxury.
Customisability
Modern modular homes offer a high degree of customisation. Buyers can choose from a variety of layouts, finishes and features to create a home that suits their lifestyle and aesthetic preferences.
Sustainability
Environmental concerns are driving the popularity of modular construction. Factories optimise material usage, reducing waste—and many modular homes incorporate eco-friendly materials, energyefficient appliances and renewable energy systems like solar panels.
Speed of construction
The timeline for building a modular home is significantly shorter than that of traditional homes. While a standard home may take several months—or even years—to complete, a modular home can be built in weeks. This efficiency is particularly valuable in areas with urgent housing needs.
Consistent quality
Factory-controlled construction ensures each module is built to exact specifications, reducing the likelihood of errors or defects. This level of precision often results in a home that is structurally superior to one built on-site.
Meeting global social and economic needs
“These homes truly are a sign of our times,” notes Odendaal, adding they have developed in response to the following emerging global social and economic needs and priorities:
Urban housing challenges
As cities face housing shortages and rising real estate prices, modular homes offer a practical solution. They can be built quickly and affordably, providing highquality housing for urban populations.
Flexibility for modern living
The adaptability of modular homes appeals to modern homeowners. They can be expanded or modified over time, making them suitable for growing families or changing lifestyles.
Focus on sustainability
Eco-conscious consumers are drawn to modular homes for their reduced environmental impact. With energyefficient designs and sustainable building practices, these homes align with the values of buyers seeking to minimise their carbon footprint.
Remote work and relocation trends
The rise of remote work has shifted housing preferences. Many buyers now seek affordable, customisable homes in suburban or rural areas, and modular construction meets this demand perfectly.
Technological advancements
Innovations in materials, design and construction technology have elevated modular homes from basic structures to sophisticated living spaces. This technological evolution has changed perceptions and increased acceptance of modular housing.
“Modular homes have come a long way from their humble beginnings, evolving into a versatile and sustainable solution for modern living,” says Odendaal. “Their affordability, customisation options, and reduced environmental impact make them an appealing choice for a wide range of buyers—and advances in technology, from smart home systems to renewable energy integration, have further enhanced their appeal, making modular homes a viable alternative to traditional housing.
“And, as demand continues to rise, modular homes are poised to play a pivotal role in addressing global housing challenges while delivering on the promise of innovation and sustainability.”
CONSTRUCTION
THE ADAPTABILITY OF MODULAR HOMES APPEALS TO MODERN HOMEOWNERS, ALLOWING FOR EXPANSION OR MODIFICATION OVER TIME.
UP CHARGE
WHAT IS NEEDED TO GROW THE ELECTRIC VEHICLE SECTOR IN SUB-SAHARAN AFRICA
In sub-Saharan Africa, high levels of particulate matter (PM2.5) pollution from vehicle tailpipe emissions cause poor health, developmental stunting and even death. Vehicle emissions also contribute to global warming. Electric vehicles (EVs) could help solve these problems, but they have been slow to take off in the region (tinyurl.com/54xzp44p). Its biggest economy, South Africa, had only about 1 000 EVs by 2022 (tinyurl.com/2s3ew3y6)
We are specialist transport engineers whose research has focused on EVs (ev.sun.ac.za) and road freight transport in subSaharan Africa. In our work, we look at how EVs could contribute to reducing emissions in the region, and what is standing in the way of electrifying transport.
One of the reasons for low uptake is the high cost of EVs. They also have limited range, and their batteries are slow to charge—a problem for long-distance or
frequent driving.
The inability of countries to generate and distribute enough clean electricity is also a barrier to electrifying vehicles. Just over half of all electricity in the region comes from burning fossil fuels (tinyurl.com/39aamnxa). Powering EVs with electricity generated by burning fossil fuels would not necessarily reduce carbon emissions.
United Kingdom at 1:20.
But these charging stations must be able to deliver electricity when vehicles need it. They need reliable, renewable energy stored in large battery systems (tinyurl. com/yaj5wn7a) to do so—and these large battery systems are still being developed.
and for economies to grow, freight transport must grow. This means national and local governments must plan and invest in highpowered, fast-charging stations along transport routes (tinyurl. com/7r5sxnua). These must be able to charge different sizes and kinds of trucks. The freight industry cannot absorb these costs alone.
Need for rapid change
However, the rollout of electric motorcycles and small public transport vehicles has already begun. If all vehicles could be made locally, using clean energy, there would be tremendous economic benefits for the region.
Electric mobility is some way off Transitioning to electric mobility requires clean energy provision, which means investing in electricity infrastructure. EV charging stations can be installed fast: South Africa already has a very high EV ratio of one charger for every five cars, compared to the
In sub-Saharan Africa, informal public transport moves about 72% of the region’s passengers (tinyurl. com/a39h2jy3) . Freight moves goods in the absence of adequate rail. Electrifying these sectors needs careful planning.
Informal ‘paratransit’ or ‘popular transportation’ is made up of minibuses (matatu, ndiaga ndiaye, danfo, trotro), three-wheelers (tuktuk) and motorbikes (boda boda, moto).
