SA Business Integrator - Volume 11 I Issue 3- Part One
HEALTHCARE is a feminist issue!
BUILDING gender-inclusive workplaces
We are a level 3 B-BBEE empowered company. We employ over 7000 people at 13 manufacturing facilities across the country. As a subsidiary of Coca-Cola Beverages Africa (CCBA) and a bottler for The Coca-Cola Company, our vision is to refresh Africa and create shared value.
We manufacture and distribute Coca-Cola beverages that make life's everyday moments more enjoyable, while doing business the right way. The result is shared opportunity for our customers, our employees, our communities, and our shareholders.
SUBSCRIBE!
Subscribe to SA Business Integrator and join our community where we feature thought leadership and insights pertaining to the business landscape. Save 20% on the next 4 editions and have it delivered to your door.
Tarryn-Leigh
Solomons COME AS THE (powerful) woman you are NOTE
Leadership today isn’t always about being the loudest in the room, it’s about being the most intentional. And across South Africa’s boardrooms, classrooms, townships and innovation corridors, women are redefining what that looks like. Not by asking for permission, but by showing up, speaking up, and stepping into power with purpose and conviction.
Scan the QR code or visit www.sabusinessintegrator.co.za
offer is valid until 31 December 2025 and applies to print subscribers with a South African address only. By providing your personal details, you are giving SA Business Integrator magazine permission to communicate and add you to our mailing list.
Our cover story with Dr Miskyah Toth is a perfect example of this. As the founder of Business Directive Contract Services and author of Iron in Silk, she brings astute strategy, grounded empathy, and a fierce commitment to transformation. Equally inspiring is the work of Dr Linda Meyer of Rosebank International University College, who champions aligning education with the economy through holistic youth development. Her vision for agile, socially conscious graduates advocates for a future in which leadership is nurtured from the classroom to the boardroom, empowering young women to lead change now, not later.
Joining this powerful cohort is Jennine Osborne, process engineer and founder of Moya Process Management. She is reshaping the mining industry by inspiring young female engineers to lead sustainable and inclusive innovation.
Their message, as Toth eloquently put it, is “Stop trying to prove you belong – start showing why you lead.” –reflecting mindsets that promise to reshape industries and communities alike.
Here’s to the women leading with heart, humour, and a purpose bigger than themselves.
Warm regards,
PALESA MBALI GROUP
Steering strategies for female-led start-ups
60 South Africa’s SME boom
Delivery Ka Speed’s community-first
30
ASSOCIATION OF WOMEN IN MINING IN AFRICA Power, purpose and progress 34 The future is feminine: Women are redefining leadership
the
How Mo’s Crib champions
64 Q&A: FPI
Taking financial planning to the classroom
66 The Relationship Revolution: from the boardroom to the floor
68 Q&A: CCBSA Bottling opportunity
72 BHR in Africa: Fuelling energy responsibly
76 ADVERTORIAL: CENTRAL UNIVERSITY OF TECHNOLOGY
Brindging education, employment & economic growth
78 Q&A: MAXHOSA AFRICA
MaXhosa: Weaving African stories
80 A new paradigm for women entrepreneurs in SA 81 International Women in Engineering Day (INWED) 84 Q&A: BLACK WINE RENAISSANCE EXPO
Putting the spotlight on black-owned wine brands
86 Q&A: OTSILE KAELO MINERAL PROCESSING Steering innovation in the coal sector
90 Q&A: LAWYERED UP Lawyered UP: Democratising justice through AI
92 Q&A: ACCA
The Balance Sheet of Change 94 Redefining Leadership Through a Woman’s Lens
Disclaimer: The views expressed in this publication are not necessarily those of the publisher or its agents. While every effort has been made to ensure the accuracy of the information published, the publisher does not accept responsibility for any error or omission contained herein. Consequently, no person connected with the publication of this journal will be liable for any loss or damage sustained by any reader as a result of action following statements or opinions expressed herein. The publisher will give consideration to all material submitted, but does not take responsibility for damage or its safe return.
CONTENT MANAGER
Wadoeda Adams artwork@mediaxpose.co.za
DESIGNERS
Anja Bramley | Shaun van Heerden-Mays | Tia Arendse
As the owner and founder of Business Directive Contract Services (BDCS) and Miskyah.com, as well as author of Iron in Silk, Dr. Miskyah Toth is shaping the future of HR and leadership on the continent. In this Women’s Month cover feature, she talks resilience, impact, and the power of paving your own way.
DR. MISKYAH TOTH | FOUNDER
What is the core vision that drives your leadership at BDCS, and how has it evolved?
At BDCS, our core vision is to align workforce development with the dynamic demands of the supply chain, logistics, and distribution sectors. My leadership has always centred around empowering people – placing human capital at the heart of operational efficiency. Over time, this vision has expanded from traditional HR practices into a holistic model that bridges workforce capability with infrastructure scalability. We’ve evolved into a company that not only recruits and develops talent, but strategically embeds that talent into the logistical heartbeat of our clients’ operations. The workforce is no longer a support function; it is the engine room of supply chain excellence.
For us, HR doesn’t sit in an office, it operates on the ground – alongside forklifts and tracking dashboards.”
What are the qualities that you believe define effective leadership today – especially for women?
Today’s leadership requires agility, empathy, and decisiveness. For women, especially those in supply chain and logistics, that means we must bring both intuition and resilience to the table. It's not about mimicking traditional power dynamics; it's about redefining them – building systems where collaboration and data-driven insights work hand in hand. Today’s effective leader must understand both people and processes. She must be able to walk through a distribution centre and discuss performance metrics with operators while also engaging executives. Emotional intelligence is now as vital as operational intelligence.
How is BDCS helping companies navigate change and future-proof their workforce?
We are deeply invested in preparing companies for a workforce revolution. Our interventions begin with understanding operational goals in logistics and distribution; then we build people strategies around those. This includes upskilling teams in warehouse automation, route optimisation technologies, and
inventory systems, as well as ensuring that supervisors and managers are prepared to lead effectively in increasingly tech-enabled environments. We also implement flexible workforce models, such as contract staffing and just-in-time labour solutions, to give our clients the agility needed in unpredictable markets. Our mission is to make the workforce not just ready, but indispensable in driving future supply chain resilience.
What does earning naming rights at the Future of HR Awards signify for you and your team? It was a profound acknowledgment of the role we play in reimagining HR within operational industries. For us, HR doesn’t sit in an office, it operates on the ground – alongside forklifts and tracking dashboards. Being acknowledged in that way validated the integration of workforce strategy into broader business logistics. It shows that BDCS is not only setting standards in HR excellence, we’re also translating those standards into measurable gains in productivity, delivery timelines, and inventory management. This recognition energises our team to continue innovating at the intersection of HR and operations.
How have you ensured your coaching work leaves a lasting impact across Africa?
My coaching model is designed to create capacity that outlives the coach. I focus on growing leaders who can think and act strategically within their industry context – especially in emerging markets. Whether I’m working with a warehouse supervisor in Nairobi, or a distribution head in Accra, I focus on embedding practical leadership tools directly tied to key performance indicators (KPIs): delivery accuracy, turnaround times, staff retention, and system efficiency. I also champion knowledgesharing platforms, encouraging coached leaders to train others. That way, leadership spreads horizontally across the supply chain, rather than just vertically within the hierarchy.
Which transformation stories from your coaching journey stand out most to you?
I view coaching as a lifestyle, not just one-off encounters, although these surely form part of it. However, the most transformational impact is on members of my team, who have changed their belief systems to become the best version of themselves, achieving success and wearing the mantle of success daily... those who started as general workers in our company and are now in senior
management roles today because they were willing to change and accept coaching daily. Now, they not only change the environment they live in, but they change environments and atmospheres wherever they go. One of the most refreshing experiences for me was being invited as a keynote speaker to a women’s meeting by a non-profit organisation that could not afford my fees. However, they knew I was in the area and took a chance to see if I would address them at no cost – which I did. Little did I know that these ladies had been following me on social media for years and watching my videos to learn from me. This event showcased their various businesses, and I was proud to see the resilience and determination of those who chose to grow.
What inspired you to write Iron in Silk, and which message do you hope will resonate most with readers?
Iron in Silk was born out of a seeming contradiction – the idea that strength and softness, leadership and empathy, logistics and intuition could coexist. It reflects my journey through boardrooms, warehouses, and rural training centres across Africa. I wanted to challenge the idea that women must conform to lead, especially in infrastructureintensive industries like logistics and supply chain management. I hope that readers – men and women alike – will walk away from the book realising that leadership is not a role, but a state of being. One that’s informed by courage, clarity, and compassion. Iron in Silk is a glimpse into my journey from poverty to wealth, and the core message is to transform our inner being and mind to become as strong and impenetrable as iron so we not only survive in life, but also thrive – to be able to enjoy the beauty and luxury of things such as silk.
where possible, and trusting the capabilities of those I lead. Clarity emerges when you stop trying to control every detail and start focusing on the strategic levers that drive performance, especially in supply chain operations, where small efficiencies have a considerable ripple effect.
What kind of legacy are you most focused on building – for women and the industry?
How do you maintain balance and clarity while leading at such a high level?
Structure and purpose are my anchors. I schedule time not just for meetings and operations but also for thinking, reflecting, and reconnecting with the reasons I do this work. I draw energy from people: my team, the women I coach, the operators I visit in the field. I also protect my time. That means saying no, outsourcing
I want to normalise female leadership in operations, not just in HR or admin, but in core logistical roles –fleet management, cold chain distribution, and crossborder coordination. I want young girls to grow up seeing women operating cranes, managing export schedules, and designing fulfilment systems. Beyond that, I’m building a legacy of intentional transformation: businesses that understand that investing in people drives profitability. My legacy should be visible not only in the companies we help, but also in the careers we ignite and the supply chains we future-proof.
What advice do you offer women navigating male-dominated spaces?
Stop trying to prove you belong – start showing why you lead. Own your perspective, because the difference is your advantage. Learn the technical language of your industry but don’t lose your authentic voice in the process. And always build alliances, especially with other women. In logistics and distribution, for example, collaboration is not optional –it’s how we move goods and people efficiently. Apply the same thinking to your career: partner, communicate, and build credibility through competence. Then, leverage that credibility to mentor others. That’s how we open more doors and keep them open.
If you could change one thing in the business world, what would it be – and why?
I would eliminate the silo mentality, especially between HR and operations. Too often, people strategy is disconnected from operational goals. But in sectors like logistics, success depends on the seamless flow of goods and talent. If HR understood fleet performance and logistics leaders understood talent churn, we’d build more innovative, more agile companies. The future belongs to businesses that view the workforce as a strategic asset, not a back-office function. Changing this mindset can unlock extraordinary levels of efficiency and innovation across the entire supply chain.
At this stage in your career, who or what inspires you most? I’m inspired by the silent heroes. These supply chain workers arrive before sunrise, warehouse managers solve problems on the fly, and HR officers deploy talent with precision in chaotic environments. These are the people holding economies together, often unseen. I’m also inspired by African resilience – the capacity to build, innovate, and lead despite constraints. Every time I see a woman commanding a logistics operation, every time a small business optimises its route plan because of a conversation we'd had, I’m reminded that the real inspiration is in the transformation.
BDCS named Top Global Business of the Year 2025 in Workforce Solutions
Business Directive Contract Services (BDCS) has been named Top Global Business of the Year 2025 in Workforce Solutions by the International Association of Top Businesses (IATB) a prestigious global accolade that honours excellence, innovation, and impact in the business world.
At the helm is Dr. Miskyah Toth, Owner and CEO of BDCS and Miskyah. com, whose visionary leadership has transformed BDCS into a leading force in supply chain, logistics, and workforce outsourcing. With a people-first approach, BDCS has pioneered smart workforce strategies, compliance-driven contract solutions, and digital platforms that streamline operations across multiple sectors.
Dr. Toth’s dynamic leadership, often described as “iron in silk”, has cultivated a high-performance culture within the BDCS Tribe, where operational excellence meets human empowerment. Through Miskyah.com, she continues to mentor, uplift, and inspire entrepreneurs globally.
This award is a powerful endorsement of BDCS’s dedication to quality, agility, and sustainable workforce practices. It also reaffirms Dr. Toth’s position as a trailblazer in human capital transformation.
As the BDCS Tribe celebrates this honour, they remain driven by a shared mission: to redefine workforce solutions, build stronger businesses, and lead with purpose across every border.
Leadership demands more when you’re a WOMAN
More of everything... And still, she rises.
By Tarryn-Leigh Solomons
"A McKinsey report on leadership during the pandemic found that companies with more women in senior roles performed better…”
In the boardroom, she’s a strategist. In meetings, a motivator. At home, a caregiver. Online, a brand. On any given day, a woman in leadership wears more hats than her male counterparts often realise. And while South Africa continues to make strides in gender representation, with women occupying around 46% of seats in Parliament and growing in influence across industries, true equity in leadership still demands a closer look at the invisible, and often unspoken, load these women carry.
The unseen labour behind the title
Being a leader means managing people, making decisions, and driving impact. But for many women, it also means navigating stereotypes, over-performing to prove worth, and often, absorbing the emotional weight of their teams. This “emotional labour”, a term first coined in sociology, refers to the effort required to manage one’s own emotions while caring for the emotions of others. In male-dominated industries, this becomes not just a skill, but a survival tool.
A 2023 South African study on women in executive roles found that female leaders were more likely to mentor junior staff, manage team morale and smooth over conflicts – tasks rarely listed in job descriptions but essential for organisational harmony. Yet this labour is seldom acknowledged, let alone rewarded.
Wearing the hat of resilience
For women leading in sectors like mining, construction, finance, and tech – industries still largely governed by male norms – resilience is a non-negotiable. But resilience can’t be romanticised. Behind every powerful woman is a story of silent battles: being talked over in meetings, fielding inappropriate comments, or constantly balancing confidence with likeability.
South African executive coach and author, Nolitha Fakude, aptly described this balance: “You have to show strength without arrogance, and empathy without being seen as weak. It’s a tightrope walk, every day.”
The caregiver’s crown
Many women at the top also carry the brunt of unpaid care work. The 2022 Time Use Survey by Statistics South Africa confirmed that women spend nearly three times as many hours on household and caregiving duties as men. This reality doesn’t disappear with a promotion – it becomes yet another hat worn between board meetings and bedtime stories.
And while progressive companies have introduced flexible work policies, many women still fear being perceived as “less committed” if they take advantage of them. This undercurrent of pressure forces women to work longer hours and sacrifice personal time in order to meet, and exceed, expectations.
Power, reimagined
Despite these challenges, women are not merely surviving in leadership – they are redefining it. Where traditional models prized hierarchy and individualism, women leaders are driving transformation through collaboration, inclusivity, and a more humancentred approach to management.
In the post-Covid business environment, these traits have become vital. A McKinsey report on leadership during the pandemic found that companies with more women in senior roles performed better in terms of employee satisfaction, crisis management, and longterm resilience.
This isn’t about any gender being better than the other. It’s about leadership becoming broader. More expansive. Capable of embracing complexity –something women are well-practiced at navigating.
Building a better pipeline
To future-proof leadership in South Africa, companies must do more than fill quotas. They must build cultures that see and support the full reality of women in power. This means:
• recognising emotional labour as strategic leadership
• promoting flexible policies without penalizing those who use them
• actively developing women’s leadership pipelines with mentorship, sponsorship, and funding
• challenging outdated ideas of what a “leader” looks and sounds like
Because when women lead, they don’t just bring their skills – they bring a whole ecosystem of insight, resilience, and lived experience.
Mokebe Thulo: Tackling youth issues with clarity, courage & compassion
For Mokebe Thulo, leadership is about impact: purposeful, peoplecentred, and rooted in possibility. As CEO of AWARE.org, she is on a mission to reduce alcohol harm and shift social behaviour in South Africa with intelligence, empathy, and bold collaboration.
MOKEBE THULO | CEO OF AWARE.ORG
What is AWARE.org, and what does it do?
We are a leading non-profit tackling alcohol harm. We work across sectors – government, industry, and civil society – to create sustainable, science-based interventions in three core areas:
#NOtoUnderageDrinking: Educating and engaging young people through schools, peer-led programmes, and youth-driven media.
Sober Pregnancies: Advocating for alcohol-free pregnancies to prevent Fetal Alcohol Spectrum Disorders.
Road Safety: Partnering with law enforcement and transport stakeholders to prevent drinking and driving through impactful education and awareness drives, as well as impactful and memorable campaigns like Drunk Detour.
At our core, we believe in empowering people with knowledge so they make better, healthier choices –not through fear, but through understanding.
Why does AWARE.org mean so much to you?
Because it’s not just a job; it’s a calling. AWARE.org is a movement that brings together purpose, data, and community. It gives me the platform to lead with heart and drive systemic change in a country that urgently needs it.
What kind of change are you trying to make?
Real, lasting behavioural change. We listen before we lead. We design with, not for, communities. And we bring humanity into the science, especially when it comes to young people, who are constantly navigating risk and influence.
What’s your biggest lesson as a woman leader?
That authenticity is power. You don’t have to trade who you are for authority. Owning your story, trusting your voice, and creating space for other women – that’s how we lead differently, and better.
What advice do you have for young South Africans?
You’re not waiting to be the future; you are the NOW. Ask questions. Challenge norms. Take up space. This country needs your fire, your brilliance, and your leadership.
What does leadership mean to you?
Leadership, to me, is about clarity of purpose and the courage to act on it. It’s about creating cultures of trust, building coalitions that stretch beyond comfort zones, and driving impact that’s measurable and human. True leadership leaves a legacy and empowers people along the way.
ECONOMY Aligning education &
Dr Linda Meyer, a leader in education and governance, drives youth development and policy alignment across Africa. She shares insights on empowering future change-makers.
What makes IIE Rosebank College‘s approach to youth development distinct in the higher education landscape?
IIE Rosebank College adopts a holistic and intentional approach to youth development that transcends traditional academic boundaries. Our model integrates academic rigour with workintegrated learning, digital fluency, and entrepreneurial thinking. We embed social and emotional learning into our curriculum, equipping students with critical 21st-century skills such as collaboration, adaptability, and innovation. Crucially, we partner with employers and community organisations to provide real-world exposure that enhances graduate readiness. Our commitment is not only to produce graduates, but also to nurture socially conscious and economically empowered citizens who will make meaningful contributions to their communities.
DR LINDA MEYER | MANAGING DIRECTOR
In a fast-changing digital economy, how can institutions future-proof their graduates? Future-proofing graduates requires a paradigm shift. We must move beyond static curricula and adopt agile learning ecosystems that respond to technological and economic change. This involves embracing interdisciplinary learning, encouraging lifelong learning, and equipping students with digital competencies, problem-solving skills, and critical thinking abilities. At IIE Rosebank College, we leverage digital platforms to foster hybrid learning, develop resilience, and promote autonomy. Our graduates are not merely prepared for today’s workforce – they are adaptable, forward-looking professionals capable of thriving in a volatile and complex world.
What would you say is the single greatest barrier to youth employability in South Africa today?
The most significant barrier is the misalignment between education outputs and labour market demands. Many young people leave institutions with qualifications that lack currency in the modern economy. Moreover, structural inequalities, limited access to career guidance, and a lack of social capital hinder young people’s ability to access meaningful employment. We must address this through sector collaboration – aligning curricula with industry needs, providing experiential learning opportunities, and dismantling systemic barriers that prevent equitable participation in the economy.
As a board member of the SA Qualifications Authority (SAQA) and Higher Education Quality Committee (HEQC), how do you ensure alignment between policy and institutional practice?
Alignment is achieved through proactive engagement, robust dialogue, and a shared commitment to quality and transformation. At both SAQA and the HEQC, I advocate for policy frameworks that are contextually relevant, implementation-friendly, and responsive to the needs of both learners and institutions. Within my institution, I ensure that strategic planning, academic governance, and quality assurance processes are aligned with national imperatives and global standards. Ultimately, we must translate policy into practice through intentional leadership, data-driven decision-making, and stakeholder collaboration.
How do you nurture a culture of leadership and accountability across your academic teams?
Leadership and accountability are cultivated through trust, transparency, and a shared sense of purpose. I prioritise continuous professional development, encourage open communication, and empower staff to take ownership of outcomes. By setting clear expectations, celebrating achievements, and addressing challenges constructively, we foster a performance-driven culture grounded in care and integrity. Leadership is not positional, it is a collective responsibility. When teams are inspired and supported, accountability becomes an organic part of institutional life.
