Battery Energy Storage Systems (BESS)
A FUNERAL SERVICE INNOVATION AQUAMATION
Although death is inevitable, many people find it difficult to talk about. Uncomfortable as it may be, it is crucial to share your funeral wishes with your loved ones. This includes conversations on whether you’d prefer a grave burial, cremation or Aquamation (also known as alkaline hydrolysis or water-based cremation).
AVBOB launched Aquamation in South Africa in 2019 and, at present, it is only available at the AVBOB Maitland Funeral Parlour in Cape Town and the AVBOB Pretoria West branch in Gauteng.
Considering South Africa’s growing awareness of environmental issues, this offering comes at a good time, and AVBOB is investing heavily into it, going forward.”
UNDERSTANDING AQUAMATION
The provision of a dignified send-off for loved ones has been part of AVBOB’s DNA for 107 years and it continues to lead the way in bringing this environmentally-friendly funeral service innovation to South Africa.
Mandate Molefi
Mandate Molefi has long been recognised as one of South Africa’s foremost human resources and culture change consultancies. With globally respected thought leader in diversity, equity & inclusion, Nene Molefi, at the helm, the firm has spent more than two decades guiding clients through complex transitions.
Entrepreneurship
How emotions rule every stage of the entrepreneurial process
Women
It is time to remove the unconscious biases associated with being a ‘good businesswoman’
Artificial intelligence
Exploring the real-world implications of AI for today’s workforce and the next
ESG/Sustainability
Turning sustainability into growth: A strategic roadmap for SMEs and mid-sized manufacturers Finance
Cryptocurrency and exchange control: The legal implications of the recent Standard Bank v SA Reserve Bank judgment on crypto asset service providers and fintechs
Renewable Energy
Inside South Africa’s masterplan for a renewable energy industry
Mining
South Africa’s new Critical Minerals and Metals Strategy 2025 marks a new frontier for sustainable growth
Oil & Gas
The African Energy Chamber demands OPEC reverse financing bans to unlock Africa’s oil and gas potential
How the African Development Bank is helping to spur Botswana’s automotive revolution
Agriculture
How aerial technology is transforming large-scale farming in southern Africa Infrastructure
Will South Africa’s R1-trillion infrastructure investment deliver real change?
Trade/Economics
South Africa’s 30% tariff shock: what it means, who gets hurt, and how we should respond
Construction
Why compliance is critical for the future of the South African construction industry
Water
Ocean currents can generate electricity— and a study shows Africa’s seas have some of the strongest
Transport
South Africa needs an e-hailing ecosystem that values people as much as profit
While generative AI shows great promise in healthcare, from streamlining administrative tasks to accelerating medical research, it is far from a cure-all
ADAPT OR BE OUTPACED TEAM MESSAGE
Across the globe, artificial intelligence and machine learning are no longer futuristic concepts— they’re active agents of transformation. From finance to agriculture, mining to logistics, AI is rapidly reshaping the rules of competition, unlocking efficiencies, reducing costs and creating new value.
For African businesses, the message is clear: adapt now, or risk falling irreversibly behind. AI is already proving its worth in industries across southern Africa. In agriculture, machine learning is enabling predictive analytics that help farmers optimise yields and anticipate climate impacts. In finance, AI–driven algorithms are streamlining risk assessment and detecting fraud faster than any human could. In mining, AI–powered sensors are monitoring equipment in real time, reducing unplanned downtime and improving safety. Even in the public sector, governments are experimenting with AI to improve service delivery and citizen engagement.
But while the technology is accelerating, adoption in many African markets remains uneven—often hampered by infrastructure gaps, digital skills shortages and regulatory uncertainty. These are serious hurdles, but they are not insurmountable.
To stay competitive, companies must start with mindset. AI isn’t just an IT upgrade—it’s a strategic enabler. Business leaders need to invest in talent and upskilling, rethink data strategies and forge partnerships with research institutions and tech startups. Governments and regulators, in turn, must create frameworks that encourage innovation while ensuring ethical and inclusive use of AI.
The Fourth Industrial Revolution is not coming—it’s already here. The businesses that thrive in this new era will be those that move early, learn fast and commit to using intelligent technologies not just to optimise processes but to reimagine possibilities.
Africa has the opportunity to leapfrog. But only if it chooses to lead—not follow—in the age of AI.
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THE TEAM
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African Development Bank
African Energy Chamber
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TheConversation.com
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Colin Samuels
Aveng Media
DISCLAIMER:
© 2025 African Business Quarterly magazine is published by Aveng Media (Pty) Ltd. The Publisher and Editor are not responsible for any unsolicited material. All information correct at time of going to print.
Meet up
Rub shoulders and conduct business with the high-flyers in the African mining industry
Uganda International Oil & Gas Summit 2025
23 to 25 September
Kampala Serena Hotel, Uganda uiogs.com
Held under the patronage of the Ministry of Energy and Mineral Development, UIOGS has cemented its role as East Africa’s must-attend gathering for oil and gas leaders. Every year, it brings together senior government officials, global operators, investors, service providers and policymakers. Under the theme, “The Refinery: An East African Affair”, this year’s summit will explore how downstream development and crossborder co-operation are shaping a new era of regional prosperity.
African Energy Week
29 September to 3 October
Cape Town International Convention Centre, South Africa aecweek.com
African Energy Week (AEW) is the African Energy Chamber’s annual event, uniting African energy leaders, global investors and executives from across the public and private sector for four days of intense dialogue on the future of the African energy industry. AEW promotes the role the continent plays in global energy matters, centred around African-led dialogue and decision-making.
African Mining Week 1 to 3 October
Cape Town International Convention Centre, South Africa african-miningweek.com
African Mining Week is the ultimate platform to explore the continent’s rich mining opportunities. With Africa home to the world’s largest reserves of key minerals like lithium, cobalt and copper, as well as gold, diamonds and iron ore, the event provides insights into untapped resources, new projects and emerging markets that are driving global innovation and industrial growth.
The Joburg Indaba 8 & 9 October
Inanda Club, Sandton, Johannesburg, South Africa
www.joburgindaba.com
Critical and constructive conversations are one of the standout features of the Joburg Indaba, serving the industry with robust discussions that get to the crux of the key issues. The event will once again bring together an outstanding panel of speakers including CEOs and senior representatives from all major mining houses, local and international investors, government, parastatals, experts from legal and advisory firms, and representatives from communities and organised labour.
Sustainability & ESG Africa Conference & Expo 15 & 16 October
Sandton Convention Centre, Johannesburg, South Africa esgafricaconference.com
This highly anticipated event provides an unparalleled platform for industry pioneers and experts to come together and tackle the common challenges associated with embedding sustainability and ESG practices within organisations. The conference’s core theme, “Adapt. Innovate. Succeed—Driving Sustainability in Changing Times”, underscores the essential role that leaders play in ensuring their organisations align with ESG principles and integrate them into their overall strategy.
9th International PGM Conference 27 & 28 October
Sun City, Rustenburg, South Africa
www.saimm.co.za
The Platinum Conference Series continues to address the opportunities and challenges facing the global platinum group metals (PGM) industry. As the sector faces increasing demand— from technological innovation and decarbonisation to cost management
and market volatility—the 9th edition offers a critical platform for addressing these challenges head-on. Attendees can expect high-quality technical papers and presentations, robust networking opportunities and strategic insights that help shape the future of the industry.
2025 MineSafe Conference and Industry Awards 19 to 21 November
Emperors Palace, Johannesburg, South Africa
www.saimm.co.za
A key event dedicated to enhancing safety, health and environmental practices within the mining and metallurgical industry. This conference will serve as a vital platform for knowledge-sharing and idea exchange among key stakeholders including mining companies, the Department of Mineral & Petroleum Resources, the Minerals Council South Africa, labour unions, and health and safety practitioners at all levels in the minerals industry.
MSGBC Oil, Gas & Power 2025 9 & 10 December
Centre International de Conférences Abdou Diouf, Dakar, Senegal msgbcoilgasandpower.com
A hot spot for global energy investment, the MSGBC region is home to promising upstream acreage, integrated infrastructure projects and future-oriented development plans. MSGBC Oil, Gas & Power has emerged as the leading platform for industry leaders, innovators and policymakers across the MSGBC basin. With momentum from previous successes, MSGBC 2025 promises to be the most transformative edition yet, providing unparalleled opportunities for investors, project developers, international operators and service providers.
1 .
GOOD READS
The Sweaty Startup by Nick Huber (R430)
Huber, founder of several million-dollar businesses, offers readers the simplest, easiest and lowest risk path to reclaiming entrepreneurship, generating value and forging a new path to get ahead on their own terms—by returning to the most foundational business tactics. The book is filled to the brim with practical insights, inspiring real-life stories and actionable advice.
THE LATEST BOOKS TO HELP YOU MAKE A SUCCESS OF YOUR BUSINESS
2.
3.
Optimal by Daniel Goleman & Cary Cherniss (R295)
Emotional intelligence is now embedded in our public discourse. Beginning with a dissection of what makes for individual success, Goleman and Cherniss set out how high performance can be cultivated at every level, scaling up the concept to top team performance and outstanding organisations. Building on attributes such as self-awareness, a sense of meaning and emotional balance, high concentration and ‘flow’ states, they demonstrate it is in our optimal moments that our mental clarity shines.
4.
The Wealth Ladder by Nick Maggiulli (R440)
If you’ve been spinning your wheels trying to get ahead financially, working more hours or chasing the latest financial trends, but still find yourself stuck, the problem may not be your work ethic or even bad luck—the real issue is likely your approach. Because the difference between those who build wealth and those who don’t isn’t just about hard work; it’s about following the right strategies and focusing time and energy where it matters most. This book breaks down wealth into levels, each requiring a different strategy.
5.
Survive the AI Apocalypse by Bronwyn Williams & Sharon Pearce (R340)
AI is everywhere. The world we live in is changing daily, and it is no exaggeration to say everything you thought you knew is undergoing apocalyptic levels of change. In order to survive in this hyper-competitive, globalised and automated world, we need to change our mindsets and our skill sets to become fit for the ‘post-AI, apocalyptic’ world that is here to stay. This means embracing progress and turning AI and technology into an asset with which we can co-exist, while continuing to create new possibilities far into the future.
Penguin Random House
The Brain at Rest by Dr Joseph Jebelli (R440) Want to know how to solve tough problems, be more creative and protect your health, all with zero effort? This is the surprising science of the brain at rest. When we let our brains rest and our minds wander, something magical happens: The brain’s ‘default network’ switches on, and suddenly we’re able to think in completely new ways. Dr Joseph Jebelli reveals how neuroscience is solving the mystery of the brain at rest, with profound implications for intelligence, creativity and even life expectancy.
Mandate Molefi has long been recognised as one of South Africa’s foremost human resources and culture change consultancies. Founded on the belief that organisations thrive when they embrace inclusivity, equity and sustainability, the firm has spent more than two decades guiding clients through complex transitions.
At its helm is CEO Nene Molefi, a globally respected thought leader in diversity, equity and inclusion (DEI), whose influence extends far beyond the African continent.
From the outset, Mandate Molefi has positioned itself at the cutting edge of transformation work. Its multidisciplinary team is known for blending deep expertise with practical interventions that resonate across industries, organisations and cultural contexts. Whether facilitating large-scale dialogue sessions, aligning executive teams or embedding systemic change, the firm has built a reputation for producing meaningful, measurable results.
Harnessing cultural intelligence to transform systems
At the core of Mandate Molefi’s philosophy is whole system culture change: a holistic journey of renewal engaging every level of an organisation. This view is grounded on a strong foundation of cultural intelligence (CQ): the capability to relate to, work effectively with, and adapt across cultures, identities and diverse contexts.
For Molefi, culture change cannot be treated as a once-off project or compliance exercise.
It requires systemic intervention, sustained commitment, and the integration of shared values into leadership practices.
“I help organisations navigate the complexities of different cultures, diversities and nuances between people, between countries and
regions,” she explains.
The firm’s model is built on what Molefi calls the Head, Heart and Hands of transformation. The Head represents the preparation and strategic alignment necessary to anchor change. The Heart speaks to the emotional intelligence, empathy and awareness leaders must cultivate. The Hands are about action— practical plans, behaviours and the dismantling of systemic
Services with depth and breadth
barriers. This three-pronged approach ensures transformation is not only conceptual but also lived and embedded in daily operations.
“Organisations don’t change because leaders make big speeches,” Molefi explains. “They change because people feel included, seen and supported—and because systems shift to enable that change.”
Mandate Molefi’s six core offerings reflect its comprehensive vision of organisational development. These include:
1. Whole system culture change – embedding inclusion and transformation across all aspects of the organisation to unlock and enhance the performance of everyone.
2. Diversity, Equity and Inclusion—focusing on psychological safety, antiracism, neurodiversity, gender equity, LGBTQI, disability competence and belonging.
3. Leadership Development—with a particular emphasis on empowering women leaders.
4. Strategy and Team Alignment—ensuring organisations are not only strategically focused but also united in vision and culture.
5. Assessments and Organisational Surveys—360-degree tools and companywide diagnostics to identify gaps and measure impact.
6. Coaching and High-Performance Team Development—fostering
collaboration, resolving conflict and elevating performance. The consultancy’s strength lies in contextualisation. Each intervention is designed with cultural, socio-economic and political nuances in mind. A leadership programme in Johannesburg may not look the same as one in Nairobi or London—and Molefi is acutely aware of these differences.
Leadership in a changing world
When asked what has shifted most dramatically in the world of human resources and leadership, Molefi is unequivocal: the definition of leadership itself.
“Years ago, leaders who studied MBAs were taught that you can’t wear your heart on your sleeve, that you had to be tough, stoic and unemotional,” she says.
“Leadership today is no longer just about strategy and profits. It requires empathy, vulnerability and the ability to connect the heart with high performance. Far from being opposites, empathy and results reinforce one another. Leaders with
a high adaptability quotient (AQ) and agility are best positioned to turn disruption into opportunity and to unlock peak performance across their team.”
Her point resonates with global trends, where emotional intelligence and inclusivity are increasingly seen as core leadership competencies. Molefi adds that, in an age of artificial intelligence and technological disruption, the distinctly human qualities of empathy and humility will
LEADING WITH HEART
Nene Molefi’s pioneering South African consultancy has been shaping inclusive leadership, culture change and diversity worldwide for two decades
only grow more vital. “To enable people to deliver, you must embrace their strengths and meet them with compassion. AI can do many things, but it cannot replace the human ability to care.”
Corporate South Africa: Mixed progress on DEI
As one of South Africa’s most prominent DEI consultants, Molefi has had a front-row seat to corporate progress in this field. Her assessment is nuanced.
“Corporates differ widely,” she notes. “Some sectors, like financial services, are showing encouraging progress. But others, such as mining, remain inconsistent. Even within a single organisation, you’ll find that some departments are more advanced than others, and often it comes down to leadership. Diversity and inclusion succeed when leaders are aware of how integral these are to their core business and prioritise them—it’s as simple as that.”