Planning for the eventual electrification of informal taxis is complicated by the sector’s unscheduled, decentralised, often chaotic and demand-driven nature.
Freight transport is a leading indicator for economic growth,
The transport sector must make the transition to electric mobility faster than the breakneck speed at which smartphones were adopted if it is to meet Net Zero—an end to carbon emissions (tinyurl. com/38f6yzk8) —by 2050. Costly electrical and civil infrastructure (roads, minibus termini, truck stops, electricity distribution networks) will be needed—and soon (tinyurl.com/2fws4f5a).
However, our results (tinyurl. com/9kbxzz8p) show that fleets will have to contain a mix of electric and combustion-based engines if countries want to continue
ONE OF THE REASONS FOR LOW UPTAKE IS THE HIGH COST OF EVS.
to transport the same amount of goods and people they are currently transporting. This is because electric vehicles charge slowly. While a diesel minibus taxi takes only one minute to fill up with enough diesel to travel 750 kilometres, the fastest currently available electric minibus recharges at a mere 2km per minute with DC and 0.3km per minute with AC. The electric taxi’s range is also only 21% of the diesel equivalent.
Filling stations in the region generally store the equivalent of up to 225 000km worth of fuel for a diesel minibus. The same size of stationary electric battery storage will store a mere 16 000km for an electric equivalent minibus.
Range-extending and potentially swappable battery storage can be used: where a trailer acts as a mobile battery bank to the vehicle, and is charged from a solar charging station to reduce emissions. But this will increase the cost so much that it may not be financially viable for the freight industry at all.
Building a local EV industry
Except for South Africa, the region has been a dumping ground for second-hand vehicles from developed countries (tinyurl. com/47e2z97p). The comparatively simple designs of EVs provide an opportunity for sub-Saharan Africa to move away from accepting second-hand vehicles and toward a new local EV industry (tinyurl. com/bdh7rkr5).
Workers in hundreds of thousands of jobs (tinyurl.com/4mhwtp4z)
making combustion engines could be reskilled to make EVs. Africa already has the skills to design and produce the powertrain components such as batteries and electric motors.
Setting up local industries would also spare sub-Saharan Africa from being flooded by cheap EV imports that do not contribute to local employment (tinyurl. com/4nsjs8uf).
Ethiopia has recently banned the import of combustion vehicles (tinyurl.com/43594u3e). Africa’s first all-electric mass rapid transit was set up in Dakar, Senegal in 2023 (tinyurl.com/3shthwu9)
The Golden Arrow bus company in South Africa purchased 120 electric buses last year (tinyurl. com/msyzfje8). Heavy-haul electric trucks are also entering the South African market space (tinyurl.com/ aru3fj5a)
Africa has already produced tens of thousands of electric two- and three-wheelers used for public transport and lastmile delivery. These include Ampersand in Rwanda (www. ampersand.solar) , Roam Electric in Kenya (www.roam-electric.com) and Spiro in Benin (www.spironet. com). Batteries are usually provided through swapping and payment by mobile phone. In South Africa, Mellowvans (www.mellowvans. com) produces a last-mile threewheeler.
A Roam Air electric motorbike (tinyurl.com/3bz59uf8) recently completed the 6 000km journey from Nairobi to Stellenbosch using only the region’s abundant solar power. In Kenya, BasiGO (www.
basi-go.com) assembled buses locally and now provides finance for electric buses. Roam Electric makes locally designed electric buses (and motorbikes).
Meanwhile, a project owned by the South African National Energy Development Institute at Stellenbosch University in South Africa has converted a petrol minibus taxi (tinyurl. com/3ahzxwfm) and a 65-seater diesel bus (tinyurl.com/4wsh53y2) to electric.
Electrification is inevitable
The shift to EVs is inevitable; however, these steps are needed first:already has the skills to
• Review transport policy related to freight vehicles, such as axle weight and vehicle length, to ensure imported EVs can operate on African road networks.
• Ensure paratransit is safe, efficient and equitable.
• Carefully consider import duties and incentives. Rwanda scrapped customs tax on EVs to make them cheaper, but this led to an influx of old hybrid vehicles with depleted batteries (tinyurl.com/st9jmh43).
South Africa has vehicle import duties to protect local production, but an additional luxury tax on EVs makes these expensive to buy (tinyurl.com/etu7vj76).
• Rethink the taxation model. In South Africa, for example, fuel levies make up a chunk of national revenue (tinyurl.com/5beahu46).
To make the most of the electric mobility revolution, sub-Saharan African countries need policies and incentives to localise production and invest in green energy, lest they miss the bus.
MJ Booysen
Professor: Engineering
Joubert van Eeden
Professor: Industrial Engineering
Stellenbosch University
ILL-EQUIPPED
AFRICA RELIES TOO HEAVILY ON FOREIGN AID FOR HEALTH: 4 WAYS TO FIX THIS
INTERNATIONAL FUNDING SUPPORTS EVERYTHING FROM VACCINES AND HIV TREATMENT TO MATERNAL HEALTH PROGRAMMES.
There has been a global trend in the reduction of aid to Africa since 2018 (tinyurl.com/2vz62n3r).
