SA Profile Magazine - Volume 8 I 2025

UNIVERSITY OF MPUMALANGA Prof. Thoko Mayekiso

MAB GROUP Pinagare Mogodi

VOLUME 8

■ 2025

LOOP Kimberley Taylor

R105.00 incl. VAT saprofilemagazine.co.za

IAMS POWERHOUSE Marie Sebueng

ICEBOLETHU GROUP Dr Nomfundo Mcoyi

Insights for Entrepreneurial Leaders

9 772616 353009

24005

SMARTOPS (PTY) LTD Mahene Patrice Benzane

INTEGRATED SOLUTIONS FOR INTEGRATED SOLUTIONS FOR PRODUCTIVITY AND SAFETY.

PRODUCTIVITY SAFETY. WE’RE COMMITTED TO MAKING AND MINING SAFER, SMARTER ANDCOMMITTED GREENER WITH TECHNOLOGY. WE’RE TO MARKET-LEADING MAKING MINING SAFER, SMARTER AND GREENER WITH MARKET-LEADING TECHNOLOGY.

Probe IMT (Integrated Mining Technologies) provides exceptional productivity and safety solutions across Africa. For years, we’ve partnered with innovative global solution providers and industry leaders to address the unique challenges of mining

Probe IMT (Integrated Mining Technologies) provides exceptional productivity and safety solutions across Africa. For years, environments.

we’ve partnered with innovative global solution providers and industry leaders to address the unique challenges of mining environments.

Leveraging the potential of Internet of Things (loT), big data and cloud computing, our comprehensive suite of Integrated Mining Solutions is designed to optimise performance across all aspects of mining operations. Discover how our forward-thinking

Leveraging the potential of Internet of Things (loT), big data and cloud computing, our comprehensive suitemaintaining of Integrated Mining solutions can transform your safety protocols, minimise downtime, and ensure regulatory compliance while Solutions is designed to optimise performance across all aspects of mining operations. Discover how our forward-thinking operational excellence. solutions can transform your safety protocols, minimise downtime, and ensure regulatory compliance while maintaining

We are aexcellence. proud Broad-Based Black Economic Empowerment (B-BBEE) Level 3 contributor and maintain our SANAS-approved operational ISO 9001 and ISO 45001 accreditations.

We are a proud Broad-Based Black Economic Empowerment (B-BBEE) Level 3 contributor and maintain our SANAS-approved Partner with Probe IMT - your path to safer, smarter, and more sustainable mining.

ISO 9001 and ISO 45001 accreditations.

WWW.FASSET.ORG.ZA FASSETCALLCENTRE@FASSET.ORG.ZA

087 821 2680

LEVELLING THE PLAYING FIELD IN FINANCE. THE FINANCE AND ACCOUNTING SERVICES SECTOR EDUCATION AND TRAINING AUTHORITY’S (FASSET) VISION FOR EXCELLENCE INCLUDES YOUTH EMPOWERMENT, INCLUSIVITY, AND SKILLS DEVELOPMENT PROGRAMS TO EQUIP SOUTH AFRICA’S NEXT GENERATION OF FINANCE LEADERS.

FASSET is the Finance and Accounting Services Sector Education and Training Authority, which is the largest employer of people with financial management, accounting and auditing skills in South Africa.

As a skills development driver, FASSET’s mandate is to help level the playing field through transformative initiatives and bridge skills gaps,

with a particular focus on the youth to equip them with skills which are vital in the world of work. As a SETA, FASSET collaborates with stakeholders from both the public and private sectors to design and implement programmes that empower learners to thrive in a dynamic and competitive landscape, thus ensuring its interventions contribute meaningfully to economic growth and job creation.

FASSET offers a broad range of services designed to support the development and advancement of finance professionals and executives. These services align with its mandate to drive skills development and training within the finance and accounting sector in South Africa. FASSET’s offerings include: (a), Continuous Professional Development (CPD) such as lifelong learning wherein finance professionals and Executives are given an opportunity to attend specialised training, focusing on leadership, governance, and advanced financial management skills. (b), Transformation and Inclusion Initiatives, FASSET prioritises inclusivity in its programmes, ensuring that black learners, women, and individuals from rural areas have access to education and training opportunities. This is evident through the Executive and middle management Women Development programme, internship programmes implemented through the DDM models and the Blind SA Programme. (c) Career Guidance and Support, FASSET offers resources to help finance professionals map out their career trajectories, from entry-level positions to executive roles, providing information on the skills and qualifications needed at each stage. (d), Bursary for the employed and professional body programmes for both employed and unemployed.

2023/2024 FINANCIAL YEAR trained under 10 425 Learners Life Long Learning learners 1 321 Unemployed funded under bursary learner 2 898 Unemployed placed in an internship provided with 2 008 Learners tools of trade (laptops)

314

Small businesses supported through discretionary funding TVET College lectures awarded a bursary:

1 691

Grade 8-12 learners supported in the Math and Accounting Programme

40

Black females supported through the Executive Development Programme

550

RURAL DEVELOPMENT PROJECTS: 2

BE THE

STORY

EVERYONE’S TALKING ABOUT.

Media Xpose @SAProfileMag

Celebrating SA’s

leaders and innovators It’s a privilege to introduce myself as the new editor of SA Profile. Taking the baton from Tashne Singh is no small task, but I’m excited to step into this role and bring you stories that reflect the ingenuity and ambition shaping South Africa’s future.

What stands out in this year’s features is the resilience and forward-thinking spirit of the country’s business leaders. These are individuals and teams who see challenges as opportunities and are not afraid to embrace change, lead with purpose and create meaningful impact.

We begin with SmartOps, a company transforming how businesses approach digital transformation. Their ability to integrate technology into everyday operations demonstrates how businesses can adapt and thrive in an evr-evolving world.

In education, we conversed with Professor Thoko Mayekiso, Vice-Chancellor of the University of Mpumalanga. Her leadership in building and developing one of South Africa’s youngest universities provides valuable insights into the challenges and rewards of creating opportunities in higher education.

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In the mining sector, MAB Group CEO Pinagare Mogodi’s team is showing how mining can prioritise sustainability and community development. Their work reflects a commitment to solutions that benefit both the economy and the environment.

We also feature Kimberley Taylor, CEO of Loop Platform, whose journey from solving a university maths problem to transforming delivery operations demonstrates the power of innovative thinking in logistics.

This edition of SA Profile is dedicated to the people and

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companies shaping South Africa’s future. It’s their ideas and determination that move us forward, and I’m honoured to share their stories with you.

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CONTENTS 10

&A: SMARTOPS SOLUTIONS Q Mahene Patrice Benzane, geologist-turned-CEO

12

ROFILE: SMARTOPS SOLUTIONS P Mahene Patrice Benzane's vision for a sustainable future

14

ROFILE: SMARTOPS SOLUTIONS P Tshego Milanzi shapes mining with engineering expertise

16

ROFILE: SMARTOPS SOLUTIONS P Leading the way in digital transformation

20

&A: IAMS POWERHOUSE CONSULTING Q Marie Sebueng is on a mission to empower African leaders

22

&A: VODACOM Q How Mariam Cassim transformed a struggling division into a multi-billion-rand business

26

&A: UNIVERSITY OF MPUMALANGA Q Vice-Chancellor Prof Thoko Mayekiso on leading University of Mpumalanga

88 54 60

Q&A: INTEGRATED GEOSCIENCE SOLUTIONS David Khoza drives AI innovation in mining.

62

Aliging ESG measures within industry

66

&A: QUADCARE Q Dr Dulcy Rakumakoe revolutionising healthcare through empathy

70

Embrace the side hustle boom

72

ROFILE: TEAM BUILDING INSTITUTE (TBI) P Chris Heunis and Robbie Verkuyl transform learning

30

Entrepreneurial leadership: top tips

34

Redefining success through lifelong learning

38

&A: ICEBOLETHU GROUP Q Dr Nomfundo Mcoyi: from educator to visionary leader 74

40

ROFILE: REDPANDA P MD at redPanda Software: Gerhard Nortjé, a retailer born and bred

&A TEKWECOMM Q MD Lilian Kistan connecting communities

76

How QSEs can benefit from ISO standardisation

42

AI in Africa

78

DVERTORIAL: ARMSCOR A Your trusted partner in defence and security

46

&A: MAB GROUP Q CEO & Founder Pinagare Mogodi speaks about mining for a better future

80

andmark agreement boost South Africa Tech presence L abroad

48

Harnessing AI to combat financial crimes

82

50

ROFILE: RIO LARGO P Nick and Brenda Wilkinson, olive oil experts

&A: PRAGMA Q Bani Kgosana rebuilding SA’s infrastructure with local solutions

84

FICA compliance: Why the time for accountability is now

52

ROFILE: LOOP P CEO Kimberley Taylor reshapes logistics

86

ROFILE: LESEDI NUCLEAR SERVICES P Building, connecting and empowering the energy sector

Why a South African Wealth Tax will hurt the poor and kill jobs

88

outh Africa powers the green hydrogen revolution in S mining

90

ollaboration is key in solving mining effluent water C challenges in SA

54

58

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ROFILE: EAGLE DOUGH BUDDIES P Two brothers Sipho and Believe Mavundla are ‘baking’ their way to success

SA PROFILE www.saprofilemagazine.co.za

The National Energy Regulator of South Africa (NERSA) ensures the orderly development of the energy sector, mainly through licensing, setting and approving of prices and tariffs, compliance monitoring and enforcement, and dispute resolution in the electricity, piped-gas and petroleum pipelines industries.

NERSA endeavours to be more innovative and agile in ensuring that we continue to make a valuable contribution to the socioeconomic development and prosperity of the people of South Africa, by regulating the energy industry in accordance with government laws, policies, standards and international best practices in support of sustainable development.

NERSA is a regulator y authority established as a juristic person in terms of section 3 of the National Energy

Regulator Act, 2004 (Act No. 40 of 2004). NERSA’s mandate is to regulate the electricity, piped-gas and petroleum pipelines industries in terms of the Electricity Regulation Act, 2006 (Act No. 4 of 2006), Gas Act, 2001 (Act No. 48 of 2001) and Petroleum Pipelines Act, 2003 (Act No. 60 of 2003).

NERSA’s mandate is further derived from written government policies and regulations issued by the Minister of Electricity and Energy. NERSA is

expected to perform the necessary regulatory actions in anticipation of and/or in response to the changing circumstances in the energy industry.

The Minister of Electricity and Energy appoints Members of the Energy Regulator, comprising Part-Time(NonExecutive) and Full-Time (Executive) Regulator Members, including the Chief Executive Officer (CEO). The Energy Regulator is supported by staff under the direction of the CEO.

Thembani Bukula Chairperson

Zandile Mpungose Deputy Chairperson

Adv Nomalanga Sithole Chief Executive Officer and Full-Time Regulator Member

Nhlanhla Gumede Full-Time Regulator Member: Electricity

Nomfundo Maseti Full-Time Regulator Member: Piped-Gas

Muzi Mkhize Full-Time Regulator Member: Petroleum Pipelines

Thembeka Semane Part-Time Regulator Member

Fungai Sibanda Part-Time Regulator Member

Precious Sibiya Part-Time Regulator Member

Address: Kulawula House, 526 Madiba Street, Arcadia, 0083 PO Box 40343, Arcadia, 0007

@NERSA_ZA

Tel: +27 (0)12 401 4600 | Fax: +27 (0)12 401 4700 Email: info@nersa.org.za

@NERSAZA

| Website: www.nersa.org.za

CONTENTS

CREDITS

EDITORIAL ENQUIRIES: editor@saprofilemagazine.co.za ADVERTISING ENQUIRIES: siya@mediaxpose.co.za

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&A: AFRICAN STAR COMMUNICATIONS Q Farah Fortune: the pitbull in heels

98

ROFILE: MAGIX SECURITY P Magix Security’s Kevin Wotshela protecting South Africa, one byte at a time

102

T: +27 21 424 3625 / www.saprofilemagazine.co.za

&A: SHEBA FEMININE Q Zizipho Ntobongwana champions menstrual equity and sustainability

104

alancing environmental compliance and critical mineral B extraction

108

ROFILE: WEBBER WENTZEL P Safiyya Patel becomes the firm’s first female woman of colour leader

109

ROFILE: MOTLANALO P Koko Khumalo leading one of SA’s Fastest growing Black woman-owned audit firms

PUBLISHER Elroy van Heerden-Mays elroy@mediaxpose.co.za EDITOR Tarryn-Leigh Solomons editor@saprofile.co.za SUB EDITOR Charis Torrance charis@mediaxpose.co.za CONTENT MANAGER Wadoeda Adams artwork@mediaxpose.co.za CONTENT ASSISTANT Ketsia Makola CONTRIBUTORS Dr David Khoza Muhammad Ali Shada Francis Sameer Kumandan Dr Rowen Govender Anneline Sonpal Zuko Mdwaba Dominic Varrie Stephanie Ora Mandy Hattingh Eustace Davie Lizelle Strydom Dr Chris Blair DESIGN & LAYOUT Anja Bramley Shaun van Heerden-Mays Tia Arendse PROJECT MANAGER Siya Ngoni siya@mediaxpose.co.za

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ADVERTISING SALES Rene van Heerden rene@mediaxpose.co.za Jacqui Marsh jacqui@mediaxpose.co.za Rashieda Wyngaart rashieda@mediaxpose.co.za DIGITAL AND SOCIAL MEDIA Juhi Rampersad / Kyla van Heerden DISTRIBUTION & SUBSCRIPTIONS Shihaam Gyer

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Revolutionising seasonal hiring

112

&A MATT BLK Q Buyi Mafoko: Leading Matte Blk’s Growth

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&A HEAVY CHEF Q From failure to success, Fred Roed inspires entrepreneurs

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The value of female mentorship in the BPO sector

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ROFILE: AIONS CREATIVE TECHNOLOGY P CEO Mitchan Adams helps startups thrive

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ROFILE: PPC P Matias Cardarelli strengthens cement industry with transformation

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Disclaimer: The views expressed in this publication are not necessarily those of the publisher or its agents. While every effort has been made to ensure the accuracy of the information published, the publisher does not accept responsibility for any error or omission contained herein. Consequently, no person connected with the publication of this journal will be liable for any loss or damage sustained by any reader as a result of action following statements or opinions expressed herein. The publisher will give consideration to all material submitted, but does not take responsibility for damage or its safe return.

Q&A SMARTOPS SOLUTIONS

LEADING THE

digital shift Mahene Patrice Benzane, CEO of SmartOps Solutions, is an entrepreneur with a unique journey. Starting his career as a geologist, he quickly saw the potential for technology to transform industries such as mining, healthcare and energy. SA Profile spoke to Benzane to find out more.

MAHENE PATRICE BENZANE Tell us a bit about your journey from geologist to becoming an entrepreneur who enables solutions and efficiencies through digital transformation.

regulatory requirements. Sustainability is a core value, with efforts aimed at promoting energy efficiency and reducing waste. SmartOps Solutions provides continuous training and support, keeping businesses prepared for future advancements.

Growing up in Rustenburg, near Impala Platinum, I aspired to

worked hands-on in mining, gaining insight into the complexities

What are some of the challenges and opportunities when working with different industries?

of resource extraction, logistics, and operational efficiency. I

These challenges include strict industry-specific regulations,

also focused on business improvement and mining execution,

such as safety and environmental compliance in mining and

identifying inefficiencies, safety risks, and data management

data privacy laws in healthcare. There's often resistance to

gaps that were hindering progress both on-site and across the

change in traditional sectors like mining and energy, where

value chain.

legacy systems are deeply ingrained. Additionally, complex

be a geologist from the age of 14. BHP Billiton, now known as South32, provided that opportunity. In my role as a geologist, I

The transition to entrepreneurship began when I realised that many challenges in mining and related sectors could be addressed through technology. The industry was ripe for

infrastructures in industries like healthcare and energy make digital integration difficult.

Opportunities lie in achieving efficiency gains through

innovation, yet many businesses hesitated to adopt digital

process automation, using data-driven decision-making

solutions due to perceived complexity and cost. This gap

powered by advanced analytics, and enhancing sustainability by

motivated me to focus on digital transformation to drive

reducing resource consumption and carbon footprints.

solutions in sectors that rely on manual processes.

The company emphasises agility, helping organisations build

Considering the realities facing industries and the push for achieving Environmental, Social, and Governance (ESG) targets, what role does digitisation play?

adaptable systems to navigate changing market conditions and

Digitisation enables businesses to streamline processes, reduce

How does SmartOps Solutions help the industry/business stay ahead?

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Q&A SMARTOPS SOLUTIONS

waste, and make data-driven decisions. In sectors like mining,

supplier costs while improving cash flow. It’s a win-win

for example, digital tools monitor energy consumption,

solution and the first of its kind.

minimise water usage, and ensure compliance with

•

Financial inclusion is a key priority for us, which is why

environmental regulations. This boosts sustainability while

we are launching a Vehicle Asset Finance programme

increasing profitability by cutting unnecessary costs.

specifically for e-hailing drivers in South Africa – a first of

For industries like mining, achieving ESG targets is a

its kind as well.

priority. Digital transformation aids this by providing precise tracking and measurement through monitoring systems and data analytics.

How would you assess South Africa’s current efforts in using digital transformation to enhance efficiency across various sectors?

What drives you to expand your portfolio, and what are some highlights of your entrepreneurial journey?

I consider myself a serial entrepreneur, and my primary motivation is to create solutions to real-world problems.

Some highlights of my journey include starting as an

South Africa has made significant progress in adopting digital

independent consultant for SmartOps Solutions without an

transformation across several sectors, but there’s still much

office and progressing to multiple office locations. I've built

to be done to drive efficiency at scale. While industries like

a strong team, collaborated with like-minded organisations,

finance and telecommunications are advanced, others, such as

and competed with larger companies. Above all, creating

mining, manufacturing, and healthcare lag in fully leveraging

employment opportunities stands out as my greatest

digital tools.

achievement.

Automation, data analytics, and IoT technologies offer especially in the mining and energy sectors. In healthcare,

What are the key lessons you have learned as a leader?

digital tools can improve service delivery, leading to cost

You can only do so much alone; therefore, collaboration is

savings and better patient outcomes.

essential. Surround yourself with individuals who believe

tremendous potential to enhance operational efficiency,

Infrastructure limitations, especially in rural areas, along

in your vision and contribute to the company’s goals.

with regulatory hurdles and skills shortages, are significant

While entrepreneurship can be rewarding, it is important

barriers. These can be overcome through investment in digital

to acknowledge the significant challenges and barriers to

literacy, public-private partnerships, and enabling policies that

success, particularly in South Africa. Despite these obstacles,

foster tech adoption across sectors.

we need more individuals to enter this space to drive job

What are some upcoming key projects that SmartOps is planning to roll out, which could potentially be game-changers?

•

We are launching Thiba Ingozi, a peer-to-peer emergency alert platform. The name comes from Southern African languages, where “Thiba” (Sotho/Tswana) means “Prevent” or “Block,” and “Ingozi” (Zulu/Xhosa) means “Danger” or “Risk.” This app allows users to send instant alerts and share their real-time location with nearby users

creation and economic growth. ■

The industry was ripe for innovation, yet many businesses hesitated to adopt digital solutions due to perceived complexity and cost. This gap motivated me to focus on digital transformation to enable solutions in sectors reliant on manual processes.

and registered law enforcement officers, ensuring swift assistance. As the first of its kind, Thiba Ingozi offers a community-driven approach to faster, more reliable support in emergencies.

•

We are launching a Supplier Financing Platform that allows suppliers to receive payment for approved invoices within 24 hours, at no additional cost. This eliminates the usual 30- to 90-day wait, providing immediate working capital. Affiliated companies can save up to 5% on annual

T +27 11 568 2932 W https://smartops.solutions/ SA PROFILE www.saprofilemagazine.co.za

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PROFILE MAHENE PATRICE BENZANE

Mahene Patrice Benzane’s VISION FOR A SUSTAINABLE FUTURE MAHENE PATRICE BENZANE

As the founder and CEO of SmartOps with a fervent desire to challenge the status quo, Mahene is dedicated to transforming businesses through practical digital solutions. He is deeply committed to advancing the United Nations’ Sustainable Development Goals and actively participates in the development of various digital technologies that accelerate progress in this regard.

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PROFILE MAHENE PATRICE BENZANE

Mahene’s journey started at the University of the Witwatersrand, where he earned his BSc in Geology and an Honours degree in Geology. To further enhance his expertise, Mahene pursued a Masters (MSc) of Management in Digital Technologies & Businesses at Wits Business School. He started off his career in manganese mining, diving deep into the industry and gaining a wealth of experience. But he quickly realised that the mining sector – and many others – could benefit from a technological makeover. With a hunger for learning and a knack for innovation, he shifted gears, moving from geology to mining production and then into business improvement.

Career His career has taken him to notable companies like BHP Billiton, South32 and Anglo American, where he led projects that boosted productivity and safety. Mahene believes in taking bold steps to transform industries like mining and others through digital technology, all while supporting the United Nations’ Sustainable Development Goals. Through SmartOps Solutions, Mahene also collaborated with numerous international and local technology companies. He also held a position of Partner and Vice President, overseeing the African region for an Australianbased technology company renowned for its integrated frontline planning and productivity execution technology, particularly within mining and smelting environments.

He also plays a vital role as a board member and investor in various companies. He is also a board trustee for a 100MW Concentrated Solar Power Plant in the Northern Cape. This renewable energy project is a game changer, supplying power to around 179 000 homes in South Africa. It’s a testament to Mahene’s commitment to sustainability and his belief that technology can create a better future.

Never stop learning Education is key for Mahene. He holds a Master’s in Management of Digital Technologies & Businesses from Wits Business School, and he’s completed various programs in financial management and operations. His continuous thirst for knowledge, including certifications in surface blasting and Six Sigma techniques, shows that he’s always striving to improve.

A people-first leader He believes that true change comes from empowering others and building strong teams. His creativity and caring nature make him an inspiring leader, someone who motivates those around him to push boundaries and achieve great things.

As Mahene continues to drive innovation in technology and business, he remains dedicated to creating sustainable solutions that impact lives for the better. His journey reflects a powerful mix of vision, passion, and a commitment to making a difference.

T +27 11 568 2932 W https://smartops.solutions/ SA PROFILE www.saprofilemagazine.co.za

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PROFILE TSHEGO MILANZI

Tshego Milanzi’s PATH TO OPERATIONAL EXCELLENCE DITSHEGOFATSO (TSHEGO) MILANZI

Ditshegofatso (Tshego) Milanzi is a seasoned engineering professional with over 15 years of experience in the mining sector, specialising in metallurgy and mineral processing. His background spans exploration, production, corporate strategy, and consultancy, with contributions to leading projects for BHP Billiton, South32, and South African Energy Coal across Southern and Central Africa.

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PROFILE TSHEGO MILANZI

Milanzi’s strong expertise lies in process design and optimisation, operational improvement, and rail and road logistics. He is dedicated to enhancing employee capability and engagement while integrating digital technologies and managing engineering change to implement innovative solutions that boost operational efficiency. His proficiency in business improvement methodologies, including Six Sigma and Lean, complements his project management experience, which covers everything from initial studies to feasibility assessments.

Academically, Milanzi holds a Master’s degree in Management in Engineering and Technology Management from the University of Pretoria and a BSc Honours in Metallurgy and Materials Engineering from the University of Witwatersrand. He has also completed programmes focused on employee and life sciences management for mining operations, as well as continuous improvement techniques.

With expertise in manganese, iron ore and coal processing, Milanzi combines analytical thinking with a genuine interest in employee engagement and continuous improvement. His multifaceted perspective – drawing from green, blue, red, and yellow approaches – fuels his passion for enabling workforce upliftment through available systems and processes while leveraging technology to create sustainable operational baselines.

If you get the product right the metrics will follow later but don’t fixate on the product, see it as dynamic and continuous

As a detail-oriented thinker, Milanzi excels at understanding the interconnectedness of process architecture, systems and human capability. He and Mahene are spearheading the South African industry on projects transforming how mining, healthcare, and processing operations transform business through the use of technology for sustainability and growth. ■

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PROFILE SMARTOPS SOLUTIONS

Leading the way IN DIGITAL TRANSFORMATION SmartOps Solutions is committed to helping businesses thrive by integrating digital solutions that address complex challenges. Their approach goes beyond simply using technology – it’s about leveraging it as a driving force for lasting, impactful change.

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PROFILE SMARTOPS SOLUTIONS

SmartOps Solutions provides a comprehensive range of management consulting and digital solutions to optimise business operations across various industries.

Their expertise spans areas such as engineering asset management, operational improvement, and organisational design. The company also focuses on developing custom digital tools, mobile and web apps, and offers subscription models for affordable access to their services. Leveraging data analytics and AI, they empower businesses to make informed decisions and achieve better outcomes.

SmartOps Solutions delivers technology-driven mining solutions, prioritising cost, productivity, safety, and efficiency. Committed to sustainable energy, they also offer smart energy solutions to align with global sustainability goals. SmartOps Solutions remains dedicated to driving continuous improvement and operational excellence. With practical solutions and a steadfast commitment to innovation, SmartOps Solutions tackles complex challenges, ensuring clients thrive in an ever-evolving landscape.

The team believes that true transformation stems from understanding each business’s unique DNA. They collaborate closely with companies to unlock new levels of efficiency and performance. At the heart of SmartOps Solutions is a simple idea: Technology should drive behaviour change, have positive impact to the company, and not the behaviour driving systems or technology.

Recent Project Success: Petra DiamondsCullinan Diamond Mine SmartOps partnered with Petra Diamonds to implement digitally driven management routines (MOS) at Cullinan Diamond Mine. SmartOps achieved this through the implementation of CiteOps and Action Tracker digital tools.

Management Operating System (MOS) MOS served as the backbone of the project, providing a

optimise resource allocation, mitigate risks and enhance

structured framework for planning, execution and monitoring

operational efficiency. Its visual interface provided stakeholders

activities across departments. It facilitated the alignment of

with a holistic view of activities, empowering them to make

goals, standardisation of processes and real-time visibility into

informed decisions and take timely action.

performance metrics allowing for quick, reliable decisionmaking and continuous improvement.

Action Tracker Action Tracker served as the conduit for accountability and

CiteOps

follow-through. It captured actions, assigned responsibilities,

CiteOps brought proper planning and scheduling to the

and tracked progress toward resolution, ensuring that issues

forefront, integrating short interval control to help the mine

were addressed promptly and effectively.

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PROFILE SMARTOPS SOLUTIONS

Empowering E-Hailing Drivers: The SmartOps Fleet Journey

faced by e-hailing drivers, we are on a mission to not only

In the ever-evolving world of e-hailing, SmartOps Fleet proudly

elevate driver earnings but also enhance their overall well-

stands as a 100% Black-Owned company deeply rooted in

being while ensuring the utmost satisfaction for all riders.

South Africa.

With a profound understanding of the unique challenges

SmartOps Fleet’s mission goes beyond providing a unique platform we innovated; it’s about driving positive change for both e-hailing drivers and riders alike.

Join us in transforming the e-hailing landscape in South Africa. SmartOps Fleet offers three remarkable packages: Some packages provide instant access to advance fuel and cash at no interest, empowering drivers to accept more trip requests and increase their earnings.

But that’s just the beginning. The packages also offer additional access to competitive Vehicle Asset Finance, granting drivers full ownership of the vehicle in their name and helping drivers save up to 50% on rental costs. Something never been done in South Africa.

To unlock these incredible benefits, drivers simply sign up on our portal (www.smartopsfleet.com)or through the Bolt app. Once approved, they gain immediate access to a suite of benefits.

