Celebrating Women October 2023

www.businessmediamags.co.za

October 2023

interviews

IN ASSOCIATION WITH

AVBOB

Cheryl Reddy Colleen Larsen

ITHUBA

Inside: 2023 GENDER MAINSTREAMING AWARDS AFRICA

Jessica Motaung ABSA

BERTINA ENGELBRECHT

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Zodwa Velleman

PEOPLE, PASSION, PURPOSE The push for diversity must intensify

CONTENTS GENDER MAINSTREAMING AWARDS AFRICA 11

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THE AWARDS

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EDUCATION SECTOR Are our sustainable development goals for education attainable?

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WOMEN IN THE LEGAL PROFESSION We unpack what it means to level the playing field for women in the legal profession.

2 | CELEBRATING WOMEN 2023

FEMALE REPRESENTATION

PROFILE: ABSA The company is committed to transformation and accelerating the advancement of women within its workforce and externally too.

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FINANCE White, male and middle-aged. This has been the face of the financial and accounting services sector for many years. Is change possible?

YOUTH DEVELOPMENT Educating and providing skills development for young women is a vital step in creating a more just and equitable society, so why does it seem like progress remains stagnant?

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74 ENTREPRENEURSHIP Forging ahead and finding ways to empower other women.

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PROFILE: SAB FOUNDATION Why supporting women entrepreneurs changes lives and impacts the economy positively.

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WOMEN IN ENVIRONMENTAL AFFAIRS Advocating for climate and biodiversity research and conservation.

PROFILE: SIBANYE-STILLWATER Promoting equal opportunities within the mining sector.

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WOMEN IN ENERGY Shifting the trajectory for women to build a stronger, more capable workforce.

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TECHNOLOGY Can harnessing technology be a driver to reshape the narrative around gender diversity?; and could technology be the great equaliser?

PROFILE: THE CIO

The business case for greater female representation (in the context of diversity) in the workplace is now widely accepted, but we still have a way to go.

WOMEN IN ENGINEERING How women across the sector are challenging gender differences.

Leveraging cutting-edge technologies to drive growth in the ever-evolving insurance sector.

IN CONVERSATION WITH Bertina Engelbrecht shares why her style of leadership is naturally inclusive.

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SPONSORED CONTENT: SANLAM The importance of empowering women as investors and professionals.

We announce the 2023 winners and finalists across South Africa, East and West Africa.

GENDER DIVERSITY INSIGHTS

INSIGHTS: LEADERSHIP We delve into what leading in tough economic times really means.

SPONSORS Some of the sponsors share why the awards is a strategic partnership for change; Accenture shares why driving change for gender equity is critical for business growth and effectiveness.

INSIGHTS: TECHNOLOGY In the rapidly changing world of work, technology and digitisation should allow employers to empower women.

But are women being strengthened to deal with super-fast technology and digitisation?

CURATOR: BUSINESS ENGAGE Colleen Larsen, chief executive of Business Engage, shares that the absence of women from senior executive and board positions at JSE-listed corporates has been a concern. However, this may now be changing.

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PROFILE: MEDIA Leading in a time of change; and women making their mark in out-of-home media.

102 PROFILE: SPORTS Jessica Motaung remains passionate about the advancement of sport and women.

103 PROFILE: TELKOM Achieving gender empowerment has emerged as a pivotal cornerstone in promoting diversity and inclusivity within organisations.

106 DIVERSITY, INCLUSION AND EQUITY The country’s social and economic structures are under pressure. Issues, such as gender-based violence and high rates of unemployment among women and youth, are obstacles to achieving diversity, equity and inclusion in most spaces.

CONTENTS AND EDITORIAL COMMENTARY

WE SIMPLY MUST DO BETTER

E

arlier this year, in the lead up to the 67th UN Women’s Commission on the Status of Women, held in March 2023, UN General Assembly secretary general Antonio Guterres said: “Gender equality is growing more distant. On the current track, UN Women puts it 300 years away.”

He went on to say: “Women’s rights are being abused, threatened and violated around the world” – and this is true in every space where women live, work and play.

If this “300 years away” remark is to be internalised, it is a source of complete dismay and helplessness. While no one will argue that, in South Africa, for instance, progress for gender equality has been slow – according to Statistics SA’s Quarterly Labour Force Survey for the second quarter of 2023, the labour market in South Africa remains more favourable to men than women, revealing large gender gaps in employment – we must acknowledge the huge strides women across our continent are making.

A study of 2020 companies listed on the 24 African stock exchanges, along with Bloomberg data, revealed in the Definitive List of Women CEOs from Africa.com and Standard Bank Group that while only five per cent of companies listed on Africa’s 24 stock exchanges have a woman as CEO, those companies outperform financially by a wide measure.

WATCH NOW ON

Bertina Engelbrecht is on that list, and in our conversation with her in this issue, she shares: “You achieve a great deal more if you can leverage everybody’s uniqueness in terms of their lived experiences, cultural backgrounds and education. You have to be authentic in who you are to be a credible leader.”

Engelbrecht was the first black woman to lead a listed retail group in South Africa, taking the helm of the Clicks Group in early 2022. Despite tough economic times, Clicks, under her leadership, has delivered strong turnover and profit growth, expanded its retail footprint, and acquired its first 24-hour pharmacy, with extensive store and pharmacy roll-out plans for 2023.

It’s this type of resilience and inclusive AD NOW leadership style that we celebrate and draw RE inspiration from across the winners and finalists in 2023 Gender Mainstreaming Awards: Africa and the many conversations we’ve held with women in various sectors in this year’s Celebrating Women.

Raina Julies

The Definitive List: Africa.com Women CEOs

Published by:

AVBOB

ITHUBA

ABSA

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No portion of this magazine may be reproduced in any form without written consent of the publisher. The publisher is not responsible for unsolicited material. Celebrating Women is published by Picasso Headline. The opinions expressed are not necessarily those of Picasso Headline. All advertisements/ advertorials have been paid for and therefore do not carry any endorsement by the publisher.

CELEBRATING WOMEN 2023

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ABOUT ASSUPOL OCEANA GROUP LIMITED The Oceana Group is a global fishing and food processing company with a strong, experienced management team and businesses that operate across the full value chain, which includes catching or procuring, processing, distributing and selling. It is Africa’s largest fishing company, with a history dating over 105 years. It has been listed on the Johannesburg Stock Exchange (JSE) for over 75 years, as well as being listed on the Namibian (NSX) and A2X stock exchanges.