Donors are shifting their funding priorities in response to domestic and international agendas. Germany, France and Norway, for instance, have all reduced their aid to Africa in the past five years. And, in 2020, the United Kingdom government reduced its Overseas Development Aid from 0.7% of gross national income to 0.5% (tinyurl.com/3m9t4uux).
Many health services across the African continent rely heavily on overseas aid to provide essential care. International funding supports everything from vaccines and HIV treatment to maternal health programmes.
Cuts to aid, particularly unilateral ones, can have widespread implications. For instance, about 72 million people missed out on treatment for neglected tropical diseases between 2021 and 2022 due to UK aid cuts.
funding. I am a global health expert who sits on various funding and advisory boards, including those of the World Health Organization, the UK government and boards of global resource mobilisation organisations. I am well aware of the competing funding priorities for international funders and have long advocated for local, sustainable health funding mechanisms.
Long-term strategies to reduce aid dependency are critical. Breaking away from this current funding status requires concerted efforts building on proven best practice.
Country-leadership and ownership
African countries currently
funding gap. For example, in 2021 (tinyurl.com/5n7mmrxd) , half of sub-Saharan African countries relied on external financing such as grants and loans for more than one-third of their health expenditures.
BREAKING AWAY FROM THIS CURRENT FUNDING
STATUS REQUIRES CONCERTED EFFORTS BUILDING ON PROVEN BEST PRACTICE.
The freeze of United States aid to Africa in January 2025 is the latest in this trend (tinyurl.com/nyjtj9m3). It is already having significant and wideranging impacts across the African continent. For example, vaccination campaigns for polio eradication and HIV/Aids treatment through the President’s Emergency Plan for AIDS Relief (Pepfar) have been stopped (tinyurl.com/28avmykb) . This puts millions of lives at risk. In South Africa alone, the cut of Pepfar’s US$400 million a year to HIV programmes risks patients defaulting on treatment, infection rates going up and eventually a rise in deaths.
US President Donald Trump’s actions have highlighted Africa’s reliance on foreign aid for health
face the unique challenge of simultaneously dealing with high rates of communicable diseases such as malaria and HIV/Aids, and rising levels of non-communicable diseases such as cardiovascular diseases and diabetes.
But Africa’s health systems are not sufficiently resourced. They are not able to provide appropriate, accessible and affordable healthcare to address these challenges.
African governments spend less than 10% of their gross domestic product on health, amounting to capital expenditure of US$4.5 billion. This falls short of the estimated US$26-billion annual investment needed to meet evolving health needs.
Aid goes toward filling this
Foreign aid has helped. But it clearly leaves African countries vulnerable to the political mood swings among funders.
It also leads to loss of self-determination in terms of health priorities as, ultimately, the funder determines the health priorities. This is one reason many programmes in Africa focus on a single disease, such as HIV. This leads to poorly integrated health services. For instance, health workers or services are channelled into managing a single disease.
New, underutilised financing options
The current trajectory of reduced aid to Africa is likely to continue. Global aid is being directed to other challenges such as conflict and illegal immigration.
The continent cannot continue on the same path while hoping for different outcomes.
Africa needs to grow a range of immediately available domestic financing options. Many of these are underutilised and include:
1.
Diversifying domestic resource
This should include commodity taxation to fund health; for instance, tobacco taxes that are currently underutilised in Africa.
Zimbabwe offers a successful example. It has bridged donor resource gaps through its 3% Aids levy started in 1999 (tinyurl. com/355kvmfh). Imposed on both individual and corporate incomes, it funds domestic HIV/Aids prevention, care and treatment programmes.
Nigeria is another country that has taken initiative, prioritising domestic budget allocation to health. It recently absorbed the 28 000 healthworkers formerly paid by USAID (tinyurl.com/2enftxkz) This demonstrates that domestic health financing in Africa is possible.
2.
More public-private partnerships
Formed between local and international philanthropies or institutions, these can bridge financing gaps.
One successful example is the 2015 health service provision partnership between the Kenyan government and GE Healthcare (tinyurl.com/yyu3678k) . GE Healthcare provides radiography equipment and services, for which the government pays over time. This allows the government to budget and plan healthcare expenditure over several years.
3.
Promotion of regional integration to boost local production
This will reduce the need for aid-funded imported medical products.
For instance, the African Union’s harmonised Africa Medicines Authority registration facility (www.nepad.org/programmedetails/998) creates a single continental market for medicines. This supports local producers and exporters, by allowing them to operate on a larger scale. It also makes production and distribution more cost-effective. Finally, it reduces the reliance on imported medicines, strengthening Africa’s pharmaceutical industry.
4.
Leverage development finance institutions
These are specialised financial organisations such as the Africa Development Bank (www.afdb.org), African ExportImport Bank (www.afreximbank. com) and the Development Bank of Southern Africa (www.dbsa. org). They can provide capital and expertise to projects deemed too risky for traditional investors. This includes support for health financing for infrastructure development, private sector development for small and medium-sized enterprises, and the regional integration.