To enhance the safety of eHailing Drivers and Passengers, SmartOps launched Thiba-Ingozi APP (https://thibaingozi.com/). Thiba-Ingozi is a safety app designed for eHailing drivers and passengers, offering instant alerts and real-time location sharing to nearby users, ensuring quick help and enhanced protection on the road.

It can also be utilised by anyone in the household or while on the road. There’s no need to wait long for assistance. In emergency or dangerous situations, receiving prompt or urgent help is important. With this APP, you’ll receive assistance from other users and law enforcement officers.

Thiba-Ingozi comes from popular Southern African languages, where “Thiba” in Sotho/Tswana means “prevent” or “block,” and “Ingozi” in Zulu/Xhosa means “danger,” “hazard,” or “risk”. ■

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Q&A IAMS POWERHOUSE CONSULTING

Empowering Africa’s future WITH IAMS POWERHOUSE CONSULTING In this Q&A with SA Profile, Marie Sebueng, Founder and CEO of IAMS Powerhouse Consulting, shares her mission to empower African leaders through techdriven learning. She highlights how IAMS is shaping Africa’s growth by developing leadership and organisational transformation.

MARIE SEBUENG What was the rationale for establishing IAMS Powerhouse Consulting?

I was inspired by my observations in the corporate world, where it became clear that the organisations that thrive are those with great leaders. This motivated me to establish a business focused on enabling and developing leadership capabilities.

We all know great leaders who have shaped our careers and the course of our lives.

Africa is poised to be the next economic hub and frontier. With the youngest and most dynamic population in the world, the continent presents a unique opportunity to develop leaders and support business growth.

While we recognised the immense potential within Africa, we also saw the challenges that leaders face in navigating a rapidly evolving digital economy. Our mission is to empower 70 million African leaders through transformative, tech- and AI-enabled learning experiences that drive sustainable growth and positive change. Our purpose is clear: to change the way leaders learn and grow in Africa.

We exist to achieve three core objectives: grow leaders, develop teams and transform organisations.

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Q&A IAMS POWERHOUSE CONSULTING

What do you think are key challenges facing African leaders, and how does IAMS Powerhouse Consulting assist clients in overcoming them? Please elaborate with reference to service offerings.

programmes. This approach enables us to stay ahead of industry trends.

address the critical theme of “Collaboration for the Intelligent

What are the benefits for companies to utilise an external provider as opposed to utilising in-house teams with regard to learning and transformation?

Age.” This theme focuses on how innovation, collaboration and

We make it a priority to understand our clients, who are

technological advancements can be harnessed to create a more

prominent in the financial services, telecommunications,

equitable, sustainable future. Within this context, the five key

and professional services sectors. External providers bring a

priorities that will be emphasised are:

wealth of experience and specialised expertise where in-house

• Investing in people

teams may be limited. Our approach is unique because we

• Rebuilding trust

intentionally partner with in-house teams to build their capacity.

• Reimagining growth

With IAMS Powerhouse, clients tap into our ecosystem and

• Industries in the intelligent age

gain access to innovative, tech-enabled learning solutions,

• Safeguarding the planet

industry insights, and a broader perspective on leadership and

At the 2025 World Economic Forum in Davos, global leaders will

organisational transformation.

For African leaders, these priorities reflect both challenges and

reimagine its growth trajectory, and develop industries that align

Please share your thoughts about the potential on the African continent, and how IAMS fits into this.

with the demands of the Intelligent Age – all while safeguarding

Having travelled across various African regions, I am constantly

the planet and addressing environmental concerns.

inspired by the immense possibilities for growth and

opportunities. Africa, and South Africa in particular, faces the need to invest in human capital, rebuild trust in institutions,

IAMS Powerhouse Consulting supports African leaders in addressing these challenges through our service offerings: Grow leaders: We empower leaders with the skills and vision

transformation. My recent visit to Rwanda, where I witnessed remarkable economic reforms, further strengthened my belief that Africa’s economic advancement will stem from

needed to invest in people, foster trust, and drive growth in a

tapping into the entrepreneurial capabilities of its people.

rapidly changing world.

Empowerment will arise from “increased economic activity for

Develop teams: Our focus on team development ensures that organisations can build collaborative, high-performing

Africa by Africa.”

I am an optimist and believe we are living through a historic

teams capable of navigating the complexities of the Intelligent

shift, with Africa emerging as the next economic frontier. The

Age and contributing to sustainable growth.

continent has a dynamic and youthful population and is home

Transform organisations: We assist organisations in

to rapidly growing markets. These factors, combined with the

reimagining their structures, processes, and strategies to align

increasing global interest in Africa’s potential, make this an

with global priorities, ensuring they are adaptable, resilient, and

exciting time for the continent.

committed to safeguarding the planet.

However, to fully realise this potential, we need strong, visionary leadership. IAMS Powerhouse Consulting fits into this

Change is continuous – how does IAMS Powerhouse Consulting stay ahead to better enable solutions for clients? Please elaborate with reference to service offerings.

vision.

At IAMS Powerhouse, we recognise that collaboration is key

As an ambassador for Invictae, an organisation dedicated to

to staying ahead in an ever-changing world. As an ecosystem

empowering women-led

enabler, we work with best-in-class service providers to deliver

businesses and promoting

innovative and tailored solutions that meet our clients’ evolving

entrepreneurship across

needs. Our service offerings are designed to be adaptable

Africa, we strive to be

and accredited, leveraging collaboration to create synergies

part of those leading the

that enhance the effectiveness of organisational transformation

change. ■

Moreover, we recognise the critical need for more womenled businesses in Africa. At IAMS Powerhouse, we don’t just want to talk about Africa’s potential – we want to embody it.

SA PROFILE www.saprofilemagazine.co.za

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Q&A VODACOM

CEO of Vodacom Financial and DIGITAL LIFESTYLE SERVICES

Mariam Cassim’s career is a story of grit, resilience, and a commitment to creating opportunities, especially in the financial and digital spaces. As CEO of Vodacom Financial and Digital Services, Cassim has led the transformation of a struggling division into a multi-billion-rand business. Her academic journey – graduating as a Chartered Accountant and earning an MBA with Cum Laude honours from the University of Cape Town – was shaped by hard work and the sacrifices of her parents, who valued education despite financial challenges.

MARIAM CASSIM

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Q&A VODACOM

In this interview, Cassim shares her passion for financial

loss-making entity into the multi-billion-rand business it

and digital inclusion across Africa, discussing the personal

is today, contributing significantly to Vodacom’s revenue

and professional hurdles she's faced as a woman in a male-

diversification strategy. Balancing the demands of

dominated industry.

motherhood and leadership was not easy, but it became a pivotal time in my life, shaping my perspective on both

Tell us a bit about yourself – your name, title, and professional background?

I’m Mariam Cassim – a wife, mom to two kids under 13, a daughter, a mentor and a fun-loving friend. Professionally, I’m the CEO of Vodacom Financial and Digital Services.

business and personal growth.

Why are you so passionate about financial and digital inclusion and what challenges have you faced?

As the CEO of a fintech business within a telco, I’m committed

Could you share some insights into your academic background and the degrees you’ve earned?

to advancing financial and digital inclusion across Africa. My

I’m a qualified Chartered Accountant and hold an MBA from the

up in a financially disadvantaged household. I experienced

University of Cape Town’s Graduate School of Business, where

firsthand how the lack of access to financial services served

I graduated Cum Laude. It sounds impressive, but it wasn’t

as a barrier for my parents, limiting their opportunities. This

an easy journey. I grew up in a modest household where my

background has profoundly shaped my perspective and

parents made significant sacrifices to ensure my siblings and I

strengthened my resolve to make financial inclusion a reality

received a good education. While they did their part, it was up

for others.

to us to excel academically if we wanted to go further. Through

journey has had its share of challenges, both as a woman in a predominantly male industry and as someone who grew

In my career, being a woman in a male-dominated industry

hard work, I earned bursaries and scholarships that helped me

has come with its own set of obstacles. From navigating

navigate my academic path.

unconscious biases to proving my expertise repeatedly, I’ve found myself needing to stay resilient and focused on the larger purpose I serve. Early on, I realised that the way forward was to build a network of mentors and advocates

As the CEO of a fintech business within a telco, I’m committed to advancing financial and digital inclusion across Africa.

who understood and valued my contributions.

On a broader scale, bringing financial inclusion to Africa has required us to overcome significant challenges, such as limited infrastructure, digital literacy and mistrust toward financial services. It’s been a journey of learning, listening, and co-creating solutions that make a tangible difference in people’s lives. For me, this mission is both personal and

What key experiences have shaped your career journey?

professional: by expanding access to financial services, we’re enhancing convenience and empowering millions of people.

I began my career in audit, which was part of the journey to

my career in that field. It provided a solid foundation, giving me

Can you list some of the offerings from your portfolio of solutions that are close to your heart and why?

a deep understanding of business valuation, financial analysis

Several of our products are particularly close to my heart due

and the key drivers that matter to shareholders. However, over

to their transformative impact. Our consumer fintech solutions

time, I found myself drawn to the excitement and hands-on

stand out by offering easy, fully digital access to funding,

nature of being involved in a business operationally. I then

removing traditional barriers and eliminating the need for

decided to pursue an MBA when my first child was just four

cumbersome paperwork. Our insurance products are equally

months old, and upon graduation, I shifted my focus entirely to

meaningful, providing essential security that helps consumers

business operations.

recover quickly after losing an asset. I’m also proud of our

qualify as a Chartered Accountant. After qualifying, I pursued a path in corporate finance and M&A, spending the first half of

My journey led me to join Vodacom Financial and

SMME solutions, which empower small businesses through

Digital Services when I was seven months pregnant with

cashless payments and accessible funding options to fuel

my second child. I took on the challenge of transforming a

their growth.

SA PROFILE www.saprofilemagazine.co.za

23

Q&A VODACOM

What is your favourite professional memory?

Do you have any pet peeves?

At just 25, whilst working for an investment management

I have a low tolerance for negativity and a “can’t-do” attitude. I

company that had investments in multiple industries including

believe in finding solutions rather than dwelling on problems. I

telco, I received the incredible opportunity to attend the Mobile

also dislike complacency because growth only happens when

World Congress in Barcelona- one of the largest telco and tech

we challenge ourselves and push beyond our comfort zones.

conferences in the world - because my boss couldn’t attend and At that time, I knew very little about the telco industry,

Outside of your formal work setup, what do you enjoy doing?

but I accepted the invitation with immense excitement and

Apart from my adventurous side, like riding thrilling and daring

determination to learn.

roller coasters with my kids, I also find a lot of joy in perfecting

generously passed his invitation to me.

I remember being in absolute awe of the speakers and the deep knowledge that they had.

Fast forward ten years, I was invited back to the same conference, this time as a speaker, discussing the intersection

my culinary skills. Cooking is my creative outlet and a way to unwind. It’s a grounding experience that helps me relax after a high-pressure week. And then, of course, having a set exercise routine also assists with stress relief and keeping healthy.

of the telco and financial services industries. That moment was full-circle achievement for me, not just because I returned as

What do you want to be remembered for?

a speaker, but also because no-one would’ve anticipated the

I want to be remembered as someone who led with empathy

rapid integration between these two industries. This was proof

and vision, someone who inspired others to reach their full

that if you dare to dream big enough and believe in it, the

potential, both personally and professionally. Giving back is

universe will conspire to make it a reality.

ingrained in my DNA and being remembered as someone who made a positive impact on society is something I strive for

How do you balance both?

Balance is a myth. It’s more about integration. I set clear priorities and boundaries, ensuring I’m present in the moment, whether at home or work. I also rely on a strong support system both in my personal life and professional setup. Planning and time management are crucial, but so is the ability to adapt when things don’t go as planned. Being able to compartmentalise helps me give my best to each role without letting one overwhelm the other.

What’s harder: being a mom or CEO? Definitely being a mom – at least at the office, people listen! But seriously, both roles are challenging in their own ways. As a mom, the stakes are incredibly personal because you’re shaping a human being’s life, values and future. As a CEO, the responsibility is to steer a company toward success, impacting many lives and livelihoods. While being a CEO requires strategic decision-making and leadership, motherhood demands patience, empathy, and resilience. The truth is, each role makes me better at the other, so it’s less about which is harder and more about how they enrich and challenge me in different ways.

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daily. ■

Prepare yourself for the future and be ready for Opportunities by studying through the University of Mpumalanga UNDERGRADUATE PROGRAMMES One-year Programme Higher Certificate in Information Communication Technology in User Support Higher Certificate in Event Management Three-year Programmes Diploma in Culinary Arts Diploma in Agriculture Diploma in Nature Conservation Diploma in Animal Production

Diploma in Hospitality Management Diploma in Information Communication Technology in Applications Development Bachelor of Development Studies Bachelor of Agriculture in Agricultural Extension and Rural Resource Management Bachelor of Science (General) Bachelor of Science in Environmental Sciences Bachelor of Commerce (General) Bachelor of Administration Bachelor of Arts (General) Bachelor of Arts in Geography

Bachelor of Arts in Media, Communication & Culture Bachelor of Information Communication Technology Four-year Programmes Bachelor of Education in Foundation Phase Teaching Bachelor of Science in Agriculture Bachelor of Science in Forestry Bachelor of Laws Bachelor of Social Work

POSTGRADUATE PROGRAMMES One-year Programmes Advanced Diploma in Agriculture in Agricultural Extension Advanced Diploma in Nature Conservation Advanced Diploma in Agriculture in Post-Harvest Technology Advanced Diploma in Agricultural Production Management Advanced Diploma in Hospitality Management Advanced Diploma in Information Technology in Applications Development Advanced Diploma in Animal Production Postgraduate Diploma in Nature Conservation Postgraduate Diploma in Information Communication Technology Postgraduate Diploma in Hospitality Management Postgraduate Diploma in Agriculture Bachelor of Arts Honours (General) Bachelor of Arts Honours in Political Science Bachelor of Arts Honours in Culture and Heritage Studies Bachelor of Arts Honours in Geography Bachelor of Arts Honours in English Bachelor of Arts Honours in Sociology Bachelor of Arts Honours in Psychology Bachelor of Arts Honours in Industrial Psychology Bachelor of Arts Honours in siSwati Bachelor of Arts Honours in Archaeology Bachelor of Arts Honours in Tourism Bachelor of Arts Honours in Gender Studies Bachelor of Arts Honours in isiNdebele Bachelor of Commerce Honours in Industrial and Organisational Psychology Bachelor of Commerce Honours in Economics Bachelor of Commerce Honours in Business Management Bachelor of Commerce Honours in Organisational Psychology Bachelor of Science Honours (General) Bachelor of Science Honours in Geology Bachelor of Science Honours in Entomology

Bachelor of Science Honours in Geography Bachelor of Science Honours in Ecology Bachelor of Honours in Information Communication Technology Bachelor of Honours in Development Studies Bachelor of Honours in Agricultural Extension and Rural Resource Management Bachelor of Administration Honours Bachelor of Education Honours in Teaching and Learning One-year full-time and two years part-time Programmes Master of Development Studies Master of Education in Early Childhood Education Master of Agriculture in Agricultural Extension Master of Science Master of Science in Agriculture Master of Commerce Master of Commerce in Business Management Master of Arts in English Language and Literature Master of Arts in siSwati Language and Literature Master of Arts in Industrial Psychology Master of Arts Master of Arts in Geography Master of Arts in Psychology Master in Computing Master in Administration Master of Tourism and Hospitality Management Doctoral Degrees Doctor of Philosophy in Agriculture Doctor of Philosophy in Development Studies Doctor of Philosophy in Humanities Doctor of Philosophy (Commerce) Doctor of Philosophy (Science) Doctor of Philosophy in Economics Doctor of Philosophy in Education

For more information visit: www.ump.ac.za

Creating Opportunities

Q&A UNIVERSITY OF MPUMALANGA

A conversation

on leading University of Mpumalanga In this interview, SA Profile speaks with Prof Thoko Mayekiso, ViceChancellor of the University of Mpumalanga, about her pivotal role in shaping the institution. She reflects on her journey, key lessons and the future of UMP. PROF THOKO MAYEKISO

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Q&A UNIVERSITY OF MPUMALANGA

When you were first given the brief to establish and develop the University of Mpumalanga, what were your initial thoughts?

Did you ever have any doubts on this pioneering journey? And if so, how did you overcome them?

The thought of establishing and developing the University of

the emergence of naysayers was somewhat unsettling. When

Mpumalanga was as daunting as it was exciting. The prospect

uncertainty threatened to surface, I reminded myself of the

was daunting due to the high expectations evident in the

purpose: the reason for being at UMP, and the bigger picture

mandate, but exciting because of the opportunity to create

– establishing a university for the province of Mpumalanga. I

something new and impactful – if one was prepared to put in

recalled that there is no gain without pain. Great things often

the hours. Across various sectors in the Province of the Rising

emerge from adversity and formidable challenges. To create

Sun, there existed a strong desire for a university that the

something meaningful, one must understand that enduring

community could be proud of and feel connected to.

achievements require sweat and sacrifice.

Not exactly doubt, but contending with winds of negativity and

It was essential to establish an institution that would address many crucial questions – both those explicitly posed and those left unspoken. The needs of the province were paramount in shaping the university’s focus, with courses such as Agricultural Sciences, Nature Conservation, and Tourism strategically positioned to meet those needs.

As a leader who successfully oversaw the establishment of UMP, what do you think was critical for ensuring its sustainable growth?

Sustainability can be a challenging concept, as it inherently

The key ingredients for an organisation to thrive include human capital – recruiting staff with a pioneering spirit and innovative minds. It also involves developing academic programmes that respond to regional needs, securing necessary finances, and installing state-of-theart ICT infrastructure.

looks to the future. From the outset, considerations of vision, mission, strategic objectives, and values were paramount. I

As Stephen Covey suggests, starting with the end in mind

Considering who you are – a clinical psychologist, an academic, a woman of colour, and a leader – how has this helped shape the trajectory of UMP?

required careful consideration of the building blocks of

Clinical Psychology places great emphasis on the ability to

sustainability and potential inherent risks.

listen attentively. Beyond that, systems and systemic thinking

spent countless hours in deep reflection, contemplating what the end product would look like, which occupied significant time and space in my analytical and thought processes.

The key ingredients for an organisation to thrive include

inform our thought patterns – connecting the dots and

human capital – recruiting staff with a pioneering spirit and

addressing the six thinking hats: why, what, who, where, when,

innovative minds. It also involves developing academic

and how.

programmes that respond to regional needs, securing

In addition to these, the importance of prevention over

necessary finances, and installing state-of-the-art ICT

cure is a guiding principle. Coupled with this is the ability to

infrastructure. Furthermore, infrastructure must incorporate

examine cause and effect and make correlations, firmly linking

green energy and sustainable trends while accommodating

antecedents to consequences. These skills allow the clinician’s

staff and students. Engagement and stakeholder management

mind to probe deeply. Complementing these is empathy – the

are critical in ensuring surrounding communities feel a sense

ability to put ourselves in the shoes of others. This competence

of ownership and connection to the university. Effective

enables us to view matters from multiple perspectives and

marketing strategies and branding were also conceptualised

avoid rushing to conclusions.

to position UMP as a competitive university catering to

Being a woman of colour instils resilience, particularly in

21st-century students, who would undertake entrepreneurial

the context of the challenges posed by diversity, equity, and

courses designed to foster independence. A combination of

inclusion, which remain ever-present. The negative effects of

these factors ensured UMP’s sustainable growth.

racism, sexism, classism, ethnicity, and other artificial barriers

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Q&A UNIVERSITY OF MPUMALANGA

to inclusion have heightened my sensitivity, ensuring I do not

Furthermore, it is important for no to mean no – with reasons

discriminate against any staff member.

fully given – and for yes to mean yes. Being decisive and

Moreover, as a female leader, I have been keenly aware of the imperatives of transformation and the importance of

discerning are key traits in effective leadership.

Treating all staff with fairness and respect has allowed me

empowering up-and-coming female academics. The burden

to navigate various challenges with a measure of calmness

of overcoming patriarchy has been significant and had to be

and equanimity. Committed to the vision and adhering to

addressed decisively as I progressed up the academic ladder.

values in an unwavering manner, particularly a decade of

My crowning strength lies in the vast experience I have gained – over three decades of leadership in higher

excellence, has ensured that we remain true to the vision of UMP.

education. I have held key positions such as Dean of Faculty

The following values, alongside excellence, have been

and Deputy Vice-Chancellor: Research and Innovation, to

woven into the institutional fabric of UMP: Integrity, Diversity,

name but a few.

Collaboration, Adaptability, Relevance, and Inspiration.

All these experiences have coalesced, combined,

At UMP, staff and students live these values.

and integrated, enabling me to lead with unique depth and insight. I hold others to account while doing so with considerable empathy. Over the years, I have also learned to handle power with grace and magnanimity.

The world is continuously evolving – how do you ensure that UMP stays ahead?

How do you navigate juggling the needs, wants and requirements from various stakeholders, while remaining true to the vision of UMP?

Embracing the reality that change is the only constant

Communication and authenticity have been key to working

African continent – and internationally as well – keeps one

with all stakeholders. Building trust, being honest, and never

alert. The preparedness to learn and be a perpetual scholar

playing games have been essential in taking others along.

is invaluable. Staying ahead requires humility and engaging

The dynamic and ever-changing challenges in the higher

some of the leading researchers to explore the world and

education sector make it crucial never to rest on one’s laurels.

ask tough questions, all in the interests of UMP.

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is helpful. Taking academic sojourns, both nationally and internationally, to learn and benchmark has proven important. Collaborating with leading institutions on the

Q&A UNIVERSITY OF MPUMALANGA

Being a VC is a lot of responsibility – how have you managed to ensure that while you have grown the institution, you continued to develop yourself?

Setting aside time to read and reflect has proven extremely helpful. Reading books on leadership, management, coaching, and journals like The Harvard Business Review has all helped me stay informed and assisted me in staying ahead. Spending time on self-care and safeguarding mental health and emotional wellness has been an ongoing focus.

Informal conversations with a few trusted Vice-Chancellors have allowed me to keep my feet on the ground and remain a perpetual scholar – forever seeking to improve and stay relevant.

How do you measure success?

The competence to delegate while keeping people

For an institution like UMP, a variety of metrics can be used

accountable is important. The presence of individuals who

to measure success: positive throughput rates, an increased

can act as sounding boards is central to a leader’s life. The

number of rated researchers, growth in publications in

ability to take feedback and grow from it goes a long way on

accredited journals, a widened Programme Qualification Mix,

the leadership journey. A leader must also fill her emotional

11 consecutive years of clean audits, increasing numbers of

bank account, as Covey calls it, by taking breaks, recharging,

students at each graduation, growth in Masters and Doctoral

and refuelling. Most crucially, having unconditional support

students, timely and budget-friendly completion of building

from both family and friends is vital.

projects, well-provisioned and state-of-the-art ICT, and high-quality collaboration partners nationally, continentally, and internationally. All these metrics are positive for UMP, indicating that we are a successful organisation.

When looking back at your career journey, is there anything you would do differently and why?

There are core aspects of myself that I would keep: determination, diligence, discipline, and dedication. All the other inputs I have mentioned earlier that contributed to success are ones I would also retain. Life is forever changing

Setting aside time to read and reflect has proven extremely helpful. Reading books on leadership, management, coaching, and journals like The Harvard Business Review has all helped me stay informed and assisted me in staying ahead. Spending time on self-care and safeguarding mental health and emotional wellness has been an ongoing focus.

and dynamic. What I would do differently is embrace technology more and consciously familiarise myself with the latest trends, such as AI and ChatGPT.

What do you cite as being your greatest accomplishment – and what was key to you achieving it?

My greatest accomplishment has been starting UMP from scratch to the now iconic structure it has become, offering 75 qualifications from Higher Certificate to Doctoral Degree. The pioneering journey of taking others along, from conception and conceptualisation to concreteness and completion,

What are key lessons you have learned on your journey of leadership?

has been the most rewarding. Not many people get the

A leader needs both soft skills – emotional intelligence (EQ),

Key to achieving this was being driven by purpose,

resilience and empathy – and hard skills, such as effective

informed by vision, assisted by pioneering and innovation-

communication and the ability to take disciplinary action

inspired staff, and supported by courageous students who

against staff and students in the case of transgressions.

entrusted us with their careers and futures.

Strategic thinking and being a visionary are also essential.

opportunity to start a university de novo.

Nothing could be more gratifying than leaving a legacy

What’s more, the leader must have the ability to pay attention

that will serve the Mpumalanga province for decades to

to detail.

come. ■

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EDITORIAL ENTREPRENEURSHIP

Entrepreneurial leadership: top tips Entrepreneurship is a driving force in South Africa’s economic landscape, but with high failure rates, aspiring business owners must equip themselves with the right skills and strategies. To overcome the challenges and thrive in this dynamic environment, it’s essential to develop clarity, resilience, and secure funding. Here are key insights on how to achieve these critical elements.

By Shada Francis, entrepreneur and international leadership coach

South Africa, I have witnessed firsthand the dynamic landscape of

The importance of clarity and accountability

our economy and the critical role entrepreneurs play in its growth.

A common reason many entrepreneurs falter is a lack of

With approximately 2.8 million entrepreneurs in the country, as

clarity in their goals. When I began my journey, I realised

reported by the Global Entrepreneurship Monitor (GEM), they

the value of a well-defined vision. Clarity helps prioritise

contribute significantly to job creation, economic development and

tasks, track progress, and stay focused. Additionally,

innovation. Despite this potential, the reality is sobering: studies

having a coach to provide accountability makes a huge

from the University of the Western Cape indicate that 70-80% of

difference. As a coach, I help refine strategies, offer

small businesses fail within the first five years. I strongly believe that

insights, and keep you on track, building resilience in the

understanding the factors behind this high failure rate is crucial for

face of challenges.

As an entrepreneur and international leadership coach now living in

those of us looking to thrive in this environment.

The reason behind business failure The South African Bureau of Standards (SABS) highlights several reasons why many businesses do not survive beyond their initial years: • Lack of business planning: Many entrepreneurs underestimate the importance of thorough market research and financial planning. A comprehensive business plan can make a significant difference.

•

Inadequate management: Effective leadership is vital.

Poor decision-making and insufficient management skills can derail even the most promising ventures.

•

Insufficient funding: Entrepreneurs often find themselves unable to secure the necessary funding or mismanaging their finances, leading to cash flow issues.

• Market competition: The competitive landscape can be fierce, and without a unique value proposition, it becomes difficult to attract and retain customers.

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EDITORIAL ENTREPRENEURSHIP

Tips & skills essential for success

Understanding the challenges

To overcome these challenges, I’ve

Despite the potential for success, entrepreneurs in South Africa face several significant challenges:

learned that acquiring certain key skills is indispensable: •

Business planning: Developing a solid business plan that includes market

R R

research and financial projections is foundational to success.

ACCESS TO FUNDING

REGULATORY ENVIRONMENT

INFRASTRUCTURE CONSTRAINTS

SKILLS SHORTAGES

Securing capital remains a major hurdle, especially for startups and black-owned businesses.

Limited financial resources can stifle growth and innovation.

Navigating the complex regulatory frameworks can be daunting.

Bureaucratic hurdles often discourage aspiring entrepreneurs from pursuing their business ideas.

Inadequate infrastructure – transportation, energy, or technology – can elevate operational costs and hinder efficiency.

Many entrepreneurs struggle with essential skills like financial management, marketing, and strategic planning, which are critical for sustainable growth.

