The 10 Most Admired Women Leaders in Business, 2023

Ms Bertha Dlamini, Founder & Group CEO Rito Group of Companies Pty Ltd

woman

Each time a stands up for herself, she stands up for all women.

Edor's Note Edor's Note

Iconic Characteristics Driving Innovations

Leadership is a highly sought-after attribute in

today's rapidly changing world. Leaders who are able to envision a better future and inspire others to work towards that future are more likely to succeed in achieving their goals. However, it is important to note that being a visionary leader is not just about having a grand vision. It also requires strong leadership skills, such as the ability to communicate effectively, build relationships, and manage teams.

Furthermore, it is important to acknowledge that visionary leadership can also have its drawbacks. Leaders who are too focused on their vision may overlook important details or fail to adapt to changing circumstances. They may also be perceived as overly idealistic or unrealistic. Leaders must lead by example and model the behavior they expect from others. They must be ethical, honest, and transparent in their dealings with others and be willing to take responsibility for their actions.

Therefore, it is important for visionary leaders to balance their vision with practicality and flexibility. They must be able to adapt to changing circumstances and take into account the needs and perspectives of others. Overall, visionary leadership can be a powerful force for positive change, but it must be accompanied by strong leadership skills and an ability to balance vision with practicality.

Leaders are often at the forefront of driving innovation and change within the organization. They must be able to identify new opportunities and adapt to changing market conditions to stay ahead of the competition.

Leaders provide a clear sense of direction and vision for the organization. They set strategic goals and objectives and communicate them effectively to the team. Leaders must be able to manage resources effectively, including financial resources, human resources, and technology. They must be able to allocate resources to maximize their impact and support the organization's overall goals.

Mapping the journey of these resolute leaders, CIOLook—through its latest edition, The 10 Most Admired Women Leaders in Business, 2023—sheds light on the visionary leaders who are driving betterments and transformations in the dynamic business arena.

Flip through the pages and indulge in the fundamentals of progress with elements of innovation.

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March, 2023

Featured Person

Bertha Dlamini Founder and Group CEO

Brief Company Name

Rito Group of Companies PTY LTD ritogroup.africa

Bertha is an Advocate for accelerated participation of African Women and Youth in Africa’s Power and Energy sector.

Caroline Wanga CEO

Chilufya Ngoi-Nyirenda Chief Executive Officer

Caroline defines success by helping people get to their destination, their way. Essence Communications Inc. essence.com

Stanbic Insurance Brokers Zambia Ltd stanbicbank.co.zm

Eyitope Kola-Oyeneyin Partner

McKinsey & Company mckinsey.com

Chilufya Ngoi-Nyirenda has over 17 years in the insurance industry and financial services.

Eyitope Kola-Oyeneyin is a thought-leader on financialservices innovation and has led multiple projects and coauthored reports on how to unlock the potential of digital financial services in Africa.

Kelly Barnard Senior HRBP

Nedbank nedbank.co.za

For the last 4+ years, Keely has been grateful to serve over 400 clients with her position at Nedbank.

Markie Idowu MD and CEO

Xpress Payment Solutions Limited xpresspayments.com

Markie Idowu is a proponent of women's empowerment and gender equality, particularly in the Fintech business.

Mary-Ann Musangi Managing Director

HACO Industries Kenya haco.co.ke

Mary-Ann Musangi works as a Managing Director at Haco Industries Kenya, which is a Retail company with an estimated 28 employees; and founded in 1974., their management level is C-Level.

Miishe Addy Co-founder, CEO

Rachael Ayo-Oladejo Executive Head: Strategy & Performance, Consumer Business Unit

Sally Acton Chief Executive Officer

Jetstream Africa jetstreamafrica.com

Miishe Addy is the Co-founder and CEO of Jetstream Africa, a leading company in the dynamic business arena.

Vodacom vodacom.co.za

Rachael Ayo-Oladejo is strategy, business transformation, delivery Excellence, business performance, and Certified Executive Coach.

Torque Solutions torque.pro

Sally is enabling people leaders to optimise the Employee Experience through the 4-EX Formula with Torque Solutions.

Ms Bertha Dlamini, Founder & Group CEO Rito Group of Companies Pty Ltd

B e r t h a Bertha D l a m i n i Dlamini

Accelerating Participation of African Women and Youth in Africa’s Energy and Power sector

Bertha is leveraging her experience and vast network in Africa's power and energy sector to mobilize global stakeholders to work together to remove barriers that prevent effective youth and women participation in Africa's power and energy sector.

Defining the characteristics of a decisive leader,

advocating for accelerated participation of African Women and Youth in Africa's Power and Energy Sector, Ms. Bertha Dlamini has set herself as a foresighted entrepreneur.

As the Founder & Group CEO of the Rito Group of Companies Pty Ltd , Bertha directs and delivers marketing communication strategies, stakeholder relations, and established centers of excellence for change management for clients in the public and private sectors.

Bertha has an impressive track record as Stakeholder Management Strategist with exceptional campaign design and execution since 1999. Let us know more about her journey.