One transformative initiative is the AfricInvest investment platform (tinyurl.com/3hbbh8n5). With support from development finance institutions in the US and Europe, AfricInvest has raised over US$100 million for health investment in Africa. It has funded at least 45 dialysis facilities in Africa, delivering over 130 000 dialysis sessions annually, primarily to remote and underserved communities—all at affordable costs.
A combination of these approaches at national, regional and continental level will accelerate Africa’s withdrawal from aid dependency.
Francisca Mutapi
Professor: Global Health Infection and Immunity
Co-director: Global Health Academy University of Edinburgh
SOUTH AFRICA’S IMMINENT HOSTING OF THE G20 SUMMIT IS A BOON FOR TOURISM AND TRADE.
This year is historic, as it will be the first time in history that the African continent will host the G20 Summit (g20. org) in November under the theme, “Solidarity, Equality, Sustainability”. This could not have come at a better time, as this not only bodes well for the promotion of South Africa’s rich history, heritage and cultures but for partnerships with the rest of Africa in advancing the continent’s growth agenda.
Since forming South Africa’s Government of National Unity (GNU) in July 2024, the nation has seen positive developments across sectors. The Johannesburg Stock Exchange exhibited notable performance. The bond market has rallied, with 10-year government bond yields dropping from 11.04% to 9.358% by November; while S&P Global Ratings upgraded the country’s outlook to positive.
Beyond the financial markets, there has been a notable uplift in business confidence. This reflects investor confidence in improved fiscal management and economic reforms under the coalition government. Renewed confidence is evident in the strengthening rand and rising
foreign direct investment—reflecting trust in the country’s economic trajectory.
South Africa’s imminent hosting of the G20 Summit is also a boon for tourism and trade. Hundreds of delegates—including ministers, government and global media representatives, business leaders and support staff —attending the summit will demand services leading to a surge in hotel bookings and dining experiences.
According to the World Travel and Tourism Council (WTTC), South Africa’s tourism sector employed 1.46 million people in 2023 (tinyurl.com/mw3kampd). This figure is expected to rise to 1.7 million jobs in 2024 and there is a push to increase this substantially within the next five years.
The WTTC also indicates that tourism’s direct and indirect contribution to South Africa’s gross domestic product was 8.2% in 2023 and 8.8% in 2024.
Hosting the G20 Summit will go a long way toward strengthening the tourism sector’s contribution to economic growth and job creation numbers. The sector also stimulates related industries, contributing to a broader inclusive economic impact.
While the Tourism Ministers G20 Meeting takes place in Mpumalanga, alongside the Tourism Investment Conference, in September this year, we will showcase the many investment opportunities and projects available in South Africa.
South Africa is preparing, with excitement, to host delegates from all over the world and showcase all the diverse and unique tourism offerings the country has across all nine provinces. The government will be encouraging them to stay and enjoy these offerings and
A WARM WELCOME
SOUTH AFRICA PROMISES
UNIQUE BUSINESS CONNECTIONS AND UNPARALLELED TOURISM
SHOWCASE DURING THE G20 SUMMIT
see more of the beautiful country.
In 2023, South Africa hosted the 15th BRICS Summit in Johannesburg and the 20th African Growth and Opportunity Act (AGOA) Forum in November 2023.
The BRICS Summit gathered 25 heads of state and government including leaders from the five original BRICS nations: Brazil, Russia, India, China and South Africa. The country also welcomed representatives from 67 countries and United Nations SecretaryGeneral António Guterres, highlighting South Africa’s growing global influence and ability to host high-profile international gatherings.
The AGOA Forum attracted more than 5 000 participants including trade ministers from 32 AGOA-eligible countries and a US delegation led by trade representative, Katherine Tai. Both events went smoothly and showcased South Africa’s ability to host major international gatherings.
The imminent G20 Summit— comprising 19 sovereign states including South Africa, the European Union (EU) and the African Union (AU)—will enable the country to further demonstrate excellence in hosting mega events.
As South Africa gears up to host the G20 Summit this year, tourism’s economic significance takes centre stage as around 135 meetings will be held in the country throughout 2025.
The event presents another
opportunity to highlight the nation’s unparalleled hospitality, world-class infrastructure, qualityassured accommodations and experiences, and ability to host global events.
G20 delegates will also be able to experience the country’s diverse tourism experiences in all nine provinces: the rich heritage and cultures throughout vibrant cities, towns, townships, villages and dorpies as well as arts, crafts and business sectors— enabling them to leave with a lasting memory while contributing to the South African economy.
SA’s appeal as a travel destination
Exposure of South Africa through the G20 Summit will exponentially increase the country’s appeal as a travel destination. Important gatherings throughout the year will also bring massive benefits for small, medium and micro enterprises (SMMEs), as G20 delegates will be encouraged to visit hidden gems, immerse themselves in local traditions and cultural offerings, and support SMMEs.
Together, members (G20, EU and AU) account for around 85% of global GDP, 75% international trade and two-thirds of the world’s population.
between tourism and trade as thriving international relationships bolster visitor numbers and export volumes.
The G20 Summit provides a unique platform to amplify these successes:
Air capacity recovery
Air capacity recovery has been solid for South Africa. Currently, there are active international routes connecting 72 cities worldwide, serviced by 55 airlines, offering over 7.8 million seats across over 52 000 flights in 2024.
