DEI In The Global South

GLOBAL DIVERSITY, EQUITY & INCLUSION BENCHMARKS: FREE TOOL AVAILABLE INSIDE

THE ROLE OF GOVERNMENT AS A PILLAR FOR DEI

SOCIAL JUSTICE IN SOCIETY

Nene Molefi’s challenge to leaders!

PERSONAL STORIES & LESSONS i

Visionary Leadership Women Enabling Inclusive D E I i n t Success h e G l o bStories a l S o u tand h | E d i tChampioning ion 1 + in Organisations + Concrete Results + in Leadership Economies

35362

A woman should know her place.

A woman should know that she deserves a seat at the table, because her hard work has earned her opportunities and respect. A woman should know that her point of view is not just different, but valuable. And she should know that her nurturing nature is not a weakness, but a strength.

Nedbank CIB salutes all the women who know that they’ve earned their place in banking.

ii

DEI in the Global South | Edition 1

Nedbank Ltd Reg No 1951/000009/06. Licensed fi nancial services and registered credit provider (NCRCP16).

OVERVIEW VIII What is the Global South?

The Different Role Players in DEI The Landscape of DEI in corporate SA. Why numbers don’t tell the full story

viii ix 1

FEATURES 3 South African leaders and their experience with DEI

3

SOCIAL JUSTICE AND EQUITY

4

Equity Vs Equality: Eradicating poverty and uplifting society through gender equity A Concern for marginalised communities: Beyond the call of duty Confidently carrying the hopes of many for Equity and Social Justice Fearless Leadership: Speaking truth with conviction and integrity Leadership that transcends: The story of Gift of the Givers

4 8 10 12 14

FINANCIAL SERVICES

16

Leading Diversity, Equity and Inclusion must begin at a personal level Establishing social capital: Leading through real connections

16 19

MINING 21 Being the first Is a call to advance others Harmony’s transformation: A journey of leadership Employee Engagement, safety and financial success

21

FMCG AND PHARMACEUTICALS

27

Leading a pack of effective DEI Change Champions A legacy of visibly championing allyship for women

27 29

MEDIA AND ICT

31

A special homecoming that made a difference Championing the participation of women in the ICT sector and beyond

31 33

INDEPENDENT GOVERNANCE BODIES

35

Have you heard this statement “We can’t find these skills!”?

35

RESOURCES AND TOOLS

37

A toolkit that supports a comprehensive, systemic and sustainable approach to DEI

37

DECOLONISATION AND AFROCENTRIC LEADERSHIP

39

Inclusion and Ubuntu: A lesson from Papasi Senior Primary School

39

REPOSITORY OF AFRICAN RESEARCH AND KNOWLEDGE

41

The faces of leadership in South African universities

41

DECOLONISATION AND AFROCENTRIC LEADERSHIP

46

Establishing a repository of African research and knowledge

46

23

DEI in the Global South | Edition 1

iii

Leading from an African perspective 47 ‘Inimba’; decolonising Higher Education in South Africa and the role of transformative thinkers 48 Onboarding new hires using Ubuntu strategies 49

iv

GENDER AGENDA

50

Stellenbosch Report on Gender: A look into gender transformation The legacy of indigenous African women: leadership insights for sustainable development IWFSA: A trailblazer in Diversity, Equity and Inclusion initiatives

50 51 53

AFROCENTRICITY AS A TENET FOR DEI

55

Inclusive leadership – an afrocentric approach The hidden histories and their power to break psychological domination How Africa’s “Big Five” inspire diverse leadership styles

55 57 59

ROLE OF THE PARENT

61

Supporting conversations with children about race and racism

61

TRACKING TRANSFORMATION

63

Why is the “E” in DEI important? How South Africa’s government is tracking compliance of Employment Equity

63

DISABILITY INCLUSION

64

What is considered a disability?

64

LANGUAGE AND IDENTITY

66

Enabling inclusion in Early Childhood Development The value of White Accountability Groups My story, my identity Unpacking the concept of coloured: A book review Thabo Mbeki on the South African Coat of Arms Status of LGBTQi+ in Africa Navigating ‘Coloured’: A South African context

66 67 69 71 72 72 73

RESOURCES AND TOOLS

75

Book recommendations

75

LET’S ENGAGE

76

Your opinion on cultural appropriation

76

RESOURCES AND TOOLS

77

Respect and integrity challenge: 30 practical tips

77

NENE’S CHALLENGE FOR LEADERS

78

What I have learnt over the years being a DEI practitioner

78

DEI in the Global South | Edition 1

FROM THE DESK OF THE FOUNDER Welcome to the inaugural issue of our DEI in the Global South digital magazine.

As you go through the different sections, you will find a wide selection of articles, stories, lessons and perspectives from a diversity of people in the Global South

The rationale behind the magazine The objective of this publication is to offer a platform that curates ideas, information and lessons that can be exchanged amongst practitioners while advancing work of Diversity, Equity and Inclusion (DEI) within our respective countries. More specifically, it will highlight the work that is taking place across countries in the Global South nations.

Many case studies, models and perspectives of DEI are of work undertaken by countries in the Global North. Additionally, numerous research papers and publications on the topic tend to reference academics who are based in the Global North - yet there is a substantial body of knowledge from leaders of organisations, practitioners and academics from the regions of Africa, Asia and Latin American whose work has not been fully explored and acknowledged.

I have been working in the field of Diversity, Equity, Inclusion and Transformation (DEIT) for over two decades, during which my focus has expanded towards a belief in ‘Whole System Culture Change’. This is a result of the appreciation that an effective and impactful DEI strategy must go beyond workshops and commemoration of certain events, such as Youth Day, International Women’s Day, Disability Day, etc.

Additionally, it has always been my intention to learn about global perspectives rather than being insular in my thinking and practice. I consider Mandate Molefi fortunate that it has forged a global footprint that compels us to constantly seek ways of improving our understanding, and be globally aware while remaining relevant to locally based businesses. My hope is that this magazine will attract submissions from the broader Global South.

The reason this inaugural issue focuses on leaders and stories from South Africa is, firstly, because the country has many stories and models of DEI from its history with apartheid and postdemocracy transition. Secondly, from this, we can locate common threads that are relevant across the Global South. This edition features leaders who I have personally worked alongside, whom are constantly seeking innovative ways of practicing their craft and have successfully navigated the complex terrain of creating diverse, equitable and inclusive societies where all can thrive. The next issue will feature work done in countries such as Botswana, Kenya, Pakistan and India, and will again focus on leaders, practitioners or organisations that my global network and team have firsthand experience with.

DEI in the Global South | Edition 1

v

About my personal involvement I began my DEI practitioner career in South Africa as an employee and moved to management positions in several organisations. During the transition from management to executive working within an organisation, to specialist consultant that operates across multiple sectors and countries, I have gathered volumes of data, documented many personal experiences of leaders, read case studies, undertaken surveys, and facilitated thousands of workshops with people from different industries and sectors, in public and private entities, higher education as well as nonprofit organisations. This background has provided me with invaluable information that I share in this publication. My book titled ‘A Journey of Diversity and Inclusion in SA - Guidelines for Leading Inclusively’ contains more of the lessons that DEI work has taught me in building sustainability within communities.

“CREATING DIVERSE, EQUITABLE AND INCLUSIVE SOCIETIES WHERE ALL CAN THRIVE.”

I am one of the three co-authors of the ‘Global Diversity, Equity and Inclusion Benchmarks: Standards for Organisations Around the World’. This project allowed me to interact with 112 practitioners across the world who served as expert panelists on the global benchmarks and learn about work being achieved in other parts of the world.

Mandate Molefi’s network of experts provide another source for the exploration of more stories and perspectives. Although I work in different parts of the world, I cannot speak on behalf of other countries; even those within the African continent. I have always resisted the idea that one person can speak for and has answers for the entire continent as that would devalue indigenous knowledge, and ignore local wisdom and thought leadership from those countries. As such, we will be deliberate in engaging corporate leaders, professionals, academics and community leaders from across the Global South.

What you can expect from the articles

DEI is more than just inwardly focused. We often think about DEI as what various organisations are doing internally; but these are a microcosm of the societies they operate in, therefore creating inclusive economies should also be a priority if we want a sustainable solution. What is the purpose of talking about inclusion when there is hunger and devastation around us? There are two articles from Dr Imtiaz Sooliman and Mrs Zanele Mbeki (just to name a few), which focus on the broader society as opposed to a specific organisation. Their work in uplifting the most vulnerable among communities is vi

DEI in the Global South | Edition 1

critical if we are to talk about inclusive economies The section that invites readers to share articles, case studies, and perspectives will ensure that we do not only write about what my team and I have experienced and learned and will also share and learn from others who are doing phenomenal work in this field. So, even if you are based in the Global North but you know of great DEI work being done in the South, you are most welcome to submit an article, share a lesson that you gained or tell us about a great author or book that you have come across from any country in the Global South.

What do I hope the magazine achieve?

This magazine should be enjoyed like a collection of articles, short stories and activities that you can read and reread over time. These contain a great deal of valuable information which is generative and interactive. In a section called ‘Let Us Engage’, we will pose thought-provoking questions to which you are invited to share your perspective. The second edition of this publication will include some of your responses.

My wish is for the magazine to be recognised as a DEI Lekgotla (a gathering of village leaders) to share ideas from workplaces, schools, universities, community leaders, leaders of faith-based organisations, teachers, rural and urban communities, and governments from the Global South.

About the cover page I am particularly pleased about the diversity of leaders on this cover. There is often an erroneous assumption that DEI should be the concern of black people, or women or marginalised groups only.

When I meet leaders who do not fall in that category but are committed to learning and implementing DEI strategies in their various places of influence, it gives me hope for the field. These leaders do not claim to have all the answers, but they know that DEI is integral to the effective leadership of any organisation and that it is everyone’s responsibility to promote social justice in society and to use their individual rank, power and privilege to create social justice.

How do we hope you will engage with us?

- Subscribing to the community - Submitting article and stories - Watching to the linked video clips - Share your comments on the articles with us

Join me on the journey of exploration learning and appreciation of the leaders from the Global South. .

- Nene Molefi

DEI in the Global South | Edition 1

vii

OVERVIEW

WHAT IS THE GLOBAL SOUTH?

T

he term ‘Global South’ functions as more than a metaphor for underdevelopment. The idea of the South as a region of distinctive intellectual production is found in various studies on sociology. We want to thus provide access to that intellectual expertise and excellence through this publication.

E-mail deiglobalsouth@mandatemolefi.co.za to share your definition.

viii

DEI in the Global South | Edition 1

OVERVIEW

THE DIFFERENT ROLE PLAYERS IN DEI

W

e each have a role to play in fostering a diverse, inclusive and equitable society where everyone feels that they belong, and there is social justice for all. The below graphic is a summative overview that supports the message that the implementation of DEI is important across multiple sectors.

DEI Work begins at an individual level Looking within yourINDIVIDUAL beliefs, thoughts THE and assumptions

PERSON WORK

EARLY LIFE SHAPERS Parents and guardians, elementary, junior and high schools.

INSTITUTIONS OF HIGHER LEARNING Universities, technical schools and colleges.

PLACES OF EMPLOYMENT Private sector, not-for-profit, regulatory bodies and state-owned enterprises.

HUMAN RIGHTS & SOCIAL JUSTICE ORGANISATIONS Judiciary, community activists and unions.

FAITH-BASED & RELIGIOUS Churches, faith-based boards, councils and communitties.

THE STATE Government departments, monitoring arms of government municipalities.

DEI in the Global South | Edition 1

ix

OVERVIEW

THE LANDSCAPE OF DEI IN CORPORATE SA. WHY NUMBERS DON’T TELL THE FULL STORY

T

he leading and most profitable organisations in South Africa are notably White and male-led this in spite of many years of transformation. It is one of the main reasons why there is a need for sector practitioners to persistently raise awareness and pressure for organisations to transform visibly and meaningfully. Finding the information on Black ownership and Black leadership of Johannesburg Stock Exchange (JSE) listed companies brings unclarified data as it does not consider foreign ownership, definitions of race and the access to demographic information that provides some complexity in analysing the data accurately.

PricewaterhouseCoopers releases an annual report on Executive Leadership in South African which offers statistics for the top 200 JSE-listed companies. Only 19% of these companies have Black CEOs, 26% of the CFOs of the top companies are Black and 42% of the Executive Directors

5

3

3 11

81

11

White

5 12

74

12

25

Coloured

Black South African

58

Indian/ Asian

CEO, CFO and ED representation by race (JSE Top 200 companies)

are Black. Gender representation is even lower with only 15.6% of the Executive Directors being female.

This is perhaps not surprising if one has been in the boardrooms of large corporations in South Africa and other nations in Global South. Yet, those organisations will tell you they do have diversity and are transforming. I once sat in a boardroom where the organisation expressed that their management team was diverse – whilst the majority of the faces around the room were White men and the most senior leader was a White male expatriate. They did not see the irony in their assertion or maybe they considered having one Black face and one female face to be “sufficient” diversity. What was worse, it was the HR leader defending their diversity numbers, not the leaders themselves.

1

DEI in the Global South | Edition 1

OVERVIEW

“

NO MORE DEBATE ON WHAT IS “GOOD ENOUGH” TO SATISFY COMPLIANCE. RATHER FOCUS ON EFFECTIVE DEI STRATEGIES AND THE REST WILL TAKE CARE OF ITSELF.”

It speaks to the lip service organisations pay to diversity. Dischem’s CEO penned a memo around freezing White appointments that raised the ire of both Black and White consumers. The public outcry and media coverage died down after some time.

However, Dischem reported profit before tax in the second half of FY2023 (September to February) was down 11% to R560 million (from R632 million). Moneyweb calculated the impact of negative publicity from the CEO’s memo to be around R273 million. And despite the measurable impact, the backlash and bad publicity, the organisation did not address this in their annual report to shareholders and have made no substantive efforts to rectify the underlying issue – a lack of genuine and authentic support for transformation.

They are not alone – many organisations publish their Broad-based Black Economic Empowerment (BBBEE) scorecards, a legislative transformation tool used in South Africa, to which the Sanlam Gauge Report does an interesting analysis of these scorecards per industry. The focus is on the achievement of targets and management control remains the worst performing pillar on the scorecard of corporate South Africa.

The analysis was accompanied by interviews and the strong message emanating in the report is that in the workplace, the reality is that transformation is not as advanced as the scorecards suggest.

Although there are positive gains and corporates that embrace diversity, actively working towards creating the necessary culture as well as shift in numbers in the organisation, the overall picture in South Africa indicates that there is still a long way to go in achieving the transformation we seek. There is enough evidence to prove that aiming to be ‘good enough’ by focusing on compliance is short sighted and is not sustainable.

DEI in the Global South | Edition 1

2

FEATURES

SOUTH AFRICAN LEADERS AND THEIR EXPERIENCE WITH DEI

E

mbark on a transformative journey into the lives and accomplishments of South African leaders who have made an enduring impact on Diversity, Equity and Inclusion. In this edition, we unveil the profound influence these thought leaders wield in shaping a more inclusive world.

From shattering barriers to championing diversity, their stories illuminate the path towards a society that values equality. You will explore the compelling narratives of these visionaries as we uncover the defining moments that shaped their journeys, learn from the challenges that they overcame, and the lessons learned - these features will offer invaluable insights for those who are dedicated to fostering inclusivity.

Through their stories, we hope to ignite conversations, inspire change, and contribute to the ongoing evolution of a diverse and inclusive global landscape.

FEATURING Zanele Mbeki Justice Edwin Cameron Justice Mandisa Maya Bonang Mohale Dr Imtiaz Sooliman Anel Bosman Trevor Taylor Dr Nombasa Tsengwa Peter Steenkamp Branson Bosman Velaphi Ratshefola Jonathan Proctor Charmaine Houvet Tsakani Maluleke

Credit: Kanya Art

3

DEI in the Global South | Edition 1

SOCIAL JUSTICE AND EQUITY

EQUITY VS EQUALITY: ERADICATING POVERTY AND UPLIFTING SOCIETY THROUGH GENDER EQUITY Mrs Zanele Mbeki If there is ever a good example of why Equity and Equality are not the same, it is found in the many projects that Mrs Zanele Mbeki has started and is still involved with to this day.

Her tireless work of developing and uplifting women is a testament to her passion and resolve to make a meaningful impact in her continent. She is able to work with all women, from the poorest of the poor who are unemployed to the low-income earners who are under employed, to the middle and upper class of society, thereby showing the depth of her vision. The projects that she has founded since returning from exile cater for all women in society.

Mrs Mbeki was born in Alexandra township. She studied Social Work at Wits University and holds a postgraduate in Social Policy and Administration from the London School of Economics; she held a Social Work Fellowship at The London Institute for Social Work Training and completed her residency for a doctoral degree at the Brandeis University, Heller School for Social Policy and Management. She is married to the former President of South Africa, Thabo Mbeki. Most of her projects were founded prior to her role as First Lady, and she remains actively involved in empowerment projects beyond her tenure. When interviewed by Business Times, she said of her vision “When I returned to South Africa from exile in the early ‘90s, I looked around and, as a social worker, asked myself: why are women in our country being denied access to finance and opportunities to participate in their own business ventures? The idea dawned on me that we should create a vehicle to focus on banking the ‘unbackable’ - women in the most rural and marginalised communities in South Africa. For, if poverty has a face, it is a woman’s face.”

Her pioneering work in establishing the Women’s Development Bank is a case in point. She is also the founder of South African Women in Dialogue (SAWID) and the South African Chapter of the International Women’s Forum (IWFSA), with IWF being a global organisation established in New

DEI in the Global South | Edition 1

4

SOCIAL JUSTICE AND EQUITY

York with the aim of connecting women leaders across every professional sector in support of each other and the common mission of advancing women’s leadership and championing equality worldwide. Today IWF is comprised of over 8 000 preeminent women leaders in 33 countries.

When asked how she has raised and supported generations of women, she replied “I’ve done it through not speaking”. Never the one to enjoy spotlight, she immerses herself in her passion of developing women. Mrs Mbeki believes actions speak louder than words and she is happy being referred to as Ma Mbeki although I have gotten accustomed to calling her Sis Zanele from when I started consulting at the Thabo Mbeki Foundation and Thabo Mbeki African Leadership Institute.

Eradicating poverty is Mrs Mbeki’s lifelong goal. Her vision is the overall development of society, with women taking their rightful central space. She recognised that the challenges faced by black women specifically was core to transformation and has dedicated most of her career to helping poor women to become self-sustainable.