What advice would you give to women pursuing executive roles in male-dominated industries?
Own your space unapologetically. Build your competence, cultivate your confidence, and never underestimate the value of your voice. Develop a strong professional network, seek mentors and allies, and remain resilient in the face of resistance. Remember, leadership is not about emulating others; it is about leading with authenticity, courage, and conviction. We must challenge outdated norms and redefine leadership on our terms. The glass ceiling can – and must – be shattered, but it starts with believing you belong at the table.
What message would you share with young women who want to lead change in their communities through education?
Education is the most powerful tool for transformation, but its true power lies in how we use it to uplift others. To young women: you are not the leaders of tomorrow; you are the leaders of today. Do not wait for permission to drive change. Equip yourself with knowledge, act with compassion, and lead with purpose. Your story, your perspective, and your courage can ignite movements. The world needs your light – shine it boldly.
EMPOWER YOUR STAFF TO SHAPE THEIR FUTURE
Employee Benefits provided by Old Mutual Corporate are designed to empower employers and employees to make informed decisions that shape their financial futures.
RETIREMENT BENEFITS
GROUP RISK SOLUTIONS CONSULTING
EMPLOYEE WELLBEING SOLUTIONS
HEALTH SOLUTIONS
We’re here to guide you through every step of your journey, helping you secure your employees’ wellbeing and success for your business.
To find out more about our comprehensive offerings, get in touch with us at employeebenefits@oldmutual.com or scan the QR code to visit our website.
business critical Why benefits are
Stress is costing your business. With 61% of South Africans ready to walk, it’s clear – benefits that support financial, emotional, and physical wellbeing are no longer optional. Old Mutual Corporate helps you go beyond the paycheque.
A recent survey by the South African Depression and Anxiety Group (Sadag) has revealed that 61% of employed South Africans would leave their jobs if they could afford to, citing overwhelming stress, inadequate mental health support, and inflexible work arrangements. This striking statistic highlights that many employees remain in their roles out of financial necessity rather than genuine engagement or fulfilment, which ultimately impacts productivity.
It’s clear that financial insecurity, workplace stress, and lack of support are no longer just personal concerns – they have become critical business risks. To address this, companies must rethink their approach to employee benefits and rewards. Employers need to move beyond a fragmented, compliance-driven model and adopt a comprehensive strategy that recognises employees as individuals with interconnected financial, physical, and emotional needs – not just workers earning a salary.
Leading
the shift to comprehensive benefits
A modern workforce demands more than traditional benefits, and employee benefit consultants play a key role in driving change. By helping organisations design strategies that support employees’ financial, physical, and emotional wellbeing, consultants can boost longterm productivity and create workplaces where employees are engaged and feel valued.
The approach of prioritising operational efficiency over employee needs is no longer sustainable. Businesses must adopt a peoplefirst strategy that not only retains talent but also actively engages employees in a meaningful way.
Data-backed insights: Why traditional benefits no longer
work on their own
The 2024 Old Mutual Workplace Benefits Primary Research, powered by LIMRA, reinforces the urgent need for a more integrated benefits model:
• Two out of three employees feel at least some level of financial, physical and/or emotional stress
• Three out of four who are overwhelmingly stressed believe that their employer should offer services to help address this.
• While 63% of employees feel their employer is invested in their professional development, fewer believe their employer prioritises their emotional (58%), physical (58%), or financial (56%) wellbeing.
Driving the shift to integrate benefits
To support this transformation from a fragmented benefits model to a holistic, integrated approach to employee wellbeing, Old Mutual Corporate offers a comprehensive suite of employee benefits and employee wellbeing solutions designed to enhance employees’ financial resilience, emotional wellbeing, and overall stability.
Our Financial Wellbeing Programme (FWP) provides free financial education, helping employees make informed money decisions; reduce financial stress, and improve their long-term financial security. Smart Salary gives employees controlled early access to earned wages, while Right Track identifies reckless lending practices that could be harming employees’ financial stability.
Recognising the link between physical and mental health, we provide Strove, a gamified wellness platform that promotes healthy habits and rewards employees for meeting fitness goals.
Additionally, our range of health solutions offer high-quality healthcare solutions to employees and members, such as health insurance, gap medical cover, employee assistance programmes, consulting and administration.
Beyond individual wellbeing, our retirement and risk solutions provide financial security at every life stage. Old Mutual SuperFund, South Africa’s largest commercial umbrella fund, offers cost-effective retirement savings, while our group risk solutions cover life, disability, and critical illness protection.
Looking
By integrating financial, mental, and physical wellbeing tools, Old Mutual Corporate empowers organisations to move beyond a siloed benefits approach and create a holistic employee value proposition. Companies that prioritise a comprehensive benefits strategy will see stronger employee engagement, reduced absenteeism, and long-term workforce stability.
For more information on how Old Mutual Corporate’s integrated employee benefits solutions can support your consulting practice, visit www.oldmutual.co.za/employeebenefits.
Old Mutual Life Assurance Company (SA) Limited is a licensed FSP and Life Insurer.
ahead: The case for a holistic benefits approach
the rough diamonds Mentoring
Jennine Osborne, Process Engineer at Weir Minerals and founder of Moya Process Management, inspires young female engineers to lead mining’s sustainable and inclusive future.
JENNINE OSBORNE | PROCESS ENGINEER
You’ve worked across project engineering, operations, and consulting in both onshore and offshore mining. What has been the most defining project of your career and what did it teach you about resilience in the mining industry?
The 2007 Debmar Atlantic treatment plant upgrade was a major capital investment and a turning point in my career. Working in a fast-tracked, multidisciplinary environment accelerated my growth. Resilience in mining is about adaptability and leadership – not just reacting to change but anticipating it, managing risk and driving innovation. This project refined my ability to collaborate across expertise levels, solve challenges strategically, and embrace diverse perspectives. Success in mining isn’t just technical; it’s about foresight and responsiveness –skills I honed through industry-leading graduate training that shaped my approach to high-value projects.
As the founder of Moya Process Management, what motivated your leap into entrepreneurship, and how has it changed your perspective on traditional engineering roles? During my MBA in strategy studies, I recognised that South Africa’s mining landscape would inevitably shift from dominance by a single major player to a more decentralised, artisanal sector. Recognising this gap, I
positioned myself as a process design and assurance specialist, providing expertise that artisanal miners needed but could not afford in-house.
You’re passionate about mentoring, from small businesses to artisanal miners. What common challenges do you see across these groups, and how can the mining industry better support them?
Mentorship is at the core of my work because artisanal miners and small business owners face similar challenges: limited access to technical training, financial guidance and scalable business strategies. Many have practical experience but struggle with efficiency, sustainability, funding and regulatory compliance. By supporting them both technically and commercially, I help bridge these gaps so they can operate more effectively and build sustainable businesses. Strengthening knowledgesharing networks allows miners to transition from workers to business owners, fostering independence and longterm success.
The mining industry can drive this transformation through accessible training, mentorship and tailored technical solutions. Investing in education, and providing funding and practical resources will ensure small operators don’t just survive – they thrive.
"Success
in mining isn’t just technical; it’s about foresight and responsiveness – skills I honed through industry-leading graduate training that shaped my approach to high-value projects.”
Why do you believe STEAM skills are essential for South Africa’s future, especially in underserved communities?
STEAM education is often seen as difficult and exclusive, especially for girls, due to limited exposure, lack of encouragement, and stereotypes. Expanding access is vital to empower all students to pursue careers in science, technology, engineering, arts, and maths. STEAM develops problem-solving, critical thinking, creativity, and technical skills key to South Africa’s growth. As industries adopt automation and innovation, local communities need the tools to create their own solutions. I’m proud to help support bringing private STEAM-focused schools to mining communities, working with partners to expand opportunities – drive innovation, and empower the next generation to transform South Africa’s industries.
As a woman in mining and co-leader of WiMSA Cape Town, how have you seen the industry evolve in terms of inclusivity, and which barriers still need breaking?
The mining industry has made great strides in inclusivity, but barriers remain. When I entered the workforce in 1999, diversity was limited and the experience could be isolating. Still, I saw myself as part of the change, knowing that transformation is often met with resistance.
Policies have improved, but true inclusivity requires deeper cultural change. Unconscious bias continues to shape hiring and promotions, limiting opportunities for diverse talent. Women remain underrepresented in leadership roles, with mentorship and executive pathways still lacking. Their contributions are often overlooked, reinforcing outdated perceptions. Workplace safety remains a concern, as harassment and discrimination persist, demanding stronger accountability. Additionally, access to technical training remains uneven, leaving women underrepresented in critical mining roles. Addressing these systemic issues is essential to creating a truly equitable and progressive industry. True change comes from empowerment, ensuring women in mining aren’t exceptions but equal contributors to its future. I remain committed to driving that transformation.
How is Weir Minerals approaching innovation in a way that balances environmental responsibility with operational efficiency? Weir innovates for sustainability and operational excellence, maximising productivity while minimising environmental impact and total cost to company. With a sharp focus on resource efficiency, it advances energy-saving equipment, water management and waste reduction. Optimised wear-resistant materials and durable processing solutions cut energy use, extend asset lifespans and reduce overall operational costs. Circular economy principles drive our approach – recyclable materials, reprocessing technologies, and advanced dewatering systems maximise water reuse and lower dependency on fresh sources, reducing both environmental impact and cost.
Beyond equipment, Weir’s digital strategy embeds sustainability. Real-time monitoring, predictive analytics and automation enhance efficiency, slash energy consumption and reduce downtime, lowering maintenance expenses and improving asset utilisation.
Through holistic asset management, Weir ensures responsible resource extraction without compromising performance, securing long-term sustainability, profitability, and cost efficiency.
What excites you most about the future of mining, and what role do you see young engineers, especially women, play in shaping that future?
The future of mining excites me because it’s embracing innovation, sustainability, and inclusivity. Advances in automation, AI and responsible resource management are making operations more efficient and environmentally conscious.
As a woman in mining, I’ve experienced the challenges firsthand, but I also see incredible opportunities for young engineers – especially women – to shape the industry’s future. Diverse perspectives bring fresh thinking, leadership and problem-solving that will drive mining toward a smarter, safer and more sustainable model.
Women are already making an impact in mineral processing, environmental restoration and ethical supply chains, but there’s still work to do. True progress happens when we challenge outdated mindsets, apply engineering expertise to sustainability, and create workplaces that recognise talent regardless of gender.
By stepping into leadership and technical roles, young engineers can help build a mining industry that is innovative, adaptable, and built for the future – and I’m committed to being part of that change.
Transforming today’s youth into tomorrow’s leaders
56% of YES youth are women.
Together, we’re creating a future that works for all.
With over 10 million international visitors and a booming retail sector, the Western Cape is Delivery Ka Speed’s ideal next step. Their community-first approach and tech-driven model aim to transform logistics, boosting growth and jobs locally. Head of Growth, Sega Tiro, calls this expansion a key milestone in delivering inclusive, efficient logistics across South Africa.
SEGA TIRO | HEAD OF GROWTH
What made the Western Cape the next logical step in Delivery Ka Speed’s national expansion strategy?
With its varied consumer base that includes both urban centres and underserved township areas, the Western Cape offers a strategic expansion opportunity. By entering this market, we can empower local drivers and entrepreneurs while offering our distinctive techenabled, community-first logistics solutions to companies in need of dependable delivery services. Furthermore, Cape Town’s status as a major logistics hub with wellestablished retail and e-commerce sectors complements our Delivery-as-a-Service (DaaS) model.
How will your community-first model be implemented in this new regional context?
Our community-first model is rooted in creating value for local businesses and residents by prioritising local employment and offering targeted support to small businesses to enhance their logistics capabilities. In the Western Cape we will focus on sourcing local drivers, collaborating with community-based businesses, and tailoring our service offerings to address the specific needs of the region’s underserved areas.
What specific challenges or opportunities do you anticipate in serving township and peri-urban areas in the province?
The primary challenge in townships and peri-urban areas is the lack of reliable infrastructure, which can impact delivery efficiency. However, we view this as an opportunity to innovate by deploying agile, tech-driven solutions that adapt to these conditions. Additionally, the concentration of emerging businesses in these areas presents an opportunity to establish strong local partnerships and provide targeted support that facilitates market access and economic inclusion.
How does your Delivery-as-a-Service (DaaS) model benefit clients in sectors like e-commerce, retail, and manufacturing?
Our DaaS approach provides scalable, adaptable logistics solutions so that companies may concentrate on their main business while we take care of last-mile deliveries. Manufacturing clients have access to customised logistics solutions that maximise cost and delivery schedules, while e-commerce and retail clients enjoy real-time tracking, effective route management, and personalised customer service through account management. Our concept is
designed to work with companies of all sizes, so even growing firms can get dependable, expert delivery services.
What role will local, township-based enterprises play in your operations here?
In the Western Cape, our Earn Ka Speed programme empowers local drivers to operate independently, allowing them to earn on their own terms while expanding our delivery network. This model fosters local entrepreneurship and keeps economic opportunities within the community. Additionally, we aim to partner with township-based e-commerce businesses, offering them reliable delivery solutions that help them reach new markets and grow sustainably. By integrating both independent drivers and growing businesses into our logistics ecosystem, we’re creating a mutually beneficial network that drives inclusive economic growth.
What are the ways in which Delivery KA Speed drives this inclusive economic growth and job creation?
It entails prioritising local hiring, training, and capacitybuilding initiatives that empower previously marginalised groups, particularly the youth and women. We have a CSI project called Learn Ka Speed that aims at training and equipping the youth. Additionally, our business model actively seeks to be of aid to them in any township-based challenge (from employment to accessibility) that is due to that township being underserved, by integrating them into our supply chain, thus providing them with access to larger markets and sustainable revenue streams.
What long-term impact do you hope to make in the Western Cape, both economically and socially?
Economically, we aim to contribute to the Western Cape’s growth by enabling businesses to reach wider markets through our logistics solutions, thereby increasing their revenue potential and being their growth partners. Socially, we aspire to foster sustainable job creation, particularly in underserved communities, and support the development of local entrepreneurs through offering our effective and seamless delivery services, ensuring their products reach the end receiver with care and professionalism. Ultimately, we aim to position Delivery Ka Speed as a trusted logistics partner that not only drives business success, but also actively contributes to community upliftment.
PROGRESS Power, purpose and
Zenzi N. Awases, President of the Association of Women in Mining in Africa (AWIMA) and Chairperson of the Women in Mining Association of Namibia (WiMAN), outlines the policy reforms, leadership strategies and inclusive financing models needed to ensure real progress in gender equity across the mining sector.
ZENZI N. AWASES | PRESIDENT
What critical policy shifts are needed to ensure real gender equity in Africa’s mining sector?
Achieving genuine gender equity in Africa’s mining sector demands deliberate policy reform, institutional accountability and inclusive implementation. We need gender-responsive legal frameworks, mandatory commitments in licences and contracts, and the collection of gender-disaggregated data to inform action. Support for women in artisanal and small-scale mining (ASM) must address their limited access to finance, training and technology.
Embedding equity in public-private partnerships, strengthening institutions with gender desks, and introducing leadership quotas can create systemic change. Accountability, via audits, reporting and enforcement, is essential for progress.
After over two decades in mining, I’ve learned that policies alone are insufficient. I’ve sat in meetings where no other women were present, and visited sites where women’s safety and dignity were ignored. Yet I’ve also worked with leaders who view gender inclusion as both a moral imperative and a competitive advantage. That’s why I focus on building capacity, advising on equitable policies and mentoring the next generation of women leaders.
How can women move beyond inclusion to actively shape industry decisions?
Moving beyond inclusion means moving from presence to power, where women shape agendas, make decisions and transform mining’s culture and systems. This shift requires building leadership pathways, investing in networks that amplify women’s voices, and redefining leadership to be more inclusive and collaborative.
Women need both technical and strategic skills to influence policy and investment decisions. Progress means moving past tokenism and holding institutions accountable for creating enabling environments.
Early in my career, I was often the only woman in boardrooms, working twice as hard to be heard. Today, through initiatives like Empowermine and the Women in Mining movement, I help women lead authentically and build businesses aligned with Africa’s vision for a sustainable, inclusive mining future.
Which innovative financing models can bridge the gap for women-led ventures?
Bridging the investment gap in male-dominated sectors like mining and energy requires inclusive financing models that dismantle structural barriers. These include gender-lens investing, blended finance, revenuebased financing, impact-linked grants, crowdfunding and women-led investment networks. Public-private partnership (PPP) funds tailored to female entrepreneurs can drive growth by combining capital with technical and policy support.
At AWIMA, our Empower Women through Financial Inclusion project advocates for early-stage funding, especially during the concept-to-discovery phase, ensuring women are included from the outset of the mining value chain. When gender equity drives capital flow, we unlock innovation and long-term transformation.
The next generation must go beyond breaking barriers – they must rebuild systems. That means owning technical expertise, challenging outdated hierarchies
How do we ensure ESG commitments translate into real opportunities for women?
ESG (Environmental, Social and Governance) frameworks risk becoming superficial unless gender is embedded at their core. Companies must integrate gender metrics, such as women’s participation in procurement and decision-making, and implement Gender Action Plans with clear targets and budgets.
Linking ESG performance to financial incentives can encourage companies to prioritise equity. Community development agreements must also involve women as co-creators. Representation in ESG leadership roles ensures diverse perspectives and stronger outcomes.
In my policy and operational experience, I’ve seen how women’s involvement in ESG brings a sharper focus on environmental justice, social cohesion and long-term impact. I’ve worked with women in artisanal communities who, despite exclusion from formal operations, are central to local economies. Inclusion must start from the ground up.
How can women leaders balance profitability with responsible mining?
Balancing profitability with responsible practices is not only possible – it’s essential. Women leaders bring an holistic, values-driven approach that prioritises environmental, social and economic sustainability. They redefine success to include community benefit, job creation and ecosystem protection.
Through stakeholder engagement, ethical governance and innovations, such as clean technology and inclusive supply chains, women drive a peoplecentred transformation of the mining sector. At Empowermine, I see women leading this shift every day, proving that responsibility and profitability can go hand-in-hand.
How do we drive female representation in exploration, and supply chains as well as policymaking?
Bold, intentional action is needed to ensure women are visible and supported throughout mining’s value chain. This includes investing in safety and mentorship for women in exploration, setting targets for women-owned suppliers, and ensuring women have a seat at policy-making tables.
– they must rebuild systems. That means owning technical expertise, challenging outdated hierarchies and embedding inclusion and sustainability in every decision.
From my work across Africa, I’ve seen how women in leadership bring greater transparency, equity and longterm thinking. But representation won’t happen through mindset shifts alone, we need to change systems to ensure women are welcomed, not just tolerated.
What are the bold steps the next generation of female leaders need to take?
The next generation must go beyond breaking barriers
These leaders will embrace the green transition, champion entrepreneurship and use innovation to solve old problems in new ways. They won’t inherit the mining sector – they’ll reinvent it, making it braver, fairer and more future-ready.
I’ve seen the quiet triumphs and hard-won battles of women in this sector. I believe the next generation will lead with boldness and vision, transforming not just the face of mining, but its very foundation.
UNLOCKING GROWTH FOR ELEVATION
The KZN Growth Fund Agency is dedicated to supporting blackowned businesses in the KZN province to enable them to start, scale up and elevate their operations so they can contribute to the growth of the economy of the province. To unlock funding for debt or equity valued between R20 million and R100 million, go online and fill in our application form on our website. Visit our website today and start your funding journey: https://www.kzngrowthfund.co.za Tel:
feminine The future is
Through their global work on the subject, international keynote speakers and leadership experts Timothy Maurice Webster and Erik Kruger offer a compelling perspective on how women are moving leadership forward – with authenticity, intelligence, and vision. In this article, we share some of their insights.
Leadership is evolving. No longer confined to corner offices or defined by rigid hierarchies, it’s being reshaped by values like empathy, adaptability, and intent. At the forefront of this transformation are women – women who are not just stepping into leadership roles but consciously reimagining what leadership looks and feels like in a changing world.