This leadership-driven reality, she says, underscores the need for accountability. Policies and strategies alone cannot deliver change. The lived experience of employees depends on the values and behaviours of those at the helm.
Global voice, local roots
Molefi is more than a consultant— she is also an accomplished author, associate lecturer and sought-after keynote speaker.
Her book, A Journey of Diversity and Inclusion in South Africa, blends personal narrative with professional insight, offering a uniquely South African lens on issues often dominated by Global North perspectives. She also co-authored Global Diversity and Inclusion Benchmarks, an international reference guide used by practitioners worldwide.
“I’ve often said, those of us who live here must document our own stories,” she reflects. “Too often, outsiders come for a short time, write about South Africa and leave. But our voices matter. My story does not represent all
black women, or all South Africans— but it is my lived experience, and it resonates with many.”
For Molefi, sharing stories is not only about representation but also about empowerment. “We need to step into our own magnificence. Own our narratives. Share guidelines that can help others. That is how transformation begins.”
The discipline of lifelong learning
Despite her achievements, Molefi remains grounded in curiosity and humility. She describes herself as a lifelong learner, constantly reading, studying new case studies and engaging with global communities of practice.
“I still believe in that old saying that great leaders read a lot,” she laughs. “Even after 20 years, I keep learning. I look for new approaches, new case studies, especially from the Global South. What are we doing here that the Global North can learn from? Learning goes both ways. Without passion for continual growth, even the best qualifications won’t keep you relevant.” She is the author of a publication titled DEI in the Global South, which showcases case studies of pioneering leadership and success stories.
This hunger for learning not only fuels her personal growth but also enriches the firm’s offerings, ensuring clients receive insight informed by both global best practice and local relevance.
Advice for the leaders of tomorrow
Asked what advice she would give to 21st-century leaders, Molefi does not hesitate: “listen more when you notice yourself trivialising someone’s lived experience; pause, learn and choose curiosity instead.”.
“If leaders would invest in genuine ‘listening sessions’—coming down to the level of employees, creating psychological safety, showing they are truly interested in what people are saying—workplaces would be transformed,” she insists.
She warns against “intellectual arrogance” , advocating instead for intellectual humility. “Even if you’re a CEO or an executive director, you must recognise your rank, power and privilege. Words carry weight. Use them to build, not to destroy.”
This philosophy echoes throughout her work: Leaders must be conscious of the influence they wield. Toxicity at the top spreads quickly, but so too does empathy, openness and humility. For Molefi, leadership is about enabling people to become their best selves, not about reinforcing hierarchy.
Shaping the future of inclusive workplaces
As the world of work undergoes rapid change—spurred by technological shifts, generational transitions and global crises—the role of culture and inclusivity has never been more pressing. Mandate Molefi’s work demonstrates that transformation is possible when organisations invest not only in systems but also in people.
Under Nene Molefi’s leadership, the firm has become a beacon for what inclusive, sustainable workplaces can look like. Her vision is clear: a future where organisations are not only highperforming but also humane; where leaders embrace vulnerability alongside strategy; and where diversity and inclusion are not buzzwords but lived realities.
“We often underestimate the power we carry as leaders,” Molefi reflects. “True leadership is not one-dimensional. It is the ability to hold people to the highest standards while leading with humility, empathy and courage. When accountability and respect walk hand in hand, we create workplaces where people don’t just feel safe—they excel. That is the legacy I strive to build.”
Matthew van Schalkwyk
For further information, visit mandatemolefi.co.za
SMART AND SUSTAINABLE SOLUTIONS
How
Ivan Marè and his team at Westcliff Mining are redefining the industry through innovation, precision and eco-conscious practices
WiIn an industry often defined by tradition, Westcliff Mining has built a reputation for combining deep expertise with forward-thinking innovation. With over two decades of operational excellence and a team boasting more than 150 years of combined experience, the company has become a global leader in mineral processing and mining solutions.
At the centre of this growth is director Ivan Marè, whose vision has positioned Westcliff as one of South Africa’s most respected names in the field.
Founded as a mining contractor, Westcliff Mining evolved by learning to think like a miner while refining plant manufacturing expertise. Today, the company is recognised internationally for its advanced dense medium separation (DMS) washplants and a portfolio of smart solutions that serve the entire mining cycle. From extraction to mineral separation, Westcliff ensures that efficiency,
quality and sustainability are built into every process.
Innovation rooted in experience “Westcliff Mining started out as a mining contractor, and through this experience we have learnt to think like a miner with a unique understanding of the mineral process,” explains Marè. This means the company has forged developmental advances in the field of mining by sticking to the basics, but ensuring their decades of geological expertise add to effective mineral exploration. Westcliff produces a high level of service throughout the entire life cycle: from extraction to the finer practice of mineral separation and smart mining solutions.
This foundation has been critical in shaping the company’s plant designs, which are known for their cost-effectiveness, energy efficiency and minimal staffing requirements.
Having worked in more than 23 African countries across a range of commodities—from diamonds and gold to iron ore, lithium and coal—the team has gained a depth of insight that few competitors can match.
Its flagship offering, DMS washplants, remains at the core of Westcliff’s business. These systems separate valuable minerals with precision while maintaining eco-friendly processes. “DMS technology is the most consistent and cost-effective density recovery
method of all the different density recovery methods,” adds Marè. Complementary solutions include gravity concentration plants, CIP (carbon-in-pulp) and CIL (carbon-in-leach) techniques, as well as specialised systems for diamond processing and subsurface mineral evaluations. Collectively, these services ensure clients can maximise recovery while minimising environmental impact.
Balancing four pillars of success Westcliff Mining operates on four guiding principles: price, time, quality and environment. Marè emphasises that sustainability is not an afterthought but a cornerstone of the business.
“We have designed and developed strategies to make our plants flexible enough to accommodate more environmentally friendly power sources. We are constantly looking
for new and better ways to help save the environment. A good steward leaves a good inheritance for his or her children,” he says.
This philosophy translates into practical outcomes. By using smaller tank farms for precious metal recovery, Westcliff reduces both operational costs and environmental footprints. Its plants are designed to adapt to renewable energy inputs, positioning the company as a forward-looking partner for mines navigating stricter environmental, social & governance requirements.
Current projects and expanding reach
While its reputation is firmly established in South Africa, Westcliff Mining is steadily expanding its footprint across the continent. The company is currently constructing 500tph and 350tph coal DMS washplants domestically, alongside designing a 250tph manganese DMS plant in West Africa. These projects underscore the company’s ability to handle large-scale operations while maintaining flexibility and precision.
Westcliff’s expertise has also made it a trusted supplier of specialist mining equipment including tanks, spirals, screens and cutting-edge mineral processing technologies. This ability to offer both services and equipment ensures clients receive a holistic, integrated approach.
Technology, people and purpose
Despite its technological edge, Westcliff Mining remains a people-driven business. Its team of specialists represents decades of hands-on experience, allowing the company to deliver tailor-made solutions for complex mining environments. From geological assessment to final recovery, the company combines precision engineering with the craftsmanship of seasoned professionals. The company’s strength lies
“WESTCLIFF MINING STARTED OUT AS A MINING CONTRACTOR, AND THROUGH THIS EXPERIENCE WE HAVE LEARNT TO THINK LIKE A MINER WITH A UNIQUE UNDERSTANDING OF THE MINERAL PROCESS.”
not just in technology but in its adaptability. Mining is an industry fraught with challenges—volatile markets, changing regulations, environmental scrutiny—yet Westcliff continues to thrive by staying ahead of the curve. By marrying proven methods like DMS with modern innovations, the company ensures its clients receive solutions that are both reliable and sustainable.
Looking ahead
As global mining enters a new era defined by sustainability and efficiency, Westcliff Mining is well positioned to remain a frontrunner. With an eye on renewable energy integration, eco-friendly mineral
recovery processes, and continued investment in smart technologies, the company exemplifies the kind of leadership Africa needs in its resource sectors.
From its South African roots to its growing continental and global presence, Westcliff Mining has proven that success in mining today requires more than extracting resources; it requires vision, responsibility and innovation. Under the stewardship of Ivan Marè and his team, the company is not only delivering smart mining solutions but also shaping a more sustainable future for the industry.
Matthew van Schalkwyk For more information, visit wcmg.co.za.
HIGHS AND LOWS
HOW EMOTIONS RULE EVERY STAGE OF THE ENTREPRENEURIAL PROCESS
Governments often see entrepreneurs as the engines of innovation, job creation and economic growth. In South Africa, there are between 2.4 and 3.5 million small, medium & micro enterprises, which have created and sustained more than 30 000 jobs (tinyurl. com/3rf3t6mz).
However, entrepreneurship is not just a strategic or financial undertaking. It is primarily an emotional journey. From the spark of an idea to the triumphs and failures of running a business, emotions constantly shape how entrepreneurs think, decide, act and relate to others.
Recent research I led (tinyurl. com/3c3hbzhz) draws on 276 studies to show that emotions do not just accompany entrepreneurship—they drive it. Far from being distractions, emotions (like passion, fear, anxiety and compassion) and emotional intelligence can make or break a venture.
Here are four ways emotions shape the entrepreneurial journey:
1. The double edge of passion
Ask any entrepreneur what keeps them going through long hours, tight budgets and personal sacrifice, and you will probably hear the word “passion”. Passion is one of the most studied emotions in entrepreneurship— for good reason. It fuels creativity, motivates persistence and can inspire others.
Investors are more likely to back passionate founders, and employees feel more engaged when their leaders show authentic enthusiasm. Passionate storytelling resonates with customers.
Most of the benefits linked to passion emerge when entrepreneurs choose to pursue ventures that align with their identity and values. This aspect of the emotion is called ‘harmonious passion’, and it leads to greater well-being, better work-life balance and sustained motivation.
But passion also has a darker side, called ‘obsessive passion’. This is a type of emotional experience driven by internal pressures (selfworth, for example) or external expectations (status or validation).
Entrepreneurs with high levels of obsessive passion often become workaholics, suffer burnout and cannot walk away from their enterprises. This is even the case when their ventures are experiencing sustained failures. Passion can be a superpower. But like any power, it needs to be wielded with care.
2. Fear and anxiety: Not always the enemy
Starting a business is inherently risky. Founders often deal with uncertain markets, fluctuating cash flow and high personal stakes. Unsurprisingly, fear and anxiety are common companions
EMOTIONS CONSTANTLY SHAPE HOW ENTREPRENEURS THINK, DECIDE, ACT AND RELATE TO OTHERS
FAR FROM BEING DISTRACTIONS, EMOTIONS AND EMOTIONAL INTELLIGENCE CAN MAKE OR BREAK A VENTURE
in this journey.
These emotions are often framed negatively, but our research shows they serve vital functions. Fear can make entrepreneurs more vigilant and help them anticipate challenges. Anxiety can enhance performance under pressure, such as during investor pitches or public launches. These can act like emotional smoke alarms, warning entrepreneurs about potential problems before they spiral.
However, problems arise when these emotions become overwhelming. Chronic fear of failure can prevent entrepreneurs from taking calculated risks. It can lead to perfectionism, decision paralysis or the premature abandonment of promising ideas. The key is not to suppress fear or anxiety, but to manage these emotions. Practices like journalling, peer mentorship and mindfulness training are valuable tools. They can help entrepreneurs reflect and use fear and anxiety constructively rather than letting it control them.
3. Compassion as fuel for social enterprise
Entrepreneurship is not always about chasing profits. Many founders launch ventures to address urgent social issues: from poverty and inequality to environmental degradation. These social entrepreneurs are often driven not just by vision but also by compassion.
Our review found that compassion is a defining emotional characteristic of social entrepreneurs. It motivates them to act when others turn away. It helps
them connect with communities, earn trust and stay resilient in the face of adversity. Their emotional connection to a mission creates a deep sense of purpose that can carry them through setbacks that may paralyse other entrepreneurs.
This emotional resilience is often overlooked in traditional entrepreneurship education, which tends to emphasise strategy and metrics. But for many missiondriven founders, compassion is the emotional backbone of the business.
4. Emotional intelligence as a business strategy
Emotions do not just shape how entrepreneurs feel; they affect how others respond to them. Our research points to emotional intelligence—the ability to recognise, understand and regulate emotions—as a critical skill for entrepreneurs.
Founders who demonstrate high emotional intelligence motivate teams better, manage conflict and build trust with stakeholders. They are more likely to retain talent, adapt under pressure and sustain long-term ventures. Investors, too, respond to emotional cues. A confident and passionate pitch can be more persuasive than a technically perfect but emotionally flat one.
However, there is a fine line. Too much emotional expression can backfire. Investors may question the founder’s judgement, and teams may interpret it as instability.
The most effective entrepreneurs are not the ones who suppress their emotions, but those who
deploy them strategically. In a world where startups rise and fall on relationships, emotional intelligence is not a soft skill—it is a core business strategy.
Entrepreneurship is an emotional endeavour. The highs are exhilarating, but the lows can be crushing. While grit and skill matter, our review shows that founders’ emotional agility often determines whether they thrive or burn out.
Innovation should be celebrated, and it is vital to recognise and support entrepreneurs’ emotional experiences. That means building programmes that teach emotional management, creating networks that offer psychological safety, and reframing failure not as weakness but as part of the emotional terrain of entrepreneurship.
Florencio Portocarrero Assistant Professor: Management London School of Economics and Political Science
REWRITE THE RULES OF SUCCESS
IT IS TIME TO REMOVE THE UNCONSCIOUS BIASES ASSOCIATED WITH BEING A ‘GOOD BUSINESSWOMAN’
Iconsider myself a good businesswoman, but defining what that means to other people isn’t always easy.
Out of curiosity, I turned to Google and was surprised to see the glaring and unsettling differences between its definition of a good businessman and a good businesswoman: confident, strategic, decisive, assertive, visionary, good business smarts, financial acumen.
Definitely powerful traits, but these were all attributed to businessmen.
Search ‘good businesswoman’ and the words change dramatically: hard-working, willingness to learn, understanding, humility. Suddenly, the powerful descriptors had vanished, replaced by softer traits, often associated with caretaking roles rather than leadership.
It’s fascinating and frustrating to see these unconscious biases play out so plainly in something as simple as a Google search. The great news is that as a good businesswoman who is heading up a successful business, I have seen first-hand how softer traits aren’t negatives; empathy, nurturing and understanding can be superpowers
in business.
The problem isn’t the traits themselves; it’s the boxes this narrative locks us into when it comes to business. Why can’t a good businessman be empathetic, and a good businesswoman be assertive?
There’s a societal perception that success and leadership belong to those who are assertive, loud, the first to speak, and even sometimes indifferent to others. In reality, just because someone may be quieter, more thoughtful or even more introverted, it doesn’t mean they bring less value to the table. In fact, they often bring more measured, thoughtful and inclusive perspectives. Success isn’t exclusive to the loudest or most assertive; real leadership includes empathy, humility and genuine care for others.
