THE UFS WAY WITH PROF NICOLENE SCHUTTE (BARKHUIZEN) BUSINESS
INSIDE THE INNOVATION SHIFT
CRYPTO AT THE CROSSROADS
NWGB FLIPS THE SCRIPT ON ILLEGAL GAMBLING
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LEADERSHIP at the edge of change NOTE Ed's Follow us...
Leadership rarely presents itself in perfect conditions. It often takes shape at the intersection of uncertainty and accountability – where strategies meet real-world complexity, and where established systems are called to evolve.
In this issue, we explore the kind of leadership that doesn’t merely respond to complexity – it reorganises around it.
Professor Nicolene Schutte (Barkhuizen) work reminds us that true leadership starts from within – with developing the courage and clarity to make tough decisions. Meanwhile, the North West Gambling Board tackles complicated challenges where law, ethics, and economics collide, taking decisive action against the illegal gambling draining billions from communities. Since stepping in as CEO last year, Bangani Mpangalasane has been shifting The Innovation Hub from a startup space into a thriving ecosystem that helps young and township entrepreneurs turn big ideas into real-world solutions in health, energy, and economic growth.
These features remind us that real progress is rarely instantaneous. It’s forged through institutional bravery, long-haul policy shifts, and by people who stay in the room long enough to get the work done.
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Here’s to those who lead with quiet force – and to the architects of change we don’t always see, but always need.
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Prof Nicolene Schutte (Barkhuizen) is a respected industrial psychologist and a leading authority on talent management in Africa. As Director of the University of the Free State Business School, she has brought academic rigour and real-world relevance to the institution’s mission of developing future-fit leaders.
PROF NICOLENE SCHUTTE (BARKHUIZEN) | DIRECTOR
How does your background in industrial psychology uniquely position you to lead a business school?
Our success is achieved through people, yet, in the pursuit of competitiveness and bottom-line results, businesses often overlook the human element. The rise of phenomena such as quiet quitting, quiet firing, and The Great Resignation has brought renewed focus to a critical truth: employee wellbeing is the new currency of sustainable business success.
My experience in industrial psychology has deeply shaped the way I lead. At its core, it’s a discipline rooted in understanding people within systems – how they think, feel, engage, and perform. That lens has been invaluable, as I constantly need to balance strategic imperatives with human realities. It’s taught me to lead with empathy while staying grounded in factual evidence. I see a business school not just as an academic entity but as a living ecosystem – one where people, ideas, and culture intersect.
My background, therefore, enables me to nurture that ecosystem in a way that is thoughtful, responsive, and future-focused.
We’ve
been strengthening both our academic and executive education offerings while also expanding our local and international networks to open up more opportunities for collaboration, research, and student growth."
What are your initial priorities as Director of the UFS Business School?
When I stepped into the role as Director, I had a deep sense that we were at a turning point – not just the Business School, but higher education as a whole. The world is changing rapidly, and if we want to remain relevant and impactful, we can’t stand still.
One of my first priorities was to position the UFS Business School as a truly future-fit institution – agile enough to respond to uncertainty, inclusive in how we engage, and globally connected in how we think and
operate. That has meant aligning our strategy closely with UFS Vision 130, but also looking beyond strategy documents to determine what kind of leaders South Africa – and the world – needs right now.
Also, how we need to shape our qualifications, our executive programmes, and our partnerships to meet that need. We’ve been strengthening both our academic and executive education offerings while also expanding our local and international networks to open up more opportunities for collaboration, research, and student growth. But for me, it’s just as important to invest in the people behind the programmes – our staff, our students, and our broader community. That includes renewing our curriculum to reflect emerging trends, supporting our academics in their development, and creating spaces where research can flourish and have real-world impact. This is a moment for both consolidation and bold thinking.
It’s about getting the basics right, but also daring to imagine something bigger. I want us to honour our legacy while not being afraid to evolve into the kind of Business School the future demands.
What helped shape you as a woman leader in academia and business?
Standing at the helm of a business school is both an exciting and daunting responsibility. You're constantly under public and administrative scrutiny, and there's an unspoken pressure to always maintain appearances.
There’ve been many moments that have shaped my leadership style but a few stand out. I earned my doctorate at 25 and faced discrimination because of my age. This experience taught me resilience and the importance of standing firm – never allowing others to diminish my worth or potential.
Delivering my inaugural lecture as a full professor was an academic milestone and a deeply personal affirmation of years of dedication. Winning the National Women in Science Award and receiving multiple recognitions from the SA Board for People Practices validated the path I’d chosen. But the most transformative moments were those that demanded resilience: navigating complex and difficult change and standing firm during uncertainty. Those experiences taught me to lead not just from position, but from purpose.
As a global expert in talent management, how do you see women influencing the future of leadership in South Africa’s business landscape?
I believe that South African women are rewriting the leadership narrative – not through force, but through presence, perspective, and purpose. Their approach is inherently inclusive, values-driven, and rooted in connection, qualities we desperately need in this volatile world. Women are presenting a leadership model that values empathy as much as efficiency, and connection as much as competence. They are shifting the centre of gravity in boardrooms and executive teams from hierarchical control to participative influence. Ultimately, their contribution is not just about representation –it’s about recalibration. Women are showing us that leadership can be compassionate without being weak, decisive without being dismissive, and visionary without losing touch with the human heartbeat of business.
Your research spotlights talent management; which strategies are most effective in nurturing women’s leadership potential in academia and business?
Whether it is in academia or the business world, nurturing women’s leadership potential requires far more than good intentions. It requires deliberate, sustained action. We can no longer rely on the idea that talent will simply rise to the top on its own. We have to create the conditions that make it possible – and even more importantly, probable – for women to thrive.
That starts with building strong support systems. Tailored leadership development programmes that recognise the unique challenges women face are essential. So are flexible work environments that honour the reality of competing responsibilities, especially for women balancing professional ambition with family life. Transparent promotion processes, equitable workload distribution, and fair reward systems must be the norm, not the exception.
I’ve seen how impactful structured initiatives like emerging professoriate programmes can be, especially when they’re backed by real institutional commitment. These kinds of investments show that the tide is slowly turning. But institutions alone can’t carry this change. As women we also need to exercise agency; we have a role to play in shaping our own journey. This means being proactive in acquiring future-fit skills, staying agile, and
positioning ourselves for the opportunities we want. Waiting to be noticed or invited to the table simply isn’t enough anymore. I’ve learned that we have to raise our hands, speak up, take calculated risks, and sometimes even create our own tables.
That said, the real shift comes when we stop expecting women to fit into existing leadership moulds and instead start reshaping those moulds altogether. We need to build cultures that celebrate women for leading in ways that are relational, emotionally intelligent, collaborative, and strategic. Not despite those traits – but because of them. In my own career, I’ve tried to embody and encourage these values by mentoring other women and helping to create spaces where they feel empowered to lead on their own terms. That, to me, is the kind of talent management that makes a lasting difference.
Can you share how mentorship and networking have influenced your journey and how you support women’s advancement at UFS?
For me, mentorship is not a favour – it’s a responsibility. It’s the way we build bridges for others to cross. Academia, while deeply fulfilling, can also be a lonely journey that requires bravery and perseverance.
I’ve had the privilege of walking alongside exceptional mentors, individuals who not only stood firmly for what they believed in, but also challenged the status quo with integrity and purpose. I am a vocal supporter of fairness and transparency and, where I can, I amplify the voices of those who are not yet ready to speak for themselves.
Giving back is not optional; it’s an obligation I carry with pride. Whether it’s sharing funding opportunities, co-authoring papers, or simply offering a word of encouragement, I see every interaction as a chance to lift others. Ultimately, I want women at UFS – and beyond – to know that they are not alone on this journey, and that leadership can be shared, collaborative, and deeply human.
How do you interpret the school’s “Be Worth More” motto in the current business education landscape?
To me, it’s not just a motto – it’s a deeply personal philosophy. It speaks to the heart of why I chose a career in education. It’s a reminder that we’re not here to simply pass on knowledge or prepare students for the next
job title. We’re here to shape people who will leave a meaningful imprint on the world.
Education should never be purely transactional. It should transform lives – socially, ethically, and economically. I believe we have a duty to prepare graduates who can lead with integrity, think critically in the face of complexity, and respond to challenges with empathy and courage. That’s why, at the UFS Business School, we intentionally embed ethics, innovation, and a deep sense of social responsibility into everything we do, from our curriculum and teaching methods, to the way we engage with communities and industry.
For me, it’s not enough that our graduates succeed in business. I want them to succeed in life; to be the kind of leaders who create space for others to thrive, who challenge injustice when they see it, and who bring humanity back into boardrooms and decision-making. That’s what makes education truly worth more. When our graduates walk out of our doors, I want them to carry more than a degree – I want them to carry a sense of purpose.
I always encourage our lecturers to bring research into their teaching – not in a theoretical way, but by linking it to the real issues that leaders and businesses are facing right now..."
How will your research expertise influence the way teaching and learning are approached at UFS Business School?
Research is more than an academic pursuit – it’s a way of thinking. It’s taught me to stay curious, to challenge the obvious, and to look deeper than what’s on the surface. That mindset naturally flows into how I approach teaching and learning at the Business School.
I want our classrooms to be spaces of inquiry, not just instruction. It’s important to me that students don’t just memorise concepts, but that they learn to connect the dots, ask better questions, and think critically about the world they’re stepping into. I always encourage our lecturers to bring research into their teaching – not in a theoretical way, but by linking it to the real issues that leaders and businesses are facing right now, whether it's
in organisational wellbeing, leadership, or how we use data to make better decisions.
I also believe that learning should be flexible and engaging. Not everyone learns the same way, and we need to honour that. That’s why I champion a mix of approaches – be it online, practical, discussion-based, or project-driven. We need to meet our students where they are and prepare them for where they’re going. In a fast-changing world, teaching can’t stand still.