On the domestic front, capacity has rebounded with 18 million seats in 2024 and 4.2 million seats already projected for the first quarter of 2025.
On 4 December last year, Cabinet approved the Route Development Marketing Strategy to be implemented by the Department of Tourism and the private sector.
G20 DELEGATES WILL BE ABLE TO EXPERIENCE
According to Allied Market Research (tinyurl. com/yeyk54k4), in 2023 the global meetings, incentives, conferences and exhibitions (MICE) industry was valued at approximately US$523.3 billion. It is projected to grow significantly in the next five years.
THE COUNTRY’S DIVERSE TOURISM EXPERIENCES IN ALL
NINE PROVINCES
The South African MICE industry was valued at US$6.6 billion in 2023. It is projected to grow fourfold over the next eight years to reach US$25.9 billion.
In 2023, international tourism spend contributed R95 billion (€4.978 billion) to the South African economy while domestic tourism generated an impressive R121 billion (€6.34 billion) in spend.
South Africa’s ability to align with these global trends underscores its competitiveness and strategic importance.
As the top business events destination on the continent, South Africa has secured bids to host 25 international business events by 2029—projected to contribute over R240 million (€12.5 million) to the economy.
Between April and August 2024, 48 bids were submitted with an estimated economic impact of R586 million (€30.7 million).
Notably, the South African Revenue Service reports that South Africa recorded a trade surplus of R12.8 billion (€670.7 million) in September 2024 with China, Germany and the US among key contributors. These figures highlight the economic interdependence
Hosting the upcoming G20 Summit positions South Africa in the global spotlight, boosting tourism’s economic impact through increased foreign direct investment, job creation and inclusive growth—all key pillars of the GNU. South Africa’s reputation for warm and welcoming hospitality is wellrecognised globally. Beyond business and the friendliness and warmth of South Africa’s people, the country boasts a wide variety of award-winning tourism experiences. The country’s diverse landscapes offer endless opportunities for adventure and relaxation.
The country cannot wait to welcome G20 Summit delegates and heads of state from all over the world while driving inclusive growth and strengthening South Africa’s global reputation.
Patricia de Lille
South African Minister of Tourism Tourism Update
A REAL JOB WITH REAL IMPACT
CREATORS ARE NOT JUST INFLUENCERS, THEY’RE ENTREPRENEURS—IT IS TIME WE TAKE THEM SERIOUSLY
“That’s not a real job,” a father tells his daughter as she shares her dream of becoming a full-time content creator. Across the city, a teacher shakes her head when a student mentions wanting to build a career on YouTube.
To them, ‘real jobs’ come with desks, salaries and predictable career paths, not cameras, audiences and social media. But what if they’re wrong? What if content creation is a viable career—and one of the most important emerging professions of our time?
For too long, digital creators have been dismissed as hobbyists or lucky influencers who stumbled into success. But the reality is very different. Today, creators are business owners, marketers and entrepreneurs, building sustainable brands and generating real income. In Africa alone, the creator economy is growing at a rate of 28.5% per year, set to reach $17.8 billion by 2030 (tmcon.live/creatorsreport2024).
have become educators and thought leaders. Their audiences tune in for knowledge, entertainment and insights, making these creators indispensable partners for brands looking to connect with engaged, targeted demographics. And with niche authority comes serious revenue potential.
According to Murray Legg, co-founder of digital creator and influencer marketing platform Webfluential (webfluential.com), it is time to change the conversation.
“In today’s economy, a creator is someone who builds an audience around their passions and expertise, whether that’s through content, media, entertainment or anything else. They’re often entrepreneurs, building brands, managing communities, developing marketing strategies and monetising content across multiple platforms.”
On one side of the screen, there is a creator: someone with a face, a voice and a narrative. On the other side, there is an audience engaging in real time. Social media ensures content can be shared instantly, not just with people you know but with global audiences who have never heard of you before. Algorithms amplify this process, helping relevant content reach the right viewers.
Technology has created an environment where anyone with a smartphone and an idea can build a business. “But, content creation requires more than creativity; it demands marketing savvy, brand-building expertise and a deep understanding of audience psychology,” notes Legg.
“But visibility is just the start,” says Legg. “Today, creators are earning revenue through ad partnerships, brand collaborations, affiliate marketing, subscriptions and even their own digital products. Brands are buying into the network effect, leveraging the credibility and trust that creators have built within their communities.”
Niche expertise has become a currency of its own. Creators who are recognised as authorities in their fields (whether it is beauty, tech, fitness or finance)
FOR TOO LONG, DIGITAL CREATORS HAVE BEEN DISMISSED AS HOBBYISTS OR LUCKY INFLUENCERS WHO STUMBLED INTO SUCCESS.
Not pure luck: The skills every creator needs to succeed
The top creators double-down on their authenticity and uniqueness, develop strategies, analyse performance data and optimise their content for maximum engagement and monetisation.
“Successful creators are the ones who are patient, consistent and passionate about what they do. They’re also skilled at marketing and building relationships with their audiences. Those who struggle often lack these qualities or aren’t willing to put in the hard work. With so many creators these days, you need to work hard to stand out,” says Legg.