Leading with sensory intelligence and emotional safety
According to Webster, women bring a distinct and often underestimated edge to leadership through what he terms Sensory Skills Intelligence – the ability to detect subtle behavioural shifts and unconscious environmental cues.
“It’s proven that women have more nerve signals to detect behavioural imbalances and other unconscious sensory threats,” he says. “Put simply, a female leader can combine their skills, knowledge and sensory skills to detect team chemistry challenges and other environmental dysfunctions quickly.”
Erik Kruger agrees, particularly on how this translates to workplace culture. “Women-led companies often show a higher degree of emotional safety, which leads to faster learning, better collaboration, and higher performance,” he notes. “EQ is a force multiplier.”
From representation to redefinition
Today’s most influential leaders are defined not by titles but by their values – and women are driving this shift. “Consumers and other stakeholders are holding brands accountable for their social consciousness,” Webster explains. “Women are leading the charge in building influential brands that care for more than just the balance sheet.”
Even traits historically viewed as “soft” – like nurturing – are being redefined as strategic leadership assets. “Nurturing can be reframed as ‘holding space for growth’, and when this reframing happens, it’s an extraordinarily powerful leadership asset,” says Webster.
For his part, Kruger observes a deeper shift taking place across industries. “We’re seeing a shift from hierarchy to
humanity, and women are often leading that charge,” he says.
In unpredictable high-stakes environments, the ability to stay grounded while moving forward has become a leadership superpower. “Those who can hold their composure in uncertainty will stand out,” says Kruger. “When the future is unclear, most people freeze or fall back on outdated thinking. The standout candidates are the ones who can move forward without having all the answers.”
This kind of composure is anchored in Applied Authenticity, says Webster, explaining that the latter is a framework that encourages leaders to remain true to their values while adapting to context. “To apply your value is to be intentional about how you land in the environment,” he says. This means you “would show up in each of these environments authentically relevant to that context – and the same applies in leadership.”
Adaptability, Kruger adds, is not just a skill, but a mindset. “Reinvention is not a one-time event but a habit. The leaders who stay ahead are the ones who don’t wait for disruption before they adapt. They reflect often, adjust quickly, and evolve continuously.”
Anchored in purpose, driven by change
At the heart of all transformational leadership is purpose. It’s the anchor that keeps vision steady even as change accelerates. “Having a purpose is much like having a ‘why’. The purpose is the anchor, and the change is the magnet pulling the compass,” says Webster.
Kruger adds that internal clarity is key to breaking barriers. “The world doesn’t need more leaders who fit the mould. It needs leaders who are willing to reshape it. Surround yourself with people who expand your capacity, not just your network.”
As women continue to lead with intelligence, compassion, and courage, they’re not only redefining leadership – they’re rewriting the rules. From sensory awareness to emotional intelligence, from purposedriven action to applied authenticity, the future of leadership is here – and it’s undeniably feminine.
INSURANCE Rewriting the rules of
Meet Charlotte Koep, CEO of Root Platform, a pioneering insurance technology company that's making waves in South Africa and beyond. With a unique blend of finance, economics, and law, Koep shares her journey from startup enthusiast to leading a cutting-edge insurtech platform that's revolutionising the insurance industry.
Tell us a bit about your education and background. I was born in Namibia, where I attended junior school before moving to South Africa for high school and university. I hold a Business Science degree with majors in Finance and Economics, as well as an Honours in Economics. I began the CFA but stopped after completing Level 1, because becoming a financial analyst didn’t feel like the right path for me. I decided to pursue a postgraduate LLB instead, as law offers the opportunity to “dabble” in a variety of businesses and innovative ideas while deep-diving to understand your clients’ industries. Although I’m no longer practising law, studying and working in the field gave me a solid foundation and set the tone for my move into the startup world.
CHARLOTTE KOEP | CEO
How did your first job set the scene for what you’re doing now as CEO?
My first job was at Bowmans, in private equity and venture capital, where I learnt a huge amount. But I always had the urge to be on the other side of the table – to be the pioneer doing something exciting and new. I went on to start a beach leisurewear company while consulting through Caveat Legal, a panel of independent legal professionals. Around that time, I reconnected with 4Di Capital, an earlystage venture capital fund I had worked with during my time at Bowmans. That led to an opportunity with FireID, a venture builder focused on turning makers into entrepreneurs. FireID was also working with Louw Hopley, the co-founder of Root. After some time, I joined Root as COO and was later promoted to CEO when Louw shifted his focus to the software development side of the business. It was the perfect opportunity to get a front-row seat to the realities of operating a growth-stage tech startup.
What are your professional goals?
I’d love to see Root reach its full potential over the next few years. We’ve started operating globally, which brings a whole new set of challenges that I’m genuinely excited about. That said, early-stage operators like myself often aren’t suited to the later stages of a business, and there will likely come a time when I’ll want to get my hands dirty again in a new early-stage venture or return to VC, investing, or advising early-stage founders.
What is the current state of insurtech?
Consumers and businesses engage in transactions every day, and each of those transactions creates risk that often makes sense to cover with insurance. The problem is that insurance suffers from a supply issue –there’s a global shortage, and people are chronically underinsured.
This stems largely from the inability of insurance companies to launch new products efficiently. Most carriers are bogged down by legacy systems that weren’t designed to support the agility and flexibility modern insurance products and digital distribution channels require.
At Root, our mission is to bridge that gap with both technology and human expertise. Our platform can run alongside legacy core systems, enabling seamless data flow and allowing insurers to explore new distribution strategies without being held back by outdated infrastructure.
But I always had the urge to be on the other side of the table – to be the pioneer doing something exciting and new.”
In late 2022, Root officially launched in the UK after establishing itself in the South African market. Tell us about that.
South Africa has been a fantastic launch market for us, but it’s relatively small. Our cutting-edge technology has global relevance, and we were eager to expand. We began with some smaller projects in Mauritius, but it quickly became clear that we needed to look to the UK.
The UK is one of the largest and most sophisticated insurance markets in the world. It’s Anglophone, has regulatory similarities with South Africa, and is a great cultural fit. It also has a well-established reputation as a global knowledge hub for insurance. That’s the kind of innovation ecosystem we wanted to be part of. We were able to connect with the right people early on thanks to their strong appetite for innovation and change. It really was a case of “right time, right place” and it still is.
What does the future hold?
We’re already in the process of shifting our sales centre to the UK and we have some exciting developments on the product side too.
We’ve seen firsthand how APIs and software-as-a-service have transformed insurance businesses in South Africa, Mauritius, and the UK. Insurance is hard, but companies that invest in their ability to innovate around their customers rather than just doing more of the same, are the ones that will unlock sustainable, future-proof revenue.
At Root, our core goal is to help businesses grow. Policy administration is a crucial component, but it’s not the full picture. Our focus is: how do we put the policyholder – the end consumer – at the centre of the insurance experience?
The future of STEM is female
Why does South Africa’s STEM future depend on investing in women? Gender equity is the catalyst for innovation, inclusion, and economic growth, but will we act fast enough to unlock the full potential of our talent?
By Tshepiso Setsepu, Regional Leader for Cummins Southern Africa Coastal & Midlands
South Africa’s Science, Technology, Engineering, and Mathematics (STEM) sectors are at a critical inflection point. As the country accelerates its transition into a digitally driven economy, the demand for technical skills is outpacing supply. Yet, despite the urgency, the industry continues to suffer from a glaring imbalance: the persistent underrepresentation of women.
This is not just a diversity issue – it is a structural weakness. In a world where innovation is the currency of progress, excluding half the population from full participation in STEM fields undermines our national competitiveness, economic resilience, and technological growth. The future of South Africa’s economy depends on our ability to cultivate a STEM workforce that reflects the full spectrum of our talent pool. And that means making gender equity in STEM not just a goal, but a strategic imperative.
In South Africa, women make up just 13% of STEM graduates – far below the global average of 35%. This number is not just a statistic, but a reflection of the systemic barriers that continue to limit the potential of half our population. And in a world increasingly shaped by artificial intelligence, automation, and digital transformation, this underrepresentation is not just a gender issue – it's an economic one.
When I walk into a boardroom or a mine site, I carry with me more than 15 years' experience in chemical engineering and mining operations. But I also carry the hopes of every young girl who has ever wondered if she belonged in a world of equations, engines, and innovation. I have worked across Southern Africa, from Zambia to Lesotho, and now lead Cummins’s Coastal & Midlands operations in South Africa, yet, one of the roles I cherish most is that of a mentor. Because I know what it means to be the “only one in the room.”
The digital future demands diversity
As we transition into the Fourth Industrial Revolution, the demand for STEM skills is skyrocketing. From data science to renewable energy, and biotech to smart infrastructure, the future belongs to those who can innovate. But innovation thrives on diversity – of thought, of experience, of perspective.
If we want to build inclusive technologies and
sustainable solutions, we need women at the table. Not just as participants, but as leaders, creators, and decision-makers.
Visibility is power
Growing up, I didn't see many women who looked like me in engineering textbooks or technical conferences. That absence sends a message: “This space is not for you”. That is why representation matters. When young girls see women thriving in STEM, it expands their sense of what's possible. It tells them, in no uncertain terms: “You belong here”.
Mentorship
Mentorship is one of the most powerful tools we have to change this narrative. I have made it my mission to coach and tutor young girls, not just in science and maths, but in confidence and curiosity – because sometimes all it takes is one person believing in you to ignite a lifetime of ambition.
Growing up, I didn't see many women who looked like me in engineering textbooks or technical conferences. That absence sends a message: “ This space is not for you”. That is why representation matters.
Building the pipeline
Encouragingly, South Africa is making strides in this. Government initiatives and scholarships have increased female enrollment in STEM courses.
At Cummins, gender equity in technical fields is not just a value – it is a strategy. Through initiatives like the Cummins Women in Technology (CWiT) network, STEM education outreach, and the RePower return-towork programme, the company actively supports the development and retention of women in engineering and science roles.
In traditionally male-dominated sectors like mining, Cummins has pioneered training programmes that equip
women with technical skills from the ground up. These efforts are reinforced by inclusive workplace policies such as flexible work arrangements and extended parental leave, and by global community programmes like Cummins Powers Women, which partners with non-profits to advance gender equality beyond the workplace.
While we're definitely seeing a change, we need to start earlier – sparking interest in STEM from primary school. We need to make STEM education more accessible in rural and underserved communities. And we need to create workplaces that not only hire women but support their growth through inclusive policies, leadership development, and flexible work environments.
Why women? Why now?
Investing in women in STEM is not just the right thing, but the smart thing to do. Studies show that companies with diverse teams are more innovative and perform better financially. In SA, where youth unemployment remains high and economic inequality persists, empowering women with STEM skills can be a game-changer.
Imagine the impact if every girl in South Africa had the opportunity to become a coder, an engineer, a scientist. Imagine the innovations we could unlock, the industries we could transform, the communities we could uplift.
A legacy of possibility
As a leader at Cummins, I strive to create environments where people feel seen, heard, and valued. But my legacy will not be measured in profit margins or project milestones. It will be measured in the young women who rise because they saw someone who looked like them and believed they could do it too.
It is important for companies, educators, and policymakers to act NOW. Let us build a South Africa where every child, regardless of gender, has the tools, the support, and the inspiration to shape the world through science, technology, engineering, and mathematics.
Because when we invest in women, we invest in progress.
Soul City Institute turns 30
From bold beginnings to building feminist futures, Soul City continues to lead with justice, joy, and community power. Celebrate a legacy of impact and discover what’s possible in the next 30 years.
For three decades, Soul City Institute has been a bold, feminist force in South Africa’s social justice landscape. From transforming edutainment into a tool for change in the 1990s to building intergenerational feminist movements across Southern Africa, the organisation has earned its place as a trusted, authentic voice.
Soul City’s power lies not in messaging alone, but in its unwavering, lived commitment to justice. It has consistently elevated the voices of those most marginalised, dismantled oppressive systems, and cultivated networks of feminist leaders, organisers, and thinkers while remaining rooted in care, accountability and community-led power.
Generations in motion
Leadership starts early. Soul Buddyz Clubs introduce children aged 8–14 to the values of empathy, equality and human rights, encouraging critical thinking and social responsibility. Many of these children later join Rise Young Women’s Clubs, a national network where young women lead grassroots campaigns on gender justice, health, safety and economic equality. This generational continuum is key to Soul City’s long-term vision: a living movement that sustains itself through education, activism and storytelling.
Building feminist futures
At the heart of the organisation’s leadership work is the Feminist Leadership and Activism Centre (FLAC), a space for emerging feminist leaders to engage in political education, strategic organising and crossmovement solidarity. Here, intersectionality isn’t a buzzword; it’s a practice. All programmes are grounded in systemic disruption and community-rooted learning.
Soul City is also a pioneer in feminist media. Through radio dramas, digital campaigns and public storytelling platforms, the organisation continues to challenge dominant narratives and centre lived experiences. These stories aren’t just reflections, they’re roadmaps to justice, dignity and liberation.
A feminist governance model
Internally, Soul City Institute embodies the world it’s working to build. It operates on feminist principles of shared leadership, collective decision-making and a culture of care that honours both struggle and joy. It is living proof that feminist governance is not only possible – it’s essential.
As it celebrates 30 years in October 2025, Soul City Institute invites funders, partners, and communities to walk alongside a vision that is fearless, feminist and fiercely just.
Join the movement. Shape the next 30 years. To collaborate, invest, or learn more, visit www.soulcity.org.za.
Women’s HEALTHCARE AS JUSTICE
As one of Mail & Guardian’s 50 Powerful Women, honoured as a Justice Champ at the African Women’s Summit, Soul City Institute CEO Phinah Kodisang exemplifies values-driven leadership. Her bold, feminist vision centres on marginalised voices. In this Q&A she challenges entrenched systems and shares what purposeful, unapologetic leadership looks like.
PHINAH KODISANG | CEO
What’s your leadership philosophy when it comes to driving change in women’s health? True change doesn’t come from top-down programmes. It starts when women and girls recognise their own worth and power. That’s when I speak about women’s health, not just about the clinical aspect, but about justice, power and dismantling systems that were never built with us, particularly black women, in mind. Every room I enter or platform I step onto, I carry the stories of women whose voices have been ignored for too long. My role isn’t just to lead; it’s to make space for others to rise and challenge oppressive systems that hinder women from achieving health outcomes.
What have been the key factors behind your success?
Success is not a straight line, and it is never handed to you, especially not when you’re a black woman in a society that still clings tightly to patriarchy and hierarchy. Every step I have taken has met with resistance, but also with purpose. I didn’t arrive here by accident. I come from household that was a “go-to” place for community support, which shaped my deep respect for people and my drive to make life better for others. What propels me is the need to change the narrative for young girls growing up believing they must shrink to survive. I am where I am because I never stopped believing in our right to take up space, to speak truth, and to lead without apology.
In a sector with limited funding, how do you secure strong stakeholder support for your programmes?
Our strengths lie in clarity of purpose, of values, and in the change we intend to make. At Soul City we don’t chase funding for sustainability – we build partnerships for the sake of transformation. We are unapologetic about our feminist lens because we know the stakes. Women’s health isn’t a soft issue. It’s the foundation of any thriving society. When I speak with stakeholders, I don’t position us as beneficiaries. I position us as cocreators. We bring decades of community trust, datadriven insight, and cultural fluency to the table. What we ask for isn’t charity – it’s strategic alignment.
What are the immediate steps SA should take to address gender disparities in healthcare?
Justice in healthcare starts with equity. South Africa’s healthcare system reflects the same inequalities we see in society. If we’re serious about addressing gender disparities, then we need to act with urgency. Every rand not spent on maternal health, HIV treatment, or GBV support is a political choice, and it’s women who pay the price. We need gender-responsive budgeting that’s transparent, participatory, inclusive and accountable. Women, individuals with disabilities and gender minorities must be at the table when decisions are made about how healthcare money is spent – because we know where the gaps are. The women on the ground – nurses, caregivers, activists, survivors – they know what’s broken and what needs fixing. Our job is to listen, to amplify, and to act. Our healthcare should expand access to gender-affirming
and reproductive healthcare that reflects the full spectrum of our identities, not just the ones that fit neatly into a form.
How do you determine which private sector partnerships will have the most impact on women’s health?
I don’t start with the money – I start with the mission. If a partner doesn’t align with our feminist values, our commitment to justice, and our vision for transforming women’s health, then it’s a no – no matter how big the cheque is. At Soul City, we ask hard questions: Does this partner understand intersectionality? Are they willing to challenge the status quo, not just polish their brand? Will they listen to the voices of black women – not just as beneficiaries, but as experts? We want innovation, shared accountability, and a long-term commitment to systemic change. That means co-creating programmes, not them parachuting in with pre-packaged solutions. It means being transparent about power – who holds it, who benefits, and how we shift it.
What kind of policy or innovation would most transform women’s healthcare in SA in the next decade?
We need to start treating women’s healthcare as the foundation of justice. For me, the most powerful lever we have is a fully implemented, feminist-informed National Health Insurance (NHI) – one that doesn’t just promise universal coverage, but delivers it with equity, dignity, and accountability. We need policy that centres reproductive justice – not just access to services, but the right to make decisions about our bodies free from coercion, stigma, or shame. That means expanding access to safe abortion, gender-affirming care, mental health support, and youthfriendly services that actually meet young people where they are. Digital health platforms are powerful, but only if they’re co-designed with the women who use them. We need tools that protect privacy, bridge rural gaps, and speak the languages of our people – literally and culturally.
Lebogang Thobakgale:
Financial crime buster...
A 2024 M&G Top 200 Young South African, Lebogang Thobakgale is the Money Laundering Compliance Officer at KPMG. Her experience spans regulators, major financial institutions, and advisory firms. Thobakgale is committed to transformation and integrity in the professional services sector, and in this Q&A she shares her perspectives on leadership, impact, and building trust in a complex landscape.
LEBOGANG THOBAKGALE | RISK MANAGEMENT
What is it that attracted you to financial crime compliance initially, and what continues to drive your passion for it?
When I began my career as an Internal Auditor at KPMG 13 years ago, financial crime was still an unfamiliar concept. I was trained in traditional fraud detection and control assessment, but I aspired to integrate compliance, internal audit, and risk management. This goal took shape when I joined the Contract Compliance division, then known as Internal Audit, Risk and Compliance Services (IARCS).
My move to the Financial Sector Conduct Authority (FSCA), formerly the Financial Services Board, marked a turning point. It was during a pivotal regulatory shift as the Financial Intelligence Centre transitioned from a rules-based approach to a risk-based one. I played a key role in several developments, helping financial institutions comply with anti-money laundering (AML) regulations.
This hands-on involvement sparked a deeper awareness of how financial crime risks are often overlooked – and how professionals across disciplines can play a part in addressing them. I pursued a Postgraduate Diploma in Compliance Management, followed by short courses in fraud risk, cybercrime, and money laundering detection. But qualifications alone don’t create passion; contributing to thought leadership, conferences, and continuous learning has kept me engaged and purposeful.
Returning to the financial sector from the regulator’s side was a challenge I welcomed – and it has only deepened my commitment to the field of financial crime compliance.
How have you elevated the compliance function to play a more strategic role within the organisations you’ve served? Compliance has been, and still is, seen as a support
function. By its very nature, this function does not generate revenue, which has unfortunately led to a negative perception regarding its contribution to the business. I have always sought to demonstrate the importance of building a strong compliance culture intentionally driven from the top.
In the financial institutions I have served, it was relatively straightforward to show that business operations depend on holding a licence from the FSCA. For example, noncompliance could ultimately result in licence revocation, while the reputational damage could be severe.
When reporting internally to Exco, the Board, and MANCO, I made a point of highlighting the accountability the Board itself holds for compliance, in this way shifting the narrative away from the idea that compliance is solely the responsibility of a “support function.” I found that emphasising a collaborative approach yields excellent results and fosters a different type of strategic thinking. However, building a robust compliance culture is an ongoing journey that requires significant buy-in and strategic initiatives.
How has your experience across regulatory bodies, financial institutions, and advisory firms informed your leadership approach?
It was challenging, but I am very grateful for the exposure as it has certainly shaped the type of leader I want to be and the kind of brand I am proud to advocate for and be associated with. Through all my experiences, I have realised that aligning your personal brand with that of your employer is a significant factor in the kind of leader you become.