My background in research constantly reminds me that education should evolve alongside society. It’s that spirit of reflection and renewal that I try to bring into everything we do at the Business School.
Your motto emphasises bringing others along for success. How to embed this in the school’s culture?
For me, leadership has never been about standing alone at the top – it’s about walking alongside others and making sure no one is left behind. I’ve always believed that real success is shared. When one of us grows, we all benefit. That’s the kind of culture I want to nurture at the UFS Business School.
We’re intentional about creating a space where everyone feels they belong, where their voice matters, and where they’re empowered to contribute meaningfully. That means celebrating team achievements just as much as individual ones, inviting diverse perspectives into decision-making, and building systems that support rather than limit people’s potential.
I want our school to be a place where collaboration is not the exception, but the norm – a place where people genuinely lift each other up and where leadership is defined by generosity, not hierarchy. If I can help create that kind of environment – one where people feel encouraged, supported, and inspired to bring others along – I’ll know that I’ve made a meaningful contribution. That, to me, is the kind of legacy worth leaving.
goes hard on illegal gambling NORTH WEST GAMBLING BOARD
Through updated legislation, active enforcement against illegal gambling, and ongoing collaboration with communities and stakeholders, the North West Gambling Board aims to protect consumers, support local businesses, and ensure that gambling revenues contribute meaningfully to the region’s prosperity.
BOITUMELO QALINGE | ACTING CEO
The North West Gambling Board (NWGB) operates as a Schedule 3C Public Entity, established under the North West Gambling Act of 2001. Its mandate is clear: regulate the gambling industry in South Africa’s North West Province while ensuring the sector contributes meaningfully to the region’s economic and social development.
At the heart of the Board’s vision is its ambition to be a leading, socially conscious authority in gambling regulation. This vision is supported by a mission focused on delivering effective regulatory services that foster socio-economic progress. The NWGB’s work extends well beyond regulation – it actively seeks to harness the gambling sector’s potential to create jobs, support small businesses, and fund community projects.
The NWGB’s top priority is maintaining a stable regulatory environment that enforces compliance and safeguards fairness and transparency...
Balancing economic growth with social responsibility
Licensed operators – including casinos, bingo halls, bookmakers, and others – are required to comply with strict licencing conditions that promote economic inclusivity and community development. Employment opportunities generated through these operators provide vital income streams in the province. Moreover, a dedicated portion of gambling revenue is channelled into social development initiatives aimed at promoting social cohesion and moral regeneration. Recognising the critical role of small, medium, and micro enterprises (SMMEs), the Board also facilitates procurement opportunities within the gambling supply chain to empower local businesses and diversify the economy.
In the 2023/2024 financial year, these efforts contributed over R108 million to the provincial fiscus through gaming levies and taxes, underscoring the sector’s importance as a source of public revenue.
The NWGB’s top priority is maintaining a stable regulatory environment that enforces compliance
and safeguards fairness and transparency across all licensed operations. This commitment ensures that consumer interests are protected, and the integrity of the gambling industry is upheld. Collaboration with the South African Responsible Gambling Foundation (SARGF) forms a crucial part of the Board’s advocacy for responsible gambling. Together, they raise awareness about healthy gambling habits, identify signs of addiction, and provide access to treatment and counselling services. The protection of minors and vulnerable groups remains a key focus, with legislative measures such as self-exclusion built into the regulatory framework.
Strengthening governance and combating illegal gambling
Illegal gambling presents a significant challenge with far-reaching social and economic consequences. To combat this, the Board employs a multifaceted approach that includes intelligence gathering, joint operations with law enforcement agencies, raids on illegal sites, and enforcement actions such as arrests and equipment seizures. Public education campaigns aim to shift perceptions about the seriousness of illegal gambling, encouraging community support for law enforcement efforts. To bolster its capacity to address this issue, the NWGB is currently in the process of amending provincial legislation, with public input being sought on proposed amendments.
Revenue collection remains a strategic focus. The Board acknowledges that levies in the province are among the lowest nationally, and is actively working on a new taxes and levies designed to increase contributions from licensed operators to the provincial fiscus. This will provide the province with additional resources to support development priorities.
Public education also plays a vital role in the Board’s responsible gambling strategy. Through ongoing engagement with communities, the NWGB gains valuable insights into how gambling impacts society and how better to structure interventions that support sustainable social outcomes. This two-way dialogue will help the Board tailor its regulatory and support programmes more effectively.
Behind these efforts is a strong governance framework committed to transparency, accountability, and
operational efficiency. The Board’s leadership ensures robust regulatory compliance, risk management, stakeholder engagement, and ethical conduct, all of which are critical to maintaining public trust and achieving its mandate.
In balancing strict regulation with social responsibility, the NWGB is proving that well-governed gambling can be a powerful catalyst for economic growth and community upliftment, delivering meaningful benefits for the province now and into the future.
Illegal gambling’s impact: a growing challenge for the NW
While no specific impact analysis has yet been conducted for the North West, the signs of illegal gambling’s reach are unmistakable. Recently, the NWGB destroyed 257 illegal gaming machines found in spaza shops in the Bojanala Region – an area where such machines continue to proliferate. Beyond physical sites, illegal online gambling operations disguised as internet cafes are also on the rise.
In the 2023/2024 financial year, an intelligence platform commissioned by the South African Bookmakers’ Association identified 2 084 illegal operators actively targeting South African players. The majority of these online sites are owned by entities outside the country’s borders. Alarmingly, over 16 million South Africans are reported to be gambling on these illicit platforms, resulting in an estimated R55 billion in untaxed gross gaming revenue leaving the country annually.
This scale of illegal activity has significant consequences for local economies and public safety. The government faces major losses in tax revenue, while licensed gambling operators see sharp declines in earnings and profit margins. More troubling is the fact that illegal gambling is often linked to organised crime, including drug and human trafficking, money laundering and other financial crimes, and terrorist activities.
The societal impact is severe. Punters risk exploitation and unfair play, while these illegal operators contribute nothing to community development or support programmes for gambling addiction and education.
The most common illegal gambling forms in the province include online gambling – which generates the highest revenues – and gambling machines installed in local and rural spaza shops. Disturbingly, children as young as six are sometimes exposed to these operations. Other illegal activities include informal games like Fahfee, card games, and dice.
To address these challenges, the NWGB works closely with law enforcement agencies to gather intelligence, conduct raids, and shut down illegal operations. The Board is also preparing amendments to provincial legislation to strengthen its regulatory powers. Public education remains a cornerstone of efforts to raise awareness and reduce the demand for illegal gambling.
Community and stakeholder support is crucial. The private sector, especially banking institutions, can play a vital role by monitoring and blocking financial transactions linked to illegal gambling. Without the flow of funds, these operations cannot survive.
Fighting illegal gambling requires a collective effort –one that combines government enforcement, private sector cooperation, and civil society engagement. Advanced technological tools and sufficient resources are needed to keep pace with the evolving threat, protect consumers, and safeguard the province’s economy and communities.
NWGB: Efforts to tighten the grip on illegal operators with proposed Amended Act
The North West Gambling Board Act will be undergoing important amendments, prompted in part by a legal challenge that reached the ConCourt. The issue centred on a provision granting the Member of the Executive Council (MEC) for Department of Economic Development, Environment, Conservation & Tourism (DEDECT) the authority to approve gambling tariff increases — a power licensees contested. While the court ruling necessitated changes to this section, it also presented an opportunity for the Board to review the entire Act. This review aims to address identified shortcomings and to ensure the legislation continues to keep pace with rapid developments in the gambling industry.
With the amendment, the Board will have the authority to treat illegal gambling as an administrative offence.
One of the key ways the Amended Act could strengthen enforcement is by expanding the Board’s powers to deal with illegal gambling. Under the previous framework, the Board’s ability to act against illegal operators was constrained by the Criminal Procedures Act (CPA), which requires that investigations be conducted by the South African Police Service (SAPS). This dependency often delayed action and limited the Board’s direct intervention.
With the amendment, the Board will have the authority to treat illegal gambling as an administrative offence. This will enable it to issue offence notices, impose
substantial fines, and close down illegal gambling premises independently — without having to wait for criminal procedures to run their course. Although SAPS will continue to play a role in criminal charges against perpetrators, the Board’s enhanced powers will allow for quicker, more decisive action against unlawful operations.
May this year gave a hint of the practical impact these changes could have: in collaboration with SAPS, the Hawks, and the MEC for DEDECT, the Board took part in raids across the province that resulted in the demolition of illegal gambling machines in Rustenburg and Koster. Most of these machines had been confiscated from illegal tuck shops and other unlicensed establishments.
Despite these advances, challenges remain. The proposed Amended Act does not authorise the Board to conduct criminal investigations, which limits its ability to combat illegal gambling comprehensively. The new administrative powers are designed to mitigate this gap, enabling the Board to directly address illegal operators more efficiently.
For legal operators and the broader gambling sector in the province, the proposed Amended Act offers reassurance and benefits. By shifting powers related to tariff adjustments to the legislature, the proposed changes respond to concerns raised by licensees, creating a more balanced regulatory environment. More importantly, by enabling the Board to act swiftly against illegal gambling, the amendment will help protect the revenue and profitability of licensed operators. This, in turn, will boost tax and levy collections for the province, supporting its broader socio-economic development goals.
As the gambling industry evolves, these legislative updates reflect the Board’s commitment to robust regulation, ensuring a fair, transparent, and sustainable market that benefits all stakeholders.
the new frontier for investment Techpreneurs:
Techpreneurs are driving Africa’s digital transformation, creating scalable solutions for real-world challenges while unlocking new markets. For SA investors and leaders, backing these innovators is a strategic move toward future growth.