Making the Mark

Bertha is the founding President of African Women in Energy and Power (AWEaP) (www.aweap.africa), an organisation she founded to accelerate the participation of African women entrepreneurs in the entire value chain of power and energy in Africa and contribute towards addressing the continent's energy poverty.

Bertha is leveraging her experience and vast network in Africa's power and energy sector to mobilize global stakeholders to work together to remove barriers that prevent effective youth and women participation in Africa's power and energy sector.

Bertha is an astute international public speaker, conference speaker, and moderator with a proven track record in such international events as the BRICS Business Council, PowerGen Africa Conferences, African Utility Week Conferences, ABB Customer World, International Energy and Environment Fair, and Conferences, Zambia Entrepreneurship Summit, South African Power Pool Conference, Energy Storage Conference, Standard Bank Employee Engagement seminars, and AMEU Conferences.

As the Founding Chairman of Gen X Theatre Africa (Gen X) (www.genxtheatre.africa), an initiative geared towards accelerating youth participation in Africa's power and energy sector, she has enabled 60 young professionals and students to present abstracts of their academic papers to an esteemed team of adjudicators at international sector events.

Awards & Accolades

Bertha is currently the recipient of the following awards:

Ÿ The Inaugural South African Institute of Electrical Engineers 2019 Women in Engineering Award.

Ÿ African Queens in Energy – The Judges Award, supporting women entrepreneurs in energy and power 2021.

Ÿ Women of Stature: Finalist CEO of the Year 2022

She holds the following industry roles:

Ÿ BRICS Business Council, South African Chapter: Energy and Green Economy Working Group - BRICS Just Energy Transition Center of Excellence Lead

Ÿ University of South Africa (UNISA) Graduate School of Business Leadership: Advisory Board Member

Ÿ ABB Education Trust: Trustee

Ÿ SALGA's Energy Reference Group (ERG): ERG Member

Ÿ South Africa, Office of the President, Women's Economic Assembly: Energy Sector Workstream Lead

Ÿ Non-Executive Director: Energy Drive Pty LTD

AWEaP reaches over 2000 women entrepreneurs in energy in 2022, coming from over 44 countries around the globe.

Rito Consulting Services is an integrated marketing communication company founded in 2006. It provides solutions for private and public sector companies.

Ms. Dlamini is a highly rated and trusted industry player in Africa's energy sector.

In March 2021, at the WVL SADC Protocol@Work Summit held in Johannesburg, AWEaP won the WVL SADC Protocol@Work Climate Change 2021 Award in recognition of its outstanding contribution to the promotion of gender equity in Africa’s Energy and Power Sector.

She holds the following qualifications:

Ÿ Energy Transition Diploma: Skolkovo Moscow School of Management, Russia;

Ÿ MBA in Executive Management – Graduate School of Business – University of Cape

Ÿ Town, South Africa, thesis awarded with a distinction.

Ÿ Programme for Management Development (PMD 37) Gordon Institute of Business

Ÿ Science; South Africa

Ÿ Management Advancement Programme (MAP) at Wits Business School, South Africa

The Foundational Pillars

The Rito Group of Companies Pty Ltd is a holding company that comprises start-up consulting firms in management consulting and the energy sector. The group also houses two non-profit companies supporting Women in Energy and Youth in Energy. The company was created to accommodate companies and ventures that seek to make a difference in South Africa and Africa's economy.

Rito Consulting Services is an integrated marketing communication company founded in 2006. It provides solutions for private and public sector companies. On the other hand, Rito Energy Solutions is an energy consulting company that supports utility operational performance and is interested in project development in the renewable energy sector.

African Women in Energy and Power (AWEaP) is one of the non-profit companies established by the Rito Group of Companies. It is based on the conviction that commercially viable, multi-stakeholder-driven initiatives are needed to eradicate energy poverty in Africa. AWEaP aims to ensure women's meaningful economic participation in the energy and power sector.

The organization has 11 chapters on the African continent and targets to increase this reach to 22 countries by 2024 and 45 countries by 2025. The organization constantly seeks leading women in Africa's energy and power sector to join their growing number of Country Chairpersons to advance gender equity in their domestic markets.

Gen X theatre is another non-profit company established by the Rito Group of Companies. It creates a platform for students and young professionals to share abstracts of their academic papers at international sector conferences. This offers them a lifetime opportunity to interact with industry leaders.

Adhering to Fundamentals

Bertha believes women are strong and consistent collaborators who operate with empathy and often work from an ecosystem perspective. Bertha acknowledges that this approach fosters inclusion and drives success. She believes collaboration, compassion, and contextual appreciation of market conditions enable women to work with industry players to identify and implement superior solutions to socioeconomic challenges.

Bertha's business motto is "Moving beyond boundaries." She emphasizes the importance of collaboration to break boundaries and enable success in all endeavors.

Unique Approach

Bertha highlights her work through African Women in Energy and Power (AWEaP). She utilizes the group's technical skills to design interventions that uncover barriers to women's participation in energy and power value chains.