The regulator is often perceived as having an autocratic leadership style, and shifting the narrative from “handing out fines” to being the one who receives fines was challenging. I had to adopt a leadership style focused on action and implementation, rather than merely directing what should be done. To this day, I embrace a servant leadership approach.
Having a holistic understanding of assurance (as an auditor), regulations, risk management, and AML capability embedding means I have a variety of leadership styles to draw on and apply in order to remain relevant and valuable. I have also had the pleasure of working with many consultants and experts in the financial crime field who have positively contributed to my expertise.
What are some of the key challenges you’ve encountered as a woman in compliance leadership?
During my Compliance Management studies, our lecturer showed us a picture of a traditional Compliance Officer – someone very different from me, briefcase and suit included. This highlights how much the profession has evolved to become more inclusive, allowing women to showcase their abilities.
Despite this progress, women still face challenges, often needing to prove their competence before their advice is trusted. In Financial Crime, the work is sometimes still seen as a man’s domain, with outdated stereotypes about chasing criminals in heels.
Thankfully, the industry is gradually recognising that financial crime requires diverse skills unrelated to gender. Each evolution brings the chance to prove women are equally capable when properly skilled. Involving men in these conversations has been invaluable, and I’ve received great support from male colleagues throughout my career.
I choose to focus on these positives rather than the challenges, while acknowledging the ongoing need for women to enhance their skills and break down false narratives once and for all.
How do you define and measure success in your leadership journey?
For me, success is unique to each individual and should always align with your own goals. I still keep a traditional vision board to highlight what I need to achieve. I find it useful to draft a “flight plan” and set mini-deliverables to reach my defined success targets. Following this systematically helps me constantly identify my barriers and challenges, which I then tackle accordingly, seeking assistance when necessary.
I also see myself as a “sponge” – always learning and ready to absorb positive influences that guide me in the right direction. To me, success also means being self-aware and understanding what works and what doesn’t. Being self-aware enables one to lead positively and show up with intentionality every day. My view is that without the right attitude and passion, efforts are not value-adding; however, intentionality is likely to yield great success.
What common misconceptions exist about compliance leadership, particularly in the financial crime space, and how do you seek to change that narrative?
A common misconception is that compliance is solely the responsibility of compliance officers. Given that South Africa is currently grey-listed, there is no better time to understand the importance of collaborative efforts. The grey-listing status has heightened the significance of Financial Crime Compliance and has made the ordinary person on the street more aware of how this affects them.
The National Treasury has been working towards removing us from the grey list, while the regulators have been actively issuing administrative sanctions and fines to emphasise the importance of compliance. It is therefore a fallacy to think that we are not all affected by a lack of compliance or that the way we conduct business daily does not contribute to the bigger picture.
How are you leveraging your platforms –including your role at the Association for Black Securities and Investment Professions (ABSIP) – to contribute to transformation and leadership development in the sector?
My transformation journey has become a personal advocacy since I started my career. In order to bridge
gaps and address existing disparities, I saw it as essential to be part of the conversations if I wanted real change. In 2013, I joined the KPMG Transformation Committee, where my primary mandate was to advocate for first-year trainees. The committee aimed to create a platform for dialogue between employees and employers, as well as to foster a safe, healthy, and productive working environment.
Over the years, my commitment to fostering change continued, and I leveraged established platforms such as ABSIP, which has been advocating for transformation for over 30 years. The main goal of this leadership journey is not to be the only one who sees success, but rather to lift everyone as we rise.
Being part of this committee reflects servant leadership and a commitment to giving back in order to make impactful changes in people’s lives without expecting anything in return.
I remain a dedicated leader, but most importantly, I focus on building a brand that will be a proud legacy to look back on.
Whether you’re embarking on a new development, seeking guidance on regulatory compliance, or aiming to reduce your carbon footprint, ECA Consulting is here to support your vision.
Environmental Impact Assessments (EIAs) Ensuring clients comply with South African environmental legislation through accurate reporting and sustainable project planning.
Water Use License Applications (WULA) & Waste License Applications Simplifying the process of obtaining necessary permits while upholding best practices in resource management.
Carbon Footprint Analysis & Green Office Training
Helping organizations transition to a low-carbon economy by measuring and reducing greenhouse gas emissions.
Specialist Services & Compliance Monitoring Providing Environmental Control Officer (ECO) monitoring, a wide range of specialist studies, feasibility assessments, permitting assistance, and more.
EAPASA Leading EAP Driving Key Sector Issues (2023/2024)
International Prime Awards (Dubai) - Most Innovative Environmental Consultancy Council for the Built Environment - Multiple Awardee two consecutive years (2023, 2024) Standard Bank Topwomen - Top Gender Empowered Company for both 2023/2024 and 2024/2025
As Vice-Chancellor of the University of Mpumalanga, Professor Thoko Mayekiso has played a pivotal role in advancing academic excellence and promoting gender equity. In this interview, she discusses the challenges women face in leadership, the progress made, and the work still required.
PROFESSOR THOKO MAYEKISO | VICE-CHANCELLOR OF THE UNIVERSITY OF MPUMALANGA
UMP: Creating spaces for women to thrive
What motivated you to step into a leadership role in academia, and what are the key lessons that have shaped your journey?
My academic journey began when I enrolled for a BA degree at the University of Fort Hare. The initial motivation stemmed from a passion for education and research, which subsequently paved the way for leadership roles within academia.
I went on to complete a BA Honours and an MA in Psychology at Fort Hare, a PhD (cum laude) at the Free University of Berlin in Germany, and a postgraduate Higher Education Diploma (HED) from UNISA.
Advancing academically involved progressing through the ranks from Senior Lecturer to Associate Professor, and ultimately to Full Professor. This academic growth laid the foundation for stepping into leadership roles such as Head of Department, Head of School, Executive Dean, Deputy Vice-Chancellor, and ViceChancellor.
My journey has been shaped by a willingness to make the most of the opportunities available to me, a belief in myself, and a recognition of the importance of nurturing relationships with colleagues, family, and other key stakeholders. Through this journey, I have learnt the value of determination, resilience, and mental toughness.
“Young women should strive to know themselves – in other words, selfawareness is essential when pursuing leadership roles.”
While there has been progress, women in leadership continue to encounter major obstacles. In your view, what are the key barriers women face in higher education and senior leadership roles?
The biggest barrier is that people tend to be more critical of women and are quick to assign blame to them. This can lead to women developing self-doubt and becoming reluctant to pursue leadership roles. A lack of support and the absence of role models with
whom they can identify remain significant obstacles for women in leadership.
There is also limited effort in identifying women with potential and developing them for leadership roles. For example, within higher education, one is typically required to be a professor in order to be appointed as a Dean of Faculty. This is why women need to be provided with the necessary support and guidance to meet the requirements for professorship, thereby making them eligible for such leadership positions.
How does the UMP support and develop women leaders, both among students and staff?
At UMP, we have a number of women in leadership positions who serve as role models for both staff and students. These include the Chancellor, Chief Justice Mandisa Maya; the Vice-Chancellor – me; and the Deputy Vice-Chancellor: Teaching and Learning, Professor Mashudu Davhana-Maselesele, among others.
Staff are supported to attend women empowerment programmes such as the HERS-SA Academy, which focuses on leadership development for women. Each year, during the month of August, additional opportunities are provided to celebrate Women’s Month through programmes focused on the empowerment of women. Female students are encouraged to take up leadership positions in student societies, sporting and cultural groups, and clubs. These platforms offer opportunities for female students to lead and grow as future leaders.
In recent years, we have also implemented the Vice-Chancellor’s Leadership Programme for Female Students, which has helped develop a number of student leaders – including Ms Vuyelwa Magagula, our first female SRC President.
What advice would you give to young women looking to step into leadership roles, particularly in traditionally male-dominated fields?
Young women should strive to know themselves – in other words, self-awareness is essential when pursuing leadership roles. They should embrace their true selves, understand their strengths, and
aim to be authentic leaders. Authenticity is a powerful asset; it fosters deeper and healthier relationships through sincerity, and it boosts self-esteem and self-confidence by projecting a self-assured image.
Assertiveness and determination are also critical, along with a full appreciation of their capability to perform and succeed in the roles they occupy. Women are encouraged to value teamwork, inclusivity, and diversity, and to always maintain an open mind. It is equally important that they guard against internalising limiting stereotypes.
What do you believe are the most valuable qualities women bring to leadership, and how can institutions better recognise and nurture these strengths?
Women are not a homogeneous group. Many of the qualities commonly associated with women – such as empathy, emotional intelligence, compassion, resilience, humility, supportiveness, strong interpersonal skills, and effective communication – are highly valuable in leadership.
Institutions should create opportunities for women to express and apply these qualities, enabling them to self-actualise and reach their full potential. There should also be programmes designed to develop and enhance these attributes.
In addition, institutions should introduce rewards and recognition for the demonstration of these qualities in women. This would help to reinforce and encourage their expression across the organisation.
While gender representation in leadership has improved, more needs to be done. What are the policies or initiatives that could help close the gap faster?
Initiatives aimed at empowering women and strengthening the leadership pipeline will expand the
pool of future eligible women leaders. These initiatives should include mentoring, coaching, and opportunities to shadow successful women leaders.
The stories of accomplished women leaders should be widely shared with young women to inspire and encourage them to follow similar paths. It is essential that we continue to advocate for equity and equality in the workplace. Targeted empowerment programmes, informed by the lived experiences of women, are absolutely necessary. Advocacy for workplace equity and equality must be ongoing and consistent.
Leadership roles often come with high expectations and pressure. How do you maintain resilience and balance in your role? Be clear about your realistic expectations of yourself; grounded in your purpose. This, combined with determination and passion, will help you remain focused on your vision and goals at all times.
Determination means putting your heart, mind, and soul into what you want to achieve, and pursuing your goals with relentless commitment. It is about rising above all odds. My training in clinical psychology has equipped me with the skills and insights necessary to maintain resilience and balance in my role as Vice-Chancellor.
What is your vision for the future of women in leadership, within universities and in South Africa as a whole?
My vision is for more women to assume leadership positions and succeed in their roles. It is important that women receive the necessary encouragement, support, appreciation, and recognition to thrive in leadership. I envision work environments that are conducive to women’s success – spaces that are safe, supportive, and empowering, allowing them to pursue their dreams. It is essential for women to reach their full leadership potential, not only for their own growth, but also to inspire others.
A legacy worth leaving
What were some of the significant challenges you encountered during your tenure?
Establishing a new institution while simultaneously incorporating staff from the Lowveld College of Agriculture was both exciting and challenging. I was acutely aware of the immense responsibility and privilege of being the founding leader of a newly established university.
Managing the expectations of various external stakeholders was particularly demanding in the early days, especially considering that the University of Mpumalanga was the first university to be established in the province. Having the courage to face challenges head-on and communicate clearly was crucial in driving the early phase of the pioneering journey, Luhambo Lwemhlahlandlela.
Winning the trust of staff was also pivotal, and helped to build a foundation of credibility. Once the vision, mission, strategic objectives, and values were articulated with clarity and sincerity, staff aligned themselves with them. My responsibility was to nurture a sense of confidence – an inner belief – in both staff and students.
What are your future plans, and how do you hope to continue contributing to education and/or your community?
I plan to continue writing and conducting research, contributing to knowledge production through chapters in academic books and journals. I also intend to make myself available for mentoring and coaching within the higher education sector.
I will continue to explore the international collaborations I've established over the years. I may also share my knowledge in a consulting capacity. In addition, I will remain involved with the Academy of Science of South Africa (ASSAf) and Higher Health.
What message would you like to convey to the university community as you prepare to leave?
For now, I prefer to keep that message close to my heart. When the time comes, I would like to share it in a way that is heartfelt and sincere. At its core, the message will be about striving for excellence and staying true to the values that have guided us thus far. I would also highlight the importance of integrity and the unwavering pursuit of the vision we set. The UMP community has always stood together in times of crisis, and that spirit of unity is something they should continue to uphold.
BUILDING GENDER-INCLUSIVE
WORKPLACES IN SA
In a sector long dominated by men, LDM, a built environment consultancy with over half its workforce comprising women – and many rising through the ranks – is proving that real inclusion starts from within. This is transformation with action, not lip service.
In 2025, South Africa stands at a pivotal juncture in its pursuit of gender equality. Recent amendments to the Employment Equity Act have introduced specific racial and gender-based targets across various industries, emphasising the need for equitable representation at all occupational levels. Despite progressive legislation, women continue to face systemic challenges in the workplace, including underrepresentation in leadership roles and persistent wage disparities.
The Broad-Based Black Economic Empowerment (B-BBEE) framework has played a critical role in encouraging companies to create space for women, not just on paper, but within boardrooms, project teams, and senior leadership.
And, while compliance is important, inclusion has to be more than a numbers game. “Some businesses have been driving this transformation long before it was mandated, because it was the right thing to do. And because it’s good business!” says Serisha Sirputh, Director at LDM. “Women bring innovation, resilience, and a different kind of leadership to the table, especially in industries where they’ve historically been excluded.”
In the construction industry, where women have rarely had a seat at the table, companies like LDM are showing what’s possible when inclusion is authentic. With over 40 years of experience in the built environment sector, and a workforce of which 51% is now women, LDM has created pathways for female talent to grow, lead, and thrive…well beyond entry-level!
Sirputh shares five practical tips for companies that are serious about moving from intention to impact:
Build from the inside.
Supporting the career growth of women means more than just putting HR policies on paper – it’s about real investment in people. Suvarna Gayapershad joined LDM in 2012 as a junior construction project manager and, with consistent mentorship and development, built a solid 12-year career in project management. Similarly, Bongiwe Mahlalela, who began as a construction project management intern, has continued to grow her career with the support of senior leaders, proof that an inclusive culture makes all the difference.
Encourage male allies.
Inclusion is a team effort. At LDM, male colleagues are actively involved in mentorship, advocacy, and culture-building. They understand the value of inclusion and the critical role they play in supporting and accelerating women’s growth.
Make success visible.
Normalising women in leadership means telling their stories, celebrating their wins, and challenging outdated norms. In March 2025, LDM spotlighted many of the company’s exceptional women on social media as part of its #WomenEmpowerment campaign, recognising achievements both publicly and internally to promote pride and inspiration across the organisation. The campaign runs year-round, using Women’s Month as a launchpad, not the finish line.
Invest early.
Leadership development shouldn’t start at management level. Spot potential from the outset and nurture it with intention. Thameshnee Naidoo started at LDM as a student trainee and is now a quantity surveyor, demonstrating how early recognition and intentional investment can drive success.
Embed it in company culture.
Real inclusion isn’t a tick-box exercise; it’s a mindset embedded in how a business operates. At LDM, there’s buy-in from the top down, with a shared understanding of the value women bring to the organisation. And that value is recognised across the board. For example, Simonee Herbert began as a project administrator and, with LDM’s support, completed her bachelor’s degree in financial accounting. She now works in the Finance division as a junior accountant. Zama Mkize’s journey is equally inspiring: she started as a general office assistant and now serves as the company’s receptionist, a testament to what’s possible in an inclusive and supportive environment. 1 2 3 4 5
As new legislation shines a spotlight on transformation, the challenge for businesses is not just to comply, but to lead. True inclusion demands more than policy, it requires intent, consistency, and a culture that values the contribution of every individual. “Inclusion is seen in how you hire, how you lead, and how you listen,” says Sirputh. “If you want innovation, loyalty, and long-term performance, you need to create environments where women can do more than participate –ones where they can truly thrive.”
How has your role at FUCHS LUBRICANTS evolved into leading sustainability?
GREEN GOALS, bold leadership
Esther Seabi leads sustainability at FUCHS LUBRICANTS
South Africa, drawing on her solid background in sustainability, HR and transformation. Here she shares insights on driving sustainable strategy, overcoming industry challenges, and supporting women leaders.
FUCHS aspires to be the most sustainable lubricants provider and has set some ambitious targets for both the environmental and social aspects of sustainability. We aim to be net zero on scope 1&2 by 2040 – reducing our 2021 consumption and waste by 90%, which means we're not relying on compensation through carbon credits, but aiming for absolute reductions. This required us to develop a roadmap of how this would be achieved while concurrently developing energy efficient projects and using renewable energy. We introduced an energy management system that we aim to have certified by the end of 2025 (ISO 50001). We also focus on the implementation of the Sustainable Development Goals (SDG) – the energy management and climate change aspects being addressed through the above, and the others through our own transformation and ethics programmes. These include no poverty, gender equality, reducing social inequality, and improving the quality
of education, etcetera. In summary, there had to be a greater emphasis on the SDG and on addressing climate change, and over time, developing deeper knowledge in these areas.
What does sustainability mean to you in a corporate setting?
A commitment to positive impact. Understanding the impact of one’s business activities and making an effort to minimise negative impacts and maximise positives. For example, our impact throughout our supply chain: how do our procurement choices influence, for instance, the human rights practices of suppliers? Or the type of materials they offer? Are they aligned to our goals? It involves the integration of sustainability into everyday business decisions through policies and processes.
How have your roles in HR and transformation shaped your leadership style?
They have deepened my understanding of the broader
ESTHER SEABI | SUSTAINABILITY DIRECTOR
socio-economic context and the internal dynamics around issues such as diversity, inclusion, and the building or influencing of organisational culture to address those socio-economic challenges and advocate for a more inclusive environment.
Can you share a breakthrough moment you had as a woman in a male-dominated industry?
I can’t think of any one moment. In fact, I think it is specific to the situation. Being able to read a situation and respond appropriately… and often not being afraid to ask questions. I am a firm believer in dialogue. I strive for understanding. I appreciate that everyone has their own perspective, and I strive to also see through their eyes. Understanding begets understanding. I think demonstrating competence always contributes.
What impact has your transformation work at Lafarge had on communities?
Education has always been an area of interest, particularly as it enables access to quality jobs. Through our maths and science programmes, many learners were able to study and later work in STEM careers. Most of them were female, too, which addressed gender inequalities as well as economic participation.
How do you mentor women leaders, and what have you learned from it?
This is something I really enjoy and feel strongly about. It is satisfying to see people progressing. I am happy to share knowledge and encourage others to take those steps to gain experience. I learnt that listening skills are
critical for deep understanding and problem solving. Listening to people, hearing their concerns, builds their confidence and enables them to be authentic.
What unconventional advice would you give women aiming for leadership in traditional sectors?
It’s OK to be a woman! Bring in your femininity, your whole self. A different voice is needed!
About FUCHS
FUCHS develops, produces, and markets highgrade lubricants and related specialities for virtually all industries. Founded in 1931 as a family business in Mannheim, Germany, FUCHS is now the world's largest independent supplier of innovative lubricant solutions, covering almost every industry and application. Today, the company’s 6 000 employees in more than 50 countries still share the same goal: to keep the world moving – both sustainably and efficiently.
To live up to this claim, we think in terms of perfection, not merely current standards. When developing individual solutions, we enter into an intensive customer dialogue, acting as an experienced consultant, innovative problemsolver and reliable team partner. The results we provide meet not only the highest technological requirements, they also help customers save on operating costs and emissions. Because at FUCHS, sustainability is not merely an empty phrase; it's a mindset – and the basis and aspiration of all our business activity.
LEADING with purpose
As business leader of Castrol South Africa & SADC, Melanie van Straaten is driving growth in one of the world’s fastestevolving markets. With Africa key to Castrol’s global strategy, her leadership combines strategic foresight, customer focus, and people empowerment. In this exclusive interview, she discusses leading Castrol’s transformation through innovation, adaptability, and bold thinking.
In an industry undergoing rapid evolution, how do you define success?
Over the past two years, we’ve undertaken a comprehensive reset of our Africa business. We’ve realigned our strategy to meet change head-on, shifting from a product-centric approach to one deeply rooted in customer needs.
Success, to me, is measured by our ability to simplify, innovate, and consistently deliver tailored solutions that empower our customers. It’s about anticipating their needs and exceeding their expectations in an increasingly sophisticated and demanding market.
What are the industry and regional trends shaping Castrol’s strategy?
Globally, the automotive landscape is shifting toward electric vehicles (EVs). However, Africa’s unique context, particularly in South Africa, with its high energy costs and unreliable power infrastructure, means that widespread EV adoption remains a distant prospect. Instead, we’re seeing growth in affordable combustion- and hybriddriven vehicles, especially from manufacturers entering the market from China. For example, in 2025, 12 new
Chinese auto brands launched models in South Africa, with Chery climbing to a 4% market share in overall sales in a short period of time.