• Financial management: Understanding financial statements and mastering budgeting and cash flow management can significantly enhance decisionmaking.

•

Marketing: Crafting effective marketing strategies allows entrepreneurs to reach and engage their target audiences successfully.

•

Leadership: Strong leadership skills – encompassing communication, teamwork, and decision-making – are critical for a positive organisational culture.

•

Digital literacy: Technology is essential for streamlining operations and staying competitive.

Strategic approaches to enhance success In my pursuit of entrepreneurial success, I have identified several strategies that can help fellow entrepreneurs navigate this complex landscape: Develop a strong business plan

Invest time in conducting market research, formulating a financial plan, and outlining a clear strategy.

Seek mentorship

Partnering with seasoned entrepreneurs or business leaders can provide invaluable insights and support.

Access funding

Build a strong team

Stay adaptable

Explore diverse funding options, including venture capital, loans, and grants, to fuel growth.

Hiring skilled employees and fostering effective leadership will enhance operational efficiency.

The business environment is ever-changing; maintaining a mindset of continuous innovation and adaptability is crucial.

Four reasons why entrepreneurs should consider getting a leadership coach for ultimate success: • Personalised guidance: A leadership coach provides tailored support and insights that address specific challenges and goals. This personalised approach helps entrepreneurs refine their leadership styles and make informed decisions that align with their vision.

•

Accountability: Having a coach fosters a sense of accountability. They help entrepreneurs stay on track with their goals, encouraging consistent progress and prompting them to take necessary actions even when motivation wanes.

• Skill development: Coaches can assist entrepreneurs in developing essential leadership skills, such as effective communication, conflict resolution, and team management. This enhances their ability to lead diverse teams and navigate complex business environments.

• Perspective and feedback: A coach offers an external perspective, helping entrepreneurs gain new insights and identify areas for improvement.

The entrepreneurial spirit in South Africa holds immense potential for driving economic growth, job creation, and innovation. However, the high failure rates highlight the need for aspiring entrepreneurs to equip themselves with the necessary skills and support. By setting clear goals, seeking mentorship, and developing comprehensive business plans, we can navigate the challenges that lie ahead. With the right strategies and resources, I believe that entrepreneurship can continue to flourish in South Africa, contributing to a more prosperous and equitable society. ■

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The way we live is fluid, digital and social.

The way we learn should be too.

Unlock the power of learning with CourseBook™ From the earliest days, humans have learned by connecting with others – through conversation, collaboration and community. CourseBook™, an innovative online educational content solution, brings this timeless approach into the digital age, with a platform designed to mirror how we live today, seamlessly blending education with the dynamic, social and connected nature of modern life. With features like real-time discussions and AI-powered support, students can collaborate, ask questions and experience a comprehensive learning journey. In this digital ecosystem, CourseBook™ supports every student, ensuring that they have what they need to succeed – anytime, anywhere. For more information visit www.edgeeducation.com

EDITORIAL OPINION

Redefining success through lifelong learning Dr Rowen Govender from Regent Business School examines how continuing education reshapes career success, highlighting the importance of lifelong learning in developing new skills, exploring opportunities, and achieving personal and professional growth.

By Dr Rowen Govender, Academic Head at the School of Healthcare Management at Regent Business School

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EDITORIAL OPINION

As society continues to change, the concept of career success

helping them manage the demands of work and education.

has shifted significantly. It’s no longer tied to a single job or

This balance is essential in a competitive environment, where

title but now requires continuous learning, adaptability and

people need to incorporate learning and growth into their

personal growth. For many professionals, success is shaped by

daily lives.

new challenges and opportunities. Continuing education plays a key role in this transformation, enabling individuals to develop

A path to growth

their skills, explore different career options and redefine what

Continuing education goes beyond merely staying informed

success means to them.

about industry trends; it promotes deeper personal and

As someone who completed a PhD while working, I’ve seen

professional growth. It develops not only technical expertise

how continuing education not only enhances professional

but also critical thinking, leadership, and problem-solving

skills but also promotes personal growth. Lifelong learning is

skills, all of which are highly valued in today’s workforce.

more than just acquiring new knowledge; it’s about embracing

Balancing the demands of work with the pursuit of a

different perspectives, overcoming limitations, and evolving in

PhD was both challenging and enriching. It taught me

ways that influence both your career and personal life.

resilience, time management and strengthened my passion for healthcare management. This experience highlighted

A new career model

that education is not just about mastering a subject; it’s

The old career model, where people stayed in the same job or industry for life, has become outdated. Today, professionals move between various roles and sectors throughout their careers. This flexibility requires ongoing personal and professional development; and continuing education provides the tools to stay current.

Programmes designed for working professionals offer

Continuing education goes beyond merely staying informed about industry trends; it promotes deeper personal and professional growth.

the flexibility to learn new skills while maintaining their jobs, about personal development, expanding your view of the world, and continually improving your leadership and problem-solving skills.

Lifelong learning gives professionals the opportunity to reinvent themselves, explore new career paths, and take on leadership roles they might not have considered.

It empowers individuals to refine their goals and contribute meaningfully to their industries and communities.

Defining success in personal terms Success today is no longer defined solely by titles or income. For many, it’s about personal satisfaction, work-life balance, and having a positive

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EDITORIAL OPINION

impact on their organisations and society. Continuing

Agility and adaptability as success factors

education offers the flexibility to align careers with shifting

The most successful professionals today are those who can

personal goals and values.

adapt quickly, learn new skills, and apply their knowledge in

For me, advancing my education was about more

practical ways. Continuing education plays a crucial role in

than advancing my career – it was about deepening

fostering this adaptability, allowing professionals to keep up with

my understanding of the subjects I’m passionate about

industry developments and be ready for the challenges ahead.

and contributing meaningfully to the field of healthcare

Flexible, practical education enables learners to apply new

management. I encourage all professionals to consider how

insights directly to their jobs, ensuring they stay agile and

ongoing learning can help them shape their careers around

prepared to lead during times of change.

their personal values and aspirations.

New career opportunities through learning

Lifelong learning: the key to sustainable success

One of the most exciting aspects of continuing education

As industries change and new challenges arise, the importance

is the wide range of new career opportunities it opens.

of lifelong learning continues to grow. For professionals aiming

Professionals often begin their education with the aim of

to stay ahead, continuing education offers the tools to remain

improving their current roles, only to discover new career

competitive, take on new roles, and keep developing. Lifelong

paths as they gain additional knowledge.

learning is not just a professional necessity, it is also a deeply

For example, those pursuing executive education may

rewarding personal experience.

find they are ready to take on leadership roles or change

By committing to continuous learning, professionals can

industries. Others, like myself, develop a deeper interest in

redefine success in ways that matter to them. This allows them to

research or a stronger commitment to making a difference

evolve throughout their careers while staying aligned with their

in their chosen field. Whether through degree programmes

values and aspirations. Through this approach, individuals can

or short courses, continuing education equips professionals

discover new opportunities, build resilience, and make lasting

with the skills they need to take charge of their careers.

contributions to their fields and communities. ■

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Q&A ICEBOLETHU GROUP

From educator to

VISIONARY LEADER

In an interview with SA Profile, Nomfundo Mcoyi, a teacher-turnedserial entrepreneur, shared how her upbringing in Hammarsdale inspired her to establish Icebolethu Funerals. What began as a compassionate funeral service has since grown into the Icebolethu Group, which now comprises 13 companies.

DR NOMFUNDO MCOYI

From a personal perspective, what spurred you start Icebolethu Funerals?

The inspiration for Icebolethu Funerals came from a deeply personal place. Growing up in Hammarsdale, I saw firsthand the challenges that families in black communities faced during times of loss. There was often a lack of access to reliable, compassionate, and dignified funeral services. I wanted to bridge that gap and provide a service that allowed people to mourn with dignity, without the additional financial burden. I saw this as more than just a business – it was an opportunity to serve my community and offer them the support they needed during difficult times.

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Q&A ICEBOLETHU GROUP

Did you always have aspirations to be an entrepreneur?

the Commonwealth Business Excellence Awards, the KwaZulu-

I didn’t initially set out to become an entrepreneur. My

honorary doctorate from Mangosuthu University of Technology

background was in education, and I began my career as a teacher.

has been truly rewarding. These honours validate the hard work,

However, entrepreneurship has always been a part of who I am.

resilience, and impact we’ve had on our community and beyond,

While teaching, I would sell items at school and even started a

inspiring me to continue striving for excellence.

Natal Top Business Women Award in 2019, and receiving an

small catering business before founding Icebolethu. Growing up in an entrepreneurial family, where my grandfather ran multiple businesses, I witnessed firsthand what entrepreneurship entails and the transformative impact it can have.

There was always a desire within me to make a broader impact

Tell us a bit about the Icebolethu Group – the various companies and the synergies of the different companies.

The Icebolethu Group encompasses several subsidiaries,

and serve in a way that could uplift entire communities. As my

including Icebolethu Funerals, Icebolethu Funerals UK,

career progressed, I recognised entrepreneurship as a powerful

Icebolethu Catering, Icebolethu Security, Icebolethu Tombstones,

vehicle to achieve this goal. The idea for Icebolethu developed

Icebolethu Properties, Icebolethu Memorials, Icebolethu Burials,

gradually as I observed the unmet needs in my community, and

Icebolethu Foundation, Icebolethu Group Academy, Icebolethu

I realised that starting my own business would enable me to

Cleaning Services, iTravel and iMobile. Each entity serves a

address those needs directly and meaningfully.

unique role, but they all work in harmony to offer comprehensive services to our clients. For example, families can plan a funeral

What has entrepreneurship taught you?

with Icebolethu Funerals, organise catering through Icebolethu

One of the biggest lessons in my journey has been the

Catering, and secure the venue with Icebolethu Security – all

importance of adaptability. Initially, I thought we were doing well

under one roof. This synergy allows us to provide a seamless,

running a funeral parlour, but the industry was rapidly evolving.

dignified experience for our clients.

Large insurance companies were consistently offering daily value competitive. This led to the introduction of our loyalty rewards

Considering the growth of the Group, how have you had to adapt as a leader?

programme, and today, Icebolethu iSave Rewards stands as one

As the Group has grown, I’ve had to adopt a more strategic

of the best decisions we’ve made.

approach, focusing on delegation and empowering my team.

to their clients, and we realised we needed to innovate to remain

Entrepreneurship has taught me that success demands

Initially, I was hands-on in every detail, but as the business

constant evolution and a willingness to adjust your approach. You

expanded, I learned to trust and empower capable leaders

can start with a solid plan, but real-world challenges often require

across various departments. My role has since shifted to setting

flexibility and creative problem-solving. The growth of Icebolethu

the vision, fostering a strong company culture, and ensuring that

highlighted the value of resilience and innovation, and has

each division operates cohesively within our core values.

deepened my sense of responsibility – not just to our clients, but to my team and the community we serve. This journey has been both humbling and profoundly motivating.

To what do you accredit the growth and success of the Icebolethu Group?

The growth and success of the Icebolethu Group can be

What are the highlights of your entrepreneurial journey?

A significant highlight has been growing Icebolethu into a diversified group with multiple service divisions, including funeral services, catering, security, and tombstones. Expanding

attributed to several key factors. First and foremost, teamwork has been at the heart of our journey. Having a dedicated and aligned team that shares the same vision has allowed us to consistently deliver excellence in everything we do.

Another critical factor has been our commitment to listening

internationally with Icebolethu Funerals UK was another

to our clients. We make it a priority to understand their needs,

monumental achievement, marking our presence on the global

preferences, and challenges, and we focus on providing

stage. Reaching the milestone of employing over 2 000 people

solutions that truly address those concerns. By giving our clients

remains one of my proudest accomplishments. Contributing

what they want and continually improving our customer care,

to job creation in South Africa and knowing that we are putting

we’ve been able to build trust and loyalty, which has been

food on the table for numerous families is deeply fulfilling and

instrumental in driving our growth. This client-centred approach

humbling.

has not only strengthened our relationships but also reinforced

On a personal level, being recognised through accolades like

our position as a trusted brand in the industry. ■

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PROFILE REDPANDA

MD at redPanda Software:

Gerhard Nortjé, a retailer born and bred GERHARD NORTJÉ

Retail and relationship-building have always been the key drivers behind Gerhard Nortjé’s evolution towards becoming an IT business leader. Today, Nortjé is more than three years into his highly successful tenure as MD at redPanda Software, the leading retail software partner in South Africa.

Gerhard Nortjé’s journey to tech was facilitated by retail, a

taking computers apart, or writing programmes, I was never

shared passion in the redPanda Software business, which is

that guy. I grew up in retail. I am a retailer, born and bred. From

known for delivering best-of-breed solutions across retail

the bottom up, I learnt operations and front and back-office

verticals tailored to a retailer’s unique business context. Nortjé

functions, including managing people and customers. Then, as

himself started out in retail, managing a branch, where he

fate would have it, one day I was instructed to get involved in

immersed himself in every aspect of what it takes to succeed in

a digital transformation project for a JSE-listed retailer, and, as

the industry.

they say, the rest is history,” says Nortjé, with his trademark smile

“Many of my friends when I was young were playing games,

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and humility.

PROFILE REDPANDA

Career transformation

negotiable and we ensure these are in place, but what is it that

This led to a career change from operations to software

sets people apart? What makes me want to bring you into the

development, where he leveraged his retail operations

business or promote you within the business? Hiring people who

background, business analyst qualification and analytical

exhibit the right behaviours is invaluable,” he says.

thinking to start developing retail solutions.

Gerhard joined redPanda Software in 2017, because of, what

Nurturing young talent is an investment in the future, not only of the business but also of the industry, says Nortjé. “We

he says, is their shared belief in producing high-quality work

support the redAcademy initiative, which was designed to train

for clients with honesty and integrity. Believing in the power

work-ready young people, who learn theory while also getting

of collaboration to solve issues and unlock potential, he grew

on-the-job, live, and relevant training. In addition to this, we have

from Business Development Manager to Senior Development

also run our own successful intern programme for more than 10

Manager and then Operations Director over the span of four

years.” An investment in young people is an investment in all our

years. He was promoted to MD in October 2021.

futures, he explains.

“People are very important to me,” says Nortjé. “They are the lifeblood of any business. I connect with people. I have a little ritual that matters to me. Every morning, before I even have my coffee, I walk the ‘shop floor’, so to speak. I engage with everyone I see. You see, as retailers, we used to walk the shop floor and greet everybody every day. Keeping this tradition alive

People are very important to me.

They are the lifeblood of any business.

I connect with people.

is special.”

Nortjé says that he is driven by a shared purpose at redPanda Software. “Our vision is to build long-lasting relationships that

When pressed about industry trends, Nortjé says that recently,

drive sustainable growth within the retail industry. This can only

every conversation, eventually leads to artificial intelligence.

be achieved if you are a genuine, trusted partner that brings

“Of course, it has become important and one of our key focus

valuable expertise.

areas. We are working carefully from a strategic point of view to

“If we say we want to positively impact our clients, then we must live the values that enable this. When we bring new people into the business, we are clear and deliberate in how we explain

define how we leverage and adopt the technology to benefit our business and our clients’ businesses,” says Nortjé.

However, cautions Nortjé, as enabling as technology is,

this to them. We take the time to explain their role and what

redPanda Software remains true to its retail DNA. “We are

‘positively impacting the businesses of our clients’ means.”

retailers. We look after retailers. We work with retail software. We are not trying to become AI specialists for AI’s sake. Rather, we

Overcoming obstacles equals resilience

will always stay true to our value proposition and ask how, where,

Business, as with life, is not always plain sailing. Nortjé says

or if at all, any new technologies support the success of our

that it is through the hard times that one learns about oneself

partnerships,” he says.

and builds the resilience and drive to thrive and grow. “The lockdown was a while ago now, but it is still affecting people,” he

Humble beginnings

explains. “It caused a loss of business and staff – remember the

Nortjé, having worked his way up from the trenches in retail, has

Great Resignation? This wasn’t an easy time.”

clear advice for young people who want to grow in their careers.

“But it reminded us that nothing, nothing can be taken for

“Pay your dues. Start where you need to start. Be prepared to

granted. You can become too comfortable; you can relax,

learn. Understand the basics. Don’t make demands when you’re

believing things will always just work out the way you want

not ready. Pave the road towards your success first. Learn from

and that your staff and your customers will always remain

everybody you deal with, even if you don’t like them, even if

loyal.” Nortjé explains that as with all things in life, you need

what they do is – in your eyes or the eyes of someone else –

to continually work on the relationships and things within your

not great. Even if they do things poorly… that is still learning.

control to build that resilience, both personally and within a

Become a sponge and take every opportunity to learn what to

business.

do, and what not to do,” he advises.

Naturally, hiring the right people is crucial. Nortjé says that

Looking back on the key influences in his life and success,

when it comes to talent management, he looks at behaviours

Nortjé emphasises the importance of mentorship. “Many people

over skills. “Don’t misunderstand this – obviously, skills are

have played a role in shaping who I am today, offering guidance

important. Every position has a set of skills that are non-

and support both professionally and personally,” he says. ■

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41

EDITORIAL AI

AI in Africa To realise the promise of AI in Africa, we need to make AI work for employees.

By Zuko Mdwaba, Salesforce Area Vice President/Africa Executive and South Africa

Just as generative AI continues to open opportunities for

risk missing out on tangible benefits —

businesses in Africa to change customer experiences and

from improving efficiencies, to overall

increase revenue, the benefits for workforce strategies and

performance and productivity, to

employees can be significant.

wellbeing.

Indeed, executive urgency to incorporate AI tools into

Empowering employees to leave

business operations has increased seven times over the past six

repetitive tasks to bots, so they can focus

months, according to Slack research.

on more meaningful work isn’t just good for employees, it’s also good for business.

Understanding AI personas in the workplace

At Salesforce, we prioritised four

The AI-powered future of work isn’t just about efficiency, it’s

enterprise-wide solutions designed to

about employee experience — and it promises to redefine

help enhance goal-setting, automate

everything from careers to culture. But to make this future a

daily tasks, find information faster, and

reality, AI has to work for workers. Businesses need to create a

streamline support — all while freeing up our employee success

workplace where humans and AI agents work successfully side-

and IT teams to focus on more complex tasks.

by-side.

To help employees understand where they are on their

Key actions for leaders

AI journey - and leaders know how best to support them -

Making AI work for workers requires leaders reimagining

Slack’s Workforce Lab identified five distinct AI personas in the

how they develop and train every part of their organisation.

workplace today.

With perspectives and experiences of AI among desk workers

The biggest group currently are ‘Maximalists’ (30%), who use AI multiple times a week to improve their work. Next are ‘Undergrounds’ (20%), those who use AI often, but are hesitant to share with their colleagues that they are doing so.

Whereas ‘The Rebels’ (19%) avoid using AI and consider it unfair when coworkers engage with these tools, Superfans

varying so widely, a tailored approach to AI enablement is essential to setting every employee up for success.

Three key actions leaders can take to encourage AI adoption are creating a culture of continuous learning, giving visibility to use cases of AI, and encouraging experimentation.

Clear permission, guidance and training are critical to

(16%) are excited, but aren’t yet making the most use out of it at

fostering AI adoption. Only 15% of desk workers say they have

work. Observers (16%) have yet to integrate AI into their work.

the education and training necessary to use AI effectively. Those

They are watching with interest and caution.

who are trained to use AI are up to 19x as likely to report that AI is improving their productivity.

The benefits of AI adoption By not adopting AI now, companies and employees alike

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Sharing how others are using and benefiting from AI tools and troubleshooting AI use cases will help clarify AI norms and

EDITORIAL AI

Those trained to use AI are 19x more likely to report improved productivity.

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43

EDITORIAL AI

encourage more employees to share their own AI teachings.

Thirdly, the benefits of creating a trusted environment where teams feel supported to try new technologies are clear. Desk workers who feel trusted by their employers are 94% more likely to have tried AI for work-related tasks.

This explains why at Dreamforce 2024, Salesforce announced plans to expand access to skilling opportunities with free AI training for anyone. The company will waive all fees for its paid instructor-led courses and credentialing through the end of 2025, totalling an anticipated $52 million investment.

To support these efforts, Salesforce will open new spaces at its San Francisco headquarters, including a pop-up AI Centre for in-person community AI training courses, and dedicated floor for employees to skill up on AI tools and agents... Salesforce’s new offerings will help skill up the workforce to address this AI skills gap and set up workers for success now — and in the future.

Across the company, Salesforce is helping upskill its 72 000 employees by introducing global quarterly AI learning days to give employees hands-on time with the latest AI innovations.

Employers must evolve to help employees thrive in the AI-driven future.

Redefining success in the AI era As we build a culture of experimentation and encourage people to find ways to improve work with AI, we also have to change how we measure impact.

Rather than tracking productivity through activity metrics like time spent on tasks, we should focus on outcome-based metrics, such as customer satisfaction and innovative product development. This shift encourages employees to move beyond busywork and leverage their creativity and tools to achieve meaningful results.

As AI innovation and workplaces continue to

Making AI work for workers requires leaders reimagining how they develop and train every part of their organisation. Three key

change fast, employers must evolve to help employees

actions leaders can take to encourage AI adoption are:

— and ultimately their customers — be successful.

•

Creating a culture of continuous learning

Ensuring employees collect different experiences,

•

Giving visibility to use cases of AI

skills, networks, and expertise with AI will allow them to

•

Encouraging experimentation

thrive in the AI-driven future. ■

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ABOUT MAB (MATSAPA-A-BOTSHELO) Founded in 2010, MAB (Matsapa-A-Botshelo) has grown into

MAB’s future outlook

a powerhouse in the mining, construction, real estate, and

With funding partnerships now in place and a robust pipeline

trucking industries. Under the visionary leadership of CEO

of projects, MAB is poised for exponential growth. By

Pinagare Mogodi, MAB has established itself as a trusted

combining its own proven capabilities with new resources,

name in delivering excellence across multiple sectors. With

MAB is expanding its operations, strengthening its export

ownership of three mines boasting over 30 years of lifespan and

capabilities, and solidifying its position as an industry leader. As

shareholder stakes in other operations, MAB is a leader in high-

the construction department takes off and logistics grow, MAB

grade coal exports and logistics.

continues to empower communities and contribute to South Africa’s economic transformation.

Despite challenges such as port sabotage by competitors, MAB has remained resilient, using its own resources and funds to support and sustain export operations. Now, with strategic partnerships with funding partners, MAB is poised to expand its resources and operations further, ensuring long-term sustainability and growth.

The construction division of MAB has entered a new phase of aggressive growth, with over R1 billion worth of projects ready for execution. These initiatives are expected to create more than 10 000 jobs, including opportunities for truck drivers as new fleets are introduced to support logistics operations.

About Pinagare Mogodi Pinagare Mogodi is a trailblazing entrepreneur, philanthropist, and the driving force behind MAB Group. Raised by a single mother and inspired by his uncle’s business acumen, Pinagare’s entrepreneurial spirit was evident from an early age. Through resilience, hard work, and a commitment to excellence, he has transformed MAB into a leader in multiple industries, navigating challenges such as the Covid-19 pandemic, substantial debts, and industry hurdles.

Pinagare’s philosophy centres on creating impact – not just for his company but for communities across South Africa. He has contributed to numerous charitable initiatives, including building homes for orphans and the elderly, paying school fees, and providing essential supplies to underprivileged families.

A recipient of multiple accolades and nominations, including for Best CEO and Entrepreneur of the Year, Pinagare continues to lead MAB with a vision for innovation and growth. His commitment to fostering job creation, driving economic development, and maintaining operational excellence defines his legacy as a leader.

Contact: T:+27 10 447 3799 E: info@m-a-b.co.za | enquiry@m-a-b.co.za Coal International Trade Desk E: Igor@m-a-b.co.za | coaltradedesk@m-a-b.co.za Whatsapp: +255 787 183 087 Find us on social media

Q&A MAB GROUP

Mining for a

BETTER FUTURE The mining industry is evolving, driven by sustainability demands and technological advancements. As companies navigate these changes, a new era of responsible and innovative mining is emerging. In this conversation, SA Profile spoke to CEO and Founder of MAB Group, Pinagare Mogodi about his vision for the future of mining.

PINAGARE MOGODI

Could you provide an overview of your professional journey within the mining industry and how it has shaped your leadership at Matsapa-a-Botshelo (MAB Group)?

My journey in mining began with a desire to make a difference. I founded Matsapa-a-Botshelo (MAB Group) during my university years, initially to support my family. Breaking into the mining industry was one of my biggest challenges. The industry is dominated by established giants with significant resources, but I was determined to carve out a space for MAB. Today, MAB is a multifaceted business, spanning mining, construction, logistics, and real estate. At MAB, leadership is about creating lasting impact. I’ve always believed in giving back to the communities we serve. MAB invests in skills development, internship programmes, and partnerships to create opportunities and drive regional growth. Sustainability and safety are at the core of our operations. My goal for MAB Group is to set an example of ethical, community-driven leadership that transforms industries and lives.

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Q&A MAB GROUP

What insights, from your experience in mining, have influenced your strategic direction for MAB Group?

Overcoming the challenges of breaking into an industry

What future trends do you foresee in the mining industry, and how is the company positioned to adapt and lead in this evolving landscape?

dominated by established players taught me the importance

The mining industry is rapidly evolving, driven by

of persistence and innovation. I realised early on that building

technological advancements, growing sustainability demands,

trust with clients and delivering consistent, high-quality results

and shifts in global markets. Here are the key trends I foresee

were essential for long-term success. I’ve also learned that

and how MAB Group is preparing for them:

partnerships are invaluable. This strategic approach has allowed

• Sustainability: Implementing eco-friendly mining

us to manage large coal export operations and explore new opportunities, such as developing state-of-the-art facilities and expanding into new markets . Another critical lesson from my journey is the power of giving back. Growing up in challenging economic conditions instilled in me a sense of responsibility to uplift communities.

techniques and exploring renewable energy options.

• Digital transformation: Investing in technology to streamline processes, enhance productivity, and improve safety.

• Critical minerals: Exploring opportunities to diversify into mining critical minerals, such as lithium and cobalt.

• Supply chain resilience: Building robust logistics

What are the key challenges currently facing the mining sector in your region, and how is MAB Group actively addressing these issues?

• Workforce development: Investing in skills development,

The mining sector in our region faces several challenges. One

offering training programmes and internships to equip

major hurdle is the inefficiency and disruptions in rail and port

infrastructure and partnering with local suppliers to ensure operational resilience.

our team for the future.

infrastructure, resulting in delays and increased costs. To mitigate

• ESG practices: Our commitment to community upliftment,

this, MAB Group has invested in logistics capabilities, including a

ethical operations, and sustainability positions us as a

dedicated trucking division.

responsible leader, attracting investment and solidifying

The industry also faces pressure to minimise environmental

our reputation.

impact and adhere to sustainability regulations. At MAB, we

We’ve diversified our operations to overcome fluctuating

What has been the most significant lesson you have learned throughout your career in the mining industry?

commodity prices and economic instability. We’re also invested

The most significant lesson I've learned throughout my career

in skills development and education, creating a sustainable

in the mining industry is the importance of adaptability and

pipeline of skilled professionals. Additionally, we’re exploring

resilience. Mining is a challenging field, subject to economic

renewable energy options to address unreliable power supply

fluctuations, technological advancements, and ever-evolving

and rising energy costs.

environmental and safety regulations. I've come to understand

prioritise eco-friendly mining practices, land rehabilitation, and stakeholder engagement.

that success lies in staying ahead of these changes, embracing

How does MAB Group enhance the local economy through its mining-related initiatives?

innovation, and being prepared to pivot when necessary.