The infrastructure is here: Cameras on phones are powerful, mobile Internet is faster than ever, and editing tools, artificial intelligence and automation make content production accessible to anyone willing to put in the work.
The future of work, and the shift from 9-to-5 to creator-driven careers
The top creators double-down on their authenticity and uniqueness, develop strategies, analyse performance data and optimise their content for maximum engagement and monetisation.
Take, for example, Silindokuhle Khubone, a content creator who turned her personal experiences into more than 236 000 followers on TikTok (www.tiktok.com/@silindokuhle_ khubone). Growing up in Mandeni, she watched her mother find affordable clothing for their family, and was inspired to start a TikTok account to help others discover budget-friendly shopping spots.
Today, Khubone shares lifestyle content with a focus on connecting people to small businesses, skincare products and hidden gems that can make a difference in their lives. Her authenticity and passion have fuelled her success, proving that staying true to yourself and understanding your audience are key.
As she advises aspiring creators: “Start now, because not only are you being able to showcase your creativity but you also get paid to do it. Companies like Webfluential are there to help you grow as an individual while getting paid to do it. Whatever you decide to show the public, be honest and be comfortable about it.”
Then there is Ethan Kieffer (www.tiktok. com/@ethan_kieffer) , who began sharing
“TODAY, CREATORS ARE EARNING REVENUE THROUGH AD PARTNERSHIPS, BRAND COLLABORATIONS, AFFILIATE MARKETING, SUBSCRIPTIONS AND EVEN THEIR OWN DIGITAL PRODUCTS.”
fashion content on TikTok straight out of high school before expanding his Instagram and lifestyle content on YouTube. His cosmopolitan style attracted an international audience, allowing him to monetise his content globally. His success led to signing with an agent in Paris, further cementing his place in the global fashion scene.
As Khubone’s and Kieffer’s cases prove, flexibility, independence and self-monetisation are both desirable and achievable. The idea that stability only comes from a corporate job is outdated. Creators today are building their own businesses, setting their own rates and working on their own terms.
“Beyond the side hustle lies a real job with real impact, and Africa is waking up to the fact,” says Legg. “If universities and career advisers want to prepare students for the future, they must acknowledge the creator economy as a legitimate and strategic career path.”
Whether through courses, mentorship or inclusion on applications, recognising ‘creator’ as a profession is no longer a question of ‘if’ but ‘when’.
And for those still waiting to hit send on their first video, it is natural to be hesitant about the risks involved. But the rewards can be incredible.
“My advice would be to start small, build your skills and don’t be afraid to experiment. The market is vast, and there’s always room for unique voices,” concludes Legg.
UNDERSTANDING OURSELVES AND OTHERS
WHY IS EMOTIONAL INTELLIGENCE CRUCIAL FOR LEADERS?
“I don’t know why she didn’t just ask me before making that decision;” “I can’t tell whether he liked the presentation or not”; “He didn’t even apologise for his outburst in the meeting yesterday!”
Emotional intelligence (often referred to as EQ, which is the measurable score that quantifies emotional intelligence) has become a buzzword in the field of people development. It is long overdue that it has come into the spotlight, but we are finding that the concept is not well understood.
In PeopleSmart’s (an organisational development consultancy working across South Africa and the continent) work with organisations, we often hear statements from team members like those listed above, and they are evidence of how demotivating it is to have leaders who lack EQ. Yet, if you were to ask those leaders, they would likely say they have high emotional intelligence.
Technically proficient individuals frequently struggle with people skills after promotion into leadership roles. But leadership requires a different skill set, and many organisations do not equip incoming leaders with the tools to create productive, motivated, well and happy team members. These outcomes require EQ.
What is emotional intelligence?
Emotional intelligence is defined
as a group of emotional and social skills that collectively establish how we perceive and express ourselves, develop and maintain social relationships, cope with challenges and use emotional information in a meaningful way (tinyurl.com/2n9veaw9).
This definition encompasses multiple dimensions of EQ, but in short, it is how we understand ourselves and others—and for leaders, to lead from a place of that understanding.
Unlike intelligence quotient (IQ), which is relatively fixed and peaks around age 17, EQ is a skill that can be developed throughout one’s life. This is encouraging news for leaders at any stage of their career.
EQ skills for leaders EQ skills include how leaders manage themselves, how they manage their reputation and brand, how they build solid relationships with others, how they problem solve, make decisions and navigate stress.
If you are thinking, “I wish they taught me this when I went into leadership,” you are not alone. Many leaders we work with want to lead with emotional intelligence (they do not often name it as such),
What are the key components that make up EQ?
Self-perception: How do I view myself?
Self-perception refers to having a deep understanding of yourself, your emotions and your internal life, including what triggers big responses. This ability to ‘see oneself’ enables you to regulate emotions and express yourself effectively.
A leader with strong self-perception is likely to be comfortable with who they are, generally positive about themselves and life, and in touch with their emotions. They can recognise the nuances of emotions and understand how their behaviours impact others. It is also the ability to read a room and gauge emotional dynamics accurately. This is the friend who makes you feel heard and knows what you need without your having to say anything.
but they have never been given the language or training to support this desire. This is no one’s fault; as the research has grown, we now see the value in ensuring EQ is a critical tool in the leader’s toolbox.