Technology entrepreneurship, or techpreneurship, is no longer a niche play. It has become a critical force in reshaping industries, enabling innovation, and driving economic growth. For South African business leaders, investing in techpreneurs is fast becoming a strategic move to gain early access to disruptive technologies, unlock new revenue streams, and build long-term competitiveness.
"GoodApp’s progression from a lean, self-funded startup to an award-winning platform is a telling example of what’s possible when local innovation meets determined execution.” award-winning local innovation
Across sectors, techpreneurs are dismantling traditional models with digital-first thinking and agile execution. Fintech startups, for instance, have transformed how money moves – from mobile payments in the informal economy, to next-generation banking platforms serving digitally savvy consumers. This signals a broader shift toward technology-led value creation.
What makes these ventures attractive is their scalability. Unlike capital-heavy businesses, tech startups can expand rapidly with relatively low overheads. This dynamic creates high-growth potential for early investors – especially those willing to provide more than just capital. Strategic involvement, from board-level guidance to market access support, can dramatically accelerate a tech venture’s success.
A growing number of South African techpreneurs are aligning their innovations with environmental, social, and governance (ESG) goals – responding to real-world problems such as energy access, service delivery, and economic inclusion. It’s innovation with impact, and it’s gaining momentum.
A standout example is GoodApp, a homegrown homeservices platform that took home the title of Start-Up of the Year at the 2025 Intelligent ICT Awards. The win recognised the company’s bold vision to redefine how South African communities access everyday services.
GoodApp operates as a platform seamlessly connecting users with vetted professionals across categories, including electricians and plumbers, beauticians, general handymen and massage therapists, all at the tap of a key. What sets it apart is its infrastructure thinking: GoodApp is building the digital rails for local service economies.
Under the direction of Prakhar Srivastava, whose product and tech leadership has steered the platform’s expansion across South Africa’s major metros, GoodApp has scaled with impressive speed while maintaining a clear focus on quality, trust, and community-building. “We believe technology should be transformative, not just functional,” says Srivastava. “GoodApp was created to remove friction from everyday life and unlock opportunity for both users and service providers.”
GoodApp’s progression from a lean, self-funded startup to an award-winning platform is a telling example of what’s possible when local innovation meets determined execution. But as CEO Prakhar Srivastava points out, industry accolades are not enough. For early-stage ventures to scale, they require meaningful investment, access to experienced guidance, and a regulatory environment that enables rather than impedes innovation.
“It takes an ecosystem,” he says. “Investors, regulators, customers, and collaborators must come together with a shared belief that tech is not just an industry, but a vehicle for inclusive growth.”
GoodApp’s growth strategy is anchored in operational integrity and community-driven value. Its platform enforces strict quality controls, with every service provider subject to background verification, ongoing performance tracking, and compliance with service standards. Customer reviews and ratings provide an additional layer of accountability, reinforcing trust and transparency. By leveraging technology to simplify service access across income brackets and locations, GoodApp is also contributing to inclusive economic participation.
Srivastava concludes: “As African digital economies continue to expand, platforms like GoodApp show what’s possible when ambition meets support – and when startups are given the resources to scale.
For South Africa’s tech ecosystem to achieve its full potential, a collective and coordinated effort is required. Policymakers must enable innovation through supportive regulatory frameworks that reduce barriers to entry. Investors need to take a long-term view, backing visionary entrepreneurs who are building scalable, human-centred solutions. Founders, for their part, must remain focused on solving real-world problems through technology that delivers measurable impact.
Unlocking sustainable growth across the continent hinges on this shared commitment. This is because the next global tech success story won’t necessarily come from Silicon Valley – it could just as easily rise from Soweto, Nairobi, Lagos, or Khayelitsha. And when it does, it will be because someone saw the value in backing an idea with purpose.
birth local solutions Foreign cuts in healthcare
As international aid shrinks, South Africa’s healthcare sector turns to local pharmaceutical innovation. Adcock Ingram’s Lucelle Iyer leads the push for domestic resilience.
By Siya Jele, Portfolio Manager at TUHF
The country’s healthcare system is facing a turning point. With international funding on the decline, the country’s ability to maintain critical research programmes and public health services is under significant threat. Experts warn that without alternative solutions, medical advancements and care for vulnerable populations will suffer. Major academic institutions are already bracing for losses of over R800 million per year due to donor withdrawal, putting decades of progress at risk.
However, the good news is, the focus is shifting inward – and companies like Adcock Ingram Critical Care (AICC) are committing to filling the gap. Newly appointed Operations Executive Lucelle Iyer represents a new generation of healthcare leaders committed to local solutions. Rather than depend on global support or imported models, AICC is investing in domestic pharmaceutical manufacturing, plant modernisation, and local skills development.
“With increasing uncertainty in public health funding, it’s clear that the private sector must play a stronger role in supporting long-term healthcare access,” says Iyer.
This strategy is a critical response to the country’s dependency on pharmaceutical imports, particularly active pharmaceutical ingredients (APIs). Over 60% of medications sold in South Africa are formulated locally. However, approximately 98% of the APIs used in these formulations are still imported. In 2024 alone, those pharmaceutical imports were valued at US$2.42 billion!
AICC’s localisation efforts aim to turn that tide, a move that could set a precedent for healthcare self-sufficiency across Africa. By building local capabilities, encouraging innovation, and investing in workforce development, the company is aligning with South Africa’s broader health resilience goals.
The road ahead requires bold collaboration between public institutions and the private sector. As donorfunded programmes retract, locally driven initiatives such as those led by Adcock Ingram could become the cornerstone of a sustainable, equitable healthcare future.
SA’s reliance on the import of APIs exposes its healthcare system to risks such as exchange rate fluctuations and supply chain disruptions, highlighting the need for increased local production. “We’ve seen the impact of the fragility of local supply chains on our hospitals, especially in rural and under-resourced areas,” says Iyer. “South Africa needs a manufacturing base that is resilient, scalable, and locally relevant.”
Iyer’s leadership is shaped by a philosophy of resilience, innovation, and strategic execution. As the first woman to lead operations at AICC and one of the youngest professionals to hold such a pivotal role, she has broken barriers in a traditionally male-dominated industry. Her success is driven by a solutions-focused mindset, tackling challenges with a commitment to progress and real impact.
Building a future-proof pharma ecosystem
The shift to a local-first strategy is part of a broader, sector-wide call for policy support and investment into the domestic pharmaceutical value chain. Experts argue that localisation is not only a health security imperative, but an economic opportunity capable of generating skilled jobs and retaining healthcare spending within national borders.
“Pharma manufacturing has long been seen as too complex or too costly for the local context,” says Iyer. “But technology has changed that. Smart factories, digital quality control, and automation can make local production competitive.”
AICC’s comprehensive strategy includes:
• digitisation of production and regulatory compliance systems
• building local expertise in pharmacy, engineering, and biotechnology
• collaboration with stakeholders to streamline regulatory frameworks
• incorporating sustainability and circular economy principles into packaging and plastics manufacturing
• leveraging compliance for competitive advantage
AICC also challenges the common perception that regulatory compliance limits innovation. Instead, the company integrates compliance strategically into its digital transformation, embedding quality assurance and regulatory preparedness from the outset.
Experts argue that localisation is not only a health security imperative, but an economic opportunity…”
A pivotal moment
“When systems are designed with compliance in mind from the get-go, it greatly reduces rework and crisis management, turning quality into a driver of efficiency,” says Iyer, who brings extensive experience in regulatory affairs, quality management, and pharmacoeconomics to her role.
South Africa’s pharmaceutical sector stands at a crossroads, with the potential to become a regional hub for essential medicines, medical devices, and biosimilars. Realising this ambition, however, hinges on coordinated efforts across public, private, and academic sectors to drive innovation, expand capacity, and ensure long-term sustainability.
“Our goal isn’t to replicate models from Europe or the US,” says Iyer. “It’s about creating a pharmaceutical ecosystem designed specifically for our unique needs – efficient, ethical, and sustainable.”
of the future LIGHT IS THE SCIENCE
By Professor Andrew Forbes, University of the Witwatersrand, and Professor Patience Mthunzi-Kufa, University of South Africa
Scientists on the African continent have made notable contributions to photonics research.
Light is all around us, essential for one of our primary senses (sight) as well as life on Earth. It underpins many technologies that affect our daily lives, including energy harvesting with solar cells, LED displays and telecommunications through fibre optic networks.
The smartphone is a great example of the power of light. Inside the box, its electronic functionality works because of quantum mechanics. The front screen is an entirely
photonic device: liquid crystals controlling light. The back too: white light-emitting diodes for a flash, and lenses to capture images.
We use the word photonics, and sometimes optics, to capture the harnessing of light for new applications and technologies. Their importance in modern life is celebrated every year on 16 May with the International Day of Light.
Despite the resource constraints they work under, scientists on the African continent have made notable contributions to photonics research. Some of these have been captured in a recent special issue of the journal Applied Optics. Along with colleagues in the field from Morocco and Senegal, we introduced this collection of papers, which aims to celebrate excellence and demonstrate the impact of studies that address continental issues.
A spotlight on photonics in Africa Africa’s history in formal optics goes back thousands of years, with references to lens design already recorded in ancient Egyptian writings.
In more recent times, Africa has contributed to two Nobel prizes based on optics. Ahmed Zewail (Egyptianborn) watched the ultrafast processes in chemistry with lasers (1999, Nobel Prize for Chemistry) and Serge Harouche (Moroccan-born) studied the behaviour of individual particles of light, known as photons (2012, Nobel Prize for Physics).
Unfortunately, the African optics story is one of pockets of excellence. The highlights are as good as anywhere else, but there are too few of them to put the continent on the global optics map. According to a 2020 calculation done for me by the Optical Society of America, Africa's contributions to worldwide optics or photonics publications constitute less than 1% of overall contributions.