In the energy and power sector, she believes that unless women know and understand the entrepreneurial opportunities that exist in the industry, they will not be able to:

Ÿ opt to participate in the sector,

Ÿ choose an area of focus (or areas that resonate with their business interests),

Ÿ align themselves with the relevant actors in the ecosystem;

Ÿ access credible market information;

Ÿ organize themselves to participate effectively and sustainably.

Thus, she has created a unique program that achieves the following:

Ÿ Orientation on the construct of industry value chains and their inherent entrepreneurial opportunities

Ÿ Fostered relationships with Electricity Utilities who share information on market opportunities.

Ÿ Partnered with technology companies that share technologies, solutions, and systems sought after by utilities and large power users.

Ÿ Collaborate with finance institutions to teach entrepreneurs how they finance energy projects.

Ÿ This has profoundly impacted the industry and created more significant interest in participation from women entrepreneurs across the African continent.

Inclusive Work Culture

The group has several start-up consulting companies. Within each company, these are the values that it fosters:

An inclusive working culture: Bertha ensures that her teams are accommodated and supported based on their unique attributes and background. The organization uses an inquiry process to gain an in-depth understanding of perspectives. Critical conversations are often held to find solutions that meet the team's needs the company's priorities and ultimately the client’s needs.

Focus on diversity in recruitment : The organization recruits talent and ensures everyone has a fair chance to secure opportunities across its companies. Tracking changes in the political space: The organization holds courageous conversations on changes in the political arena to surface perspectives and outlooks in a safe environment enabling its teams to participate and build superior solutions for its clients and stakeholders.

The organization prides itself on its commitment to diversity, working with different markets and people. They recognize the importance of their teams being able to integrate into other cultures easily while

prioritizing respect at the core of their engagements with stakeholders. Maintaining integrity is of the utmost importance in their remote working setup, requiring that everyone works transparently with trust. One of the organization's branding items is a feather of excellence, representing their dedication to going above and beyond what is scoped to ensure that their stakeholders derive value from their contributions.

Heading into the Future

Bertha believes that consulting is changing. Clients have become more informed and astute in their areas of business. Consultants must prove they can work themselves out of a job by implementing solutions that stick and derive value to the client's environment for a sustained period.

She says, "We are partnering with our clients to co-create solutions. In this way, there is a shared experience of discovery, learning, and execution." Her goals for her organization are:

Rito Consulting Services: There is a growing demand for stakeholder relations as market uncertainties grow. It wants to lead the space by merging traditional heartfelt stakeholder relations interventions with digital communication to enable stakeholder autonomy and agency.

Rito Energy Solutions: decentralized energy solutions will soon dominate Africa's energy system. The company wants to work with local and international players to capture a share of this market as the continent pursues a Just Energy Transition and advances universal access to electricity.

AWEaP wants to expand into 45 African markets with targeted commercially viable, multi-stakeholder-driven interventions for gender equity. Bertha wants to promote allyship and work within the ecosystem to build an inclusive energy sector.

A Valuable Advice

Bertha advises aspiring women leaders willing to venture into the modern business arena to believe in themselves. She says, "You are enough. You will always be enough. Pursue your dreams without fear. Invest in your entrepreneurial journey. Research, network, connect, collaborate, and do all this without fear.”

Supporting Careers to STEM Build a Pool of Women Leaders in and Africa's EnergyPower sector

Gender mainstreaming in Africa's energy and power sector is crucial for achieving sustainable development goals and addressing the current gender gap in the industry. One way to promote gender mainstreaming in this sector is by supporting STEM (Science, Technology, Engineering, and Mathematics) careers for women.

Here are some ways to support STEM careers for women in Africa's energy and power sector:

Encourage girls to study STEM subjects: To increase the number of women in STEM careers, girls need to be encouraged to study STEM subjects from an early age. This can be done by creating awareness of the opportunities available in STEM careers and providing resources to support their education in these fields.

Provide scholarships and mentorship programs: Scholarships and mentorship programs can help women overcome financial and social barriers that prevent them from pursuing STEM careers. They can also provide women with the necessary support and guidance needed to succeed in their careers.

Create opportunities for women to gain practical experience: Practical experience is essential for women to gain confidence and develop the necessary skills for STEM careers. Creating internships, apprenticeships, and other opportunities for women to gain hands-on

experience in the energy and power sector can help bridge the gender gap in the industry.

Promote gender diversity in the workplace: Promoting gender diversity in the workplace can help create a more inclusive environment for women in the energy and power sector. This can be done by implementing policies that support gender equality and diversity, such as flexible working hours, parental leave, and equal pay.

Advocate for policy changes: Advocating for policy changes that promote gender mainstreaming in the energy and power sector is crucial for creating a more equitable and sustainable industry. Governments and policymakers can be encouraged to create policies that support women in STEM careers, such as funding for women-owned businesses and initiatives that promote gender diversity in the workplace.

By promoting STEM careers for women in Africa's energy and power sector, we can create a more sustainable and inclusive industry that benefits everyone.