Where did she get her inspiration for WDB? A strong believer in learning from others, she says she was inspired by Prof. Muhammad Yunus and his approach to empowering the poor in his own country of Bangladesh. The Women’s Development Business (WDB) based their programme on Grameen Bank’s philosophy of giving step-up microloans to the poor. In driving her vision, Mrs Mbeki has created the means to support women in the poorest circumstances to achieve the respect and equality she hopes for them.

She thus founded the WDB Investment Holdings Company Ltd with the endearing vision to put development resources directly into the hands of the poor.

When listening to Mrs Mbeki’s story and watching the success of the projects she initiated, I cannot help but realise how it is easy to overlook a huge layer of our society when we talk about financing - when we think of a bank loan many of us imagine large amounts of money, however what is powerful about this concept is what she calls the very first WDB Microfinance pilot project that began in 1991 in a small, drought ravaged South African rural area called Aconhoek. They identified 50 prospective woman clients and lent each of them R300.

“

FEMINISM IS ‘DEMOCRACY FREED’ NOT ONLY FROM PATRIARCHY BUT FROM RACISM, CLASS EXPLOITATION AND BIGOTRY, IN ANY FORM. IT IS THE HIGHEST FORM OF REVOLUTION FOR TRANSFORMATION TOWARDS A NEW AND FAIR ECOSYSTEM.”

5

DEI in the Global South | Edition 1

It is easy to say that R300 is such a small amount, that it would be easier to simply gift them and allow them to grow from there. But her vision is financial inclusion through instilling dignity, self-sufficiency and pride in the beneficiaries of such loans. She was pleased that three months later, 100% of the loans had been repaid. This gave impetus to her vision and the WDB journey began.

In a country like South Africa which has well documented past and current inequalities and systemic barriers, real empowerment meant doing more than just provide a loan and just wait for it to be repaid. Proper empowerment comes with a responsibility to provide the guardrails to enable success (that is equity at play). This responsibility was in the form of providing various training programmes to assist with basic literacy courses and skills on how to run a small business. Like any other venture, there were many lessons learned along the way. Despite some challenges, Mrs Mbeki’s ongoing empowerment narrative is “if you put development resources directly into the hands of the poor, they can change their own lives”.

How has the WDB evolved since its inception and what is the overall success regarding financial inclusion?

The WDB Investment Holdings’ role is to promote women business leaders and to create revenue streams in support of the WDB Trust programmes.

Trust funds support principally capacity building for development microfinance for women who live in under resourced rural areas as well as link them to development resources; provides them with socio-economic linkages and training. It upscales micro enterprises; supports computerbased preschool literacy and adult literacy in own languages. It is through these kind of grass-roots level projects that the most impact is made to eradicate poverty and inequality.

Mrs Mbeki is also the founder and patron of South African Women in Dialogue (SAWID) which is an independent public benefit trust pursuing advocacy, healing and dialogue among South African women from all walks of life. She actively participates in other forums and trusts, all focusing on social development and gender equality. Describing South Africa as a ‘wounded nation’, Mrs Mbeki believes that we need to heal to enable us to turn our pain into power.

In 2016, after 25 years of driving women’s rural programmes and establishing a successful investment company to finance development activities, she recently set up the Zanele Mbeki Development Trust (ZMDT) which aims to anchor and host annual dialogues of African women in South Africa. The objective is to create a platform for African women of diverse backgrounds to meet and deliberate on common challenges and map out strategies for addressing them, regionally as well as across the African continent. Also in 2016, on the realisation that after 25 years of democracy, very few services directed at the rural poor had been created, the WDB trustees elevated the programmes into Trusts so that they could grow into independent institutions to serve under-resourced communities with appropriate services tailored to their levels and needs.

After 2 years of COVID-19, it became clear that the requirements to sustain DEI in the Global South | Edition 1

6

SOCIAL JUSTICE AND EQUITY

top-heavy structures as required by each Trust was unsustainable. The Trustees agreed to return the Trust programmes back into WDB Trust including ZMDT programmes.

Mrs Mbeki also facilitated the founding of South African Microfinance Apex Fund (SAMAF) by the Department of Trade and Industry, a facility to fund micro finance institutions, as well as the Association of Microfinance Institutions of South Africa (AMFISA), a lobbying platform for the not2023 IWFSA board and leadership for-profit microfinance sector (renamed as Development Microfinance Association (DMA) of South Africa) in which she still actively participates.

My take away lessons from Mrs Mbeki’s leadership

You do not have to always be in front to lead. The most effective way of leading is to propel those who are at the bottom of the economic food chain not only through mentoring but practical, tangible tools for empowerment.

The most effective way of empowering the marginalized poor communities is to put development resources directly into their hands. There is something about perpetual handouts that robs one of their dignity.

Focusing on the poor and the marginalized is great but working with both the privileged and underprivileged provides endless opportunities for a symbiotic beneficial relationship.

Humility is one of the most attractive and impactful qualities of leadership. When you come with such extensive life experience and professional experience like Mrs Mbeki, and yet you are still accessible to all levels of society, that is invaluable. Your light as a leader does not diminish because you passed it on to others.In fact it makes yours shine brighter.

7

DEI in the Global South | Edition 1

SOCIAL JUSTICE AND EQUITY

A CONCERN FOR MARGINALISED COMMUNITIES: BEYOND THE CALL OF DUTY Justice Edwin Cameron Many great leaders operate with a strong sense of their own identity, because along with it comes integrity, vulnerability, and a willingness to use themselves to achieve a greater good in society. Their readiness to take interpersonal risks and use their rank, power and privilege to uplift those who need support (especially from marginalised communities) is what makes them exemplary leaders. Such leaders often have the self-awareness that enables them to overcome obstacles in their own lives and inspire others to aim for the best in life. One such leader is Justice Edwin Cameron.

Emerging from a challenging upbringing, Justice Cameron has evolved into a prominent advocate for human rights. His early life was marked by adversity. Notably he spent a significant portion of his formative years in an orphanage. Drawing inspiration from his challenging upbringing, Justice Cameron began displaying an interest in understanding the workings of the legal system. His accomplished career in the human rights space serves as evidence of his determination to fulfil this childhood ambition.

He is a human rights lawyer, professor in law, fighter for the rights of LGBTQIA+ community, ally and defender for those charged with treason, land tenure and forced removals; a Judge in the Supreme Court of Appeal and Constitutional Courts. In 1994, he was awarded Senior Counsel Status by President Mandela where he was appointed as an acting judge and later a judge of the High Court. He served for a year as an Acting Justice at the Constitutional Court, followed by an appointment as Judge of Appeal in the Supreme Court of Appeal. His last official position in the judiciary was as Justice of

the Constitutional Court from the year 2008 until his retirement in 2019.

His accolades are many, but it is his work with the marginalised communities that makes him a champion of Inclusion. Using his privilege to give voice to the voiceless, he advised the National Union of Mineworkers on AIDS/HIV and helped draft and negotiate the industry’s first comprehensive AIDS agreement with the Chamber of Mines. He co-founded the AIDS Consortium (a national affiliation of non-governmental organisations working in AIDS), which he chaired for its first three years, he founded and was the first director of the AIDS Law Project. This, with other work, helped secure the express inclusion of sexual orientation in the South African Constitution.

Justice Cameron’s inaugural lecture at Wits University, titled ‘Sexual Orientation and the Constitution: A Test Case for Human Rights played a pivotal role, along with his other contributions, in solidifying the inclusion of sexual orientation as a protected category within the South African Constitution. His significant influence in this area paved the way for the LGBTQIA+ community in South Africa, resulting in one of the world’s most comprehensive and democratic legal frameworks pertaining to these rights. Nelson Mandela referred to Justice Edwin Cameron as “One of South Africa’s new heroes”. Justice Cameron demonstrated his ability to lean on vulnerability in the 1990s when he publicly stated that he had been living with HIV for over a decade. Notably, he was and remains the only DEI in the Global South | Edition 1

8

high-ranking African official to publicly state that he is living with HIV. His contributions extended beyond this personal statement; his efforts in advocating for the inclusion of sexual orientation as a protected category against discrimination in the Bill of Rights, as well as his advocacy for individuals living with HIV/AIDS, solidified his role as a prominent figure in both South African and international legal spheres.

Justice Cameron has shared his experiences as a gay individual and advocated for the eradication of stigma, prejudice, and the criminalisation of homosexuality across the continent. Even after stepping down from his role in the highest court in the South Africa, he still dedicates his time to serving the country in many other capacities, including his current role as Inspecting Judge of the Correctional Services.

Justice Cameron’s invaluable contribution and selfless service to South Africa will continue to be celebrated far and wide. He embodies the spirit of vulnerability and ability to act beyond his own personal interest for the betterment of society.

My take away lessons from Justice Cameron’s leadership 1. To Justice Cameron, inclusion is not just a word, but a call to action.

2. Readiness to use one’s rank, power and privilege to educate the world about difficult topics and to make someone else’s life easier.

3. The word allyship matches his being and style of leadership.

4. He allows himself to be mentored by those society might regard as ‘less than’.

He always acknowledges when you have taught him something he did not know or think about before.

5. Always striving for excellence and wanting those around him to show this quality too by guiding them.

9

DEI in the Global South | Edition 1

SOCIAL JUSTICE AND EQUITY tests of her leadership skills and tenacity.

CONFIDENTLY many The SCA went through difficult period where of diversity were surfaced among her CARRYING THE issues colleagues on the bench. She decided to face head on by arranging DEI workshops to HOPES OF MANY this address those sensitivities. These were handled safe space where all views FOR EQUITY AND inwerea psychologically welcome, and a plan of action put in place.

SOCIAL JUSTICE She displayed decisiveness, bravery and

Justice Mandisa Maya

Being born in a country like South Africa, where contrasting inequalities and related trauma, are a reality should make every citizen an activist for Diversity, Equity and Inclusion (DEI), where leaders strive to create an equitable society characterised by fairness and social justice. Justice Mandisa Maya’s life journey is a depiction of such activism. Never the one to bask in the comfort of her achievements, as she ascended the ladder of success in her career, Justice Maya has used her various positions and influence in society to advance those who have not reached their potential, due to artificial barriers of discrimination and exclusion.

Justice Maya is the first female Deputy Chief Justice for South Africa. She is also the first female jurist to serve as Deputy President and President of the Supreme Court of Appeal (SCA). As the president of the SCA, she faced

inclusive leadership during those sessions.

Opening oneself to hold courageous conversations as a leader of any team means being willing and ready to have your leadership style scrutinised and challenged by colleagues.

Her success was found in her ability to ‘hold up the mirror’ and do her inner work on effective leadership and bias before pointing fingers at others.

“I’m not good because I’m a woman, I’m just a good woman judge” - this is how Justice Maya responded when asked if South Africa was ready for a female head of judiciary, echoing the frustration of many women that this question was being raised at all. After all, as a judge, Justice Maya is aware of how unconscious bias and prejudice can have a negative impact on management decisions, including judgments.

Thus, to hear such blatant bias prompted her sharp response. Social media was abuzz with her statement, and she was quoted repeatedly in many circles. To Justice Maya, this was an appropriate response to her ongoing work on equality and justice for all and especially women.

“

“I’M NOT GOOD BECAUSE I’M A WOMAN, I’M JUST A GOOD WOMAN JUDGE.”

DEI in the Global South | Edition 1

10

SOCIAL JUSTICE AND EQUITY

In 2004, she founded the South African Chapter of the International Association of Women Judges and remains actively involved as a member of this organisation as its President. She was elected as Vice President of its mother body, the International Association of Women Judges. Through her appointment as President of the SCA, she became a symbol of gender transformation, and is an important role player in the promotion of cultural, gender rights and equality.

It is important to mention that her passion for fairness and justice is not only limited to issues of gender. She knows that in South Africa, racial equity is also an area of focus for someone in her position. When Justice Maya was interviewed for the position before the Judicial Service Commission (JSC), she referred to the divisions that existed in the SCA amongst judges serving at the court. She revealed how Black judges occupied one side of the judges’ tearoom while White judges sat on the other side. She took judges to diversity & inclusion workshops which were facilitated by Nene Molefi and her team, where integration was fostered to address these issues.

She acknowledges that South Africa is a deeply wounded society that needs to seek out the root causes of the problems in order to address them. She portrays the qualities of a conscious and present leader who is alert to what is going on around her. As so eloquently captured by the antiapartheid activist and lawyer Bram Fischer “The glaring injustice is there for all who are not blinded by prejudice to see”. By tackling the challenges within the courts, she is, by extension, preparing the ground for the important work of the judiciary in society.

The courts reflect the challenges in society and the law is there to deal with these situations.

However, judges are human and are not infallible. The decisions made on the bench are not easy and require a deep understanding of the issues society faces. It is clear that she deeply reflects on each case that comes before her and seeks to improve the country we live in through her work.

Through various projects that Justice Maya is involved in, particularly her community activism, she reflects a deep commitment to the values of the Constitution.

Incidentally, Justice Maya initially planned to become a doctor. However, after seeing a medical textbook and understanding what studying medicine entailed, she realised that she was not cut out to be a doctor. Her father started nudging her towards law. Naturally inquisitive, questioning, and rebellious in nature, law turned out to be a good fit for her. A great deal of gratitude is owed to her father who steered her towards a legal profession, as South Africa has a powerful woman as second in charge in the highest court of the land.

My take away lessons from Justice Maya’s leadership 1. Speak your truth and stand your ground as a leader.

2. Show vulnerability where it matters, introspect and move the team forward.

3. Being the first woman in such a powerful leadership position puts undue pressure on any leader. Her calm and firm demeanour stands out.

11

DEI in the Global South | Edition 1

SOCIAL JUSTICE AND EQUITY

FEARLESS LEADERSHIP: SPEAKING TRUTH WITH CONVICTION AND INTEGRITY Bonang Mohale Bonang Mohale is the Chancellor of the University of the Free State, former President of Business Unity South Africa, Professor of Practice in the Johannesburg Business School and Chairman of three listed entities, the Bidvest Group Limited, ArcelorMittal and SBV Services. He is a member of the Community of Chairpersons of the World Economic Forum and author of the two bestselling books, ‘Lift As You Rise’ and ‘Behold The Turtle’.

He has been included in the Reputation Poll International’s 2023 list of the ‘100 Most Reputable Africans’. He is a change agent, defender of democracy, social justice activist and has been a vocal, courageous and active proponent of transformation since the 1980s, and played a leadership role in the Black Management Forum for over 33 years, where he was the President.

Prof. Mohale often fondly reminisces about how his grandmother, who was one of the seven wives his grandfather had, was his role model on recognising the diverse skills and abilities inherent in all her grandchildren. She painted, farmed mielies, sold vegetables and did many other things just to put food on the table for the numerous children in her care. This realisation and awareness provided a context for him when he lost his father in 1979 when he was 17 years old and had to step in as a father figure for his siblings and support for his mother. He remembers selling oranges and apples in the trains, which culminated in him being a freelance photographer to earn extra income.

Prof. Mohale has intentionally used his rank and influence to pursue transformation, which he believes is about fundamentally breaking with the past to create something new that bears absolutely no resemblance to the past. In every position where he has served in executive leadership, he has empowered Black owned companies as well as Black women in business. His own family-owned business that was formed in 1992, has invested in eight companies and wholly owns three where the CEOs are women.

DEI in the Global South | Edition 1

12

SOCIAL JUSTICE AND EQUITY

His views on DEI He believes that if wealth was the inevitable result of both hard work and enterprise, then every woman in Africa would be a dollar millionaire! Diversity, Equality and Inclusion (DEI) needs to be defined in a way that has meaning and purpose within the South African context and that reflects the particular historical origins of inequality in this country. DEI must be a planned and positive process and strategy aimed at transforming socioeconomic environments. It requires the total eradication of all obstacles, subtle or overt, formal or informal, which hinder the empowerment of disadvantaged individuals.

Nene Molefe and Bonang Mohale

He often postulates that South Africa’s problem is not so much about lack of adequate resources as it is about a simple lack of ability to manage - plan, lead, coordinate and organise. “Great wars are won by good execution and not just by great planning.” He points out that South Africa has some of the world’s greatest plans; what is missing is the ability to pick just one, knuckle down, do the hard work, follow up and course correct. Mohale says his purpose in life is being a change agent – “I always have been and always will be. Our job as leaders is to help create better humans by creating holding spaces that will make it easier for the majority of people to just participate in the economy. There is no nobility in being poor.”

Prof. Mohale’s mentees remark of a fond relationship with him. They attest to the vast wisdom and knowledge that he imparts which is relevant to South Africa’s dynamic economic landscape, and sector contexts. All of this while displaying humility that reminds mentees to remain grounded in their values and communities.

My take away lessons from Bonang’s leadership It is absolutely fine to call your role model a friend. I can confidently claim this because whenever I am with Prof Mohale in different settings, I feel like he adds a percentage of wisdom to my current knowledge of what is happening around our country and what we can do to make this a better place. What many tend to take for granted, he does the complete opposite. For example, walking with him at the airport he would stop to greet the airport security guard, the woman who cleans the floor at the airport lounge, the person at the parking meter station. By greeting, I do not just mean the usual “ Hello, how are you?” but a genuine interest in another human being regardless of their level or type of work.

Over and above his remarkable insights on the topic of leadership, what makes him stand out as a leader is how incredibly personable, humble and yet impactful he is - even away from the public gaze. An inspirational leader with an overt desire to see others succeed. He believes that we are no more human than when we connect AND help others. Because when we help others, we are completing God’s work. It is who we become in the process of succeeding.

13

DEI in the Global South | Edition 1

SOCIAL JUSTICE AND EQUITY

LEADERSHIP THAT TRANSCENDS: THE STORY OF GIFT OF THE GIVERS Dr Imtiaz Sooliman South Africa, with its complex and painful history of colonialism and apartheid, has produced a number of remarkable leaders known for their humanity and compassion. Names like President Nelson Mandela, Archbishop Desmond Tutu and Albertina Sisulu come to mind, but standing among them is also Dr Imtiaz Sooliman, even though his name might not be as globally recognised.

Dr Sooliman and Gift of the Givers, the organisation he founded, have become a beacon of hope for individuals and communities impacted and devastated by natural and manmade disasters, or by acts like politically motivated hostagetaking. He leads with an unwavering belief in the power of compassion and selflessness to transform individuals, communities and societies.