Oceana has nearly 4 000 employees based across South Africa, Namibia and the United States. The group operates 54 vessels and eight production facilities across three countries on two continents, selling products to customers in 41 countries.

Assupol Life is a South African life insurer that takes great pride in its commitment to serving the community.

With a focus on innovation, we offer a comprehensive range of affordable funeral, life, savings, investments and retirement products to meet the needs of the South African market. As a trusted household name, we are known for providing high-quality service and tailored products that cater to our target markets.

With a strong emphasis on transformation, we are proud to have a workforce that is 85 per cent African, and we actively promote the appointment of women to key positions, striving to contribute to a society that supports and empowers women. Celebrating our 110th anniversary this year, Assupol Life remains a leader in the financial services industry, upholding its legacy as a caring company since its inception.

Visit Oceana Group Limited at www.oceana.co.za For more information, visit our website at www.assupol.co.za.

SOUTH AFRICAN NATIONAL BLOOD SERVICE The South African National Blood Service (SANBS) is an independent nonprofit organisation and one of the leaders in the discipline of blood transfusion. SANBS operates in eight out of nine South African provinces, the exception being the Western Cape, which is serviced by the Western Cape Blood Service. SANBS also provides crucial support to countries in the SADC region.

SANBS supplies over one million blood products annually and is rated among the top blood services in the world due to its world-class testing and collection protocols. SANBS is renowned for providing blood that is affordable and of the highest quality.

The work done by SANBS is vital. Each day – because of the dedicated support of thousands of donors who go out of their way to share life – someone receives a unit of red blood cells, plasma or platelets as a gift of life. SANBS donor centres nationwide provide a safe and comfortable experience for our donors. Donors are the organisation’s backbone, and their regular blood drives and donations enable the organisation to achieve its mission.

sanbs.org.za

ABOUT CLIFFE DEKKER HOFMEYR At Cliffe Dekker Hofmeyr (CDH) we believe the right partnership can lead to great things. We are a full-service corporate and commercial law firm and provide experienced support to our clients.

We offer an authentic knowledge-based, cost-effective service for clients looking to do business in Africa. Our Africa practice brings together the resources and expertise of leading business law firms across the continent. With first-hand, in-depth experience, our Africa lawyers offer sector-specific insights and knowledge of regulatory nuances to provide an integrated service. Whatever the scope of your transaction, we have the skills and experience to support your day-to-day business needs and long-term strategies. We do so by supporting our clients’ strategic and operational needs by offering innovative, integrated and high-quality legal advice across our full range of legal services, tailored to their requirements.

We can respond to our clients’ business operations locally, across Africa or anywhere else in the world.

Our structure suits many clients that operate on a national and international basis. We can project manage complex cross-border activity, and offer a seamless experience through a single point of contact with a trusted CDH adviser who understands your business and strategic objectives.

CDH Women Empowerment podcasts - Cliffe Dekker Hofmeyr

ABOUT CCBSA People matter. Our planet matters.

We do business the right way by following our values and partnering for solutions that benefit us all.

Coca-Cola Beverages South Africa (CCBSA) is a proudly South African company that began operating as a legal entity in July 2016, after the merger of six non-alcoholic ready-to-drink bottling operations. We are a level 3 BBB-EE empowered company. We employ over 7 000 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 every day and make our continent a better place for all.

We manufacture and distribute Coca-Cola beverages that make life’s everyday moments more enjoyable while doing business the right way. The result is a shared opportunity for our customers, employees, communities, and shareholders.

We conduct our business ethically, transparently, and conscientiously.

We espouse an inclusive business culture to reflect our African identity.

We accelerate sustainable, profitable revenue growth across all categories and offer an innovative portfolio of products that respond to customer needs and consumer preferences. Profitability is important, but not at any cost.

ABOUT McDONALD’s SOUTH AFRICA McDonald’s South Africa (SA) opened its first restaurant in November 1995. Today, there are over 360 restaurants across all nine provinces, proudly serving an estimated eight million customers monthly.

A great company to work for, McDonald’s SA has over 15 000 employees at various levels, including franchisees, restaurant managers and crew. These are predominantly youth, and approximately 40 per cent of management started their careers in our restaurants. Several organisations in 30 countries have recognised McDonald’s as a great place to work, with McDonald’s SA being voted Deloitte’s Best Company to Work for, three years in a row.

McDonald’s is renowned for its training, and we are proud to have our own Hamburger University (HU) – only one of nine in the world.

HU is an extension of our commitment to our people – shaping careers, fostering talent, developing leaders and leveraging lifelong learning.

Diversity and inclusion is a lived value – with our staff reflecting the rainbow nation: 97 per cent are black, and 65 per cent are female of which 50 per cent are in management levels.

Digitisation has been a focus for the past 10 years with our restaurants offering digital menu boards and self-ordering kiosks to meet customers’ expectations.

For more information, visit our website at www.mcdonalds.co.za.

Prof Thoko Mayekiso is the vice chancellor of the University of Mpumalanga. As a founding vice chancellor, Prof Mayekiso had the privilege of pioneering the trajectory the university would follow as a comprehensive institution.

She has a D.Phil (cum laude) in psychology and a Higher Education Diploma (postgraduate) from the University of South Africa and is a registered clinical psychologist.

In her academic career, Prof Mayekiso has held positions as senior lecturer, associate professor, professor, head of department and vice dean at the then-University of Transkei. She practised as a honorary clinical fellow at the Greenwood Institute of Child Health, University of Leicester, while simultaneously serving as a clinical psychologist in the Department of Medical Psychology, Leicester General Hospital in the United Kingdom. The South African University Vice-Chancellors Association and the American Council on Education awarded her a fellowship, tenable at the University of Washington, Seattle.

She then joined the University of the Witwatersrand, Johannesburg, where she served as head of school, then deputy dean and acting executive dean in the Faculty of Humanities. At Nelson Mandela University, she was executive dean: Faculty of Arts, and then deputy vice chancellor (research and engagement).

She is a C3-rated scientist by the National Research Foundation and a member of the Academy of Science of South Africa. She has supervised 21 masters and 12 doctoral students and has published extensively in accredited journals and written book chapters. www.ump.ac.za

Prof Thoko Mayekiso

Celebrating the excellence of #TheWomenBehindTheBlood

Shining a Spotlight on Women Leading Research and Innovation at SANBS SHINING A SPOTLIGHT ON WOMEN RESEARCH AND INNOVATION AT SANBS

LEADING

The South African National Blood Service (SANBS) prides itself on creating an enabling environment for advancing women in different roles in our organisation and leading from the front with innovation and leadership.