Through our mining initiatives, we create tangible and

building sustainable value for communities, fostering strong

sustainable economic benefits for local communities. Here’s how:

relationships with stakeholders, and

1. We prioritise local hiring and provide training to ensure

ensuring the safety and well-being

long-term employment opportunities.

2. We engage with local suppliers and contractors, benefiting the local economy through our operational spending.

Equally important is the realisation that mining is about

of all involved. This balance has shaped my approach to business and my life philosophy.

3. Our projects often lead to critical infrastructure development, such as roads and utilities, which boosts local trade and mobility.

4. We comply with local regulations, ensuring royalties and taxes contribute to regional and national economic development, supporting public services and infrastructure.

T +27 10 447 3799 W www.m-a-b.co.za SA PROFILE www.saprofilemagazine.co.za

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EDITORIAL FINANCIAL CRIMES

Harnessing AI to combat financial crimes

Thanks to the availability of advanced technology, financial crimes are becoming more sophisticated and complex. From trade-based money laundering and human trafficking to GenAI-enhanced scams, the scale of financial crime today is unprecedented.

Fortunately, artificial intelligence (AI), when used responsibly and ethically, can revolutionise the fight against these financial crimes.

By Stephanie Ora, Global Lead for Financial Crimes Analytics, SAS Of course, AI is not a silver bullet. Even though it provides

Fighting fire with fire

organisations with significant opportunities, the technology

Central to the ability of AI to detect financial crime is its capacity

must be carefully managed. Businesses need to balance AI’s

to process and analyse massive amounts of data faster and

potential to combat financial crimes with ethical responsibility,

more efficiently than any human operator. Traditional methods

transparency and governance.

of fraud detection and anti-money laundering (AML) often rely on high-maintenance rules and time-consuming manual processes which could otherwise be used for tasks requiring human decisions.

For its part, AI enables institutions to effectively identify suspicious and complex financial crime patterns and proactively protect consumers through early warnings.

For example, AI-powered tools can dynamically segment customer profiles, detect anomalies in transactions, and even identify hidden relationships within complex networks. These capabilities help uncover schemes like trade-based money laundering and transnational criminal activities. Furthermore, integrating additional elements such as entity resolution and network analytics means financial institutions can gain a more comprehensive view of the risk landscape. In doing so, they can pinpoint threats and systemic weak points more effectively.

AI also offers significant

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EDITORIAL FINANCIAL CRIMES

improvements in operational efficiency. By automating repetitive tasks, such as alert scoring and triaging, companies can reduce false positives and ensure investigators focus on the highest-risk activities. This frees up internal resources to focus on delivering more strategic value on complex cases. By combining efficiency and accuracy, financial institutions can transform how they address risk and improve their ability to collaborate with peers and law enforcement agencies to reduce financial crimes.

Harnessing synthetic data One of the biggest barriers to effective financial crime detection is insufficient data. Many companies struggle with incomplete datasets, limiting their ability to train AI models comprehensively. It is here where synthetic data has become a game-changer.

Synthetic data mimics real-world data without exposing sensitive information. It allows institutions to test and optimise their financial crime control systems while safeguarding privacy. For instance, synthetic data can be used for pentesting, ensuring that AI systems are resilient against emerging threats. By leveraging advanced tools, institutions can generate synthetic datasets that closely resemble actual scenarios, helping them improve model accuracy and performance.

Keeping the focus on ethics However, AI systems are only as good as the data they are trained on. We have seen biases or inaccuracies in data result in unfair outcomes. Therefore, transparency and explainability have become critical to ensuring that AI-driven decisions are ethical and defensible.

It stands to reason that AI can also be weaponised by bad

…AI enables institutions to effectively identify suspicious and complex financial crime patterns and proactively protect consumers…

actors. For instance, synthetic financial data can be manipulated to obscure audit trails. Malicious actors can feed deceptive data into AI systems to influence decision-making. This highlights the importance of comprehensive governance frameworks

the sharing of insights, data, and best practices. By doing

that mitigate these risks while also underscoring the need for

so, stakeholders put in place a unified front against criminal

continuous monitoring.

networks. Meanwhile, collaboration frameworks between

Businesses must therefore adopt trustworthy AI practices that align with regulatory expectations and societal values. This includes integrating human oversight into the decision-making process to maintain accountability and trust.

human analysts and AI systems can ensure that technology enhances rather than replaces human judgment.

With financial crimes becoming more sophisticated, organisations must invest in continuous learning and innovation. Through this, they can stay ahead of emerging

Collaborating for success

threats and embrace a culture of collaboration to build

The fight against financial crimes cannot be won in isolation.

resilience against modern financial crimes.

Collaboration is essential. This can include teams within

AI is certainly transforming the fight against financial crimes,

companies, across public and private sectors, or through

providing companies with the means to detect and prevent

strategic partnerships with regulators and technology

threats faster than ever. But it does require a holistic approach

providers.

that combines data governance, ethical practices, and

Public-private partnerships can, for instance, facilitate

meaningful collaboration. ■

SA PROFILE www.saprofilemagazine.co.za

49

PROFILE RIO LARGO

Your story matters NICK AND BRENDA WILKINSON

From health-conscious living to olive oil excellence, Rio Largo’s journey began with Nick and Brenda Wilkinson’s passion project.

When Nick Wilkinson’s doctor advised him to incorporate

Foreman through his talent and dedication. Recognised for

more olive oil into his diet to lower cholesterol and manage

his calm demeanour, meticulous standards, and mechanical

blood pressure, he and his wife, Brenda, decided to delve into

expertise, Jonathan plays a pivotal role in maintaining Rio

the health benefits of Extra Virgin Olive Oil (EVOO). Having

Largo’s quality, particularly during the critical harvest season.

studied olive farming since 1997, Nick saw an opportunity to

Nick and Jonathan work together, with Nick directing

transform a health-conscious lifestyle choice into their entire

operations and Jonathan providing invaluable support.

way of life and a thriving business, crafting exceptional olive oil while uplifting local agriculture and communities.

The estate’s people are truly at the heart of its success.

Every team member is valued for their role in the production

In 2010, Nick and Brenda Wilkinson purchased Rio Largo

process, from soil to table. Rio Largo prioritises worker well-

Olive Estate from Carlos Raposa, a proud Portuguese man.

being through initiatives like mental health support, regular

He named the estate Rio Largo, which means “wide river” in

dental and vision care, and wellness programmes. One

Portuguese, honouring the Breede River that flows through

heartwarming story is that of Sam, who briefly left the estate

the Scherpenheuwel Valley and serves as a vital source of

in 2014 to support her husband in a new venture. She later

irrigation for the region. His surname, Raposa, means “fox” in

returned to Rio Largo, drawn back by the excitement and

Portuguese, inspiring the estate’s iconic red fox logo, which

camaraderie she had missed. Today, Sam is the glue that holds

symbolises his roots and deep connection to nature.

the team together, embodying the spirit of celebration that defines Rio Largo.

The founders’ journey Before embarking on this new chapter, Nick and Brenda spent

Awards and recognition

two decades in Central Africa under contract with large-

Rio Largo’s EVOO consistently receives local and international

scale international corporate agribusinesses. As a Chartered

acclaim, earning recognition in prestigious awards such as

Accountant (CA), Nick headed up change management

the Absa Top 10 Olive Awards and SA Olive Awards, as well

teams to restructure and repurpose large-scale agricultural

as global recognition in New York, Japan, Italy, Amsterdam,

operations, involving production and processing of tea,

and the UAE. As one of South Africa’s most consistent award

coffee, macadamia nuts, broad-acre grain, livestock, tobacco,

winners, Rio Largo set the standard in 2010 with a double gold

and cotton in Malawi, Mozambique, Tanzania, Uganda, and

award and has continued to excel ever since.

Zambia. Brenda, a teacher-turned-entrepreneur, shared his

When you purchase a bottle of Rio Largo EVOO, savour

passion for community development and innovation. Their

its rich, delicious flavour and remember the incredible team

move into olive oil, however, was deeply personal. From the

behind it, because their story truly matters. The fox emblem,

start, Nick and Brenda envisioned Rio Largo as more than just

although unconventional for an olive estate, reflects the

a farm – it was to become a family. This ethos is exemplified in

brand’s unique character and heritage. While many estates

the story of Jonathan Prins.

have imitated this concept, Brenda emphasises, “If there’s no

Jonathan began as a farm worker and rose to Production

50

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fox on the label, it’s not Rio Largo.” ■

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Q&A LOOP

KIMBERLEY TAYLOR’S

Mission to make deliveries smarter

From solving a university math problem to transforming how businesses deliver, Loop CEO Kimberley Taylor shares her inspiring journey with SA Profile. Dive into her vision for smarter logistics, client success stories, and how Loop is reshaping delivery operations across industries.

KIMBERLEY TAYLOR

What inspired the creation of Loop Platform, and how has its mission evolved since its inception?

Over the years, this mission has evolved into a relentless

Loop was born from a university project where I encountered

complex operations. Spending time with our clients and truly

the travelling salesman problem – a classic challenge in finding

understanding their day-to-day struggles has been instrumental

the most efficient sequence to visit multiple destinations.

in shaping the platform and our approach.

drive to solve both the big and small pain points in delivery logistics, always focusing on how to bring ease and flow to

This problem sparked my curiosity about real-world inefficiencies in how deliveries were managed, from route

Can you describe the key problems the team aims to solve?

planning to a lack of real-time visibility and poor communication

At the heart of it, we’re tackling the universal challenge of

with end-customers. This curiosity became a passion, leading to

balancing cost and time efficiency. Businesses are always

the creation of Loop. Our mission has always been to simplify

looking to do more with less, and we focus on enabling that

delivery operations and make them more intuitive and efficient.

through smart technology. Our algorithms ensure orders

delivery challenges. As I dug deeper, I discovered countless

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Q&A LOOP

are bundled and routed in the most efficient way, cutting

overhead. The platform also allows for remote management,

down travel distance and saving both time and fuel. This not

providing full visibility and control from anywhere. In fact, some

only reduces costs but also opens up the potential for more

of the largest grocery delivery companies in South Africa have

deliveries in a single day. Beyond the numbers, it’s about

scaled their operations using our technology, handling growing

creating operational visibility – giving teams the tools to

demand efficiently because they have the right tools in place.

proactively manage issues and make faster, better decisions.

Without a strong tech backbone, scaling simply isn’t possible –

Everything we build aims to help businesses reclaim time and

and that’s where Loop makes the difference.

reduce waste so they can focus on what truly matters.

Enterprise customers often have unique and complex needs. How does Loop customise its solutions to meet these challenges while maintaining efficiency and scalability?

Our standard platform works exceptionally well for most clients,

Seeing the people at Loop grow, collaborate, and achieve amazing things fills me with pride.

offering a cost-effective, scalable solution. But larger enterprises often come with unique operational complexities – specific constraints, exceptions, or ways of working that a one-size-fits-

their pain points. This allows us to tailor solutions that solve

As the founder, what has been the most rewarding moment in Loop’s journey, and how has it influenced your vision for the company’s future?

their specific challenges without sacrificing the scalability and

There have been so many rewarding moments, but I think

reliability of our core product. It’s about building meaningful,

they boil down to three areas: our people, our product, and

long-term partnerships and being genuinely invested in solving

our clients. Seeing the people at Loop grow, collaborate, and

problems that matter to them.

achieve amazing things fills me with pride. It’s a bit like watching

all solution can’t address. For these clients, we take a hands-on approach. We spend time in their warehouses, shadowing drivers, and sitting in strategy sessions to fully understand

your child grow – being a new mom, I really relate to that

Can you share a success story where Loop made a measurable impact for a major enterprise client?

feeling of constant awe at development and progress. On the

One standout story involves an enterprise client using just

with some of the biggest brands and seeing how our product

our route optimisation API, not even the full platform. They

genuinely helps them – that’s incredibly validating. All of this

shared feedback that their drivers experienced an 80% boost

pushes me to keep improving, to stay humble, and to make

in efficiency – which was incredible to hear. More broadly,

sure we’re always innovating and staying ahead of where the

our clients typically see a 20% reduction in kilometres driven

industry is going.

product side, it’s surreal to see an idea I had at 20 become a product that makes a real difference. And our clients – working

and significant fuel savings. Another inspiring example is an needing more drivers, all while reducing the distance they

What advice would you give to businesses looking to adopt software solutions?

travel. That’s exactly the kind of impact we aim for – helping

Technology adoption is about more than just buying software

businesses grow sustainably and efficiently.

– it’s about how you implement it. You need all the right

FMCG client whose business has grown year after year, without

stakeholders involved, not just the IT team but also operations

Scalability is crucial for growing businesses.

How does Loop’s platform help enterprises expand into new markets or scale operations?

and the end-users. Clear KPIs are essential for measuring

Scalability is baked into Loop’s DNA. Our management console

stage for success by ensuring the solution is practical, well-

is designed to handle large volumes of deliveries and drivers

integrated, and supported across teams. The most successful

without the need to expand back-office staff. This means

implementations I’ve seen are those that take a holistic

companies can grow without ballooning their operational

approach. ■

success and holding teams accountable. Change is hard – people naturally resist it – so businesses need to set the

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53

EDITORIAL WEALTH TAX

Why a South African Wealth Tax will

hurt the poor and kill jobs The proposed wealth tax for South Africa is being promoted as a solution to “economic inequality.” In truth it would be a disastrous policy error.

By Eustace Davie, Director of Free Market Foundation and author of Unchain the Child

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EDITORIAL WEALTH TAX

A wealth tax does not create opportunity; instead, it

South Africa already struggles with the efficiency of its tax

discourages wealth creation, investment, and economic

collection systems. Adding a wealth tax to the mix would place

activity, all of which are desperately needed in a country with

an additional strain on resources and divert funds away from

massive unemployment and stagnant growth. The poorest

delivering services to the poor.

South Africans will pay the highest price for this misguided proposal.

A violation of Economic Freedom A wealth tax is not only economically harmful; it is

Wealth Taxes destroy incentives

fundamentally unjust. It infringes on economic freedom by

Wealth is not a fixed pie to be redistributed. It is created

undermining property rights, the foundation of a free and

through enterprise, investment and hard work. A wealth

prosperous society. Going after accumulated wealth, which

tax penalises these very activities by targeting the results

has often already been taxed when it was earned, amounts to

of productive efforts. By taxing accumulated wealth,

double taxation and sets a dangerous precedent for further

the government sends a clear message to innovators,

government interference in the economy.

entrepreneurs, and investors that their success will be harshly punished.

This is particularly harmful in South Africa, where the

The solution to South Africa’s economic problems is not to attack the wealth creators but to remove the barriers preventing more people from creating wealth. Policies that

economy is already constrained by overregulation, high

promote economic freedom, reduce red tape, and encourage

taxes, and declining investor confidence. A wealth tax

entrepreneurship should be implemented urgently.

would discourage those who would, in attractive economic circumstances, generate jobs and drive economic growth, instead sending out a negative message to precisely the most promising potential investors and capable entrepreneurs in South Africa and abroad to rather find opportunities elsewhere.

Capital flight and erosion of the tax base High-net-worth individuals, who would bear the brunt of

By taxing accumulated wealth, the government sends a clear message to innovators, entrepreneurs, and investors that their success will be harshly punished.

a wealth tax, can and will move their assets, businesses, and themselves and their families to more tax-friendly countries. South Africa has already seen an exodus of skilled professionals and wealthy taxpayers in recent years. At

The poor will suffer the most

this stage a wealth tax would accelerate this trend, further

While a wealth tax is framed as a tool to help the poor, its real

shrinking the tax base and leaving fewer resources for the very

effects will be to harm poor people the most. When investment

programmes the tax is intended to fund.

dries up and job creation slows, it is the poor and unemployed

History shows that wealth taxes are self-defeating. In France, for instance, the wealth tax introduced in the 1980s led to the

who are left without opportunities. South Africa cannot afford policies that damage our fragile economy even further.

flight of tens of thousands of millionaires. It was eventually repealed in 2018, having failed to generate the expected

A better way forward

revenue while causing significant economic harm. A poor

Instead of introducing a wealth tax, South Africa should focus

country like South Africa cannot afford to repeat this mistake.

on policies that expand economic freedom. Lowering taxes, cutting red tape, and protecting property rights would create

Administrative burdens and costs

an environment where businesses can thrive, the economy can

Implementing a wealth tax is a huge administrative burden.

grow and jobs can be created. This is the only way to rapidly

Determining the value of non-liquid assets, such as property,

reduce poverty and unemployment.

shares, and businesses, is complex, costly, and highly

Economic freedom has lifted millions of people out of

subjective. The costs of enforcing the tax often outweigh the

poverty around the world. South Africa should embrace these

revenue it generates, as seen in other countries that have

proven policies, not undermine them with a destructive wealth

experimented with wealth taxes.

tax that will harm the very people it claims to help. ■

SA PROFILE www.saprofilemagazine.co.za

55

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www.acfesa.co.za (+27) 012 346 1913

PROFILE EAGLE DOUGH BUDDIES

How two brothers are ‘baking’ their

way to success

SIPHO AND BELIEVE MAVUNDLA

Eagle Dough Buddies, a bakery founded by brothers Sipho and Believe Mavundla, has thrived through an incubation programme at Kruger Station, a lifestyle hub at the Skukuza Main Camp in the renowned Kruger National Park. Visitors to the precinct are drawn in by the scent of fresh ciabattas, golden sourdough loaves, and soft bread rolls, often leaving with bags full of freshly baked treats.

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PROFILE EAGLE DOUGH BUDDIES

In 2020, Motsamayi Group, co-managing Kruger Station with SANParks, identified the potential in Sipho and Believe Mavundla, who had been running a small bakery in Bushbuckridge but lacked resources for expansion. Through the business incubation programme at Kruger Station, the brothers received the training, mentorship and tools to scale their business.

Under the guidance of Gavin Ferreira, Concession General Manager at Kruger Station, they honed their baking and business skills. “Their dedication is evident in every loaf,” says Ferreira. “We’re proud to offer their bread at Kruger Station and its restaurant.”

Though still midway through the programme, the brothers have already made a mark, demonstrating the power of small, black-owned businesses in tourism.

A taste of success Starting with basic bread and scones, Sipho and Believe experimented with recipes and techniques, expanding to artisanal breads like sourdough, rye and ciabatta. “We’re proud of how far we’ve come,” says Believe.

Their baked goods are now a staple at Kruger Station’s 3638 Restaurant and convenience store, and they supply luxury safari lodges and operators, including Kruger Shalati The Train on the Bridge. Their pumpkin spice and gingerbread treats are a hit

About Motsamayi Tourism Group

with both local and international guests.

Motsamayi Tourism Group, initially established as Thebe

“This project has transformed our lives,” says Believe. “We’re

Tourism Group in 2001, is South Africa’s oldest black-

gaining exposure to guests from all over the world, including

empowered tourism entity. With 51% black ownership,

Germany, China, India, and more.” The brothers’ family couldn’t

Motsamayi is committed to empowering and transforming

be prouder – with the two even appearing on TV recently.

the tourism industry. Since its inception, Motsamayi has become a leading force in the South African tourism sector, renowned for its innovative and immersive experiences.

Under the leadership of CEO Jerry Mabena, Motsamayi

This kind of investment is essential for sustainable tourism, benefiting everyone…

has become one of Africa’s foremost hospitality brands, creating unique and iconic tourism products that capture the essence of Africa's diverse landscapes, cultures, and wildlife.

Motsamayi’s mission is to empower young South Africans by providing skills training, supporting entrepreneurship, and creating job opportunities. Through various incubation

A sustainable future

projects and strategic partnerships, such as its collaboration

Jerry Mabena, CEO of Motsamayi Group, highlights the

with the Good Work Foundation, Motsamayi ensures

importance of supporting small businesses in their early stages.

rural youth gain valuable work experience and secure

“The Wonderful Baker Brothers,” as he affectionately calls

employment within the wildlife economy. The company

them, demonstrate the long-term value of investing in people

owns and operates a diverse portfolio of tourism attractions,

and communities. “This kind of investment is essential for

hospitality properties, and immersive experiences across

sustainable tourism, benefiting everyone – guests, workers, and

South Africa, highlighting Africa’s iconic destinations.

the communities they support,” Mabena concludes.

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59

Q&A INTEGRATED GEOSCIENCE SOLUTIONS

AI and the future of MINERAL EXPLORATION Artificial intelligence (AI) is reshaping the mineral exploration and mining industries by tackling critical challenges such as the global shortage of mineral discoveries, the complexities of deep resource extraction, and the vast amounts of data generated.

DAVID KHOZA

By automating tasks like drilling, sampling and data interpretation, AI enhances exploration, reduces risks, improves resource allocation, and strengthens environmental monitoring. However, its effectiveness hinges on the quality of data and it faces limitations in data-scarce environments, highlighting that AI is not a one-size-fits-all solution.

David Khoza, Technical Director at Integrated Geoscience Solutions, spoke to SA Profile about his 25-year career in geoscience. From his unexpected introduction to the field during university to pioneering AI-driven projects in mineral exploration and sustainable energy, Khoza discusses how he’s driving innovation while prioritising sustainability and reshaping the perception of mining.

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Q&A INTEGRATED GEOSCIENCE SOLUTIONS

Can you share your journey into the geoscience field and what inspired you to pursue this career?

methods. This perception challenge has also led to a lack of interest in geoscience as a career, which presents another global dilemma for the industry.

It has been a tremendous 25-year journey that began in 1999

you ever heard of geology?”. At the time, I had only studied

How do you approach solving complex challenges and ensuring your solutions are both innovative and practical?

geography in school and knew nothing about geology. After the

Complex challenges often become less complex if there is a

professor explained the field to me, I was instantly hooked, as

clear understanding of the problem at hand and then, as far as

it complemented my natural desire to understand the physical

possible, simplifying it. A systematic input-driven approach is

and natural sciences. I eventually earned a PhD in Geophysics,

often easier to implement once the problem is simplified having

and since then, my geoscience career has been incredibly

listened to inputs from all stakeholders. This will also inform

rewarding, allowing me to explore the world while doing what I

finding a solution that is most cost effective.

when, upon registering for a Bachelor’s degree in Physics and Mathematics, a geology professor asked me, “Have

love.

As the Technical Director at Integrated Geoscience Solutions, what does your role involve on a day-to-day basis?

Given the close connection between your work and resource extraction, how do you integrate sustainability into your projects?

Environmental sustainability is front and centre to every

I conduct research and consultancy in geoscience, focusing on

project I do. This starts from minerals exploration stage, before

areas such as mineral exploration, groundwater mapping, and

there is even knowledge of whether there is extraction that

understanding natural hazards like landslides and earthquakes.

can take place. And this involves investigating issues around

I also utilise the latest machine learning technologies to

groundwater utilisation, possible contamination, geotechnical

analyse multiple datasets, including geology, geophysics, and

factors around ground movement, geohazards that could affect

geochemistry. In addition, my research explores greener energy

communities around the project area and looking for greener

sources, such as geothermal energy and hydrogen exploration,

energy solutions to support resource development. All this

as well as carbon-mitigating technologies like carbon capture,

informs the ultimate decision-making on whether the resource

utilisation, and storage.

can be exploited in a sustainable manner.

A typical day involves managing clients’ expectations and

on exploration and mining projects, collecting geoscientific

What advice would you give to young professionals interested in pursuing a career in geoscience?

data. Once gathered, the data is brought back to the office for

Everything, from the water we drink to the food we eat and the

detailed analysis and modelling to inform critical decisions on

technologies we use, comes from rocks. We therefore need

drilling plans, water management, and other factors.

geoscientists to shape the future of the world as we transition

advising on the most suitable scientific techniques to identify mineral deposits. Much of the time is spent outside the office

from a fossil-fuel-dominated global economy to a more

What would you say are some of the biggest challenges the industry is currently facing?

low-carbon economy. This transition will not happen without

The minerals exploration and mining industry has come

Only geoscientists can locate these deposits and guide their

a long way since humans first started extracting valuable

sustainable exploitation. A career in geoscience, therefore,

commodities from the ground using spades and shovels.

offers an incredible opportunity for anyone interested in

Technology has made this work relatively easier, but challenges

contributing to a better and more just world.

the discovery of new mineral deposits and their extraction.

– while different – still remain. The critical challenge facing the

“perception” challenge, with mining still being seen as “dirty and

What are you most proud of in your career thus far, and what are key lessons you have learned?

environmentally damaging.” While there have been instances

I am most proud of the contributions I’ve made in supervision

of things going wrong recently (such as tailing dam failures), I

of research and playing a small part in discovering mineral

believe the industry, on the whole, has made significant strides

deposits that have led to sustainable development around

in developing and implementing safe and sustainable mining

communities. ■

industry is finding mineral deposits and developing them in an environmentally friendly manner. The industry also faces a

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61

EDITORIAL ESG

Aligning ESG

measures within industry A comparative study of the ESG strategies of three diverse sectors in South Africa – retail, finance, and mining – and how each aligns its ESG initiatives with its unique operational imperatives.

By Dr Chris Blair, CEO, 21st Century

and Governance (ESG) factors have become crucial

What is the importance of aligning ESG measures with company strategy?

indicators of a company’s long-term sustainability

Before diving into the case studies, it is essential to understand why

and ethical impact. These measures are essential not

aligning ESG measures with company strategy is vital. ESG factors

only for meeting regulatory requirements but also

influence a company’s risk profile, reputation and operational efficiency.

for gaining investor confidence, fostering consumer

When ESG measures are integrated into the core strategy, they can

loyalty, and ensuring operational resilience. However,

drive innovation, improve resource management, and enhance

the alignment of ESG measures with company strategy

stakeholder relations. This alignment ensures that ESG initiatives are

can vary significantly across industries. This article

not just peripheral activities, but are embedded in the business model,

examines the ESG approaches of three companies,

driving sustainable growth. Since each industry faces distinct challenges

drawing on insights from their publicly available

and opportunities, their ESG strategies must be tailored accordingly,

sustainability reports.

leading to diverse approaches and implementations.

In today’s corporate landscape, Environmental, Social,

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EDITORIAL ESG

Case study 1: retail sector – Woolworths Holdings Limited

Case study 2: finance sector – FirstRand Limited

Woolworths Holdings Limited stands out in the South African

FirstRand Limited demonstrates how financial institutions can

retail sector for its robust ESG strategy, detailed in its Annual

lead in ESG integration in the finance sector. As detailed in

Financial Statements and Sustainability Reports. The company’s

their Annual Financial Statements and Sustainability Reports,

Good Business Journey (GBJ) programme underscores

FirstRand’s ESG strategy is central to its operational ethos and

its commitment to sustainability, focusing on reducing

risk management framework.

environmental impact, promoting fair trade, and enhancing

Environmental initiatives:

community well-being.

Environmental initiatives:

projects and reducing its

targets to reduce carbon

carbon footprint. The bank has

emissions, aiming for a 50%

established green bonds to

reduction by 2030. The

support sustainable projects,

company also focuses on

as detailed in their 2023

sustainable sourcing, with a

Sustainability Report.

from sustainable sources

Social initiatives:

FirstRand’s social initiatives focus on financial inclusion

by 2025. These initiatives

and education. The bank has

are detailed in their 2023

developed products aimed

Sustainability Report.

at underserved communities,

On the social front,

providing access to banking

Woolworths invests in

services that promote economic

community development

empowerment. Their Annual

through education and

Financial Statements provide

health programmes. The

a detailed account of these

company’s employee wellness

initiatives.

programmes are designed to ensure a supportive and inclusive workplace.