Dr Sooliman was born into an observant Muslim family in Potchefstroom, South Africa. He speaks passionately about his upbringing in an environment where caring for others was actively practiced, regardless of whether those “others” were Muslim or not, Black or White, English or Afrikaans. “The essence of prayer,” he says, “is to prepare the soul and the mind for service to people unconditionally.” Dr Sooliman’s life initially appeared to follow a conventional path, as he qualified as a medical doctor at the University of Natal Medical School (now the University of KwaZulu-Natal). However, in 1991, he met a Sufi holy man in Turkey who told him that he must form an organisation that would serve all people unconditionally, regardless of race, religion, colour, class, culture, or nationality. The name of the organisation would be “Waqful Waqifin” (‫ نيفقاو فقو‬in Arabic), which translated into English means ‘Gift of the Givers’. This experience, which he accepted as an instruction from the divine, changed his life. He returned to South Africa to establish the organisation, eventually closing his medical practices in 1994 to dedicate his life to Gift of the Givers.

This organisation was formed on 6th August 1992 with a single mission: to serve humanity, provide hope, and restore dignity to the most vulnerable. It comprises a team that is diverse in faiths, races, and skills. The significance of Dr Sooliman’s leadership extends far beyond the borders of South Africa, with the humanitarian work of Gift of the Givers reaching across the globe, transcending cultural, national, and geographical barriers. They have delivered critical services across South Africa and in nations like Bosnia, Somalia, Mozambique, Haiti, Japan, Gaza, and many others. Over the last 31 years, they have delivered approximately R5 billion in aid across 46 countries. What sets Gift of the Givers apart is that they don’t start and end at ‘sending stuff’ to communities in need but practice a hands-on heart, feet on the ground model of delivering services in person.

Gift of the Givers is the largest organisation of its kind on the African continent and has received

DEI in the Global South | Edition 1

14

SOCIAL JUSTICE AND EQUITY

acclaim for its impartiality and global impact. Dr Sooliman’s commitment to giving back underscores his belief that “the best among people are those who benefit humankind.”

His story exemplifies the transformative potential of compassionate leadership, offering a guiding light towards establishing inclusive communities globally.

Reflecting on leadership as a practice, Dr Sooliman emphasises the importance of the basics – values, spirituality, morality and ethics. Reflecting on his own style of leadership, in addition to the fact that he clearly embodies the basics, he says “I break the rules, I do what’s necessary, I get things done.” Dr Sooliman delivered the Inclusive Society Institute’s 2021 annual lecture and ended it with these words “As part of spirituality, we promote the good of the soul. Even if there is some blot on the soul, you don’t speak about the blot, you speak about the light. And as you keep speaking about the light, the light gets brighter, and the blot gets dimmer. “ With a focus on spirituality, morality, ethics, compassion, and serving unconditionally, Gift of the Givers promotes the good in people and situations and helps people change for the better, physically and spiritually. A world in which inequity is still so stark needs leaders like Dr Sooliman, who dedicate their lives to achieving more inclusive and equitable societies.

My take away lessons from Dr Sooliman’s leadership 1. I have learnt that concept of eldership is not confined to church environment, but is relevant to leadership of organisations and communities 2. Dr Sooliman leads beyond his personal identity, which demonstrates the qualities of eldership.

3. No border should be stronger than the need to give people quality of life This is the ultimate measure of creating equality and inclusion, and giving people their dignity.

15

DEI in the Global South | Edition 1

FINANCIAL SERVICES

LEADING DIVERSITY, EQUITY AND INCLUSION MUST BEGIN AT A PERSONAL LEVEL Anél Bosman, Nedbank Anél Bosman is the Group Managing Executive of Corporate and Investment Banking (CIB) at Nedbank. She leads a team of investment bankers and financial experts who provide transactional, corporate, and investment banking services to local and global markets.

CIB’s client base includes leading corporations, financial institutions, state-owned enterprises and governments across Africa.

She started her career as an economist and has grown into executive leadership roles in a highly diverse and dynamic organisation. It is within her current role that she identified the urgency to drive Diversity, Equity and Inclusion (DEI) and thus embarked on the journey to both support her fellow leadership team members as well as to walk the path herself, accelerate her learning, and lead by example.

“I have learnt that DEI is not a perfect linear process, but a complex, iterative journey of discovery and personal growth. An important part is the creation of psychological safety for leaders and everyone in our business unit to be intentional about transformation, to learn from their mistakes, recover, and continue with the aim of making Nedbank the best place to work. We encourage all leaders to use their power to create inclusion and speak up against acts of discrimination.”

“At Nedbank, we believe that transformation is both a social and an economic imperative – an economic imperative that results in financial benefits for the organisation, as well as contributes to the upliftment of the community in which we conduct business. I cannot overemphasise the importance of a diverse and inclusive workforce in enhancing productivity, innovation and creativity – the driving forces of our business growth. We are committed to transforming and advancing a national social compact, to be a catalyst for inclusive growth and enhance social cohesion in South Africa. Our philosophy for purpose-led transformation is that it must transcend legislation to meet national interests while leveraging the components of human, socioeconomic, financial and leadership capital.”

Many believe that adopting a DEI focus can dilute productivity and performance, at least for a short while. In fact, it is a common narrative to equate DEI or transformation to a lowering of standards. However, Anél has achieved both her goals – driving a powerful message of change and transformation while leading Nedbank’s CIB to new heights.

Anél wants to play her part in paving the way for more women to be appointed in executive positions in Nedbank. Women of all races can excel in this, and any field if provided with the same

DEI in the Global South | Edition 1

16

FINANCIAL SERVICES

opportunities and support as their male counterparts. Succeeding in both gender equity and delivering on the goals and objectives of the bank is what gives her the confidence of being on the right track. Her position as head of CIB presents her with the opportunity to support other women in the investment banking industry, and also to increase women’s economic participation.

How has she practically led diversity, equity and inclusion in her role?

CIB has been on a DEI journey for the past four years, aligning the head, the heart and the hands – the head representing positioning and thinking, the heart sensitising and gaining skills and awareness, and the hands affecting change. So far, significant progress has been made through conversations, surveys and awareness. This progress has manifested in real change at CIB. CIB has approached the DEI journey from three levels, namely the systemic and organisational level, the intra- and interpersonal level, as well as the external level as it is not operating in a vacuum. On an interpersonal level, the CIB team reflected on their personal areas of growth by having conversations and workshops. Coaching sessions equipped them with skills to address their unconscious biases and awareness of micro-aggressions and their impact on those they lead.

At a systemic level, CIB ensures that policies and systems, procedures, and practices are checked for fairness. Externally, CIB uses its financial expertise to promote social development and foster economic equality. It also devises innovative solutions for its clients to promote inclusive economic growth in South Africa.

The accolades have been adding up: Investment bank of the year at Environmental Finance IMPACT Awards 2021; Best Bank for Sustainable Finance in Africa by Euromoney; The Banker deals of the year 2021 – Africa; and Investment Advisor category-winner for Black economic empowerment deals by deal flow and deal value for 2020. Anél believes that while these are incredible industry achievements, they do not begin to reflect the many hidden milestones achieved, step-bystep, over the past few years in her team’s uncompromising collective effort, dedication and perseverance. Through unprecedented times and in an incredibly challenging environment, many long hours have been spent finding solutions and achieving success.

The implementation of a new agile, inclusive and iterative strategic process has allowed her team to draw on the collective wisdom of virtual teams, made up of people across the business, and to build an inclusive, flexible, and agile organisation that can adapt to a fast-changing environment with the right people, systems, and strategic levers. She believes that the strong foundation that they have laid, as well as their commitment to the ongoing journey, ensures that they build a culture with diversity, equity and inclusion at its heart. They will keep challenging the way things are done to capitalise on the power and value of their people.

Anel’s mentees celebrate her as a leader who is not afraid to ‘go first and take up the challenge’ while learning as she leads. It took a sizeable investment of time for her ExCo team to undergo the nine different DEI experiences, including 360 assessments, visioning and strategic pillars, (unconscious bias, gender identity, race and systemic racism, generational differences and diversity of thought), but she had committed to the work, and she led her team through it. This is still a work in progress, but it is unfolding to be a story of determination and success.

My take away lessons from Anél’s leadership 1. A leader who is not afraid to ‘go first and take up the challenge’ is putting a spotlight on themselves and can attract undue pressure and scrutiny. It is said that ‘the tallest tree catches the most wind’ but Anel was willingness to lead from the front and take her cluster through a comprehensive ten step DEI process is testament to her belief in transformation.

17

DEI in the Global South | Edition 1

FINANCIAL SERVICES

2. DEI and transformation work can appear unrewarding at times- when you think you have made some bold moves and strides, some feel the pace is not fast enough. While I have seen some leaders throw in the towel because of many such challenges and even resistance along the way, I saw in Anel a leader who is willing to be wrong, and who sees hurdles not as permanent blockages but inflection points, a chance to grow ,stretch and jump into a new opportunity.

3. When you lead a business with its core focus being Investment Banking, demonstrating the business imperative of DEI requires a constant reminder to stakeholders that DEI is not just a ‘nice to have’ but rather integral to the business and its success.

4. It took a sizeable investment of time for her ExCo team to adopt a systemic approach to this work (instead of a ‘tick the box’ workshop approach) by going through the ten different DEI Experiences ranging from 360 assessments, organisation-wide surveys, visioning and developing strategic pillars, unconscious bias, gender identity, race and systemic racism, generational differences, diversity of thought and appointing Change Champions to support internal efforts. This is how Anel committed to the work and she led her team through it.

5. Once the exco begins the journey, it needs to be embedded in the system and be part of business as usual as opposed to relying on workshops and programs. The work in CIB continues and DEI is integrated into every aspect of the organisation’s life.

Is this a perfect process?

Not at all. There are many things that sometimes go off plan. I have never come across a perfect DEI journey where one achieves everything they have set themselves to achieve in exactly the timeframes they set at the beginning but I have seen leaders like Anel, who continue to focus on the vision and be steadfast in driving company performance while at the same time working hard to create an inclusive culture for all to excel and feel they belong.

Click to watch Anél’s feature on the Nedbank channel

DEI in the Global South | Edition 1

18

FINANCIAL SERVICES

ESTABLISHING SOCIAL CAPITAL: LEADING THROUGH REAL CONNECTIONS Trevor Taylor, Chartered Employee Benefits A pioneer and entrepreneur at heart, Trevor Taylor is a founding member and Managing Director of Chartered Employee Benefits (CEB). Born of British immigrant parents, Trevor credits his parents’ raising him with an awareness of human rights while living in apartheid South Africa. This foundation is what has turned him into an advocate for Diversity, Equity and Inclusion (DEI); even though he shies away from being called a Diversity Champion. To him, it is simply about treating people fairly and being respectful to others.

Trevor’s journey to the role started with a Law Degree from Wits University with his first job in the industrial manufacturing sector, running a galvanising plant in the south of Johannesburg. It is here where he had his first encounter with unions and an introduction to the different cultures, ethnicities and conflict one can sometimes encounter in the South African workplace. He cites a time when employees locked management in a storeroom demanding to access their pension funds. While this was an impossible request to deliver on, what stood out for Trevor was the lack of communication to employees regarding this. This lesson would prove to have a lasting impact and become a building block to founding CEB, after five years in the Financial Services sector.

Championing Diversity, Equity and Inclusion In describing his understanding of DEI, in addition to the lessons derived from his parents to treating people fairly and being respectful to others, Trevor also credits a lesson from Ernest Hemingway: “There is nothing noble in being superior to your fellow man; true nobility is being superior to your former self.” He firmly believes that “In a business, whether you are an MD, the consultant or the person who cleans the kitchen, we are all equal, we just have different jobs.”

This approach was instrumental in reaching target audiences as it allowed CEB to break down barriers, build on this and grow the organisation, which has now allowed him to take on the role of overseer and driving business development. Even so, Trevor acknowledges that unconscious bias is still prevalent, whether in meeting potential clients, or in interview panels.

19

DEI in the Global South | Edition 1

FINANCIAL SERVICES

My take away lessons from Trevor’s leadership 1. Learning from those he is leading: Trevor has a firm belief that where your education and where you come from does not make you a better employee or leader than anybody else.

Rather, it is the consciousness and willingness of a leader to assemble a team of people with different backgrounds and life experiences that will bring innovative and amazing ideas, making DEI a good business decision.

Though mentoring is often viewed as the mentor being the giver, Trevor sees this relationship as a two-way street, with the mentee also giving valuable lessons for a leader to do personal introspection and grow along the way.

2. Plan for succession in good time: Trevor is already in the process of mentoring his successor in the business – an ode to ‘diversity creates strength’ and a reward to his recognition that different backgrounds are an asset to the growth and development of the organisation.

3. Authentically connecting with staff: One of the ways Trevor has managed to scale the cultural divide is through his love for soccer and South African history. Through soccer, he can make connections, engage and spend more time with people not ordinarily in his social and working sphere. With the recent Rugby World Cup victory by the Springboks, we saw evidence of how sport remains a powerful instrument of unification of races and genders in SA. 4. Educating the client on DEI: Trevor acknowledges that the client is king, but also believes that they are not always right and that not every client is the right fit for you. This is where ethical leadership is tested, and one must know when to walk away. He acknowledges that corporate South Africa has come a long way in this instance, but the SMME sector is still a challenge; with clients wanting to prescribe the demographic of the person they want to deal with.

The CEB Executive Leadership team is an example of diversity, with the blend of race, gender, experience and age.

DEI in the Global South | Edition 1

20

MINING

BEING THE FIRST IS A CALL TO ADVANCE OTHERS Dr Nombasa Tsengwa, Exxaro Resources Dr Nombasa Tsengwa’s journey to becoming the first female CEO of Exxaro Resources is truly inspirational and offers valuable insights into the importance of diversity, equity, and inclusion (DEI) in the workplace. While her background is in environmental management, Dr Tsengwa has made a positive impact since joining the South African mining giant.

“The burden of all other women looking up to you as you advance, knowing that being first is challenging but crucial for others who follow.”

Dr Tsengwa’s leadership provides a blueprint for effective DEI efforts and emphasises the values and strategic alignment required for meaningful outcomes. Her approach underscores that true success in DEI is achieved when diverse staff members thrive in their roles, contributing to a culture where the benefits of diversity are evident in both individual achievements and organisational success.

“We have achieved our employment equity targets over the past five years. Although we have shown positive progress in achieving our annual targets, there are key challenges in the representation of women at senior management level and persons with disabilities across the organisation. We aspire to measure our transformation profile against national economically active population statistics.”

Dr Tsengwa’s achievements are even more profound given her rural background as a Black woman born during the apartheid era in the Eastern Cape. Recognising and celebrating this intersectionality is crucial in understanding the challenges she faced and the broader impact of her success in breaking down societal barriers. Her 20 years of executive management and board experience emphasise the importance of qualifications and competence in leadership roles.

This counters the argument that diversity initiatives compromise meritocracy and debunks the narrative and misconception that promoting diversity equates to lowering standards.

She acknowledges the additional hurdles she had to overcome as a female CEO, emphasising the burden of being the first and the responsibility that comes with paving the way for others.

This perspective sheds light on the unique challenges faced by women in leadership roles and the importance of mentorship and support systems. Dr Tsengwa’s proactive approach to understanding the mining industry by going underground in the mines demonstrates her commitment to breaking gender stereotypes and gaining first-hand experience. This is a powerful example of her dedication and being an example for others, contributing to her credibility as a leader in a male-dominated field.

People tend to look up to leaders and emulate them, especially when such leaders are perceived to

21

DEI in the Global South | Edition 1

MINING

have influence. Dr Tsengwa recognises the value of personal power and being heard, especially for underrepresented groups. Her leadership becomes a source of inspiration for women, youth, and Black individuals who may not have considered a career in the mining industry. Representation at the top is crucial for inspiring the next generation.

Exxaro Resources’ commitment to DEI is evident through its policies, skills development, and affirmative action measures. Dr Tsengwa emphasises the importance of aligning transformation objectives with national imperatives, reflecting a strategic approach to diversity and inclusion.

Dr Tsengwa’s unwavering commitment to her values is a fundamental aspect of her leadership.

This characteristic is particularly important in DEI work, where staying true to principles ensures the sustained pursuit of fairness, equality, and inclusion. It sets an example for others to follow and reinforces the moral and ethical foundations of the organisation.

My take away lessons from Dr Tsengwa’s leadership 1. Inspiring excellence: She places emphasis on executing, pushing, and inspiring people to exceed their perceived limits, aligning seamlessly with the goals of DEI. Encouraging staff to achieve more than they believe they can fosters a culture of empowerment and growth. This approach benefits individuals and contributes to the overall success of the organisation by unlocking the full potential of its diverse talent.

2. High achiever with strategic focus: Her reputation as a high achiever who maintains focus on the vision and strategic goals of the organisation aligns with the idea that DEI is not just a standalone effort but an integral part of the broader organisational strategy.

Integrating DEI into the overall vision ensures that diversity is not treated as a separate initiative but as a fundamental aspect of achieving long-term success.

3. Role modelling for DEI success: Dr Tsengwa’s leadership qualities serve as a powerful model for success in DEI. By excelling in her role and maintaining a strategic focus, she becomes a living testament to the positive outcomes of diversity in leadership.

This serves as a compelling business case for DEI, demonstrating that a diverse and inclusive environment is not just morally right but also strategically advantageous for the organisation.

Click to watch Dr Tsengwa’s feature on the Mining Review Africa channel

DEI in the Global South | Edition 1

22

MINING

HARMONY’S TRANSFORMATION: A JOURNEY OF LEADERSHIP, EMPLOYEE ENGAGEMENT, SAFETY, AND FINANCIAL SUCCESS Peter Steenkamp, Harmony Gold Mining Peter Steenkamp has had a formidable 4-decade extensive career in the mining industry, having become Harmony Gold Mining CEO in January 2016 after occupying other executive positions at Harmony, African Rainbow Minerals and Pamodzi Gold. His previous position was with Sasol Mining as Senior Vice President. Peter has always believed in the importance of an engaged workforce and creating a conducive climate for safe production.

As CEO, he maintained and accelerated existing programmes to uplift employees and establish a comprehensive organisational change programme.

During Peter’s tenure, his executive leadership team and management have embarked on a Humanistic Culture Change Journey to create a proactive safety culture. This culture is built from the principles of mature leadership, living the Harmony values, and ensuring a high level of engagement amongst the workforces. The aim is to create an environment where everyone lives the company values.

The company really took time to focus on Values and it is a requirement that any initiative within Harmony points to the company values. They are embedded as part of its DNA. The Humanistic Journey is a comprehensive organisational change programme that includes the development of leaders themselves, providing skills and tools for leaders to develop others, and programmes for taking people along.