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Women receiving study assistance to complete Diplomas and Degrees in various disciplines.

229

Women completed short courses in 2022/23.

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Women received Learnerships and Internships with SANBS in Business Administration, Medical Technology and IT.

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Women have authored CPD articles.

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Women have worked at SANBS for more than 20 years.

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Women have been promoted to higher job grades in management, junior management and semi-skilled positions in 2022/23.

SANBS has a stated policy of gender equality. Senior management comprises equal representation of men and women, and those women play critical roles in meeting the organisation’s strategic objectives. Throughout the organisation, outstanding women are doing incredible things.

THESE FIVE WOMEN ARE BEHIND SOME OF OUR FUNDAMENTAL RESEARCH AND INNOVATION PROJECTS. Driving innovation in a blood service can be challenging.

Dr Karin van den Berg’s role as Medical Director is to put donors and patients first, above productivity and cost-efficiency, while understanding the need for our products to be affordable if we are going to be trusted to save lives. Amongst other things, Dr Karin is also involved in transfusion medicine training for clinicians in South Africa and other sub-Saharan countries such as Kenya, Lesotho and Swaziland.

Dr. Karin van den Berg Medical Director

SANBS offers a world-class, comprehensive haematopoietic stem cell transplant service under the direction of Dr Tanya Glatt. Currently, in South Africa, less than 5% of the population who require a stem cell transplant has access to this life-saving therapy. SANBS is working tirelessly to improve access to stem cell transplants by offering a comprehensive service including the collection, testing, storage and processing of stem cells and contributing to training and teaching in this growing field.

SANBS works closely with bone marrow registries and oncologists to improve patient access and outcomes. In addition, SANBS is instrumental in the training, mentorship and implementation of stem cell transplant programmes in other African countries to increase access across the continent.

“Not only have we been fulfilling the important mandate of saving lives, but we have also been using our expertise to contribute further to the country’s healthcare sector. Although less than 5% of South Africans who require a stem cell transplant currently have access to one, our stem cell programme has grown yearly by 25% in public and private hospitals in the past 12 months. This is a testament to the commitment of SANBS and oncology units across the country to improving the lives of South Africans”.

Dr Tanya Glatt, Lead Consultant: Cellular Therapy & Novel Products.

Vanitha Rambiritch, Head of Learning and Development (technical), has made a name for herself internationally in transfusion medicine training. She is a crucial member of the AABB Global Health Education Working Group. She has co-authored a book on transfusion medicine training, which will form part of an international curriculum.

Education, training and awareness are major focus areas for SANBS as the organisation works with various clinical partners and other stakeholders across the healthcare value chain.

Dr. Tanya Glatt Lead Consultant: Cellular Therapy & Novel Products

Lebohang Lebogo, a technical support officer, is the first black woman to pilot SANBS’ pioneering drone, designed to deliver blood products to hospitals in rural areas and collect samples for testing.

Using a drone reduces the cost and time needed to provide blood in emergencies. Lebohang is the organisation’s only licensed pilot and has represented the organisation as a speaker at the 6th annual Forbes Woman Africa 2020 Leading Women Summit, which profiled various stars and trailblazing female leaders to celebrate the advancement of women.

SANBS has cleared significant regulatory hurdles and earned certification from the Civil Aviation Authority (CAA) to conduct regular flights between the Sebokeng Blood Bank and Kopanong Hospital in Vereeniging.

Dr Riana Cockeran, who works in the “cell factory”, developed a system to produce research-grade human platelet lysate. This product is used to grow cells from expired platelet products.

Currently, when researchers want to grow stem cells, for example, they use a bovine-based product, which is not ideal. Through the work of Dr Cockeran and her team, SANBS now offers the first commercial, research-grade human platelet lysate in South Africa. Dr Cockeran is also heading up a project to collect mesenchymal stromal cells (MSCs), whose use is becoming popular for treating chronic inflammatory conditions, such as ulcerative colitis and other autoimmune diseases.

These women behind the blood are instrumental in making SANBS a world-class organisation and contribute daily to the mandate of being trusted to save lives.

People across the globe are embracing the evolution of medical technology and acknowledge it for the critical role it is playing in saving lives. These and other incredible women at SANBS continue positively impacting society while breaking boundaries through their phenomenal work.

Vanitha Rambiritich Head of Learning and Development (Technical)

Dr. Riana Cockeran Senior Manager: Translational Research and Cellular Therapy

Lebohang Lebogo Technical Support Officer

Key Specialised SANBS Professionals that Work Together to Save Lives For over 22 years, the South African National Blood Service (SANBS) has been trusted to save lives by supporting medical procedures by collecting blood from voluntary donors, who generously donate their blood to help others. Blood then goes through various tests to ensure its safety, including screening for infectious diseases and labelling according to blood type to determine its suitability for transfusion.

SANBS then issues the blood to healthcare facilities and blood banks.

Various departments within SANBS ensure efficient and safe blood collection and delivery from the donor to the patients. The business’s tireless efforts in blood collection, processing, testing, and distribution save countless lives every day.

The Operations division is the biggest division within the SANBS and consists of the Collections, Technical, Donation Testing, and Supply Chain and Logistics teams.

1.

Collections The Collections team focus on donor care and the collection of safe blood products from voluntary, non-remunerated donors. SANBS’ process of donor selection is based on donors passing criteria, including completing a medical history questionnaire, physical examination, and haemoglobin testing before donation. Only those who meet the requirements qualify to donate on that given day. Suitability is based on informed medical opinion and other regulations designed to protect both blood donors and recipients from harm. The criteria are also important for blood safety, and there is a need to defer donors who don’t fulfil the criteria for their protection and that of the recipients.

A minimum of 3,500 units per day is required to ensure an adequate supply of safe blood products to patients in South Africa. This division consists of professions such as: • • •

Nurses Donor Relations Officers Blood Drive Coordinators

2.

Technical

The Technical team is responsible for processing blood products, inventory management, crossmatching and distribution to the various blood banks. Thereafter, blood is issued to doctors to transfuse to patients. All these laboratories are accredited South African National Accreditation System (SANAS) and adhere to ISO 15189 standards.

This team includes professionals such as: • •

Medical Technologists Quality Assurance Officers

3.

Donation Testing

Donation testing laboratories test all donated units for transfusion transmissible infections before they are issued and transfused to patients. Blood safety is a major concern from the point of view of transfusion-transmitted infections, and it can be argued that the most important advancement in this area of medicine has been the collection of blood from non-remunerated, repeat voluntary blood donors.