Why is EQ important?
Multiple research studies have indicated that higher levels of EQ are positively correlated with leadership effectiveness, positive managerial practices and improved health and well-being (Sheeba & Rebekah, tinyurl.com/yeysdcja; Xianjun, tinyurl.com/yr774r38; Gransberry, tinyurl.com/5afxcz8j).
In addition, Kandi Weins (kandiwiens.com), in her 2024 book Burnout Immunity, highlights that by building EQ skills, individuals can manage their stress better. By improving self-awareness about emotions and stress triggers, regulating emotional responses to stressors, building meaningful interpersonal connections and reframing approaches to stressors, individuals can enhance their stress management and protect themselves from burnout.
Self-expression: How do I express myself?
Have you ever listened to someone speak and thought, “Wow, they captured that point so clearly”? That is self-expression: the ability to communicate authentically and openly, fostering healthy relationships. Leaders with strong selfexpression skills are self-directed and can confidently articulate their thoughts and feelings in a constructive manner. For example, leaders who provide clear and direct feedback—both positive and negative—build trust and psychological safety within their teams
Interpersonal relationships: How do I build and maintain healthy relationships?
Human beings need and seek connection. The
ability to build and sustain meaningful relationships provides you with a support network, helps you navigate challenges and facilitates growth through feedback.
Leaders with strong interpersonal skills are approachable, empathetic and want to contribute to a greater cause such as the development of people. They are connectors in social circles, capable of giving and receiving honest feedback in a safe and constructive way. Unlike many of the superficial connections of social media, this skill emphasises deep, high-quality relationships that require time and effort to develop. Leaders with this skill always appear to have time for people, even if they are busy.
Making decisions: How do I make decisions?
When you are under pressure with competing demands, how are you able to use emotional information (observed in yourself and your team members) to make decisions? Leaders who have this skill often feel competent, calm and grounded because they can make decisions by considering, and speaking into, the emotional climate of the moment. It is the friend or leader who, under extreme pressure, calmly surveys the lay of the land, weighs out the options and is methodical in how they approach the issue, without being derailed by emotions.
Managing stress: How do I cope with stress?
According to the American Psychological Society (tinyurl.com/2p9zne2t), resilience enables you to “bounce back” after experiencing difficult life events such as significant change, stress, adversity or hardship. Most importantly, it incorporates the concept of emerging from adversity stronger and more resourceful.
Having a toolkit of coping strategies for stress based on a clear understanding of yourself builds confidence and a sense of security. This in turn builds resilience. Leaders with strong stress management skills are likely to respond to challenges with composure, view change positively and implement strategies to remain calm under pressure.
Each of these components plays a crucial role in emotional and social functioning, influencing personal and professional performance.
Can we measure EQ?
Emotional intelligence assessments (often called EQ assessments) are used in various contexts to help individuals understand their strengths and areas for development. These assessments support personal and professional growth by enhancing emotional skills.
In organisational settings, EQ assessments are valuable for talent selection and leadership development, as they provide insight beyond technical
competence, shedding light on how individuals are likely to manage their emotions in the workplace. These assessments are useful in career development, guiding individuals along their professional journeys.
Selecting the right assessment tool
A quick online search will yield numerous options for assessments. However, it is critical to ensure the chosen tool is reliable and valid within your specific context.
The assessment should be supported by research and have appropriate norms (a benchmark group for comparison) for your country. Selecting the wrong tool can lead to inaccurate conclusions and potential harm.
A valid assessment tool should measure what it claims to measure and be grounded in scientific research. These assessments are best administered and debriefed by a trained psychologist to ensure accuracy and meaningful interpretation.
Where to begin
To begin improving your EQ skills:
1. Assess your current level: Take an assessment to understand your baseline.
2. Focus on areas of strength and improvement: Once you and your team members understand their EQ profile, you can create learning and development interventions that build these skills.
3. Support and accountability: Having done the assessment and received learning and development interventions to set you on your journey, it is powerful when leaders partner to support and hold one another accountable.
4. Reassess: This can be done every couple of years to monitor how you and your team and doing, and to continuously improve.
Whether you aim to improve self-awareness, self-expression, relationship-building, stress management or decision-making, developing your EQ can significantly enhance both your leadership abilities and overall quality of life.
DEVELOPING YOUR EQ CAN SIGNIFICANTLY ENHANCE BOTH YOUR LEADERSHIP ABILITIES AND OVERALL QUALITY OF LIFE
STORIES OF DOZENS OF WOMEN WHO ARE TAKING BOLD STEPS TO ADVANCE EQUALITY ON THE CONTINENT
Progress in closing the gender gap in South Africa and sub-Saharan Africa has almost halted, leaving millions of women at a disadvantage to men. But female role models across the continent are refusing to admit defeat, dedicating themselves to accelerating progress toward gender equality.
To mark International Women’s Day (www.internationalwomensday. com) and honour its theme of “Accelerate Action”, KFC Africa (www.linkedin.com/company/ kfcafrica) has collected the stories of dozens of women who are taking bold steps to advance equality on the continent by educating, empowering and supporting women to achieve more, together, faster.