One of the important initiatives for taking people along is the bottom-up safety initiative titled Thibakotsi (translation: preventing accidents in seSotho) Team Training (TTT). This focused on crew and teams who work underground and surface employees to empower them to change their behaviours, live the Harmony values, challenge unsafe practices, and engage effectively with their leaders to ensure safe production. Part of Peter’s innovative endeavours is transforming Harmony’s talent pool into a stellar leadership team - the Harmony Leadership Development Programme (LDP), specifically customised to Harmony’s vision, business model and values.

This has been incorporated as one of the programmes to assist leaders in developing themselves in the Humanistic Culture Change Journey. Contrary to the usual approach where leadership programs focus on the first two or three levels of leadership, Peter and his executive team ensured that this programme is aimed at all levels of leadership. In our experience working with several organisations in mining and other industries, leadership programmes are often launched with much fanfare and later fizzle out because the organisation believes it is too costly or timeconsuming to cover all levels. Harmony’s leadership development programme includes everyone at all levels, prioritising cultural inclusion and transformation. The ambitious goal is to train about

23

DEI in the Global South | Edition 1

MINING

2,500 leaders across all levels, fostering authentic leadership in the company.

By giving everyone a voice through the Humanistic programme, Peter fosters a sense of belonging and creates a culture of collective ownership of the organisation’s vision. The LDP has been running for over three years, and the Executive Committee remains committed to seeing it continue in future. The programme includes modules on leading self, relating to others, people leadership, business direction and business results. Senior and emerging leadership programmes are run jointly by the University of Pretoria and Mandate Molefi, with accreditation provided by the University of Pretoria. The junior and supervisory leadership programme is run and accredited by Maccauvlei Learning Academy. The LDP includes a vital module on Diversity, Equity, Inclusion, and Belonging (DEIB) during the Relating to Others module. There have also been several interventions around DEIB in operations to support the development of a culture of inclusion in management committees and teams. These interventions have focused on race, gender, generation, and other diversity markers.

Peter’s commitment to DEI is unmistakable. For example, he places emphasis on gender diversity by actively promoting women in mining. Under his leadership, numerous women have ascended to various leadership roles within the company, progressively breaking the barriers of traditionally male-dominated jobs in the mining industry. Peter and his team are aware of the ongoing challenges faced by women in a male-dominated industry like mining. His proactive efforts to support and develop women in the sector serve as an inspiration. As a leader who believes in visible, felt leadership, Peter is personally invested in the success of the Leadership Development Programme. Peter and his executive team are committed to attending the graduation ceremonies to support the graduates.

In a recent address to an enthusiastic audience at one such graduation, Peter shared his delight at the positive developments within the company. He began by highlighting the commendable operational performance, a testament to the collective efforts of the Harmony team. A significant achievement emphasised was the safety improvement in the company. This notable milestone was attributed to the entire Humanistic Culture Change journey, leading inclusively, addressing highrisk areas, and instilling a sense of responsibility and leadership at all levels of the organisation.

In conclusion, Peter expressed pride in the progress made and the positive changes observed within the company. There is a firm commitment to continuing the journey, sustaining momentum, and achieving further milestones.

Harmony’s journey is a compelling narrative of comprehensive and strategic organizational change underscored by DEIB, resilience, and an unwavering commitment to fostering a culture of authentic leadership and safe production.

DEI in the Global South | Edition 1

24

MINING

My take away lessons from Peter’s leadership 1. Commitment to developing talent lies across multiple levels of the orgnaisation.

2. Adopting a talent management approach to DEI and ensuring well-curated leadership training for every level of the organisation.

3. Making sure that company performance and living the values are paramount to every employee’s day-to-day interaction at Harmony.

4. Going the extra mile to ensure that employees feel special, and constantly seeking ways of making Harmony an employer of choice.

25

DEI in the Global South | Edition 1

DEI in the Global South | Edition 1

26

FMCG AND PHARMACEUTICALS

LEADING A PACK OF EFFECTIVE DEI CHANGE CHAMPIONS Branson Bosman, Aspen South Africa In the realm of Aspen South Africa (Aspen SA), a significant journey unfolded in April 2021.

This was no ordinary journey; it was a deliberate weaving of diversity, equity, inclusion and creating a sense of belonging into the very fabric of the organisation—a narrative of change designed to resonate with every employee through the harmonious melody of a Culture of Inclusion (COI).

The Change Champions worked hard. The team set out to reshape the workplace, aiming not only to advance healthcare but also to foster inclusivity and positive change—a commitment seen as crucial for both people and business sustainability.

Conducting a diagnosis provides an opportunity to unravel hidden blockages in the system This journey began with a recognition of the need for change. Comprehensive surveys and research projects across Gqeberha and East London revealed critical insights, emphasising the urgency for an improved organisational culture.

Three key surveys were conducted. These were a communication audit, an exploration of employee experiences, and a Culture of Inclusion Survey; the results of which pointed leadership to areas that need attention and intervention. One result showed that 40% of employees perceived the organisation’s culture as unfavourable, signalling a need for change. The COI research, with a participation rate of 58%, identified shortcomings in 18 dimensions of the Global Diversity, Equity, and Inclusion Benchmarks (GDEIB).

To address these findings, the COI Journey embarked on a carefully crafted 10-step iterative model. The most exciting part of the journey was to see the willingness of employees to get involved. A primary group of 36 Change Champions, led by Branson Bosman, was established to implement post-intervention assessments, each step aimed at addressing specific barriers, with the overarching goal of improving Net Promoter Scores (NPS) and overall employee satisfaction.

These Change Champions were empowered and enabled to tackle the task. They became bridges between the wider employee group and the COI team, fostering communication and planting the seeds of future leadership. As an executive leader, Branson made sure to empower the Change Champions and ensure that they had the resources and knowledge they need to bring about transformation. He constantly challenges them to “do more”.

While Aspen’s COI journey is still underway, the success of the COI programme relied on achieving key outcome objectives linked to enhancing trust, employee engagement and culture for a sustainable organisation with DEI at the heart of its operations. Through working on the hearts and minds process in partnership with their external expert, Aspen set out to launch its Aspirational Culture Statement and the comprehensive approach designed in partnership. The now 89 Change Champions focused on addressing bullying and harassment, race and gender inclusion, career 27

DEI in the Global South | Edition 1

FMCG AND PHARMACEUTICALS

development, rewards and recognition, and finally communication and culture.

Employee engagement played a crucial role in this narrative. Following the launch of the aspirational culture statement and implementation of primary interventions, the following key findings were reported through a dipstick survey: • • • •

Improved levels of trust in Aspen SA Operations COI process - 50% of employees trusted the intent of the COI programme.

50% of employees felt they could take part in the change process.

50% of employees experienced a change in DEI culture since initiatives were launched.

There was a general improvement in the understanding of the COI initiatives and pillars.

In line with the business’s continued efforts to drive deep, meaningful and sustainable change, Aspen SA Operations is in the process of preparing for its second quarterly The dipstick survey was set to start in November 2023.

Aspen SA Operations’ Culture of Inclusion Journey is not merely a programme, but a commitment to lasting change. By addressing identified barriers and nurturing a culture of trust, transparency, and engagement, Aspen SA Operations is in the process of paving the way for a workplace that not only advances healthcare, but also stands as an example of inclusivity in action. The chapters of Aspen’s transformative tale unfolds, echoing a commitment to a future where everyone belongs and thrives.

My take away lessons from Branson’s leadership 1. Be prepared to roll up your sleeves and ‘show up for Inclusion’ even when it is unpopular.

2. Be prepared to put your head on the block to close an existing trust deficit.

3. Leadership ‘walks the talk’ on Transformation and be prepared to be patient.

4. Leadership encourages other leaders to search harder to create representation in the organisation.

5. Leadership remains focused on the task and inspires hope that DEIB is achievable and will benefit the company in the long run.

Judge Dennis Davis co-facilitating with Mandate Molefi at the Aspen Leadership Conference

DEI in the Global South | Edition 1

28

FMCG AND PHARMACEUTICALS

A LEGACY OF VISIBLY CHAMPIONING ALLYSHIP FOR WOMEN Velaphi Ratshefola, Coca-Cola Beverages South Africa This outgoing Managing Director of CocaCola Beverages South Africa (CCBSA) can easily be counted as a leader with the most awards for championing women’s equality in corporate South Africa. What sets Velaphi Ratshefola apart in the realm of innovative and forward-thinking leadership is his unwavering commitment to allyship of marginalised groups, which has contributed to driving strategic growth within this global FastMoving Consumer Goods (FMCG) company in South Africa.

As a visionary Chairperson of Non-Alcoholic Ready to Drink (NARTD), Ratshefola has not only led his organisation but also established CCBSA as a key player in the beverage sector.

Ratshefola’s professional journey commenced as a Public Prosecutor, with degrees from North-West University and the University of Cape Town. He has used his position to advance the agenda of inclusive economies by advocating for a diverse and supportive workplace and value chain.

One of Velaphi’s most notable achievements is the successful execution of collaboration-centric initiatives. His reputation as an outcome-focused Executive Leader is richly deserved, underpinned by his exceptional business acumen and adept negotiation skills.

In 2023, he was awarded the 22nd Lifetime Achievement Award at the Top Empowerment Awards, and prior to that in 2021, he received the Standard Bank Top Women Award for the third consecutive year, specifically in the category of Top Gender Empowered Company: Top Male Driving Gender Empowerment. This recognition is testament to his vision to leverage economic inclusion to foster gender equity and consistent and effective advocacy for collaboration in corporate spaces. Velaphi’s unwavering commitment to gender equality and supportive practices may have borne substantial fruit, as evident in the 52% representation of women in leadership positions at CCBSA. In summary, Velaphi’s professional journey demonstrates the importance of leader-led DEI strategic goals and collaboration in corporate environments. It illustrates how a steadfast commitment to diversity and inclusivity can not only drive organisational success and growth but may also earn well-deserved recognition in the global corporate arena.

29

DEI in the Global South | Edition 1

My take away lessons from Velaphi’s leadership 1. Building relationships and intellectual humility: Velaphi’s ability to build relationships with his employees regardless of level is an example of a leader who creates psychological safety and demonstrates intellectual humility.

2. Active championing of collaboration: His proactive approach highlights the significance of actively championing cooperation and collaboration within an organisation. Leaders should not merely endorse DEI initiatives but actively lead and promote them, recognising that it demands continuous commitment and advocacy.

3. Synergy between cooperation and business success: Velaphi’s ability to steer complex business transformations and implement effective turnaround strategies while upholding collaborative principles emphasises that these principles may not be at odds with business success. Leaders can learn that partnership can serve as an enabler of growth and profitability, fostering an environment where diverse perspectives drive innovation and enhance decision making.

4. Concrete results from DEI commitments: Velaphi’s consistent recognition for gender empowerment and allyship showcases how DEI initiatives, when genuinely embedded in an organisation’s culture, yield not just societal benefits but also concrete achievements and accolades. This underscores the compelling business case for diversity and allyship.

Velaphi’s journey provides a convincing example of how collaboration may simultaneously fuel corporate success and societal progress. His experiences offer valuable insights for leaders striving to build more diverse, equitable, and inclusive organisations, highlighting that collaboration may not be only a moral imperative but a strategic catalyst, leading to tangible growth and welldeserved recognition.

DEI in the Global South | Edition 1

30

MEDIA AND ICT

A SPECIAL HOMECOMING THAT MADE A DIFFERENCE Jonathan Procter, Primedia Jonathan Procter was appointed CEO of Primedia in 2021. He is a seasoned professional in the commercial media space having been CEO of a European media group for the past two decades. His extensive international media experience in Africa and Europe positioned him well to transform Primedia and lead it in this fast-evolving highly competitive media landscape.

Under the Chairmanship of the late Nomazizi Mtshotshisa, Procter led the Mineworkers Investment Company’s (MIC) successful bid to acquire a license for South Africa’s first freeto-air terrestrial television station, e.tv, which was successfully launched in1998. MIC is one of Primedia’s main shareholders.

His other roles included leading Bop TV and developing it to become one of the most recognised brands across the continent, producing many of the great television personalities of today. He introduced several new content channels that were then regarded as market transforming, distributing these by satellite and terrestrially across the African continent. Bop TV was the first and only TV station whose news bulletins showed actual footage of former President Nelson Mandela when running stories on him or the ANC, whilst he was in prison on Robben Island - not just a verbal reference, as was the norm with other television channels in the 80s.

31

DEI in the Global South | Edition 1

MEDIA AND ICT

Bop TV was the first to show Black people in roles that weren’t servile and created a sense of hope that Diversity and Inclusion was possible and could become a reality in our lifetime. He broadcast programmes like Roots, that no other broadcasters had the courage to put on air.

His role in Transformation and DEI at Primedia When Procter joined Primedia, he gave his full support to the Culture Change Journey which the organisation had undertaken the previous year. He immediately sought to accelerate the pace of transformation and to ensure that Diversity, Equity and Inclusion had tangible outcomes. After leading the process of developing the Aspirational Culture Statement that was accompanied by a new set of Values and Leadership competencies, he identified specific high-profile positions and earmarked them for seasoned and well qualified Black professionals. He has solid transformation credentials and is well known for his promotion of women into senior and leading roles in the media industry.

Knowing that DEI is not only about appointing historically disadvantaged professionals to leadership positions, but also about creating an enabling and inclusive culture where all employees feel they belong, Procter introduced Masterclasses on how to multiply talent and to confront unconscious biases that so often intersect with leadership decisions. These sessions included how to embed DEI in Primedia’s day-to-day business. He attended the Masterclasses himself demonstrating the importance of leading from the front.

My take away lessons from Jonathan’s leadership 1. He focuses on organisational growth by creating enthusiasm, belonging and hunger to be part of the team.

2. He engages directly with staff and gets to understand their needs and what can help them deliver on their objectives.

3. He creates a work environment where basic needs, accommodation and tools of trade enable employees to excel brilliantly.

4. He sets high performance standards after providing the support needed.

5. He opens himself to ongoing learning as a leader, reminding us to admit when we don’t know and be willing to be challenged.

6. He creates a culture of fast iteration, acceptance of mistakes as evidence of effort and lots of innovation.

7. He creates fun and excitement for both clients and staff and never makes staff feel they are second fiddle.

Although Primedia is now one of the fastest growing media businesses on the continent, Procter’s leadership of DEI and of the organisation as a whole is not perfect. I have not seen perfection on any culture change journey throughout my many years of supporting clients, however, his sense of urgency in showing change and transformation while pushing hard on EBITDA and numbers is what I admire about him.

DEI in the Global South | Edition 1

32

MEDIA AND ICT

CHAMPIONING THE PARTICIPATION OF WOMEN IN THE ICT SECTOR AND BEYOND Charmaine Houvet, Cisco Charmaine Houvet is a Senior Director at Cisco, an American-based multinational digital communications technology conglomerate corporation. She has enjoyed a remarkable journey that began in Durban’s Wentworth community, in South Africa. Houvet’s leadership reaches beyond the boardroom as she continues to drive initiatives related to her former role as Commissioner of the Presidential Commission on the Fourth Industrial Revolution, offering counsel to the board of WeThinkCode and BeyGOOD x Global Citizen Fellowship programme. “I am powered by a purpose that enables me to intentionally and effortlessly pay it forward always,” she says.

Her commitment aligns harmoniously with the words of social and political activist, Charlotte Mannya-Maxeke who inspired us with the words “If you can rise, bring someone with you”. Her dedication knows no boundaries, making her an inspiring figure for those aspiring to drive global change. Within the tech industry, Houvet is celebrated for her unwavering advocacy for Diversity, Equity and Inclusion (DEI). She fervently supports initiatives that empower women in tech, is a trusted advisor to government and business leaders, and collaborates with non-profit organisations and tech associations to sponsor coding workshops. Her work is in perfect harmony with the principles of diversity and inclusion that are crucial in today’s tech world.

With two decades of experience in the African telecommunications sector, Houvet’s accomplishments at Cisco underscore her expertise. Her academic background, which includes an MBA and a BA degree, complements her practical knowledge. In addition, she chairs the Cisco Charitable Trust Board, exemplifying transformative leadership in action. Her blend of education and practical experience is a true recipe for success.

She was also named South Africa’s Top Woman in ICT in 2016, received the MTN Ministerial Recognition Award in 2017, was selected as a winner for Women in Tech InspiringFifty Africa 2023, and won the Mail & Guardian Governing Woman Award in 2023, for her transformational work in the public sector. Her pro bono advisory engagements solidify her influence and commitment to driving global change. Her numerous awards and roles demonstrate the wide-reaching impact of her work.

Charmaine’s life and career serve as a beacon of hope for women in tech and a catalyst for transformation in the ICT sector. She envisions a South Africa where unpaid care work is factored into the country’s GDP, ensuring that women can fully benefit from the economy, education and public life—an inspiring vision that resonates with many. Her vision for a more inclusive and equitable South Africa is something we can all get behind.

Houvet’s story is a powerful reminder of the transformative potential of influential voices within the DEI landscape. Her dedication, leadership and commitment to empowerment have set a high standard 33

DEI in the Global South | Edition 1

MEDIA AND ICT

which she challenges her team members and mentees to follow on the journey towards a more inclusive and equitable future. Her career journey is a testament to the importance of diversity and inclusion in the tech industry and beyond.

Houvet’s impressive array of accolades do not end with the IT industry. She is also the chairperson of the Leadership Development Committee of the International Women’s Forum of South Africa (IWFSA LDC) – a role she executes with passion. It is the responsibility of LDC to develop and build a pipeline of the next generation of women leaders through structured world class leadership development programmes, mentoring, coaching, and networking. The flagship initiatives of the IWFSA LDC are the IDEAL Young Leaders Connect and the IWFSA FASSET Women’s Leadership Programme, both targeted at developing the next generation of ethical young leaders.

Her strong belief in ‘paying it forward’ is evident in how these initiatives are accelerating the advancement of young women in various sectors of our society. She glows with excitement and hope when she sees cohorts of graduates completing their intensive, but fun-filled learning programmes. One wonders where she gets the extra hours in the day to make such an impact in multiple areas of South African society.

My take away lessons from Charmaine’s leadership 1. Leaders should impart knowledge and guidance in a manner that empowers those around them. She believes in practical solutions to our skills gap, by ensuring that structured mentorship is accessible to young leaders.

2. Mentees should be supported towards their potential, and encouraged to practice progressive leadership in their specialisations.

3. Impactful leaders are those who lead beyond the confines of her profession. Her work in IWFSA touches women in borader professions beyond ICT.

Click to watch Charmain’s feature on SABC Africa

DEI in the Global South | Edition 1

34

INDEPENDENT GOVERNANCE BODIES

HAVE YOU HEARD THIS STATEMENT “WE CAN’T FIND THESE SKILLS!”?