The donor selection process before the donation is an essential and effective way to safeguard blood safety.

SANBS laboratories are equipped with the most cutting-edge technology, also meeting the highest accreditation standards. This division is critical as it tests for infectious diseases in collected blood and includes professions such as: • • •

Serologists Medical Technologists Laboratory Technicians

4.

Supply Chain and Logistics

The Supply Chain and Logistics team is responsible for supplying Fresh Frozen Plasma and the transportation of blood between Inventory, blood banks and to other provinces to ensure equitable distribution of blood and blood products. Some of the professions in this team are:

Many more professionals work to ensure the efficiency of this essential service. SANBS is rated amongst the best in the world in providing blood and blood products and is recognised for its research and training. With less than 1% of South Africans being active blood donors, it is essential for blood donors to donate regularly.

Donors can give blood every 56 days.

• • • •

Supply Chain Managers Logistics Coordinators Quality Assurance Officers Drivers

5.

Medical Division

The Medical team consists of the Donor, Medical Affairs, Patient Blood Management, Quality Assurance, Specialised Laboratory Services, Therapeutic Services, Training and Advisory Services, and Translational Research teams.

Patient Blood Management (PBM): focuses on improving patient outcomes by advocating for appropriate and safe blood utilisation.

This unit is mostly responsible for hospital support and has various professions within the division, some of which are: • • •

Hospital Liaison Officers Transfusion Nurses Clinical Managers

Specialised Laboratory Service: SANBS’ red cell serology and tissue immunology laboratories focus on sample testing for irregular antibodies, red cell phenotyping, Human Leukocyte Antigen (HLA) typing, genetics, ante-natal testing, and paternity testing. This department includes professions such as: • •

Serologists Laboratory Technicians

Translational research: This team is involved in clinically controlled research and trials (e.g., COVID-19 Convalescent plasma trial) to investigate or improve systems or processes with the potential to improve the quality or scope of SANBS’ service. Some of the jobs include: • •

Haemovigilance Officers Researchers

Trusted to save lives.

A commitment to women empowerment in policy and practice Women in Africa play a pivotal role in fostering sustainable economic growth and development. As leaders in business, politics and civil society, and as entrepreneurs, they contribute unique perspectives, skills and solutions to address the continent’s most pressing challenges. The increasing representation of women in leadership roles within business, politics and civil society has paved the way for transformative initiatives and progressive company policies.

While great strides have been made over the past decades in elevating women’s rights, much remains to be done. Gender disparities persist in various sectors, hindering the full realisation of women’s potential as drivers of sustainable economies.

Addressing these obstacles requires consistent and intentional efforts to promote gender equality, provide access to education and healthcare, and eliminate discriminatory practices as well as cultural norms.

As an organisation committed to being an active force for good, we strive to make a positive impact in everything that we do.

We are committed to empowering women within our organisation and in the communities that we serve, knowing full well that they have what it takes to be successful leaders, entrepreneurs and agents of change.

In particular, we aim to support, empower and create equal opportunities for women, and to promote equitable access to financial services and greater opportunities for female entrepreneurs and women-led SMMEs, with over R6.9 billion of procurement spend directed to women-owned businesses in 2022, compared to R6.5 billion in 2021.

We recognise the importance of promoting diversity, transformation and inclusion, and aim to create a safe, welcoming and conducive workplace for women to thrive. This includes ensuring that our employees reflect the diversity of the communities that we serve, and that we double our efforts to eliminate bias and discrimination and improve employee well-being.

Through the implementation of our Absa Group Women Manifesto, we continue to make a sustainable, positive impact in the lives of our female stakeholders.

In recognition of this, Forbes ranked us as one of the World’s Top Female-friendly Companies for 2022.

Our ambitious diversity and inclusion targets are supported by a comprehensive set of interventions that encourage growth opportunities. Over 60% of our workforce are women, and over 16 000 women across Absa have benefited from initiatives related to our Leadership and Management Development programme. One of these initiatives, the IgniteHer Women’s Development Programme, won us a gold award in the category Best Advancement in Leadership Development for Women in the 2022 Brandon Hall Group Human Capital Management Excellence Awards.

Financial inclusion and diversity are core strategic imperatives within our sustainability strategy. We believe that as a Pan-African bank, by prioritising financial inclusion, we can help to address some of the biggest social and economic challenges facing communities across the continent. We promote financial inclusion to underserved groups as we strive to make intergenerational wealth creation accessible to all, and provide equitable

access to underbanked communities, in particular women and youth.

Our ambition is to be a beacon of diversity and inclusion across Africa. This means not only unleashing our talent internally to outperform, but also supporting and enabling diversity and inclusion among our suppliers, clients and communities.

Absa has partnered with the United Nations Women to fast-track the implementation of South African president Cyril Ramaphosa’s pronouncement to increase access to public procurement for women-owned businesses and women from designated groups to a minimum of 40%.

We also recognise the need for society to come together to create an environment in which women and children can be safe – in their homes, in our communities and at work.

To address this critical need, in 2022, we renewed our commitment to the Gender-Based Violence and Femicide (GBVF) Response Fund to support its activities and enable it to accelerate the fight against GBVF directed at women, children and LGBTQIA+ persons.

Recently, we celebrated Women’s Month – a time that allows us to reflect on the society that we are building. We took the opportunity to introduce our Absa Men Inclusion Programme, which aims to include boys and men in our gender agenda journey.

We want to leave a legacy that enables both boys and girls – and all our stakeholders regardless of their gender – to blossom and thrive. By investing in equitable programmes that level the economic playing fields, we harness the immense potential of our people and drive lasting and sustainable development.

Visit absa.africa for more information.

GMA CURATOR: BUSINESS ENGAGE

A TURNING TIDE FOR WOMEN LEADERSHIP LISA WITEPSKI chats to Colleen Larsen, chief executive of Business Engage, who shares that the absence of women from senior executive and board positions at JSE-listed corporates has been a concern.

However, this may now be changing

R

esearch conducted by Business Engage has identified a trend that shows that a growing number of female chartered accountants (CAs(SA)) have been appointed to key positions, such as chief financial officer or head of audit and risk committees. This is significant, explains Larsen, because many of the male CEOs currently serving also hold a CA(SA) qualification. Could this mean that the crop of women steadily making their way up the management ranks will be appointed to take their place when the time comes?