Yet there are great opportunities for meeting continental challenges using optics.
Examples of areas where Africans can innovate are:
Bridging the digital divide with modern communications infrastructure
Optical imaging and spectroscopy for improvements in agriculture and monitoring climate changes
Harnessing the sun with optical materials for clean energy
Bio-photonics to solve health issues
Quantum technologies for novel forms of communicating, sensing, imaging and computing
The papers in the special journal issue touch on a diversity of continent-relevant topics. One is on using optics to communicate across free-space (air) even in bad weather conditions. This light-based solution was tested using weather data from two African cities, Alexandria in Egypt and Setif in Algeria.
Another paper is about tiny quantum sources of quantum entanglement for sensing. The authors used diamond, a gem found in South Africa and more commonly associated with jewellery. Diamond has many flaws, one of which can produce single photons as an output when excited. The single photon output was split into two paths, as if the particle went both left and right at the same time. This is the quirky notion of entanglement, in this case, created with diamonds. If an object is placed in any one path, the entanglement can detect it. Strangely, sometimes the photons take the left-path but the object is in the right-path, yet still it can be detected.
One contributor proposes a cost-effective method to detect and classify harmful bacteria in water. New approaches in spectroscopy (studying colour) for detecting cell health; biosensors to monitor salt and glucose levels in blood; and optical tools for food security all play their part in optical applications on the continent.
Another area of African optics research that has important applications is the use of optical fibres for sensing the
quality of soil and its structural integrity. Optical fibres are usually associated with communication, but a modern trend is to use the existing optical fibre already laid to sense for small changes in the environment, for instance, as early warning systems for earthquakes. The research shows that conventional fibre can also be used to tell if soil is degrading, either from lack of moisture or some physical shift in structure (weakness or movement). It is an immediately useful tool for agriculture, building on many decades of research.
Towards a brighter future
For young science students wishing to enter the field, the opportunities are endless. While photonics has no discipline boundaries, most students enter through the fields of physics, engineering, chemistry or the life sciences. Its power lies in the combination of skills, theoretical, computational and experimental, that are brought to bear on problems. At a typical photonics conference there are likely to be many more industry participants than academics. That’s a testament to its universal impact in new technologies, and the employment opportunities for students.
The last century was based on electronics and controlling electrons. This century will be dominated by photonics, that is, controlling photons.
Professor Zouheir Sekkat of University Mohamed V, Rabat, who is also director of the Pole of Optics and Photonics within MAScIR of University Mohamed VI Polytechnic Benguerir, Morocco, contributed to this article.
The diverse range of topics in the collection shows how creative researchers on the continent are in using limited resources for maximum impact. The high orientation towards applications is probably also a sign that African governments want their scientists to work on solutions to real problems rather than purely academic questions. A case in point is South Africa, which has a funded national strategy (SA QuTI) to turn quantum science into quantum technology and train the workforce for a new economy.
Unlocking Tomorrow’s Potential:
The Innovation Hub - Gauteng’s Engine of
Progress
The Innovation Hub is Gauteng’s leading innovation agency, a subsidiary of the Gauteng Growth and Development Agency (GGDA). We’re more than a science and technology park; we’re a thriving ecosystem dedicated to fostering innovation and entrepreneurship, driving economic growth and competitiveness across the Gauteng province.
We transform groundbreaking ideas into market-ready solutions, creating jobs and solving real-world challenges.
Specialized Enterprise Development Programmes:
We empower startups and entrepreneurs through targeted incubation in key sectors:
• Bioeconomy: Advancing Pharmaceuticals, medical devices, Cosmeuceticals and agro-processing for food security and health.
• Smart Industries: Accelerating ICT and Advanced Manufacturing (Industry 4.0) innovations like AI and IoT.
• Green Economy: Supporting sustainable solutions in water, waste, and renewable energy.
Beyond Enterprise Development:
The Innovation Hub offers a comprehensive suite of services:
• Technology Innovation and Cluster Development
• Product Development Lab: From concept to commercialization.
• Demand Led Innovation: Connecting solutions seekers with solutions providers.
• Energy Cluster addresses South Africa’s energy crisis through smart solar, battery storage, and energy efficiency.
• Indigenous Knowledge Systems (IKS) Cluster focuses on integrating IKS-based medicine into the national health system and supporting local communities.
• Bio-Manufacturing Cluster creates an ecosystem for developing and commercializing biologically based products like pharmaceuticals and biofuels.
• Extended Reality (XR) Cluster, integrating VR, AR, and MR with other 4IR technologies to provide industry solutions.
• Skills Development: Equipping future leaders with digital economy skills.
• Conference Venue: Book our conference venue for your inspiring events.
• Networking Hub: A vibrant space for collaboration among academics, researchers, businesses, and investors.
Township Economy Revitalization:
• eKasiLabs: Extending innovation support to townships, nurturing local talent and businesses. Join us in building a prosperous, innovative-driven Gauteng.
Tel: +27 12 844 0000 | Email: info@theinnovationhub.com | Web: www.theinnovationhub.com 1 Mark Shuttleworth Street, Innovation Center, Lynnwood, Tshwane, 0087
tackle SA’s challenges Entrepreneurs to
Appointed in April 2024, Dr Bangani Mpangalasane took on the role of CEO at The Innovation Hub (TIH). His mission: to drive inclusive innovation in Gauteng. A year in, and backed by global experience, including a 15-year career across sectors, he’s working to reposition TIH as a driver of technological innovation with real impact.
| CEO
What was your vision for The Innovation Hub, and how has it evolved over time?
The vision has been to position the organisation as a catalyst for inclusive innovation and sustainable socioeconomic development in Gauteng and beyond. Initially, the goal was to create an environment where highpotential entrepreneurs, particularly from marginalised communities, could thrive. Over time, this vision has evolved to emphasise collaboration, localisation, and measurable impact. We’ve expanded from supporting startups to building innovation ecosystems that tackle the country’s developmental challenges – whether through township innovation, smart industries, or green economy solutions. We're focused on linking innovation with service delivery and job creation.
Our approach has shifted from nurturing isolated innovation to embedding it into the core of building a more inclusive, future-ready Gauteng. We’ve strengthened our support for tech solutions and forged key partnerships with both public and private sectors to scale impact.
What do you consider to be the biggest opportunities in South Africa's innovation ecosystem right now?
South Africa’s innovation ecosystem is at an exciting inflection point. Here are the biggest opportunities right now, anchored in recent data and analysis:
• Agritech and Healthtech
Smart agriculture: Startups like Agri Smart, an entrepreneur from The Innovation Hub’s Enterprise Development, BioPark@Gauteng Business Incubator, have designed a modular grow facility specifically for cannabis cultivation, featuring special LED lighting and fully automated electromechanical growing technology.
AI in healthcare: Companies like Itakane Health are using AI to push diagnostic accuracy to over 98%, a critical advancement for South Africa’s developing healthcare system.
• Renewable and distributed energy
On/off-grid renewables are continuing to expand under the Enterprise Development Programme (Climate Innovation Centre South Africa), with innovators like Wetility harnessing solar potential.
• Ecosystem integration and inclusion
Grassroots innovation requires stronger support, including better coordination, funding for commercialisation, and extending support to
DR BANGANI MPANGALASANE
underrepresented regions.
Public-private partnerships: Models from initiatives such as those offered by the Technology Innovation Agency can help bridge the gap between academia, government, and enterprise.
In your view, what is the company’s unique value proposition compared to other incubators or accelerators in South Africa?
Unlike many incubators, we offer a province-wide network spanning both urban and township spaces through our eKasiLabs programme, ensuring inclusivity.
As the innovation agency for Gauteng, we drive public-private collaboration aligned with government priorities like job creation, service delivery, and industrial development. Our connections with provincial departments and academic and research institutions create a powerful platform for scaling innovators with purpose.
We focus on challenge-driven innovations that address real-world problems in health, climate, education, and sustainable livelihoods, prioritising measurable socio-economic impact over commercial success. The Innovation Hub is where innovation meets development, nurturing enterprises to grow and make a difference.
What role does TIH play in transforming service delivery through entrepreneurial solutions?
The Innovation Hub drives service delivery transformation by connecting entrepreneurial solutions to public and private sector challenges. Through our Demand-Led Innovation platform, we collaborate with government and businesses to identify gaps in areas like water, healthcare, waste management, and digital services, sourcing locally developed solutions from entrepreneurs.
We provide a space for innovators to co-create, pilot, and scale their solutions, improving service delivery and creating new opportunities, especially for youth and township-based innovators. By embedding innovation into government value chains, we shift procurement from cost-based to impact-driven models, fostering sustainable, long-term change.
How are you addressing barriers such as access to funding, markets and infrastructure for township innovators?
We recognise the unique and systemic barriers township-based innovators face, particularly in accessing funding, markets, and infrastructure. Our approach is multifaceted, centred on inclusion, localisation, and partnerships. Through our eKasiLabs Programme, we bring incubation, mentorship, and technical support directly into townships to assist local innovators. We also partner with development finance institutions, seed funders, and government grants to help entrepreneurs secure funding, while running pitching platforms and investment readiness workshops. To improve market access, we connect township entrepreneurs to corporate and public sector opportunities through programmes like the Township Economy Showcase. Additionally, we provide shared workspaces, internet, prototyping labs, and digital tools at eKasiLabs to address infrastructure gaps. Our focus on capacity building includes investing in youth skills, local partnerships, and community development. The aim is to foster sustainable innovation ecosystems. By prioritising these areas, we help township innovators overcome systemic barriers and drive growth.
What do you hope to achieve as a leader in South Africa’s innovation and entrepreneurship landscape?