Tsakani Maluleke, Auditor-General of South Africa Tsakani Maluleke is the first woman to be appointed Auditor-General of South Africa (AGSA), where she leads the programme that promotes Diversity, Equity and Inclusion (DEI) that has yielded successful outcomes with measurable results, and has contributed towards increasing the numbers of qualified Black and women accountants in the country. As Chairperson of the Chartered Accountants Charter Council, she has led the first Broad-based Economic Empowerment (BEE) charter, which implemented initiatives that improved access for Black people to enter the profession. By mentoring and sponsoring candidates, organisations that form part of the Council contribute to the development of the country in a practical way.

As at March 2023, the AGSA had 823 trainee accountants, with 504 being female, 771 being African and 471 being African Females. A notable success story is how the organisation has qualified over 500 Chartered Accountants in the two years that Maluleke has been at the helm of this national Chapter 9 institution (a group of organisations established to guard democracy) which is a significant increase from previous years. As a leader who believes that no path should be closed to marginalised young Black youth from township areas, Maluleke has inspired others to pursue their dreams through her own career journey. From her first job as a cashier in her family’s supermarket business, it is maybe not surprising that Maluleke found herself working in accounting, despite initially planning to be a lawyer like her father, who went on to become a judge of the High Court.

Becoming South Africa’s Auditor-in-Chief is a powerful example for girls and young women. While there are many stories of successful women around the world, the homegrown effect is powerful for role modelling. There is a difference between reading stories about successful women from the Global North, and seeing someone who looks like you and grew up in the same conditions as you to accomplish what was once perceived to be impossible. Maluleke completed the national board exams and topped these with an accredited qualification to become a Chartered Accountant (CA(SA)).

While the shortage of skills is a real challenge largely due to the structural and systemic inequalities of the South African Apartheid system, it has become an excuse to overlook the role that organisations can play in developing skills. Maluleke believes that by supporting educational institutions with curriculum design, offering bursaries to indigent students, and creating space for trainees, organisations can play an important role in building the required skills. She took over leadership of the AGSA’s office after having served six years as deputy to the late Kimi Makwetu.

Maluleke boasts a varied and expansive experience in the corporate arena, having served, amongst others, as Director of Aberdare Cables, the Public Investments Corporation, Independent Regulatory Board for Auditors, the Financial Services Ombudsman, and the Seta for the finance, accounting, management consulting and other financial services sector, which she chaired.

Maluleke has said that it is now time to “activate the accountability ecosystem to shift the culture 35

DEI in the Global South | Edition 1

INDEPENDENT GOVERNANCE BODIES in local government towards performance, integrity, transparency and accountability. This can be achieved through courageous, ethical, accountable, capable, and citizen-centric leadership.” In her role as the AGSA, she has displayed her leadership and commitment to transformation and intends to continue leading the organisation forward.

My take away lessons from Tsakani’s leadership 1. When things are difficult, keep focus and hold on to the guard rails of what is most familiar and press on.

2. Combining confidence and humility is often a difficult balance, yet Tsakani manages that with ease. Being the first woman to hold this position in the supreme audit institution’s 109 year history does not faze her. She always makes it a point to acknowledge the ground work done by her predecessors.

3. Commitment to real, meaningful contribution to DEI is an important pillar of her leadership philosophy. Her passion for development is demonstrated in AGSA’s training scheme which is the largest to be accredited by South African Institute of Accountants (SAICA) and allows for graduates to train towards their CA qualification.

4. Show tangible results; Rather than argue in public platforms about professionals from disadvantaged groups being in short supply in accounting, she simply leads the way by providing real numbers of trained professionals.

5. Her commitment to DEI work goes beyond the AGSA. She sees the challenge of education, employment and economic advancement in South Africa as an important tool in achieving her mission of making a contribution to society.

DEI in the Global South | Edition 1

36

RESOURCES AND TOOLS

A TOOLKIT THAT SUPPORTS A COMPREHENSIVE, SYSTEMIC AND SUSTAINABLE APPROACH TO DEI

T

he Global Diversity, Equity and Inclusion Benchmarks: Standards for Organisations around the World is an 80-page guidebook written by three authors – Nene Molefi, Julie O’Mara and Dr Alan Richter, with extensive input from 112 expert panelists from around the world.

The GDEIB Model shows the relationship of both individual behaviours and systemic interventions.

The authors developed the GDEIB for anyone around the world to use it free of charge. Before you use it, however, you will be required to complete a User Agreement which helps us see which sectors are using the benchmarks. The user tools, a 1-page overview, several learning activities, an assessment checklist and other tools, are also available for free.

We have been supported by many organisations around the world in creating this tool and making it freely available. The entire GDEIB has 275 benchmarks in four groups - Foundation, Bridging, Internal and External, along with 15 categories. Each category contains benchmarks in five levels from Inactive to Best Practices.

A digital tool and certification will be available soon. First published in 2006, it is updated approximately every five years.

The official website (www.globalDEIbenchmarks.org) is still under construction. If you would like to download the free tool, subscribe to this digital magazine and you will receive a link.

Meet the Authors

Nene Molefi nene@mandatemolefi.co.za South Africa standard time

37

Julie O’Mara julie.omara78@icloud.com Pacific time, USA

DEI in the Global South | Edition 1

Dr Alan Richter alanrichter@qedconsulting.com Eastern time, USA

DEI in the Global South | Edition 1

38

DECOLONISATION AND AFROCENTRIC LEADERSHIP

INCLUSION AND UBUNTU: A LESSON FROM PAPASI SENIOR PRIMARY SCHOOL Siphosethu Ndunge In the heart of the Eastern Cape’s tranquil village, Eluphaphasi; stands Papasi Senior Primary School. It’s a place where the rustling of leaves is often louder than the buzz of technology.

Amidst this idyllic yet marginalised setting, I had the privilege of speaking with a remarkable woman, Mrs Joyce Bonkolo.

Mrs Bonkolo wears many hats: principal and teacher for Foundation Phase grades 2 and 3.

Our journey to this conversation was evidence of Mrs Bonkolo’s unwavering commitment to her students and community. Despite the challenges posed by an unreliable network and a perpetually packed schedule, Mrs Bonkolo’s kindness and determination shone through, eventually granting us the opportunity to delve into the intricacies of social challenges, Life Orientation, government support, and the unyielding support of the Eluphaphasi community.

As we engaged in conversation, I was struck by the spirit of unity and inclusion that permeates the school’s ethos. Mrs Bonkolo spoke with heartfelt gratitude about the supportive parents who actively participate in their children’s education, bridging the gap between home and school.

However, the peaceful village has its own set of social problems, as many children come from families struggling with poverty. While government grants aim to provide support, sometimes they fall prey to misuse, leaving children without proper uniforms and a sense of belonging. But here, the village community steps in with compassion, donating school essentials and reinforcing the principle of Ubuntu, the profound South African philosophy that underscores our shared humanity. Turning our focus to the curriculum, we explored the subject of Life Orientation. Mrs Bonkolo acknowledged its potential for improvement but praised the efforts of young teachers who introduce crucial conversations into the classroom with sensitivity, empowering children to report issues like sexual harassment. However, challenges persist beyond the classroom walls, particularly in marginalised communities. The call for government initiatives to educate and uplift these communities resonates loudly.

The spirit of Ubuntu extends beyond the classroom, with a local youth founding a soccer team, providing an outlet for village kids - keeping them engaged and steering them away from potential pitfalls. It’s a testament to the power of community-driven solutions.

Mrs Bonkolo’s wisdom also highlights the need for better government support, especially for academically challenged students. Not all children thrive academically, but every child possesses unique talents waiting to be nurtured. Inclusion workshops for teachers and students, she suggests, could bridge the gap between different backgrounds and abilities. Yet, the challenges persist, from resource limitations to the stark reality of kids exposed to a world they’ve never seen.

39

DEI in the Global South | Edition 1

DECOLONISATION AND AFROCENTRIC LEADERSHIP

Papasi Senior Primary School stands as proof of the resilience of communities in the face of adversity, where education and inclusion are the guiding lights toward a brighter future.

Key insights 1. The school’s spirit of unity and inclusion, where parents actively engage in their children’s education, showcases the power of a supportive community that bridges the home-school gap.

2. The school’s commitment to the Ubuntu philosophy extends beyond the classroom, with the local community compassionately supporting children in need, emphasising our shared humanity. This highlights the effectiveness of community-driven solutions in addressing social challenges.

3. Mrs Bonkolo’s insights stress the importance of improved government support, especially for academically challenged students. Inclusion workshops for teachers and students can bridge gaps across backgrounds and abilities, nurturing each child’s talents, underscoring the significance of inclusive education.

Papasi Senior Primary School in Eluphaphasi Village, in front of the backdrop of the Eastern Cape’s hills

DEI in the Global South | Edition 1

40

REPOSITORY OF AFRICAN RESEARCH AND KNOWLEDGE

THE FACES OF LEADERSHIP IN SOUTH AFRICAN UNIVERSITIES

T

his section offers a visual exploration of the transformative landscape within public universities in South Africa. We spotlight the leaders who are accountable for driving change: the Chancellor, Vice-Chancellor and the Chairperson of the university Council.

This is a glimpse of the people who are steering higher education institutions - they serve as a neutral lens into the dynamic leadership shaping the current academic landscape.

41

DEI in the Global South | Edition 1

REPOSITORY OF AFRICAN RESEARCH AND KNOWLEDGE

DEI in the Global South | Edition 1

42

REPOSITORY OF AFRICAN RESEARCH AND KNOWLEDGE

43

DEI in the Global South | Edition 1

REPOSITORY OF AFRICAN RESEARCH AND KNOWLEDGE

DEI in the Global South | Edition 1

44

REPOSITORY OF AFRICAN RESEARCH AND KNOWLEDGE

It is noticeable that the race and gender demographics of university leadership still require work.

For example, at Vice Chancellor level, only 23.08% are women. The representation of other race groups like Coloured, Indian and White should also be considered.

45

DEI in the Global South | Edition 1

DECOLONISATION AND AFROCENTRIC LEADERSHIP

ESTABLISHING A REPOSITORY OF AFRICAN RESEARCH AND KNOWLEDGE

T

he Thabo Mbeki Presidential Centre, scheduled to open in 2025, is designed to be ‘a living library and museum that aims to educate and inspire all Africans to be agents of the African Renaissance’. It will serve as a space for excellence, learning, research, discourse, and cultural exchange, grounded in the African perspective.

The center’s narrative will unfold the story of Africa’s development, liberation, and renewal, emphasizing the work and impact of former President Mbeki and other historical and contemporary African leaders. Rooted in the past yet challenging the present, the Thabo Mbeki Presidential Centre seeks to pave the way for a brighter future. It aims to build community by celebrating the diverse identity, beauty, and creativity of African people and cultures. This celebration will be facilitated through exhibitions, academic resources, and an archive containing inspiring artifacts that encapsulate pivotal historic moments.

Click this video to watch a walk-through of the library

Click this video to learn more about the architectural design of the library

The Unisa Library showcased by TMPL artefacts. Designed by Adjaye Associates

DEI in the Global South | Edition 1

46

DECOLONISATION AND AFROCENTRIC LEADERSHIP

LEADING FROM AN AFRICAN PERSPECTIVE Prof. Mazwe Majola Leadership practice and development are among the most studied and yet least understood phenomena on earth, touching and affecting every sphere of our lives. Everything rises and falls on leadership. This article is concerned with and confined to the Afrocentric style of leadership.

Simply put, the difference between the Eurocentric and Afrocentric leadership styles is that the Eurocentric leadership style places emphasis on the individualist ideology, whereas the Afrocentric leadership style is collective in nature. The Afrocentric style of leadership is underpinned by Ubuntu philosophy of humanism. This African philosophy focuses on people and relationships, and emphasises collaboration and collective decision-making. The concept of Ubuntu is a worldview of African societies, the most important and abiding principle being the notion of humaneness.

Ubuntu is characterised by the spirit and values of caring, sharing, empathy, harmony, collaboration, survival, hospitality, inclusiveness, solidarity, resilience, diversity, compassion, dignity, integrity, respect, and responsiveness that both individuals and groups display for one another.

Afrocentric leaders, or leaders with Ubuntu, embrace the importance of their interconnectedness and interdependence, understanding that their humanity is inextricably linked to others. If others struggle, so do they; if others succeed, so do they; if others fail, so do they. They celebrate and take pleasure from other people’s success, knowing that their success is everyone’s success.

The Afrocentric style of leadership is the opposite of a strongly-held Western approach, which is predicated on the notion of the “survival of the fittest” or “dog eats dog” ideology – a view that promotes and stresses ruthless and vicious competition instead of cooperation. On the opposite end of the spectrum, Eurocentric leadership approach focuses on the “I” and “self”, emphasising an individualistic approach. In contrast, Afrocentric leadership implies an approach that gives more attention to teamwork, relationships, inclusiveness, mutual respect, and empathy between leaders and team members. The individual is absorbed into the collective. Ubuntu is concerned with consensus and participative-based decision making. It requires that leaders model the way for others. As a role model, a leader is source of guidance, direction, support, encouragement and motivation - leaders create an enabling environment that recognises and rewards talent, diligence and collaboration.

When implemented properly, Afrocentric and Ubuntu leadership styles will increase team effectiveness and healthy relationships in the workplace, ultimately contributing to organisational effectiveness and growth. It’s essential to note that Afrocentric leadership does not tolerate laziness or lacklustre performance. It abhors dishonesty, avarice, corruption, and malfeasance. Instead, it promotes, encourages, and rewards discipline, diligence as well as decisiveness.

Prof. Majola is the founder of the Worldwide Institute of Leadership and Development.

47

DEI in the Global South | Edition 1

DECOLONISATION AND AFROCENTRIC LEADERSHIP

‘INIMBA’; DECOLONISING HIGHER EDUCATION IN SOUTH AFRICA AND THE ROLE OF TRANSFORMATIVE THINKERS In South Africa, Eurocentric dominance has long overshadowed indigenous philosophies, such as the Ubuntu philosophy, marginalising critical questions about the need to decolonise education and who stands to benefit. Building a decolonised university demands a focus on championing critical thinking and self-evaluation, sparking continuous adjustments and reflections on our own methods. This journey carries global lessons, showcasing the importance of transformative thinkers like Prof. Babalwa Magoqwana, as South Africa’s efforts to dismantle Eurocentric influences in education resonate far beyond its borders.

In decolonising education, it goes beyond mere discourse; it signifies a crucial necessity to liberate it from Eurocentric biases, embracing indigenous wisdom, particularly the Ubuntu philosophy. This transformative shift involves moving away from Western individualism and universalism towards a curriculum infused with Ubuntu principles, acknowledging the interdependence of humanity and the world. To global leaders: take note, as this transformation embodies an educational model grounded in interconnectedness and a reverence for diverse knowledge systems, fostering collaboration over competition.

Prof. Nobuntu Magoqwana

Enveloped in the shadows of colonial rule, apartheid dispossession, and the exploitation of Africa and its people, the university curricula in post-apartheid South Africa predominantly mirror Eurocentric and androcentric perspectives. Despite the ongoing transformation efforts underscored by South Africa’s Department of Education in 2008, the envisioned changes in both the structure and content of the curriculum are yet to materialise. Bridging this gap remains a formidable challenge, requiring a concerted effort to translate aspirations into tangible shifts that authentically capture the diverse narratives and histories of the nation’s people.

Prof. Magoqwana, an advocate for a new approach grounded in African matriarchal heritage, introduces the concept of “inimba” (birth pains). Inimba is not merely an abstract notion but a dynamic force capable of steering universities away from the grip of oppressive power structures.

It embodies the excruciating pain preceding the birth of a child, symbolising the profound empathy and compassion that mothers extend to their offspring. This concept holds the potential to revolutionise leadership, serving as a poignant reminder to global leaders of the transformative power inherent in empathy, compassion and inclusivity.

South Africa’s pursuit of decolonising higher education resonates as a universal call to action. It underscores the imperative of embracing diverse knowledge systems, acknowledging interdependence, and empowering the marginalised.

Transformative thinkers like Prof. Magoqwana, advocating for change grounded in empathy and profound respect, become crucial guides for global leaders. By drawing lessons from South Africa’s journey, leaders worldwide can cultivate a more equitable and enriched educational landscape that genuinely empowers DEI in the Global South | Edition 1

48

DECOLONISATION AND AFROCENTRIC LEADERSHIP

ONBOARDING NEW HIRES USING UBUNTU STRATEGIES Dr Dumi Magadlela Dumi Magadlela’s new book ‘Ubuntu Coaching and Connection Practices for Leader-Managers’ is a two-part series of practical day-to-day resources for new and experienced leader-managers in organisations. The first part, titled ‘Everything You Ever Wanted to Know About Managing People But Were Afraid to Ask’ is loaded with practical stories and easily doable exercises that leader-managers can use to grow their and their teams’ skills and competencies in this fast-changing world.

In the book, Magadlela explores the ancient and profound concept of Ubuntu in managing and leading self, and then others. The practice of Ubuntu embeds deeper connections among employees and between employees and their leadermanagers, across the business and with all stakeholders. He and the other voices that he has invited offer insights into the intricacies of leadership in the rapidly changing context of the digital world. The book guides readers into the complexities of navigating the volatile world of work. As humans, it is increasingly important that we attend to issues of diversity and inclusiveness – ensuring that everyone’s voice in the team is heard.

Neuroscientists have for decades shown through research that humans are heart-wired to connect, and the Ubuntu practices in this book demonstrate how we can do that from onboarding new hires to building new high-performing and value-adding teams in our organisations. Enjoy the book when you get yourself a copy.

49

DEI in the Global South | Edition 1

GENDER AGENDA

STELLENBOSCH REPORT ON GENDER: A LOOK INTO GENDER TRANSFORMATION Prof. Anita Bosch Gender Transformation is incorrectly seen as women replacing men instead of a an inclusive means to growth. The 2023 Stellenbosch Report on Gender focuses on the vital role of women’s entrepreneurship in achieving economic independence. The articles in this edition cover topics including funding challenges, the impact of ‘business angels’ success stories combating period poverty, and the significance of entrepreneurship education.

For an engaging read, check out the full report. https://www.womensreport.africa/ The report is edited by Prof. Anita Bosch, who is a leading researcher in business science, human resource management and organisational behaviour. Her research delves deep into the intricacies of women’s participation in the formal economy and focuses on the intersection between gender and work, and she also aims to bridge the divide between academia and practice. She is the Research Chair for Women at Work at Stellenbosch Business School.