As vehicle sales rise, consumers are becoming more knowledgeable and discerning. High-performance lubricants tailored for increasingly sophisticated engines, particularly smaller and hybrid engines, are in greater demand. Castrol’s strategy acknowledges and capitalises on this shift.
Can you contextualise Castrol’s potential market growth in Africa?
South Africa alone consumes 308 million litres of lubricants annually. When factoring in North, East, and West Africa, that number escalates into billions of litres.
As China continues its shift toward EVs, Africa’s focus on affordable alternatives positions us for exceptional growth. Castrol’s ability to provide high-quality lubricants for both combustion and hybrid engines is a key differentiator.
How are you preparing for this growth?
Our transformation to a customer-centric model is
MELANIE VAN STRAATEN | BUSINESS LEADER
central to our strategy. By eliminating complexity and truly partnering with our customers, we can deliver the best solutions to ensure the safety, performance, and longevity of their assets.
We’re also revising our product portfolio to meet evolving needs and investing in skills development, equipping our people with cutting-edge technical knowledge, practical training, and essential business management and life skills. This comprehensive approach will help us remain agile and responsive to market demands.
What is your greatest challenge leading the business into the future?
People. Without a doubt, our people are our greatest asset and our greatest challenge. In times of rapid change, resistance can stifle innovation and progress. Cultivating a mindset of adaptability and resilience across the organisation is critical to driving sustainable growth.
The pandemic pushed many into survival mode. Now, amid ongoing change, we need disruptive thinkers to meet new challenges and seize new opportunities. At Castrol, we’re investing in skills training to build a
winning mindset, but I also lead by example. I celebrate success, but I also praise courage, especially when someone dares to innovate – even if they don’t succeed every time. That spirit of experimentation is essential. Innovation thrives where courage is applauded. At Castrol, we celebrate bold thinking even when it doesn’t always lead to a win.
Innovation thrives where courage is applauded. At Castrol, we celebrate bold thinking even when it doesn’t always lead to a win.
What would you consider your greatest success?
When I joined BP as a junior manager, I set a goal to reach leadership within 15 years. I achieved that milestone in less than half the time. This wasn’t by chance. Every move and decision I made within the business was intentional, I consistently sought opportunities to broaden my skills, taking on diverse roles across the business to deepen my expertise and enhance my leadership capabilities.
What drives your success as a leader and as a woman?
At Castrol, and increasingly across South African businesses, we’re seeing more women take their place in leadership. Today, over 50% of our leadership roles at Castrol are held by women. To me, leadership is about recognising and elevating talent regardless of gender.
My measure of success isn’t just about personal achievements; it’s about how many people I can uplift and empower along the way. When people succeed and grow, the business thrives.
Weaving connection:
How Mo’s Crib champions women...
Morongwe Mokone, Co-founder of Mo’s Crib and 2024 Veuve Clicquot Bold Woman Award Winner leads a business where 87% of the workforce are women. An SA home decor brand, Mo’s Crib specialises in handmade, eco-friendly pieces using recycled PVC and natural materials, proving that responsible design drives both profit and positive impact.
MORONGWE MOKONE | CO-FOUNDER
In your opinion, how can womenled businesses lead the charge for more inclusive, sustainable business practices?
At Mo’s Crib, we’ve embedded sustainability into our DNA – not just environmentally, through recycling PVC and using natural grasses, but socially, by creating dignified employment and skills development, especially for women. I believe women leaders across the continent are showing that you can run successful, globally competitive businesses while being conscious of people and the planet. Winning the 2024 Veuve Clicquot Bold Woman Award has amplified this message and inspired us to keep innovating responsibly.
What is the impact you’ve seen firsthand from women in business, and how does that translate into growth and innovation at Mo’s Crib?
How do you balance work and personal life as a woman in business, and what advice do you have for others in similar positions?
At Mo’s Crib, 87% of our workforce are women, and the results are remarkable. We've seen higher levels of accountability, meticulous attention to detail, and innovation in both product development and workplace culture. Women bring a sense of care and pride into their work, which contributes to our product quality and operational strength. Their growth is our growth – many of our artisans have upskilled, moved into leadership roles, and now support their families through their income. It’s this ripple effect that proves investing in women isn’t just good ethics; it’s good business.
In your experience, how does a woman’s emotional intelligence and creativity enhance business decision-making and culture?
Women’s emotional intelligence creates psychologically safe environments where people feel heard, seen, and valued. This in turn boosts collaboration and innovation. Creativity and compassion are powerful tools in leadership. In my role as Head of Business Development and Creative Director, I’ve learned that listening deeply and leading with heart results in more meaningful decisions, long-term partnerships, and a culture where people thrive. It's about blending intuition and insight to move the business forward.
Balancing both worlds is a constant learning curve, but I’ve come to value intentional boundaries and rituals that restore me. I take walks in my Pretoria neighbourhood, enjoy cooking and baking, and spend quality time with my family. These moments of stillness are where I recalibrate. My advice to other women is this: honour your rest as much as your ambition. You can’t pour from an empty cup. Build a life, not just a business.
What is your vision for the next generation of women entrepreneurs?
For the next generation? To lead boldly without needing permission – disrupting industries, creating new ones, and doing so sustainably. Initiatives like the Veuve Clicquot Bold Woman Award play a powerful role in spotlighting underrepresented talent and validating our work on global platforms. Winning this award has been a reminder that visibility leads to opportunity, and when one woman rises, she lights the way for others. We need more platforms that celebrate women not just for surviving, but for thriving and leading with intention and impact.
STEERING STRATEGIES
for female-led start-ups
Palesa Mbali Group Director Happy Ralinala shares insights on the evolving landscape of women in business, emphasising the role of resilience, visibility, and purpose-driven leadership. With her work and support of initiatives like the Veuve Clicquot Bold Woman Award, she advocates for systemic change and inclusive ecosystems while encouraging women to lead boldly.
What has been the most significant change for women in business over the last decade?
Over the past 10 years, South Africa has experienced a significant rise in women’s entrepreneurship, solidifying its position as a global leader in this space. According to the 2023 Veuve Clicquot Bold Barometer, 61% of South African women identify as entrepreneurs, with the highest participation among those aged 20 to 29, which is an impressive rate that surpasses global averages and reflects the country’s dynamic entrepreneurial spirit.
Additionally, 72% of aspiring female entrepreneurs in South Africa can name a successful woman they admire, exceeding the global norm. This suggests a strong presence of role models and a supportive business environment that encourages women’s success.
Professor Anita Bosch, who leads the Research Chair for Women at Work at Stellenbosch Business School, stresses the need to overcome structural and cultural barriers that hinder women’s full participation in the economy. Her research advocates for systemic changes in workplace practices to promote gender equality and support women’s advancement in business.
How do you think female entrepreneurs can leverage their resilience and purpose-driven leadership to overcome challenges like
limited funding or representation?
Navigating through challenges with resilience, creativity, and purpose are not just skills women acquire, they are inherent strengths that enable them to build businesses that go beyond profit, often addressing real community needs. Through purpose-driven leadership, women craft compelling narratives that draw in partners, customers, and investors who share their values.
Resilience enables them to adapt creatively to funding constraints, whether through bootstrapping, forming collaborative networks, or tapping into alternative capital sources like angel investors, crowdfunding, or social impact funds. Moreover, their authentic leadership style fosters trust, loyalty, and inclusive team cultures that sustain long-term growth.
However, funding alone is not the silver bullet. Business success hinges on critical elements that go beyond capital, such as access to markets, non-financial support, and strong operational management. A business can only thrive if there is a willing customer base and a sustainable demand for its products or services, backed by strong operational capability.
Funding itself might not be as scarce as it seems. Often, the way entrepreneurs’ package and present their business determines their access to investment. A
CAROLINE NGWENYA | CEO
compelling and investment-ready proposition aligned to market needs and regulatory expectations can open doors to funding, especially from institutions with clear mandates to support women-owned enterprises.
Women must actively seek out diverse funding avenues, whether through development finance institutions, banks, or alternative platforms. Many financial institutions, in fact, have set goals and commitments to invest in women-led or women-owned businesses.
What does it mean for women to create their own tables in business, and how can they ensure inclusivity in their entrepreneurial journey?
Building their own tables in business means women are no longer waiting for acceptance or inclusion from traditional power structures. Instead, they create their own opportunities, define success on their terms, and shape environments where their voices, visions, and values take centre stage. It’s about taking ownership, exercising agency, and reshaping the narrative of influence in the business world.
Still, with this power comes responsibility. I deeply resonate with the principle of not leaving anyone behind. True empowerment isn’t just about personal success – it’s about fostering inclusive ecosystems that uplift others along the way.
Intentional inclusivity is key. It requires amplifying diverse voices and ensuring representation in hiring, partnerships, mentorship, and even the design of products and services. Women entrepreneurs can lead the charge by embedding equity, empathy, and collaboration into the foundation of their businesses.
Ultimately, success is not just measured by individual accomplishments but by the positive impact we have on others. True leadership is reflected in how many we uplift, empower, and create space for on the journey forward.
In your experience, what are some common barriers that prevent women from reaching their full potential in business, and how can these be overcome?
In my experience, some of the most common barriers preventing women from reaching their full potential in business are structural, cultural, and psychological.
Structurally, access to funding remains a major hurdle. Women-led or -owned businesses are still significantly underfunded compared to their male counterparts despite demonstrating strong performance. This is compounded by limited access to networks, procurement opportunities, and institutional support.
Culturally, persistent gender biases shape perceptions of women’s capabilities, particularly in leadership, finance, and technology. Many women also juggle the dual responsibilities of professional ambition and caregiving, often without sufficient support systems to balance both effectively.
On a psychological level, self-doubt, imposter syndrome, and the lack of visible role models can subtly limit how women see themselves and how boldly they show up in high-stakes environment, making them seem risk-averse.
However, this is not a weakness, it is a strength. Risk aversion in this context often translates into measured decision-making, long-term thinking, and sustainabilityfocused leadership. Women are more likely to ask the hard questions, pressure-test ideas, and build resilient businesses that are better prepared for uncertainty.
That said, women must also be encouraged to take bold, calculated risks, especially when it comes to scaling, investing in innovation, or entering new markets. This is where access to mentorship, success stories, and supportive ecosystems become essential. When women are backed, they don’t just take risks, they redefine what’s possible.
Overcoming these barriers requires both systemic and individual action. Financial institutions must intentionally direct capital towards women-led enterprises, and corporates need to embed gender equity in procurement and boardroom representation. Equally important is building peer networks, mentorship circles, and women-focused business accelerators that nurture talent and confidence.
Women must also be supported to own their voice, claim their space, and believe in their right to lead. We must celebrate and amplify female role models, because when women see themselves represented in positions of power and influence, it becomes easier to believe, “That could be me!”
SME boom South Africa’s
By Garth Rossiter, Chief Risk Officer at Lula
South Africa’s SME sector is thriving, driven by renewed political stability, digital transformation, and infrastructure reform. With a favourable currency environment and growing investor appetite, entrepreneurs have a unique opportunity to scale and succeed in 2025 and beyond.
As a business rooted in the South African small and medium-sized enterprises (SME) ecosystem, Lula has never shied away from highlighting the risks and challenges that confront our market. Like many others, we’ve raised concerns about political volatility, power insecurity and infrastructure decay.
an Africa’s conditions for small business growth in 2025 are
But in an age dominated by attention-grabbing headlines and short-term pessimism, it’s equally important, if not more so, to spotlight the real progress being made. Because beneath the noise, the truth is this: South Africa’s conditions for small business growth in 2025 are stronger than they’ve been in years.
Why our small businesses are set to thrive...
South Africa’s SMEs are the backbone of the economy, contributing over 50% to employment and 34% to GDP.
Despite global and local challenges, the conditions for SME success have never been better. From renewed political stability and accelerating digital transformation to infrastructure reform and currency-linked global opportunities, we are entering a golden window for SME growth.
Stable politics, strong institutions
The May 2024 elections ushered in a Government of National Unity (GNU) led by the ANC and DA. This peaceful transition – rare not only in emerging markets but in global markets more broadly – was admirable, restoring investor confidence and accelerating long-overdue structural reforms. The recent ruling reversing the VAT increase reinforced the strength of our democracy, while Operation Vulindlela continues to deliver real progress on logistics, energy and regulation.
For entrepreneurs and investors alike, this represents greater predictability, policy cohesion and reduced systemic risk.
Energy stability
Load shedding, long the bane of business productivity, is no longer the defining narrative. By October 2024, we had enjoyed over 200 consecutive days without power cuts and, barring a few sporadic days, this has continued into 2025. The country’s energy availability factor rose from 55.3% to 63.2%, driven by Eskom’s operational turnaround and rapid private-sector renewable energy deployment.
While load shedding remains a threat and should not be an accepted norm, it’s important to highlight that energy constraints are not limited to South Africa; rolling blackouts occur regularly in the USA too, from California to New York, so it’s important to bear in mind that the grass isn’t always greener across the pond.
Deregulated generation and grid reform are transforming power from a constraint to an opportunity for growth, including driving job creation in the renewables sector. Time and again, SME owners and South Africans in general find opportunity in adversity.
Resilience as a strategic advantage
South African SMEs are among the most battletested globally. Having weathered Covid-19 (sans the government bailouts we saw in many developed countries), macroeconomic headwinds, high inflation, high interest rates and power instability, they’ve emerged agile, digital and adaptive. The digital economy, expected to reach 20% of GDP in 2025, is fuelling rapid expansion in fintech, e-commerce and agri-tech. This strategic resilience is now a core competitive advantage.
Sentiment turns positive
The macroeconomic outlook is also improving. The RMB/BER Business Confidence Index hit a five-year high in Q4 2024, while consumer confidence rebounded to pre-pandemic levels. General consensus appears to be that inflation is forecast to ease to 3.9% in 2025, and this suggests that interest rates will follow suit. As domestic demand recovers, SMEs that invest now stand to gain market share and avoid late-cycle competitive pressures.
Infrastructure investment
For the first time in years, South Africa is executing on its infrastructure vision.
The GNU has prioritised logistics reform, aiming to boost port throughput, modernising rail and unblocking road corridors. Geographically, South Africa has been wellpositioned to manage increased trade and container flows following attacks on ships in the Red Sea as global shipping routes pivoted via the Cape of Good Hope. These logistics improvements will also lower costs and improve market access for SMEs across manufacturing, agriculture and retail.
Africa-facing, globally connected
With a population of over 60 million and a rising middle class, South Africa offers a compelling domestic market. Yet its real strength lies in being a gateway to Africa. Through the African Continental Free Trade Area (AfCFTA), SMEs can access over 1.3 billion consumers.
Sectors like processed foods, textiles, software and professional services are already scaling across borders, supported by fintech platforms and improving connectivity via 5G and sub-sea fibre projects like Google’s Equiano cable (which connects Cape Town with Portugal).
Rand leverage: global business, local cost base
A weak rand has created a structural advantage for exporters, tourism operators and remote service providers. SMEs offering goods or services to international markets, from boutique wine to app development, are capitalising on foreign currency inflows while keeping operating costs in rands.
The rise of returning professionals and location-independent global teams makes it easier than ever to build globally-facing businesses from our shores. For financial services, digital agencies and BPOs, this is a winning formula.
Tailwinds strengthening the SME ecosystem include:
Youth-led innovation
Fintech integration
Skilled talent pool
Remote work infrastructure
With over two-thirds of the population under 35, entrepreneurship is digitally native and innovation-driven.
From payments to credit, local platforms like Lula are removing friction and improving access to capital.
Cost-effective professionals across IT, design, marketing and engineering enable scalable service models.
South African SMEs are tapping global clients without relocating.
Investor appetite In a low-growth global environment, private equity and venture capital are increasingly focused on South African tech, climate and SME growth sectors.
Regulatory reform
BizPortal, SARS automation and reduced red tape improve time to trade.
Continental reach Fintech-enabled trade tools and growing demand from across Africa support scalable growth.
A defining window for growth
South Africa’s SME sector is no longer a story of untapped potential – it’s an engine of resilience, innovation and opportunity.
Structural reform, macro stability and a favourable currency environment are aligning to give entrepreneurs a unique moment to scale. Whether serving customers in Cape Town or California, the pathway to growth has never been clearer.
As President Ramaphosa aptly said in his SONA 2025 address: “We are steadily removing obstacles to meaningful growth.”
For founders, funders and enablers of small business – now is the time to act.
FINANCIAL PLANNING TO THE CLASSROOM Taking
As CEO of the Financial Planning Institute of Southern Africa (FPI), Lelané Bezuidenhout leads a team dedicated to promoting ethical and professional standards in the financial planning profession. With over 26 years of experience in the field, she has a proven track record of developing and implementing effective certification programmes, ensuring compliance with regulatory requirements and a culture of excellence within the profession.
LELANÉ BEZUIDENHOUT | CEO
What inspired you to take on the leadership role at FPI, and what does it mean to you personally?
It was the desire to help shape the future of financial planning, both locally and globally. At the time, I was serving as Head of Standards at FPI, but I felt called upon to play a more strategic role – one that would allow me to contribute to national and international discussions on the profession's growth and impact. I have a deep love for the financial planning profession. It is still relatively young, just over 50 years old – and continues to evolve.
I also saw opportunities for FPI to play a stronger role in consumer education – empowering everyday South Africans to better understand and manage their finances. Becoming the CEO has been a profoundly humbling experience. As an NPO, FPI aligns deeply with my servant-leadership style. This role is more than a job, it is a calling. I am a strong relator and connector, and I believe in bringing the right people together to move the profession forward. It is a privilege to work alongside our professional members as we continue to shape this remarkable profession.
Have you had mentors, and are you mentoring others now?
I am fortunate to have three mentors who guide me on different aspects of my professional and personal development. They are a diverse mix – male and female, younger and older – and each offers a unique perspective. The most valuable trait in a mentor, in my view, is the ability to be authentically honest. You don’t need someone who simply affirms you – you need someone who will challenge you, tell you the hard truths, and help you grow not just for your own sake, but for the benefit of those you lead and the society you influence.
At the moment I am mentoring two incredible female CFP® professionals. Their progress has been extraordinary, and I gain as much from them as I give. Mentorship is a two-way exchange; we grow together.
I also mentor and support a few incoming female CEOs within other professional bodies. The professional body environment is dynamic and meaningful, quite different from, say, a JSE-listed company, and it is a privilege to help others navigate that space. I often recommend the works of Patrick Lencioni, whose insights into leadership challenges and opportunities continue to resonate deeply with those of us leading people, professions, and purpose-driven organisations.
What advice would you give to women aspiring to executive leadership roles?
Leadership is not defined by gender but by a belief in your own ability to lead with purpose, clarity, and conviction. We need our male counterparts just as much as they need us. Yes, we may lead differently, but those differences are our greatest strengths. They allow us to bring balance, fresh perspectives, and empathy into spaces that have long been shaped by a single lens.
My advice? Dress up, show up, and never compare yourself to anyone else. You are uniquely equipped to lead in your own right. Lead with humility, extend grace freely, but also know where to draw the line. You do not need to prove your worth to those who refuse to see it. Walk away when necessary, and embrace collaboration when it serves progress.
Never underestimate the intelligence of others, and do not overestimate your own. Stay curious. Enter every
conversation with an open mind. It is often in the space between differing opinions that innovation is born – and that is where the real power of leadership lies.
What are the top leadership lessons you’ve learned throughout your career?
Do not take yourself too seriously, it is exhausting. Laugh more, love more, live and let live. Our time here is brief, especially when measured against eternity, so make every second count – both for your own growth, and to uplift others.
Avoid spending energy on people or tasks that drain you. Time is the most precious and limited resource we have. Use it wisely and intentionally.
And finally, take a moment each month to listen to the “Sunscreen” song. It’s packed with timeless wisdom and grounding reminders for anyone navigating life, leadership, and everything in between.
How can South Africa better position itself to grow financial literacy and access to advice for all citizens?
Improving financial literacy and access to quality financial advice must be a national priority – because when people understand their money, they gain the power to change their futures. At the Financial Planning Institute of Southern Africa (FPI), we believe this begins with collaboration. Government, regulators, professional bodies, educational institutions, and the financial services industry must work together to ensure financial education is embedded at every stage of life – from classrooms to workplaces to retirement planning.