African Women in Energy and Power

AWEaP is premised on the conviction that to eradicate energy poverty on the African continent, Africa needs commercially viable, multi-stakeholder-driven initiatives that will ensure the meaningful economic

participation of women in the energy and power sector.

To achieve this it has been delivering market orientation webinars where value chains in the energy and power sector are explained by experts in the industry.

We partnered with AWEaP to deliver a series of market orientation webinars to achieve the following objectives:

Ÿ To accelerate African Woman participation in the Power and Energy sector and a passion for developing young Female leaders within Rockwell Automation Africa.

Ÿ To position Rockwell Automation Africa as a partner of choice, and share Channel solutions.

We support women through Enterprise development in South Africa and supplier development in North Africa.

Canninah Dladla Managing Director South Africa & Country Sales Director - Africa Rockwell Automaon

About the Author

In our ever-evolving world, I believe that technology is an enabler of great progress. However, it is people who form the core of any successful soluon. My people-centric approach to business enables me to drive business growth with confidence, supported by an integrated, passionate, and transparent team. I am an experienced business leader in the field of electrical engineering and industrial automaaon, with a passion for expanding human possibility using leading technological soluons.

Exploring the Different Leadership Approaches

In the dynamic business arena, leadership

approaches can vary significantly based on the situation, the team, and the goals of the organization. Leaders must be able to adapt to different styles of leadership to meet the ever-changing demands of today's business world. This article will explore the different leadership approaches and their applicability in the diverse business environment.

Autocratic Leadership

An autocratic leadership style is a top-down approach where the leader makes all decisions without input from the team. This approach can be effective in situations where a quick decision needs to be made, and time is of the essence. However, it can lead to low morale and a lack of motivation in the team, as they feel their ideas are not being heard.

Clear direction and accountability: Autocratic leaders are often very clear about what they expect from their subordinates. They provide clear directions and guidelines, which can help ensure that everyone is on the same page. In addition, since the leader is the one making the decisions, they are accountable for the outcomes. This can help ensure that there is a clear chain of command and that everyone knows who is responsible for what.

Democratic Leadership

Democratic leadership involves the leader working collaboratively with the team to make decisions. This approach can be effective in situations where the team has a high level of expertise, and the leader trusts their input. It can lead to a more engaged and motivated team, as they feel they are part of the decision-making

process. However, it can also be time-consuming, as the team may need to reach a consensus before a decision is made.

Increased creativity and innovation : When team members are involved in the decision-making process, they are more likely to feel valued and engaged. This can lead to increased creativity and innovation, as team members are more likely to share their ideas and perspectives. In a democratic leadership environment, team members are encouraged to brainstorm and suggest alternative solutions, which can lead to a more diverse range of ideas and, ultimately, better outcomes.

Transformational Leadership

Transformational leaders inspire and motivate their team to achieve their goals. They focus on the bigger picture and encourage their team to think creatively and take risks. This approach can be effective in situations where the team needs to innovate and adapt quickly to changing circumstances. It can lead to a more engaged and motivated team, but it requires a high level of trust and collaboration between the leader and the team.

Increased motivation and engagement: Transformational leaders inspire their followers to achieve their full potential by setting high standards, providing guidance and support, and modeling behavior. This can help increase motivation and engagement among followers, as they feel empowered to take ownership of their work and strive for excellence. Transformational leaders also foster a sense of purpose and meaning, which can help followers feel more connected to their work and the organization's mission.

Transactional Leadership

Transactional leadership is a more traditional approach where the leader sets clear goals and rewards the team for meeting them. This approach can be effective in situations where the team needs to meet specific targets and deadlines. It can lead to a more resultsoriented team, but it can also create a culture of competition and individualism rather than collaboration.

Clear expectations and accountability : Transactional leaders provide clear expectations for their followers and hold them accountable for meeting those

expectations. This can help ensure that everyone is on the same page and working towards the same goals. In addition, followers know what is expected of them and what they need to do to be rewarded or avoid punishment.

Servant Leadership

Servant leadership is a philosophy that places the needs of the team first. The leader serves the team and supports them in achieving their goals. This approach can be effective in situations where the team needs support and guidance to reach their full potential. It can lead to a more engaged and motivated team, but it requires a high level of empathy and emotional intelligence from the leader.

Laissez-Faire Leadership

Laissez-faire leadership is a hands-off approach where the leader delegates tasks to the team and allows them to work independently. This approach can be effective in situations where the team has a high level of expertise and self-motivation. It can lead to a more creative and innovative team, but it requires a high level of trust and collaboration between the leader and the team.

Promoting creativity and innovation : When subordinates are given the freedom to make decisions and manage their own work, they are more likely to take ownership and think creatively about how to solve problems. This can lead to increased innovation and new ideas that may not have been generated under a more restrictive leadership style.

In conclusion, understanding the diverse leadership approaches in the dynamic business arena is essential for leaders who want to achieve success. Effective leaders must be able to adapt their leadership style to meet the needs of their team and the situation they are facing.