Governance initiatives:

In terms of governance, FirstRand emphasises strong risk management and regulatory

Woolworths’ initiatives in

compliance. The bank’s

these areas are thoroughly

Remuneration Report reveals a

documented in their Annual

structure where executive bonuses

Financial Statements.

Governance initiatives:

financing renewable energy

Woolworths has set ambitious

goal to source all its cotton

Social initiatives:

FirstRand has committed to

are tied to ESG performance

Woolworths’ governance

metrics, ensuring that

practices emphasise ethical

sustainability is a key consideration

conduct and transparency,

in leadership decisions.

with a strong focus on board accountability. Their

Case study 3: mining sector – Anglo American Platinum

Remuneration Report outlines

The mining sector presents unique ESG challenges, particularly

the alignment of executive

in environmental management and community relations. Anglo

pay with ESG performance,

American Platinum, a leading player in the industry, provides

ensuring that leadership

a compelling example of comprehensive ESG integration, as

is incentivised to meet

outlined in their Annual Financial Statements and Sustainability

sustainability goals.

Reports.

diversity and executive

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63

EDITORIAL ESG

Environmental initiatives:

Anglo American Platinum has committed to achieving carbon neutrality by 2040. The company invests in water conservation and tailings management, crucial for minimising environmental impact. Their 2023 Sustainability Report details these efforts extensively, highlighting significant progress in reducing carbon emissions and enhancing water stewardship.

Social initiatives:

The company’s social initiatives focus on local community development, health and education. Anglo American Platinum works closely with communities to ensure that mining operations bring socioeconomic benefits, as highlighted in their 2023 Sustainability Report.

Governance initiatives:

Governance at Anglo American Platinum is characterised by rigorous oversight and ethical conduct.

The company’s Remuneration Report shows how executive compensation is linked to achieving specific ESG targets, ensuring accountability at the highest levels of the organisation.

Retail vs. finance:

Woolworths’ ESG focus is heavily

Comparative analysis

tilted towards environmental

Each of these companies demonstrates that while the

sustainability and social impact,

overarching goals of ESG strategies may be similar – enhancing

given its direct interaction with

sustainability, promoting social good, and ensuring robust

consumers and supply chains. In

governance – the specific measures and initiatives vary

contrast, FirstRand's ESG strategy is

significantly depending on industry context and operational

deeply integrated with its financial

realities.

products and services, emphasising

Finance vs. mining:

financial inclusion and green

The alignment of ESG measures with company strategy is critical

financing.

for sustainable and ethical business operations. The case studies

FirstRand and Anglo-American

of Woolworths, FirstRand, and Anglo-American Platinum illustrate

Platinum both underscore the importance of governance and ethical conduct. However, while FirstRand’s environmental initiatives are finance-centric (e.g., green bonds), Anglo American’s are operationally focused, aiming to mitigate the direct environmental impact of mining activities.

Retail vs. mining:

The retail sector’s ESG initiatives, as seen with Woolworths, are consumer and supply chainfocused, aiming for sustainable sourcing and community engagement. On the other hand, Anglo American Platinum’s ESG measures are centred around environmental management and local community development, addressing the broader impact of mining operations.

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how ESG strategies are tailored to fit industry-specific challenges and opportunities. By embedding ESG considerations into their core strategies, these companies not only meet regulatory requirements, but also drive long-term value creation and stakeholder trust. As the corporate world continues to evolve, the importance of a nuanced and industry-specific approach to ESG cannot be overstated. Each company must craft its own unique path, ensuring that its ESG strategy is a true reflection of its operational ethos and strategic vision. By comparing these diverse approaches, we see that no two ESG strategies are the same, as they are intricately linked to the unique operational and strategic needs of each company. This diversity is not only natural but necessary for genuine and effective ESG integration. ■

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Q&A QUADCARE

REVOLUTIONISING

healthcare through empathy

Dr Dulcy Rakumakoe is a pioneering entrepreneur, healthcare pioneer, and social advocate who has dedicated her life to bridging the healthcare gap in South Africa.

As the founder and CEO of quadcare, she has established a network of clinics providing quality, affordable, and dignified healthcare to underserved communities.

DR DULCY RAKUMAKOE

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Q&A QUADCARE

often overwhelmed, leaving many without access to essential

Can you share more about the founding of quadcare and the mission behind it? What sets quadcare apart from other healthcare providers?

medical services. It’s for this reason that innovative and inclusive

Quad stands for ‘Quality’, ‘Accessibility’ and ‘Dignity’. That is how

healthcare models like quadcare are vital. Founded by Dr Dulcy

healthcare should be provided to everyone. In South Africa, you

Rakumakoe, quadcare provides quality, affordable and dignified

have more than 80% of the population uninsured, meaning they

healthcare to underserved communities, bridging the gap in

need to take money out of their pockets to access healthcare

South Africa's healthcare landscape.

or go for the overburdened public healthcare. Our mission is to

South Africa’s healthcare system faces significant challenges, including inadequate funding, staff shortages, and unequal access to quality care. The country’s public healthcare sector is

make sure people receive care that is affordable with love and

What inspired you to pursue a career in medicine, and how has your personal experience influenced your approach to healthcare?

compassion, whether they are rich or poor.

Growing up in a township with only one doctor, I witnessed

What strategies do you employ to ensure accessibility and affordability for your patients?

firsthand the challenges of accessing quality healthcare. My

Our cash consultation, including medication, is R480, which

grandmother would often visit this doctor and the queues were

provides people with essential medication after a thorough

long. At six years old she told me that when I grow up, I must

history-taking and examination. We also employ different

become a doctor, so that I can treat her at home. And so, my

levels of healthcare workers with varying scopes of practice

fate was sealed.

to minimise wastage in the system. Additionally, we utilise technology to ensure providers are properly supervised, implement strict stock control measures, and provide regular

National health coverage should be a non-negotiable.

staff training and sensitisation as part of our quality controls.

Your work in occupational health has been instrumental in addressing the health concerns of workers in various industries. What are some of the most pressing health issues you've encountered, and how do you address them?

Our main client is in the mining industry, where we encounter issues such as workrelated injuries and illnesses related to exposures to different risks like noise, dust, ergonomics, and radiation. Chronic illnesses like HIV, diabetes, and hypertension are also pressing concerns that we manage rigorously. Additionally, we work with clients in construction, logistics and transport, and manufacturing, each with their unique set of health risks.

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Q&A QUADCARE

How do you think healthcare providers can better serve the LGBTQ+ community, and what initiatives have you implemented at quadcare to promote inclusivity?

Looking ahead to the next 5-10 years, what trends or innovations do you see shaping the healthcare industry, and how is quadcare positioning itself to adapt to these changes?

The biggest barrier for the LGBTQIAQ community accessing

Looking ahead, I foresee significant advancements in healthcare

quality healthcare is provider attitudes. To address this, we

accessibility, driven by technology. Virtual care, Artificial

ensure that our hiring process screens out workers with

Intelligence, and mobile health capabilities will revolutionise

homophobic, transphobic, or interphobic biases. Once

patient engagement. Quadcare is a few steps ahead of its peers

employed, our staff undergo sensitisation training and training

in already using some of these technologies and testing them

on providing the necessary care. Additionally, all our clinics

out.

display the LGBTQIAQ flag, signalling to the community that we are a safe space.

What are your future plans for quadcare, and how do you see the organisation evolving to meet the changing healthcare needs of your community?

What are your thoughts on South Africa’s plans to introduce a National Health Insurance (NHI) scheme, and how do you think this will impact private healthcare providers like quadcare?

National health coverage should be a non-negotiable. Primary

The future plan for quadcare is growth and expansion. We aim

and preventative healthcare should be prioritised if we are to

to set up more clinics across the country, building stronger

see a healthier South Africa and drive healthcare costs down by

relationships with stakeholders in the healthcare space,

ensuring that less people need to be hospitalised. This should

including government, organisations, media, and communities.

not be done by government. Partnerships with the private

Additionally, we plan to establish clinics in companies that want

sector is important. Mutually beneficial collaborations will

to support a healthier and more productive workforce.

ensure that our people receive the care the need. ■

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EDITORIAL SIDE HUSTLES

Embrace the

side hustle boom Workers are increasingly pursuing second jobs. According to a survey by Bankrate, 53% of Gen Zers have a second job, as do half of millennials and 40% of Gen Xers.

As a business leader, you may worry that having a second job could make your employees less committed when they're working for you. However, think again: second jobs bring numerous advantages that you can harness to create a workplace where innovation thrives.

Let’s explore the business benefits and discuss what you can do to support your employees' pursuits.

The business benefits of second jobs •

Employee wellbeing: Happy employees are more productive. When they have the satisfaction of pursuing a passion through a second job, they experience a wellbeing boost that benefits your workplace. The extra income and financial security that come with a second job further enhance their wellbeing.

• Diversified skill sets: Pursuing a second job naturally helps employees develop new skills that they may not have acquired in their role with your company. This accelerates their professional development, and they can bring these skills back to your workplace.

• Enhanced creativity: The creativity fostered by a second job can bring fresh perspectives and an entrepreneurial mindset to your workplace, driving innovation that benefits your business.

• Employee loyalty: By supporting and encouraging your employees’ pursuits, you demonstrate loyalty and commitment, making them feel valued. This boosts staff retention and loyalty.

In short, supporting employees in pursuit of their second jobs ultimately results in building a more dynamic, skilled and resilient workforce.

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EDITORIAL SIDE HUSTLES

How to support your employees Here are three practical steps your business can take to encourage and benefit from your employees’ second jobs: Set some boundaries

Beware of burnout

Embrace hybrid working

Make sure employees know that

The Henley Business School estimates

The flexibility and autonomy of hybrid

you support their extracurricular

that 45% of those with a second job

working empower employees to pursue

endeavours, but at the same time, be

work more than 40 hours a week when

their second jobs without impacting

clear about the boundaries – perhaps

combined with their primary job, and

their work for you. According to

even writing them into employees’

25% are working more than 50 hours

Stanford economics professor Nicholas

contracts. For example, you might want

per week.

Bloom, hybrid workers save an average

to address conflicts of interest and

When employees spend their leisure

of 70 minutes a day when they don’t

clarify that an employee can’t compete

time working on a second job, even

have to commute. Of those 70 minutes

with your business via their second

if it’s a passion of theirs, they are at

per day, the survey shows they’ll spend

job or use your company’s intellectual

heightened risk of burnout – something

30 minutes working more, and use the

property. On a practical note, ensure

that would negatively impact not just

other 40 minutes doing other things –

employees with second jobs tell your

the individual, but your business as

such as second jobs. This is supported

HR team so that their tax codes can be

well. So, be vigilant to the symptoms of

by an IWG survey published earlier this

accurately managed.

burnout among employees with second

year, in which 81% of hybrid workers

jobs, and learn more about preventing

reported that they have additional

burnout so you’re ready to support

personal time compared to before the

them.

pandemic.

It’s key to support flexible ways of working to cultivate a workplace where innovation thrives.

Embrace the future of work “It’s key to support flexible ways of working to cultivate a workplace where innovation thrives. By minimising commute times and providing employees with more time of their own, they are empowered to pursue other passions – and ultimately transform into a more resilient workforce for your business,” says Joanne Bushell, Managing Director South Africa and North Africa for International Workplace Group (IWG). ■

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PROFILE TEAM BUILDING INSTITUTE (TBI)

Transforming

teams with TBi

DR CHRIS HEUNIS AND ROBBIE VERKUYL

Nearly 30 years ago, the Team Building Institute (TBi) was established with a vision to revolutionise how teams and organisations approach development and performance.

Led by CEO Dr Chris Heunis and COO Robbie Verkuyl, TBi

Verkuyl adds, “Looking ahead, TBi is committed to

emerged as a response to the growing demand for dynamic,

integrating more digital tools and platforms to make our

experiential learning methods that transcended the conventional

training programmes even more accessible and impactful. We

seminars and workshops of the time. Motivated by their passion

also aim to expand our reach in terms of both geographical

for unlocking human potential and enhancing organisational

locations and industry sectors. Another major goal is to further

effectiveness, Heunis and Verkuyl set out to design programmes

tailor our learning solutions to meet the unique needs of

that were not only informative but transformative.

different organisational cultures and generational workforces.”

As with any pioneering endeavour, TBi faced its fair

The impact of TBi’s training and development programmes

share of challenges in its early years. The unconventional

is a cornerstone of its philosophy. Through a combination

nature of experiential learning was met with scepticism from

of feedback tools, performance metrics, and follow-up

traditionalists, and carving out a niche in the competitive

assessments, the organisation measures the effectiveness

business training landscape proved no small task. However,

of its initiatives. The introduction of tools such as the Team

persistence and proof of concept became their guiding

Development Inventory allows for real-time assessments,

principles. By demonstrating tangible improvements in team

enabling business leaders to implement change initiatives

dynamics and productivity, TBi gradually earned credibility and

proactively and maintain organisational harmony.

developed a loyal client base.

Growth and evolution

Advice for aspiring leaders in team development

“Our core principles revolve around practical, experiential

Heunis and Verkuyl offer simple yet profound advice for those

learning that directly relates to workplace environments,” Heunis

pursuing a career in team development and leadership training:

explains. “We facilitate the transfer of learning experiences by

remain committed to continuous learning and innovation.

introducing metaphors that remind clients of their learning and

As the field continues to evolve, staying abreast of the latest

the commitments made during the training programme.”

research, tools, and techniques is essential. Most importantly,

“When clients reference colours and unconventional terms

understanding and addressing the unique needs of each team

like ‘A-Ka-So’ in their formal and informal communication,

and organisation is key to creating a lasting impact – because in

it’s clear the learning and change have been successfully

this field, one size does not fit all.

transferred. This elevates organisational culture to a new level.”

Heunis emphasises, “Sustained change and development

TBi’s legacy, built on resilience, innovation, and an unwavering commitment to excellence, continues to inspire and

can only be achieved through follow-up. Our programmes

transform teams across industries and borders. Their story is a

are designed to foster self-awareness, team awareness, and a

testament to the power of vision and the profound impact of

renewed appreciation of core values.”

experiential learning in shaping the future of work. ■

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THE MORE YOU KNOW

THE MORE YOU GROW ACCOUNTING SOFTWARE FOR YOUR SELF MADE BUSINESS

Q&A TEKWECOMM

CONNECTING COMMUNITIES,

transforming lives Tekwecomm’s pioneering spirit, led by Managing Director Lilian Kistan, is revolutionising the telecom industry with innovative solutions, community-driven growth and a passion for empowering individuals and families through technology and connection.

LILIAN KISTAN

What inspired you to purchase Tekwecomm, and how has your vision for the company evolved over time?

grew, I began to focus on innovation and expansion through diversification, and we’re now at the precipice of national expansion.

The decision to purchase was predominately fuelled by

At the time, the company was struggling to find its footing,

As a woman leading in the telecoms space, what challenges have you faced, and how have you overcome them?

but I saw an opportunity to turn it around and make it a

As a woman in a male-dominated industry, I’ve faced numerous

powerhouse in the industry. My vision for the company has

challenges, including scepticism and bias. However, I’ve

evolved significantly over time. Initially, I focused on stabilising

overcome these challenges by being resilient, staying focused,

the business and building a strong foundation. As Tekwecomm

and building a strong support network. I’ve also made it a point

the opportunity Tekwecomm represented – a chance to revolutionise the telecoms supplier industry in South Africa.

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Q&A TEKWECOMM

to mentor and empower other women in the industry, which

organisations to provide support to marginalised communities

has helped to create a more inclusive and diverse environment.

and to promote economic development.

Building and nurturing Tekwecomm into what it is today has been a key part of my journey.

Can you elaborate on the company's approach to innovation and staying ahead in the industry?

What role do you believe vulnerability and empathy play in effective leadership, and how do you incorporate these values into your management style?

I believe that vulnerability and empathy are essential

At Tekwecomm, we believe in staying ahead of the curve

components of effective leadership. As a leader, you need

by embracing innovation and technology. We invest heavily

to be willing to listen, to learn, and to adapt. You need to

in research and development, and we encourage our team

be able to put yourself in your team members’ shoes and

members to think outside the box and come up with creative

understand their challenges and concerns. Understanding

solutions to complex problems. We also partner with other

and incorporating servant leadership into my value set and

companies and organisations to stay up to date on the latest

management style makes me approachable, transparent, and

trends and advancements in the industry. Harnessing the

open to feedback. I also make it a point to prioritise my team

power of AI, to assist in shortening lead times and drive quicker

members’ well-being and to create a positive and inclusive

turnaround times to the client has been our biggest success to

work environment.

speak of.

How has Tekwecomm’s partnership with Innovator Trust impacted the company’s growth and development?

Looking ahead to Tekwecomm’s future expansion plans, what exciting developments can we expect to see from the company in the coming years?

Our partnership with Innovator Trust has been instrumental

In the coming years, we’re excited to expand our operations

in our growth and development. The Innovator Trust has

into Africa and to diversify our product and service offerings.

provided us with access to funding, mentorship, and networking

We’re also looking at new technologies and innovations

opportunities that have helped us to scale our business and

that will help us to stay ahead of the curve and to continue

expand our reach. The partnership has also given us the

to deliver value to our customers. As a supplier to the tech

opportunity to work with other innovation companies and

industry, the rate of evolution is rapid and we are well position

organisations, which has helped us to stay ahead of the curve

to continue to evolve.

and identify new opportunities.

What advice would you give to SMMEs looking to scale their businesses and overcome challenges?

What emerging trends do you see shaping the telecoms industry in the next five to 10 years, and how is the company positioning itself to capitalise on these trends?

My advice to SMMEs would be to stay focused, stay adaptable,

I see several emerging trends that will shape the telecoms

with an obligation to remain teachable, and stay committed to

industry in the next five to 10 years, including the growth

their vision. It’s also important to build a strong support network

beyond 5G, the increasing importance of cybersecurity,

and to be open to learning from others. Don’t be afraid to ask

and the rise of the Internet of Things (IoT). Additionally, the

for help, and don’t be afraid to take calculated risks. And most

advancements in satellite technology by companies like

importantly, never give up on your dreams.

SpaceX, led by Elon Musk, are expected to revolutionise the way we access and use telecommunications services. With the

How does Tekwecomm prioritise community growth and development, and what initiatives is the company involved in?

potential for low-Earth orbit (LEO) satellites to provide global

At Tekwecomm, we believe in giving back to a community

building strategic partnerships, and staying ahead of the curve

that has supported us. We’re involved in several initiatives that

in terms of technology and innovation. We’re also exploring

focus on our staff and their family’s education, internal skills

opportunities to leverage satellite technology to expand our

development, and entrepreneurship. We also partner with other

reach and offering to our customers. ■

internet coverage, Tekwecomm is positioning itself to capitalise on these trends by investing in research and development,

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EDITORIAL QSE

How QSEs can benefit

from ISO standardisation The adoption of standards not only enhances a company's internal structure, governance, and assurance but also opens doors to financial opportunities. Business owners can leverage these standards to secure funding grants from SEDA and participate in beneficial enterprise supplier programmes.

By Muhammad Ali, Managing Director, World Wide Industrial & Systems Engineers (WWISE)

Broad-Based Black Economic Empowerment (B-BBEE) will always be a topic of heated debate in South Africa. Depending on an individual’s or organisation’s political leanings, it is viewed as either positive or negative, with few grey areas in between. Although BEE compliance is not compulsory for private businesses, the government's transformation policy makes it nearly impossible for firms to obtain licences or bid for tenders without meeting the stipulated BEE requirements.

However, many private sector companies – particularly those classified as Qualifying Small Enterprises (QSEs) – fail to recognise that complying with transformation targets can be achieved through the effective implementation of standardisation policies and practices.

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EDITORIAL QSE

QSEs are businesses with an annual turnover of between R10 million and R50 million. They are scored on the B-BBEE elements of ownership, skills development, management control, enterprise and supplier development, and socio-economic development. If they meet certain transformation targets, they are eligible to qualify for grants of up to R100 000 from the Small Enterprise Development Agency (SEDA), as well as other enterprise funding programmes in the country.

QSEs are prevalent in manufacturing and engineering, ICT and telecommunications, construction, and real estate, and can greatly benefit from standards set by the International Organisation for Standardisation (ISO), the global body responsible for setting uniform standards for companies and organisations worldwide.

Implementing ISO standards for BEEqualifying work ISO standards help these industries meet regulatory requirements, improve governance, and assure clients of their commitment

The ISO implementation process

to quality and safety – all key factors in securing BEE-qualifying

QSEs should begin implementing ISO standards as soon as possible,

work. The government frequently requires construction firms and

particularly if they aim to pursue government or large corporate

subcontractors that adhere to safety, environmental, and quality

contracts, as early adoption positions businesses to meet BEE tender

standards for its projects, as well as automotive, food processing,

requirements. Since the ISO implementation process takes between

and packaging suppliers and manufacturers that demonstrate

three and six months, it is essential to start during expansion

the ability to deliver quality and safety through ISO certification.

planning or as part of a long-term growth strategy.

Similarly, ICT service providers with expertise in data protection

The process begins with an initial assessment (gap

have a fantastic opportunity to win contracts from corporate and

analysis), followed by planning, resource allocation, and actual

government clients.

implementation. During these phases, the necessary policies, procedures, and systems identified in the gap analysis are put in

There are several key ISO standards that businesses should implement to qualify for BEE work. These include:

place. These include process mapping, staff training, infrastructure

•

Once the QSE is confident that all processes comply with the ISO

•

Quality Management (ISO 9001):

•

standard, it should engage an accredited certification body to

customer and regulatory expectations.

conduct a formal audit. The certification body will assess compliance,

Risk Management and Compliance (ISO 31000):

issue the ISO certification, and provide recommendations for

Helps businesses effectively manage and mitigate

continuous improvement.

As the standard is implemented, numerous internal changes will

Health and Safety (ISO 45001):

occur within the QSE, ultimately positioning the company to bid for

Critical for industries where workplace safety and

BEE-qualifying work. These changes will inevitably include improved

compliance with labour laws are key concerns.

documentation, detailed record-keeping, and enhanced staff

Environmental Management (ISO 14001):

training on new procedures, especially in quality control, safety, and

Necessary for businesses seeking to manage their

risk management.

environmental impact and comply with sustainability •

Ensuring long-term sustainability

Ensures that products and services consistently meet

operational risks.

•

upgrades, and internal audits.

However, it is vital that the organisation's management team

regulations.

actively drives a culture of continuous improvement, incorporating

Data Security (ISO/IEC 27001):

regular internal and external audits into the business routine to

Essential for IT companies and other sectors handling sensitive information that need to protect client data.

maintain ISO certification. These changes will ensure the business remains structured, accountable, and compliant, crucial for securing BEE-qualifying work and long-term sustainability. ■

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77

ADVERTORIAL ARMSCOR

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Armscor's mandate is to provide the armed forces with state-of-the-art defence matériel, delivering innovative defence solutions efficiently and effectively. The organisation manages the strategic capabilities of the DOD, producing research and vanguard technological solutions required to provide safety and security for South Africa, its citizens and the continent. Under the leadership of Advocate Solomzi Mbada, Chief Executive Officer, Armscor's core businesses include:

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ADVERTORIAL ARMSCOR

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Its key functions include requirements analysis, technology development, design and development of products and product systems, the industrialisation and manufacturing of mature products and product systems that fully meet user requirements. It also entails procurement of existing and qualified products, as well as the acquisition of product system support for user systems during the operational lifetime of the systems. The organisation has capability to perform independent, centralised coordination and management role for technology acquisition and technology commercialisation.

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79

EDITORIAL TECH

Landmark agreement

boosts South African tech presence abroad In a boost for South African business presence abroad, the India arm of leading tech company Jendamark Automation has announced a landmark agreement with a US$6billion India-based consulting service and systems integrator.

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EDITORIAL TECH

Jendamark, which also has a presence in Germany and the USA, signed a memorandum of understanding with Indian

economic ties between these emerging economies.

In his opening address, the South African High

technology giant Tech Mahindra at the India-South Africa

Commissioner to India, Professor Anil Sooklal, stated Africa was

Business Conclave in New Delhi on 2 December 2024.

on the rise and ripe for international investment.

The agreement will see Tech Mahindra become a global partner for Jendamark’s Odin Manufacturing technologies, a range of digital solutions designed to improve productivity and operational efficiencies for small to large-sized businesses.

“Africa is the last frontier of development and the gateway to the continent is naturally South Africa.”

Sooklal urged South African businesses to invest in India, saying, “We will miss out on major opportunities if we don’t take advantage of them and the goodwill that exists in this

Strategic collaboration

country towards South Africa.”

The two companies will explore mutually productive commercial opportunities and collaborate on developing,

Jendamark’s Indian success

implementing and supporting enterprise-class solutions for

For Jendamark, this year marked 10 years of doing business

identified customers across the globe.

in India. While many businesses on the subcontinent had

Jendamark’s director of innovations in South Africa, Yanesh Naidoo, said the company was proud that a successful global

explored opportunities in South Africa, not many South African businesses had gained a foothold in India, said Jadhav.

organisation like Tech Mahindra had chosen to partner with

“One of the key reasons for the success of Jendamark in

their Odin suite of products to help manufacturing customers

India is the trust which the South African management team

become more effective in their daily operations.

has in us, and vice versa. Also very important is understanding

“It’s a massive opportunity for Jendamark and Odin to gain

the differences in culture and mindsets, but not losing sight

access to a global market that is in need of human-centric

of the business objectives, and making sure that the customer

productivity solutions in factories around the world,” said

always gets the Jendamark quality they expect from the brand.”

Naidoo.

Also represented at the conclave session on opportunities

Speaking after the official signing of the memorandum,

within the digital economy was Jendamark’s Odin Education

Jendamark India CEO Himanshu Jadhav said the partnership

division, which has developed a full-stack ed-tech solution to

would take Jendamark’s digital technologies to the next level.

bridge the digital divide for underprivileged schools in both

“We are proud to have created our Odin software solutions in the developing economies of India and South Africa. And

countries.

Odin Education head Ajit Gopalakrishnan said tech-enabled

now we are very happy to partner with Tech Mahindra who,

learning and skills development were critical to the future of

with their vast network, will take it to the developed economies

both, especially in building a knowledge-based economy.

and the rest of the world.

"We have two shared challenges as countries. Firstly, there

“Their expertise in leveraging business and enterprise

is no shortage of talent in underprivileged schools but it is

solutions gives us the opportunity to expand beyond our

squandered because of lack of access to resources, networks

horizons and to grow in different business sectors, bringing

and support,” he said.

many benefits to both companies and our customers.”

Tech Mahindra’s global head of automotive consulting and

“Secondly, we have a relevance problem. Our education systems are disconnected from the evolving needs of industry,

solutions, Sachin Kulkarni, said the partnership with Jendamark

so we need to rethink these systems. And in these shared

was a strategic one.

challenges lies the opportunity to collaborate and innovate,”

“At Tech Mahindra, we are focused very heavily on the factory of the future as a capability across the manufacturing

said Gopalakrishnan.

Naidoo added that the South African-developed solution

sector. We are going to scale at speed using Jendamark’s Odin

was already having a significant impact on underprivileged

Manufacturing suite.”

pupils in India.

The business conclave also recognised 30 years of

“We hope that the widespread adoption and opportunities

diplomatic relations between the two countries and included

it is creating for kids in India acts as an example that

the official launch of the India-South Africa Chamber of

allows us to expand the use of Odin Education in our own

Commerce (ISACC), established in August to strengthen

environment.” ■

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Q&A PRAGMA

Rebuilding SA’s infrastructure WITH LOCAL SOLUTIONS Bani Kgosana, Chief Revenue Officer at Pragma, explains how South Africa can overcome its infrastructure challenges by tapping into homegrown tech and expertise.