But financial education is only one side of the coin. We must also ensure that access to professional financial advice is expanded, affordable, and inclusive. This includes growing the number of qualified financial planning professionals – especially in underrepresented and underserved areas – and creating more advice channels that are relevant to the needs of all South Africans.
REVOLUTION The relationship
By Madge Booth, Founder of MOMents Media
Across boardrooms and beyond, women leaders are redefining power – centring empathy, collaboration and connection. This quiet, radical shift is reshaping how we lead, work and succeed – not just for women, but for everyone.
Leadership has long been measured by metrics: profit margins, headcounts and corner offices. But women in leadership are introducing a different currency – one that values connection, collaboration and a redefinition of what it means to lead well. As more women rise through the ranks of business, government and innovation, they are not merely stepping into traditional leadership moulds, they are reshaping the relationships that underpin the workplace itself.
For decades, women entering leadership roles were told to play by the rules of a system not designed for them. To succeed meant assimilating: becoming more assertive, less emotional, more driven. Many complied, climbing ladders built by others, but today’s women leaders are challenging that script. They are not just striving for inclusion, they are creating new models of power, rooted in empathy and shared growth.
Traditional hierarchies are giving way to more dynamic, relational forms of leadership. Empathy is no longer seen as soft – it’s smart. Listening is strategic. Collaboration isn’t a nice-to-have, it’s a competitive advantage. Vulnerability is a powerful force to demonstrate courage. And trust? That’s the foundation.
Across sectors, women are leading teams that thrive on open communication, mutual respect and psychological safety. They are dismantling the idea that leadership must be lonely or hostile. Instead, they’re creating environments where people, and especially other women, can show up fully, contribute meaningfully and grow collectively.
One of the most radical shifts happening is women are making space for each other. After generations of scarcity thinking, where only one woman could occupy the “token” leadership role, today’s leaders are actively mentoring, elevating and collaborating with other women. It’s not about competition, but contribution and collaboration.
This transformation goes beyond gender. It’s about reshaping the culture of work. Women are championing inclusive hiring practices, flexible work structures and purpose-led policies that benefit entire teams. In doing so, they’re not only advocating for themselves, but for a more humane, sustainable, and effective way of doing business.
And yet, the terrain remains complex. Women still carry invisible labour, whether it’s the emotional load at work, the expectation to mentor without formal recognition or the ongoing pressure to prove their value. For those who are also navigating motherhood, the balancing act can be relentless. The “second shift” many face after hours can deepen exhaustion and fuel the quiet question: Is it worth it?
Some answer by leaving. We’re witnessing a global brain drain of experienced women stepping back from the workforce – not because they lack ambition, but because the environment hasn’t evolved fast enough. This loss is more than personal, it’s institutional. Every woman lost to burnout, inflexibility or exclusion is a loss of perspective, talent, expertise and innovation.
To reverse this, organisations must go beyond performative inclusion. True support means designing workplaces where women don’t have to choose between
success and sustainability. It means recognising that corporate culture can look different. It means valuing not just outcomes, but the way those outcomes are achieved.
The women leading this shift don’t always make headlines. They are quietly rewriting the code of leadership in ways that will outlast trends and titles. They build bridges, not silos. They don’t hoard power, they share it. And in doing so, they are inviting others to lead differently too.
In featuring women in leadership, we move beyond applause. We look at leadership shaped by compassion. Influence measured by how many others they lifted, not just how far they’ve gone. Success that wasn’t built on outperforming others, but challenging systems that weren’t built for them in mind.
The women featured in this edition are united by vision and the will to make things better for their companies, communities and the generations that follow. In celebrating them we also renew our collective responsibility: to mentor more, to judge less, to collaborate often and to ensure that leadership doesn’t come at the cost of identity or wellbeing.
"One of the most radical shifts happening is women are making space for each other.”
opportunity BOTTLING
Coca-Cola Beverages South Africa is driving inclusive growth through strategic supplier development, empowering black- and women-owned businesses across South Africa.
At Coca-Cola Beverages South Africa (CCBSA), supplier development is more than a procurement function used as a strategic lever for economic inclusion and sustainable business growth. In a landscape where economic development is a critical imperative, CCBSA is harnessing its scale and partnerships to upskill small businesses, create jobs, and empower a new generation of entrepreneurs, many of whom are women.
Through initiatives like the Supplier Development Programme with Henley Business School and the nationwide BizConnect Expos, CCBSA is intentionally building a more inclusive value chain. Leading these efforts is Busi Thusi, Head of Procurement.
Building suppliers and creating impact
At the heart of CCBSA’s inclusive supply chain strategy is a commitment to building the capacity of small businesses, particularly black- and black women-owned enterprises, to become long-term competitive players in the mainstream economy.
One of the flagship initiatives is the Supplier Development Programme, run in collaboration with Henley Business School. This 12-month programme, which culminates in a Postgraduate Diploma in Management Practice (NQF Level 8), is now in its third cohort and supports over 40 selected entrepreneurs annually. Participants are equipped with advanced business and management skills, with modules covering systematic management practice, innovative wealth creation, value chain management, and integration.
The intent is clear: to move beyond short-term supplier
engagement and instead foster sustainable businesses that can grow, create jobs, and actively contribute to economic transformation. “By investing in our supply chain’s capacity, we not only strengthen CCBSA's operations, but help shift the broader economic landscape. Supporting women entrepreneurs is a critical part of that,” says Busi.
This focus on inclusion goes beyond classroom learning. The programme provides access to mentoring, realworld case studies, and peer networking, creating an environment where entrepreneurs are not just learning, they’re building the foundations of resilient, scalable businesses. Many of the participating enterprises are owned by women who, through the programme, gain critical exposure to best practices in procurement, compliance, and strategic growth.
Scaling supplier support through national roadshows
This year, CCBSA significantly expanded the reach of its supplier development strategy with the nationwide roll-out of the BizConnect Expo roadshows, launched in partnership with I Am an Entrepreneur (IAAE). This series of high-impact events represents a deliberate effort to meet small businesses where they are, providing practical, regionally accessible platforms for growth, learning, and collaboration.
Spanning key economic hubs such as Polokwane, Durban, Gqeberha, Bloemfontein, Elgin, and Johannesburg, the BizConnect Expos are tailored specifically for enterprises that are at least 51% blackowned or fall within the categories of exempt microenterprises and qualifying small enterprises. These businesses form a critical part of CCBSA’s value chain and represent a substantial opportunity to localise procurement and drive inclusive growth.
The Expos are structured around a three-tiered approach designed to provide a comprehensive development experience. Each event features:
• Plenary sessions with industry thought leaders who share insights on scaling operations, navigating business risks, and leveraging innovation.
• Case study-based learning, where entrepreneurs explore real-world examples of business resilience, transformation, and success.
• Business development support, offering tools and resources to improve operational efficiency, strengthen marketing strategies, and enhance product development.
The 2025 Expo series is themed “Time to Step Up”, a concept that reflects the need for agile, resultsoriented strategies to unlock business potential. This focus resonates strongly with emerging suppliers, many of whom are operating in highly competitive and resource-constrained environments.
“The BizConnect Expos are more than networking events; they’re strategic enablers,” says Busi. “Our primary objective is to equip entrepreneurs with the tools they need for growth, not just to survive, but to thrive. We want to ensure our suppliers have the knowledge, confidence, and access to scale their businesses sustainably.”
Importantly, the Expos provide an Access to Markets Exhibitions, a curated platform for suppliers to showcase their products and services not only to CCBSA, but also to other corporate and public sector buyers. This visibility opens critical market access and builds business confidence, particularly for women entrepreneurs who often face greater barriers to entry and growth.
These events also act as a feedback loop for CCBSA, enabling the company to remain closely connected to the evolving needs and challenges of its supplier base. By bringing together entrepreneurs, procurement professionals, and business experts in one collaborative space, the BizConnect Expos reinforce CCBSA’s commitment to a supply chain that is not only transformed but also equipped for long-term performance and economic impact.
IN CONVERSATION WITH
Busi Thusi
Busi Thusi leads the Procurement function at Coca-Cola Beverages South Africa (CCBSA), where she’s redefining how procurement adds long-term value – through strategy, ethics, and inclusive business practices.
What does it take to lead procurement strategically in a large and dynamic organisation like CCBSA?
Driving strategic procurement at CCBSA means ensuring a strong alignment between our procurement strategy and the company’s broader business goals. It’s about delivering value while managing and reducing risk. Collaboration is essential, both with internal partners and suppliers, and underpinned by clear KPIs. At the same time, we have to manage people effectively, embrace technology, and prioritise ethical sourcing to maintain business continuity.
How do you balance short-term cost objectives with long-term supplier relationships and value?
It’s all about understanding the total cost of ownership, not just the immediate price. We view our suppliers as strategic partners and focus on collaboration and communication. By working together to solve challenges and improve processes, we create shared value. Contracts must include KPIs that reflect quality, lead times, reliability and overall performance. That’s how we build mutually beneficial, sustainable relationships.
What are the biggest shifts you’re seeing in procurement, and how is CCBSA responding?
The biggest shift is definitely around digitisation. Technology and AI are creating opportunities for greater efficiency and smarter decision-making. At CCBSA, we’ve introduced e-sourcing tools and automated approval processes using e-forms, and implemented contract lifecycle management (CLM) software to streamline activities. We’re also upskilling our teams in data analytics and supplier relationship management. Another key area is risk, so we’re diversifying suppliers, sourcing locally, and focusing on supplier development.
CCBSA is known for ethical and inclusive sourcing. How are you driving that in your work? We’ve been on this journey for several years now, guided by our Procurement Transformation strategy, launched seven years ago. It’s focused on inclusive sourcing; spending with transformed suppliers and opening up opportunities for new entrants. We support these suppliers through development initiatives that help them grow while aligning with our cost objectives.
We’ve partnered with Henley Business School to offer formal qualifications in supplier development at NQF7 and NQF8 levels, and we’ve also joined forces with “I Am An Entrepreneur” to run our BizConnect sessions. These serve as innovation and learning hubs across regions. Entrepreneurship can be isolating, so these spaces help suppliers connect, collaborate and grow together.
You’ve built your career in a traditionally maledominated field. What’s been key to leading confidently?
Leadership in any space requires a strong mindset, selfawareness, and communication skills. I’ve been fortunate to have mentors and career coaches who’ve helped me along the way. It’s important to be authentic, manage conflict constructively, and be open to feedback. Knowing your strengths and continuously working to grow is crucial. Above all, integrity and professionalism must guide everything you do, and resilience will carry you through setbacks.
Congratulations on being inducted as a CCBSA Master. What was that moment like for you?
Thank you! It was a wonderful surprise! Completely unexpected, but deeply affirming. It made me realise my work is valued by the business. Reflecting on the moment, I realised I’ve practically grown up in this company. There’ve been challenges, but also huge growth, and I’ve gained so much experience. The recognition really boosted my confidence.
How would you describe the impact CCBSA is having through its procurement strategy?
Our procurement strategy is more than just about driving savings, it’s about creating real economic impact. By enabling women, supporting transformed suppliers, and focusing on ethical sourcing, we’re building a more inclusive and sustainable supply chain.
And it doesn’t stop there. Under the leadership of Basetsana-Bame Modimogale, our Public Affairs, Communication and Sustainability (PACS) Director, we’re also engaging with communities and ensuring that our social impact aligns with our business objectives. It’s all part of our commitment to refresh Africa and create shared value.
IN CONVERSATION WITH
Basetsana-Bame Modimogale
As CCBSA continues to align business growth with meaningful social impact, Basetsana-Bame Modimogale plays a key role in ensuring the company does business the right way – balancing regulatory requirements, stakeholder interests, and long-term sustainability.
What have been some defining moments in your leadership journey at CCBSA?
Leadership is progressive – there’s always more to learn. Over time, I’ve led different people with different temperaments and expectations. That’s taught me to be a situational leader who listens,
co-creates solutions, and is open to feedback. Authenticity, fairness, and structure have become cornerstones of how I lead.
How do you lead in a space where public accountability and business impact are closely linked?
It starts with a commitment to doing business the right way. Profit matters, but not at all costs. I make it a point to understand our business strategy and the external landscape: regulations, stakeholder expectations, and broader societal needs. It’s all about creating value while staying accountable.
How does your function support the company’s growth strategy?
I bring my background in commercial strategy to my current role, where our job is to secure CCBSA’s licence to operate. That means understanding how external factors impact growth and ensuring we balance business objectives with societal expectations. Done right, this creates shared value for everyone: business, government and communities.
In fast-changing environments, how do you keep your team focused and responsive?
I work with a strong team of leaders. I remind them to stay close to our business strategy, understand our internal stakeholders, and focus on removing barriers to growth. We assess risks that could impact the business and proactively find ways to support our vision to refresh Africa and create shared value.
What advice would you give to young women wanting to lead at the intersection of business and social impact?
Be curious, teachable, and willing to take feedback and risks. Understand the macro environment – how law, politics and economics influence both society and business: today’s world needs lateral thinkers who can solve complex problems and drive innovation. Most importantly, be kind to yourself and learn from setbacks, but don’t stay stuck in them.
South Africa
Fuelling energy with responsibility BHR in Africa:
As Africa enters a pivotal decade of energy development, the demand for reliable, sustainable power is reshaping the investment landscape. At the same time, the need for a responsible transition that respects human rights is increasingly urgent.
By Pooja Dela and Dylan Cron, partners at Webber Wentzel
Business and Human Rights (BHR) offers a framework for managing this tension. Rooted in the UN Guiding Principles on Business and Human Rights (UNGPs), it sets out how businesses should respect human rights throughout their operations and supply chains, and how states must protect those rights through regulation, enforcement and access to remedy. For energy stakeholders – governments, investors, developers and communities – BHR is no longer a peripheral concern. It is a core driver of responsible growth, risk management and legitimacy in a rapidly evolving global and African energy ecosystem.
BHR is anchored in three foundational pillars of the UNGPs: What is Business and Human Rights (BHR)?
1 2
3
The state duty to protect human rights through policies, regulation and enforcement;
The corporate responsibility to respect human rights by conducting human rights due diligence (HRDD); and
Access to remedy for individuals and communities affected by business-related harm.
While once viewed as a voluntary commitment, these principles are increasingly being entrenched in binding legal frameworks. Recent instruments, such as the EU Corporate Sustainability Due Diligence Directive (CSDDD), Germany’s Supply Chain Act, and France’s Duty of Vigilance Law, impose legal obligations on companies (including private enterprises) to identify, prevent and mitigate human rights and environmental risks across global value chains and create liability for failing to do so.
Why BHR Matters in the energy sector
Energy projects – whether related to oil, gas, renewables or critical mineral extraction – have a disproportionately high human rights risk profile. Common risks include:
• displacement of communities through land acquisition or infrastructure expansion
• adverse impacts on indigenous peoples’ cultural rights
• Inadequate stakeholder engagement and the lack of Free, Prior and Informed Consent (FPIC)
• labour rights violations in construction and mineral supply chains
• environmental degradation affecting water, health and livelihoods
• the use of excessive security forces or militarisation of project zones
In an age of rising stakeholder activism, ESG litigation and reputational exposure, energy companies that fail to integrate BHR into their business models risk project delays, financing constraints, legal liability and community opposition. Conversely, companies that lead on BHR create resilience, de-risk investments, and foster enduring partnerships with governments and communities.
Africa’s energy future
Africa is poised to become one of the most dynamic frontiers for energy investment globally. The continent’s population is growing rapidly, with urbanisation and industrialisation driving exponential energy demand. At the same time, Africa is richly endowed with renewable resources and critical minerals that are essential to the global clean energy transition.
Major energy investment opportunities include:
• utility-scale solar, wind and hydro projects powering urban growth
• off-grid and mini-grid solutions bringing electricity to underserved rural areas
• cross-border energy infrastructure that links regional power pools and boosts energy security
• hydrogen, green ammonia and energy storage ventures attracting global partnerships
• local beneficiation and value addition of critical minerals such as cobalt, lithium and graphite
Countries such as Kenya, South Africa, Namibia, Egypt, and the Democratic Republic of the Congo are already hubs of activity. Projects such as Kenya’s Lake Turkana Wind Power Project, South Africa’s Renewable Energy Independent Power Procurement Programme (REIPPP), and Namibia’s ambitions in green hydrogen, are reshaping the narrative. However, several of these projects
have encountered friction regarding land use, community engagement and benefit-sharing.
This underscores why BHR is not only relevant, it is essential. African energy development often intersects with vulnerable communities, informal land tenure, historical marginalisation and weak governance environments. Failing to address these dynamics invites risk. Integrating BHR offers a pathway to do better.
BHR can help companies:
• build and maintain a social licence to operate
• secure funding from development finance institutions and ethical lenders that mandate HRDD
• prevent litigation, protests and reputational harm
• align with host government development goals and Africa’s Agenda 2063
Importantly, Agenda 2063 seeks to position Africa as a global powerhouse, one committed to inclusive and sustainable development. This mirrors the core language and aims of BHR.
For African states, embedding BHR into national energy policy enhances investor confidence and futureproofs infrastructure development. It also empowers governments to regulate more effectively and ensure that energy development is not only fast, but fair.
Global lessons
While Africa is on the cusp of major energy and infrastructure development, recent legal developments in the Global North offer cautionary insights:
• Shell v Okpabi (UK): The UK Supreme Court confirmed that parent companies can be held liable for human rights harms caused by foreign subsidiaries. Although the case arose from alleged environmental damage in the Niger Delta, the precedent may apply well beyond that context.
• TotalEnergies climate litigation (France): NGOs sued the oil major under France’s Duty of Vigilance Law, which creates binding obligations on entities (including parent companies) to identify, prevent, mitigate and redress human rights and environmental impacts resulting from their own activities, as well as those companies under their control, subcontractors and suppliers.
• Fosen Wind Farm case (Norway): The Norwegian Supreme Court ruled that land expropriation and licensing for certain wind farms violated the rights of Sámi indigenous reindeer herders under International Law, highlighting the importance of FPIC, even in the context of renewable energy development.
These cases reinforce that the energy transition itself carries human rights risks. Whether in the Global North or South, renewable does not automatically mean responsible. If clean energy is built on compromised rights, it will not be sustainable in the long term.
Charting a rights-respecting path for Africa’s energy sector
Africa has a unique opportunity to leapfrog –not only in technology, but in governance. By embedding Business and Human Rights into the DNA of energy projects, the continent can avoid replicating extractive models of the past and build an energy future that is clean, inclusive and equitable.
For developers, investors and governments, the message is clear: modern considerations extend well beyond megawatts and minerals. Respecting human rights is not a constraint, it is a catalyst for sustainable growth.
Brindging education, employment
& economic growth
The appointment of Professor Pamela Zibuyile Dube as Vice-Chancellor of the Central University of Technology (CUT) marked a milestone in South African higher education. Not only is she the first woman to lead at CUT, she is also the first female VC of any university in the Free State – a achievement that brings both visibility and weight to broader efforts around transformation, governance, and institutional performance.
Professor Dube steps into the role at a time when the sector faces significant questions about governance, funding, inclusion, and its role in driving national development. With a career spanning senior roles in student affairs, university governance, and policy advisory work, she brings a multi-dimensional understanding of the challenges and opportunities
facing South African universities. Her priorities at the institution reflect this perspective, as she speaks of transformation not only in terms of equity but also in the alignment of academic work with the needs of society.
Central to her leadership philosophy is a desire to reframe how society understands and uses technology. She is clear that a university of technology should be more than just a pipeline for employment. “Our mandate goes beyond market readiness,” she says.
“We must invest in advanced qualifications and technological capacity that can drive real impact across health, infrastructure, agriculture, service delivery and economic sustainability.” In her view, transformation includes both the content of education and its purpose: it must equip graduates with skills to address structural inequalities and build sustainable futures.
Student empowerment and stakeholder alignment
One of Dube’s enduring priorities has been student wellbeing – an area she championed during her time as Dean of Students at Wits University. There, she led initiatives such as the Wits Food Bank to address food insecurity,
and worked to create access for underfunded and unfunded students, including student athletes. Her commitment to student support carries through to her work at CUT, where student empowerment, especially that of young women, is a key institutional focus. Through programmes such as the Next Generation Women in Leadership (nGenWiL), CUT is investing in the long-term development of women in academia and leadership.