I truly believe we can change the perception around what a good businesswoman is. It starts with our choosing consciously to recognise, celebrate and reward the quieter strengths of empathy, vulnerability and thoughtfulness as much as we do assertiveness. Integrity should never be confused with weakness; true strength lies in balancing both.
Being a good businesswoman means facing challenges head-on and knowing exactly why it matters every time:
• Customers are far more loyal, coming back over and over, not just for your products but for your principles.
• Your team thrives in a space where values align and their voices are heard.
• Your resilience is stronger because, by making the ethical decision every time, those around you intrinsically know your heart, your intentions, your business acumen and your priorities; in turn, they’ll trust your decisions.
The question is: how do we put this into practice?
A good businesswoman makes the choice—because it’s a daily decision—to keep their word, prioritise ethical decisions over personal gain, pay people appropriately, charge people conscientiously and fairly, and provide high-quality services and products consistently.
BEING A GOOD BUSINESS WOMAN MEANS FACING CHALLENGES HEAD-ON AND KNOWING EXACTLY WHY IT MATTERS EVERY TIME
My advice for being a good businesswoman
Moments of human connection and accountability mean everything: Speak to the people behind the emails. Remind them they’re dealing with real people who deserve respect—and, in return, they, too, will be respected.
Ethical behaviour is not transactional: Your values should never shift because of how someone responds to them. Ethical leadership, the kind that’s sustained and respected, comes from consistent, authentic actions—whether or not anyone is watching.
Doing good business isn’t about universal popularity: It’s about alignment with those who respect and uphold the same principles
you do. If ethics and values aren’t respected in a situation, that’s precisely the situation a good businesswoman wouldn’t be involved in. In the short term, standing firm may feel like a disadvantage. But long term? It’s how you build genuine respect, lasting partnerships and a business you can be truly proud of.
Let go of the idea that ‘good guys finish last’: Good guys stay in the race for longer, take sips of water from supporters at crucial touch points along the way, stop for chats and learnings, and enjoy the process. They push themselves beyond their limits to consistently finish strong.
Of course, this isn’t always easy. When I’m asked about challenges I’ve faced as a good
businesswoman, my first thought is: ‘How much time do you have?’ because the challenges are endless, varied and very real—but I would choose the same path every single time. Why? Because integrity isn’t negotiable.
This shift has the power to rewrite the rules of success. We need to give up the idea of doing whatever it takes to be the best and that, somehow, good is not good enough.
Being consistently good is a commitment: to ourselves, to the work, to the people around us. And yes, it can be harder to accomplish, but we can do hard things—especially when they are this important.
Jeni-Anne Campbell Speaker, Coach and Social Entrepreneur Founder: JAW Advertising
THE RESILIENT PROFESSIONAL
EXPLORING THE REAL-WORLD IMPLICATIONS OF AI FOR TODAY’S WORKFORCE AND THE NEXT
In the face of rapid technological advancements, artificial intelligence (AI) and automation are transforming industries and redefining the workforce. While these changes present challenges, they also offer opportunities for professionals to adapt and thrive.
Central to this adaptation is the cultivation of human-centric skills and strategic business education, which together can ensure longterm career resilience in an AI–augmented world.
The threat is real, but so is the opportunity AI’s influence extends across various sectors, reshaping job roles and skill requirements. For instance, the rise of AI in marketing has led to the emergence of hybrid positions that blend technical expertise with creative strategy. Similarly, in finance, AI tools assist in data analysis, but human judgment remains crucial for interpreting results and making strategic decisions.
This trend underscores the importance of combining technological proficiency with human insight. By learning how AI integrates into your specific industry and leveraging it for improvement, you not only enhance the field but also strengthen your own technological skills.
While AI can handle a wide range of tasks, it still requires the human touch for qualities that cannot be replicated, such as empathy, creativity, ethical judgement, leadership and the ability to genuinely listen and understand the concerns that individuals have with a certain situation. Those who can achieve the correct balance between technical literacy and human intuition will thus have a competitive advantage in the workplace.
Business schools can prepare students not only for the specifics of their industries but also for the dynamic challenges provided by AI, giving them the capabilities they need to adapt, lead and prosper in a technology-driven society.
Human-centric skills on the rise
Although AI is advancing in automation of routine and technical jobs, there remains a domain where it will consistently underperform: skills that are centred around human interaction. These abilities are valued by employers and will remain essential as we progress deeper into an AI–driven future.
Skills such as critical thinking and problem-solving are needed to analyse situations, identify challenges and think outside the box—something only a human can do. In situations involving decision-making, individuals can
rely on a broad range of personal experiences, cultural backgrounds and moral issues.
Equally important are humancentred skills such as emotional intelligence and adaptability, qualities that remain well beyond the reach of AI. Humans need to feel empathy and understand in certain situations they are facing; only a human can understand and manage those emotions while adapting to the situation and environment in which they are positioned.
Being creative and coming up with original plans is something only human intuition can aid, where new ideas are formed and there is a personal touch added to ideas being created. These skills need leadership, another downfall
AI’S INFLUENCE EXTENDS ACROSS VARIOUS SECTORS, RESHAPING JOB ROLES AND SKILL REQUIREMENTS.
of AI—it cannot be accountable for leading teams.
Business education provides individuals with the mindset and abilities to excel in volatile, uncertain, complex and ambiguous settings, cultivating the resilience needed to thrive in a constantly
evolving professional environment.
Business education as a career Now, as AI is becoming integral to business operations, traditional educational models may fall short in preparing professionals for future challenges. Schools and universities need to start becoming more aware of how AI can help students and encourage its use in the right way rather than banning it from being used during assessments. Individuals have implemented robotics for the longest time in South Africa, but that needs to evolve further now.
As research shows, current courses frequently cover subjects such as digital transformation, AI ethics and innovation management. These fields of study give students a more profound insight into the ways technology interacts with business processes, ethics and social dynamics.
Reports suggest that professionals are increasingly adding AI skills to their portfolios, with people now more than twice as likely to acquire AI skills than in 2018. This trend highlights the growing recognition of AI’s importance and the need for education systems to adapt accordingly.
Investing in business education—such as postgraduate diplomas, MBAs or specialised courses—equips individuals with a blend of technical knowledge
and soft skills. This combination enhances employability and positions professionals to lead in sectors where AI and human expertise intersect.
Contemporary business schools provide programmes that focus on interdisciplinary approaches, teamwork and adaptability: capabilities crucial for thriving in the digital economy. Through cultivating a diverse skill set, business education equips students for various roles, from management to entrepreneurship, making sure they stay adaptable and employable regardless of changes in the job market.
As AI continues to redefine how we work and live, professionals must view it not just as a disruptor but as a collaborator. The ability to co-create with AI, using it to enhance decision-making, improve productivity and uncover new solutions is quickly becoming a critical skill. Those who take the initiative to explore AI’s potential in their roles will not only remain relevant but will likely become innovators within their fields.
Institutions and employers must play an active role in supporting this transition. By laying the foundation for cultures of experimentation, continuous learning and ethical AI integration, organisations can empower their people to thrive amid change. This will mean not just surviving
the AI wave but surfing it with confidence, creativity and purpose. Something that individuals need to consider is how they need to adapt their profession to AI and include it so that they are evolving. They feel defeated because they believe AI can replace them, but rather openly embrace the change and grow as individuals. They can do this by attending workshops, webinars and even enhancing their skills in areas where AI cannot replace humans.
The interplay between AI and human skills is reshaping the employment landscape, creating a demand for professionals who can blend technological proficiency with human-centric competencies. Strategic business education serves as a building block for developing this unique skill set, ensuring career resilience in the face of automation.
As AI continues to evolve, professionals who invest in continuous learning and adapt their skill sets accordingly will be well-positioned to lead and innovate in an increasingly automated world.
Hoosen Essof Head Deepti Govind Intern
Employability
Unit Regent Business School
GREEN TARGET
TURNING SUSTAINABILITY INTO GROWTH: A STRATEGIC ROADMAP FOR SMES AND MID-SIZED MANUFACTURERS
AAs the climate crisis accelerates and the global economy undergoes structural transformation, a growing consensus has emerged: Sustainability is not just an environmental responsibility—it is a critical business opportunity.
The recently published World Economic Forum (WEF) white paper, “Sustainability Meets Growth: A Roadmap for SMEs and Mid-Sized Manufacturers” (June 2025), offers a compelling guide for smaller manufacturers on how to turn environmental sustainability into a competitive edge.
Developed in collaboration with Schneider Electric and based on global consultations and surveys with 60 manufacturing small & medium enterprises (SMEs) and mid-sized companies, the white paper lays out an actionable fivestage roadmap, backed by realworld examples and bolstered by recommendations for financial, policy and technical support.
For SMEs in southern Africa— many of which face constrained access to capital, skills and infrastructure—this presents a practical framework for sustainable and scalable industrial development.
Why SMEs matter in the sustainability transition
SMEs and mid-sized manufacturers account for roughly 90% of global businesses and 70% of employment. Countries that are part of the Organization for Economic Co-operation and Development are responsible for nearly 40% of industrial pollution. Yet, these businesses remain largely overlooked in sustainability discourse, with most policy frameworks and investment strategies tailored toward large multinationals.
For countries across southern Africa, where industrial sectors are populated by a diverse array of small manufacturers—from textile and agro-processing firms to light engineering and automotive suppliers—the stakes are particularly high. Without deliberate inclusion, these firms risk being left behind in the transition to low-carbon economies.
The WEF report identifies a dual opportunity: Sustainability can drive cost savings, improve operational efficiency and open up new market opportunities, all while aligning companies with global climate targets.
Reframing sustainability as a business enabler
Rather than treating environmental sustainability as a compliance burden, the white paper urges SMEs to see it as a growth driver.
The benefits of sustainable practices are tangible and measurable:
Operational cost savings
By embedding efficiencyenhancing technologies, companies can reduce energy and material use. The Jiangsu plant of China’s Yunzhibao Foodstuff, for example, reduced production costs by 5% and boosted operational efficiency by 10% through automated, sensordriven process optimisation.
Improved talent attraction
Sustainability initiatives enhance employer branding. In the United
States, craft beer producer Vivant Brewery + Spirits (www. breweryvivant.com) integrates sustainability training into its onboarding process—a strategy that strengthens recruitment and builds culture.
New revenue streams
United Kingdom–based Ananas Anam (www.ananas-anam.com) transforms pineapple leaf waste into a leather substitute used in global fashion houses. This example demonstrates how circular economy thinking can unlock value from previously discarded resources.
The five-stage sustainability roadmap
To guide SMEs through the transition, the WEF proposes a five-stage roadmap:
1. Build the foundations
Begin with a self-assessment to understand current environmental impacts. Appoint a ‘sustainability lead’—often from within existing operations—and set measurable, achievable goals based on priority impact areas like energy or water use.
2. Identify and implement quick wins Prioritise initiatives that deliver strong return on investment with low complexity. These early wins build momentum, demonstrate value and create buy-in among internal stakeholders.
3. Measure, report and improve
Introduce monitoring systems (e.g. digital dashboards tracking emissions, waste and energy usage). Adopt tools like the SME Climate Hub’s carbon calculators (smeclimatehub.org/startmeasuring) to align efforts with global Scope 1, 2 and 3 reporting standards.
4. Embed sustainability in long-term planning
Move from isolated projects to integrated strategy. Redesign
procurement and production with eco-efficiency in mind, explore local sourcing to reduce transport emissions, and future-proof business models against climate and regulatory risks.
5. Drive cultural change and communicate achievements
Instil a sustainability mindset at all levels of the organisation. Link environmental outcomes to performance metrics, celebrate milestones and use achievements to engage customers, attract investors and inspire talent.
Barriers to adoption: What’s holding SMEs back?
The white paper’s global survey revealed three common barriers faced by SMEs:
• Competing priorities: Over half of respondents (53%) cited business expansion or cost-cutting as taking precedence over sustainability initiatives. Yet, the paper argues that sustainability can enable these very goals.
• Policy uncertainty: 47% of respondents felt unclear or unsupported by current regulatory frameworks, which often lack coherence or are not tailored to SME realities.
• Funding and technical capacity: 42% of SMEs struggle to secure funding or lack internal expertise to implement projects. While capital is crucial, the report stresses that knowledge gaps and weak implementation support are equally significant.
Enabling the transition: The role of support ecosystems
The WEF outlines five support mechanisms that public and private stakeholders must strengthen to accelerate sustainable transformation among SMEs:
1. Finance
Targeted grants, tax incentives and matched funding based on efficiency savings can lower upfront costs. For instance, Oregon’s energy efficiency programme offers commercial incentives aligned with performance outcomes. In Kenya, loan application support helped a tea co-operative access bank funding it would otherwise have missed.
2. Knowledge and training
Resources like the Green Industry Platform’s I-GO tool (igosolution.org) and the SME Climate Hub’s training modules provide easy-to-use templates, project ideas and emissions calculators. Upskilling staff in environmental accounting and energy management is critical.
3. Networks
Peer-to-peer collaboration and corporate–SME
partnerships help foster learning and accelerate implementation. Initiatives like Schneider Electric’s Zero Carbon Project (tinyurl.com/2s36f645) have helped over 1 000 suppliers begin tracking and reducing emissions.
4. Policy alignment
Policymakers should issue clear, SME–friendly guidance on sustainability compliance and incentives. China’s green SME policy includes tax breaks, green loans and subsidies for digital solutions—an approach other regions could adapt.
5. Implementation support
Regional integrators and technical experts are needed to translate sustainability theory into operational execution. Local partnerships ensure solutions are context-appropriate and financially viable.
What this means for southern Africa
Southern Africa’s industrial future depends heavily on the adaptability and innovation of its SME sector. With growing global demand for low-carbon products, circular design and sustainable supply chains, the region’s manufacturers can compete—but only if they are equipped to meet these evolving expectations.
The WEF roadmap offers a strategic lens for policymakers, business associations and corporates across the region to think beyond ‘greenwashing’ and begin building capacity for sustainable, inclusive industrialisation. The success of this agenda will depend on deliberate investment in skills, funding mechanisms and regionally tailored implementation support.
From compliance to competitiveness
The message from the WEF’s white paper is clear: Sustainability should no longer be viewed as a luxury, a distraction or a regulatory checkbox. It is a cornerstone of business strategy, a driver of innovation and resilience, and an investment in future competitiveness.
By following a structured, practical roadmap and mobilising the right support, southern African SMEs and mid-sized manufacturers can not only reduce their environmental impact—they can grow stronger because of it.
The time to act is now. Not only because the climate demands it, but because the market is already rewarding those who do.
Access the full white paper at tinyurl.com/2daeac52.