I aim to drive inclusive, sustainable, and impactful innovation that genuinely transforms lives and communities. My goal is to help build a thriving ecosystem where entrepreneurs from all backgrounds – particularly those from historically underserved areas – have equal access to opportunities, resources, and networks. I want innovation to go beyond technology and business growth, to addressing critical social challenges and creating lasting value for society. My hope is to contribute to a culture of seamless collaboration across government, industry, academia, and civil society, accelerating South Africa’s progress towards its National Development Plan and the Sustainable Development Goals. Ultimately, I want to inspire future leaders and innovators to believe that with the right support and mindset, they can turn bold ideas into solutions that uplift communities and position South Africa as a global innovation hub.
without support is counter-productive EMPOWERMENT
By Juanita Vorster, Independent Business Advisor
True leadership starts with equipping people with the training and tools to succeed, not just by assigning responsibility.
Leaders often assume that delegation equals empowerment, only to feel frustrated when delegated tasks end up back on their desks after some time. Unfortunately, more often than not, what is perceived as delegation and empowerment is merely handing over the responsibility for task delivery without providing the structure, authority, or tools needed to deliver outcomes.
The thing is, it’s not enough to empower. Leaders must also equip.
In practical terms, empowerment means giving people the authority to make the decisions required to achieve a result. It involves being explicit about what they’re responsible for, which decisions fall within their mandate, where the boundaries are, and the preferences or nonnegotiables that should shape their approach. It also necessitates ensuring that others in the organisation recognise that authority and are prepared to cooperate.
However, too often, empowerment is implied rather than clearly articulated. Someone is asked to “take ownership,” but there’s no follow-up conversation about decision rights, expected actions, or how to
handle resistance from others. The employee is left to interpret vague expectations, often running into unspoken rules and a lack of cooperation that undermine the very task they’ve been asked to lead.
On its own, empowerment doesn’t guarantee outcomes. This is where equipping comes in. To equip someone is to ensure they have the tools, systems, access, content, processes, information, and skills required to succeed. It’s not about spoonfeeding or micro-managing; it is about removing potential frictions and ensuring they aren’t spending valuable time battling for basic resources.
This disconnect between empowering and equipping is especially evident in organisations that demand innovation but withhold what’s needed to pursue it. In such an organisation, a team may be asked to find new ways to speed up delivery. The said team might research options thoroughly and identify specific tools or platforms that could make it possible, but if those proposals are dismissed – for example, because leadership is unwilling to fund essential software – the team remains accountable for outcomes they were not equipped to deliver. The message is essentially a mixed one: innovate, but don’t ask for support. Move faster, but under the same constraints.
The result is frustration on both sides. Leaders feel the team isn’t delivering; the team feels their hands are tied. Momentum is lost – not because of poor
ideas or weak execution, but because the conditions for success were never put in place.
This dynamic isn’t limited to teams; it often shows up at the leadership level as well. In one coaching scenario, a CEO delegated key operational responsibilities to his second-in-command (2IC) but struggled to let go of control. Although he appeared to be handing over authority, he retained strong preferences shaped by how things had always been done. The result was that his 2IC, though technically in charge, had little room to exercise independent judgement. The delegation looked complete on paper, but in practice, it lacked the freedom necessary for progress.
The cost of this leadership gap is real. Projects stall. Capable people hesitate. Leaders continue to carry too much, believing they’ve delegated when in fact they’ve only shifted the burden without enabling delivery. In some cases, it’s mistaken for a performance problem. In reality, it’s a structure problem.
Closing this gap doesn’t require a new framework – just a more intentional pause. Before assigning a task, ask yourself: “Am I clearly empowering this person, including in what they’re responsible for and the decisions they have the authority make? And do they have what they need to succeed – or am I leaving them to piece it together on their own and fight their way through resistance from others?”
When the answer to the first two is yes, leadership becomes far more effective. Teams gain momentum. Individuals take real ownership. Delegation becomes a tool for progress, rather than a source of friction. "Empowerment" feels good to say – but it only works when it’s matched with the means to act.
True leadership doesn’t end at the assignment of responsibility. It includes creating the conditions that make success possible.
Empower and Equip. Always both.
SA’s talent to fuel US workforce?
The number of South Africans in the US has grown from 75 000 to over 133 000 in the past decade, driven by a demand for skilled professionals. High salaries, relocation incentives, and fast-tracked visas are attracting top talent – here’s why these roles are hard to fill, and which SA qualifications are most sought-after.
By Jeremy Bossenger, Director of BossJansen Executive Search
The number of US citizens aged 65 and older, i.e. at retirement age, is projected to increase from 58 million in 2022 to 82 million by 2050 (a 47% increase) – Population Reference Bureau. Fast fact
Back in February 2024, my team took a look at the main reasons why the US job market loves South Africans. Our investigations uncovered the full calibre of our impressive work ethic, the fluency of our English, the high degree of cultural compatibility, and the extent to which we are entrepreneurially minded and well-educated with a wide spectrum of qualifications, skills, and experience to offer.
This year, groups on both sides of the Atlantic have begun looking more deeply into the reasons why the US is experiencing such extensive labour shortages (potentially, in South Africa’s favour). To date, the data analytics has revealed:
• An ageing workforce, with almost 20% of the population at retirement age.
• A mismatch between available skills and employer needs, with the younger generation prioritising fulfilling work and a healthy work-life balance before committing to a job or company for the long term.
• The challenge of finding and retaining employees in a market suffering from high levels of burnout (the US offers fewer public holidays than most other Western countries and is one of the few developed countries that doesn't legally guarantee paid holiday time for its workers).
• The ongoing impact of the pandemic on work environments and employee preferences, where the flexibility of contract work often ranks higher than a permanent position for US citizens.
• The perceived poor job quality in healthcare, transport, and hospitality roles, despite the fact that postpandemic physical and psychological risks are no longer as relevant.
Clout
in these fields elevates your status
Against this background, five US industries have emerged as being the most likely to hire, help relocate, and favourably remunerate skilled South African workers. They are:
• Information technology, a major employer in the US (with at least 5.6 million workers), is rapidly hiring South Africans with data science, software engineering, and cybersecurity skills, qualifications, and experience.
• Engineering, a sector that has struggled to place individuals in civil, mechanical, and electrical roles, as industries such as renewable energy and advanced manufacturing continue to expand. This has led to many South Africans with relevant qualifications finding suitable opportunities across construction, infrastructure, and manufacturing roles.
• Healthcare, a sector in which hardworking and dedicated doctors, nurses, and other medically trained professionals can negotiate lucrative salaries due to the current staff shortage. The rigorous training and diverse healthcare experience South Africans bring to the table make them highly sought-after.
• Education – offering employment across the US in schools, universities, and other educational institutions. They're specifically in need of individuals with science, technology, engineering, and mathematics (STEM). teaching experience and/or specialised skills (such as early childhood development and special education).
• Finance – a sector offering particularly high salaries in investment banking and other corporate roles as senior US citizens retire, creating opportunities for South Africans to apply for these positions, bringing their unique expertise across various products and services.
Incentives aplenty for those who relocate
For highly qualified South Africans keen to make a fresh start in the US, the H-1B and EB-3 visa programmes are making it easier for employers to sponsor these foreign professionals. Comprehensive relocation packages are available for those in high demand, and you stand to earn a higher salary than that offered back in South Africa, along with the opportunity to participate in a more diverse and dynamic job market.
For the entrepreneurially minded, or those with experience running an SME, the EB-5 visa allows investors to become permanent residents (i.e. green card holders) by investing in a US business that creates jobs.
We are here to assist if you wish to make the move, by connecting you with an executive search team with offices in both Johannesburg and New York.
workplace culture? AI to rebuild
Jarrod Gabriel is the Founder and CEO of Dewdropz, an HR SaaS platform reshaping workplace culture through micro-actions that foster connection, recognition, and belonging. Built for Microsoft Teams, Dewdropz uses AI to make work feel more human – one nudge at a time.
JARROD GABRIEL | FOUNDER & CEO
Dewdropz isn’t your typical HR tech; what problem were you trying to solve with it? Many companies say their people are their greatest asset, yet they leave culture on autopilot. Connection is left to chance. New hires feel isolated. Silos form quietly. And before anyone realises, you’re dealing with disengagement, burnout, and high turnover.
I built Dewdropz to address a deeply human problem: helping people feel truly connected at work. I’d seen talented colleagues leave not because of the job, but because of unnoticed pockets of toxic culture. Disengagement costs the global economy nearly $9 trillion a year, yet most companies lack the time or tools to tackle it. Dewdropz isn’t just an HR tool – it’s a way to make work feel less transactional and more human by transforming workplace culture.
That’s a big claim. What does that actually mean in a day-to-day sense for your users? It’s a massive concept, and like any big problem, you tackle it one bite at a time. Culture is one of those things that’s hard to define but easy to experience. It’s shaped by actions – by how people behave when no one’s watching. It’s about whether new hires feel included, whether someone in tech feels comfortable reaching out to someone in sales, or whether someone feels safe enough to say, “I’m not okay.”
Dewdropz helps influence these everyday behaviours through light, intentional nudges we call microactions, delivered within Microsoft Teams, such as a random coffee pairing or a shoutout from a peer. These small signals build a sense of belonging and social connection, changing how people feel about work. One of our users told us she met her best friend at work through a coffee pairing. They had sat across from each other for years but never had the chance to connect – completely transforming her day-to-day experience.
Why micro-actions? What makes small nudges more effective than, say, traditional teambuilding or surveys?
Because behaviour change doesn’t happen through off-sites and email campaigns – it happens in everyday actions. Research in behavioural science shows that small, consistent behaviours are key drivers in shaping how we act. Think of James Clear’s popular book, Atomic Habits: micro-actions are small enough to be easy to start and too small to fail. One-off team events might be fun, but the effect fades. Surveys reveal problems, but they don’t solve them. Listening tools have their place, but without action, it’s like trying to lose weight by stepping on the scale every day without changing your habits.