There is, obviously, no way of knowing this for sure, Larsen says. However, she points out that the fact that highly qualified women are occupying key roles is certainly encouraging.

She says the improvement in female advancement may be due to a JSE requirement, implemented on 1 January 2017, that all listed companies should have a gender policy outlining their strategies and targets at board level. Moreover, these companies are required to report on their progress to shareholders.

“What strikes us as particularly interesting is that similar initiatives previously put in place had little effect,” Larsen says. “For example, the King Code on Corporate Governance stipulates that one-third of a company’s board of directors must retire by rotation. In theory, this opens up many opportunities for women to replace the retired directors. However, almost a decade ago, Business Engage started following 100 selected JSE-listed companies to see if they took advantage of these opportunities and found that none did.”

Images: Supplied

10–22% The growth in the number of women in CFO positions at JSE-listed companies analysed over the past five years.

THERE IS NO SHORTAGE OF WOMEN WITH THE COMPETENCE TO HOLD SENIOR POSITIONS IN ORGANISATIONS.

Colleen Larsen

ENLIGHTENING RESEARCH RESULTS She notes that Business Engage’s current review of board positions is not foolproof. It is impossible to follow every listed company, and all information gathered is historical; simply because reviews are based on the previous year’s annual reports. “Thus, we are currently looking at data from 2021/2022,” Larsen explains. “That said, the research gives a good idea of how companies are meeting their targets.”

The results of Business Engage’s research are certainly enlightening. Although there is still a lamentable lack of female CEOs, the number of women in CFO positions at the companies analysed has grown from 10 to 22 per cent over the past five years. At the same time, more women are being appointed to lead committees. “We used to see women in charge of social and ethics committees, but now they are taking the helm of committees such as risk and audit – serious portfolios – a major step forward,” Larsen comments.

THE CHANGING FACE OF LEADERSHIP This makes her hopeful about the changing face of leadership. “Many of these women have come into these positions while still young, on average five years younger than their male counterparts, giving them time to amass experience and hone their skills to be ready to take charge should the opportunity arise. Their CA(SA) qualifications stand in their favour because many organisations prefer to appoint individuals with such qualifications to leadership positions as they are considered to have excellent business acumen and a sound understanding of finance.”

But the influx of women CAs(SA) to these positions is noteworthy for another reason: it points to the fact that there is no shortage of women with the competence to hold senior positions in organisations. “Companies can no longer use the excuse that there are no qualified women out there,” Larsen says.

She believes that the big step forward in female advancement can be attributable to the JSE’s requirements in terms of gender policy.

She notes that the UK’s FTSE Index had a similar requirement: in this case, although it was voluntary for companies listed on the Index to ensure that 25 per cent of all board members were female, the British government indicated that it would impose legislation if these quotas were not met. This was an enormous incentive for companies that previously argued a lack of suitable women candidates to look beyond the corporate sphere – to law, academia or even entrepreneurs – to find appropriate appointees. “It seems this is a global trend: we have talented, highly qualified women waiting in the wings, and these requirements nudge companies to let them come forward,” Larsen says.

Although it is too soon to say whether Business Engage’s predictions around the appointment of more women CEOs are realised, it is a trend to watch.

CELEBRATING WOMEN 2023

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WHY THE GENDER MAINSTREAMING AWARDS IS A STRATEGIC PARTNERSHIP TRANSFORMATION The Gender Mainstreaming Awards is the ideal platform to highlight Assupol’s transformation process, which encourages real change in the equal representation of women within the private sector. When we talk about transformation from Assupol’s perspective, we are not only looking at transformation in simple terms of race or gender, where we are already exemplary, but also the broader transformation with a greater impact on the community.

Real transformation is more than just a numbers game. It is an active role one plays to overcome the real challenges plaguing our nation. The country still needs to overcome lingering problems. The high rate of unemployment is a major concern, especially among the youth. Our unstable power supply and high crime rates are seriously problematic and negatively affect the desirability of South Africa as an investment destination. What is encouraging to see is the willingness of businesses to be involved in addressing the challenges within our communities. For instance, the partnership between government and the private sector made the nationwide roll out of COVID-19 vaccines possible. It showed us that real partnerships can work in the best interest of everyone.

In the year under review, the composition of African, Indian and coloured employees has increased from 88.1 per cent to 89.2 per cent of our overall workforce. Sixty-four per cent of our total employees is female.

Assupol affords all its employees the opportunity to develop and grow through the study assistance programme, which enables any qualifying employee to enrol for tertiary studies.

We continue to ensure that the impact of working from home does not adversely affect the “Assupol Way” in terms of shaping attitudes and behaviours on our collective action and decision-making. We have, during the period under review, continued with our culture roll-out programme, “United in Service”, to create an environment that is warm, collaborative and welcoming and where employees help and support one another.

ASSUPOL AFFORDS ALL ITS EMPLOYEES THE OPPORTUNITY TO DEVELOP AND GROW THROUGH THE STUDY ASSISTANCE PROGRAMME. 12 | CELEBRATING WOMEN 2023

Our commitment to creating a workplace that is inclusive, fair and equitable and inspires all employees is a priority.

DIVERSE DECISION-MAKING AND THINKING At AECI, gender equality is a strategic imperative. Initiatives such as the Gender Mainstreaming Awards are a key platform to showcase and demonstrate this commitment. Gender mainstreaming is an enabler for our diversity, equity and inclusion strategy.

Equal female representation in top and senior management is essential to bringing about innovative and progressive decision-making.

Our commitment to creating a workplace that is inclusive, fair and equitable and inspires all employees is a priority. We promote diversity and inclusivity through key strategies such as: Inclusive workplace • Create a safe and inclusive workplace for all employees through education, awareness and understanding.

• Accelerate the promotion and creation of an inclusive and culturally competent workplace.

Reduce barriers • Reduce unconscious bias and discrimination.

• Reduce gender disparities.

Equal opportunity and representation • Create equal opportunities in AECI for employees with disability through the improvement of people practices.

• Address environmental barriers and build a more accessible and safe environment for all.

• Create equal opportunities for disabled employees and candidates.

• Create a pipeline of talent for the future.

• Empower women and people with disabilities with leadership skills to advance in their careers.

GMA SPONSORS

Business Engage developed the Gender Mainstreaming Awards to encourage the private sector to buy in to achieving more meaningful representation of women in the mainstream of business.