WALK A FINE LINE
CRYPTOCURRENCY AND EXCHANGE CONTROL: THE LEGAL IMPLICATIONS OF THE RECENT STANDARD BANK V SA RESERVE BANK JUDGMENT ON CRYPTO ASSET SERVICE PROVIDERS AND FINTECHS
In a groundbreaking decision handed down on 15 May this year in Standard Bank of South Africa v South African Reserve Bank and Others (tinyurl. com/45yd8w65), the Gauteng High Court ruled that cryptocurrencies do not fall within the ambit of South Africa’s Exchange Control Regulations (Excon Regulations).
Though currently suspended pending an appeal, the judgment represents a watershed moment for crypto asset service providers (CASPs), fintech innovators, financial institutions and regulators alike.
The court’s finding, being that cryptocurrencies are not “money” or “capital” for purposes of exchange control, unlocks temporary regulatory breathing room for crypto players. Yet, it also lays bare a regulatory vacuum that is unlikely to remain open for long.
Background: The collision of crypto and traditional finance
The dispute originated from the South African Reserve Bank (SARB) investigation into Leo Cash and Carry (Pty) Ltd, a wholesale trading company that used funds from South African bank accounts to purchase bitcoin on local exchanges, transferring the crypto to foreign exchanges. SARB, acting through its Financial Surveillance Department, declared over R26 million in funds held
with Standard Bank and Nedbank as forfeited to the state, citing alleged contraventions of Excon Regulations 3(1)(c) and 10(1)(c).
These provisions prohibit, respectively: payments to nonresidents without Treasury approval; and the export of capital without permission.
Standard Bank challenged the forfeiture of R16.4 million it held in a pledged money market account, arguing the Excon Regulations did not apply to crypto. The High Court agreed, at least in part.
Key legal findings: Cryptocurrency is not currency or capital
The court’s decision turned on several interpretative and constitutional principles:
Restrictive interpretation of criminalising legislation
Drawing on Oilwell (Pty) Ltd v Protec International Ltd [2011] (tinyurl.com/yc387uky) , the court emphasised that Excon Regulations, which carry punitive consequences, must be interpreted narrowly. Cryptocurrency, being novel and unregulated, could not be forced into legacy definitions of “currency” or “capital” without legislative amendment.
Cryptocurrency is not money or legal tender Bitcoin and similar assets, the
court held, are not “currency” as contemplated by Regulation 3(1)(c) and cannot be deemed “capital” under Regulation 10(1) (c). These assets are decentralised, not backed by a central authority, and function outside the statesanctioned financial ecosystem.
No legislative shortcut
The court rejected SARB’s attempt to stretch existing definitions, pointing out that when the government wanted to include intellectual property under “capital”, it had done so by formally amending the Regulations. The same path should apply to crypto.
Digital wallets do not equal bank accounts
Notably, the court observed that if crypto were equivalent to money, “then crypto wallets would be attached under Regulation 22B”. But crypto assets, being intangible and decentralised, elude traditional mechanisms of state seizure.
Immediate implications for crypto asset service providers
Regulatory pause, not immunity CASPs may temporarily enjoy relief from SARB scrutiny under Excon Regulations, but the landscape remains fraught with uncertainty. The appeal, and eventual legislative reform, may restore oversight in due course.
Eased compliance pressures
The judgment weakens SARB’s current tools for enforcing cross-border crypto transfer restrictions, creating breathing space for providers transacting internationally. However, it simultaneously raises reputational and operational risks for banks and financial institutions servicing crypto clients.
A renewed legislative imperative
The court highlighted a “regulatory vacuum”, echoing longstanding calls for bespoke digital asset legislation. The
2021 Intergovernmental Fintech Working Group
Crypto Assets Regulatory Position Paper (tinyurl. com/bdfkwmvu) and SARB’s own 2020 research foreshadowed this moment, and a swift regulatory amendment—akin to the post-Oilwell reforms—is likely on the horizon.
A double-edged sword: Risk and opportunity in the vacuum
While CASPs and fintechs may see this moment as an opening, the judgment creates new compliance and legal strategy challenges:
Capital flight concerns
Without clear restrictions, businesses may attempt to ‘round-trip’ capital using crypto, moving value offshore via local crypto purchases and reconverting it abroad. This risks undermining South Africa’s broader financial stability objectives.
Banking sector dilemma
Financial institutions must now navigate a compliance gap. While crypto transfers may fall outside exchange control, they remain subject to anti-money laundering (AML), counterterrorism financing and prudential risk management requirements under laws like the Financial Intelligence Centre Act (FICA) and Financial Advisory and Intermediary Services Act (FAIS).
Securitisation and insolvency risks
The court’s nuanced treatment of security rights and bank standing—in particular, its analysis of pledge, cession and the principle of commixtio (thelawdictionary.org/commixtio) —should prompt CASPs to revisit how they structure and collateralise crypto holdings in financing or insolvency contexts.
Regulatory recommendations: What crypto providers should do now Pending the appeal or an inevitable statutory overhaul, market participants should:
Maintain strong AML/FICA compliance
Excon relief does not absolve other legal duties. KYC, transaction monitoring and source-of-funds verifications remain essential.
Prepare for imminent legal reform
Providers should anticipate that crypto will soon be formally included in the Excon regime. Preemptive alignment with global best practices (e.g. FATF’s Travel Rule, tinyurl.com/n4hfm45f ) may mitigate transitional risk.
Reassess contractual and security arrangements
Lenders and fintechs should revisit their treatment of crypto in lending, pledge and liquidation scenarios, incorporating the court’s treatment of ownership
FINANCE
rights in digital assets.
Engage with regulators and industry bodies
The door is open for industry-led engagement to shape the next iteration of exchange control law. Participation in public comment processes will be key to avoiding overly broad or counterproductive regulatory approaches.
A defining moment in South African financial law
The Standard Bank v SARB judgment is more than a technical ruling: It is a legal and regulatory pivot point in South Africa’s digital asset journey. While the court has momentarily lifted the Excon curtain from cryptocurrencies, it has also made clear that a new act, crafted for a digital age, must follow swiftly. Until then, crypto asset service providers must walk a fine line: operating within the current relief, but preparing for a future in which digital assets will no longer be exempt from the rigours of capital control.
Kerri Stewart Attorney: Commercial Law SchoemanLaw Inc
LENDERS AND FINTECHS SHOULD REVISIT THEIR TREATMENT OF CRYPTO IN LENDING, PLEDGE AND LIQUIDATION SCENARIOS
THE MASTERPLAN ALSO AIMS TO ATTRACT AT LEAST R15 BILLION IN INVESTMENT BY 2030 AND TRAIN ‘GREEN WORKERS’ FOR EMPLOYMENT IN 25 000 DIRECT JOBS.
LOCAL MOVE
INSIDE SOUTH AFRICA’S MASTERPLAN FOR A RENEWABLE ENERGY INDUSTRY
About 85% of South Africa’s electricity is produced by burning coal (tinyurl.com/ yt8f5hjw). The country’s move to renewable energy means the coal industry will be phased out. To this end, the South African Cabinet approved the country’s first Renewable Energy Masterplan (tinyurl.com/2d29zk4j) in April this year, which sets out what is needed to establish new renewable energy industries.
Ricardo Amansure researches the move toward renewable energy and how communities can benefit from this. He explains what the masterplan aims to achieve, what problems it may face and how it can succeed.
What is the South African Renewable Energy Masterplan?
It is an industrial strategy that sets out how South Africa can set up a new manufacturing industry in renewable energy and battery storage value chains.
The masterplan was developed by the government, some sections of organised labour, a non-profit organisation advocating for renewable energy (GreenCape), and representatives of the renewable energy industries. It sets out a framework to produce renewable technologies locally. These include solar photovoltaic panels, wind turbines and batteries.
The masterplan has been drawn up so that it aligns with South Africa’s existing national target of adding 3–5 gigawatts of renewable energy capacity each year to 2030. This is a scale that can support the development of local manufacturing hubs. (One gigawatt can supply electricity to about 700 000 average homes.)
This steady supply will be enough to give businesses and investors the confidence to commit to long-term investments in local manufacturing hubs. These are zones where renewable systems and components are produced or assembled for domestic and export markets.
The state-owned electricity company Eskom has not directly guaranteed it will buy 3–5GW of renewable energy each year. But the government’s national electricity plan—the Integrated Resource Plan (tinyurl.com/5cx258sv) provides a strong indication of future demand.
The masterplan also aims to attract at least R15 billion in investment by 2030 and train ‘green workers’ for employment in 25 000 direct jobs. These roles range from factory work and logistics to engineering and construction. Many will be for youth and semi-skilled workers.
South Africa already has a Just Transition Framework (tinyurl. com/38yzh4xp) to ensure the shift to a low-carbon economy is fair, and does not leave workers, communities or regions behind. The masterplan is aligned with this. It aims to support blackowned companies and small-scale and community-based initiatives, especially in places affected by the looming loss of jobs in the coal industry.
However, it is not a response to the country’s frequent power cuts and will not decide how electricity is generated. Energy system plans like the Integrated Resource Plan and Energy Action Plan (tinyurl. com/2f4sy5r3) do this; they focus on power generation, securing a constant energy supply and expanding the electricity grid (tinyurl.com/4ztzmjxj).
Why should South Africa manufacture renewable energy systems?
In 2023 alone, the country spent over R17.5 billion on solar and battery imports (tinyurl. com/3wrka27n). This is unnecessary because South Africa sits on reserves of manganese, vanadium, platinum and other rare earth elements. These are the critical ingredients for manufacturing clean energy systems and storage, which could be made locally.
South Africa already produces
solar panels, steel towers for wind turbines, and electrical cabling. Some local firms also assemble inverters and balance-of-system technologies used in solar and battery systems. The potential to grow renewable energy industries is there.
How will South Africa set up these new industries?
Factories making solar, wind and battery storage components will be financed through private sector investment and government incentives and support. These include tax breaks, localisation requirements and support in special economic zones. As manufacturing demand increases, expansion is planned into offshore wind and next-generation (longer duration) batteries.
What are the challenges in reality?
South Africa has a history of ambitious strategies to localise production in energy and car manufacturing. These struggled to get off the ground; the plans were often undermined by delays and mismatched approaches by government departments (tinyurl. com/9sktev2k) . The masterplan could face similar obstacles if these governance and execution gaps are not addressed with urgency.
Another bottleneck is the electricity grid, which cannot accommodate new renewable energy connections. Eskom needs about US$21 billion to expand the grid (tinyurl.com/mr45s6cs) , which will take time. This is a problem because renewable energy manufacturers need certainty
Between now and 2030, the masterplan has these aims:
• To fast-track government procurement of renewable energy, ensuring reliable energy planning, and expand the electricity grid to handle new projects.
• To develop an industry producing key components like wind turbine towers, solar mounting structures and batteries.
• To promote inclusive development by supporting black-owned firms, small businesses and former coal communities. This is to make sure everyone gets their fair chance to take part in green economic opportunities.
• To grow local skills and innovation. Training and education institutes and the energy industry will partner to make renewable energy skills part of national curricula and workplace training pipelines. They will need the support of the government’s Higher Education Ministry.
now about future demand if they are to invest in new factories and training programmes.
South Africa also has a huge shortage of renewable energy technicians, electricians, installers and engineers.
What needs to be done for this plan to succeed?
A few urgent actions are required: The government must publish updated procurement rules with a clear and enforceable set of localisation targets. This will give local manufacturers confidence that they will have a market to which to sell renewable energy.
South Africa’s official electricity plan, which still emphasises the role for coal-fired power, must be realigned with the Renewable Energy Masterplan.
Eskom may need support from the government and development financiers to expand the grid at the pace needed.
Training institutions must modernise their courses and train more students to work in the solar, wind, battery storage and green hydrogen sectors.
The government must create incentives that make it easier for local and international investors to be part of the industry. Red tape— long waits for environmental approvals, land rezoning and licensing processes—must be cut. Simplifying and speeding up these procedures, while maintaining safety and environmental standards, would improve investor confidence.
Ricardo Amansure is a senior researcher in the Centre for Sustainability Transitions at Stellenbosch University.
SMART AND SUSTAINABLE
ZERO-EMISSION BATTERY ENERGY STORAGE SYSTEMS TO POWER AFRICA’S CLEAN ENERGY
FUTURE
Cummins Inc., a global leader in integrated power solutions, has launched its advanced battery energy storage systems (BESS) in Africa, reinforcing its commitment to sustainable innovation and energy resilience across the continent. This milestone launch simultaneously advances Cummins’ global “Destination Zero” strategy and tackles Africa’s toughest energy challenges: from grid instability to diesel reliance and soaring power costs.
Unlocking Africa’s renewable potential Africa holds over 60% of the world’s best solar resources and its untapped wind energy potential, positioning it as a natural leader in advancing global clean energy efforts. Yet, 600 million people in sub-Saharan Africa live without access to electricity, and many industries rely on costly, polluting
diesel generators.
Cummins’ BESS technology provides a zero-emission solution that stores energy from renewable sources like solar and wind, ensuring reliable power even during outages or low-generation periods. These systems support peak shaving, energy arbitrage and grid stabilisation—making them ideal for industrial, commercial and mission-critical applications.
“We’re excited to bring this product to Africa, where the need for reliable, clean power is urgent and growing,” says Kweku Fin Winful, executive director for Cummins Africa Middle East. “Our BESS solutions are designed to meet the continent’s unique challenges powered by worldclass innovation and local expertise.”
Zero emissions, maximum impact
Cummins BESS units produce zero emissions during operation,
supporting Africa’s climate goals and helping industries meet ESG (environmental, social & governance) targets. They also reduce fuel logistics and maintenance costs, offering a compelling return on investment.
“Our customers are looking for more than just backup power; they want smart, sustainable energy systems that match their evolving needs,” adds Winful. “With BESS, we’re delivering just that—backed by Cummins’ 100+ years of power generation expertise and unmatched service network.”
For more information visit: www.cummins.com / contact Cummins South Africa: +27 11 451 3400/1/2
Sylvester M Thwala
PowerGen Application Engineer: +27(0)82 524 4370
sylvester.thwala@cummins.com
STRATEGY FOR SHARED PROSPERITY
SOUTH AFRICA’S NEW CRITICAL MINERALS AND METALS
STRATEGY 2025 MARKS A NEW FRONTIER FOR SUSTAINABLE GROWTH
MUCH OF SOUTH AFRICA’S PRODUCTION REMAINS CONCENTRATED IN UPSTREAM ACTIVITIES—MINING AND EXPORT OF RAW ORE
South Africa is entering a transformative era in mineral resource governance with the adoption of its Critical Minerals and Metals Strategy 2025, a forward-looking framework designed to reposition the country as a global leader in the production, processing and beneficiation of strategic resources essential for the green economy and high-tech manufacturing.
As global economies shift toward renewable energy, electric mobility and digital transformation, the demand for critical minerals—such as lithium, cobalt, rare earth elements, platinum group metals (PGMs) and manganese—is accelerating rapidly. South Africa, with its vast geological endowment and mining legacy, is uniquely poised to capitalise on this surge.