By understanding the strengths and weaknesses of each approach, leaders can create a culture of collaboration, innovation, and engagement that drives their organization towards success.

James Hynd Astute Execuve

The Role of Male Allies in Progressing Towards gender parity in and Africa's Energy Power sector

About the About the Author Author

James Hynd is an astute execuve with 23 years of experience in the Sub-Saharan packaging industry. He has worked for the largest players globally. In the past 4 years, he has devoted his experse to advancing an innovave Energy as a Service "EaaS" model. The model delivers guaranteed energy and carbon reducon though a long-term service model.

James has a passion for growth, realized through a highly engaged TEAM, with an absolute belief in South African businesses' ability to deliver excellent service on the world stage. A key ingredient for this is the constant focus on transformaon acoss the board, and it's that focus that brought James and Bertha together."

Allyship is an essential aspect of promoting diversity, equity, and inclusion in Africa's energy and power sector. Allyship refers to the practice of individuals who have more privilege and power than others using their position to support and advocate for marginalized groups.

In the context of Africa's energy and power sector, allyship can take many forms, including:

Advocating for greater representation of marginalized groups in leadership positions and decision-making processes within the sector.

Providing support and mentorship to individuals from underrepresented communities, particularly women and minority groups, to help them advance in their careers.

Educating oneself and others on the barriers faced by marginalized groups in the energy and power sector, such as discrimination, unconscious bias, and lack of access to resources.

Using one's influence and platform to raise awareness and advocate for policies and practices that promote diversity, equity, and inclusion in the sector.

Amplifying the voices of marginalized groups by actively listening to their experiences and perspectives and advocating for their inclusion in industry discussions and events.

Allyship is particularly important in the energy and power sector in Africa because the sector is still dominated by men, particularly in leadership positions. This lack of diversity can lead to a lack of diverse perspectives and ideas, which can ultimately hinder progress and innovation in the sector. By practicing allyship, individuals can help to create a more inclusive and equitable energy and power sector in Africa, which can lead to more sustainable and prosperous energy systems for all.

To achieve gender balance, both men and women need to advocate for it. In general, Gender mainstreaming faces the following challenges:

Ÿ The political will to enforce gender mainstreaming policies;

Ÿ Identifying and tackling unconscious bias against gender (unconscious bias often means that stereotypes and biases can be unintentionally taken against women and as a result, this can hinder their business);

Ÿ Influencing the political will across the private and private sectors.

Progress towards gender equity can be accelerated when men act as allies. Energy Drive demonstrates how they have become an ally for gender equity in Africa's energy and Power sector, and how this has accrued mutual benefits.

Energy Drive was founded 12 years ago, focusing on disrupting the energy optimization sector using variable speed drives, by offering it as a service. Through its journey, it has built a strong team with high passion and competence but lacked diversity in various facets. With the significant growth potential the energy sector, with Industrials under pressure for operational cost reduction and achievement of sustainability targets, Energy Drive realized the value that diversity would yield positive results for its operations and that of its clients.

Organizations that prioritize diversity and inclusion can gain a competitive advantage by tapping into the unique strengths and perspectives of a diverse workforce, improving decision-making, enhancing their reputation, and creating a more engaged and committed workforce.

James and his team adopted a strategy to invest in resource growth leveraging the promises of a diverse workforce. This is being achieved through the development of an internal Graduate programme, and recruitment of women engineers and technicians.

The business has recently expanded its offering into the UK and Europe and is commencing operations in the coming year in North America. This has only been achievable through the commitment and passion of the people of Energy Drive. One of our core values is "People-Centred," and it is this value that resonates with AWEaP's vision.

James Hynd, the CEO of Energy Drive, set out to find a partner to assist and support in this journey, and specifically to build a culture of Transformation within the People of Energy Drive. Having seen the very specific focus of AWEaP on LinkedIn, he reached out to Ms Bertha Dlamini, and after a couple of initial calls, it was obvious to James that African Women in Energy and Power (AWEaP), led by Ms Dlamini, was the perfect partner for both him and the business in this journey. The result has been a team that is committed and more importantly passionate about Transformation in all facets, and invested in the development both directly and indireclty through AWEaP of African female entrepreneurs in the Energy sector.

Energy Drive is set to leverage the gains of allyship and collaboration across various markets. James said: "We express our gratitude for everything Ms Dlamini and her team have achieved, and specifically the strength of character in highlighting and taking ownership of transformation in this sector. One of our goals is the deployment of these wonderful skills over time globally, as we expand and have greater resource requirements.”

U n d e r s t a n d i n g Understanding the Traits of I n s p i r a t i o n a l Inspirational Business Leaders Business

The business world has undergone a major

transformation in the last few decades. One of the most significant changes is the gradual rise of women leaders in the dynamic business arena. Women have made great strides in the corporate world, breaking down barriers and overcoming gender stereotypes. They have proved that they have what it takes to succeed in the business world and have brought new perspectives and innovative ideas to the table.