KFC Africa’s list containsthe names of 54 women—one for
each year the company has been in Africa—and follows its successful International Women’s Day campaign in 2024, which introduced an inaugural list of 53 “female firsts” (tinyurl. com/2s3uk6a7). Each of those women had overcome educational, social and financial obstacles to achieve something no woman in their country had done before.
The 2025 list, drawn from each of the 22 sub-Saharan Africa countries where KFC has restaurants, also has its share of female firsts: people such as Dior Fall Sow, Senegal’s first female prosecutor; Nelly Mutti, the Zambian parliament’s first female Speaker; and Dr Adelaide Retselisitsoe Matlanyane, the first woman to lead Lesotho’s central bank.
The list is dominated, however, by younger women who are
breaking the mould—particularly in the technology sector—and showing they can do anything they set their mind to, regardless of age or gender.
They include the likes of Christine Ogo, a Cote d’Ivoire physicist who has encouraged thousands of schoolgirls to pursue science, technology, engineering and mathematics; Rachel Sibande, who set up Malawi’s first technology incubator for emerging entrepreneurs and has gone on to teach coding to 92 000 women and children; and Regina Honu, whose Tech Needs Girls movement in Ghana has trained more than 20 000 women and girls to code.
Gender gap
“It’s a powerful list that gives us hope after the World Economic Forum’s Global Gender Gap Report (tinyurl. com/mbdrh54v) in 2024 showed that
BOLD AND BEAUTIFUL
KFC CELEBRATES INSPIRATIONAL AFRICAN WOMEN ACCELERATING ACTION TOWARD EQUALITY
progress seems to have ground to a halt,” says Akhona Qengqe, general manager of KFC Africa.
The report showed that 68.4% of sub-Saharan Africa’s gender gap had been closed, only marginally higher than 68.2% in 2023. South Africa, whi le being Africa’s highest scorer and ranking 18th out of 146 nations, went backward, from 78.7% in 2023 to 78.5%, a year later.
“The report says that at the current rate of progress, it will be 2158 until the world reaches full gender parity,” says Qengqe
“That’s why we need to accelerate action, particularly in Africa, and why the efforts of the women on the KFC list are worthy of recognition and support.”
Leading by example
In her seven years at KFC (she was a director of Africa franchise development, director of transformation and diversity, and chief people officer before taking over as general manager in April 2023), Qengqe has prioritised female empowerment.
Her initiatives include spearheading KFC Add Hope (purpose.kfc.co.za/add-hope), a women-led programme that serves free meals to tens of thousands of children at more
than 3 000 feeding centres across South Africa.
In 2021, she launched the Women on the Move leadership development programme (tinyurl. com/4eyewpmx), which prepares 22 women at KFC for future leadership positions every year, cultivating a pipeline of talent. Within two years, the number of female leaders in the business grew by 14%.
Transforming franchising
Last November, Qengqe turned her
Kiara Nirghin
Ruth Gbagbi
Thembiso Magajana
Nelly Mutti
Regina Honu
attention to the wider quick service restaurant sector, launching Women in Franchising Africa (wifa.africa), the first network for current and aspiring female franchisees and franchisors across the continent.
“To say I am passionate about the inclusion of women in growing our economies is an understatement. It is, in fact, one of my life’s purposes,” she says.
“My partners in Wifa intend to transform the participation of women in the franchising sector across African economies. We want to educate women on how to run successful franchise businesses, provide networking opportunities for like-minded women, transform the
sector by making funding accessible to women, and create mentorship opportunities for all the women in the network.”
KFC Africa chief people officer Nolo Thobejane says, “Accelerate Action is a call to look at what has a positive impact on women’s advancement and replicate it. This is a journey we need to embark on together as we learn from each other.
“I cannot stress enough the importance of forming alliances and partnerships to amplify impact. By working together, organisations and individuals can share resources, knowledge and support to create a more inclusive and equitable environment for women.”
She notes: “At KFC, we have implemented some programmes that have yielded great results, such as the Women on the Move Leadership programme to ensure the pipeline of leaders, developing them with quality education and training through initiatives like our Streetwise Academy and then providing career support into positions of leadership.
“Other successful initiatives organisations can implement include designing and building infrastructure that meets the needs of women and girls, involving them in sustainable agriculture, and elevating their
participation and achievement in sport, as we do with KFC Mini Cricket.
“There’s a lot we can do as individuals, too: We can call out stereotypes, challenge discrimination, question bias and celebrate women’s success. Everyone everywhere can Accelerate Action,” Thobejane asserts.
Qengqe says the new list of 54 names brings to 107 the number of inspirational African women KFC has honoured and recognised in the past two years. “We know this is the tip of a wonderful iceberg, and we welcome nominations of other women who are Accelerating Action in Africa.”
Explore the list of 54 women Accelerating Action across Africa at tinyurl.com/4cdp8jw7.
THE LIST IS DOMINATED BY YOUNGER WOMEN WHO ARE BREAKING THE MOULD— PARTICULARLY IN