When you choose to act and it leads to a positive outcome, the effect is reinforced – and those small wins ripple across the organisation, creating real shifts. Think about the meaningful relationships in your life. What built them? A single big moment, or a series of everyday shared experiences?
How does Dewdropz avoid becoming just another ‘feel-good add-on in a busy
Microsoft Teams environment?
It’s easy to dismiss things like mental health, connection, or culture as “soft”, but that’s a costly mistake. You wouldn’t build a high-performance car and skimp on the engine, yet that’s exactly what companies do when they overlook these aspects.
Dewdropz is designed to shape culture, and culture is the infrastructure that fuels engagement, innovation, and resilience. Just think about how quickly silos form as a company grows: something as simple as pairing employees for a virtual coffee chat can break down barriers and unlock the flow of information.
Disengaged, unhappy employees underperform, take more sick days, and attrition is expensive. Can any business afford not to maximise productivity and value? We’re helping to do exactly that – in a sustainable way.
HR tech often struggles with adoption. What has helped you break through the noise?
We don’t try to be everything to everyone – we focus on people-first companies. If you see wellbeing, connection, and belonging as side projects, we’re probably not the right fit. But if you understand that people are your strategy, then you’ll see why this matters. That positioning has helped us attract the right partners – those who truly believe in what we’re building.
On the user side, we’re obsessed with simplicity by design: there’s no training required, it’s easy to opt in or out, and it works directly within Microsoft Teams –integrating seamlessly into your daily flow and meeting you where you already are.
What’s next for Dewdropz? Any features or ideas you’re particularly excited about?
We’ve seen firsthand how small, intentional actions can ripple across an organisation and shift culture. Now we see a significant opportunity to push the boundaries of what’s possible. Amid all the noise about AI replacing humans, we’re exploring how AI can actually help us become more human. By combining AI with behavioural science, we aim to unlock every employee’s potential in a deeply personalised way. Behavioural change is hard, but for the first time, AI is uniquely positioned to help us get there. And we are building that future, one nudge at a time.
Crypto at the crossroads
The cryptocurrency sector is evolving on two sharply contrasting tracks: global momentum and Africa’s utility-driven surge.
In developed markets, the industry is moving swiftly toward institutional adoption of cryptocurrency, driven by regulatory clarity and mainstream financial integration. Meanwhile, in emerging markets, especially across Africa, crypto is tackling real-world financial challenges – often from the ground up.
“Two parallel narratives are unfolding in the cryptocurrency industry,” says Christo de Wit, South Africa Country Manager at Luno, a cryptocurrency platform available in 40 countries. “In developed markets, we’re witnessing institutional adoption at scale. BlackRock and other large institutions now offer crypto ETFs, and the US has appointed its first ‘Crypto Tsar’ responsible for regulation and policies aimed at easing large-scale crypto adoption.”
The landmark US Senate passing of the GENIUS Act in June 2025 –the first federal framework for stablecoins – demonstrates how serious developed economies are about bringing oversight and safety to digital assets. Stablecoins are increasingly becoming the bridge between the traditional financial world and blockchain technology, a trend mirrored in global giants like PayPal and Visa.
Africa: Utility over speculation
“Africa’s cryptocurrency landscape tells a compelling story of utility over speculation,” De Wit explains.
“According to the 2024 Chainalysis Geography of Cryptocurrencies report, Sub-Saharan Africa represents 2.7% of global transaction volume but leads the world in practical crypto adoption.”
In Nigeria – ranked second globally in crypto adoption – and countries like Kenya, Ethiopia, and South Africa, crypto usage is less about betting on volatile markets and more about necessity. According to the World Bank, only 49% of adults in Africa have a bank account. In such an environment, stablecoins have emerged as vital tools for saving, lending, cross-border transactions, and insulating value against local currency volatility.
“During 2024, stablecoins accounted for over 40% of all blockchain transaction volume in Africa,” De Wit notes. “This utility-driven adoption has positioned Sub-Saharan Africa as the global leader in decentralised finance (DeFi) adoption, driven by necessity rather than novelty.”
Regulatory clarity: A global divide
Across jurisdictions, regulatory progress is uneven – ranging from collaborative and innovation-friendly to overly restrictive and counterproductive.
“Luno observes stark contrasts in regulatory approaches across various jurisdictions,” says De Wit.
“Malaysia exemplifies how collaborative and pragmatic regulation can foster innovation while maintaining effective oversight… Conversely, Nigeria’s restrictive approach demonstrates the risks of regulatory overreach.”
Indeed, Nigeria’s attempt to curb crypto through regulation had the opposite effect. With regulated exchanges dropping from 80% to just 20% of the transaction volume in 2024, nearly $60 billion moved to unregulated peerto-peer platforms. As a result, Nigeria climbed from sixth to second in global crypto economy rankings – proof that bans do not eliminate the activity, in fact, they amplify it.
“Bans don't eliminate demand; they simply drive it underground,” De Wit says.
South Africa, home to one of the oldest crypto exchanges globally, and with one of the highest Bitcoin adoption rates, now finds itself at a tipping point.
...in emerging markets, especially across Africa, crypto is tackling real-world financial challenges –often from the ground up."
“The implementation of the Financial Action Task Force’s (FATF) Travel Rule in May 2025 enhances transaction transparency and combats illicit financial flows... but it also highlights the urgent need for clear asset classification,” says De Wit.
The
asset classification debate
At the core of South Africa’s crypto regulatory limbo is a critical question: are cryptocurrencies onshore or offshore assets?
“This distinction has profound implications for institutional participation,” De Wit explains. “If classified as offshore investments, most South African institutions –already at or near their foreign investment limits – would be effectively excluded from this multi-trillion-dollar industry.”
A balanced classification could unlock an estimated R540 million in additional tax revenue, according to Luno. The proposed solution is simple: treat cryptocurrencies as onshore assets when purchased and used within South Africa, and as offshore only when moved abroad or to exchanges without a local presence.
Stablecoins: The real innovation
Stablecoins are quickly becoming the crypto industry’s most transformative force, especially for emerging markets. “Stablecoins provide a superior alternative to traditional banking for trade settlements, remittances, and value preservation,” De Wit notes.
“In emerging markets, where dollar scarcity and currency volatility persist, stablecoins are bridging critical financial gaps.”
As infrastructure matures, expect deeper integration. Major global networks like Circle are now enabling real-time cross-border payments using regulated stablecoins such as USDC. In the U.S., new regulation is paving the way for widespread stablecoin adoption by traditional financial institutions.
“Looking ahead five years, Africa’s young, tech-savvy population will continue to drive innovation in cryptocurrency. We’ll see new regulatory frameworks
emerge across frontier markets… and stablecoins will become the preferred alternative to traditional banking,” De Wit predicts.
In South Africa, this future may soon include cryptobacked ETFs and mainstream access through banking apps.
The clock is ticking on regulation
The cryptocurrency sector isn’t waiting for regulation, it’s evolving in real time. Countries that move swiftly with clear, collaborative regulatory frameworks stand to gain economic momentum, innovation, and financial inclusion. Those that hesitate may find themselves left behind.
De Wit concludes, “The future of cryptocurrency requires regulatory clarity today. It isn't waiting for regulatory approval – it’s happening with or without it. Countries that embrace thoughtful, collaborative regulation will capture the economic benefits of innovation, job creation, and financial inclusion.”
"The future of cryptocurrency requires regulatory clarity today. It isn't waiting for regulatory approval – it’s happening with or without it."
SOUTH AFRICA’s
FOR 12 YEARS MEDIUM AND HEAVY COMMERCIAL TRUCK
BECAUSE OF YOU
THE SEED THAT EVENTUALLY BECAME THIS PAGE, WAS PROBABLY DELIVERED BY AN ISUZU TRUCK, AND THE INK USED TO PRINT IT TOO.
COMMITTED
With a global perspective in mind, Silkuni Importers and Distributors specialize in importing, distributing and sourcing ISO 9002 compliant bearings, as well as a wide array of engineering products.
A global perspective is key to our approach to business, and we pledge to find unique, innovative and competitive ways to source quality products at the best price while still meeting demand requirements. The business has a strong presence in automobile, textile, marine, agricultural, and printing markets in South Africa.
explosives safety Innovation improves
Automation, AI, and data analytics are helping South African mines improve safety with regard to the use of explosives. BME’s Dr Ramesh Dhoorgapersadh talks key innovations and protocols.
With safety a central concern in the storage, handling and application of explosives, rapidly evolving technology is assisting mines in improving safety levels, according to BME’s GM for Operational Excellence and Safety, Health, Environment, Risk and Quality (SHERQ), Dr Ramesh Dhoorgapersadh.
“Safety is a moral obligation in the mining sector, requiring the collaborative efforts of all involved to prevent catastrophic consequences such as accidental explosions, loss of life and environmental damage,” he says. “The responsibility of safety therefore lies with all the stakeholders involved, from explosives manufacturers and mining companies, to individual workers.”
A number of technological advancements are assisting in this quest, he points out, and leading mining companies are embracing these as part of their zero-harm strategies.
AI & Automation
“Automation and artificial intelligence are being integrated into mining operations to significantly reduce human exposure to hazardous environments,” Dr Dhoorgapersadh explains. “Autonomous vehicles and remote-controlled machinery, for instance, are becoming commonplace, minimising risks associated with manual operations.”
Data analytics is being used to predict and prevent accidents, he says. By analysing patterns and trends, mining companies can identify high-risk scenarios and implement preventative measures. Wearable devices are also making a contribution to safety, with miners being equipped with health monitoring systems to track their vital signs and the environmental conditions in real time; this provides early warning of potential hazards.