GENDER REPRESENTATION INVITES UNIQUE PERSPECTIVES TO DECISION-MAKING PROCESSES THAT ARE INVALUABLE FOR THE ADVANCEMENT OF BUSINESS DEVELOPMENT AND GROWTH OPPORTUNITIES.

We celebrate businesses and individuals committed to taking meaningful steps towards gender mainstreaming in Southern, East and West Africa.

THE PRIVATE SECTOR’S VITAL ROLE

More information available at www.genderawards.com

#INCLUSIONFORALL

Images: Supplied

At Vodacom, we are constantly looking for opportunities to enable and showcase our commitment to gender equality, belonging, diversity and inclusion (DEI-B).

We highlight our achievements in promoting diversity within our ranks, thus building a positive employer brand image for all communities. This strengthens our positioning as a forward-thinking, progressive organisation that is likely to appeal to a wider customer base and the communities where we operate.

We believe that our people are a direct reflection of our customer base. From a talent perspective, we attract and retain diverse talent, thus fostering innovation and improved business outcomes. For us, DEI-B is an investment, not merely a compliance requirement, and we are very intentional about our deliverables. We always maintain that our people need to work in an environment where they feel valued, respected and empowered to contribute their unique perspectives and talents.

Critically, gender mainstreaming is one of the resources that we use to deploy our people requirements. We partner with our People Resource Groups to create the environment we all want to thrive in. #InclusionforAll is key to the Vodacom purpose, and we are committed to creating a gender-diverse workplace through various initiatives within our organisation and the technology space. Vodacom is committed to promoting gender empowerment: nurturing young female talent in science, technology, engineering and mathematics through our CodeLikeAGirl programme, #ShowUpForHer and #PrideAtWork campaigns to improve representation at every level by achieving 40 per cent female representation at leadership level.

Together we can create a better future. We are restless and passionate about making the world more connected, inclusive and sustainable.

Our human spirit – together with technology – enables us to achieve this.

At the Johannesburg Stock Exchange, we are acutely aware of the importance of gender equality in business and the broader society. We firmly believe that gender representation invites unique perspectives to decision-making processes that are invaluable for the advancement of business development and growth opportunities. As an exchange, we are uniquely positioned to play a key role in advocating for gender equality within our ecosystem through the policies and initiatives we have in place, including our listing requirements, procurement guidelines and financial literacy programmes.

To expand on our commitment to drive gender equality, we have sponsored the Gender Mainstreaming Awards for a second year, as we believe that it catalyses meaningful representation of women in mainstream business and celebrates the excellence demonstrated by women in all spheres of society.

Thank you to the Gender Mainstreaming Awards for shining a light on women who are pioneers and champions in their respective spheres, and well done to the nominees and winners of the 11th Gender Mainstreaming Awards for being much-needed change agents in our workspaces and communities.

WE ATTRACT AND RETAIN DIVERSE TALENT, THUS FOSTERING INNOVATION AND IMPROVED BUSINESS OUTCOMES. CELEBRATING WOMEN 2023

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GMA SPONSORS

KHETHIWE NKUNA, responsible business executive for Accenture in Africa, shares why driving change for gender equity is critical for business growth and effectiveness

I

n South Africa, efforts have been made at governmental and non-governmental levels to promote gender equality and address issues affecting women, such as empowerment, equal representation in leadership positions, combatting gender-based violence and closing the gender pay gap. However, much of the work for gender mainstreaming is still ad hoc and not a consistent, deliberate process.

We regularly see headlines, mandates, initiatives and even plans being put in place to catapult gender equality and transformation in workplaces, but so much more still needs to be done. Organisations must move beyond simply talking about it and create a workplace environment that genuinely supports the advancement of women and promotes equality.

What you don’t measure, you don’t achieve. It is the reality in just about every organisation.

MORE WOMEN MEANS MORE PROFIT Gender diversity has been shown to lead to higher levels of success over time for companies that make a strong and meaningful commitment to it. Data from Fortune 500 companies from 2001 to date, shows that those with female CEOs or boards with

fast fact

Accenture has been a sponsor of the Gender Mainstreaming Awards since 2020. *Source: Business Engage

people of different genders do better as an organisation.

Gender-diverse teams outperform male-dominated teams when it comes to sales and profits. In addition, companies in the Fortune 500 with a higher proportion of female directors perform better financially than those with a lower balance of female directors. The Pipeline, a diversity and inclusion advocacy group, published a report recently stating: “FTSE companies with no women at the board level are ten times less profitable than those whose executive boards have women holding one-third of positions.”

Looking ahead, it’s clear that these trends aren’t going to change. Diverse organisations have a better bottom line. They are more productive, profitable and resilient because diversity brings in new perspectives and means our businesses better represent the people we serve. They are better for employees, customers and communities and better for the economy.

According to Women Count 2021, companies with no women on their executive committees saw their profits plummet by 17.5 per cent, while those with female representation ranging from 1 to 24 per cent saw their earnings rise by 1.3 per cent. According to the study, companies with 25–49 per cent of their executive committee made 4.5 per cent profit margins, while those with more than 50 per cent earned 21.2 per cent profit margins.

Achieving these results was an impressive accomplishment, especially amid the pandemic’s extreme circumstances.

GENDER-DIVERSE TEAMS OUTPERFORM MALE-DOMINATED TEAMS WHEN IT COMES TO SALES AND PROFITS. Khethiwe Nkuna

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At Accenture, we have set targets to increase the representation of gender, race and ethnicity. We’ve set bold goals to help women advance and thrive, including increasing the representation of women managing directors from 28 to 50 per cent by 2025.

We partner with external organisations that promote women in business, such as Everywoman and Catalyst, to provide free access to online self-development platforms.

Companies should support flexible work arrangements and comprehensive training programmes to help women thrive.

We also fully support the Gender Mainstreaming Awards (GMAs). Although many awards recognise senior leaders and heads of departments in the C-suite or serving on boards, the GMAs focus on champions for change, both men and women. It is not so much about hosting an awards event as it is about purpose. It is about recognising everyone who took the time to share their story about how they are making an impact.

Driving change for gender equity is critical for business growth and effectiveness. It brings diverse perspectives that fuel innovation, enhance creativity and problem-solving, improve decision-making, attract top talent, get insights that increase customer satisfaction, build a positive brand image and improve employee retention rates. Achieving this will take time. The World Economic Forum tells us that it may take over 130 years to achieve gender parity, which is likely beyond our lifetime. So, we must be deliberate and consistent if we want to see some change.