The gradual rise of women leaders can be attributed to a number of factors. One of the most important factors is the changing attitude towards women in the workplace. In the past, women were often seen as inferior to men and were expected to take on traditional roles such as homemaker or secretary. However, as society has become more enlightened and gender roles have become more fluid, women have been able to break free from these stereotypes and take on leadership roles in the business world. Another factor that has contributed to the rise of women leaders is the increasing number of women who are entering the workforce. In the past, women were often discouraged from pursuing careers and were expected to focus on their families instead. However, as more and more women have entered the workforce, they have been able to prove their worth and demonstrate their abilities to succeed in the business world.

Attributes and Qualities

The rise of women leaders has also been helped by the efforts of organizations that are committed to promoting gender equality in the workplace. These organizations have provided women with the tools and resources they need to succeed, such as mentorship programs, networking opportunities, and leadership training programs. They have also helped to create a culture that is more supportive of women and encourages them to pursue leadership roles.

The Core Aspects

The gradual rise of women leaders in the business world has had a number of positive effects. One of the most important is that it has brought new perspectives and ideas to the table. Women bring a different perspective to the workplace, one that is often more collaborative and empathetic. They are also more likely to prioritize work-life balance, which can be beneficial for both employees and employers.

Another positive effect of the rise of women leaders is that it has helped to break down gender stereotypes. Women are no longer seen as inferior to men or as being less capable of leadership. Instead, they are recognized for their abilities and are given the opportunity to prove themselves in leadership roles.

Despite the progress that has been made, there is still much work to be done to ensure that women are able to succeed in the business world. One of the biggest challenges that women face is the lack of female role models in leadership positions. While the number of women in leadership roles has increased, they are still significantly underrepresented compared to men. This lack of representation can make it difficult for women to see themselves as leaders and can discourage them from pursuing leadership roles.

Transcending the Horizons of Success

Another challenge that women face is the gender pay gap. Women are still paid less than men for doing the same work, which can be demotivating and can make it difficult for them to achieve financial independence. The gender pay gap is a complex issue that requires a multi-faceted solution, including policy changes and cultural shifts.

In conclusion, the gradual rise of women leaders in the dynamic business arena is a positive trend that is

helping to break down gender stereotypes and bring new perspectives and ideas to the workplace. However, there is still much work to be done to ensure that women are able to succeed in the business world.

Women are helping to increase diversity in modern industry. As more and more women enter the workforce, they are bringing different perspectives, experiences, and skills to the table. This can help to foster innovation and creativity, as well as make companies more reflective of the diverse communities they serve.

Organizations must continue to provide women with the tools and resources they need to succeed, and policy changes must be made to address issues such as the gender pay gap. With continued effort and support, women will be able to achieve their full potential in the business world and make an even greater impact on the global economy.

Mary-Ann Musangi Mary-Ann

Leading the Charge of Innovation and Economic Growth in Africa

When it comes to leading a successful

business, there are few people who can match the expertise and experience of this CEO. With a career spanning over a decade in the international business arena, Mary-Ann Musangi is a leader who has made a name for herself as a visionary and results-driven Managing Director in the dynamic business arena.

With her wealth of knowledge and experience, MaryAnn is a true pioneer in the manufacturing and distribution industry and a driving force behind the success of HACO industries-manufacturing and distributing personal care and home care products. Under her leadership, HACO industries have continued to thrive and innovate, with a commitment to providing productive jobs and contributing to the national economic goal of poverty alleviation and equity creation.

We at CIOLook interviewed Mary-Ann on her persuasion to be an entrepreneur and lead the manufacturing industry.

Let’s dive into the insights of the interview!

Brief our audience about your journey as a dynamic leader until your current position at your company. What challenges have you had to overcome to reach where you are today?

When people ask me about my journey, I always find it difficult to know where to begin. My journey has been multi-faceted, and it's not linear like most people describe theirs. But I can give a few highlights that have led me to where I am today.

Firstly, my greatest influence has been my father, the late Dr. Chris Kirubi. He was a visionary businessman, a leader, a mentor and a pioneer. He instilled a strong

sense of leadership and business acumen in me. With his guidance, I embarked on a journey that would take me across the globe, from Switzerland to Morocco and beyond, as I honed my skills in international business and entrepreneurship.

Throughout my career, I have worked with some of the world's leading corporations and brands, gaining valuable insight into the best practices of global manufacturing and distribution. And yet, my true passion lies in building strong structures for national brands and working towards the sustained economic growth of their home country.

In 2019, I took the reins of one of my father's companies, a leading manufacturer of personal and home care products with a commanding presence in the region.

Enlighten us on how you have been impacting the dynamic industry through your expertise in the market.

The manufacturing industry has been on steady growth of 15% contribution to GDP for many years. In the past 7 years, however, we have seen a decline to the current 7.2%.