With Pragma’s innovative asset management solutions, local contractors and a focus on scheduled maintenance, the country can revitalise its government-owned assets and drive sustainable growth. In this Q&A, Kgosana shares the potential for transformation across key sectors like healthcare, water management and logistics.

BANI KGOSANA

South Africa is facing a significant challenge with its deteriorating infrastructure. What do you believe is the key to addressing this issue?

Can you tell us more about the solutions Pragma has developed to address these challenges?

The key to turning around South Africa’s infrastructure decline

flagship solution, On Key, enabling the efficient management

lies in leveraging locally developed technology and expertise.

of maintenance processes across various sectors. On Key

We have an abundance of local talent and solutions, and if we

allows for the end-to-end management of operations,

can harness this, we can address crucial challenges like water

ensuring resources – whether in-house or contractors – are

management, healthcare, and logistics. For instance, we’ve

deployed efficiently. This system removes the risk of delays

already seen the positive impact of scheduled maintenance at

or poor-quality work by ensuring that the right contractor

Eskom, where it led to over six months without load shedding,

is always selected for each job, based on proximity and

demonstrating the real difference that proper maintenance can

expertise. This reduces costs and maximises efficiency across

make.

the board.

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Pragma specialises in enterprise asset management, with our

Q&A PRAGMA

How does Pragma’s approach support local contractors and small businesses?

Through a rigorous accreditation process, we ensure that only

What is your vision for the future of South Africa’s infrastructure, and how can others get involved?

contractors with the right skills and qualifications are selected

If we can replicate the success we’ve seen in the energy sector

for jobs. What’s unique is that we outsource maintenance work

with Eskom across other sectors like water management,

to smaller businesses, creating opportunities for regional SMEs

healthcare and municipal building management, the impact

rather than relying on large firms. This not only boosts the local

on South Africa’s infrastructure will be profound. The key to this

economy but also ensures that the work is done efficiently and

transformation lies in collaboration. We’re calling on government

in line with legislative standards. It's a win-win for both the

officials, industry stakeholders and potential partners to join

contractors and the government.

us in revitalising the country’s infrastructure. Together, we can create a path to sustainable growth and restore confidence in

What impact has Pragma’s approach had in real-world applications?

South Africa’s ability to manage and maintain its assets.

We’ve seen some fantastic results from our work with at Albert Luthuli Hospital in KwaZulu-Natal, which is one of the

About Bani Kgosana, Chief Revenue Officer, Pragma

country’s top public hospitals, we have been able to improve

With over 20 years in IT-related operations and sales, Bani

facilities management. In the public sector, we’ve helped one

has excelled in leadership roles, making him a key player in

large metro report a 2 500% increase in operational output, with

driving growth and market presence. He held senior roles at

accurate asset data driving better decision-making. In another

Britehouse, Dimension Data and NTT Data Group.

municipalities and public-private partnerships. For example,

case, managing the tyres of a refuse fleet resulted in a saving

Fuelled by a passion for digital innovation, Bani’s

of R10 million per year. These kinds of outcomes highlight the

superpower lies in blending client-centric, data-driven, and

potential for applying our solutions on a much broader scale. By

design-led principles into initiatives. He is highly respected

leveraging these successes, we can unlock further efficiencies

within the IT community and the public sector.

and drive sustainable growth across other sectors.

About Pragma Established in 1990, Pragma is an engineering services company that delivers enterprise asset management solutions tailored for industry. It provides smart asset management solutions, specialised management practices and supporting software applications to a diverse, assetintensive client base in the mining, manufacturing, public infrastructure, retail and corporate facilities, renewables and oil and gas sectors helping them perform at their peak while balancing asset performance, cost and risk.

Pragma’s offering is a blend of services – from consulting and business process outsourcing to condition monitoring and training. Passionate about innovation, the company continually invests in its suite of software products and related technologies.

Headquartered in South Africa, Pragma has a global footprint with regional offices and representation in Europe and Mexico. Partnerships with various companies worldwide extends its services into many more territories.

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EDITORIAL FICA

FICA compliance:

Why the time for accountability is now

What do Old Mutual and HSBC Johannesburg have in common? No, it’s not that they’re both financial services providers or that the pair are big players in South Africa’s financial services landscape. Each of these institutions has recently been penalised for noncompliance with the Financial Intelligence Centre Act (FICA).

By Sameer Kumandan, MD of SearchWorks

… the era of leniency is well and truly over.

In September 2024, the South African Reserve Bank (SARB) imposed sanctions on Old Mutual for failing to meet customer due diligence (CDD) obligations, failing to report suspicious and unusual transactions in a timely manner, and neglecting to adequately develop and implement a Risk Management and Compliance Programme (RMCP), among other offences. Old Mutual faces a penalty of R15.9 million for noncompliance.

In October, SARB announced that HSBC had failed to comply with certain provisions of FICA and would be charged a financial penalty totalling R9.5 million. HSBC’s offenses also related to CDD and RMCP, as well as failing to respond to automated transaction monitoring system (ATMS) alerts within the required timeframe.

Similarly, Kunene Ramapala Incorporated, a law firm, was penalised R7.7 million for gross negligence and multiple FICA compliance failures. These failures included not

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EDITORIAL FICA

implementing a Risk Management and Compliance Programme

The importance of automation in compliance

(RMCP), failing to scrutinise clients against the targeted financial

If we want to be removed from the grey list next year,

sanctions (TFS) list, and sharing login credentials on the goAML

all accountable institutions must recognise their role in

system. This case marked the first appeal of its kind, in which

safeguarding South Africa’s financial system. Compliance is

the FIC’s decision to enforce penalties was upheld by the

not only a legal requirement; it is also a strategic asset in a

Appeal Board.

business landscape where trust and transparency are becoming increasingly important. In addition, having the right compliance

The consequences of non-compliance

strategy and infrastructure in place future-proofs businesses

If anything, these sanctions showcase the consequences of noncompliance and indicate that the era of leniency is well and truly over. They also demonstrate SARB’s commitment to upholding robust financial practices and preventing financial crime. FICA is not a suggestion – it’s the law and the law is coming for those who fail to meet their obligations.

And let’s not forget that the cost of non-compliance extends far beyond penalties. The impact of the reputational damage,

FICA compliance checklist To ensure FICA compliance, institutions must adhere to the following requirements: •

Register with the Financial Intelligence Centre (FIC)

•

Appoint an Anti-Money Laundering (AML) / Combating

operational disruption and potential loss in trust, that can negatively affect established business partnerships, can often be far worse than the financial implications. Even a small lapse in compliance can lead to devastating consequences. This puts additional pressure on all accountable institutions to prioritise compliance, especially given recent amendments, which have expanded the definition of what constitutes an ‘accountable institution’. The new definition now includes crypto-asset providers and high-value goods dealers, among others. These

the Financing of Terrorism (CFT) Compliance Officer •

Develop a Risk Management and Compliance Programme (RMCP)

•

Perform Customer Due Diligence (CDD)

•

Submit reports to the FIC

•

Keep records

•

Provide ongoing training

•

Screen for persons on sanction lists and Politically Exposed Persons (PEPs) lists

changes aim to close gaps in existing anti-money laundering (AML) and counter-terrorist financing (CFT) prevention

•

Monitor transactions and customer behaviour

measures and better align South Africa’s regulations with

•

Report suspicious activity

international standards.

Beyond greylisting

against evolving regulatory demands. Tools like VOCA,

These obligations have become even more critical, and there

powered by SearchWorks, streamline compliance processes for

has been greater regulatory scrutiny, since South Africa was

accountable institutions.

greylisted by the Financial Action Task Force (FATF) in February

A verification, onboarding, and compliance application,

2023. Being placed on the FAFT’s grey list means that our

VOCA simplifies compliance by automating customer

country has various shortcomings when it comes to preventing

due diligence processes and ensuring adherence to FICA

money laundering, fraud, and terrorist financing. At the time,

requirements. When compliance is automated, tasks such as

the FAFT provided a breakdown of where we were falling short

ID verification and document validation happen automatically,

and gave us a strict deadline to address these 22 strategic

in real-time, which streamlines the onboarding process and

deficiencies. That deadline is looming.

reduces the risk of oversight. Furthermore, applications like

At present, there are about six outstanding items on the

VOCA are designed to have a deep understanding of local

list that must be remedied before February 2025. One of the

regulations, including the latest amendments to FICA so that

outstanding action items, which should have already been

businesses don’t have to stress about failing to update their

completed, was delayed due to low compliance by companies

compliance strategies. When compliance is automated, manual

and trusts, such as the financial services brands mentioned

efforts are reduced, which means that businesses have more

above.

time to focus on your core business activities. ■

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PROFILE LESEDI NUCLEAR SERVICES

POWER PLAY With the aim of building, connecting and empowering, Lesedi Nuclear Services has established itself as a leader in the energy sector.

Lesedi Nuclear Services is an extremely innovative and dynamic

technical specialists who bring together expertise from across

engineering company that is dedicated to delivering the

the nuclear sector to deliver projects that meet the highest

highest-quality engineering, procurement and construction

international standards.

(EPC) services to the energy sector. Originally evolved from Intens Engineering, founded in the 1980s, Lesedi has since

Lesedi’s core services include feasibility studies, design,

diversified and successfully completed numerous key projects

procurement, construction, commissioning and maintenance of

in the nuclear field, as well as in the company’s three major

nuclear power plants. The company has a strong commitment to

markets, namely power generation, mining, oil and gas.

safety, and all projects are delivered with a focus on minimising environmental impact and promoting sustainable development.

Headquartered in Cape Town, and with other offices (including in Centurion, Gauteng), Lesedi has a Level 3 B-BBEE

Within the mining sector, Lesedi has worked with some of the

accreditation and is made up of approximately 500 employees

world’s leading mining companies to deliver complex projects.

dedicated to clients across the continent. It also works with

Its mining capabilities encompass a number of activities

major players in the energy sector, as well as independent

within the minerals processing and mining sectors. It services

power producers.

various ancillary plants that ensure mines operate functionally and efficiently. Through its network of worldclass technology

The company’s core focus is on nuclear power, where it has

partners, Lesedi offers gas-cleaning and emissions-control

established a strong track record of delivering complex and

plants for most energy technologies and provides systems

highly technical projects. Lesedi Nuclear Services has an

for the capture of dust, tars, acid mists, SO2 and various other

extremely skilled team of engineers, project managers and

acidic gases and contaminants in the mining sector.

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PROFILE LESEDI NUCLEAR SERVICES

With experience in the oil and gas sector, Lesedi

Track record

has delivered a range of projects, including pipeline construction, storage tank installations

Oil and gas

and offshore platform refurbishments. The

• Has carried out EPC of the balance of plant for Eskom’s four gas

company has a deep understanding of the unique challenges faced by the oil and gas industry, including safety, environmental and regulatory considerations.

turbine power stations in Atlantis and Mossel Bay in the Western Cape • Has undertaken the mechanical erection of 14 x 150 MW (2 100 MW) gas turbines and associated turbine halls for Siemens • Has successfully completed projects across Africa since 1990, illustrating its expertise.

Lesedi also has experience in delivering solar, wind and hydroelectric power projects. The

Mining

company has a strong focus on sustainable

• Executes turnkey engineering projects in the minerals processing and

development and is committed to supporting the transition to a low-carbon economy.

mining industries • Offers gas-cleaning and emissions control plants for Lesedi clients through its network of worldclass technology partners

Lesedi’s expertise in different markets is underpinned by its strong engineering and

• Provides systems for the capture of dust, tars, acid mists, SO2 and various other acidic gases and contaminants in the mining sector.

project management capabilities. The company has a highly skilled team of professionals with a

Nuclear

deep understanding of the technical, regulatory

• Has carried out 30 years of upgrade and maintenance projects at

and commercial requirements of different industries.

Eskom’s Koeberg nuclear power station in Cape Town, including at least 150 plant modifications • Undertakes international maintenance service contracts in England,

Lesedi also places a strong focus on skills

Brazil, China, France and the US, resulting in more than 75

development. With this in mind, it established

interventions since 2006.

the Lesedi Skills Academy to provide training and development opportunities for employees and

Technology products

the wider community.

• Has successfully concluded agency agreements for several state-of-

The Lesedi Skills Academy is a private training

• Performs mechanical heat exchanger and condenser tube cleaning as

the-art products and services, such as Conco Systems and Arkema. provider that opened its doors in 2015. The

the African distributor for Conco, based in the US. Conco has cleaned

academy provides skills development and

more than 100 million condenser and heat exchanger tubes, making

training (mechanical fitting, boilermaking and

it the number one condenser and heat exchanger performance

basic welding), enabling young people and

company in the world.

previously disadvantaged individuals to enter the formal job market.

Biomass, waste to energy, and solar • Has achieved preferential bidding status for two biomass projects in

Through focused quality training, employed

SA’s REIPPP – 16.5 MW (sugar cane) and 5 MW (wood chip)

and unemployed learners are provided with

• Is developing more than 20 projects in Africa

the knowledge and skills to progress in the

• Its global partner has built in excess of 100 bioenergy power plants,

engineering and related fields.

totalling more than 2 650 MW. Thermal • Has carried out balance of plant for Eskom’s Medupi and Kusile, the world’s biggest dry-cooled power stations • Has undertaken turnkey engineering contracts for plant-life extension and major refurbishments including high-frequency power supplies; electrostatic precipitators; and ash-handling systems.

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EDITORIAL HYDROGEN IN MINING

South Africa

POWERS THE GREEN HYDROGEN REVOLUTION IN MINING The mining industry is undergoing a green revolution, with hydrogen emerging as a powerful solution to decarbonise operations and unlock new economic opportunities. As the industry embraces this clean fuel, key case studies, cost analyses, and next steps highlight the potential and challenges of adopting hydrogen in mining.

By Anneline Sonpal, Partner, Singular Group

Mining is a significant carbon emitter, but green hydrogen

significant advantage.

offers a game-changing solution. Replacing diesel with

South Africa can produce green hydrogen at $2-$2.4/kg,

hydrogen can reduce emissions, as seen in Anglo American’s

below the global average. The hydrogen economy is expected

hydrogen-powered haul truck, which could cut diesel emissions

to contribute 3.6% to South Africa’s GDP and create over

by 80%.

370 000 jobs by 2050.

Hydrogen refuelling is also faster than battery charging, making it operationally efficient. As global hydrogen demand

Key advantages for South Africa include:

is set to surge, mining can play a key role in adopting hydrogen

•

technologies to decarbonise hard-to-abate sectors.

resources can produce hydrogen at low costs.

•

South Africa: The low-cost hydrogen leader

Infrastructure readiness: Existing rail, road, and freight systems support hydrogen distribution locally and internationally.

South Africa has a competitive edge in green hydrogen production due to its strong renewable energy resources and

Proximity to renewable energy: Mines near solar and wind

•

Export potential: Africa could export 20-40 Mt of hydrogen

established infrastructure. Africa’s low-cost energy potential,

and its derivatives annually by 2050, meeting 22% of

driven by its high renewable energy endowments, offers a

global cross-border trade demand.

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EDITORIAL HYDROGEN IN MINING

Challenges: navigating the hydrogen frontier While the potential is enormous, miners face significant challenges: •

Achieving Africa’s green hydrogen ambitions requires significant investment, estimated at $450-900 billion by 2050. Approximately 70% of this investment would fund renewable energy and electrolyser capacity building, with foreign direct investment playing a crucial role.

•

Reliable renewable energy infrastructure, electrolyser facilities, and hydrogen distribution networks, including pipelines and ports, are critical for scaling hydrogen in mining.

•

While hydrogen is expected to reach cost parity with fossil

Mining’s hydrogen trailblazers

fuels by 2030, miners must navigate current economic

Miners are uniquely positioned to adopt hydrogen due to their

uncertainties.

operational advantages: • • •

Mines are well-positioned for hydrogen production due to

The way forward

access to renewable energy and land.

To harness the full potential of hydrogen, miners must take a

Hydrogen-powered mining haul trucks offer advantages,

proactive approach:

including centralised refuelling and faster refuelling times.

•

Decarbonising mining with green hydrogen can significantly reduce emissions and ensure African minerals

justify investments.

•

remain competitive.

Anglo American – South Africa

Achieved an 80% reduction in diesel emissions with on-site

Explore opportunities for hydrogen exportation, oxygen sales (a by-product of hydrogen production), and domestic

Developed the world’s largest hydrogen-powered haul truck at the Mogalakwena mine.

•

Collaborate with partners in infrastructure, energy, and capital to create a supportive ecosystem.

• •

Analyse the costs and benefits of hydrogen projects to

clean energy supply.

•

Position operations to benefit from the emerging hydrogen economy by aligning with global decarbonisation efforts.

hydrogen production powered by a 140-megawatt solar plant.

Unlocking Africa’s hydrogen potential Africa holds immense promise for renewable hydrogen

Fortescue Metals Group – Australia • • •

production. However, many regions lack reliable power

Launched the $50 million Green Metal Project to produce 1

supply, making renewable energy development crucial. With

500 tonnes of green iron annually by 2025.

a strong infrastructure base, Africa could meet domestic clean

Established a hydrogen refuelling station producing 530

energy needs and become a major green hydrogen exporter.

kilograms daily to power 10 hydrogen-fuelled coaches.

Southern Africa is poised to supply green hydrogen to Europe,

Faced delays in meeting its 2030 target for producing 15

Japan, and South Korea. Strategic planning, collaboration, and

million tonnes of hydrogen due to rising energy prices and

investment in infrastructure and renewable energy are critical to

geopolitical instability.

unlocking hydrogen’s economic and environmental benefits. ■

REFERENCES: • Anglo American Hydrogen Initiatives Mining.com: Details on Anglo American’s hydrogen-powered haul truck at the Mogalakwena Platinum mine.

• Fortescue Metals Group’s Green Metal Project CarbonCredits.com: Fortescue’s Green Metal Project in Australia, its hydrogen refuelling infrastructure, and production targets.

• FuelCellsWorks.com: Updates on Fortescue’s project delays due to geopolitical and energy price challenges.

• Global Hydrogen Demand and African Potential AGHA-Green Hydrogen Potential Report: Data on Africa's renewable hydrogen potential, including economic impacts, export capabilities, and investment requirements.

• Hydrogen Pricing and Projections Hydrogen Valley Feasibility Study (South Africa): Cost competitiveness of South Africa’s hydrogen production compared to global averages.

• Economic Impact in South Africa Ministry of Science and Innovation, South Africa: GDP contributions and job creation projections for South Africa's hydrogen economy.

• Energy Cost Contribution Singular Research and Analysis: Insights into the role of energy costs in hydrogen production and Africa's comparative advantage.

• European Green Hydrogen Demand European Green Deal Hydrogen Strategy: Export markets, particularly Europe and Asia, for African hydrogen.

• Global Investment Requirements International Renewable Energy Agency (IRENA): Investment estimates for renewable hydrogen production in Africa by 2050.

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EDITORIAL MINING

Collaboration is key in solving mining effluent water challenges in SA

At a time of increasing environmental scrutiny, South Africa’s mining sector, a key contributor to the country’s economy, faces a pressing challenge: water management. While the industry contributed R202 billion to GDP last year and saw a production boost of nearly 5% in September, the environmental risks posed by mining effluent are mounting.

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EDITORIAL MINING

Although mining uses just 3% of the country’s water resources,

technology providers, including Siemens and DLM, to develop

its effluent creates some of the most severe water quality

an automated water treatment system. This system is capable

challenges that South Africa faces today.

of blending effluent with treated water to meet compliance

According to Burt Rodrigues, CEO of Biodx, a South African

standards. It integrates hydraulic and mechanical systems,

biotech company specialising in sustainable water solutions,

advanced measuring units, and Biodx’s Cronodx technology.

the problem is compounded by a lack of collaboration and

This technology uses real-time data to monitor contamination

foresight in addressing water contamination. “Effluent from

levels and optimise treatment processes without human

mining operations often sits in holding ponds indefinitely, or

intervention.

worse, overflows into rivers, causing significant environmental

“The Cronodx system was designed to provide real-time,

and community damage,” he says. “This is no longer just a

actionable data to address one of the mining industry’s most

mining problem but a national challenge that requires industry-

critical challenges: water contamination,” says Prof Cloete,

wide collaboration.”

developer of the Cronodx technology for Biodx. “By integrating

Once mines use water from rivers, dams, or boreholes,

advanced sensors and AI-driven analytics, we can monitor

it becomes contaminated with pollutants such as heavy

water quality with precision and ensure compliance with

metals, sulphates, and other chemicals. In turn, this creates

environmental standards. This level of insight not only helps

vast volumes of hazardous effluent. Mining companies are

mining operations meet regulatory requirements but also

legally obligated to treat this water to meet the Department of

fosters responsible water management practices that benefit

Water and Sanitation standards before releasing it back into

surrounding ecosystems and communities.”

the environment. However, financial constraints and a lack of actionable strategies often result in non-compliance.

“There are mines that prioritise sustainable practices and invest in advanced water treatment systems,” says Rodrigues.

Another success story is the work done by a precious metal refinery in the East Rand. This mining house has invested heavily in state-of-the-art purification plants. “It treats all its effluent daily, ensuring that only clean water is discharged back

“Worryingly, others choose to ignore the problem, leaving communities, farmland, and ecosystems to bear the brunt of their inaction. From dead fish to being unable to use their water, it has become a matter of accountability and collaboration.”

This is no longer just a mining problem but a national challenge that requires industry-wide collaboration.

In one case, a mine near Bronkhorstspruit faced a legacy problem of 400 million litres of polluted water spread across three dams. Despite proposals from Biodx to implement a cost-effective filtration system capable of cleaning the water over two years, the mine declined to act, as operations had ceased. “They had made their profits and had not budgeted for water management following the mine’s closure,” Rodrigues explains. “Now the environment and nearby communities are left with the fallout.”

Contrast this with a new coal mine near Bethal, which has embraced innovative solutions. The mining house has worked with Ascent Project Consultants, Biodx, and other

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EDITORIAL MINING

into the environment,” says Rodrigues. “It is a model for how

mine-impacted water is in agriculture, specifically for irrigating

mining operations can integrate sustainability into their core

crops, including food, forage, or energy crops, which currently

operations.”

consume the bulk of South Africa’s premium water resources.

Moreover, there are significant advantages to effective

Solving these challenges requires collaboration across the

water treatment. In the study “South Africa’s options for mine-

private and public sectors. “From engineering firms to biotech

impacted water reuse,” it is noted that South Africa ranks

companies and regulatory bodies, everyone has a role to

among the top thirty driest countries globally. Alarmingly, it

play,” says Rodrigues. This goes beyond a traditional supplier-

is anticipated that the country’s water demand will surpass

customer relationship and centres on creating partnerships that

its supply by next year. The South African government has

bring together the best technologies and expertise. We need

identified that substantial amounts of water could be recovered

to stop seeing environmental management as a cost and start

through the recycling of treated water affected by mining

seeing it as an investment in the country’s future,” concludes

activities.

Rodrigues.

At present, however, there is a substantial production of

With millions of litres of polluted water at stake daily,

treated water from mining activities that is often only considered

and the rainy season heightening the risk of overflow and

for discharge or disposal. This treated water could instead

contamination, the urgency is clear. ■

be utilised in sectors currently consuming high-quality water unnecessarily, such as agriculture, sanitation, or industrial processes. Repurposing this wastewater to meet ‘fitness-for-use’ standards for alternative uses could significantly lower the costs associated with treatment compared to producing potable water. The analysis suggests that the optimal use for repurposed

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REFERENCES: 1. https://www.statista.com/statistics/1121214/mining-sectors-value-addedto-gdp-in-south-africa/#:~:text=The%20mining%20sector%20forms%20 an,Gross%20Domestic%20Product%20(GDP) 2. https://tradingeconomics.com/south-africa/mining-production 3. https://www.africandecisions.com/resources/water-and-mining/ 4. https://biodx.co/

GREEN ECoNomY

Investment in the Western Cape makes business sense

R

esource resilience is a necessary condition for business competitiveness, investor confidence, investment, economic growth, job preservation and job creation. In addition, growing the green economy sector (i.e. those businesses that provide green technologies, products and services) enables local manufacturing and job creation opportunities.

The 2025 green economy market intelligence reports (MIRs) identify key investment opportunities in renewable energy and water in the Western Cape.

The 2025 reports, published by GreenCape in partnership with the Western Cape Government Department of Environmental Affairs and Development Planning, cover key sector developments, achievements, players, legislation, market opportunities and challenges, and information about funding opportunities.

Download the MIRs free at: www.greencape.co.za/market-intelligence/

A green economy in the Western Cape goes beyond reducing carbon emissions; it is a resource-efficient, socially inclusive economy that creates decent jobs and sustainable infrastructure solutions for current and future generations.

Summary of 2025 green economy investment opportunities: RENEWABLE ENERGY Embedded solar PV for agricultural, commercial, and industrial users: The embedded solar PV market for commercial, industrial, and agricultural users in the Western Cape, currently valued at R6 billion with 440 MW of installed capacity, is projected to grow to 1 500 MW (R20 billion) by 2030.

Large-scale renewable energy projects: With 465 MW of solar PV and 958 MW of wind power installed, the Western Cape’s large-scale renewable energy market is valued at R21 billion, with an additional R18 billion in projects set to roll out over the next six years. Despite grid capacity constraints, the implementation of a 10% maximum curtailment could unlock 2 680 MW of grid capacity for wind power, translating to R45 billion in potential investment.

Behind-the-meter Li-ion battery storage for commercial, industrial, and agricultural applications: The Behindthe-meter Li-ion battery storage market for commercial, industrial, and agricultural users in the Western Cape, currently valued at R750 million, is closely tied to the growth of embedded solar and expected to reach R2.3 billion by 2030.

WAtER Localisation of manufacturing: South African metropolitan municipalities are investing in water, wastewater treatment (WWTW), sanitation, and storm water infrastructure, providing key opportunities for businesses in these areas. The combined metropolitan municipalities’ planned water and sanitation infrastructure spend over the medium term (2024/2025 - 2026/27) is approximately R54.6 billion, of which R22.4 billion is planned by the City of Cape Town.

Collectively, the other Western Cape local municipalities are planning to invest ~R7.7 billion in water infrastructure over the same period.

The components of the water value chain that present the biggest opportunities for localisation are mechanical hardware related to WWTWs and pumps. Opportunities for the plastic pipe market (HDPE pipes) will also be further unlocked within the next 10 years as municipalities are now in the position to replace their water distribution systems due to the current asbestos pipes reaching end-of-life.

Innovative financing models: There is an increase in project preparation support and available development finance linked to impact and sustainable development goals. These programmes include the Sustainable Infrastructure Development and Financial Facility (SIDAFF) and the Water Partnerships Office (WPO), both aiming to assist municipalities in building a pipeline of bankable projects.

GreenCape’s support to businesses and investors: By working at the interface of businesses, investors, government, and academia, GreenCape’s sector desks are in a unique position to collect, create, and disseminate free market intelligence on the green economy.

To explore these investment opportunities further, visit their website.

This publication / video / article was produced by GreenCape in partnership with the Western Cape Government Department of Environmental Affairs and Development Planning (DEA&DP).