Female CEOs driving success for Fortune 500 companies

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Image: Supplied

MOVING BEYOND TALKING

ACCENTURE’S DELIBERATE EFFORTS

Naming rights sponsor

Siliver sponsor:

Sponsored by:

In association with:

2022 Champions: NMB Bank - East Africa AECI Ltd - Southern Africa Old Mutual Ghana Ltd West Africa

SOUTHERN AFRICA AN INITIATIVE OF BUSINESS ENGAGE

2022 Africa Champion: British American Tabacco East and Southern Africa 2021 Champion: East African Breweries Plc

​COMPANY AWARDS CATEGORIES WOMEN ON EXECUTIVE COMMITTEES IN MULTINATIONALS AWARDS CRITERIA: In a multinational,

WOMEN ON BOARDS AWARD (including executive committees and pipeline development) CRITERIA: The key focus of the 30% Club, an affiliate of Business Engage, is to encourage corporates to aim to achieve a minimum of 30 per cent female representation on boards. It is acknowledged that board diversity both in respect of gender and skill set leads to more successful boards. The board of an organisation considers the strategy of the business with management and has oversight of the implementation of that strategy.

The crux of this award is to recognise and acknowledge companies that have successfully transformed their boards and board subcommittees while ensuring that female directors are judged on their experience, contribution to and involvement in the board and not their gender. It seeks to acknowledge companies that challenge themselves to diversify their boards. In summary, entries may be based on: 1. Number of nonexecutive women directors on the board; 2. Number of women on subcommittees and a list of which subcommittees; 3. Entrants to supply the board diversity policy/framework, which they are obliged to give the JSE; and/or 4. Pipeline development – details of the outlined hard plan to improve the number of women on the board.

‘‘Gender mainstreaming means the process of identifying gender gaps and making women’s, men’s, girls’ and boys’ concerns and experiences integral to the design, implementation, monitoring and evaluation of policies, legislation and programmes in all sectors of life to ensure that they benefit equally.” – 30% Club.

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those in charge of governance in the respective regions are expected to play a major role in shaping business and economic activities. They are expected to come up with a framework that will underpin the principles, policies, laws and regulations they put in place to guide these economic and business activities and the compliance thereof. We are mindful, however, that to reach this status, a pipeline programme is required to make available this talent for consideration. This reward recognises those multinationals that have successfully put in place a programme/s to shift the statistics in terms of women on their executive committees and have made successful appointments or have developed a pipeline programme geared towards appointments in the future.

Judging will be based on the following: 1. Number of women in executive management.

2. How many of these are board directors on the board of that company?

3. What roles do they occupy?

4. What programmes have been put in place to provide support for the existing women on exco?

5. What programmes have been put in place to create a succession pipeline for women to break the glass ceiling and get onto the exco?

GENDER MAINSTREAMING AWARDS

MAINSTREAMING GENDER AND DISABILITY AWARDS CRITERIA: Women with disabilities

EQUAL REPRESENTATION & PARTICIPATION AWARD CRITERIA: This award recognises organisations that have developed strategies or have already implemented measures for the progressive realisation of a greater representation and meaningful participation of women in decision-making structures, which must include: 1. Setting targets for such representation and participation.

2. Building women’s capacity to participate.

3. Enhancing the understanding and attitudes of men to accept the capabilities and participation of women as their equals.

4. Developing support mechanisms for women.

WOMEN EMPOWERMENT IN THE WORKPLACE AWARD CRITERIA: Empowerment of women in the workforce means allowing women to have more control over their lives. It means giving them the freedom to make their own schedules, learn new skills and gain self-reliance. This does not have to relate to your own company, but can be empowering women generally in the workplace.

Empowerment is created when the strengths that women already bring to the company are recognised and utilised. Research provided by the United Nations has shown that businesses that promote women empowerment and gender equality are more profitable. As more businesses take part in gender equality measures and see their revenue increase as a result, the case for empowering women in the workplace is likely to become a more recognised goal.

This award recognises and acknowledges organisations that have not only advanced women in their workplaces through training and capacity building, but have also successfully transformed corporate behaviour and practices.

Images: jacoblund/istockphoto.com, PeopleImages/istockphoto.com, Supplied

ECONOMIC EMPOWERMENT AWARD CRITERIA: We consider women’s entrepreneurship development to be an important channel to women’s economic empowerment and a pillar on the road to sustainable development. Through setting up their own businesses, women can transform their opportunity to gain economic independence, overcome poverty and improve their wellbeing. Through this process, women can also become drivers of change and take a long-term perspective, accounting for the consequences of our actions for our children and their children and grandchildren to secure a better future.

This award recognises and acknowledges organisations that have strategies in place to allow for future empowerment of women-owned or women-managed businesses or that have successfully used enterprise development as a mechanism to empower women-owned or women-managed businesses. It also includes organisations that source products and services from previously underused women-owned suppliers, resulting in a number of growth-orientated women entrepreneurs who are able to service various corporates.

Sustainable development cannot be achieved without more equitable distribution of resources and the eradication of poverty. Empowering women means giving the opportunity to thousands of women to get out of the poverty trap.

are particularly disadvantaged due to the multiple forms of discrimination they experience. For example, disabled girls are the least prioritised in terms of access to school and education. Development activities such as income-generating programmes for women are largely not accessible to women with disabilities and do not take active steps to include disabled women.

This award recognises and acknowledges companies that have strategies in place to allow for future disability programmes or have implemented sustainable disability programmes that have enhanced skills and provided employment opportunities for people with disabilities.

EMPOWERMENT OF WOMEN IN THE COMMUNITY AWARD CRITERIA: Sustainable development cannot be achieved without a more equitable distribution of resources and the eradication of poverty. Empowering women means giving thousands of women the opportunity to get out of the poverty trap. Women not only constitute the vast majority of the world’s poor, but are also at a higher risk of poverty compared to men. Poverty does not only refer to material resources, such as money, food or housing, but also to social resources such as access to education, healthcare or meaningful relations with other people.

This award recognises and acknowledges organisations that have strategies in place to allow for future programmes or have implemented sustainable initiatives around poverty alleviation that have enhanced skills and provided income opportunities, which have positively impacted the lives of women and poor communities.

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​INDIVIDUAL AWARDS CATEGORIES

INCLUSIVE LEADER AWARD

CRITERIA: Women are severely under-represented in decision-making processes across

CRITERIA: Male or female who is

the continent, including South Africa and internationally. Education has been identified as the major obstacle to women’s access to leadership, and cost as the key barrier to girls’ education. Poverty and familial obligations end many girls’ hopes for education or the opportunity to fulfil their dreams.