CUT’s role in bridging higher education and the world of work is another focal point under Dube’s leadership. Recognising that universities of technology must respond directly to economic needs, she is deepening the institution’s engagement with business and government partners. CUT’s Vision 2030 strategy places strong emphasis on stakeholder alignment, both domestically and internationally. Strengthening collaboration with leading universities globally is part of this, but so too is ensuring that academic research and teaching translate into tangible outcomes for local communities.
This work is underpinned by CUT’s core areas of strength – particularly in applied research. The university is advancing innovation in additive manufacturing, agriculture, and food safety. These fields are key to the institution’s mission of delivering practical, sustainable solutions, often in direct collaboration with partners in the manufacturing and agricultural sectors. These industries, Dube notes, are critical for knowledge transfer and long-term regional development.
Digital infrastructure and skills development are also high on the agenda. Through investments in ICT labs and partnerships such as the Samsung Innovation Campus, CUT students are gaining hands-on experience in artificial intelligence, coding and programming –all essential capabilities for the demands of a digital economy. For Dube, developing entrepreneurial thinking is just as important as equipping graduates for the job market. CUT, she insists, must play a leading role in building entrepreneurial ecosystems and cultivating future-ready leaders with both competence and compassion.
Funding pressures and institutional integrity
But Dube is under no illusion about the broader pressures bearing down on the sector. A critical concern is the persistent funding gap facing the so-called
“missing middle” – students who do not qualify for NSFAS funding, yet cannot afford rising tuition fees. “A large portion of the middle class, particularly civil servants, are left financially stranded,” she observes. Each year, the academic calendar begins under the shadow of protests against financial exclusion – a pattern that has become routine. “Ironically, many of these students eventually register, which highlights the need for a more sustainable and proactive funding model. It’s a recurring issue that remains unaddressed at a systemic level.”
Governance remains another area of national concern, as institutions face heightened scrutiny over allegations of corruption, maladministration and internal dysfunction. She acknowledges the seriousness of these issues. “When public confidence is undermined, it affects everything – from student morale to institutional credibility. We need to reassure our core stakeholders – the students – that their education is secure, that the quality is high, and that the ethical foundations of our institutions are intact.” Despite the challenges, she believes the sector is still capable of course correction. “There is hope for a better future for our universities, and for the university of technology in particular.”
At CUT, community engagement is central to the university’s purpose. Dube sees business, government, and civil society as equal partners in applying technological and social innovation to real-world problems. Whether this is through collaborative research, digital training initiatives or health-focused interventions, CUT is positioning itself as a driver of inclusive development – one that is rooted in its regional context but connected to global trends.
Professor Dube’s leadership marks a decisive moment for CUT and for the Free State more broadly. It reflects not only a shift in who leads universities, but also how they are led – with strategic clarity, social responsiveness, and a deep commitment to the public good.
Weaving African stories MaXhosa:
MaXhosa, the SA luxury knitwear brand founded by Laduma Ngxokolo, has made the jump from fashion to lifestyle, introducing the world to Xhosa-inspired design with a presence in The Big Apple and France. Key to this success is Ngxokolo’s sister, Lihle Ngxokolo Nqini , MD at MaXhosa Africa. We sat down with her for a fireside chat.
LIHLE NQINI | MANAGING DIRECTOR
MaXhosa Africa has evolved from a knitwear label to a fully-fledged lifestyle brand. What inspired this expansion beyond fashion into homeware and lifestyle products?
Our evolution into a lifestyle brand was a natural progression. MaXhosa was always more than just fashion, it is about storytelling and culture. As our community grew, we saw an appetite for our design language to live beyond garments, in people’s homes and in their daily life. The expansion into lifestyle allowed us to extend our visual identity into new spaces while deepening our connection with clients who see MaXhosa as a reflection of their pride and modern aspirations.
How do you ensure that the brand’s cultural heritage remains authentic and central, even as you diversify into new product categories like rugs, cushions, and wallpaper?
Authenticity is our DNA. Every product, whether it’s an accessory or a rug, begins with a cultural reference. It’s not about translating culture for the sake of a trend; it’s about preserving and celebrating it in a contemporary global language.
Sustainability is a core value for MaXhosa, particularly through repurposing unused items. Can you share some specific ways you incorporate sustainability into your production and design process?
We repurpose what would have been considered waste into unique pieces and accessories. We do this by introducing upcycled patchwork garments and accessories that tell new stories through their construction.
How would you describe your leadership, and can you share a moment when this approach was crucial for MaXhosa Africa’s growth?
I would describe my leadership style as situational, adaptable and responsive to the needs of the moment. At MaXhosa Africa we operate in a dynamic and fastpaced industry where no two seasons are ever the same and our team members bring different strengths, personalities and levels of experience.
This approach was crucial was during the rapid growth we experienced as the brand organically gained greater local and international exposure. We suddenly had to
scale up production, onboard new staff and meet new demand, all while staying true to our values.
As a woman leading a major African brand in a competitive global fashion space, what are the challenges you have faced, and how have you overcome them?
There are still unspoken barriers and biases, especially as a Black woman in leadership. I’ve had to assert myself in rooms where our work and I were misunderstood or underestimated. But I’ve learned that results, consistency and clarity speak loudest. I’ve recently also leaned into building networks of support.
MaXhosa Africa has a presence abroad. How do you tailor your marketing and product offerings to appeal to such diverse markets?
We stay true to who we are, but we’re also highly observant. Our core identity doesn’t change, but we adapt in ways that are respectful and relevant to that certain market. In New York, storytelling is key. In France, there’s an appreciation for craftsmanship.
How do you see the global appetite for African fashion and lifestyle products evolving in the next five to 10 years?
The global appetite is growing and it’s not a trend. The world is finally recognising the originality of African creativity. I see African fashion being central in global conversations – influencing design, innovation and even sustainability.
As MaXhosa Africa aims to scale further, what are the new products, markets, or collaborations that excite you the most?
I’m especially excited about expanding our lifestyle range. Collaborations are also key as we explore partnerships that specialise in certain areas. We are working on a number of products that can’t be mentioned at the moment.
What role do you think African heritage brands like MaXhosa can play in shaping the global fashion and lifestyle industry?
We’re reframing the narrative. For too long, African heritage has been referenced by others. Now, we’re telling our own stories. Brands like MaXhosa show that heritage can be modern, luxurious and globally relevant.
women entrepreneurs in SA A new paradigm for
Shireen Motara, Founder & CEO of The Next Chapter, highlights how South African women entrepreneurs are reshaping success –building purpose-led businesses that prioritise impact and legacy, even in the face of funding gaps and systemic bias.
By Shireen Motara, Founder & CEO of The Next Chapter Studio
In South Africa’s fast-paced entrepreneurial landscape, success has long been measured by conventional markers: profit margins, growth trajectories, and investor rounds. However, for a growing number of women entrepreneurs, including me, these measures feel one-dimensional and misaligned with the complex and nuanced reality of what it means to build something meaningful in today’s world.
As women, our motivations for launching businesses often run deeper than financial reward. Many of us are driven by a sense of purpose. By a desire for impact. By the need to rewrite our personal and professional stories on our own terms. And while the challenges we face are real access to capital, systemic bias, and work-life imbalance, what’s more powerful is how we are redefining success to reflect what truly matters.
At The Next Chapter Studio, our work is anchored in helping women navigate transitions, whether that’s shifting careers, launching new ventures, or rediscovering themselves after significant life changes. We believe that success begins within – rooted in self-awareness, selfleadership, and overall wellbeing. These aren't buzzwords; they’re the backbone of sustainable, impactful leadership.
When a woman is supported holistically, she’s empowered to build a business that aligns with her values, nurtures her personal life, and contributes meaningfully to her community. This is the new currency of success, one that values depth over scale, intention over hustle, and purpose over pressure.
We see this shift in the rise of women-led ecosystems that prioritise collaboration over competition. In this way women are using business to create safe spaces, support networks, and platforms for others. We see it in how success now includes taking rest seriously, choosing clients with care, and building revenue models that allow for freedom, not burnout.
It’s time for our national narrative around entrepreneurship to evolve and reflect this. Celebrating women founders shouldn’t only happen when they’ve hit the million-rand mark. It should also honour the woman who started her first side hustle at 45. Or the single mother who built a brand during maternity leave, and the founder who chose to stay small to stay sane. These stories are equally valid, equally powerful, and equally successful.
As we look ahead, I believe the future of entrepreneurship in South Africa lies in redefining success, not just for women, but through the leadership of women. It’s about rewriting the rules, reclaiming our pace, and leading from the inside out.
At The Next Chapter Studio, we’re proud to be part of this movement. And we invite every woman, every founder, and every dreamer to define their next chapter – their way.
International Women in Engineering Day (INWED)
Celebrated each year on 23 June, the day honours the achievements of women engineers across the globe while highlighting the critical need for diversity, equity, and inclusion (DEI) in STEM careers.
Founded by the Women’s Engineering Society (WES) in the UK, INWED is a global movement to inspire future engineers and promote more inclusive, innovative work environments. As the engineering industry navigates persistent skills shortages and rapidly evolving technologies, embracing diverse perspectives is no longer optional, it’s essential. Inclusive teams have been shown to drive better solutions, more resilient infrastructure, and broader social impact.
INWED 2025's global theme, #TogetherWeEngineer, aligns with leading Cape Town engineering consultancy
Zutari's core belief that innovation thrives when people from diverse backgrounds, disciplines, and experiences come together – which is why the firm proudly supports the movement.
As a purpose-driven firm committed to sustainability, people-centred design, and impact-driven engineering, Zutari recognises that the future of the profession must be inclusive to be truly effective. In celebration of INWED 2025, Zutari is highlighting three female engineers whose leadership, resilience, and vision are helping shape a more equitable and sustainable future for all.
"Zutari understands that transformation does not happen in isolation. It takes courage, collaboration, and community."
Often described as a “jack-of-all-trades,” Xakayi brings versatility, expertise, and passion to her role as an environmental specialist at Zutari. Her work covers environmental permitting, regulatory auditing, and compliance monitoring, ensuring projects exceed environmental and legal standards.
A standout moment in her career was contributing to the award-winning Kathu Solar Park project, where she helped author and assess key environmental reports. She is also pursuing a master’s degree, which she describes as “liberating and empowering,” reflecting her commitment to lifelong learning and sustainable leadership.
Zutari is a workplace that is “increasingly inclusive”, especially at the technical and middle-management levels, says Xakayi. “I have witnessed Zutari make meaningful strides toward building a more inclusive and supportive environment, especially at those levels; women are increasingly empowered to contribute and grow within the organisation,” she says.
These efforts, she adds, have created a sense of belonging and opened doors for professionals like her to grow. Still, she believes greater focus is needed on mentorship and leadership development at the executive level. “While progress is evident, it is essential that we continue to focus on creating clear pathways for leadership development, mentorship, and succession planning for all employees. I am optimistic that by prioritising these initiatives, Zutari can build on its achievements and shape a leadership team that truly reflects the diversity and talent within our workforce.”
Aa’isha Dollie: Design Manager and Public Realm Team Lead
As Design Manager and Public Realm Team Lead, Dollie oversees over SAR 80 million (Saudi Riyals) in public art and landscape contracts for Saudi Arabia’s Diriyah Phase II project.
Her academic and work career is marked by key achievements: she graduated with an honours in Civil Engineering, developed a pioneering net-zero water
strategy, earned an MBA, and was named Zutari’s Young Engineer of the Year in 2025. She is also the youngest person promoted to her current leadership role.
“Zutari is fortunate to have forward-thinking leaders who look beyond gender constraints to recognise, harness and nurture talent,” says Dollie. “There is still a long way to go, but there have been noticeable efforts made to advance the careers of women, especially when it comes to senior position promotions.”
INWED 2025, she says, is about collective impact. “This is not just about women supporting women. It is about communities questioning the traditional stigmas we have imposed upon ourselves and thinking about how much more value we could create without them.”
Zutari’s efforts to support women in engineering begin early, through school outreach and community events that introduce girls to STEM. “This is very important because subject selection in high school is an early constraint that challenges one’s eligibility for a STEM career,” Dollie says.
Her message for women in engineering is clear: “To not allow ourselves to be underestimated and overlooked just because we are women and are seen as less capable.” Looking ahead, she’s focused on growing Zutari’s presence in the Middle East and being in a position “to honour and pay forward all the support (she has) received by supporting, encouraging and mentoring emerging professionals.”
Kerrylynn Chetty: Technical Team Lead, Energy Unit
As the only female Technical Team Lead in Zutari’s Energy Division, Chetty understands the weight and power of representation. “I am acutely aware of both the challenges and significance of female representation in technical leadership,” she says.
Chetty says that #TogetherWeEngineer speaks to solidarity between women supporting each other and between allies of all genders who believe in creating an inclusive, equitable space for engineering development. “It is about recognising that when we bring diverse minds and voices, engineering becomes multi-dimensional. This mindset makes it more than just a theme; it is a call to action. My personal experience and the 2025 theme remind me that while individual determination opens doors, real transformation happens when we move forward together.”
It is about recognising that when we bring diverse minds and voices, engineering becomes multi-dimensional. This mindset makes it more than just a theme; it is a call to action."
Her appointment alone gives her confidence that the company is making meaningful progress toward gender equality. However, it goes further: she is also being led by a female Managing Director. Chetty also has two highly skilled female technical resources in her team.
“It sends a powerful message that, in Zutari, women are trusted not just to lead projects but also to lead entire business units. The multifaceted inclusion of females in the engineering fields within Zutari displays the top-down and bottom-up inclusion to achieving gender equality and female empowerment,” Chetty adds.
“At my core, my love of teaching, learning, and the development of people and staff makes me proudest,” she adds. She has mentored more than 10 engineers and technologists to professional registration with the Engineering Council of South Africa. Her personal motivation is to be a source of inspiration and guidance to people in the workplace. Despite the pressures faced as a team, it gives her great joy to prioritise the growth of each team member.
Her academic achievements include a bachelor’s degree in engineering (cum laude), a master’s degree in engineering (cum laude), a Government Certificate of Competence for Electrical Engineers in Factories, a master’s degree in business administration, and professional engineering registration with the Engineering Council of South Africa for more than 10 years.
She adds that Zutari is an organisation that goes beyond numbers and ticking boxes. It actively fosters a culture where women are heard, empowered, and positioned to shape strategy. There is a strong display of active mentorship, inclusive leadership development, and a celebration of women through various initiatives and programmes.
“I have seen firsthand that the support is real, and the intention is clear that the way for other strong, technically competent females to follow suit has been paved. The barriers are slowly breaking away. I believe this reinforces the importance of representation at every level, from the site to the boardroom.”
This demonstrates that women are not only capable of driving technical excellence but also shaping the future of the industry. “Of course, being the only women in a team lead position in the Energy Division is a reminder that our work is not done. Women have now been invited to the table, but we need to encourage and focus on speaking up, leading, and influencing.”
Engineering the future - together
Zutari understands that transformation does not happen in isolation. It takes courage, collaboration, and community. Its support for INWED 2025 is part of Zutari's broader commitment to cultivating a workplace where everyone can thrive, lead, and innovate, regardless of gender.
Xakayi, Dollie and Chetty’s stories remind us of what is possible when talent is nurtured and empowered. #TogetherWeEngineer is more than a hashtag; it is a blueprint for a more inclusive future.
happen in isolation. It takes courage, collaboration, workplace where everyone can thrive, lead, and blueprint for a more inclusive future.
the bar Raising
Architect, sommelier and CEO Caroline Ngwenya is the powerhouse behind the Black Wine Renaissance Expo 2025. She shares how the event is rewriting the rules of South African wine, one bold pour at a time.
The inaugural Black Wine Renaissance Expo 2025 marked a historic moment for South African wine. What inspired you to create this platform, and how was it received?
The Black Wine Renaissance Expo signals a bold new era for South African wine. Despite over 360 years of winemaking in South Africa and an annual industry turnover of ±R57 billion, Black-owned wine brands attribute less than 1% of that figure – and have only held ownership for just two decades. The Black Wine Renaissance Expo exists to change that, to rewrite this reality: to amplify visibility, unlock access to markets, and drive the growth of Black-owned labels in both reach and revenue.
The response to our 9 May 2025 press launch at BMW Cape Town City was overwhelmingly positive, confirming the Expo is long overdue. And we're excited for our first official event set for the summer 2025–2026.
We gratefully acknowledge our core partners: BMW, Crystal Direct, and Clear World South Africa (custodians of San Pellegrino and Acqua Panna).
What was it like curating over 54 Blackowned wine brands for the Expo? Were there moments that surprised you?
To my joy, South Africa is home to over 82 Black-owned wine brands – far beyond the 54 we curated for the Expo. I reached out to each brand personally. This wasn’t just outreach; it was a sacred invitation.
Some moments stayed with me: meeting Miranda Abrahams of Birthmark of Africa Wines by chance; her humility and her story moved me deeply. Reconnecting with Banele Vakele of Tembela Wines, who honours his mother through his craft... I was inspired by Lindile Ndzaba of Khayelitsha’s Finest, Vivienne Kleynhans of Seven Sisters, and Berene Sauls of Tesselaarsdal, all of whom underscore how rich and diverse this tapestry is. Another special moment for me was connecting with Aubrey Ngcungama, founder of Aubrey Wines. He has been one of the most enthusiastic supporters of this initiative. Tasting his Sauvignon Blanc, “Sangena” – a Zulu phrase meaning “we are entering” – was a powerful experience. The name captures the spirit of the movement: bold, unapologetic, and kicking the doors open.
CAROLINE NGWENYA | CEO
How are events like the Black Wine Renaissance Expo reshaping narratives and opening doors? The Expo doesn’t just open doors – it pulls them off their hinges. It creates real access, connecting producers with importers, sommeliers, retailers, and hospitality buyers. We’re rewriting the narrative – not tweaking it, but rebuilding it from the ground up. We are dismantling exclusion and building a new blueprint for access, recognition, and equity.
For too long, Black-owned wine brands have existed in the shadows – rich in story and craft but denied shelf space, market access, and media visibility. The Expo is a bold cultural correction: an intentional, designed response to decades of silence. It’s a national campaign of restoration. We’re changing public perception –positioning Black-owned wines not as “alternative”, but as luxurious, exceptional, and worthy of celebration. Beyond tastings and trade shows, the Expo includes panels, art, lifestyle experiences, masterclasses, and wine education – all crafted to elevate how wine is seen, understood, and enjoyed.
Tell us about your wine journey and how it evolved into such a multifaceted business. While studying communications at university, I took a waitressing job and was stunned to see a bottle of wine priced over R4 000. That sparked curiosity. So while studying, I enrolled at the Cape Wine Academy and qualified through the SA Sommeliers Association. I saw a gap: a need for a concierge-style wine consultancy to help people pair the right wine with the right moment. That led to The High Cellar, a wine consultancy and brokerage firm where I curate cellar selections for private clients. From there, I launched my own label, Majesty Wines, and eventually, the Black Wine Renaissance Expo. The thread through it all? Spotting opportunity and believing every gap is a gateway.
Majesty Wines has a distinctly luxurious and regal brand identity. What was the inspiration behind it? And how do you approach crafting wines that are truly fit for royalty?
Majesty Wines is a living tribute to the invisible crowns worn by women. It celebrates the strength, grace, and resilience of women who rise in a world not designed for them – women who enter male-dominated industries, raise children while chasing dreams, endure exclusion, and still show up with power and poise. Inspired by the
regal women I was raised by – especially my paternal grandmother – Majesty Wines is a love letter to those whose dignity and discipline shaped me.
What does leadership mean to you, especially as someone pioneering new paths in both the business and cultural dimensions of wine?
Leadership is wearing the invisible crown daily. Rising from rejection, walking forward with vision, and working hard even when no one’s watching. It’s consistency, discipline and fire. Leadership means not settling after one win, but defining the pace and creating the narrative. In wine, it’s breaking open doors never built for us, carving paths beyond limitation or privilege. True leadership is pioneering – blazing new trails without a map, building a legacy that inspires others to follow.
For too long, Black-owned wine brands have existed in the shadows – rich in story and craft but denied shelf space, market access, and media visibility.