Beyond her academic roles, she actively contributes to public discourse through a plethora of public reports, articles, and book chapters focusing on diversity and women’s issues, making her a compelling and informative read, particularly suited for executives.

DEI in the Global South | Edition 1

50

GENDER AGENDA

THE LEGACY OF INDIGENOUS AFRICAN WOMEN: LEADERSHIP INSIGHTS FOR SUSTAINABLE DEVELOPMENT Women’s leadership has played a vital and yet varied role in numerous pre-colonial African societies. Women were highly respected for their wisdom and experience, fulfilling essential roles in the economy and households. They were crucial for farming, trade, and managing resources, which stabilised the economy, all while managing household affairs, and ensuring the welfare of families and upkeep of traditions. On the African continent, there is a rich history of women serving in leadership roles - for example, Queen Mothers, Queens and Regnants. This tradition continues today as we see women being freely elected as leaders of countries. Women also lead in traditional African religions. It is crucial to acknowledge the substantial gender disparity in highranking leadership roles, highlighting the ongoing challenge in achieving gender parity within leadership positions.

Chwayita Shude (in orange), Nwabisa Shude (in blue) and Makhulu Manstundu (in black)

Dr Babalwa Mgoqwana, the interim Director for the Centre for Women and Gender Studies at Nelson Mandela University, suggests that recognising “uMakhulu” (grandmother or elder mother in isiXhosa) as a wellspring of knowledge can help us to connect different parts of life that we usually separate, like public and private domains, the household and governance, and knowledge and spirituality. By integrating this “informal” knowledge into our formal education systems, we acknowledge the close link between daily life and learning. This approach underscores that wisdom isn’t confined to academic settings, but is deeply rooted in ancient African values and experiences.

“If you educate a woman, you educate a nation” - this Ghanaian proverb is true to African women’s leadership style, offering a guiding principle for leaders around the world. It emphasises the transformative power of educating and empowering women, as they play pivotal roles in shaping 51

DEI in the Global South | Edition 1

GENDER AGENDA

the fabric of society. Leaders around the globe can uncover valuable lessons from “uMakhulu”.

A significant lesson is the importance of tapping into the wisdom of African women and their indigenous knowledge. African women have long been the keepers of ancient knowledge, culture, and traditions, making them an invaluable resource for sustainable leadership. Lastly, being a leader, especially for African women, means being deeply connected to their communities, much like traditional African leadership models. This involves acting as mediators, advisors, and champions of social harmony while drawing upon the rich tapestry of indigenous knowledge to guide the way toward a more sustainable and inclusive future.

A trio of remarkable village women: my own mother, Nwabisa Shude, and my two aunts, stand as living embodiments of intelligence, liberation, and unwavering resilience. These Nobuntu Tom (in white) incredible women have broken through traditional gender barriers to hold significant managerial and executive roles in diverse fields. They are a living testament to the legacy of raising leaders by their mothers and grandmothers, including my now 96-year-old grandmother, affectionately known by her clan name, Mantsundu. She defied convention as a teacher in an era when married women seldom pursued ‘traditional professions’. Together with my mother’s teachings, uMantsundu has profoundly influenced me, granting me the permission to dream without limits. Today, I’m a creative with three degrees in motion pictures, an academic, and a recent entrant into the field of Diversity, Equity and Inclusion (DEI). My versatility is testament to the transformative influence of African women’s leadership. In alignment with Dr Magoqwana’s wisdom, it is paramount that we acknowledge and embrace this influential legacy. Leaders worldwide should heed the profound lessons learned from African women and integrate these rich traditions, championing inclusivity, diversity, and equity in all realms of leadership and sustainable development.

Key insights 1. Embrace “uMakhulu” as a fount of profound wisdom that seamlessly interconnects various facets of existence. The integration of this informal knowledge into formal educational paradigms acknowledges its profound grounding in African values and experiences.

2. Acknowledge the power of educating and empowering women, as they play pivotal roles in shaping society. Learn from the wisdom of African women and their indigenous knowledge, considering them as valuable resources for sustainable leadership.

3. Recognise the tradition of African women being closely connected to their communities, acting as mediators, advisors, and champions of social harmony. Draw upon indigenous knowledge to guide the way towards a more sustainable and inclusive future, championing diversity, equity, and inclusion in leadership and sustainable development.

DEI in the Global South | Edition 1

52

GENDER AGENDA

IWFSA: A TRAILBLAZER IN DIVERSITY, EQUITY AND INCLUSION INITIATIVES Source: IWF South Africa The International Women’s Forum South Africa (IWFSA) stands as a trailblazer in championing Diversity, Equity and Inclusion (DEI) in leadership. The IWFSA was founded

by South Africa’s former First Lady, Zanele Mbeki as the South African chapter of the International Women’s Forum (IWF). The IWF connects over 7800 influential women leaders in 34 countries across 6 continents, united by a shared mission to advance women’s leadership worldwide. The The Stakeholder Minister’s Breakfast event showcased remarkable progress of the IWFSA IWFSA’s vision is to be the voice of FWLP, highlighting participation from both the current and alumni members who have women leaders who bring change completed the programme. its mission is to aspire to be catalyst for ethical leadership. At a time where ethical leadership is on the spotlight, the Forum’s role in developing the next Generation of Women Leaders across every professional sector could not have come at the opportune moment- because as per the IWFSA stern belief, “When Women Rise, We all Rise”.

Under the remarkable leadership of Irene Charnley, who recently stepped down as its President, the IWFSA can boast of a ground-breaking IWFSA FASSET Women’s Leadership Programme (IFWLP), an exemplary collaboration with the Finance and Accounting Services Sector Education and Training Authority (FASSET) led by Ayanda Mafuleka. FASSET committed to sponsor and fund 1 000 bursaries for the EDP and MMDP under the IFWLP over 3 years.

The Academic Programme, coupled with a global immersion to countries like Kenya, Mauritius, UK, Singapore, India is uniquely crafted by DukeCE to provide a world-class learning experience to all participants. Pioneered by 65 women, this programme consists of an Executive Development Programme (EDP) and Middle Management Development Programme (MMDP), and confronts challenges faced by women in management and leadership roles. Its unique features include international benchmarking, networking studies, and personalised one-on-one mentoring by globally acclaimed women leaders. In addition to networking and community building, IWFSA differentiates itself by offering coaching for professional women across diverse sectors. Placing an emphasis on peer coaching and immersion programmes, the forum facilitates exposure to global business practices. Participants, in various cohorts gain insights from women in financial services, fostering a cross-cultural exchange of ideas.

The IWF enhances its impact through monthly sessions featuring expert presentations on various topics. From analysing national budget speeches to discussing inclusive economies, these sessions keep members informed, ensuring they actively contribute to the country’s development. The IWF serves not just as a networking platform but as a hub for continuous learning, contributing significantly to broader economic and societal discourse. In August 2020, IWFSA patron Mrs Zanele Mbeki relaunched the Young Leaders Connect IDEAL Programme (YLC IDEAL). This initiative is a testament to IWFSA’s commitment to shaping the next generation of ethical women leaders. YLC “graduated” 60 mentees in November 2021 as well as 50 mentees in the year 2022 who completed 53

DEI in the Global South | Edition 1

GENDER AGENDA

the formal and informal programmes curated by the YLC Committee bringing us to a total of 110 mentees that have gone through the programme.

During 2023, YLC has its biggest intake of cohort of mentees with 118 mentees undergoing the IDEAL programme; to date 220 mentees have completed the programme. The YLC is governed by the committee which reports to the Leadership Development Committee (LDC) of IWFSA, and chaired by IWFSA board member Charmaine Houvet. The YLC IDEAL Programme, co-chaired

by Lerato Phelane and Nozipho Tshabalala, encompasses mentorship, monthly conversations, board leadership empowerment, strategic alliances, student chapters, and a Circle of Influence, creating a comprehensive platform for holistic development. The YLC envisions mentoring 400 young women, supporting 50 women-owned businesses, empowering 20 young women for board placements, and fostering strategic alliances by 2025. With the enormous contribution of IWFSA board member Tryphosa Ramano, the YLC has grown from strength to strength.

IWFSA’s visionary initiatives contribute to the current landscape of women in leadership and lay the groundwork for a future where diverse voices thrive, creating a ripple effect of positive change in the professional sphere. As IWFSA continues to break barriers, it remains a beacon for women leaders and a catalyst for ethical leadership on a global scale.

Nene Molefi and former IWFSA President, Irene Charnley

Some of the participants from the 2023 Singapore cohort

IWFSA Board Members for 2024

Newly appointed IWFSA President, Nolitha Fakude

DEI in the Global South | Edition 1

54

AFROCENTRICITY AS A TENET FOR DEI

INCLUSIVE LEADERSHIP – AN AFROCENTRIC APPROACH Manoko Ratala Leadership, particularly in the current socio-political-economic context, has become a real balancing act. Navigating the requirements of the fast-paced and ever-changing global landscape as well as its impact on employees, their teams, and the organisations in which they work calls for true leadership agility. On the African continent, this task is compounded by the multi-faceted ways of being in which employees, clients, and other stakeholders show up. In a workplace established, structured, and managed on the basis of a strong Western narrative, theory, and praxis, the indigenous ways of being always find their way through individual behaviors into the culture of the organisations concerned.

According to TP Wilson, the individual exists for the social unit and not for himself. In an effort to relate, co-create, and co-solve their daily tasks and challenges, humans will inadvertently find similarities between themselves and use these as a point of connection to establish a base for the much-needed trust and cooperation to achieve their common goals. Diversity markers such as language, tribe, age, gender, marital status, level of education, royal lineage, parental status, geographical origins, etc., will be identified and socialised as similarities that people use as a point of connection. The same diversity markers may also be used as differentiators to exclude and unintentionally disadvantage those who may not possess the core requirements to be in the dominant group. Most leaders, whose core responsibility is to steer their teams to achieve the strategic objectives of the organisation and grow the bottom line for their shareholders, often miss or ignore these complex and ambiguous people dynamics.

Prof. Lovemore Mbigi states that in indigenous African traditions, it is the role of leaders to bring presence, profound meaning, value, and hope into situations characterised by the rapid and chaotic change the world is experiencing. He emphasises the need for servant leadership, centred on the concept of Ubuntu, which prioritises the essence of being human. Ubuntu, in his view, is about embracing and caring about others, being willing to go the extra mile for them and realising that one’s humanity is bound up and caught up in the humanity of others. This should be a critical focus area for leaders who want to build a strong, committed, creative, engaged, and high-performing workforce. Unfortunately, this task requires much more than an acknowledgment that people are an organisation’s most prized assets. It requires an intentional approach to lead inclusively and oversee the co-creation of an inclusive organisational culture.

There have been fervent efforts in the recent past to introduce Afrocentric leadership ideology and philosophies in the workplace. Books, texts, and articles have been published, but most are yet to make it into the curriculum of local and global business schools and tertiary institutions. In his book titled ‘Umsamo: The new African Business Literacy’, Dr Bhedlindaba Mkhize introduces the Zulu concept of Umsamo (which is a sacred altar that can be found in Zulu households, from which direction is sought), which recognises the concepts of spirituality, interdependence of humanity, morality, totality, and flow, in the corporate world. He further applies the concept of Umsamo in organisational development, affirmative action, and empowerment of previously disadvantaged, detailing how it was applied in the Sasol Inzalo Share Scheme rolled out in South 55

DEI in the Global South | Edition 1

AFROCENTRICITY AS A TENET FOR DEI Africa, with impactful results.

Some work on reintroducing Afrocentric leadership theory and praxis had previously been conducted by Congolese psychologist, Prof. Kimbwandènde Kia Bunseki Fu-Kiau. His 2007 publication unpacked the concept of “Mbongi”, which is a traditional approach to political institutions and was duly labelled a ‘Eureka’ to the African crisis of the perceived inability to lead. This book details the indigenous concept of the community council, commonly referred to as “lekgotla” in some parts of Southern Africa, where it is still being practiced in various communities. This method of shared leadership recognises all key stakeholders within a system and acknowledges that each of them are individuals with unique ideas, skills, and needs. These individuals are also accepted as part of a family, society, organisation, nation, country, and planet in which they have an equal voice and will always be given a platform to express their needs and views.

In his other book titled ‘African Cosmology of the Bantu-Kongo’, Prof. Fu-Kiau refers to a song that was sung at all community meetings to remind leaders before they address them that they cannot thrive as individuals if the people they lead are not thriving. In an excerpt from the song, Fu-Kiau displays the entertaining manner in which serious social, political, economic, and even criminal matters were addressed in a non-confrontational, inclusive and empowering manner.

(English translation) Within the community There is no room for poverty There is no room for ill obtained wealth There is no room for blindness There is no order giver There is no room for slaves All are masters, only masters All are specialists, only specialists Young, old, sisters, brothers and future leaders In equilibrium and equality There is no room for separatism All sleep at once All wake up at once Within the community Enemies stand out.

A playful yet powerful way to ground any engagement and interaction in a way that includes and empowers all present to bring their whole self to the issues at hand. It acknowledges the intricate nature in which humans are interconnected and how intentional inclusive leadership can guide them to success. Embracing an Afrocentric approach to inclusive leadership requires a phased approach, and possibly going back to the basics, at least in the short term. Author, Mungi Ngomane, recommends the following simple daily practices to rekindle Ubuntu in our lives: • • • • • • • • •

See yourself in other people Explore the strength that lies in unity Choose to see the wider perspective Have dignity and respect for yourself and others Believe in the good in everyone Forgive yourself and others Find humour in our humanity (a skill South Africans have mastered) Recognise that the small things make a big difference Learn to listen so that you can hear DEI in the Global South | Edition 1

56

AFROCENTRICITY AS A TENET FOR DEI

THE HIDDEN HISTORIES AND THEIR POWER TO BREAK PSYCHOLOGICAL DOMINATION Dr Jongi Klaas The colonial conquest of Southern Africa was not just about annexation of land, it was a comprehensive systematic process anchored on the following fundamental pillars: Dispossession of the land and livestock; Displacement of Africans in order to cut the strong cultural umbilical cord with their ancestral lands; Dismantling of the royal leadership which was the source of nationhood; Destruction of the strong symbols of African culture, history and identities; and the Dehumanisation of Africans by reducing them into commodities of cheap labour.

There are several critical aspects why the Eastern Cape wars of resistance remained significant in the broader context of history of African resistance. In the entire history of the three centuries of British Imperialism in the Americas, the Caribbean Islands, Africa, Asia and Australasia, there is no nation on earth that resisted the British conquest for a period of one hundred years between 1779 and 1879, except for the people of the Eastern province of South Africa.

The 68 military posts and 48 forts such as Fort Frederick, Fort England, Fort Beaufort, Fort Hare, Fort Cox and Fort Jackson, are the undisputable testimony of the unparalleled longest wars of resistance fought in the world. The resistance to the British encroachment beyond the Eastern Cape was characterised by battles, whilst in the Eastern Cape they fought wars that were sustained through the innovative military rotation of combatants and supply lines. The first British ethnic cleansing of the Scorched Earth policy, which was the total decimation of African populations, was implemented in this province between Ggeberha and Nxuba River near Makhanda. The royal leaders including Prince Ndlambe, Prince Chungwa, King Hintsa, Prince Maqoma and King Sandile found themselves having to lead agonising wars in the coalface of the military brutality of British imperialism in Southern Africa.

Therefore, it is of paramount importance to rectify the tragedy of our distorted South African history in South Africa, by rewriting our history in order to challenge our colonial mindsets of selfhatred and self-destructive tendencies, as well as to reverse the deep-seated psychological legacy of colonialism. As South Africans, we need to dig deeper and be willing to adapt to tackle some of the challenges we are grappling with as the current generation.

57

DEI in the Global South | Edition 1

AFROCENTRICITY AS A TENET FOR DEI The manner in which South African history from 1652 onwards has been packaged and rebranded in the school History textbooks, has always glorified the stories of the conquerors and misrepresented the accounts of the African people. The impact of decades of teaching a highly distorted history of conquest cannot be underestimated. It created deep-seated psychological scars of confused generations with no proud history, culture, language and identity. Hence, Bishop Sigqibo Dwane once lamented that “The post missionary Christianity in Africa with its links to colonialism, capitalism and the abstract proclamation of the gospel, has created a deep cultural confusion and left permanent scars on the souls of African people.”

We should use these historical accounts not to entrench tribalism and superiority, rather to draw courage and indomitable spirit to break the colonial barriers and shackles of psychological domination.

Dr Klaas has written the article in his personal capacity. His latest book ‘Triangle of One Hundred Years Wars’ has been published by University of Johannesburg Press. Below are excerpts from the article.

“Peires (1981) observed that “The Xhosa, through their long exposure to European methods of making war, learned how to face firearms and how to use them to the best advantage. They adopted tactics which neutralised the massive technological superiority of their opponents...(160).” At the time, amaXhosa had courageous leaders who marshalled their people, engaged in discreet building of alliances, executed highly sophisticated strategies and were able to sustain protracted wars in order to neutralise the enemy.”

“The calibre of the leaders of amaXhosa in the forefront of the Wars was incredible.

They had the unshakable interests of their people at heart, immense resolve and the willingness to suffer unbearable pain and even face death because they believed that true leadership embodied selflessness, fearlessness, great courage and vision. They refused to buckle in the face of the mighty British Empire and its superior weaponry.”

“The author goes on to cite Peires again, where he says: “The age of resistance was also the heroic age of the Chiefs: Ndlambe, Chungwa, Hintsa, Sarhili, Maqoma, Tyhali, and Sandile may have had their faults, but they did not sell out. They stood up for their people and deserve a salute!” (164).”

“This book must serve the purpose of rekindling national consciousness, pride in our heroic ancestors and patriotism, such that current leaders can awaken to the imperative to rehabilitate our glorious history! Those were great heroes and patriots - they may not have worn Gucci or Fabiani shoes - those were real men and not fakes!”

“Thus Government funding should be allocated to rewriting and rehabilitating our history!

Moshoeshoe, Cetshwayo Sekhukhune and others of our great kings and warriors deserve better!”

DEI in the Global South | Edition 1

58

AFROCENTRICITY AS A TENET FOR DEI

HOW AFRICA’S “BIG FIVE” INSPIRE DIVERSE LEADERSHIP STYLES

P

icture this: You are walking through the untamed beauty of the wilderness, the golden sun setting over the horizon. In the distance, a magnificent elephant calmly leads its herd through the tall grass, exuding an air of quiet authority. Nearby, a pride of lions engage in a lively debate over dinner arrangements, while a wise old rhino observes it all with a knowing gaze. Meanwhile, a stealthy leopard prowls through the shadows, embodying the art of patience and precision.