But doing so requires more than extraction—it demands strategy.
Defining critical minerals and South Africa’s global position
According to the new strategy, critical minerals are defined as “minerals that are essential for the overall economic development, job creation, industrial advancement and contribution to national security.” These minerals are vital inputs for batteries, fuel cells, wind turbines, aerospace components, advanced manufacturing and digital technologies.
South Africa ranks among the top producers of several key critical minerals. The country holds 88% of global reserves of PGMs, 80% of manganese and 72% of chromite. It is also a significant producer of vanadium, titanium and rare earth elements (REEs).
Yet, despite this mineral wealth, much of South Africa’s production remains concentrated in upstream activities—mining and export of raw ore—while beneficiation and advanced processing are minimal.
This underutilisation of local resources prompted the Department of Mineral Resources & Energy to craft a comprehensive national strategy to enhance value addition, attract investment and build a globally competitive critical minerals value chain.
Strategy development: A multi-stage process
The Critical Minerals Strategy 2025 was developed through a multiphase process involving material flow analysis, value chain mapping and extensive stakeholder consultation.
Key milestones included:
• Developing a model to define criticality, based on supply risk, economic significance and industrial application.
• Performing commodity-specific analyses on 21 minerals including PGMs, lithium, cobalt, copper, vanadium and REEs.
• Drafting a national position paper on strategic resource diplomacy.
• Formulating an implementation plan, complete with performance indicators and investment pathways.
This approach ensures the strategy is not only rooted in geological data and market intelligence but also aligned with South Africa’s industrial policy, energy goals and regional integration ambitions.
Core pillars of the strategy
The strategy is structured around six strategic pillars, each designed to overcome bottlenecks and create enabling conditions for long-term success:
1. Geoscience and Exploration: prioritising exploration of high-demand minerals like lithium, graphite and copper, supported by the newly launched Junior Exploration Fund.
2. Value Addition and Localisation: reviving beneficiation capacity, especially in ferroalloys, vanadium redox batteries, green hydrogen and lithiumion technologies.
3. Research and Development: establishing innovation hubs focused on battery materials, hydrogen fuel cells, titanium applications and AI-driven mining methods.
4. Infrastructure and Energy Security: upgrading rail, port and energy infrastructure critical to mineral processing.
5. Financial Instruments: introducing incentives such as research & development tax credits, reduced royalties for beneficiation, and export incentives for value-added products.
6. Regulatory Harmonisation: streamlining licensing and creating a ‘one-stop shop’ for mining investment approvals.
Intended outcomes and strategic vision
Mineral Resources & Energy Minister Gwede Mantashe, in his foreword to the strategy, highlighted its importance in driving both domestic transformation and international relevance: “This strategy is not just a policy framework. It recognises that the future of our country is inextricably linked to how we develop and manage our mineral wealth. By strengthening our industrial base and increasing our capacity for value addition, we can unlock significant
employment opportunities, stimulate innovation and advance our economic growth priorities.”
The government envisions the creation of a selfsustaining industrial base that supports downstream industries, enhances South Africa’s trade resilience and establishes the country as a regional hub for green technologies such as battery manufacturing, hydrogen infrastructure and sustainable steel production.
Deputy Minister Phumzile Mgcina, speaking at the London Indaba 2025, echoed this ambition: “South Africa cannot afford to remain a mere supplier of raw materials. Our vision is to become a leader in high-value, low-carbon minerals and metals manufacturing. This strategy is our blueprint for shared prosperity, inclusive growth and climate-smart development.”
A balancing act: Export versus beneficiation
A key tension the strategy addresses is between the need to export minerals for immediate revenue and the imperative to retain enough supply for local value addition. The strategy proposes a Balanced Export Framework, where certain minerals may be reserved for domestic use in processing facilities, while others are exported under strategic terms.
To operationalise this, the government aims to:
• incentivise local processing of PGMs, manganese and lithium.
• promote investment in smelters and refineries, particularly for ferrochrome and vanadium.
• establish special economic zones and beneficiation hubs with dedicated infrastructure and financial support.
Regional integration and strategic diplomacy
With 30% of the world’s critical mineral reserves located in sub-Saharan Africa, regional co-operation is essential. South Africa’s new strategy envisions the country as a continental leader in mineral processing, leveraging relationships across the Southern African Development Community (SADC).
Proposed initiatives include:
• Cross-border beneficiation hubs.
• Harmonisation of regulatory frameworks within SADC.
• Participation in the African Continental Free Trade Area for critical minerals trade.
• Co-investment in infrastructure and skills development with countries like Zimbabwe, Namibia, Mozambique and the Democratic Republic of the Congo.
Challenges ahead
Despite its promise, the strategy must overcome longstanding obstacles including:
• Infrastructure bottlenecks—particularly in electricity, logistics and water.
• Low exploration investment—South Africa attracts less than 1% of global exploration budgets.
• Skills shortages in mineral processing and battery manufacturing.
• Regulatory delays that hamper investor confidence.
By addressing these challenges head-on, the strategy aims to unlock up to 2.3 million jobs across the continent through beneficiation and local manufacturing.
The Critical Minerals and Metals Strategy 2025 marks a pivotal shift in how South Africa sees its mineral wealth: not as a resource to be extracted and exported, but as the foundation for industrial renewal, technological leadership and inclusive prosperity.
As Minister Mantashe aptly put it: “Let us now move decisively from policy to implementation—for the growth and prosperity of our country and the global village within which we exist.”
With the world entering an age of green and digital transformation, South Africa’s strategy is more than a mining plan—it is a vision for a new economy.
South Africa’s top critical minerals (2025)
High-criticality: Platinum, manganese, iron ore, coal, chrome
Moderate to high: Gold, vanadium, palladium, rhodium, rare earth elements
Moderate: Copper, cobalt, lithium, graphite, nickel, titanium, fluorspar, uranium, aluminium, zirconium
Strategy Source: DMPR, 2025 | Policy Document
KEEP DRILLING
THE AFRICAN ENERGY CHAMBER DEMANDS OPEC REVERSE FINANCING BANS TO UNLOCK AFRICA’S OIL AND GAS POTENTIAL
TThe African Energy Chamber (AEC)—the voice of the African energy sector—is urging Organization of the Petroleum Exporting Countries (OPEC) member states and their allies to take decisive action to reverse global bans on fossil fuel financing and champion Africa’s right to develop its oil and gas resources.
The AEC reiterated at the 9th OPEC International Seminar (seminar.opec.org) in July this year that it is time to urgently put upstream financing back on the table and push back against policies that deny African nations the capital needed to industrialise, grow and lift millions out of poverty.
For too long, Africa has borne the brunt of contradictory global energy policies. While developed nations continue to fast-track public and private investments into natural gas to bolster their own energy security, multilateral institutions enforce blanket bans on upstream oil and gas financing that disproportionately restrict African countries.
In 2019, the European Investment Bank announced it would end fossil fuel financing by 2021 (tinyurl. com/3ymfeybw), a position echoed by several European development agencies and financial institutions. The World Bank followed suit (tinyurl.com/2fxe23d2) , gradually phasing out support for oil and gas and culminating in a near-total exclusion of upstream fossil fuel investments.
While these policies may align with net-zero targets in wealthy economies, in Africa they are actively obstructing access to energy, job creation and industrial growth.
Yet, even as development finance dries up abroad, Europe has made clear exceptions for itself. Under its 2022 Taxonomy for Sustainable Activities (tinyurl.com/2rjcpby2) , the European Union classified certain natural gas and nuclear investments as “transitional”—
opening the door for continued funding within its borders. The result is a glaring double standard: Natural gas is deemed essential for energy security in Berlin and Brussels, but off-limits in Lagos or Dakar. This hypocrisy must be addressed if the global energy transition is to be just and equitable.
Africa holds in excess of 125 billion barrels of proven oil reserves and over 620 trillion cubic feet of natural gas, yet more than 600 million Africans lack access to electricity, and more than 900 million lack access to clean cooking fuels. In this context, African nations need robust investment in oil and gas infrastructure—not ideological restrictions that ignore the realities on the ground.
“What Africa needs right now is to drill, baby, drill! Most of our multilateral institutions don’t finance oil and gas—they say it’s wrong. It’s extremely hypocritical; denying fossil fuel investment is denying economic justice, food security and a pathway out of poverty for millions,” said NJ Ayuk, executive chairperson of the AEC, at the seminar.
“We can’t keep apologising for oil. No country in the world has developed through renewables alone. OPEC members must pressure institutions like the World Bank to lift their financing bans and support Africa’s right to industrialise.”
He reiterated these sentiments in an interview with Arise News (tinyurl.com/mu7cc475) after the seminar: “The underinvestment in oil and natural gas is hurting Africans every day. We’re not getting the right kind of funding because most development finance corporations are in Western countries, and the World Bank is not touching even field development projects when it comes to gas or oil. They have frozen Africa out.”
He felt equally strongly about natural gas. “I believe gas is green
energy for Africa and we should be able to unleash finances into that so we can drive Africa’s potential and really do projects: from capturing gas that is being flared to doing power projects, liquefied natural gas or compressed natural gas projects—it [paves the way for] our continent to a just energy transition.”
Ayuk and the AEC urged producing countries to rally around three urgent financial priorities:
First, OPEC members must press the World Bank and other multilateral institutions to lift harmful financing restrictions on fossil fuels. It is untenable that the World Bank—originally established to support postwar reconstruction and global development—continues to deny funding for upstream oil and gas projects across Africa. With recent signals from Bank leadership hinting at a possible policy shift, now is the time for oil-producing nations to push for a reversal that puts energy access and economic transformation in the Global South at the center of development finance.
Second, OPEC countries—with their sovereign wealth funds and
surplus revenues—are uniquely positioned to create a dedicated investment vehicle for fossil fuel development in underfunded markets. An OPEC–led facility focused on financing strategic upstream projects could prove instrumental in unlocking capital for bankable ventures across Africa. Such a fund would not only accelerate production but also help stabilise global supply and pricing.
Finally, the AEC emphasises the need for a pragmatic, dual-track approach to the energy transition which recognises the differing realities of the Global North and
South. While developed nations move toward decarbonisation, Africa must prioritise industrialisation and energy security. Natural gas—abundant, reliable and cleaner burning than coal—offers a critical bridge fuel to power fertiliser production, manufacturing, petrochemicals and regional electricity networks.
True climate justice must include energy justice, which means recognising Africa’s right to harness its resources, grow its economies and meet the needs of its people on its own terms.
Africa does not need charity;
it needs capital. As the voice of Africa’s energy sector, the AEC stands firm in its call for OPEC producers and the World Bank to help deliver it.
As Ayuk told Arise News, “We should not be apologising for wanting to use oil to power Africa, so our message was very clear to OPEC and to the African countries that were present: Produce every drop of oil you can find to better the lives of our people. We are not backing [down] from our drill, baby, drill message. We think we’re going to take it to the next level.”
FOR TOO LONG, AFRICA HAS BORNE THE BRUNT OF CONTRADICTORY GLOBAL ENERGY POLICIES.
WIRING AFRICA’S INDUSTRIAL FUTURE
HOW THE AFRICAN DEVELOPMENT BANK IS HELPING TO SPUR BOTSWANA’S AUTOMOTIVE REVOLUTION
The Botswanan town of Lobatse, some 70 kilometres south of Gaborone, has been transformed into a vibrant manufacturing centre. Across sprawling factory floors, hundreds of skilled hands meticulously assemble intricate wiring harnesses: components that will eventually power Volkswagen and Nissan vehicles across Africa and beyond.
In the automotive industry, wire harnesses are an intricate arrangement of wires, connectors and components. They serve as vehicles’ central nervous systems, enabling the transmission of electrical signals and power throughout the automobile.
This is Delta Automotive Technologies (datbw.com), where strategic financing from the African Development Bank (AfDB) has catalysed a manufacturing renaissance that extends far beyond the factory walls.
For decades, Botswana’s economic history was written in diamonds. Today, a new chapter is unfolding as the AfDB’s $80-million credit line to the Botswana Development Corporation (BDC) for businesses in the country fuels Delta Automotive’s transformation into a manufacturing powerhouse.
“This funding hasn’t just built infrastructure—it’s built opportunity,” says Darryn Hattingh, Delta’s director of Manufacturing. “We’ve built a world-class operation that competes globally while creating opportunity locally. The support enables us to industrialise not just today’s production lines but tomorrow’s innovations. It will support us to industrialise future businesses obtained through Volkswagen.”
The firm makes wiring harnesses for Volkswagen’s Polo Vivo and Polo 270, and Nissan’s H60 brands. It currently makes 120 vehicle harness sets for Volkswagen South
Africa per day. By 2027, it hopes to create 340 vehicle sets for Volkswagen and 111 for Nissan in South Africa.
Women powering an industrial revolution
As one walks through Delta’s expansive manufacturing facility, one fact is immediately apparent: In a traditionally male-dominated industry, women’s expertise is driving this operation forward. An impressive 75% of Delta’s workforce is female, shattering glass ceilings with every wire harness assembled.
“I’M NOT JUST BUILDING CAR PARTS; I’M BUILDING A NEW PERCEPTION OF WHAT IS POSSIBLE FOR WOMEN IN MANUFACTURING ACROSS AFRICA.”
For Clara Kaekane, a product and process engineer at Delta, the significance goes beyond personal achievement: “Every component we make is a challenge to outdated assumptions about gender and engineering work. I’m not just building car parts; I’m building a new perception of what is possible for women in manufacturing across Africa.”
She feels empowered to work at the management level in the automotive industry, which is normally male-dominated. “This is a great opportunity for our country and company,” she says.
Connecting
communities to global value chains
The hum of activity at Delta’s plant represents more than manufacturing; it is the sound of Botswana’s integration into sophisticated global supply networks. Currently producing 120 vehicle wiring harnesses daily, with plans to nearly triple output by 2027, Delta is an example of how African manufacturers can excel in precision-demanding global industries.
“What is happening here is the physical manifestation of our High 5 development priorities, particularly Industrialize Africa and Integrate Africa. It also provides skills to the people of Africa,” says the AfDB’s deputy directorgeneral for Southern Africa, Moono Mupotola. “Each wire harness connects not just vehicle components but Botswana’s workforce to global value chains, rural communities to industrial opportunities, and traditional economies to a diversified future.”
Scaling impact: From hundreds to thousands
The numbers tell a compelling story: There are 327 employees today, expected to grow to 1 000 within four years. Behind those numbers are families supported, skills developed and communities transformed. With 95% of the workforce being Botswana nationals, the company has become a major driver of local economic empowerment.
“We’re seeing multiple development dividends from this single investment,” says Benedicta Abosi of BDC. “Delta’s growth is generating export earnings, creating quality jobs, developing technical skills and, perhaps most importantly, demonstrating what’s possible when development finance meets entrepreneurial vision.”