What are the barriers you have faced as a Black woman entrepreneur, and how have you overcome them?
I’ve faced exclusion, bias, and discrimination, but I refused to shrink to fit. My destiny has always been to lead, to pioneer, to trailblaze, to create without consent. In building, I found my power; in creating, my freedom. I’m here to inspire others to own their authority and change industry narratives.
What’s next for the Black Wine Renaissance, and for you?
The Black Wine Renaissance is growing beyond an event. We’re launching a podcast and editorial platform focused on financial literacy, operational excellence, and building wine businesses that are not just beautiful, but bankable. The Expo is expanding into a national circuit – leaving behind tools, access, and infrastructure to sustain growth. For me, I’m developing The Wine Matriarch magazine, opening a wine lounge, and preparing to take the Renaissance global.
The future isn’t just promising, it’s unfolding. And I’m here for all of it.
THE COAL SECTOR Steering innovation in
Founder and CEO Marcia Machuba leads Otsile Kaelo Mineral Processing with technical expertise and strategic vision, driving ethical, innovative, and cost-effective solutions to transform South Africa’s coal mining sector in a rapidly evolving industry.
MARCIA MACHUBA | FOUNDER AND CEO
You’re a qualified metallurgical technologist with deep experience in coal mining. What drew you to this field, and what keeps you inspired today? I have always been fascinated by how raw materials are transformed into valuable minerals through mining and processing. Metallurgy offered the perfect path to explore this interest, allowing me to study minerals, materials, and the methods used to process them. Little did I know how broad and dynamic the metallurgical field truly is.
What keeps me inspired every day is my passion for problem solving, and metallurgy constantly presents opportunities to improve processes, tackle challenges, and innovate in ways that make a real impact.
Process plant design and optimisation are core to your work. What common mistakes do you see in plant operations, and how do you help fix them?
A common mistake in process plant operations is the lack of integration between design and operations teams, which often leads to impractical layouts or systems that are difficult to operate and maintain. This disconnect can result in inefficiencies, safety risks, and higher long-term costs. To address this, it’s essential to involve operators early in the design process through structured reviews such as HAZOP studies and operability assessments. Using simulation tools or digital twins can also help validate designs and provide valuable training before startup. Ultimately, ensuring collaboration across disciplines leads to more practical, efficient, and safe plant designs.
The mining sector is changing. What are the biggest shifts you’ve seen recently, especially in coal processing?
A key shift in coal processing is the move towards dry processing methods to reduce water use and environmental impact. As traditional methods rely heavily on water, new technologies like air jigs and sensor-based sorting are being adopted. These approaches help conserve water, cut down on tailings, and support more sustainable mining, especially in dry regions.
Your mission includes values like humanity and ethical business. In practical terms, how do those values show up in your day-to-day operations?
At Otsile Kaelo Mineral Processing, our commitment to values like humaneness and ethical business is evident in our daily operations. We prioritise ethical conduct by adhering to industry best practices and regulatory standards, ensuring that our services are delivered with integrity and transparency. Our focus on humanity is reflected in our dedication to safety, employee wellbeing, and community engagement, fostering a work environment that respects and values every individual. By integrating these core values into our operations, we aim to contribute positively to the mining sector and the communities we serve.
What has been one of your most rewarding projects, and why?
The most rewarding project for Otsile Kaelo Mineral
Processing was with Ndalamo Resources at their North Block Complex in Emakhazeni. It was our first project, and in the beginning the challenges seemed endless, but that gave us the required experience and acumen to run a profitable and sustainable project. Working with a big mining house like Ndalamo Resources has given us credibility and visibility as a mineral process company.
You’ve built your career in a traditionally maledominated space. What are the challenges you have faced, and what would you say to women entering the industry now?
As a woman in mining, I’ve faced challenges like overcoming stereotypes and proving my expertise in a male-dominated industry. One specific challenge was gaining recognition in technical discussions where my input was sometimes overlooked. My background in metallurgical engineering and results-driven approach have helped me navigate these obstacles. Seeking mentorship and building a strong professional network have also been key to my growth. Resilience, confidence, and consistently adding value have been my biggest strategies, and I advocate for inclusion by creating opportunities for other women in mining.
My advice to young women interested in mining is to be bold, resilient, and to continuously invest in learning. Mining is a challenging but rewarding industry, and there is space for women to thrive in technical, operational, and leadership roles.
You live by a quote about mindset and personal growth. How has that shaped the way you lead and make decisions?
This mindset guides me to lead with purpose and focus, knowing that my thoughts shape my direction. It helps me make clear, forward-looking decisions and encourages my team to stay intentional, accountable, and aligned with long-term goals.
What’s next for your company? Are there areas you’re looking to grow or innovate in, in the near future?
Otsile Kaelo Mineral Processing is expanding beyond coal into platinum and ferrochrome industries. The company aims to apply its expertise and high standards to these new sectors, focusing on growth, innovation, and maintaining its strong commitment to quality and ethical practices.
Democratising justice through AI Lawyered UP:
Co-founder and CEO Serisha Baratt shares how the platform is scaling impact, reducing costs, and building legal infrastructure for the future.
SERISHA BARATT | CO-FOUNDER
What motivated you to co-found Lawyered Up, and how has the company’s mission evolved since its inception?
In 2019, I attended the World Economic Forum conference and heard a panel on legal tech. It was spoken about like a far-off concept, but to me, it felt urgent. I became obsessed. In 2020, I launched the first version of the product, which we later pivoted from after recognising the deeper ecosystem gaps in the market. Two years later, I met my co-founder, Deji, who shared the same bold vision. Together, we began rebuilding the platform with stronger AI infrastructure and a broader mission: to simplify, scale, and democratise access to legal services for businesses across Africa and beyond.
It has now evolved into a dynamic legal ecosystem. We’ve helped businesses reduce their legal costs by up to 70%, automate complex workflows, and improve access to justice. And we’re not stopping – this year, we’re launching an on-demand, AI-powered legal marketplace to further democratise legal support across industries.
Define effective leadership in the context of a tech-enabled legal services business. It’s about holding the vision when everything feels uncertain. It’s about listening deeply, building strategically, and staying anchored in purpose. In a field like legal tech, where trust and innovation must coexist, leadership also means knowing when to slow down and assess, and when to push forward boldly.
For me, it’s also been about making tough calls, learning to build in ambiguity, and showing up for my team and mission especially when things are hard. On the hardest days, it’s the “why” that keeps me grounded. I didn’t get into this to build just another startup, I got into this to create change, and that mission is what fuels me.
Being a female founder in this space comes with its own set of challenges, but it’s also been a rewarding journey of learning, navigating, and leading differently. Building a remote team across borders has made culture-building more intentional. This is legal tech with real-world impact, built to help businesses grow faster, stay
compliant, and actively contribute to economic growth. Because when we reduce barriers to legal access, we unlock productivity, scale, and GDP potential across entire ecosystems.
Which strategic decisions have been most pivotal in positioning your platform?
Three come to mind: Shifting from B2C to enterprise and institutional partnerships to scale faster and solve larger problems; investing in AI-driven automation to simplify contract workflows and help businesses reduce time and cost; and building a modular and white-label model, allowing accelerators, banks, and government programs to use our infrastructure.
Soon, with the launch of our AI-powered legal marketplace, clients will be able to access verified legal professionals and contract services on demand, unlocking speed, affordability, and accessibility at scale.
Does female leadership bring unique advantages to high-growth sectors like legal technology?
Without a doubt. Women bring a layered perspective: we think about systems, people, and outcomes in a more integrated way. In legal tech, that matters. We’re dealing with trust, complexity, and transformation. Female leadership also tends to centre inclusivity and ethics early on in the process. We don’t just build for speed; we build for impact. My team is 70% women, and I see every day how powerful it is when women lead with vision, empathy, and execution. Inclusive teams don’t just perform, they outperform.
What have been the key drivers of your platform’s growth, and how have you scaled while maintaining quality and impact?
We’ve grown by being obsessive about solving real problems. Whether it’s helping a small business close a deal faster or enabling an enterprise to automate contract approvals, we’ve always focused on value.
Our contract automation reduces turnaround from weeks to hours. Our AI helps users stay compliant without needing a legal degree. We’re constantly refining our platform based on user feedback, adapting to the realities of fast-paced markets while building trust through consistency and quality. What’s driven growth is clarity of mission and the courage to build in places others overlook.
Talent is critical in any tech-driven company. What are the qualities you prioritise when building your team?
I look for grit, purpose, and integrity. We are solving big problems with limited resources, so every person on our team has to care deeply about the mission. Most of the members on our team are under 35. And remember, we combine legal, design, and engineering talent to build products that actually work in emerging markets. This team isn’t just technically skilled, they are mission-aligned, and that’s where the magic lies.
Access to legal services remains a challenge for many. How are you using technology to bridge that gap?
Lawyered Up simplifies the legal journey for startups, SMEs, and other enterprises by offering AI-powered contract creation, automated compliance tools, e-signatures, and secure digital document storage all in one place. We are removing barriers that hold businesses back – whether it’s the high cost of legal advice, long turnaround times, or complex paperwork. What used to take weeks, now takes minutes, and what used to cost thousands is now accessible at a fraction of the price.
Soon, we’ll be launching our AI-powered, on-demand legal marketplace. This will allow users to find trusted legal professionals instantly – across jurisdictions, industries, and price points.
Access to legal services isn’t just about justice, it’s about growth. And by making legal systems work better for more people, we’re building the foundation for inclusive economic progress.
Who have been your most influential mentors or role models, and why?
My mother, without question. Her resilience, quiet strength, and values have shaped the way I lead. She reminded me that you don’t need to be loud to be powerful; you need to be consistent.
I’ve also had mentors – some formal, that I’d sought out, some entirely unexpected, who've taught me the power of clarity and consistency. One told me early on: “Don’t build what’s trendy. Build what solves a real problem – and do it better than anyone else.” That’s stuck with me ever since.
The balance sheet
OF CHANGE
Portia Mkhabela, Association of Chartered Certified Accountants (ACCA) Cluster Head for Southern Africa, is a key driver of ethical and inclusive leadership within the finance sector. Here we discuss the challenges and opportunities for women leaders and she outlines strategic priorities for advancing gender equality in business.
As ACCA Cluster Head, you’ve held a prominent leadership role in a highly regulated and evolving industry. How has your leadership style evolved in response to the demands of the job? Throughout my career, my leadership skills have been shaped by the understanding that I am a servant, and that the needs of my stakeholders, internal and external, supersedes those of my own. My strong governance skills have helped me navigate the compliance requirements from regulators I work with. My ability to navigate my personal purpose of helping to change the lives of people in a positive manner has taught me to balance strategic agility with principled decision-making.
I prioritise active listening, cultural intelligence, and continuous learning – both for myself and the teams I lead. My job transcends borders and markets, so I’ve learnt the art of leading across countries and cultures, managing complex discussions and building resilient partnerships with regulators, academia, employers, and students.
PORTIA MKHABELA | CLUSTER HEAD: ACCA SOUTHERN AFRICA
The finance and accountancy sector is undergoing rapid transformation driven by digitalisation and global shifts. How do you see the role of female leadership evolving within this space?
I’m passionate about removing artificial barriers created by the digital divide to ensure that children from the most disadvantaged areas are given the opportunity to access the accountancy profession despite their circumstances. As a female leader, my role continues to be to create spaces where female professionals are afforded the opportunity to lead organisations, where the inter-generational nuances are included in relevant structures, and to ensure that decisions are made where a woman’s voice and needs are catered for. I maintain that the future will require woman leaders who are authentic in their nurturing, empathetic, and purpose -driven qualities in the boardroom. My role will be to ensure that women have a seat at the table and that policy influence takes cognisance of a woman’s voice.
What practical advice do you have for aspiring women leaders in finance struggling with confidence and visibility?
We are in a fortunate position in South Africa – our Constitution takes into account the important role of women in leadership. It is natural not to be confident when stepping into new spaces; however, as women, we need to remind ourselves of the value we bring into spaces we occupy and be brave enough to take the leap of faith with intent. We need to give ourselves permission to step into unchartered territories. I never thought I could lead in the finance space, let alone lead a cluster of five countries. No one is born with skills and capabilities – we all learn, and the only way to learn is to take opportunities that are presented at the right place at the right time.
Representation matters… How does ACCA promote gender inclusivity and leadership opportunities for women in finance?
A core ACCA value is inclusion. This value speaks to who we are, and it is about opportunity for all. ACCA removes artificial barriers, creates connections and embraces diversity, and that diversity includes the opportunity for women to thrive in the profession by creating a flexible qualification that fits around the natural process of growing families. As a result, in the cluster we have 55% females currently studying towards our qualification. In
1909, ACCA was the first professional accountancy body to admit women, and this year, our president, deputy president and vice president are all women. Globally, almost 60% of our future members are female, and the diversity of our global membership is unparalleled.
What are the most pressing leadership qualities needed for women navigating today’s complex business environment?
Leadership is not about perfection; it’s about progression. Doing things on our own, not creating networks that help us move forward in our careers –those are missed opportunities to grow our skill set. There is strength in asking for help, collaborating, and lifting others as you rise.
Ethical leadership remains the core of our foundation. As women, we are the custodians of risk management in our lives, and therefore, the ethical moral fibre cannot be compromised in today’s complex environment.
Using data sets strategically when it comes to setting the agenda and influencing policy on issues that affect the sustainability of organisations is another skill we need to hone. This will help drive business solutions that are sustainable in nature and have a positive long-term impact.
If you could implement one systemic change to accelerate gender equality in corporate South Africa, what would it be, and why?
It would be gender-responsive budgeting (GRB) in our country that integrates gender considerations into public financial management to ensure greater gender equality. It’s not about creating separate budgets for men and women, but about assessing how budget decisions impact different genders and adjusting allocations accordingly to address those systemic disparities. By embedding gender perspectives into fiscal planning, GRB would support inclusive economic development and social equity.
through a woman’s lens Redefining leadership
As a South African woman in leadership, true representation is about bringing one's full identity and perspective into decision-making spaces.
By Thandi Kunene, Head of Corporate Affairs and Engagement at L’Oréal South Africa
In South Africa, women comprise more than half of the population and account for approximately 47% of the formal workforce. Yet, in 2024, they held a mere 36% of board positions within the JSE Top 40 companies and occupied only 23% of executive roles. These figures highlight the slow and uneven progress in the upper echelons of corporate leadership. As more women rise through the ranks, they encounter barriers that speak not only to systemic inequality, but also to immense untapped potential. Gender-diverse leadership teams are proven to be more innovative, more inclusive, and ultimately more successful than their less diverse counterparts.
My own leadership journey has been shaped by these very challenges and opportunities. I'd exhibited a strong sense of direction from a young age, and was labelled as “bossy” during childhood. Over the years, I have refined that instinct through emotional intelligence, self-awareness, and lived experience, transforming it into an authentic leadership style. At L’Oréal, I've been fortunate to lead across varied contexts, adjusting my approach to meet the unique needs of diverse teams while remaining open to feedback and personal growth. I have experienced triumphs, wrestled with self-doubt, and learnt the value of asking for support. Through it all, my family has remained my anchor, reminding me of my worth and encouraging me to stay grounded.
“Gender-diverse leadership teams are proven to be more innovative, more inclusive, and ultimately more successful than their less diverse counterparts.”
Your femininity is powerful Representation in leadership is deeply personal to me. It is not solely about occupying a seat at the table, but about bringing one’s full identity, story, and perspective into decision-making spaces. As a South African woman, I am acutely aware that I now walk into rooms from which many before me were historically excluded. True representation means building leadership that mirrors the diversity of our communities, and doing so with empathy, cultural awareness, and a sense of collective responsibility. It is not only about visibility. It is about influence, authenticity, and creating space for others to see a way forward.
The business case for diversity is well established, but I have seen its impact firsthand. At L’Oréal, 80% of our Research and Innovation laboratory scientists are women. This has significantly enhanced our ability to understand and address the real needs of South African consumers. Innovation flourishes when different voices are not just heard, but valued and integrated. Without this richness of perspective, organisations risk creating solutions that miss the mark.
Internally, our culture is also evolving. More than half of our executive committee comprises women, and our Sub-Saharan Africa zone is now led by a female president. These milestones are not the result of chance, they are the outcome of deliberate, sustained action. From building inclusive leadership pipelines to creating mentorship opportunities and ensuring systemic support, the company has committed to fostering women’s advancement at every level. These leaders are not symbolic appointments, they are delivering tangible results, shaping company culture, and lighting the path for future generations.
Still, barriers persist. Empathy is too often mistaken for weakness, and assertiveness in women is frequently misread as aggression.
These outdated perceptions reveal a broader cultural bias that continues to influence how leadership is defined and recognised. We must reimagine leadership to embrace collaboration, emotional intelligence, and diverse forms of strength.
In my current role, I am intentional about using my influence to open doors for others. I believe deeply in the power of mentorship and the importance of visible role models. When women see themselves reflected in leadership, they are more likely to step forward, take bold decisions, and lead with confidence. I strive to build spaces where every voice matters, and where success is shared and sustainable.
Looking ahead, my hope is that women in leadership are empowered to lead as their full selves. That they no longer feel compelled to suppress their identity to be taken seriously. The next generation of women leaders should feel emboldened to lead with both strength and softness, intellect and intuition. Authenticity must no longer be a risk; it must become the standard.
To young women navigating male-dominated industries: you do not need to shrink to fit into spaces that were never designed with you in mind. Stand tall. Lead with conviction. Know that your presence, your perspective, and your power are not only valid, they are also essential. The future needs your voice, your vision, and your leadership.
True sustainability goes beyond operations
AMSOL’s commitment to empowerment is evident in the AMSOL Employee Trust, which owns 12% of the business and benefits more than 300 permanent employees. Since 2016, AMSOL has distributed R75.5 million to beneficiaries, reflecting its ongoing commitment to shared value.
At AMSOL, true sustainability goes beyond operations –to empowering people. Through its investment in skills development, education, and environmental awareness, the company is shaping the future of the maritime industry while also supporting organisations making an impact. This aligns with AMSOL’s role as a trusted maritime partner, ensuring that operations contribute to a resilient, inclusive, and environmentally sustainable future.
“We understand that building a foundation for long-term sustainability and growth means investing not only in our people, but also in the communities we serve. In this way, we create lasting social impact for generations to come,” says AMSOL Chief Executive Officer, Dan Ngakane.
Socio-Economic Development partnerships are a priority in AMSOL’s broader sustainability strategy.
Recent initiatives highlight the tangible impact.
• Preparing youth for the workplace: With AMSOL’s support, The Mfesane Youth Café Programme in Vredenburg has provided participants with training, job-preparedness workshops, and mentorship opportunities, ensuring that they are better prepared to enter the workforce.
• Strengthening maritime education: In Durban, the Maritime Educators Programme, hosted by the EThekwini Maritime Cluster (EMC) in collaboration with AMSOL and the Department of Education, provides Maritime Economics and Nautical Science teachers with industry insights, helping them enhance lesson plans and equip learners with a deeper understanding of maritime careers and operations.
• Promoting marine environmental awareness: AMSOL’s partnership with the Southern African Foundation for the Conservation of Coastal Birds (SANCCOB) in Gqeberha and Cape Town remains a key initiative in promoting marine conservation and
education. In 2024, AMSOL supported interactive programmes in both locations, introducing critical topics such as seabird conservation, biodiversity, and climate change to learners.
• Promoting economic access for all: In continuation of AMSOL’s multi-year partnership with Cape Mental Health, in 2024, AMSOL funded an entrepreneurship training and workplace experience programme for 20 unemployed black female South Africans living with disabilities.
By investing in people and the environment, AMSOL is helping to shape a stronger, more inclusive maritime industry.
550 91%
EMPLOYEES
BLACK SOUTH AFRICANS
38% YOUTH UNDER 35
28% OF PROCUREMENT SPEND WITH EMERGING MICRO ENTERPRISES (EME) IN 2024
R13 MILLION SPENT ON TRAINING & DEVELOPMENT OF EMPLOYEES
AMSOL is a South African-owned market leader operating 21 specialist vessels across the region and delivering marine solutions to clients in the energy, maritime, mining, and ports sectors. A Level 2 Contributor to Broad-Based Black Economic Empowerment, 33% of the company is owned by its employees and management.