This has been caused by many factors, both domestic and global, that have affected the competitiveness of the sector. As I stepped into HACO’s leadership in 2019, a significant change happened. Bic Société, which had contracted us to produce their pens since 1974, did not renew their contract with us, which then meant that the two companies had to undergo a demerger. Given the contribution of the Bic Pens to HACO’s overall business, the impact was huge, and it demanded a quick shift in priorities to enable us to land on our feet and continue to stay afloat.

My experience in Marketing and Communications, as well as a Business Leader and Entrepreneur, came in handy as I steered HACO into stability supported by a

“I would say-Be curious and stay curious. The world is changing fast, and it is only by continuous learning and improvement will stay ahead.”

Mary-Ann Musangi Managing Director HACO Industries, Kenya

very able team. We had to innovate quickly, secure new markets fast, retain strong networks and make our brand formidable enough to see us through this change.

5 years later, I am happy to say that we expanded our product portfolio in the three categories and expanded steadily into 7 markets in Africa, with more markets in West Africa and Globally in our sightline.

Describe in detail the values and culture that drive your organization.

The objective of the firm is to create high-quality care goods for African people and populations, instilling pride in African-made products and promoting innovation that will improve the lives of people on the continent.

HACO Industries began as a contract factory, collaborating with worldwide companies to offer highquality products to East Africa and beyond. Today, the firm has achieved international best practices, and its brands, which include MIADI, ASHANTI-Q, AMARA, ACE, SO SOFT, SPARKLE, and HACO PLASTICS, have become regional household names. Due to its unrivalled and extensive distribution network throughout East and Central Africa, HACO Industries has also been entrusted with manufacturing and distributing Palmer's brand by the worldwide corporation E.T. Browne Drug Corporation, Inc.

HACO Industries is dedicated to long-term economic growth, creating productive employment, and achieving Kenya's 2030 national economic objective of poverty reduction and equitable creation. The company collaborates with the government, corporate industry, academia, and other stakeholders to discover solutions for the manufacturing sector, which is the country's major income generator.

HACO Industries is a torchbearer, developing, innovating, and advancing the industry. Its founder's vision in domestic manufacturing, driving world-class invention, manufacturing and supply chain, distribution, and consumer marketing remains at the heart of the company's goal today.

Undeniably, technology is playing a significant role in almost every sector. How are you advancing towards technological innovations to make your solutions resourceful?

The African Development Bank predicts that 50% of Africa's youth will be unemployed and economically inactive by 2025. The continent has a young population of 65%, which has led to a debate about whether Kenya and Africa are ready for the 4th Industrial Revolution (4IR).

However, the capacity of young people to steer and promote the 4IR should be the focus rather than readiness. HACO, a leading homegrown manufacturing company in Africa, is committed to elevating local talent and skills to compete on a global level, especially in embracing new trends and ideas.

HACO believes in knowledge co-creation, which involves participative value creation, where stakeholders, including industry and academia, actively

participate in problem definition and solving. This approach allows for the creation of more relevant solutions for everybody.

HACO is collaborating with a number of universities, including the University of Nairobi and Strathmore University, to improve young people's skill sets and enable them to actively push 4IR in Africa. Academic lab incubators are crucial sites for promoting entrepreneurship, innovation, and research.

Companies like HACO can help their nations and residents achieve long-term economic goals by utilizing their history and position in the manufacturing industry. Manufacturing can expand and compete worldwide via collaborations, co-creation and empowering the young.

The 4IR may be difficult, but with the appropriate strategy and cooperation, African youth can use this digital revolution to define the continent's future.

What, according to you, could be the next significant change in your sector? How is your company preparing to be a part of that change?

Climate change mitigation and moving towards net positivity are not just the next steps but an ongoing necessary, and urgent change for industries. Green manufacturing has become a cornerstone for companies to sustain their position as market leaders. Environmental efforts-HACO, a local manufacturing company, has anchored its sustainability on three key Sustainable Development Goals - SDG 8, SDG 12, and SDG 17.

Through this, we do the following:

Ÿ Provide sustainable jobs (direct and indirect).

Ÿ Source our essential oils from local, rural small-scale farmers in all our markets. We focus mainly on enterprises that are owned by or employ women as a majority.

Ÿ Use biodegradable raw materials in our manufacturing processes.

Ÿ Recycle/reuse of plastic components towards zero waste.

Ÿ Wastewater reduction and management in our production

Ÿ Resource and energy efficiency, through solarpowered manufacturing

Ÿ Ensure no use of harmful ingredients are used in any of our products.

Ÿ Leverage partnerships to create lasting socioeconomic solutions.

Employment and skill development -HACO employs close to 400 people, partners with hair care businesses in East Africa, and trains them on global standards in hair care. HACO has trained over 15,000 women in the salon and hair care, creating numerous entrepreneurial opportunities and economic impact through indirect employment. It has also created strong partnerships with local academia and aims to have more of these partnerships with various institutions across the region.

HACO’s efforts for local sourcing and Agricultural value chain–sources its natural oils from small-scale farms in rural Kenya that are either owned by or primarily employ women in their workforce. HACO uses solar power to significantly reduce its carbon footprint and increase self-sufficiency. Through its use of solar energy, HACO was able to displace a total of 202 tonnes of CO2 last year.