“We also see progress in the field of virtual reality (VR), which can enhance safety training by providing miners with realistic simulations of hazardous situations, enabling them to practice responses in a safe environment,” says Doctor Dhoorgapersadh. “The immersive learning experience of VR improves their preparedness and reaction times during actual emergencies.”
Safe storage
Meeting the strict requirements of health and safety regulations demands the adoption of best practices and robust management systems. This, says Dr Dhoorgapersadh, is to foster a culture of safety that extends beyond legal compliance.
regulations demands the adoption of best practices facilities.
When it comes to the storage of explosives, this approach also includes stringent security measures and inventory management systems for the tracking and tracing of explosives at storage facilities. “It will prevent explosives from falling into the hands of individuals who might use them irresponsibly, unlawfully or in an uncontrolled manner,” he says. “Explosives storage facilities enforce strict access control measures and maintain security systems such as surveillance cameras, alarms, and fencing to prevent unauthorised access and theft.”
to prevent unauthorised access and theft.”
Careful handling
Dr Dhoorgapersadh stresses that during the handling phase, explosives should be protected from contamination by foreign materials as well as from exposure to ignition sources such as friction, impact, static and heat. Manufactured explosives should also be removed as soon as possible from the process buildings and stored in an explosives storage facility.
“Explosives must be stored and transported in line with compatibility group assignments under the South African National Standard (SANS) 10228, which covers the identification and classification of dangerous goods for transport,” he says. “And even if only partly mixed, explosives need to be transported carefully, avoiding exposure to direct sunlight or rain, and using only designated vessels that are clean, free of contamination and in good condition.”
He further emphasises that only registered, licensed and permitted blasters are authorised to handle and use explosives, operating within approved workplaces and under constant supervision, when necessary.
“These protocols are implemented and enforced by the legally appointed explosives manager of the organisation,” he says.
Authorisation and permits
Before the actual application of explosives on site, authorisation and blasting permits must be obtained from the Chief Inspector of Explosives, who holds a statutory position under the Explosives Act.
“The Chief Inspector will carefully consider the site plan indicating the exact location of the proposed blasting activities, and the risk assessments with identified hazards and mitigations,” says Dr Dhoorgapersadh. “The competency of personnel responsible for the coordination of all blasting activities is critically evaluated by the said Chief Inspector before making the legal appointments of blasters and blasting managers.”
Finally, all employees involved in blasting activities must have the appropriate training to safely handle, store and apply explosives, and they must be familiar with emergency response procedures.
“The use of appropriate safety equipment and personal protective equipment (PPE) during explosive applications is mandatory,” he says. “This includes blast-resistant clothing, and hearing and eye protection to safeguard workers from potential hazards.”
bad shift The cost of a
In mining, one poorly managed shift can throw off an entire week’s production. However, with the right leadership in place, each shift has the potential to run smoothly, stay aligned, and deliver consistently.
By Arjen de Bruin, MD at OIM Consulting
Too often, supervisors operate in firefighting mode, reacting to issues rather than preventing them.”
Across South Africa’s mining operations, as little as 40% of a typical 12-hour shift is spent on productive work. That means only five hours of every shift actually moves the needle on blasting, drilling, hauling and loading. The rest is swallowed up by delays, inefficiencies and missed opportunities.
While some inefficiencies are unavoidable – travel time, safety declarations and equipment checks –many are not. And they tend to show up in the same places: delayed startup meetings, poor handovers, unplanned maintenance, or simply teams waiting on instruction. These seemingly small breakdowns have an outsized impact. They create a ripple effect that slows down every stage of the mining cycle.
The mining cycle is only as strong as the shift that powers it
Within that cycle are blocks of time dedicated to preparation, safety, travel, blasting, maintenance and production. It’s a rhythm that requires structure – and that structure depends on the supervisor.
Supervisors shape how the day unfolds, from timekeeping and decision-making to managing people and pressure. When the start of the day runs late or plans fall through, it’s often because supervisors haven’t been equipped to manage time, people and pressure effectively. When they are, the results speak for themselves. We’ve seen operations increase productive time from 40% to over 60%, simply by tightening up planning, execution and accountability.
Coaching that moves the needles
At OIM Consulting, we work directly with supervisors on-site, focusing on building critical capabilities such as planning and organising, analysis and problem-solving, and leading and developing teams. We coach for structure, because structure drives performance.
Too often, supervisors operate in firefighting mode, reacting to issues rather than preventing them. Coaching helps shift this mindset. Instead of putting out fires, supervisors learn to anticipate issues, plan contingencies and engage their teams to solve problems together. This not only improves productivity, it also builds a culture of trust and strong team morale.
Through this kind of real-time coaching, we’ve seen dramatic shifts in outcomes: better machine availability,
This is why every shift needs to count. Not just because margins are under pressure, but because inconsistent production leads to compounding setbacks. The solution isn’t about working harder. It’s about working smarter, with supervisors leading the charge.
reduced lost time, higher-quality blasts and more consistent performance. Because when you reduce variability, you increase predictability – and in mining, predictability is gold.
A successful shift isn’t just about hitting targets; it’s about doing so safely, efficiently and with consistency. And that consistency is what keeps operations steady, production flowing and planning on track.
While every shift runs on the same number of hours, the difference lies in how well those hours are managed. When supervisors approach each time-block with the same focus they bring to production goals, everything starts to move in sync: meetings stay on schedule, equipment is ready when needed and teams are in position without delay. Often, it’s not the big setbacks that throw a day off course, but the small, unnoticed delays that quietly pile up and take the shift with them.
Invest in the frontline and reap the results
Especially in a commodity downturn, the pressure is on to do more with less. But too often, cost-cutting targets frontline resources: reducing people and machinery while expecting higher output. That’s a recipe for burnout, not better results.
If a supervisor couldn’t meet targets with full capacity, asking them to deliver more with less definitely won’t fix the problem. Instead, invest in making supervisors more capable, because they’re the ones driving performance. They’re the ones managing the cycle. And they’re the ones who can turn a shift from average to exceptional.
Energy evolved: 10 trends to watch
Technology may be the engine of progress, but without technological foresight, we risk accelerating into the future without direction. Today, with climate pressures mounting, energy systems strained, and global demand surging, the path forward calls for more than incremental change.
By Dr David Zhao, Senior Vice President at Sungrow
In an era where energy defines opportunity and in many cases, survival, the transition to clean power is no longer optional but urgent. Escalating climate risks, volatile fuel markets, and increasing electrification across industries and societies have placed enormous pressure on infrastructure to perform. The question isn’t if we change, but how quickly and how wisely we do it.
Based on deep sector expertise and ongoing developments across global markets, 10 key trends have emerged that are actively reshaping the solar and storage landscape. These are not theoretical projections but practical, scalable solutions already influencing how energy is generated, stored, and distributed. Together, they highlight the direction of progress and the breakthroughs needed to build smarter, more resilient energy systems for the decade ahead.
High density and high efficiency
As materials such as Silicon Carbide (SiC) and Gallium Nitride (GaN) become more cost-effective and locally available, they are powering a new generation of high-density, high-efficiency inverters. Enhanced control algorithms, advanced thermal packaging technologies, and increased computing power are significantly boosting the power density and efficiency of equipment.
High-voltage, high-power systems
Over the past decade, inverter single-unit power has undergone a major improvement cycle every two to three years, resulting in rising DC voltages moving towards 2 000V. The shift enables dramatic reductions in Balance of System (BOS) costs and supports greater scalability, making utility-scale deployments more attractive and efficient than ever before.
Grid-forming capabilities
As renewables replace traditional synchronous generators, grid-forming technologies are stepping in to ensure frequency stability, inertia response, and black-start functionality. These capabilities are fast becoming essential for maintaining grid reliability in high-penetration scenarios.
Digitalisation and AI empowerment
From smart design to predictive maintenance, AI is enhancing every stage of the energy lifecycle. Intelligent battery management systems, AI-powered monitoring, and fault prediction tools are delivering higher safety, better efficiency, and longer system lifespans.
System security and long-term reliability
The industry is moving towards systems designed not just for performance, but for resilience, and future inverters will be built to last 30 years or more. Achieving that milestone requires modular design, multi-tier active fault alarms, arc detection, and shutdown mechanisms to bolster system security and reliability.
Topology innovation
High-precision simulation
As hydrogen, ammonia, and methanol gain traction as clean energy carriers, electrolyser technologies must evolve to work with variable renewables. Decoupling power generation from hydrogen production via power transmission allows for more flexible and remote hydrogen generation. Advanced rectifiers and control systems are enabling large-scale, renewable-powered hydrogen production, offering a viable pathway for decarbonising hard-toabate sectors. 1 2 3 4 5 6 7 8 9 10
Innovative power architectures, such as solidstate transformers, are replacing bulky and less efficient traditional designs. These new topologies enable smaller footprints, higher power throughput, and improved efficiency, a particularly critical feature required in constrained or remote environments.
Simulation technologies now allow developers to model complex grid behaviours in both on-grid and off-grid scenarios. As simulation systems evolve, they will increasingly approximate real-world conditions, significantly shortening inverter and power system development cycles while reducing costs.
Virtual Power Plants (VPPs)
VPPs aggregate distributed energy resources into flexible, dispatchable assets. They are rapidly emerging as a key strategy for grid optimisation –reducing congestion, lowering costs, and enabling more intelligent demand-side management.
Integrated source-grid-load-storagecarbon systems
Unified energy platforms that coordinate generation, storage, consumption, and carbon accounting are set to become the backbone of decarbonisation strategies. These systems increase efficiency, reduce curtailment, and pave the way for zero-carbon communities and energy parks of the future.
Green hydrogen and synthetic fuels
From vision to impact
The future of energy is no longer a distant goal, but a present-day responsibility. The technologies driving this shift are proven, the momentum is real, and the stakes have never been higher.