She explains that five years ago, the BDC supported multiple businesses, including Delta Automotive Technologies, through a $80-million line of credit facility from the AfDB.
A blueprint for African industrial transformation, Delta’s success offers a replicable model for industrial development across the continent. By strategically supporting companies integrated into global supply chains, development finance can simultaneously address unemployment, gender inequality, economic diversification and regional integration.
As workers at Delta Automotive Technologies continue to assemble the components that will power vehicles across the region, they’re also creating a template for how African development finance can catalyse inclusive industrial transformation.
“This has definitely been a good investment for the African Development Bank, and this is how we see development financing working in Africa,” Mupotola adds.
African Development Bank
“WE’RE SEEING MULTIPLE DEVELOPMENT DIVIDENDS FROM THIS SINGLE INVESTMENT”
DRONING
ON HOW AERIAL TECHNOLOGY IS TRANSFORMING LARGE-SCALE FARMING IN SOUTHERN AFRICA
In recent years, the southern African agricultural sector has begun to embrace the Fourth Industrial Revolution, incorporating cuttingedge technologies to improve productivity, reduce costs and confront the growing demands of climate change and global food security.
At the forefront of this transformation is drone technology: unmanned aerial vehicles (UAVs) that are no longer confined to military use or hobbyists’ skies. In the hands of commercial farmers, drones have become powerful tools for precision agriculture, reshaping the way large-scale farming is conducted across the region.
From maize fields in Limpopo to vineyards in the Western Cape and sugarcane plantations in KwaZulu-Natal, drones are helping farmers collect vital data, make smarter decisions and operate more efficiently.
But as with any emerging technology, there are also significant challenges— regulatory, technical and financial—that must be navigated for its full potential to be realised.
Mapping the future with precision
to determine such variables—a process that was often reactive, subjective and inefficient. With drones, farmers can now adopt a proactive and data-driven approach, adjusting inputs like fertilisers or water with surgical precision.
Mandla Nkosi, an agronomist based in Mpumalanga, says the impact of drones on decisionmaking has been profound. “We can see where our fields are underperforming, sometimes even before there’s visible stress on the crops. It’s a game-changer for how we plan the growing season.”
Efficient and targeted crop spraying
Beyond surveillance, dronemounted spraying systems are changing the way crops are treated. In large-scale farming operations, conventional crop spraying methods—such as tractor rigs or manned aircraft—are
scarcity and soil degradation remain major concerns, this level of control is critical. According to a 2024 report by AgriTech Africa, drone spraying has led to a 30%–40% reduction in input costs for early adopters and significantly improved yields in previously underperforming areas.
IN THE HANDS OF COMMERCIAL FARMERS, DRONES HAVE BECOME POWERFUL TOOLS FOR PRECISION AGRICULTURE
One of the most transformative applications of drone technology in agriculture lies in precision aerial mapping. Unlike traditional methods of surveying fields, which are labour-intensive and timeconsuming, drones can fly over large tracts of land in minutes, capturing high-resolution imagery and GPS–tagged data that enables farmers to create detailed orthomosaic maps.
These maps allow producers to assess crop health, identify pestinfested areas, monitor irrigation coverage and track plant growth with pinpoint accuracy. In the past, farmers relied on visual inspections and ground sampling
expensive, imprecise and often wasteful. Drone sprayers, by contrast, can target specific zones within a field, reducing chemical runoff and pesticide use—which not only cuts costs but also limits environmental damage.
The agility of drones enables access to challenging terrain like steep vineyards or soggy fields where tractors would struggle. Modern drones are also equipped with precision nozzles and variable rate technology, which means input levels can be automatically adjusted based on real-time data collected during mapping flights.
For southern Africa, where water
Imaging capabilities that see beyond the naked eye
The cameras and sensors on agricultural drones have grown increasingly sophisticated. Multispectral and thermal imaging enable farmers to detect issues that human eyes or standard cameras may miss. These sensors can reveal plant stress, nutrient deficiencies or the early signs of fungal infections long before symptoms appear visually.
This kind of early detection is essential in regions vulnerable to disease outbreaks or erratic weather patterns. In Zambia and Zimbabwe, commercial farmers have reported using drones to identify the presence of fall armyworm—a notorious pest— early enough to apply targeted treatments and avoid crop devastation.
Better imaging also supports more accurate yield predictions and post-harvest assessments, which
are vital for planning storage, logistics and market supply.
Longer flight times and modular payloads
As drone technology advances, newer models offer longer battery life and extended flight times: an important improvement for large farms spanning hundreds or thousands of hectares. While earlier drones could only fly for 15–20 minutes before needing a recharge, high-end agricultural UAVs now boast flight times of over 45 minutes and can cover extensive areas in a single sortie.
Additionally, modern drones come with modular payload capabilities, meaning farmers can switch between imaging sensors, sprayers, seed spreaders and even thermal cameras, depending on the task at hand. This flexibility reduces the need for multiple devices, making drones a more cost-effective investment in the long run.
In Botswana, commercial cattle farms are beginning to explore modular drone systems not only for pasture management but also for tracking livestock, using infrared cameras to monitor herd movements and detect injured animals.
A new frontier for farm security Security is another domain where drones are proving valuable. Livestock theft and vandalism are persistent threats on southern African farms, especially in remote areas with limited surveillance infrastructure. Drones equipped with night vision or motiondetection cameras can patrol boundaries and monitor activity across vast properties, alerting owners or farm managers in real time.
Some commercial farms in Gauteng and the Eastern Cape have started integrating drone feeds with on-site security systems, allowing operators to track intrusions or identify threats before they escalate. With AI–
powered analytics, drones can even distinguish between human and animal movements or detect heat signatures in total darkness.
Challenges
to overcome
Despite their many benefits, drones in agriculture are not without hurdles. Cost remains one of the biggest barriers. Although prices have dropped significantly in recent years, high-end agricultural drones and their associated software can still be prohibitively expensive for small and medium-sized farmers. This has led to calls for co-operative ownership models, government subsidies and
broader access to financing.
THE CAMERAS AND SENSORS ON AGRICULTURAL DRONES HAVE GROWN
INCREASINGLY SOPHISTICATED.
There is also the issue of regulation. In South Africa, for example, all commercial drone operations must be approved by the South African Civil Aviation Authority (www.caa.co.za), and pilots must be licensed—a process that is costly and time-consuming. While these regulations are important for safety and airspace management, they can hinder widespread adoption.
Then there are technical concerns: Drones are sensitive to weather conditions, particularly strong winds and heavy rain, which can limit their operational window.
There is also a shortage of skilled drone pilots and data analysts in rural areas, highlighting the need for training and capacity-building in agricultural communities.
The way ahead
The integration of drone technology into large-scale farming is not just a trend—it is a structural shift in how agriculture operates. For southern African farmers grappling with climate volatility, input cost pressures and the need to produce more with less, drones offer a crucial edge.
“Think of it as farming with a sixth sense,” says Thandeka Moyo, director of an agri-innovation firm in KwaZulu-Natal. “Drones give you vision, precision and intelligence that you never had before. That’s what makes them so powerful.”
With greater investment, policy support and training initiatives, drones are poised to become as essential to modern farming as tractors once were. The sky, it seems, is no longer the limit—but the new frontier of agriculture.
With South Africa poised to inject an unprecedented R1 trillion into new infrastructure—much of it in the energy sector—the nation stands at a crossroads. Will this monumental investment catalyse sustainable development, or will it stumble into the same pitfalls that have plagued past megaprojects?
In her recently released white paper, “Beyond the Blueprint: Strategic Lessons from South Africa’s Energy Infrastructure Projects,” Kalnisha Singh, founder of KD Strategies, tackles this question head-on. Drawing from 17 years of hands-on experience across sectors like mining, transport and energy, she argues that technical know-how alone is not enough. Instead, she proposes a new paradigm for infrastructure delivery: one rooted in social intelligence, integrated compliance and internal alignment.
The aim of the white paper: From asset building to systems thinking
At the heart of Singh’s analysis is a critical shift in perspective: Infrastructure must no longer be seen merely as roads, pipelines and turbines, but as complex systems deeply embedded in social, political and regulatory ecosystems.
Her white paper distils three interdependent insights based on real-world project experience: Local context shapes implementation; regulatory compliance requires integrated planning; and internal alignment enables execution. These are not academic abstractions—they are the recurring fault lines where otherwise viable projects fail.
“Our infrastructure landscape has changed,” Singh writes. “What worked on paper no longer guarantees delivery in the real world. We must build not just infrastructure but legitimacy, trust and resilience.”
Insight 1: Local context shapes implementation
Singh’s first insight is perhaps the most underappreciated: infrastructure projects are fundamentally social undertakings. “Too many developers treat communities as boxes to tick on a compliance list,” she warns. Projects that fail to engage meaningfully with local stakeholders—beyond perfunctory town halls and outdated
BEYOND THE BLUEPRINT
WILL SOUTH AFRICA’S R1-TRILLION INFRASTRUCTURE INVESTMENT
DELIVER REAL CHANGE?
socio-economic data—are setting themselves up for delays, mistrust and reputational damage.
Several anonymised case studies from the white paper reveal common patterns: Projects that assumed traditional leadership structures remained unchanged, ignored evolving political dynamics, or missed shifts in local weather patterns faced fierce resistance—even after meeting legal requirements. In one case, a renewable energy developer was blindsided when newly emerged youth leaders disputed agreements made years earlier with a traditional council.
“Engagement must be treated as an ongoing relationship, not a frontloaded transaction,” Singh advises.
Her practical guidance includes:
• Moving from compliancedriven consultation to authentic, two-way engagement.
• Treating communities as knowledge partners, not liabilities.
• Using engagement as a form of early-warning intelligence—on climate risks, labour cycles and political sentiment.
When done well, Singh argues, engagement becomes a strategic asset: It prevents conflict, enhances resilience and even accelerates delivery.
Insight 2: Regulatory compliance requires integrated planning South Africa’s regulatory landscape has become increasingly complex, with projects now navigating a thicket of local, provincial, national and international obligations. Yet, Singh observes a recurring mistake: treating compliance as a late-stage add-on rather than a core design principle. “Compliance isn’t just a legal requirement—it’s a delivery strategy,” she writes.
INFRASTRUCTURE
Projects that embed compliance at the design and financing stages are more likely to avoid last-minute crises and audit failures. Conversely, Singh recounts cases where construction had to be halted due to missing local permits or contradictions between national authorisations and municipal bylaws.
Particularly in the energy sector, she highlights the “cumulative weight” of obligations under the Renewable Energy Independent Power Producer Procurement Programme, South African Renewable Energy Masterplan, National Environmental Management Act and the Department of Trade, Industry & Competition’s localisation targets. These are often layered with funder-driven ESG (environmental, social & governance) conditions from development finance institutions or multilateral banks, which include gender action plans, grievance mechanisms and climate disclosures.
To manage this complexity, Singh recommends:
• Mapping regulatory, legal and ESG obligations at the earliest feasibility stages.
• Harmonising reporting and compliance timelines across departments and stakeholders.
• Translating international benchmarks into localised delivery systems.
• Budgeting not just for documentation but for real compliance delivery—including staffing, tracking and engagement.
Her case studies show how easily critical gaps can emerge. In one instance, a project team failed to inform subcontractors of international ESG obligations signed by funders at boardroom level. The result? Missed deliverables, reputational damage and threats to disbursement. “Compliance must be lived on the ground—not just recorded on paper,” Singh insists.
Insight 3: Internal alignment enables execution
The final insight is one many organisations learn too late: Infrastructure delivery demands cohesive, cross-functional alignment. Too often, Singh finds, responsibility for project obligations is scattered across departments—engineering, legal, human resources, ESG—without clear governance, shared accountability or communication pathways. This fragmentation leads to handover failures, gaps in institutional memory and a lack of continuity across project phases. One of Singh’s case studies features a joint venture in which each party assumed someone else was handling compliance, resulting in failures across multiple deliverables and regulatory breaches. Only a co-ordinated recovery process saved the project from penalties.
To mitigate such risks, she advocates for:
• Integrated governance structures that define roles and track performance from concept to completion.
• Shared compliance dashboards to monitor timelines and responsibilities.
• Risk escalation pathways when obligations risk falling through the cracks.
“The most successful projects we’ve seen have clear internal choreography,” Singh notes. “Everyone knows their role—and how it links to the whole.”
A framework for navigating complexity
To operationalise these insights, Singh’s firm KD Strategies offers a three-part advisory model:
1. Emerging Dynamics—using local intelligence to anticipate delivery risks early.
2. Breaking Ground—structuring governance and delivery systems across all partners and project phases.
3. Future-Focused—embedding regulatory foresight and integrated compliance from day one.
This is not just about building projects; it is about building systems that work.
Will South Africa break the cycle?
With the R1-trillion infrastructure investment on the horizon, the stakes could not be higher. South Africa has a chance to catalyse long-term, inclusive growth. But Singh’s message is clear: Unless we confront the delivery dysfunctions of the past—compliance treated as an afterthought, communities ignored until they resist, partners misaligned and operating in silos—we will waste both money and momentum.
Her white paper does not offer silver bullets. Instead, it offers something more valuable: a grounded, fieldtested guide to navigating the messy, complex, highstakes terrain of infrastructure development in South Africa. The future will not be built by engineers alone, but by those who understand the delicate interplay of people, policy and power.
As Singh puts it: “To go beyond the blueprint is not to abandon it but to interrogate it, redesign it and finally build what will actually work.”
With such clarity, perhaps this time, South Africa’s grand infrastructure ambitions may just rise on solid ground.
Access the full white paper at www.beyondtheblueprint. co.za/#resources.
ROUGH SEAS AHEAD
SOUTH AFRICA’S 30% TARIFF SHOCK: WHAT IT MEANS, WHO GETS HURT, AND HOW WE SHOULD RESPOND
NOW, SECTORS THAT HAVE BUILT DECADES-LONG SUPPLY RELATIONSHIPS WITH AMERICAN BUYERS FACE A NEW ERA OF UNCERTAINTY AND COST ESCALATION.
If you export to America, the news in July and August must have felt like whiplash. On 31 July 2025, the White House signed an order adjusting its “reciprocal tariff” regime; South Africa was assigned a punitive 30% ad valorem surcharge, effective 7 August 2025. It is the steepest rate for any major sub-Saharan exporter and a significant escalation from the universal 10% baseline that Washington rolled out earlier this year. The official rationale is “reciprocity” and nationalsecurity–tinged industrial revival. The practical effect is a blunt across-the-board tax on South African goods landing at United States ports—on top of normal mostfavoured-nation duties—until a new deal is struck.
Why Washington pulled the trigger
The tariff is the product of US trade politics in an electioncharged environment. The administration’s view is that longstanding trade deficits, tariff asymmetries and nontariff barriers abroad justify emergency action.