And not to be forgotten, the sturdy African Buffalo, a symbol of resilience and collective strength, stands as a sentinel of unity. Welcome to the world of Africa’s Big Five. In the realm of leadership, there are invaluable lessons waiting to be drawn from the untamed wilderness. Leaders from diverse sectors across the globe have the opportunity to not only learn but also be deeply inspired by the profound insights offered by the Big Five animals.

The Elephant’s Leadership: Commanding with Grace Elephants are known for their strong family bonds and incredible intelligence. In the world of leadership, these magnificent creatures teach us the value of leading with empathy and wisdom. Just like an elephant never forgets, effective leaders should remember the importance of building lasting relationships and trust within their teams. We’ll explore how the elephant’s ability to lead its herd with both strength and compassion can inspire leaders to create a harmonious and thriving work environment, offering practical insights into fostering diversity and inclusion, and how different parts of the Global South can learn from these animals.

The Lion’s Pride: Collaboration and Delegation Lions rule their territories through teamwork and strategic collaboration.

In the realm of leadership, they exemplify the power of delegation and division of labour. By examining the way lions work together within a pride, we can uncover valuable insights into effective leadership dynamics, with relevance to diverse teams. Discover how leaders can harness the strengths of their team members, assign roles, and foster an environment where everyone feels valued and contributes to the collective success.

Additionally, different regions of the Global South can draw lessons from these collaborative tactics.

The Rhino’s Resilience: Weathering Challenges Rhinos, with their formidable armour-like skin, symbolise resilience in the face of adversity. These incredible creatures have survived countless challenges throughout their evolution. In the business world, leaders often encounter obstacles and setbacks. By embracing the lessons of the rhino, we can explore strategies for persevering in difficult times, adapting to changing circumstances, and maintaining a steadfast commitment to goals. This resilience can provide valuable insights into leadership, and diverse regions of the Global South can gain inspiration from these lessons.

59

DEI in the Global South | Edition 1

AFROCENTRICITY AS A TENET FOR DEI The Leopard’s Stealthy Strategy: Patience and Precision The leopard, a master of stealth and precision, offers valuable lessons in patience and strategy. In leadership, impulsive decisions can lead to missteps, while a calculated and patient approach can yield greater rewards. We’ll delve into how leaders can learn from the leopard’s ability to carefully plan and execute their actions, whether it’s in making critical business decisions or nurturing long-term growth. This approach can be particularly relevant to strategic leadership, and is applicable across different regions of the Global South.

The Buffalo’s Unity: Resilience and Collective Strength While not as heralded as some of their Big Five counterparts, African buffaloes possess remarkable qualities that make them symbolic of resilience and the power of collective strength. In the realm of leadership, they serve as a testament to the importance of solidarity and unity within a team or organisation. Buffaloes demonstrate an unwavering commitment to the well-being of their herd, standing together in the face of adversity. Leaders can draw inspiration from the buffalo’s ability to prioritise the group’s welfare, fostering a culture of cohesion and mutual support that enables teams to overcome challenges and achieve their objectives.

Discover how leaders can cultivate a sense of unity and harness the collective strength of their teams to tackle obstacles head on and thrive in the most demanding environments. These principles are applicable to diverse regions of the Global South, offering insights into building strong and resilient teams.

Key insights 1. Leadership with wisdom: Take a cue from the elephant’s leadership and remember the value of leading with empathy and wisdom. Building lasting relationships and trust within your team is just as important as strength and authority.

2. Collaborative leadership: Lions teach us the power of collaboration and delegation in leadership. Embrace teamwork, assign roles, and create an environment where everyone feels valued and contributes to collective success.

3. Resilience in adversity: The rhino’s resilience can guide leaders to weather challenges effectively. Learn to adapt to changing circumstances, persevere in difficult times, and remain steadfast in pursuing your goals. These principles apply to leadership in diverse regions of the Global South.

DEI in the Global South | Edition 1

60

ROLE OF THE PARENT

SUPPORTING CONVERSATIONS WITH CHILDREN ABOUT RACE AND RACISM Jennie Tsekwa There is a famous quote by Tata Nelson Mandela who says “No one is born hating another person because of the colour of his skin, or his background, or his religion. People must learn to hate, and if they can learn to hate, they can be taught to love, for love comes more naturally to the human heart than its opposite.” In our world today, children continue to be on the receiving end of hate – from the horror and violence of conflict to the daily microaggressions that take place in schools, families, and other social environments where prejudice and bias around race, class, gender, sexual orientation, and religion are rife. In my work as a DEI coach and practitioner over the past 15 years, I have heard from parents and teachers who tell me that children are innocent or “don’t see colour,” and that it is better if we don’t talk to them about race and racism. But I believe this is the wrong interpretation of Mandela’s quote.

Sadly, because of our racialised world and systemic racism, children are exposed to race and racism from the day they are born. Research has shown that they are already differentiating based on skin colour before they are two years old. So, it is our responsibility as their teachers, parents, coaches, school leaders, guardians, or caregivers to help them understand and navigate race and racism in ways that are supportive, empowering and not just a transfer of our pain, biases, and baggage (which can happen verbally, through our actions and even through our silence).

61

DEI in the Global South | Edition 1

ROLE OF THE PARENT

In 2022, I sat with groups of Grade 7 students at two different schools, in two completely different parts of South Africa. In both cases, these students, who were as young as 12 years old, had already been subjected to racial bullying by fellow students in one case, and by teachers in another case.

As I held a space for them, I watched as their apprehension over the topic turned to openness and release - it was a moment to ask them about their experiences, teach them deep listening skills, explain why certain words are harmful and make them conscious of why it is so important to understand our history.

In early 2023, I sat with several high school students who acknowledged how much their friendship groups were divided around race and how they didn’t want it to be like that, but that they did not feel free to talk about it with their teachers because of the racial and gender biases in their classrooms. At the end of one of the workshops, one of the students said to me and my co-facilitator, “You are the first adults that have actually listened to us in a long time.” That was powerful feedback, especially as I’m so aware that this is an ongoing journey. This was a testimony to the power of listening – teaching young people how to listen well to each other, without judgment. And that it is okay for them to expect this from the adults in their lives. This is why rolemodelling is so critical.

A big part of my work is supporting teachers, coaches, and school leaders in practicing to slow down and listen well, especially around issues of identity and belonging, and how to handle tough topics and comments that arise in their diverse classrooms. This is equally true for the parents, guardians, and caregivers that I’ve worked with – both one-on-one and in groups – to feel more confident and empowered to meet kids where they are at.

Young people have so much to teach us about loving well and unconditionally, and they also need us to lead the way in role-modelling this through our words, actions, and way of being in the world. Tata Mandela reminds us that this is possible, but it requires intentionality, courage, and commitment.

DEI in the Global South | Edition 1

62

TRACKING TRANSFORMATION

WHY IS THE “E” IN DEI IMPORTANT?: HOW SOUTH AFRICA’S GOVERNMENT IS TRACKING COMPLIANCE OF EMPLOYMENT EQUITY Tabea Kabinde The South African government established a statutory body known as the Commission for Employment Equity. This was established in terms the Employment Equity Act of 1998​(EEA). The function of the Commission is to advise the Minister of the Department of Employment and Labour on the code of good practice, regulations, policy and other matters concerning this act. In addition to the strategic functions, the Commission may make awards recognising achievements of employers in furthering the purpose of this Act, research and report on matters relating to the application of the Act, and perform any other prescribed function.

Tabea Kabinde is the Chair of the 5th Commission for Employment Equity in South Africa. And serves as a Senior Advisor at Aye, a transformation company, and holds positions on various boards in the private and non-profit sectors. Her extensive involvement in the Federation of African Professional Staffing Organisations (APSO) was marked by her instrumental role in driving the Transformation agenda within the Recruitment Industry Body, eventually becoming the President of APSO. She also participated in the Confederation of Associations in the private employment Sector, an umbrella body representing the unified voice of the South African staffing industry. With over 20 years of experience in Diversity, Inclusion and Transformation, she is well-suited to lead this commission, providing advice to the Minister of Employment and Labour in the South African government and facilitating dialogues, including at the United Nations at the Commission on the Status of Women.

How are organisations performing on racial and gender representation?

3,1 26,4

6,1

3,0

11,2

50,1

SENIOR MANAGMENT

BY POPULATION GROUP

62,9 16,9

TOP MANAGMENT BY POPULATION GROUP

8,2 12,3

SENIOR MANAGMENT

BY GENDER

63

TOP MANAGMENT

BY GENDER

DEI in the Global South | Edition 1

DISABILITY INCLUSION

WHAT IS CONSIDERED A DISABILITY? Lesa Bradshaw “Disability Inclusion” is a prominent topic among Human Resources, Transformation, and Business Executive stakeholders, driven by the imperatives of Black Economic Empowerment (BEE) compliance and the allure of Skills Development incentives, which are high on the business agenda. Despite the prioritisation of this agenda, statistics indicate minimal progress in terms of the representation of disability as a form of diversity within African organisations.

A recent survey by the World Health Organisation across 51 countries reveals a 52.8% employment rate for males with a disability and 19.6% for women with a disability. While these statistics underscore the double discrimination faced by women with a disability, the glaring fact that should be evident is how far behind African organisations are in their journey towards equal opportunities and inclusion. Taking South Africa as an example, the 18th Commission for Employment Equity Report shows that South African employers report the following disheartening results for the inclusion of persons with a disability in the meaningfully employed workforce: • Top and Senior Management, as well as Professional Occupational Levels, reflect 1.3%.

• Semi-skilled and Unskilled Occupational Levels reflect 0.9%.

Overall, since 2015, these results indicate a significant decline in the representation of persons with a disability at all occupational levels. Essentially, as employers, we are moving in the wrong direction despite the increased focus on achieving compliance. At this point, I imagine that many of those reading this article are throwing their hands up in exasperation. “What are we doing wrong? We invest in learnership programmes and spend money on skills development for persons with a disability, so why are we not making headway?”

There is no doubt that the talent is out there, but the numerous barriers to inclusion continue to prevent the access of persons with a disability to permanent careers. Many organisations have been lured to the dark side of the ‘quick fix’ approach as the pressures of compliance loom before us.

Scorecard strategies, which include those seen in many outsourced learnership programmes, simulated learnership solutions, and segregated off-site learnerships for persons with a disability, are detracting from efforts to build more disabilityinclusive organisational cultures. While these solutions may present as ‘hassle-free’ solutions to creating an inclusive disability culture, this is not the case in reality, as these solutions move disability inclusion from the transformation agenda to the compliance one, principally fuelled by financial efficiency and favourable Black Broadbased Economic Empowerment (B-BBEE) scorecard outcomes.

DEI in the Global South | Edition 1

64

DISABILITY INCLUSION

The results? Persons with a disability are continuously swirling around in a whirlpool of learnerships without gaining any meaningful, relevant work experience. In reality, due to the many exclusionary barriers within the educational and mainstream work and infrastructural environment, there is a relatively small pool of persons with a disability who have qualifications and workplace experience that allows them to access skilled and higher occupational levels of our workforce. Essentially, for any person with a disability who hopes to access the workforce, they must have a matric, must be able to access inaccessible environments, must be able to use inaccessible transport systems, must have work experience that cannot be gained from quick fix learnerships, and must know how to compete in an environment that places little work value on disability as an economically beneficial demographic.

What organisations need to realise is that to achieve sustainable inclusion and gain the competitive advantage of this untapped talent source, disability inclusion calls for employers to think creatively rather than competitively in their approach to sourcing, developing, empowering, and retaining talent with a disability at all occupational levels. It recognises that there are very few resources that support empowerment and inclusion in the disability space, and that a collaborative and committed approach to flexing the way we do things is necessary to pave the way toward sustainable inclusion. Disability inclusion is by no means a quick-fix solution. It demands a topdriven transformational commitment; it asks employers to move their focus from compliance to recognising the value that diversity in disability can bring to a business.

Inclusion can be and has been better achieved globally; therefore, there is no excuse for the Global South. Our entrepreneurial, tenacious, creative, and passionate spirit allows us to survive in business and remain competitive despite many hurdles. In my experience as a business owner with a disability, the advantage of insight into the realities of disability inclusion both practically and strategically has proven invaluable. This has allowed us to develop a model of inclusion that can be applied across different organisational cultures and industries, both nationally and globally. It can be done – but the starting point is to have the right conversation with those professionals who can guide you in a sustainable journey of inclusion that challenges the ‘status quo’ thinking and provides creative thinking in the disability inclusion space.

65

DEI in the Global South | Edition 1

LANGUAGE AND IDENTITY

ENABLING INCLUSION IN EARLY CHILDHOOD DEVELOPMENT Inclusion in Early Childhood Development (ECD) holds immense importance due to its potential to address unique challenges and uplift communities. Countries across the Global South often face disparities in resources, access to quality education, and social opportunities. At its core, inclusion in Early Childhood Development aims to create an environment where every child feels valued, respected, and a sense of belonging.

The book titled ‘What Does Mpumi Eat?’ by Lebohang Masango beautifully embodies this notion as it introduces young readers to the diverse culinary landscape in South Africa. Through the eyes of the character Mpumi, children embark on a journey of discovery that extends beyond food. They learn about traditions, celebrations, and the rich cultural heritage that defines each dish. The book’s significance lies not only in its engaging narrative but also in its ability to nurture a sense of curiosity and empathy. As children follow Mpumi’s explorations, they encounter flavours, ingredients, and customs that may be unfamiliar to them. This experience cultivates an early appreciation for diversity, fostering a foundation of acceptance and understanding.

Another fantastic book is ‘My Two Grandads’ by Floella Benjamin. It’s about a boy who has two granddads, showing that families come in all shapes and sizes. ‘We Planted a Tree’ by Diane Muldrow is another gem. This book tells us how planting trees can bring people together from all around the world. These books remind us that being different is cool and that we can make friends and learn from each other.

These types of children’s books provide a platform for educators and caregivers to engage in meaningful discussions with children. Conversations about different foods, cultures, and the importance of sharing can seamlessly transition into broader discussions about respecting differences and treating everyone with kindness. Through such conversations, the books encourage a dialogue that echoes the essence of inclusion, creating safe spaces where children can ask questions, learn, and appreciate the world around them.

Three practical tips 1. Explore diversity by reading books like ‘What Does Mpumi Eat?’ to connect with different cultures and viewpoints.

2. Embrace differences as in ‘My Two Grandads’ welcome diversity and form connections beyond preconceptions.

3. Global collaboration: Following the example in ‘We Planted a Tree’ join hands in inclusive actions that unite us across borders.

DEI in the Global South | Edition 1

66

LANGUAGE AND IDENTITY

THE VALUE OF WHITE ACCOUNTABILITY GROUPS Natalie Jacklin-Chetty At various points in my life as a young White adult South African, I grappled with the racial and social justice impact of apartheid in South Africa, and I knew which side of history I wanted to be on as we moved into our new democracy. I was drawn into the work of Diversity, Equity, and Inclusion, primarily because I wanted to learn how to facilitate and support others to have deeper conversations about race as we tried to heal from the devastation of racism in our country.

It was only in my later years that I started to understand on a personal level how I had been impacted by apartheid and racism, and, to my own shame and horror, the ways in which I had subtly internalised White supremacy and racism, even when I thought I was standing against it.

Much of this learning came about through the loving and bold feedback I received from Black friends, family, and colleagues, as well as perspectives I was hearing from people I interacted with in workshops. I also started to recognise that I could not only depend on the feedback from Black people in my life but that I needed to do my own internal work. I realised that my effectiveness as a DEI practitioner had to include my ability to collaborate with other White people to really challenge racism in ourselves, as well as use our racial privilege to confront racism in our families, workplaces, and communities.

It was this awareness that led me to acknowledge the importance of White people introspecting together, and educating ourselves and other White people through White accountability groups.

I have been working with White accountability groupings in one way or another since 2010. The small group I have been a founding member of since 2012 is called White Work SA. From the article titled ‘White Work South Africa: Invisible Backpack of White Privilege’, our intentions are to: • Continue to deepen our understanding of how to own, accept, and make conscious decisions about how to use our White privilege to play a constructive role in South Africa.

• Continue to recognise and confront racism in ourselves.

• Recognise and challenge racism in our interactions with others.

• Increase our skills in effectively engaging other White people in conversations about White privilege and racism, with the goal of increasing the number of White people who are actively confronting these issues.

Over the years, we have allowed ourselves the flexibility to focus on specific issues and areas of personal and professional work. We have gone through periods of meeting regularly and other periods of meeting less frequently. When we do meet, we always connect with the intentions stated above and try to balance our personal work with the work we do with other White people.

67

DEI in the Global South | Edition 1

LANGUAGE AND IDENTITY

Some of our achievements include: • Facilitating conversations with White people on issues of whiteness, rank, power, and privilege, internal superiority, and responses to specific events and movements such as Black Lives Matter.

• Facilitating conversations with White people about our work, while our Black colleagues facilitate conversations with Black people about their work, and then bringing the groups together for interactive conversation (My work, Your work, Our Work).

• Producing a South African version of the Invisible Backpack of White Privilege. The original US version was written by Peggy McIntosh in 1989.

• Producing various reflections and guides based on our own work, including tips for starting a White work group, emerging practices for White people and supporting ourselves in this work.

• Producing a model of how we have observed our own and other White people’s consciousness around self and racism develop and evolve (entitled Consciousness Journey for White People: A Model for the South African context)

Each of these resources can be accessed on the Journey to Remember website.

The importance of this group for my own anti-racism work has been vast. It has provided me with a place where I can critically engage myself: how I am in my interracial relationships; examining my unconscious biases and making choices about how I want to educate and engage with other White people; as well as the macro social justice issues we continue to encounter in our South African and global work in Mandate Molefi.

For more information on how you can setting up your own White Accountability Group or to discuss White accountability further, please email whiteworkinsa@gmail.com .

DEI in the Global South | Edition 1

68

LANGUAGE AND IDENTITY

MY STORY, MY IDENTITY Rehema Isa I grew up in a Christian home.

Whether your response is to move on to another article, or your reaction is “What’s that got to do with anything?”, if you are still reading this, there is, at best, a mild curiosity to discover, affirm, or contradict what you think may follow. Through this seven-word opening statement, I invite you to tell yourself a story about the intentions or direction of this piece.

Whatever you may have conjured up from my opening statement, I can confirm that for me and my home, the term Christian translated into going to church every Sunday as a practice. It meant a dedicated section for religious grounding in the form of Sunday school and confirmation classes.