For more information and support contact:

GreenCape: info@greencape.co.za www.greencape.co.za

Q&A AFRICAN STAR COMMUNICATIONS

Farah Fortune:

THE PITBULL IN HEELS

Award-winning founder and director of African Star Communications (ASC), Farah Fortune, is the powerhouse behind some of South Africa’s biggest celebrity and corporate brands. Known as “The Pitbull in Heels,” she started ASC in 2008 with just R1 000, a laptop and a dream.

Today, her agency is a leader in PR and event management, working with global names like Coca-Cola, Nando’s, and Manchester United, as well as iconic stars such as the late AKA, Cassper Nyovest, Tumi Molekane, and Liezel van der Westhuizen.

FARAH FORTUNE

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Q&A AFRICAN STAR COMMUNICATIONS

A multi-award-winning entrepreneur, she has been

It’s not just about providing a service; it’s about becoming a

celebrated for her leadership and innovation, from the

partner in their success. I make it a priority to listen to their

Mail & Guardian Top 200 South Africans to the Women

vision and challenges and tailor my strategies to align with

in Leadership award in Mumbai. Her success proves that

their unique objectives.

determination and vision can turn small beginnings into a lasting legacy.

In this Q&A with SA Profile, she shares her inspiring

Another approach I rely on is transparency and open communication. I ensure that my clients are always in the loop about what’s happening, whether it’s a campaign strategy,

journey, PR insights, and advice for aspiring female

media opportunity, or even a potential challenge. I make it a

entrepreneurs, highlighting the power of storytelling as a tool

point to go the extra mile.

to connect, empower, and build meaningful bridges.

What motivated you to start this venture, African Star Communications?

Starting African Star Communications was my way of addressing a gap in the market. I wanted to create a platform that not only amplified the voices of African stars and brands,

My advice to women is to own your space unapologetically and always know your value.

but also helped them navigate the complexities of public relations with authenticity and impact.

What motivated me most was the desire to change perceptions and showcase the brilliance of African talent combine creativity, strategy, and a deep understanding of the

What was your experience working with well-known celebrities?

African market while also bridging the gap to international

Working with well-known corporations and celebrities has

platforms.

been an incredible and dynamic experience. It’s a space that

to the world. I believed in building a PR agency that could

requires you to think fast, adapt quickly, and manage high

How did you overcome challenges in the early stages of your business?

expectations.

One of the biggest challenges I faced in the beginning was

been to find innovative ways to make those goals a reality. For

establishing credibility in a highly competitive industry.

celebrities, their brand is deeply personal, and any misstep

As a woman in business, especially in the PR field, meant I

can have significant repercussions.

Every client comes with their unique goals, and my job has

had to work twice as hard to prove my value. People often underestimated my capabilities, and there were times when I had to fight to be taken seriously.

Another major challenge was financial constraints. Starting

As a businesswoman in the communications industry, what changes have you observed over the years?

out, I didn’t have a huge budget, so I had to be resourceful

When I first started, traditional media – print, radio, and TV –

and creative with the limited resources I had.

dominated the landscape. These channels were the primary

I overcame these challenges through determination, a

way to reach audiences, shape public opinion and build a

clear vision, and a relentless belief in my mission. I stayed

brand. Campaigns were designed around TV commercials,

focused on delivering excellent results for my clients, which

radio spots, and full-page print ads. However, over the years,

eventually built my reputation and trust in the industry.

there’s been a dramatic shift towards social media and digital platforms. These new channels have completely transformed

How do you approach, build and maintain relationships with big clients?

how we communicate, interact, and engage with audiences.

In public relations, your reputation is everything, so I’ve

and analytics. Unlike traditional media, where metrics like

always focused on creating a foundation of credibility and

viewership and circulation were often broad estimates, social

reliability. One of the key strategies that worked for me was

and digital platforms offer precise data about engagement,

taking the time to truly understand my clients’ needs, goals,

demographics, and user behaviour. This allows for a more

and industries.

strategic and results-driven approach.

Digital platforms have provided powerful tools for targeting

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Q&A AFRICAN STAR COMMUNICATIONS

and TikTok have given wings to content creation, allowing

What advice would you give to women looking to break into the business world?

anyone with a smartphone to become a creator, influencer,

My advice to women is to own your space unapologetically

or commentator. Brands are now expected to maintain an

and always know your value. Build a strong support network,

active presence online, responding to consumers in real time

as it’s essential to have people who lift you up. Cultivate

and creating highly personaliSed and dynamic content. The

resilience to bounce back from setbacks, stay educated and

speed of communication has also accelerated, with trends,

remain adaptable to keep growing in an ever-changing world.

news, and viral moments changing the narrative almost

Advocate for yourself, and never underestimate the power

instantly.

of speaking up for your needs and goals. Finally, lead with

Social media platforms like Facebook, Instagram, Twitter,

Basically, the rise of social media and digital platforms has not only changed the medium but also the rules of

integrity – let your values guide your decisions and actions, ensuring you stay true to yourself and your mission.

engagement. The focus has shifted from broadcasting a

adaptability, creativity, and a deep understanding of ever-

What legacy do you hope to leave behind in the business world, particularly for future generations of female entrepreneurs?

evolving technology.

The legacy I hope to leave behind in the business world is one

message to fostering genuine, two-way interactions that build trust and community. This transformation has required

that encourages and empowers future generations of women

Where do you see your business in five to 10 years?

entrepreneurs to break barriers, stay true to their vision, and

In five years, I see African Star Communications further

in their careers, but to also use their success as a platform for

solidifying its position as one of the go-to agencies for high-

positive change. ■

lead with authenticity. I hope to inspire women to not only excel

profile clients, both in South Africa and internationally. Within the next 10 years, I foresee us scaling beyond just public relations to include a broader spectrum of communications services – everything from brand development to influencer marketing and experiential campaigns.

Farah Fortune’s prestigious awards and recognitions 2011: Mail & Guardian Top 200 South Africans 2012: The Annual Cool & Black Directory 2014: 'Women in Leadership Award’ in Mumbai from the Women’s World Congress and DHL - Tomorrow’s Leader Award 2016: African Women’s Awards – Zimbabwe and Social Innovation Leadership Award - Mauritius 2017 and 2018: Top 50 ‘Most Impactful Social Innovators’ (Global Listing) 2018: Glamour Woman of the Year (Business) - Glamour Magazine South Africa, Zodwa Khoza Foundation - Great Warrior Spirit Award and 10th Position on Superbalist 100 list 2019: Honourary Golden Key from University of Johannesburg, United Nations Chairwoman Award - United Nations - New York and Africa’s Most Influential Woman of the Year (Media) 2020: Mail & Guardian Most Powerful Woman (Media) 2021: Sunday World Newspaper Heroic Women Award 2022: Woman of Wonder Award – Panache

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PROFILE MAGIX SECURITY

Magix Security’s Kevin Wotshela

protecting South Africa, one byte at a time KEVIN WOTSHELA

With two decades of experience in cybersecurity, Kevin Wotshela has built Magix Security into a trusted name in the industry. The company now serves over 300 clients across a range of sectors, offering bespoke IT security solutions tailored to each business’s specific needs. Backed by a skilled team of more than 20 cyber experts, Magix continues to lead the way in providing next-gen security services that keep businesses safe in an ever-evolving digital world.

Can you describe the path that led you to become the Managing Director of Magix Security? What experiences or influences were pivotal in your career?

Most MDs in the cybersecurity space come from technical

eight years in management orientation under the guidance of Hedley Hurwitz and Chris Hills, the founding partners and shareholders of Magix, without realising that I was being groomed for this role.

Working closely with Hedley, I gained firsthand experience

backgrounds, such as networking, computing, programming,

of what cybersecurity is all about and became aware of the

and ethical hacking, whereas my transition into this sector came

latest trends and developments in the field. The advent of

purely fortuitously through my love of tech from a clinical and

Covid-19 and the disruption it brought to our way of living

financial risk rules-based background.

prompted an urge to adopt and adapt to innovative ways of

My earliest foray into the tech space gave me a technical

doing business. The experiences gained during my steep

foundation, enabling me to understand the tools and

learning curve, combined with my eagerness to learn, have

methodologies required to secure digital environments. My

been instrumental in my journey to becoming the MD of a well-

path to becoming the MD of Magix was shaped by spending

established company with a solid 21-year track record.

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PROFILE MAGIX SECURITY

What are some of the key milestones or achievements you have accomplished in your career, particularly in the field of cyber security?

testing, vulnerability assessments, endpoint protection and

Since assuming the role of MD, Magix has focused on creating

against threats.

innovative, proactive cybersecurity solutions that cater to the

response, email/channel security solutions, insider threat management solutions, and third-party risk management solutions, Magix enhances holistic protection and approach Magix prioritises client partnerships, helping businesses not

needs of clients across all sectors of business. Magix is a trusted

only safeguard their systems but also maintain compliance with

partner, and we have built powerful alliances with leading IT

regulations such as PCI DSS, POPIA, GDPR, and others. Our

security partners and vendors, which enable us to enhance our

custom solution, CVM, allows businesses of any size to access a

capabilities and offerings. We believe that we have introduced

scalable and cost-effective cybersecurity framework, ensuring

innovative cybersecurity solutions, such as Continuous

they are equipped to manage modern digital threats while

Vulnerability Management (CVM), tailored for businesses of all

having a cybersecurity specialist on call 24/7/365.

sizes, which will help clients mitigate cyber threats and risks.

What specific areas of cyber security do you specialise in? How do you stay ahead of the latest trends and threats in this rapidly evolving field?

We envision a future for the company that is firmly rooted in partnerships rather than mere service provision.

Insider Threat Management (ITM) and compliance to PCI DSS (Payment Card Industry Data Security Standard) are areas that I gravitate towards in the cybersecurity space. Magix’s specialty is offensive cybersecurity, and our intention is to continue growing in this space by adapting ourselves to the advent of AI in our sector, as well as enabling our customers to grow and benefit from the best-of-breed services Magix offers.

To stay ahead of the latest trends and threats in this rapidly

How would you describe your leadership style, and how has it contributed to the success of your team and the company as a whole?

There is a mix of leadership styles in my approach, which

evolving field, I have opted to learn about and research the

I believe aligns with Magix’s team needs as well as the

impact of emerging technologies on cybersecurity, attend

company’s goals. I came into a culture where team members

webinars and roundtable events hosted by our technology

were encouraged to take ownership of their work, leading to

partners. Being part of strategic partnerships with leading

increased commitment and productivity.

technological partners and networks allows me an opportunity

This positive culture enabled me to align myself with team

to gain insights into new vulnerabilities and world-class defence

members who understood what was expected of them and

techniques.

aligned the team’s work with the company’s goals.

I believe I adapt my leadership style to what is presented

What inspired you to venture into entrepreneurship within the cyber security industry? How do you differentiate Magix Security from other firms in the market?

before me. I am very much aware of the strengths and

My entrepreneurial journey into cybersecurity was driven by a

cybersecurity evolution and innovation.

weaknesses of the team; I am surrounded by very technical and experienced team members who have entrusted me to lead and manage the 21-year-old entity into the next phase of

deep awareness of the rapidly evolving digital landscape and the mounting threats that businesses face globally, particularly in our country. The growing reliance on technology, coupled with the increasing sophistication of cybercriminals, created a significant need for specialised cybersecurity solutions.

Magix sets itself apart from competitors by focusing on innovation, tailored security strategies, and ongoing employee education.

By offering comprehensive services such as penetration

What significant contributions have you or Magix Security made to the cyber security industry in South Africa? Are there any notable projects or initiatives you are particularly proud of?

Magix has made significant contributions to the cybersecurity landscape in South Africa by providing a wide range of services designed to protect businesses from cyber

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PROFILE MAGIX SECURITY

threats. Notable initiatives include: - The introduction of our Continuous Vulnerability Management (CVM) solution assists organisations in identifying and addressing system vulnerabilities through

how access to knowledge could level the playing field. I rely on a wide network of personal and professional mentors who guide and support me in my journey of growth.

The late Dr Clarence Mini, a medical doctor and trailblazer

ongoing assessments. Our CVM solution provides real-time

in the healthcare sector, sadly passed away in May 2020 due

monitoring and feedback on potential threats, making it

to Covid-19. Mr Michael Sacks (Motty), the retired former

easier for businesses of all sizes to proactively manage their

chairman of the Netcare Group, are professionals who have

cybersecurity.

shaped who I am today. They didn’t just help me in my career;

- We have elevated and enhanced our IT Security product

they taught me a lot about patience, resilience, and the

portfolio by aligning ourselves with leading international

importance of taking time to enjoy life outside of work. Their

cybersecurity solutions in vulnerability management,

influence wasn’t just about making me better at what I do – it

application security, insider threat management, cyber fraud,

was about helping me grow as a person.

identity and access management, as well as email/channel security.

My journey in the cybersecurity sector started in mid2016, when I was fortuitously allowed to join Magix. I was

Magix’s role in improving cybersecurity in the country

empowered to figure out what tools to use to assist customers

is rooted in our emphasis on forming strong, trust-based

in reducing their vulnerability to threats. Looking back, I realise

partnerships with businesses, enabling them to stay one step

just how much the late Chris Hills and Hedley Hurwitz, my

ahead of evolving threats.

mentor and current chairman, have shaped who I am today. I’m incredibly grateful to have had them in my corner – not just as

What are your future goals for Magix Security, and how do you envision your role in shaping the cyber security landscape in South Africa?

mentors, but as true friends.

Magix has built a strong and credible track record in the

keeping their information safe or helping businesses avoid a

cybersecurity landscape over two decades, and that goodwill is

crisis, I know I’m doing something that matters. ■

What I love most about cybersecurity is that I get to protect people’s data in ways they often don’t see. Whether it’s

an asset that we intend to leverage by excelling in our service offering to our customers, both new and current.

We envision a future for the company that is firmly

About Kevin Wotshela

rooted in partnerships rather than mere service provision.

Kevin’s entry into cybersecurity was driven by his passion for

The importance of building trusted relationships with our

technology and a background in clinical and financial risk

customers, where Magix acts as a proactive partner that not

management. His leadership has propelled Magix Security

only protects businesses but also empowers them to manage

into a new era, marked by pioneering solutions such as

their own cybersecurity, is our ultimate goal.

Continuous Vulnerability Management (CVM) and strategic

Our success in customising solutions like CVM, which offer real-time threat monitoring and tailored cybersecurity services

alliances with top IT security vendors.

His expertise extends to Insider Threat Management and

that evolve according to a business’s needs, is what will

PCI DSS compliance, ensuring that Magix remains at the

continue to differentiate us from the rest of the competition.

forefront of cybersecurity innovation. His entrepreneurial

Magix must continue to innovate and adapt its services in

spirit and adaptive leadership style have been crucial in

alignment with the rapidly evolving threat landscape.

navigating the evolving digital landscape, fostering a culture of ownership and productivity within his team.

Are there any personal anecdotes or experiences that have shaped your professional ethos or approach to business?

the cybersecurity terrain in South Africa, empowering

I was brought up by parents and a maternal grandmother who

based partnerships. His vision for the future centres on

instilled in me the importance of education, independence,

building partnerships and adapting to the rapidly changing

integrity, respect, and the adoption of good life principles and

threat landscape.

values from an early age. Those principles continue to guide

Under Kevin’s guidance, Magix has significantly influenced organisations with proactive solutions and forming trust-

Kevin’s personal journey is enriched by lessons from

me to this day, charting my path in corporate South Africa.

mentors and family, emphasising patience, resilience, and the

I am deeply influenced by the concept of empowerment

joy found beyond work. His story is one of transformation and

through education and strong mentorship. Growing up, I saw

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commitment to a safer digital world.

Q&A SHEBA FEMININE

The flow OF CHANGE

In a bold move to challenge the status quo in menstrual care, Zizipho Ntobongwana founded Sheba Feminine. With a passion for sustainability, transparency and menstrual equity, Ntobongwana is leading a revolution in the industry.

ZIZIPHO NTOBONGWANA

Entrepreneurs and businesses can play a significant role in challenging societal norms and stigmas...

What inspired you to start Sheba Feminine, and what problem were you trying to solve?

In September 2017, during my period, I had a strangely reflective moment. I glanced at the box of tampons I was using and noticed something striking – it lacked an ingredient label.

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Q&A SHEBA FEMININE

That discovery sparked a cascade of questions: What

Why the name Sheba Feminine?

exactly am I putting into my body? Why isn’t this information

The name Sheba draws inspiration from the Queen of

readily available? This was the moment that inspired me to

Sheba, a figure known for her wisdom, boldness, and

start Sheba Feminine. I realised there was a significant gap in

independence. Choosing Sheba was intentional. It connects

transparency within the menstrual care industry and a deeper

to Africa’s rich history and heritage, celebrating a legacy

issue around access to safe, organic, and environmentally

of powerful women and stories that deserve recognition.

friendly menstrual products — particularly for people in

At the same time, it symbolises empowerment, self-

underserved communities.

determination, and pride, which are at the core of what we aim to bring to menstruators through our products and

Can you tell us more about your background and how your experiences influenced your decision to start a business focused on menstrual health?

advocacy.

mom had left me a pack of pads, but I was clueless about how

How would you like to see the narrative around menstruation change in South Africa, and how is Sheba Feminine working to address this?

to use them. I nodded when she asked if I knew what to do, but

I’d love to see menstruation normalised as an everyday

I was embarrassed and unsure. That was the worst period I’ve

biological process, not a taboo or a source of shame in

ever had. I had many questions, and I didn’t know who to ask.

South Africa. Right now, the narrative around menstruation

I remember my first period in grade six at boarding school. My

The menstrual health industry is like my mother. The pads

is often shrouded in silence, misinformation, and stigma,

are in the trunk, but the education is missing. Despite being

which fuels discrimination and hinders access to proper

progressive on paper, menstruation is still stigmatised. Many

care. Periods are not a “women’s issue” but a human issue

people lack access to truthful information, leading to feelings

that affects education, equality, and well-being across

of shame. This realisation drove me to take a closer look at the

society.

industry and strive for change.

At Sheba Feminine, we’re reshaping the narrative around menstruation by providing accessible education

Tell us about the range.

and awareness workshops to empower menstruators and

The Sheba range was created to promote sustainable living

challenge stigma. We’re also using inclusive language to

and transparency in the menstrual care industry. Our products

recognise all individuals who menstruate, regardless of

are made with organic and biodegradable materials, ensuring

gender identity. Through our advocacy for menstrual equity,

a healthier choice for both people and the planet. Our range

we’re providing organic products to those in need and

includes: organic and biodegradable tampons and sanitary

pushing for policy change to ensure menstrual products are

pads, anatomical panty liners, ultra-soft menstrual cups, and

seen as essential, not luxury, items.

bamboo wet wipes

What drove your decision to create 100% organic and biodegradable sanitary products, and how do you think this sets your brand apart?

How do you think entrepreneurs and businesses can play a role in challenging societal norms and stigmas around menstruation?

Entrepreneurs and businesses can play a significant

The decision to create 100% organic and biodegradable

role in challenging societal norms and stigmas around

sanitary products was driven by two key concerns: the impact

menstruation. They can drive change by creating inclusive

on bodies and the environment.

products, using their platforms to amplify marginalised

Conventional products contain harsh chemicals and

voices, prioritising education, advocating for policy change,

plastics, posing health risks and contributing to the global

and leading by example. By taking a stand, businesses can

waste crisis. At Sheba, we prioritise well-being, transparency,

normalise the conversation, empower communities, and

and sustainability. Our products biodegrade naturally, leaving

inspire other sectors to follow suit. At Sheba Feminine,

a lighter footprint on the planet. This commitment sets us

we’re committed to selling a vision of a world where

apart, advocating for a new standard of menstrual care that

menstruation is no longer a barrier to dignity, education, or

respects people and the planet.

opportunity. ■

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EDITORIAL SUSTAINABILITY

Balancing environmental compliance

and critical mineral extraction South Africa’s critical mineral extraction sector faces mounting pressure to balance economic growth with environmental sustainability, as the global demand for clean energy technologies drives increased demand for critical raw materials, amplifying concerns over mining’s ecological footprint and regulatory compliance.

By NSDV’s Dominic Varrie, Candidate Attorney, and Mandy Hattingh, Legal Practitioner

…while South Africa’s strategic role in the global CRM market presents significant economic opportunities, these come with the responsibility of managing the environmental impacts…

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EDITORIAL SUSTAINABILITY

In the global pursuit of sustainable development and the

Corridor are paving the way for sustained industry expansion.

transition towards cleaner energy technologies, the demand for

The Lobito Corridor, a vital transportation route connecting the

critical raw materials (CRMs) has surged, casting a spotlight on

mineral-rich regions of Central Africa, including the Democratic

the impact of their extraction and processing.

Republic of Congo and Zambia, to the Atlantic coast through

For context, CRMs refer to raw materials that are

Angola, provides more efficient access to export markets. This,

economically and strategically important for various industries,

alongside South Africa’s position as a leading global producer

particularly those related to technology, energy, and defence,

of PGMs, manganese, and significant reserves of vanadium,

but are at high risk of supply disruption due to their scarcity or

is strategically positioning the region for long-term growth,

concentration in certain regions. These materials are essential

enhancing both supply chain efficiency and resilience in

in the production of advanced technologies such as renewable

response to increasing global demand.

energy systems (solar panels, wind turbines), electric vehicles

But while South Africa’s strategic role in the global CRM

(EVs), electronics, and military applications. Their critical nature

market presents significant economic opportunities, these come

stems from the combination of their high demand and the

with the responsibility of managing the environmental impacts

difficulty in securing reliable and sustainable supply chains.

that mining inevitably entails. As we explore the economic

Countries and jurisdictions like the United States and the

opportunities presented by CRM investments in South Africa

European Union have published specific lists of CRMs. South

specifically, interested parties must understand how to navigate

Africa, however, has not done so, although the Department of

the intricate landscape of environmental and regulatory

Mineral and Petroleum Resources has identified minerals crucial

compliance. To do so, it is first necessary to understand the

to the country’s economy and global supply chains, including

relationship between CRM mining and the environment.

platinum group metals (PGMs), manganese, vanadium, and chromium. These minerals fall within the generally accepted global definition of CRMs. As global demand for CRMs rises – driven by factors such

CRM mining and its environmental consequences Mining CRMs in South Africa plays a pivotal role in the global

as the growth of EVs, the adoption of renewable energy,

supply chain, particularly for clean energy technologies.

and technological advancements – initiatives like the Lobito

However, the extraction of these materials carries significant

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EDITORIAL SUSTAINABILITY

environmental consequences that require careful management

improper disposal of tailings and other by-products posing

to ensure sustainable development. Key environmental

the risk of toxic spills and environmental contamination.

impacts include land degradation, water pollution, air

Despite these challenges, South Africa’s legal framework

pollution, and large-scale energy consumption, all of

provides mechanisms to regulate the environmental impact

which can have lasting effects on ecosystems, the broader

of mining preventing unacceptable damage while avoiding

environment, and local communities.

stifling sustainable development. Compliance with these

Land degradation and habitat loss result when large tracts

regulations, along with innovations in greener mining

of land are disturbed for mining purposes, leading to soil

technologies and waste management, is critical to striking

erosion and the destruction of natural habitats. Although

a balance between economic growth and environmental

South Africa mandates mine rehabilitation, ensuring that

protection. In addition to legal compliance, advancements in

land is restored to its original state remains a challenge.

mining technology – such as the use of renewable energy in

Additionally, water pollution, particularly through acid mine

operations and innovative waste management practices – are

drainage (AMD), poses significant risks to the country’s already

becoming crucial to reducing the environmental impact of

scarce water sources, as mining activities often lead to the

CRM extraction. These innovations help mining companies

contamination of rivers and groundwater with heavy metals

meet global sustainability goals while minimising their carbon

and chemicals.

footprints.

For mining operations, environmental compliance is not just

Air pollution from mining activities, combined with the heavy reliance on coal for energy, further exacerbates the

a regulatory obligation but a cornerstone in the ethical and

environmental footprint of CRM extraction. Mining operations

sustainable extraction of CRMs. Adherence to environmental

and coal-fired energy production plants emit particulate

standards ensures that extraction processes are conducted

matter and greenhouse gases, contributing to both (well

responsibly, minimising environmental disruption and

documented) local health issues and global climate change.

mitigating the potential for long-term damage while also

Waste management is another pressing concern, with

encouraging foreign investment and investor confidence.

Legislative framework and compliance requirements South Africa’s environmental legal framework is governed by a range of laws designed to protect both the environment and the rights of people, while also promoting sustainable development. Key legislation includes: Constitution of the

Guarantees the right of all people to an environment that is protected, for the benefit of present

Republic of South Africa,

and future generations, through legislative measures aimed at preventing pollution, promoting

1996:

conservation, and ensuring sustainable development.

Mineral and Petroleum

Regulates mining rights, prospecting rights, and mining permits, all of which must be obtained before

Resources Development

any mining activity can commence.

Act, 2002 (MPRDA): National Environmental

Along with specific environmental management acts (SEMA) published thereunder, including

Management Act, 1998

the National Environmental Management: Biodiversity Act, 2004; the National Environmental

(NEMA):

Management: Protected Areas Act, 2003; the National Environmental Management: Air Quality Act, 2004 (NEMAQA); and the National Environmental Management: Integrated Coastal Management Act, 2008. Under NEMA, an environmental authorisation (EA) is required before any mining or prospecting activities can begin.

National Water Act, 1998

Governs water use in South Africa. If a mining or prospecting activity involves water use listed under

(NWA):

Section 21 of the NWA, a water use licence (WUL) must be obtained from the Department of Water and Sanitation (DWS), which assesses the environmental impacts of the proposed activity.

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EDITORIAL SUSTAINABILITY

Before mining or prospecting, it is necessary to obtain various rights or permits under the MPRDA, NEMA, and other applicable environmental statutes, depending on the environmental impact of the specific operation under consideration.

From an environmental perspective, the key authorisation is an EA under NEMA. A WUL under the NWA may also be required, depending on the water uses associated with an activity.

Securing an EA involves the applicant conducting a Basic Assessment (BA) or a full Scoping and Environmental Impact Assessment (EIA), depending on the specific listed activities triggered by the proposed development, which is determined by the size of a prospecting or mining project.

Both the BA and EIA processes include requirements for public consultation. Compliance with these obligations is critical to ensure that communities and

stewardship, ethical business practices, and transparent

stakeholders are properly informed and engaged. Failure to

community engagement. Similarly, the International Finance

conduct meaningful and adequate consultation can lead to

Corporation (IFC) has outlined Environmental and Social

legal challenges and project delays. Recent high-profile cases,

Performance Standards that apply to mining projects, including

including (i) the interdict proceedings which prevented Shell

those involving CRMs.