The July order explicitly empowers customs to levy country-specific surcharges, with South Africa named at 30%, and threatens even harsher penalties for transshipment. In plain English: The US wants leverage to wring concessions quickly, and Pretoria—and a handful of other countries—are being used to make the point.
South Africa’s government, for its part, has confirmed the start date and outlined a five-pillar response: keep negotiating to cut the tariff; diversify export markets; roll out an economic support package for vulnerable firms and workers; activate trade defence to block diversion and dumping into SA; and stimulate domestic demand to absorb some output. Cabinet has already cleared a revised offer to Washington.
Who’s in the firing line
1. Agriculture first
The immediate pain point is agriculture, where the US is a premium market for citrus, table grapes, apples, pears, nuts and wine. Farm shipments were actually surging in Q2 on the back of strong harvests—up 26% year-on-year to $161 million—before the tariff curtain fell.
Growers now face a 30% price penalty that their margins cannot absorb, and many contracts are seasonally locked; renegotiating mid-harvest is near impossible. The sector estimates tens of thousands of jobs could be at risk if the tariff sticks through the peak shipping window.
Automotive next
The automotive value chain—vehicles and components— is South Africa’s export workhorse. In 2024, it shipped R28.7 billion worth of auto products to the US; that flow is now directly impaired. Minister of Trade & Industry Parks Tau has warned of cancelled contracts and job
losses as US buyers reprice or pivot to alternative suppliers. The industry has already lost over 4 000 jobs across 12 company closures in two years due to weak local demand and low localisation; a 30% US tariff pressures model allocations and threatens future platform investments, precisely as South Africa tries to scale electric vehicle (EV) components.
3. Metals and engineering
Less visible but strategic are iron and steel, fabricated metals and engineering exports— about $1.8 billion last year to the US, according to the Steel and Engineering Industries Federation of Southern Africa. These are thin-margin, commodity-like flows; a 30% surcharge instantly prices many products out of the market, ceding share to countries negotiating lower rates. Once supply chains reset, clawing back market share is hard.
4. The macro stakes
Beyond sectors, the South African Reserve Bank has warned the tariff could threaten up to 100 000 jobs, concentrated in agriculture and autos, with spillovers into logistics, packaging and finance.
This shock lands just as the future of the African Growth and Opportunity Act (AGOA) is in question and as firms rewire supply chains for ‘friend-shoring’. Timing could hardly be worse.
Recent developments to watch
• Negotiations and revised offer: Pretoria has tabled a revised trade framework aimed at reducing the tariff, including movement on sanitary and phytosanitary issues (notably poultry, blueberries and pork) and a willingness—subject to SA Customs Union consultation—to adjust certain tariff lines to address US deficit concerns. Whether Washington bites remains to be seen.
• Support package coming: The government is operationalising an Export Support Desk, financing via an Export & Competitiveness Support Programme, and a Localisation Support Fund, alongside a proposed block exemption to let competitors co-ordinate export logistics. Details matter, but the direction is right.
• Political overhang: Analysts note South Africa received one of the highest tariff rates among African partners, suggesting reasons beyond pure trade arithmetic—complicating the negotiation path and reinforcing the need for non-US market diversification.
TRADE/ECONOMICS
How business should adapt—now
1. Reprice, renegotiate, reroute. For any US-bound contract, model a 30% landed-cost increase and segment customers by elasticity. Where possible, pass through part of the surcharge; where not, reroute volume to the European Union, Middle East or Asia—even if short-term prices are lower—to preserve throughput and farmgate cash flow. The government’s attachés and certification push can help unlock these lanes faster.
2. Accelerate product switching. In agriculture, pivot to varieties and grades preferred in non-US markets (e.g. different citrus sizes/colour specs). For wine, shift stock keeping units toward EU/UK off-trade. In autos, leverage the new EV-inclined incentives to lock in component mandates destined for tariff-safer regions.
3. Use hedges and indexation. Short-dated forex hedges and tariff indexation clauses in new contracts can cushion volatility while talks continue.
4. Collective logistics. Take advantage of the proposed block exemption (once gazetted) to share containers, cold-chain capacity and last-mile distribution in alternative markets— particularly vital for perishables and niche component runs.
5. Guard the home front. Expect trade diversion: Goods priced out of the US will seek other outlets, including South Africa. File early for anti-dumping/safeguards where warranted to prevent injury to local firms.
How business should adapt—now Pretoria should immediately initiate high-level diplomatic talks with Washington to clarify concerns, rebuild trust and explore avenues for tariff exemption—whether across-theboard or through sectoral carve-outs. South Africa remains a strategic partner in many areas including renewable energy, education and security co-operation. These must be leveraged to open back-channels and reframe the relationship.
What the SA government should do next
1.
Land a narrow, fast deal. The goal is not a grand bargain; it’s tariff triage. Prioritise a time-bound suspension or staged reduction focused on the most labour-intensive lines: citrus, table grapes, wine, vehicle models actually shipped to the US, and key auto parts. Consider reciprocal market-access moves narrowly tailored to US asks already flagged (SPS, selected tariff lines), tightly sequenced to verifiable tariff relief to avoid unilateral concessions.
2.
Deploy an export shock-absorber. Announce—with dates and application windows—a targeted rebate/ credit for exporters demonstrably hit by the 30% surcharge, tapering over 12–18 months. Couple this with bridging working-capital lines and rapid VAT refunds to preserve liquidity. The government has signalled such tools;
speed and clarity will determine whether jobs are saved.
3
.
Double down on market diversification. Convert the rhetoric into signed purchase programmes in the EU, Middle East and Asia for the 2025/26 seasons, using blended finance to underwrite initial offtake risk. Expand certification and phytosanitary teams to blitz-clear marketspecific protocols (Japan for citrus, Southeast Asia for nuts, GCC for chilled meats/wine).
4.
Protect against diversion. Stand up a fast-track trade remedies unit to monitor import surges in steel, glass, agro-products and autos, and trigger provisional measures when injury is likely. The world will be awash with goods displaced from the US; we must prevent a domestic price collapse.
5.
Fix localisation where it moves the needle. The auto master-plan’s 60% localisation target matters more than ever. A 5-point uplift in local content unlocks significant domestic procurement and resilience; align incentives around components with export optionality, not just assembly.
6.Keep AGOA and geopolitics in view. Even as we negotiate the tariff carveout, we must engage Congress and the US Trade Representative on AGOA’s renewal/ transition and ensure foreign-policy frictions do not become permanent trade penalties. A credible, business-supported non-partisan outreach in Washington—anchored in jobs data and mutual supply chain interests—can help de-politicise the file.
The bigger picture
This shock is not just about the US; it is a stress test of South Africa’s export model. We have been good at landing flagship contracts abroad, but slower at building optionality: diverse markets, resilient logistics and higher local value-add.
The tariff is painful, but it also forces overdue change. If the government lands a narrow deal quickly, stands up a real support package, defends the home market, and business retools for diversification and localisation, South Africa can blunt the worst of the damage—and emerge with a more shock-proof export base.
The alternative—an extended standoff while contracts unravel and jobs are shed—would be far costlier. The clock started on 7 August. Let’s move.
ACCESS TO THE US MARKET HAS HISTORICALLY BEEN A SOURCE
OF FOREIGN CURRENCY EARNINGS, JOB CREATION AND INDUSTRIAL EXPANSION
BUILDING WITH INTEGRITY
WHY COMPLIANCE IS CRITICAL FOR THE FUTURE OF THE SOUTH AFRICAN CONSTRUCTION INDUSTRY
In South Africa’s dynamic and labour-intensive construction industry, compliance with legal, safety and ethical standards is not just a regulatory checkbox; it is a cornerstone of sustainable growth, worker dignity and sector-wide trust.
Yet, non-compliance does remain a persistent challenge, particularly among smaller contractors and subcontractors.
“Compliance is more than a legal obligation; it is a moral and economic imperative,” says Petra Devereux, executive director of the Master Builders Association Western Cape (MBAWC). “It safeguards workers’ rights and ensures fair play in an increasingly competitive industry.”
Non-compliance is alarmingly common and often hidden beneath layers of misclassification, underreporting and casual labour practices. Vulnerable workers, particularly foreign nationals, bear the brunt—often exploited through lower wages and conditions that fall far short of industry standards. This creates an uneven playing field, undermines workers rights and can also reduce public and client trust in the industry overall. “When employers skirt their responsibilities, the consequences
go beyond unpaid benefits. They compromise safety and also threaten the sustainability and growth of the entire industry,” explains Chandré Abrahams, chairperson of the MBAWC Marketing Committee.
Common issues include misclassifying employees as independent contractors in order to avoid taxes and benefits, skipping contributions to statutory bodies, or constantly rotating casual workers to dodge labour regulations. These practices undermine the legal framework as well as jeopardise the well-being of workers.
In October 2024, the Department of Employment and Labour reported the construction sector experiences between 1.5 to 2 fatalities weekly, highlighting it as one of the top four highrisk sectors in the country. The department emphasised the need for all stakeholders to actively combat non-compliance in the industry.
However, compliance within our country’s construction industry goes beyond just health and safety, Abrahams emphasises.
A complex compliance landscape South African contractors are required to comply with a broad set of regulations. These include:
• Tax and financial compliance: Income tax, VAT, PAYE, UIF, SDL.
• Construction and technical regulations: Construction Industry Development Board registration, National Home Builders Registration Council enrolment, and adherence to SANS standards.
• Health and safety: Full compliance with the Occupational Health and Safety Act.
• Environmental and equity regulations: Alignment with the National Environmental Management Act and the BBBEE Codes of Good Practice.
• Labour and employment: Compliance with Building Industry Bargaining Council (BIBC) guidelines for wages, leave, pension contributions and working conditions. Yet, many contractors overlook this complexity or simply lack the resources to manage it effectively. For emerging businesses, especially those operating with lean teams as well as limited administrative
“WHEN EMPLOYERS SKIRT THEIR RESPONSIBILITIES, THE CONSEQUENCES GO BEYOND UNPAID BENEFITS.”
capacity, navigating the full scope of compliance can be overwhelming.
“Education remains one of the biggest barriers to compliance,” says Devereux. “Many smaller firms are unfamiliar with the requirements or unaware of how noncompliance exposes them to significant long-term risk.”
The hidden costs of non-compliance
While compliance may involve upfront costs, the long-term benefits far outweigh the initial investment. Non-compliance with health, safety, tax or labour laws can result in heavy financial penalties, litigation and even site shutdowns.
“However, being compliant is not just about avoiding penalties,” says Devereux. “It also positions businesses as ethical partners, opens doors to government tenders and improves both employee retention and productivity.”
A compliant company:
• avoids costly legal disputes, site shutdowns or blacklisting.
• builds a reputation of integrity—crucial for public and corporate contracts.
• offers fair compensation, contributing to worker morale and retention.
• ensures a safe working environment, improving project outcomes and timelines.
Compliance also strengthens internal systems. In turn, this supports long-term business scalability and resilience.
“Furthermore, well-paid and secure workers have the opportunity and are empowered to become active participants in the economy. This increases spending and, as a result, drives long-term economic growth. Compliance does not just protect the present; it also lays the foundation for the future,” adds Devereux.
Support, advocacy and action
The MBAWC is actively addressing compliance gaps through education, advocacy and engagement. It provides guidance to members on BIBC contributions, health and safety training, and the benefits of longterm workforce investment.
“We are calling on all industry players, ranging from government to private clients, to make sure they request proof of compliance,” says Abrahams. “Givers of work have a crucial role in ensuring ethical practices are a nonnegotiable standard.”
This call also extends to architects, project managers, developers and homeowners—anyone commissioning construction work. By insisting on documentation such as tax clearance certificates,
BIBC registration and valid health and safety files, clients can help hold contractors accountable and create demand for ethical operations.
The MBAWC also advocates for statutory triggers that activate compliance checks when out-of-region contractors enter the Western Cape market. This mechanism would protect standards and ensure fair competition among businesses operating in the province.
Shifting the mindset
Devereux emphasises that compliance must be reframed not as a burden but rather as a strategic investment. “I do understand that it can feel expensive upfront, especially in a tough economy. But the cost of non-compliance, including but not limited to fines, reputational damage and missed opportunities, is definitely far greater.”
At its core, compliance is about respect for our laws, our workers as well as for the future of this important industry. Ethical employers have a legal duty to ensure their employees are paid the legislated rates as per the collective bargaining agreement applicable in the Western Cape. These agreements provide a framework for fair labour practices, skills development and worker protection.
“It is about creating a culture where doing the right thing is the norm, and not the exception,” adds Abrahams. “And that change starts with leadership at all levels: from large firms to independent builders.”
A vision for a resilient industry
Ultimately, building with integrity means looking beyond short-term gain. It is about cultivating a reputation, investing in people and strengthening the sector as a whole. By complying with the law, businesses contribute to an industry that is safer, more inclusive and more sustainable.
The MBAWC encourages all industry stakeholders to uphold these values. “Together, we can build not just infrastructure but an industry rooted in fairness, safety and lasting value,” concludes Devereux.
MAKING WAVES
OCEAN CURRENTS CAN GENERATE ELECTRICITY—AND A STUDY SHOWS AFRICA’S SEAS HAVE SOME OF THE STRONGEST
The world’s oceans cover more than 70% of Earth’s surface. They are filled with currents, some much stronger than the fastest flowing large rivers. These currents can be harnessed as clean, marine renewable energy.
Marine energy is much more predictable and reliable than many other forms of renewable energy because, unlike sun and wind, which regularly do not produce electricity, ocean currents never stop moving around the planet. New research (tinyurl.com/2f48xuu9) has found the eastern and southeastern coasts of Africa have currents that put them among the world’s top potential locations for ocean energy production.
Researchers Mahsan Sadoughipour, James VanZwieten, Yufei Tang and Gabriel Alsenas from Florida Atlantic University explain what is needed to bring renewable marine energy into African countries’ electricity mix.
How can open ocean currents generate energy?
Ocean currents contain kinetic energy that can be converted to electrical power using turbines. This is similar to offshore wind farms, or wind turbines positioned in the ocean, which convert wind to electricity. The difference is that converting ocean currents to energy means the turbines would float on the surface or just under the surface of the ocean.
The electricity they generate can be brought to shore using power cables under the sea (as is currently done with wind turbines in the sea). It could also be used to generate hydrogen offshore, which could be transported and used as fuel. This would eliminate the need for subsea cables.
What did you set out to find?
We looked at 30 years of water velocity data: measurements of how fast the water moves (currents). We got the data from drifting buoys in the ocean. These devices are fitted with meteorological and oceanographic sensors that have been sent into the ocean. There are 1 250 of these buoys floating around the world’s oceans today (tinyurl.com/4mr3a66n)
They are designed to follow the water circulation in oceans so that they can constantly measure the speed and direction of ocean currents. They are not blown around by the wind; they transmit information about ocean currents via satellite so that it can be made publicly available and used by scientists.