For me, the entire experience signified exposure to one of the oldest storybooks in the world, the Bible. I was enamoured by the parables, and careful simplification of lessons for living. Like many things that captivate us in our youth, time and life experiences erode memories that are replaced by new allures, concerns, and contemplations. A limited exposure to the Islamic faith, teachings, and practice got me fascinated by Hadiths and the similarities more than differences of faithbased teachings. One thing has remained consistent for me - my curiosity and the fascination with human stories, the lessons they carry, the weight we all assign experiences, and how we use them to convey meaning and values.

My area of interest over the past 16 years has been storytelling by and of African entrepreneurs and organisational storytelling. My observations of the world of entrepreneurship have shown me how stories shape reality statements - deeming these as incontestable home truths with significant implications shaping the direction of discourse and the allocation of resources. In large corporate structures, I have seen how storytelling supports or hinders the devolution of strategic intent and value propositions from C-Suite boardrooms to organisation culture and execution, depending on the effectiveness of the storyteller and the compelling nature of the story.

As Africans doing business, we all contend with stories on a daily basis, either as the chief narrator defining the plot or as active participants in stories playing out that we found mid-narration. We navigate multiple cultural paradigms and constructs on a daily basis. As dawn breaks, the first cultural context is the home dynamic, experienced through language of communication at home, faith practices, and cultural belief systems. Waking and being are a natural transition from the language of our dreams to reality.

A “post breakfast” reality contends with the world of work. We all enter the world of work with a rich personal context and realities that influence what we think, how we show up, what we deem as significant and irrelevant. We spend several hours of our day at work, and it is here that we convene to share ideas, allocate tasks, and execute on mandates and priorities. Language is the official port of entry to the world of work, and the transacting currency is words.

In South Africa, the currency of the workplace is the English language, an imposed and socialised standard of communication which is a bilingual barrier.

Beyond the rules of the language, it also 69

DEI in the Global South | Edition 1

comes with an unwritten rule that requires a roll of the tongue to achieve what is deemed as proper enunciation in deep contrast to a natural elocution capability. Woe betides the grammatical faux pas, a circumstance of literal translation from the mother tongue to English, which when often repeated subjects one to the unwritten caste system of the corporate world denoting intelligence, assigning career prospects, and defining spheres of inclusion and influence.

Years ago, I ran a publishing and media company called Hadithi Media (named so quite deliberately), and one of my employees was a young South African lady. She spoke flawless isiZulu and English that was accented as it was delivered with undertones of the influences of isiZulu intonation and enunciation. We had developed a script for calling potential clients that she would use with limited success. I decided to listen in on some calls and heard firsthand dismissals, with the person on the other end of the line sharing that the company we were calling did not do what we were asking of them. This was a falsehood, and rather than take it at face value, I paused and called a few organisations back personally. My intonation is private school influenced, and my delivery of English is native and English accented. Using the same script, I gained access to the CEO and engaged with and secured a deal within ten minutes of conversation. I was aware that I got more airtime because my accent and pronunciation were more “familiar,” and that made it “easier to interact.” I was also acutely aware of how the exact script was dismissed because there was an unwillingness to hear it spoken differently.

I can appreciate that while words are the birthplace for conversation, there is a lot of work that needs to be done by us all to accept and define richer context that accommodates the different orators of words using the same script, who may look and sound different. This is where the exciting work takes place. It is in engaging in the dynamics of language and culture using stories as the birthplace for understanding those around us better, and amplifying these stories as playbooks for others to access. It is in working with storytellers so that they may be heard in their voices and accents, normalising and levelling the playing field of who gets to tell stories, where these stories are told, and how to make their stories more accessible.

There is a South African greeting in the isiZulu language that says “Sawubona” which directly translates to “I see you.” More than the physical construct that you represent, it means “I recognise the worth and dignity of you.” When we introduce ourselves to people, we share a tiny snippet of who we are. The other person creates a whole story. In order to create a safe space to engage in, we need to interact with more than just the first line of the stories being shared around us and to suspend our reality statements long enough to see more, hear more, and to engage authentically with open hearts and minds. Take time to tell stories, take time to listen to stories from multiple storytellers.

DEI in the Global South | Edition 1

70

LANGUAGE AND IDENTITY

UNPACKING THE CONCEPT OF COLOURED: A BOOK REVIEW ‘Coloured - How Classification Became Culture’ by Tessa Dooms and Lynsey Ebony Chutel stands as a powerful testament to the depth and complexity of identity. Awarded as the News24 Book of the Month for September 2023, it challenges the often-oversimplified narratives that surround diverse communities and offers rich insights into Coloured culture and history.

At its heart, the book delves into the history of coloured people, revealing their lineage as descendants of indigenous Africans and their evolution through the crucible of colonisation, slavery, and racial hierarchies. It paints a vivid picture of a community that has not only survived but thrived in the face of adversity, demonstrating remarkable resilience.

What sets this book apart is its celebration of the culture that has blossomed within these communities. Through evocative storytelling, Dooms and Chutel take readers on a compelling journey through communities like Eldorado Park in Johannesburg, Eersterust in Pretoria, and Wentworth in Durban - where distinct flavours, rhythms, and shared experiences come together.

It’s a testament to how culture, for Coloured communities, is an act of defiance and strength against historical challenges.

‘Coloured - How Classification Became Culture’ is not just a book; it’s a reflection and a call to action. It implores Coloured communities to reclaim their identity and take pride in their lived experiences while offering awareness for other races and cultures. It champions diversity as a treasure to be celebrated and embraced.

Description Text

71

DEI in the Global South | Edition 1

LANGUAGE AND IDENTITY

THABO MBEKI ON THE SOUTH AFRICAN COAT OF ARMS In this captivating video, former President Thabo Mbeki delves into the details of the emblem, shedding light on its symbolism and historical significance. Although no longer in office, former President Mbeki’s insights provide a unique perspective, unravelling the story behind each element that constitutes the visual representation of South Africa’s diverse heritage and unity. Click the link to join this insightful journey into the design and meaning of the South African coat of arms.

Click to watch President Mbeki explain the design of the South African Coat of Arms

LANGUAGE AND IDENTITY

STATUS OF LGBTQI+ IN AFRICA The Equaldex Index measures the current status of LGBTQl+ rights, laws, freedoms, public opinions and attitudes in Africa. To use this resource, type in the country you want to search for, or compare with attitudes in your country, you will see the graph display.

After checking different countries, share with the readers what your organisation/institution is doing or what strategies it has put in place to deal with attitudes, expectations and rights of employees, learners or students.

DEI in the Global South | Edition 1

72

LANGUAGE AND IDENTITY

NAVIGATING ‘COLOURED’ - A SOUTH AFRICAN CONTEXT The term ‘Coloured’ carries distinct meaning in South Africa compared to the rest of the world.

In the South African context, “Coloured” is a unique and deeply ingrained racial identifier, representing a diverse community. This population, with roots tracing back to racial mixing from the apartheid era, has grown into unique cultural identity that encompasses various linguistic, religious and societal elements.

However, outside of South Africa, the term takes on a different meaning and is often viewed through the lens of race, carrying historical implications related to segregation and discrimination.

The global understanding of ‘Coloured’ as a racial term contrast with its nuanced cultural significance within South Africa, highlighting the importance of considering historical and regional perspectives in discussions surrounding identity and nomenclature.

When discussed on social media platforms, we see how the bridges of awareness are crossed.

Popular singer Tyla is a South African chart topper who has found success in the United States.

When the topic of her race comes up, and she confirmed that she is Coloured, fans and non-fans engaged in interesting debates; with Americans taking offence to her use of the word, and South Africans being quick to share insights of what Coloured culture is.

Click here to hear from Tyla

73

DEI in the Global South | Edition 1

Sustainable DEI through whole-system culture change The head develops a clear communication strategy, understand the key challenges in the environment and develops a vision for culture change

Heart-level buy-in is created through facilitated experiences and discussions that ensure a deeper understanding of key cultural elements whilst developing the skills of the participants

Hands is the embedment phase where cultural changes are measured and monitored, key actions taken to address and ensure a sustainable change takes place

Our unique 10-step model creates sustainable change in your organisation

www.mandatemolefi.co.za DEI in the Global South | Edition 1

74

RESOURCES AND TOOLS

BOOK RECOMMENDATIONS Welcome to our curated collection of must-reads. These selected books offer insights and experiences into perspectives related to leadership, diversity, inclusion, culture, and equity.

Whether you are looking for inspiration, knowledge, or pure escapism, we believe that any of these books will be a rich addition to your personal library.

Please tell us about a book that you have read recently from an author from the Global South, and the DEI lesson that you gained from the book. deiglobalsouth@mandatemolefi.co.za 75

DEI in the Global South | Edition 1

LET’S ENGAGE

YOUR OPINION ON CULTURAL APPROPRIATION What is cultural appropriation? ​​Determining whether something constitutes cultural appropriation can be complex and context-dependent. Cultural appropriation generally refers to the adoption or use of elements from another culture, often without understanding or respect for its origins. The key considerations include power dynamics, historical environment, and the intention behind the adoption.

In the first image, the seemingly White woman is dressed in Asian clothing and makeup while in the second image, the African couple wearing a suit and wedding dress from European Christian traditions.

Ultimately, whether an action is perceived as cultural appropriation depends on various factors, including the specific cultural elements involved, the context, and the intentions of the individuals involved. It’s important to approach these discussions with sensitivity and an awareness of the broader historical and social environment.

We invite you to share your views and questions on the topic with us. Share your comments by e-mailing deiglobalsouth@mandatemolefi.co.za

DEI in the Global South | Edition 1

76

RESOURCES AND TOOLS

RESPECT AND INTEGRITY CHALLENGE: 30 PRACTICAL TIPS

77

Adapted D E I i n t h by e G l Tanya o b a l S o uCruz t h | E dTeller i t i o n 1 and Nene Molefi

NENE’S CHALLENGE FOR LEADERS

WHAT I HAVE LEARNT OVER THE YEARS BEING A DEI PRACTITIONER The work of Diversity, Equity and Inclusion (DEI) is interpersonal, systemic, complex, and generative all at the same time - it can be both deeply satisfying and frustrating. In my two decades of being a practitioner in this field, as an employee, executive within organisations, and an independent consultant, I have witnessed all four of these aspects of this work. This is a field that is regularly misunderstood, where everyone thinks they can ‘do diversity work’ or facilitate its conversations because the basis of diversity is our identity.

It is a fact that no individual or organisation can claim territory over the concept of DEI, yet at the same time, it is a field that requires practitioners to invest careful study and have a willingness to practice reflection before attempting to help others navigate the complex terrain. I have learned that DEI work (of which coaching is an integral part) requires training, dedication, passion, and certification and, most importantly, resilience, if we are to make a good impact. Some of the lessons I can share.

1. ‘Give us the tools so that we can get on with it’ There is nothing wrong with providing tools to help with implementation, but often I have come across leaders who want to avoid doing the hard ‘inner work’ of heart transformation and who do not want to allocate enough time to this important work, simply wanting me to give them the tools. What use will those tools be if you do not internalise how to use them? Imagine being asked to teach or facilitate racism workshops in a once-off two-hour session? That is not only impossible but dangerous.

Leaders need to commit to the journey, as challenging as it may be. Shortcuts will always take you back to the starting point and come with wasted resources of time and money.

2. Management prefers to focus on core business, and deprioritise DEI There are endless examples of organisations that believe that as long as you do DEI work with lower-level staff, you would have addressed DEI issues. In fact, some will have a budget to work with all levels but exclude the executive or senior levels because they do not have the ‘time’ and are focusing on ‘important’ areas of the business. When this happens, it is a clear example of a lack of understanding of how integral DEI is to the day-to-day workings of any organisation. When you are facing problems with a lack of performance, customer or stakeholder complaints, or low sales, how will you know if some of the root causes are not related to inclusion or exclusion, which inevitably impact productivity?

Leaders need to engage with staff and unearth underlying issues. You cannot separate DEI from the way you conduct your business. Staff take their cues from senior leadership, and if you are not leading by example, the DEI initiative will fail.

3. ‘Help us with workshops - that is all we need’ Effective DEI work is systemic. It is not a ‘tick the box’ quick workshop approach. There is nothing wrong with needing only workshops from your DEI provider if you are doing the steps internally and are following a process with clear milestones and know how to measure impact along the way. My experience is that there are many organisations who believe that workshops are the panacea to everything. Even if you were to commit to taking everyone through workshops, your efforts will not be sustainable if you do not approach this as a whole system change process.

DEI in the Global South | Edition 1

78

NENE’S CHALLENGE FOR LEADERS

Leaders need to commission pre-assessments and measurements, internal committees, training, recognition mechanisms, coaching, ongoing communication, and impact assessments. I invite you to use the GDEIB write-up and tools that will be of great help in ensuring sustainability.

4. ‘Don’t upset that leader, they are an excellent performer’ This is when a leader has tenure, connections, and is known to be an excellent performer, but their values do not resonate with those of the organisation. Reports of discrimination, harassment, and even mental health issues as a result of their leadership style emerge, but the organisation cannot afford to lose them or even reprimand them, so you are cautioned not to upset them. Often, this is not stated blatantly or overtly, but I have picked up signals, and when I highlight them, I hear comments like “Well, if it were not for them, we would not be meeting or even excceeding our targets.” This behaviour often sends double signals to team members. On the one hand, leaders must live our values; on the other hand, they must overlook them. Whilst acknowledging their excellent work, discussions should be held about the impact that they have on their staff. If a leader cannot multiply talent, their success is short-lived - and so will the organisation’s if they rely on one person’s performance with no pipeline.

Leaders need to regularly recommit to their organisation’s values and enable staff to do the same. This can also be commemorated in the form of an annual event where examples of where leaders deviated from that should form part of performance reviews. The mental health of all staff should be prioritised so that no personal egos come at the cost of someone’s life or wellbeing.

My experience as an African, Black and Female consultant In my book titled ‘A Journey of Diversity and Inclusion in South Africa: Guidelines for Leading Inclusively’, I address the concept of being a director and an actor in the same movie. My role as a consultant is to guide, advise, facilitate difficult conversations, and lead the co-creation of solutions alongside clients to confront exclusion, sexism or racism in their organisations.

The trials and crucibles of navigating this journey require inner resolve and resilience. I utilise “Dear brothers and sisters, when troubles of any kind come your way, consider it an opportunity for great joy. For you know that when your faith is tested, your endurance has a chance to grow. So let it grow, for when your endurance is fully developed, you will be perfect and complete, needing nothing.”

James 1:2-4 We are hard pressed on every side, but not crushed; perplexed, but not in despair.”

2 Corinthians 4:8 “

79

DEI in the Global South | Edition 1

NENE’S CHALLENGE FOR LEADERS encouraging scriptures from my Christian faith when I experience such situations, in particular, two scriptures which are quoted below.

Here are some crucibles that I have experienced in my consulting journey.

• • • • • •

•

Being told “We are happy with your experience in this field, but you need to bring a White person with you - that will carry more weight.”

Hearing remarks that my pricing was too high and that I should be happy to have my foot in the door, only to discover that the White consultants who are consulting for the same company are paid way more.

Constant reminders that “We pay you a lot of money, so we must get a good product from you.”

My consultants being told they had to travel together by car and could not fly to save costs, while consultants of another provider (a White-owned company) were not only allowed to travel by air but could claim for travel time as well.

The person who invited me to the prospective client experiencing discrimination within their organisation and projecting that onto my company. They become extremely anxious and want to scrutinise every step I take and even take over the design.

Discovering that the prospective client contacted six of my previous clients for references.

Upon inquiring whether this was standard practice to phone so many clients, I was told ‘in confidence’ that it was an unwritten rule in that organisation that Black consultants are overly scrutinised because their standards tend to be low.

Conducting an interview with my White colleague, and I was ignored despite the fact that we were both leading the interview. The only time the interviewee (a senior executive) looked at me was when she spoke about some donations her company had made in a Black township.

As you read these, you might think this is an exaggeration or petty complaints - what they have taught me is that when someone comes to me with allegations of unfairness or discrimination, be they on the grounds of colour, race, sex, gender, disability, sexual orientation, neurodiversity, age, class, etc. I must learn to suspend my judgment and afford them the opportunity to explain as opposed to trivialising their lived experience. When I am on the side of privilege (because rank, power, and privilege are contextual, we move in and out of them depending on where we are), I need to be especially aware of my privilege and be willing to listen and investigate where I have the power to do so. There are numerous other examples, but it’s important to not throw in the towel and persevere with the bigger vision in mind.

What gives me hope and excitement Despite all the challenges listed above, there are many leaders (including the 12 I have featured on this cover) who can lead beyond their personal identity, who see people for who they are.

Receiving feedback that my journey and crucibles are creating a better, braver path for others keeps me going, like the messages I often receive from those who read my book or attend my workshops. One such message came from a young psychologist who wrote: “When I listened to your keynote address and read your book, it felt like you were a voice for a part of me that never had a platform to vocalise the injustices of my everyday life as a Black young woman who is trying to establish herself in a profession.”

No one says this work is perfect. Whether you are a White or a person of colour, of any gender, you will make mistakes, you will learn from them (hopefully), but know that when your margin of error is so small compared to others, remind yourself that there are many other leaders who have demonstrated excellent leadership qualities of fairness, integrity, and passion for change and transformation of society. I give such recognition to all those featured in this magazine.

DEI in the Global South | Edition 1

80

NENE’S CHALLENGE FOR LEADERS My challenge to leaders across the Global South is clear: embrace the power of your words and let them ripple through generations. As leaders, Drop in the Bowl of inclusion can create waves of positive change. Be deliberate in sharing your wisdom on success and inclusion, inspiring the upcoming generation of leaders to rise. You have a role to play in contributing towards a brighter future for nations in the Global South through the transformative influence of your insights and guidance.

“DO NOT JUDGE ME

BY MY SUCCESSES, JUDGE ME BY HOW MANY TIMES I FELL DOWN AND GOT BACK UP AGAIN.” NELSON MANDELA

81

DEI in the Global South | Edition 1

Back page ad – primedia

HARNESSING THE POWER OF DIVERSITY At Primedia, we channel our energies into collaborative endeavours, co-creating localised content that showcases the very essence of Africa.

This content is not just a mere spectacle, but a transformative force that resonates with audiences across the content.

With our extraordinary talent and the partnerships we continuously build, we are determined to are shape the future of content creation and redefine the very essence of storytelling.

We aim to transcend boundaries and create a world where dreams become reality.

DEI in the Global South | Edition 1

82