As the energy sector redefines itself around resilience, equity, and sustainability, progress will hinge not only on innovation but on implementation at scale. Because in the transition to a cleaner, more inclusive energy future, what matters most is not just what’s possible, but what is done.
solar innovation ACTOM powers up
ACTOM is stepping up its role in South Africa’s renewable energy drive with a new solution designed to improve efficiency, reduce risks, and support long-term energy resilience. The company’s latest innovation reflects a growing push for localised, fit-for-purpose technology in the solar sector.
One of Africa’s leading electro-mechanical manufactures, ACTOM, unveiled a landmark innovation at Enlit Africa 2025 – the Integrated Solar Inverter and Transformer, developed in strategic partnership with Sungrow. This development marks a significant step forward in the local production of renewable energy infrastructure, with the potential to accelerate solar deployment and strengthen grid reliability across the continent.
manufactures, ACTOM, unveiled a landmark partnership with Sungrow. This development marks potential to accelerate solar deployment and strengthen grid
Speaking at the event, Lee Mbenge, divisional
Speaking at the event, Lee Mbenge, divisional chief executive officer at ACTOM, highlighted the significance of the solution within the current energy landscape. “This type of product usually comes in as a fully imported offering with practically no local content. ACTOM is changing that narrative,” he said.
The innovation combines the inverter and transformer into a single, fully integrated solution. Designed and tested at the factory level, it offers simplified deployment and reduced installation risk – key advantages for utilityscale projects operating under tight deadlines and high expectations.
“This is a ‘Plug and Play’ offering where the integration, testing and development happens at the factory, minimising chances of the integration going wrong on site and reducing the installation and commissioning. This also offers a better turnaround time on after-sales service,” Mbenge adds.
With South Africa’s energy system under ongoing strain, solutions that reduce dependency on fossil fuels and enhance energy resilience are increasingly critical. “These products support our strained generation capacity with a cleaner and more environmentally friendly alternative,” Mbenge notes.
A key feature of the new system is its compatibility with Battery Energy Storage Solutions (BESS), enabling energy storage during peak sunlight hours for use during highdemand periods. “These can also be coupled to Battery Energy Storage Solutions (BESS) to generate and store energy during the day so that energy is available during peak demand periods running into late evening hours where the demand drops,” he says.
However, as investment in solar grows across Africa, challenges remain. Mbenge emphasises the importance of application-specific design. “The first challenge is
getting the correct design for the application. Some customers request standard transformers to be used in inverter application and this has dire consequences,” he explains. “The higher harmonic content from the inverters is very harsh on the transformers and leads to premature failures.”
He also pointed to the rapid turnaround times required in the sector. “Another challenge is the available time for R&D where we often work under very tight deadlines to produce a unit that is fit for purpose, because these transformers are unique and designing is not the mundane repetitive type of design.”
Mbenge sees significant potential for growth. “The prospects are great. As long as the partnership between government and private sector remains strong, we can leverage off each other to scale up the electricity availability factor.”
"Some customers request standard transformers to be used in inverter application and this has dire consequences..."
South Africa’s silent emergency
Hunger is costing South Africa more than we think. Behind the headlines of food price inflation and rising malnutrition lies a logistical and economic crisis with far-reaching consequences.
South Africa is confronting a mounting economic and political risk. While the country hunger. And as climate shocks, power cuts
become a national emergency, and the private
South Africa is confronting a mounting food security crisis, one that poses not just a humanitarian concern, but a serious economic and political risk. While the country is often lauded as the region’s breadbasket, millions of households are slipping into hunger. And as climate shocks, power cuts and rising costs collide, the issue is no longer confined to the margins. Food insecurity has become a national emergency, and the private sector can no longer afford to treat it as someone else’s problem.
Recent figures suggest that over 15 million South Africans are food insecure, with child malnutrition and stunting rates rising at an alarming pace. These are not isolated rural issues; urban food poverty is growing in townships and informal settlements, where the cost of living has outpaced incomes. For many households, even basic staples have become unaffordable.
Malnutrition reduces productivity, increases healthcare costs, and erodes human capital. For a country fighting to grow a sustainable economy, allowing widespread hunger to persist is short-sighted and self-defeating.
Business must shift gears
While government responses are in motion – including the rollout of the National Food and Nutrition Security Plan – meaningful change will depend on how the private sector steps up. Supermarkets, food producers, logistics providers, and energy suppliers all have a role to play in stabilising the food system.
Some are leading the way. Food redistribution initiatives like SA Harvest are proving that surplus food can be rescued and redirected at scale. Agri-tech innovations, from climate-resilient crops to solarpowered cold rooms, are gaining traction. But these efforts remain fragmented. What’s needed is a coordinated, systemic approach that places food security at the heart of economic resilience planning.
Tackling the issue
SA Harvest is scaling up its fight against hunger with the rollout of new trucks, including its first refrigerated unit – a move that signals more than just expansion. It’s a strategic push to rewrite the rules of food distribution in South Africa, transforming inefficiencies in the supply chain into engines of inclusion, sustainability, and systemic change.
Every year, more than 10 million tonnes of edible food go to waste in South Africa, while nearly 20 million people face hunger. The challenge lies not in food production but in getting surplus food to where it’s needed. “Hunger is a logistical crisis, not a scarcity crisis,” says Ozzy Nel, COO of SA Harvest. “We don’t aim to build the biggest fleet, but rather the most effective, collaborative movement of food in the country.”
The new trucks will allow SA Harvest to access more remote and underserved areas, increase the volume of food transported, and improve resilience across its operations. The addition of a temperature-controlled unit also enhances cold-chain capability, ensuring the safe transport of perishable, nutrient-rich food over long distances. Each vehicle is an operational extension of SA Harvest’s commitment to dignified and consistent food access.
The power of SA Harvest’s logistics model lies not in scale, but in smart, purpose-driven partnerships. While it operates a lean, targeted fleet, much of its distribution
is made possible through collaborations with logistics providers who contribute underutilised resources, including empty return legs and short-term vehicle support.
A great example of this, a recent largescale collaboration with a local farmer, one of South Africa’s major producers of fresh vegetables, illustrates the power of SA Harvest’s model. When a surplus of over 200 000kg of butternut became available – produce that risked going to waste due to seasonal oversupply –SA Harvest mobilised swiftly.
Through coordination with multiple logistics partners, the butternut was collected and delivered to over 40 community-based organisations in two provinces, where it was distributed to families facing food insecurity.
In return, logistics partners receive Section 18A tax certificates for in-kind transport donations, access to environmental, social and governance (ESG) reporting data such as carbon emissions prevented, and public recognition for their role in a replicable, systems-based approach to hunger relief.
Technology plays a central role in the organisation’s operations. SA Harvest integrates real-time analytics and a central Power BI dashboard to track key metrics, including food volumes rescued, emissions avoided, delivery efficiency, and cost savings to community partners. This infrastructure of vehicles, warehouses and digital systems supports a humanitarian supply chain built for transparency, impact and long-term sustainability.
SA Harvest is inviting more logistics providers to join its growing network. Whether through occasional unused routes, shared warehouse space or temporary access to transport, the logistics industry can make a measurable difference.
“In the right hands, logistics becomes more than transport,” says Nel. “It becomes a bridge between waste and want – a way to create meaningful, lasting change.”
Events
INTERNATIONAL COMMODITY
SUMMIT 2025
18-20 NOVEMBER
Where: Cape Town International Convention Centre Africa's premier commodity summit in Cape Town fosters industry collaboration, focusing on energy, metals, construction, and finance.
Where: Durban ICC Exhibition Centre, Durban Join KITE 2025 to explore innovative technologies, gain insights, and connect with industry leaders shaping KwaZulu-Natal’s future.
CEM AFRICA 2025
12-14 AUGUST
Where: Century City Conference Centre, Cape Town
The CEM Africa Summit 2025 focuses on AI transforming customer experience. Features industry leaders.
TECH AND TOURISM CONFERENCE
2025
27 AUGUST
Where: Pretoria
The Tech & Tourism Conference shows how technology is changing travel and hospitality, with significant growth in 2025. Join industry leaders, innovators, and entrepreneurs shaping the future of global tourism.
SARA RAIL CONFERENCE AND EXHIBITION
2025
26-29 AUGUST
Where: Sandton Convention Centre in Sandton, Johannesburg
SARA Rail Conference 2025 invites government, industry leaders, companies, customers, and suppliers to attend its 14th Rail Conference.
AFRICA RENEWABLES INVESTMENT SUMMIT (ARIS) 2025
1-2 SEPTEMBER
Where: Cape Town International Convention Centre The Africa Renewables Investment Summit is Africa’s top event, connecting stakeholders to boost renewable energy investment and innovation.
SMART PROCUREMENT WORLD INDABA
2025
15-18 SEPTEMBER
Where: Gallagher Convention Centre, Midrand The Smart Procurement World Indaba links companies offering solutions with government and private procurement professionals.
DEVAC
HYDROGEN-H INDABA 2025
17-18 SEPTEMBER
Where: NH Sandton Hotel, Johannesburg
The DEVAC HYDROGEN-H Indaba helps Africa lead in Green Hydrogen by connecting governments, investors, and experts worldwide.
INVEST
IN AFRICAN ENERGY 2025
29 SEPTEMBER TO 3 OCTOBER
Where: Cape Town International Convention Centre, Cape Town
Invest in African Energy leads Africa’s energy progress through investment, dialogue, and collaboration for a sustainable future.
SMARTER
MOBILITY AFRICA SUMMIT 2025
30 SEPTEMBER TO 2 OCTOBER
Where: Sandton Convention Centre, Sandton, Johannesburg
At Smarter Mobility Africa, Women in Mobility will lead change, empower women, and foster networking and mentorship opportunities.
To showcase your upcoming events, contact Maurisha Niewenhuys: maurisha@mediaxpose.co.za