We looked at 43 million measurements of ocean current speed and direction at specific locations and times over 30 years. From this, we were able to calculate the amount of energy stored in every metre squared of the ocean. This is known as energy density. This is a foundational step in determining the potential of ocean currents for generating clean and renewable energy. Our research is the first time this information has ever been generated.
Where are ocean current turbines being tested?
Prototypes have been developed and tested at sea from as far back as 1985 (tinyurl.com/9dtvxbjp). But there are no ocean current turbines feeding power to electrical grids at present. This delay between testing the prototypes and getting turbines up and running has happened because of the technical challenges in setting up these
MARINE ENERGY IS MUCH MORE PREDICTABLE AND RELIABLE THAN MANY OTHER FORMS OF RENEWABLE ENERGY
systems in deepwater offshore environments. Developers have recently made new advances, however, improving the undersea cables and the microcomputers used in ocean current energy systems, and enhancing the design of the turbine blades. There have also been advances in developing stronger anchors for these systems.
The new and advanced systems are being developed and tested in the waters off Florida (tinyurl.com/26ufvjr7), North Carolina (tinyurl. com/4fbcw4et), Japan (tinyurl.com/yz7vvdfj) and Taiwan (tinyurl.com/56txaak6).
Engineers in South Africa (tinyurl. com/2bapa7jf) and Mexico (tinyurl. com/3pvr24x4) are also investigating the potential of ocean current turbine systems.
Which African countries could generate electricity from ocean currents?
We have identified high-energy areas in the waters off Somalia, Kenya, Tanzania and Madagascar. They have some of the most energy dense currents on Earth, higher than the standard for wind energy resource to be classified as ‘excellent’. These are potential sites for ocean energy production. An area in the ocean off the coast of South Africa also has potential.
For example, we found areas with power densities ranging from 500 to 2 500 watts per square metre over an area around 800km by 30km off South Africa and around 2 000km by 30km off Somalia, Kenya and Tanzania.
To put this into perspective, the average small household in South Africa uses on average about 730 watts of power. Therefore, every metre squared in the ocean that generates power could provide enough power for one small South African household.
More research is needed, however. This is because we have not been measuring the currents in the Indian Ocean as long as we have for other oceans. For example, Pacific Ocean currents have been measured since 1979, but the Indian Ocean currents have only been measured since 1994.
Also, most of these high-energy areas are located in relatively deep water (over 1 000m deep). This could make it challenging to install ocean current turbines.
On the positive side, these areas are relatively close to shore. There are also areas off South Africa, Somalia, Kenya and Madagascar where strong ocean current energy densities are found in waters as shallow as 100m. There is a good chance that relatively shallow and
OCEAN CURRENTS CONTAIN KINETIC ENERGY THAT CAN BE CONVERTED TO ELECTRICAL POWER USING TURBINES.
nearshore locations such as these will be the first places where ocean current–based electricity will be generated off Africa.
What is needed to make this happen?
Scientists all over the world are conducting research (tinyurl.com/arb7fczp) into how to use the oceans’ waves, tides and currents to generate energy. So, what is needed is for the projects to be developed.
Usually, this starts with a project developer, community or electric company setting up a business to attract investment to get the project started. Then more technical work will be needed. This includes measuring the ocean currents closely to select the precise locations for the turbines, and figuring out how to connect the turbines to shore.
The project developer then needs to bring everything together. Each project will cost a different amount, depending on how big it is and what technology is needs. Finding the startup funds could be a challenge.
The other stumbling block is that the technologies to harness ocean currents are not commercially viable yet. But they are developing fast.
Ocean current energy is a compelling prospect for African countries in times of climate change.
DIRECTION IN A NEW
SOUTH AFRICA NEEDS AN E-HAILING ECOSYSTEM THAT VALUES PEOPLE AS MUCH AS PROFIT
South Africa’s e-hailing industry is at a crossroads. What was once heralded as a revolution in urban mobility has now become an ecosystem fraught with inefficiencies, regulatory gaps and economic inequalities.
The future of e-hailing in South Africa is not simply about moving people from one point to another; it is about reimagining how value is created and distributed across the entire network—drivers, passengers, regulators and service providers. Countries that succeed in this will be those that merge technological advancement with financial inclusion, safety and regulatory engagement.
Lessons from Africa
South Africa is not alone in facing challenges in the e-hailing sector. Across the continent, countries have adopted different approaches to regulation, driver empowerment and safety.
Kenya, for instance, has introduced strict regulatory and tax compliance requirements for
e-hailing operators. To shield drivers from exploitation, the country regulates the maximum amount of commission paid by the driver or owner of the vehicle.
In Nigeria, e-hailing companies are compelled to provide the state with access to their databases, including accident reports, to enhance security and regulatory compliance.
Rwanda has prioritised drivertraining programmes that have improved service quality and passenger safety. While the country has acknowledged that well-managed taxi services, like ride hailing, can improve access to economic opportunities, it is also of the view that these services are not a substitute for a robust public transport network.
South Africa, with its unique socio-economic landscape, has the opportunity to forge a path that addresses both innovation and social responsibility.
Regulatory fragmentation
One of the greatest challenges facing South Africa’s e-hailing
sector is regulatory uncertainty. While the National Land Transport Amendment Act has been signed into law, its implementation date has not yet been set—creating a regulatory gap.
Municipalities have the authority to implement localised regulations, which means the requirements and enforcement can vary between cities like Cape Town, Johannesburg and Durban. Some municipalities may impose stricter vetting processes or additional safety measures.
The formation of an e-hailing body in South Africa with representatives from government agencies, e-hailing platforms and driver representatives could serve as a unified voice for fair regulations that promote both safety and driver rights.
Financial exclusion and unsustainable models
E-hailing drivers in South Africa operate under a high-risk, lowreward model. Platforms take exorbitant commission rates, leaving drivers with minimal
SOUTH AFRICA, WITH ITS UNIQUE SOCIO-ECONOMIC LANDSCAPE, HAS THE OPPORTUNITY TO FORGE A PATH THAT ADDRESSES BOTH INNOVATION AND SOCIAL RESPONSIBILITY.
earnings after covering fuel, maintenance and vehicle financing. Many drivers sign up for car rental agreements for thousands of rands a week, deepening their cycle of financial instability. Some drivers sleep in their vehicles at airports overnight, hoping a morning trip would take them closer to home.
The current operational model presents a significant risk due to the correlation between driver income generation and vehicle rental commitments. This structure necessitates extended working hours, leading to heightened driver fatigue. Consequently, both driver and passenger safety are compromised, potentially resulting in increased accident rates and associated liabilities. This situation necessitates a review of existing compensation and rental structures to mitigate these risks and ensure sustainable, safe operational practices.
The algorithmic pricing and operational policies of international e-hailing operators frequently clash with South African economic realities, creating friction points throughout the service delivery chain. This approach has left the market vulnerable to practices that extract value rather than create sustainable local ecosystems.
Emerging players like Twytch are attempting to disrupt the exploitative framework by introducing driver-centric models that emphasise fair remuneration structures, allowing drivers to retain a larger share of their earnings. It is also pushing for access to ethical vehicle financing and financial literacy programmes
to empower drivers to managing their income effectively.
By prioritising financial inclusivity, the South African e-hailing industry can shift from extractive business models toward wealth-building opportunities for drivers.
Safety concerns
The safety concerns plaguing South Africa’s e-hailing industry demand immediate attention. While platforms have implemented reactive measures such as emergency buttons and ride tracking, these fail to address the root causes of security risks.
The e-hailing industry is being transformed with blockchainbacked identity verification, ensuring greater security and peace of mind for both drivers and passengers.
Ethiopia offers a notable example of a safety-centric approach, where e-hailing platforms collaborate directly with local law enforcement to provide real-time security monitoring. South Africa must adopt similar proactive measures, such as the use of AI–driven risk assessment tools to predict and prevent high-risk trips, as well as greater collaboration with the South African Police Service and Metro police.
Platforms that integrate these security innovations will not only reduce crime but also restore public trust in e-hailing services.
The way forward
If South Africa’s e-hailing industry is to thrive, it must embrace a fundamental shift in its operational
philosophy. The future of mobility is not just about faster rides and cheaper fares; it is about building an ecosystem that values people as much as profits.
Industry leaders must collaborate with regulators to establish clear and fair policies that protect all stakeholders. Technology must be leveraged to enhance safety. Equitable financial models that empower drivers rather than exploit them must be put in place, and local innovation must be encouraged to reduce our reliance on foreign-owned platforms that prioritise global scalability over local impact.
South Africa’s e-hailing industry has to make a choice: continue with the status quo or redefine what mobility means in a way that is innovative, inclusive and just.
Jasvin Naidoo CEO: Twytch SA
E-HAILING DRIVERS IN SOUTH AFRICA OPERATE UNDER A HIGH-RISK, LOWREWARD MODEL.
COULD BE BETTER
WHILE GENERATIVE AI SHOWS GREAT PROMISE IN HEALTHCARE, FROM STREAMLINING ADMINISTRATIVE TASKS TO ACCELERATING MEDICAL RESEARCH, IT IS FAR FROM A CURE-ALL
SSouth African healthcare leaders are outpacing their global counterparts when it comes to adopting artificial intelligence, particularly in clinical decision-making and exploring the potential of generative AI.
Nearly two-thirds of these leaders have already rolled out remote patient monitoring solutions across a range of critical care areas including mental health (62%), post-operative recovery (56%), pre-operative preparation (55%), chronic disease management (55%) and elderly care (55%).
While emerging care delivery models and advanced technologies like AI are transforming the healthcare landscape, enduring challenges must still be overcome to ensure patients receive highquality care.
AI amid workforce and infrastructure struggles
Though the South African healthcare system is undergoing pivotal transformation, the sector stands between the promise of innovation and the pressure of
persistent systemic challenges. While new care delivery models and technologies like virtual care and AI are rapidly shaping the future of healthcare, longstanding barriers continue to restrict access to timely and quality care.
One of the most pressing challenges is the ongoing shortage of medical professionals, which has a cascading effect on both healthcare delivery and innovation adoption. Staff shortages not only increase the risk of burnout and attrition among healthcare workers but also reduce the capacity to upskill or integrate transformative technologies. This results in delayed access to vital services such as screening, diagnosis, treatment and followup care.
In early 2024, more than 800 newly qualified doctors were left unemployed due to budget constraints, with the public sector particularly affected, operating at a practitioner-to-patient ratio of just 0.3 per 1 000 compared to 1.75 in the private sector (tinyurl. com/3tpuubc7) . These gaps, compounded by infrastructure
challenges like frequent power cuts, are accelerating the emigration of skilled professionals.
Against this backdrop, AI is emerging as a powerful ally, filling critical gaps in clinical decisionmaking, streamlining diagnostics and enhancing treatment planning. South African healthcare leaders are already ahead of the global average in deploying AI for key services like in-hospital monitoring and preventative care, signalling a shift toward smarter, more resilient systems that can deliver better outcomes despite resource constraints.
Bridging diagnostic gaps
AI is proving to be a game-changer, particularly in diagnostic care. A standout example is AI–driven screening for tuberculosis (TB), a disease that remains one of the country’s leading causes of death. Because many TB patients are asymptomatic, traditional testing often fails to catch cases early.
AI–enabled mobile X-ray units are now being deployed to high-risk communities, providing rapid chest scans that
detect abnormalities even when symptoms are absent. If results are irregular, further testing is done to confirm the diagnosis. This approach allows healthcare workers to reach underserved populations and accelerate diagnosis, thereby improving the chances of early treatment and reducing transmission.
AI clinical decision support
South Africa is outpacing the global average in implementing AI for clinical decision support across a wide range of healthcare functions. According to the Future Health Index 2024 report (tinyurl.com/ ye7r9by6), local healthcare leaders report above-average usage of AI in treatment planning (61%), in-hospital patient monitoring (60%), preventive care (60%) and medication management (57%). These technologies not only improve clinical accuracy but also alleviate pressure on an overstretched workforce.
AI tools help detect health risks early, monitor patients in real time and automate decision-making processes, creating more time for healthcare professionals to focus on patient care and complex diagnoses.
Personalised
care and operational efficiency
Beyond diagnostics and decision support, AI is reshaping the
healthcare system through personalised care and smarter operations. AI can analyse patient histories, genetic profiles and lifestyle data to tailor treatment plans and predict health risks, enhancing both patient outcomes and preventive strategies.
At a systemic level, hospitals are using AI to forecast patient admissions, optimise staffing and manage limited resources more efficiently. These capabilities are especially critical, given current challenges including infrastructure constraints.
Regulatory readiness:
Governing AI in healthcare
While AI holds immense promise for transforming healthcare delivery across Africa, its integration into medical systems cannot be meaningfully realised without robust regulatory oversight. The very features that make AI powerful—its capacity to automate, predict and personalise—also raise critical ethical and legal concerns. These include the quality and privacy of health data, the explainability of AI–driven decisions and the potential to reinforce existing social inequalities if not properly managed.
Although many global ethical frameworks converge on values such as transparency, justice and responsibility, crucial principles like human dignity, solidarity and sustainability remain underrepresented.
In Africa, where healthcare systems are already navigating complex infrastructural and socioeconomic challenges, the lack of enforceable (hard law) AI–specific regulations adds another layer of risk. While the Global North is actively shaping AI regulatory agendas, Africa’s regulatory posture remains largely fragmented, relying on existing sectoral laws such as those governing data protection or healthcare, in the absence of unified, AI–specific policies.
Despite these gaps, there are efforts underway that hint at a foundation for future regulation.
According to the National Library of Medicine (tinyurl.com/2scea5af) , countries like Kenya and Uganda, for example, are engaging in regional initiatives through the Intergovernmental Authority on Development (igad.int) to promote cross-border health data sharing—an essential step toward harmonised AI development.
Similarly, the African Union, through initiatives like the Africa Medical Devices Forum (tinyurl.com/ mt5tb4fz), has an opportunity to create continentwide standards for AI use in clinical and research settings.
The human element remains crucial
While AI offers compelling advantages, it is important to remember technology alone is not the answer. The human touch in healthcare remains indispensable. Healthcare providers must ensure transparency in
their AI implementations and address data quality issues to fully reap the benefits of AI. By doing so, they can enhance patient care, reduce burnout among medical staff and drive groundbreaking research—all without sacrificing the trust and comfort of those they serve.
In conclusion, the healthcare industry stands at the brink of an AI–driven revolution. With thoughtful implementation and a focus on maintaining trust, AI has the potential to transform healthcare for the better.
The journey will not be without its challenges, but the rewards promise to be well worth the effort.
Wolson General Manager: Infrastructure Solutions Group
SOUTH AFRICA IS OUTPACING THE GLOBAL AVERAGE IN IMPLEMENTING AI FOR CLINICAL DECISION SUPPORT ACROSS A WIDE RANGE OF HEALTHCARE FUNCTIONS.
Dean
Lenovo Africa