Where do you envision yourself to be in the long run, and what are your future goals for the organization?

HACO Industries is expanding its reach to be a household name for skin care, home care and hair care products in Africa. We are working to be on the frontline of showcasing Africa’s ingenuity to the world. We aim for our brands to be the most preferred African-made brands with a commanding presence in every household by 2030.

Simply put, HACO is intent on running a sustainabilitydriven business model through an empowered African workforce that will drive the delivery of African brands for African people in Africa and beyond.

What would be your advice to budding entrepreneurs who aspire to venture into the dynamic industry?

I would say, “Be curious and stay curious.” The world is changing fast, and it is only by continuous learning and improvement will stay ahead. I like the word agility because it represents the kind of character that is desirable in this unpredictable world. And if you continue to learn, your ability to be agile is enhanced, and you can adopt, pivot, leapfrog and set the pace.

Sabine Dall'Omo

Chief Execuve Officer

Sub-Saharan Africa

Siemens Pty LTD

Emergence of Women Leadership in the Africa's Energy and Power Sector

In recent years, the energy and power sector in

Africa has seen a significant emergence of women leaders. This trend is driven by several factors, including the increasing recognition of the importance of gender diversity in leadership roles, the growing number of women entering the energy sector, and the increasing focus on sustainable development and social responsibility.

One of the key drivers of this trend is the growing recognition of the importance of gender diversity in leadership roles. Studies have shown that companies with more diverse leadership teams tend to perform better and are more innovative. This has led many organizations in the energy and power sector to actively seek out and promote women leaders.

Another factor driving the emergence of women leaders in the energy sector is the increasing number of women entering the field. Women now make up a significant portion of the workforce in the energy sector, and many are pursuing careers in leadership roles.

Finally, the growing focus on sustainable development and social responsibility is also contributing to the emergence of women leaders in the energy sector. Women are often seen as more attuned to social and environmental issues, and

companies are increasingly recognizing the importance of incorporating these concerns into their business practices.

Overall, the emergence of women leaders in the energy and power sector in Africa is a positive trend that is likely to continue. By promoting gender diversity in leadership roles, companies can improve their performance, drive innovation, and contribute to sustainable development in the region.

Siemen's support for women entrepreneurs in Africa

Empowering female entrepreneur's matters to Siemens. We know that promoting diversity and inclusion in entrepreneurship leads to a more innovative and dynamic business environment. We Understand that women bring unique perspectives, experiences, and skill sets can help drive growth and success in business environments. In additions supporting female entrepreneurs helps to address gender inequalities in business and contribute to a more equitable society, as outline in the UN 2030 Agenda for Sustainable Development.

Women face many barriers to success, such as lack of access to capital, networks, and resources. By providing support, businesses can help overcome these

challenges and provide women with the tools they need to succeed. Furthermore, investing in female-led businesses can also have a positive impact on the economy, as women tend to reinvest their earnings back into their families and communities. Ultimately, supporting female entrepreneurs is not only good for business, but also for society.

African Women in Energy and Power (AWEaP)

AWEaP is premised on the conviction that to eradicate energy poverty on the African continent, Africa needs commercially viable, multi-stakeholderdriven initiatives that will ensure the meaningful economic participation of women in the energy and power sector.

To achieve this it has been delivering market orientation webinars where value chains in the energy and power sector are explained by experts in the industry.

Siemens' support of the AWeaP webinars as a gold sponsor is not only based our shared value with AWeaP to help eradicate energy poverty on the African continent but also to support women in the energy industry to actively participate in conversation and in the acceleration of transformation of energy in Africa.

At Siemens we take equity and the empowerment of women seriously and we believe that to ultimately find sustainable solutions to some of the world's greatest challenges, including the energy crisis, it is critical to recognize the important contributions of women as decision-makers, custodians, participants, experts and educators in the energy industry.

Through our participation in these webinars, we believe that there's greater potential to involve more women, who can contribute to finding better

solutions to the energy crisis faced by some African countries like South Africa.

About S abine Dall'Omo

Chief Executive Officer Siemens Sub-Saharan Africa

Regarded as one of Africa's most influential women in engineering, Sabine Dall'Omo has consistently put her best foot forward and broken boundaries in this male-dominated field.

She currently serves as the Chief Executive Officer (CEO) and board member for Siemens in South Africa, following a successful career at the company for over thirty years. She works tirelessly to push the continent forward in terms of science and technology by ensuring that innovative ideas are harnessed into tangible solutions for society.

In 2021, Sabine was appointed as the Deputy Chairperson of the NEPAD Business Foundation and as an honorary member to serve on the Board of Trustees for the Deutsche Welthungerhilfe e. V. ; in addition to these roles Sabine has also been appointed onto the Presidential Advisory Council on Investment (PACI).

Outside the office, Sabine has a passion for everything aviation. This qualified pilot has travelled extensively throughout Africa taking in majestic views while frequenting craft markets.