/ Impact Africa from conducting seismic exploration along the

By promoting the use of these guidelines in its national

Wild Coast and (ii) the interdict proceedings and subsequent

framework, South Africa can position itself as a global leader

appeals against seismic surveys off the West Coast have shown

in sustainable mining. This could involve encouraging the use

that communities and environmental NGOs are increasingly

of renewable energy in mining operations, improving waste

vocal in their objections to projects that pose significant

management practices, and fostering stronger community

environmental risks. In these cases, the adequacy of public

relations through transparent consultation processes. By

consultation was spotlighted, and in the Shell/Impact Africa

promoting innovation and sustainable practices, South Africa

case, these objections were successfully upheld by the High

can ensure the long-term viability of its CRM sector while

Court and the Supreme Court of Appeal. This emphasises the

contributing to the global transition towards cleaner energy.

importance of transparent, effective engagement with affected

As the world transitions towards greener energy solutions,

communities, as failure to do so can result in legal setbacks,

South Africa’s ability to extract CRMs responsibly will not only

reputational damage, and even project cancellation.

bolster its own economy but also set a global standard for environmentally conscious mining practices. By adhering to

The way forward

stringent regulations and prioritising sustainability, the country

As the world transitions towards greener energy solutions,

can ensure long-term benefits both for its people and the global

South Africa’s ability to incorporate sustainability into its CRM

supply chain. ■

mining sector will be crucial. In addition to adhering to existing regulations, South Africa can adopt international best practices to further promote sustainability. For example, the International Council on Mining and Metals (ICMM) has developed

REFERENCE: 1 Minister of Mineral Resources and Energy and Others v Sustaining the Wild Coast NPC and Others (58/2023; 71/2023; 351/2023) [2024] ZASCA 84; 2024 (5) SA 38 (SCA) (3 June 2024)

Mining Principles that encourage responsible environmental

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PROFILE WEBBER WENTZEL

First woman of colour to lead

Webber Wentzel SAFIYYA PATEL

Safiyya Patel has been appointed as the new Managing Partner of Webber Wentzel, effective 1 March 2025, making history as the first woman of colour to lead the firm.

With nearly 30 years of experience at the firm, Patel brings a

Furthermore, Gareth Driver, Senior Partner Elect, says

wealth of leadership and expertise to the role. She has been

Patel’s leadership marks a pivotal moment in both the firm’s

instrumental in the firm’s success in mergers and acquisitions,

journey and the broader legal sector. “Safiyya’s appointment

as well as Black Economic Empowerment (BEE) transactions,

as Managing Partner represents a significant milestone in

and has earned recognition in IFLR1000's Women Leaders

the transformation of our firm and the broader legal services

Guide since 2018. Patel succeeds Sally Hutton, who steps down

sector. I am confident that Safiyya’s purpose-driven and

after a transformative decade at the firm.

people-centred approach will make a major contribution to

“Being entrusted with the role of Managing Partner at

shaping a future for Webber Wentzel that is as bright as its

Webber Wentzel is a profound honour," says Patel on her

past. I look forward to working closely with Safiyya to continue

appointment as Managing Partner Elect. “I decided to run for

building on the legacy of Webber Wentzel.”

the position with the hope that, after nearly 28 years in the legal profession, I would have the opportunity to shape and positively impact the future of the very organisation where I began my journey as a lawyer.

“Sally has set a high standard and an incredible example of what it means to lead with an unwavering focus on excellence and an enduring commitment to our firm and its clients. It will

It will be my purpose to build on the firm's strong foundation and shape a dynamic and progressive law firm for the future…”

be my purpose to build on the firm's strong foundation and shape a dynamic and progressive law firm for the future – one where everyone has equal opportunities to excel and realise their full potential.”

Christo Els, Senior Partner, commended Hutton’s

Patel specialises in general commercial law, mergers and acquisitions and transactions related to Black Economic Empowerment (BEE). She has advised on transactions

extraordinary contribution to the firm and described Patel as an

relating to joint ventures, company formations and

experienced leader. “As we enter this new leadership chapter,

reorganisations and has worked across the mining, financial,

we are fortunate to have an experienced leader in Safiyya. Over

and construction sectors. Her expertise also extends to media,

the past 10 years at the firm, she has held various important

telecommunications, broadcasting and information technology

leadership roles, including serving on our Board and Executive

law. Patel has represented numerous international clients, local

Committee, and most notably, heading our market-leading

enterprises and various state-owned enterprises.

Corporate Business Unit. I am confident that her vision and

With Patel at the helm, Webber Wentzel is poised for

collaborative leadership style will ensure the firm continues to

a bright future, building on its strong legacy and pushing

build on its well-established foundation.”

towards new heights of excellence and innovation. ■

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EMPOWERING

BUSINESS through cultural excellence Koko Khumalo CA(SA) RA Founder and Chief Executive Officer Motlanalo Chartered Accountants and Auditors Inc.

Leading one of South Africa’s fastest growing Black woman-owned audit firms, Koko Khumalo (CA)SA RA, talks to SA PROFILE about how Motlanalo Incorporated is contributing to transforming the country’s business landscape.

“The audit profession’s influence extends far beyond financial reporting—it shapes markets, governments and investor trust,” says Koko Khumalo CA(SA) RA, founder and CEO of Motlanalo Chartered Accountants and Auditors Incorporated. Auditors play a pivotal role in South Africa’s economy, maintaining trust, accountability and transparency in business and governance. For Black womanowned firms like Motlanalo, this role extends to driving economic, social and community transformation.

Transforming the audit landscape

Addressing systemic inequities

Motlanalo is a growing Level 1 B-BBEE contributor ‘challenger firm.’ Its portfolio of business includes delivering complex audits to public sector entities, private and JSE-listed organisations in banking, insurance, investments, properties, retail, mining, telecoms, higher education, pharmaceuticals and transport. It also serves several member-based organisations and non-profits, as well as the public sector through the Auditor-General South Africa. Since 2018, Motlanalo’s impact has been amplified through its strategic partnership with EY.

However, progress in transforming South Africa’s audit profession has been slow. In 2024, only 18% of the country’s 53 000 Chartered Accountants (CA(SA)) are African Black, reflecting ongoing systemic inequities like limited access to resources, mentorship and opportunities.

“The confidence shown by our clients’ Audit Committees and Management has been instrumental in our growth,” says Khumalo.

Founded in 2017, Motlanalo set out to transform the audit profession and contribute to a sustainable and well-governed economy. From 12 employees in Polokwane, the firm has grown to over 100 staff across four provinces, serving public and private sector organisations with audit, assurance and risk management services.

“When we started, I was driven by a belief in the need for an audit firm devoted to cultural and professional excellence and inclusivity for Black professionals,” says Khumalo. Leveraging 20 years of experience and relationships in global Big Four firms and business, she set out to transform the audit profession.

Motlanalo is instrumental in building a pipeline of qualified Black professionals, of which over 80% are female. Within its first three years, the firm produced its first Chartered Accountant (CA(SA)). Today, over 40 trainee accountants are completing their articles at the firm.

“The challenge requires a collective solution. Our profession must reflect society while upholding the highest standards of cultural excellence. It is essential that business and government create greater opportunities for Black professionals,” says Khumalo. “We have seen firsthand the transformative power of creating space for diverse talent and supporting individuals from all backgrounds to thrive.”

Motlanalo is not just reshaping its future – it is redefining the role of auditing in building a stronger, more inclusive South African economy. “We remain steadfast in our mission to transform the audit profession,” says Khumalo. “By increasing access and representation, we aim to drive sustainable business in South Africa and beyond.”

www.motlanalo.co.za Tel: +27 10 448 7793

|

Email: info@motlanalo.co.za

|

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MOTLANALO CHARTERED ACCOUNTANTS AND AUDITORS INCORPORATED IS A PROUDLY 100% BLACK WOMAN-OWNED BUSINESS AND LEVEL 1 B-BBEE CONTRIBUTOR.

EDITORIAL TECH

Revolutionising seasonal hiring

In a bid to optimise seasonal hiring, iContact BPO has partnered with M4Jam to deploy a digital contracting and onboarding platform. This cutting-edge solution tackles efficiency, transparency, and compliance challenges, setting a new standard for BPO sector operations and employee experience.

In the fast-paced world of Business Process Outsourcing (BPO), peak season hiring demands pose no small feat. Onboarding hundreds, sometimes thousands, of agents across geographically dispersed locations presents significant challenges in terms of resources, compliance, and operational efficiency. To tackle this, iContact BPO, a South Africa-based niche BPO serving international markets, has partnered with M4Jam to bring digital efficiency to its contracting and onboarding processes.

By leveraging automation, cloud technology, and scalable solutions, iContact BPO is transforming its hiring process, ensuring speed, accuracy and compliance even during the busiest of seasonal surges.

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EDITORIAL TECH

Why digital contracting is a game-changer “When recruiting and hiring a few hundred agents at a time, especially during seasonal peaks, efficiency, transparency, speed, and scale in the contracting and recruiting processes are crucial, while ensuring that compliance and quality standards are not compromised,” says David Hood, Chief Operating Officer at iContact BPO. “Paper-based and manual contracting and onboarding is a time-consuming process prone to significant processing delays, errors, and inconsistencies in information due to mistakes, incomplete forms or incorrect information,” he adds.

“Storage and retrieval issues also pose compliance challenges when data and contract tracking are manual and scattered. As the business grows and more agents are onboarded, managing an increasing volume of paperwork becomes unsustainable and highly inefficient in terms of costs, time, resources, and employee experience,” Hood concludes.

How M4Jam’s digital solution makes a difference The M4Jam digital onboarding and contracting platform was designed to address these challenges head-on, delivering: 1.

Faster hiring process: Digital contracts enable prospective employees to sign documents instantly, eliminating delays.

Candidates can complete onboarding tasks from any location, on any device.

2.

Automated workflows: From job offers to employment agreements, digital workflows streamline the process by automatically generating, sharing, and tracking forms, while reducing confusion with clear steps and deadlines outlining what is required and when.

3.

Scalability for high volume: The system seamlessly handles large volumes of applications during peak seasons, ensuring consistency and reducing administrative strain. Reporting features provide real-time progress monitoring, enabling quick the resolution of bottlenecks.

4.

Remote accessibility: Remote hiring is simplified with cloud-based tools. Contracts and related documentation are securely stored and accessible 24/7 to both employer and employees in downloadable formats.

5.

Improved agent experience: A smooth, efficient onboarding process ensures that candidates have a positive first experience, reducing attrition due to slow or cumbersome hiring processes.

6.

Compliance and accuracy: Built-in compliance checks ensure that documents meet legal and organisational standards.

Features like automated checks for missing or incorrect information significantly reduce errors, making the process more robust.

“The solution means rapid turnaround times, where employment

start helps new agent hires feel valued and supported, which

contracts of large teams are done in days. Administrative

boosts morale.”

overhead is reduced by automating repetitive tasks, and our client has access to talent in multiple geographies without

Successful rollout and future plans

logistical challenges,” says Hennie Oosthuizen, Executive of

After a successful proof of concept in September 2024, iContact

People Management Technology at M4Jam.

BPO is rolling out M4Jam’s digital contracting solution across its

Oosthuizen adds, “By integrating digital contracting and

operations. This collaboration marks a significant step forward

onboarding, our client can meet the surge in human capital

in streamlining seasonal hiring processes and reinforcing the

demand quickly and efficiently, ensuring operational continuity

company’s commitment to excellence in both operations and

and customer satisfaction during critical periods.”

employee experience.

“Digital contracting enhances the employee experience by

By integrating cutting-edge digital tools, iContact BPO is

delivering a seamless, modern onboarding experience that

setting a new standard for efficiency and innovation in the BPO

reflects a company’s commitment to efficiency, innovation and

sector, proving that even the busiest hiring seasons can be

employee centricity,” Oosthuizen says. “Providing a hassle-free

managed with ease, speed, and precision. ■

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Q&A MATTE BLK

Buyi Mafoko:

LEADING MATTE BLK’S GROWTH Buyi Mafoko, Managing Director of Matte BLK, has led the agency to major wins, including the Global Women in Marketing Award and DMASA Assegai accolades. Her innovative approach, especially in the township market, has positioned the company as a marketing leader. In this Q&A with SA Profile, she shares the principles driving her success and vision for the future.

BUYI MAFOKO

Your agency recently won the Global Women in Marketing Award for Outstanding Contribution. How does this recognition impact your vision for Matte BLK’s future?

Our future plans are taking us towards a more responsible social marketing ethos to every project we undertake, to unlock value for all stakeholders.

This accolade is in line with that and affirms our vision is to grow beyond South Africa; we have a clearly articulated goal to expand into the rest of Africa to deliver purpose-led work to other emerging consumer markets across the continent.

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Q&A MATTE BLK

Matte BLK has consistently stood out for its work in influencer, experiential and multilanguage marketing. What unique approach do you think has contributed to this success, particularly in such a competitive landscape?

brief campaigns that serve business objectives and obsess over

We have an appreciation for regionalised communication

understand the implications of these on them and explore how

and all our campaigns are born from strategy that is intuitive

they can benefit their daily lives.

what their brand obsesses about. We have therefore embraced digital developments and emerging technologies, but lead with education as our approach to ensure that we even the vulnerable populations within townships and rural communities are able to

and leads with brand education. At Matte BLK everything is

exceptional at creating nuanced campaigns with localised

As a full-time entrepreneur, what’s been your driving force through the ups and downs of building and scaling Matte BLK?

content and creative that decodes complex challenges into

We have been on a four-year long journey of redefining our

authentic campaigns, articulated to local communities for lasting

purpose for being in business, a challenge presented to us by

impact.

the advent of the pandemic which like many other businesses

born in strategy, nurtured in creativity and deployed intuitively into regionalised executions with creative excellence. We are

almost brought us to the brink of collapse. This is the most recent

You’ve made significant strides in reaching the township market. What challenges did you face in breaking into this segment, and what strategies have been most effective?

challenge we’ve had to overcome from which we found meaning beyond the commercial value of being in business, our clients fought with us to stay operating because of their belief in the impact of the work that we do for them.

We are the very target market we are selling and most of our

A key milestone for us has been our client partnership with

team either come from a village or township, therefore being

Standard Bank that highlights the importance and impact of big

authentic to this background enables us to bring richer insights

business supporting small-to-medium businesses like ours, a

into every project. By virtue of this fact, we also understand the

crucial stimulus for our economic activity and demonstrative of

solutionist mindset needed to tap into the communities and

the value of collaboration in delivering impactful campaigns that

possess an inherent culture based on agile ways of collaborating

drive social change and deliver impactful business results. This

for the efficient delivery of work. We first connect and then

was also a significant win because it cemented a seven-year long

sell, therefore producing resonant communications is central

relationship and enabled us to bolster our in-house capabilities,

to localising content to better appeal to township and rural

attract key industry talent and grow our business twofold in the

consumers whether it be through influencers who are close to

last two years.

the community, activations campaigns that have local sentiment or translated material that delivers our message effectively.

Authenticity seems to be a central theme in your leadership and the agency’s work. How do you ensure this value is integrated into both your team culture and client campaigns?

You’ve mentioned learning from a variety of people rather than having a single mentor. Can you share how this approach has shaped your leadership and business decisions?

Being able to tap into leaders from across different fields and varying experience has enriched my insights on how to grow my

Authenticity is our superpower! We lead with the story of who

business sustainably the benefit of having corporate mind with

we are as individuals because this is what has uniquely shaped

greater strategic exposure has brought sound guidance to me,

the culture of our organisation and fostered the community that

making an otherwise mid-sized business conduct itself as a big

keeps us connected to each other and the work we do.

business.

Given the rapid changes in the digital marketing space, how does Matte BLK maintain its creative edge while staying true to its core values?

Looking ahead, what’s next for Matte BLK? Are there any new markets or innovations you’re particularly excited about?

Our team is culturally connected and entrenched in our client’s

aiming to attract global clients looking to enter or grow in Africa

industries; our work is human-conscious born from adaptable

and appeal to the same target audience. We’ve already serviced

creative thinkers who see brand challenges as opportunities.

the likes of internation donor agencies such as USAID, therefore

Our relationships with our clients transcend supplier-service

gaining experience working in different currencies and other

provider roles, we partner with them to deliver beyond-the-

markets beyond SA. ■

Right now, we are focused on our Africa expansion plans and

SA PROFILE www.saprofilemagazine.co.za

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Q&A HEAVY CHEF

From failure to

SUCCESS CEO and co-founder of Heavy Chef, Fred Roed has had his fair share of entrepreneurial ups and downs. In this interview, he shares his insights on entrepreneurship, overcoming failure and empowering entrepreneurs in South Africa.

FRED ROED

Failure is part of success. Every path will have obstacles. We must embrace every failure as a learning opportunity.

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Q&A HEAVY CHEF

Can you take us through your journey of debt and failure at 27, and how you managed to turn your life around?

I started a business with my ex-wife, focusing on early

What are some of the most significant challenges that entrepreneurs in South Africa face, and what strategies or advice would you offer to help them overcome these obstacles?

childhood education for kids who were developmentally

Entrepreneurs worldwide face significant challenges. In South

delayed. Initially, we grew quickly, but the market wasn’t ready,

Africa, we have additional challenges including corruption,

and it was too expensive for parents. We had to let go of many

extortion, bureaucratic employment regulations, vast distances

team members, and I took on all the admin and operations

to international markets, and deteriorating infrastructure. I urge

tasks, as well as marketing. Unfortunately, we used up all our

entrepreneurs to find their tribe. It’s hard enough to do this on

savings and ran out of cash. At 27, I found myself around R1

one’s own. Surround yourself with good people who genuinely

million in debt. It took many years and a lot of pain, including

understand the challenges you’re facing.

a divorce, before I eventually made the money back.

What were some of the key lessons you learned from your experiences, and how have they shaped your approach to entrepreneurship?

My next business venture was a digital advertising agency that

South Africa has many problems that we feel entrepreneurs can solve better than anyone else.

I co-founded with two good friends. It grew to be a successful firm with clients like Hyundai, Vodafone, FNB, The Foschini Group, and the City of Cape Town. My business partners complemented my communication skills with great strategic, financial, and operational expertise. I learned that having a strong team with diverse skills is crucial for success.

How did you come up with the idea for Heavy Chef, and what problem were you trying to solve?

How do you think entrepreneurs can cultivate a healthy perspective on failure, and what advice would you give to those who are struggling?

Failure is part of success. Every path will have obstacles. We must learn to embrace each failure as a learning opportunity.

What data does each hiccup provide? How can we apply that

Heavy Chef is a learning platform for entrepreneurs. We aim

learning to iterating our offering? The opposite of success is

to solve the problem of entrepreneurs operating without the

not failure. The opposite of failure is stasis.

support of their community. They need practical input from other technicians, leaders, and creatives, as well as emotional support from people who understand their unique struggles.

What are some common mistakes that entrepreneurs make?

The trap I fall into too often is not being clear about my

Can you tell us more about Heavy Chef’s objective of inspiring people to start things and empowering them to succeed?

priorities. What is the one thing that I must focus on above

Our name comes from the saying ‘never trust a skinny chef’.

strategy.

all else? The author of Good Strategy Bad Strategy, Richard Rumelt, urges us to figure out what is the ‘fulcrum’ of our

We believe entrepreneurs can change the world for the better.

to start new businesses and empower them to succeed. Heavy

What inspired you to write The Heavy Chef Guide, and what do you hope readers take away from the book?

Chef celebrates people who walk the talk, practice what

I wanted to write the book I needed when I was a young

they preach, and ‘eat their own food’. We offer recipes on

entrepreneur. Hopefully, the Heavy Chef series of books

technology, leadership, and creativity for our community of

provides a mix of mentorship and meaning. It aims to inspire

over 55 000 entrepreneurs.

and empower a new generation of entrepreneurs. ■

South Africa has many problems that we feel entrepreneurs can solve better than anyone else. We inspire entrepreneurs

SA PROFILE www.saprofilemagazine.co.za

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EDITORIAL FEMALE MENTORSHIP

The value of female mentorship

in the BPO sector

By any reckoning, many women face a difficult path into finding sustainable employment. The International Labour Organisation (ILO) has found that found that globally, and in South Africa, the discrimination of women in the labour market persists. It is harder for women to find work compared to men.

By Lizelle Strydom, Managing Director, CareerBox Africa

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EDITORIAL FEMALE MENTORSHIP

Women that find employment are often employed in low

networks, which in turn can limit their access to information,

paying jobs, where improvement prospects are limited.

support and the opportunities that are crucial for career

And young women face further barriers as they search for

advancement.

employment – they are likely to shoulder more responsibilities

Employees who come from disadvantaged backgrounds

in their homes, have less disposable income for data or

need workplace mentoring to improve their chances of

transport, and they are more likely to face harassment at a job

progressing up the corporate ladder beyond middle

interview.

management. This is particularly relevant in impact sourcing models where many of the people placed in entry-level

Impact sourcing makes a difference

positions in all likelihood did not experience tertiary education

The Business Process Outsourcing (BPO) sector in South

programmes or come from a strong secondary schooling

Africa has a great track record for employing women, in part

environment.

because of a commitment to impact hiring practices. Socially responsible outsourcing strategies play an important role in promoting diversity and closing the gender gap in the workplace.

Industry body BPESA notes that female contact centre agents and knowledge workers continued to make up about two thirds of the South African global business services sector.

A study found that women who have mentors are more likely to reach senior leadership positions…

This is particularly noteworthy when you consider that the ILO reports that the gender gap in South Africa between male and female labour force participation is 13.7%.

Closing the gender gap is beneficial to everyone involved.

Mentorship has a positive impact Research consistently shows that mentorship plays a crucial

The World Bank estimates that just 61% of women in sub-

role in supporting women in the workplace. A study found

Saharan Africa participate in the workforce, compared to

that women who have mentors are more likely to reach

nearly 74% of men. And yet, research shows that there are

senior leadership positions, while mentorship can increase an

huge benefits to women who secure sustainable employment,

employee’s chance of being promoted by almost 80%.

with a powerful trickle-down effect for their families and their

Women from previously disadvantaged communities benefit

communities. Research has found that women typically reinvest

greatly from having mentors who reflect their background

up to 90% of their earnings in their families and communities,

and can understand their challenges both within and outside

decreasing food poverty, and in education and opportunities

the workplace. Equally, being exposed to mentors from

for their children.

different backgrounds provides them with new perspectives

Companies that have a strategic goal of recruiting more

on work and diverse thinking models, along with fostering

women into their organisations experience positive effects

inclusive workplaces. According to research from the World

on both the women who are employed and the company –

Bank, mentorship programmes significantly enhance career

Harvard Business Review found that companies that had above-

advancement opportunities for women in developing regions.

average diversity and inclusion at the core of their business reported improved financial performance.

Investing through action

Entry into the workplace is just the beginning

Understanding the value that mentorship delivers to

Sustainable employment is a crucial first step. However, once

women in the workplace and having been the appreciative

we place women into employment, we must also ensure

recipient of many valuable instances of mentorship in my

that they have opportunities to progress and build a career.

own career, I am determined to ‘pay it forward’ by creating

While placement into an entry-level position in the BPO

mentorship opportunities within CareerBox Africa, and

sector offers women an incredible opportunity to garner

by encouraging the same approach in the companies we

additional skills through on-the-job training and workplace

partner with as an impact sourcing agent. In the words of

training programmes, a significant challenge for women

Robert Ingersoll, “We rise by lifting others”. ■

from disadvantaged backgrounds is their lack of professional

SA PROFILE www.saprofilemagazine.co.za

119

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PROFILE AIONS CREATIVE TECHNOLOGY

Aions:

The startup accelerator South Africa needs MITCHAN ADAMS

Starting a business is tough, and in South Africa, 50% of startups fail within two years, and 80% within five years. Key factors include lack of funding, mentorship and diversity. Mitchan Adams, founder and CEO of Aions Creative Technology, is changing these odds by helping startups not just survive, but thrive.

The company, founded by Adams in 2022, is a local venture

payments platform. Under his leadership, the company

builder and business incubator with two clear goals: to help

expanded from just three founders to over 100 employees, with

scale local startups into sustainable businesses and improve

offices in Johannesburg and Cape Town. In just seven years,

B-BBEE practices within corporate South Africa. By fostering

the Ozow’s valuation grew from zero to hundreds of millions in

this growth, he believes South Africa can create the jobs it

USD, culminating in a $48 million Series B investment round led

desperately needs to combat high unemployment.

by Tencent in 2021. After this, Adams chose to exit the day-to-

The name Aions is inspired by the Greek word Aeon,

day operations, focusing on his new venture with Aions.

meaning ‘age’ or ‘life-force’, and the Finnish verb for intention. It reflects his vision of a self-sustaining cycle where the businesses

Empowering the next generation of startups

Aions incubates are paired with corporates seeking B-BBEE

To date, the company has incubated and invested in nine

recipients. With the right mentorship and funding, these small

startups, including Coco Brands, Scooter, Level Finance,

businesses will grow rapidly, creating jobs and contributing to

Tubby’s Kitchen, Credipple, Delivery Ka Speed, Space Salad,

the South African economy.

The Awareness Company, and Welo. These businesses are already making their mark in various industries, and Adams is committed to expanding the programme further in the coming years.

...he is helping small businesses overcome common challenges and reach their full potential.

“The ultimate opportunity is to create sustainable businesses, which will then provide sustainable jobs, which will create the future customers for South African businesses,” Adams explains. “And that’s a win for everyone.”

Through Aions Creative Technology, he is helping small businesses overcome common challenges and reach their

A journey of innovation and leadership

full potential. With his mentorship and innovative approach,

His career began in IT, eventually leading him into the fintech

Adams is proving that with the right resources and support,

sector where he co-founded Ozow Payments in 2014. The vision

the future of South African startups is not only possible – it’s

for Ozow was to create Southern Africa’s largest alternative

promising. ■

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PROFILE PPC

Leading PPC’s transformation

MATIAS CARDARELLI

Matias Cardarelli, CEO of PPC since December 2023, is leading a bold transformation to strengthen the company’s position in the cement industry. Under his guidance, PPC is rolling out the “Awaken the Giant” strategy, focused on driving profitability, sustainability and competitiveness. A key part of this vision is a R3 billion investment in a state-of-the-art cement plant in the Western Cape.

The plant, slated to begin construction in 2025 and be

Cape will continue to operate during the construction and

commissioned by 2026, will produce 1.5 million tonnes of

commissioning process, thereby providing funding support

cement annually, incorporating advanced technology to

and a smooth transition.

enhance energy efficiency, reduce coal consumption, and lower emissions.

Based on analyses conducted to date, management believes that the new plant robustly meets all PPC’s capital

“South Africa’s changing cement market dynamic urgently

allocation criteria. The funding structure is currently being

requires modern and cost-efficient assets, and environmentally

finalised, but management believes that it can fund the new

conscious producers. At the heart of our ‘Awaken the

plant from debt facilities within its current two times net

Giant’ turnaround strategy is the active pursuit of strategic

debt to EBITDA covenant. This is support by cash that will

opportunities and projects to ensure that we are successful in a

be generated by the existing operations during construction

more competitive future market context,” says Matias Cardarelli,

and a milestone payment structure agreed in principle with

CEO of PPC. “With this new and most advanced energy and

Sinoma.

environmentally efficient plant in the country, we will be able

“By substituting existing capacity with a more efficient,

to supply our customers with lower-carbon cement at a more

environmentally friendly and larger plant, we are securing

competitive cost. It represents a major step in the sustainability

PPC’s competitiveness in a key market, by delivering the

of our business moving forward and will play a key role in

best value proposition to our customers in the region,”

achieving PPC’s commitment to reduce its carbon emissions

explains Cardarelli. “This will better position PPC for sustained

and to deliver value to shareholders.”

profitability over the coming decades and will ensure

While the feasibility studies for the plant have reached an

the group’s long-term future. Furthermore, it represents

advanced stage, over the next three months the parties will

commitment and support of the national objective of

finalise the scope and final assessment of the new plant, as

economic growth and infrastructure development. This

well as the associated turn-key engineer, procure and construct

investment also reflects the continued confidence of the PPC

(“EPC”) agreements. Subject to PPC’s board approval, it is

board and management in South Africa's potential.”

anticipated that the construction of the new plant will start in

The partnership with Sinoma will continue to focus on

the second quarter of 2025 and will be commissioned by the

other value-enhancing initiatives across all PPC plants and

end of calendar year 2026. The existing plants in the Western

regions. ■

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