This award recognises and acknowledges organisations that have strategies in place to allow for future education of young women or have implemented initiatives with the objective of addressing social inequities by educating and empowering young women leaders from diverse economic backgrounds. These initiatives have positively impacted the lives of young women who will become the next generation of women leaders.

actively sponsoring others up the ranks.

They have ingrained into their leadership style a recognition of the provable benefits to their business that diversity brings, with special emphasis on gender. The nomination is made by a person or group of people who know the nominee very well, primarily in a business role, and the nominee accepts the nomination in writing.

GENDER REPORTING BY JSE-LISTED COMPANIES AWARD CRITERIA: As from January 2017, the board of directors or the nomination committee of all JSE-listed companies must have a policy on the promotion of gender diversity at board level. The company is required to report to shareholders in its annual report on how the board of directors or the nomination committee have considered and applied the policy of gender diversity in the nomination and appointment of directors.

If applicable, the board of directors or the nomination committee must further report progress in respect thereof on agreed voluntary targets.

This award is to recognise and acknowledge companies that have embraced both the spirit and the letter of this new listing requirement. It also recognises organisations reporting on pipeline development and further recognises whether the organisation has referred to gender or gender policies in the previous year’s reports. At the same time, the award recognises that many organisations report on “transformation” or “diversity and inclusion”, which may include racial, gender and other transformation issues. This is acknowledged that, like many of the other categories in the awards, the criteria for a winning award this year would naturally be set slightly lower than what would be expected in the following years as organisations get to grip with this new focus in their reporting requirements. In 2017, the organisers reserved the right to “recognise” an organisation or organisations and not bestow an award as such. This is currently the only award where nominations are actively sought by the awards’ organisers. Organisations are, of course, welcome to apply to be included in this category.

The vision of the 30% Club is to ensure “that gender balance on boards not only encourages better leadership and governance, but diversity further contributes to better all-round board performance, and ultimately increased corporate performance for both companies and their shareholders”.

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POSITIVE ROLE MODEL AWARD CRITERIA: A female growing her career who understands the responsibility that comes with being a role model and the need to inspire others to do the same. The nominee is nominated by a person or group of people who know her very well, primarily in a business role, and the nominee accepts the nomination in writing.

RMB’S AFRICA’S FEARLESS THINKER AWARD CRITERIA: This award seeks to identify an individual who is recognised among their colleagues and/or community for their groundbreaking, innovative thought leadership on tackling gender mainstreaming issues. The individual needs to be able to demonstrate confidence and steadfastness in the pursuit of those ideas. Their ideas must be/have been actionable by a broader audience. Implementation or actionability of ideas by either the individual or a broader group is key.

Images: Wavebreakmedia/istockphoto.com, jacoblund/istockphoto.com

INVESTING IN YOUNG WOMEN AWARD

GENDER MAINSTREAMING AWARDS

COMPANY AWARD WINNERS AND FINALISTS: SOUTHERN AFRICA

INVESTING IN YOUNG WOMEN AWARD

2023 SOUTHERN AFRICA GENDER MAINSTREAMING CHAMPION: EOH Holdings Ltd

Listed

EMPOWERMENT OF WOMEN IN THE COMMUNITY AWARD Listed

Nonlisted

Nonprofit

OVERALL WINNER

THE 2023 AFRICA GENDER MAINSTREAMING CHAMPION: Cummins Africa Middle East

Nonlisted

Unilever South Africa

1st

EOH Holdings Ltd

2nd

BMW Group South Africa

3rd

Assmang Limited Khumani Iron Ore

4th

Cummins Africa Middle East (CAMFED Programme)

1st

Cummins Africa Middle East (TEC Programme)

2nd

EOH Holdings Ltd

1st

Lushaka Wealth Solutions (Pty) Ltd

3rd

Nedbank Ltd

2nd

Young Leaders Connect

1st

Briefly News

1st

Nonprofit

Cummins Africa Middle East

2nd

2nd

Lushaka Wealth Solutions (Pty) Ltd

3rd

Association of Black Securities and Investment Professionals (Women in Focus Committee)

ImPower'd Woman

1st

OVERALL WINNER

CUMMINS AFRICA MIDDLE EAST

Mapitsi Foundation

2nd

Little Miss Sunshine Foundation

3rd

Innovate Durban

4th

The Tanyaradzwa Initiative

5th

EOH HOLDINGS LTD

CUMMINS AFRICA MIDDLE EAST POWERS WOMEN

EOH – ENABLING EFFECTIVE PARTICIPATION IN THE ECONOMY Socioeconomic development, education and skills development enable upward social economic mobility and are essential for escaping poverty. They are key to driving growth and enabling effective participation in the economy and society. EOH’s strategy is to ensure its people and society at large are enabled, through transformative skills development opportunities, to create a sustainable future and promote the development of skills as per the National Development Plan 2030.

In the 2022 financial year, the group invested R17.2-million towards the learning and development of black women and just over R15-million towards the development of people with disabilities.

Cummins Powers Women is a community initiative that seeks to unite the organisation's leaders and employees worldwide in finding solutions to gender inequality in our communities, reinforcing Cummins’ commitment to the advancement of women everywhere.

Cummins Powers Women represents a $23-million commitment to proven programmes designed to create large-scale change in the lives of women and girls globally.

Since 2018, it has served more than 27 million women and girls and invested in 253 advocacy initiatives in 5 regions, resulting in 47 laws and policies supporting gender equality.

Cummins Powers Women partners with a network of global nonprofit organisations with existing, outcome-based programmes focused on areas where significant barriers exist to the advancement of girls and women. Cummins’ investment supports a range of effective programmes, including grassroots teaching and mentoring, financial stability through entrepreneurship, leadership training and strategic guidance to nonprofit leaders.

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ECONOMIC EMPOWERMENT AWARD

Listed

Nonlisted OVERALL WINNER

2nd

Zambia National Commercial Bank

2nd

Sasol Ltd (Women of Tomorrow Summit)

3rd

Kellogg South Africa

3rd

Commercial Transport Academy

1st

Unilever South Africa

4th

Lajoya Holdings (Pty) Ltd

2nd

PAWA Africa, an African Development Bank Initiative

3rd

Nonprofit

Pfizer Laboratories (Pty) Ltd

1st

Kellogg South Africa

2nd

The Transformation Legacy

4th

Cummins Africa Middle East

3rd

TSA Afrika Resources and Projects (Pty) Ltd

5th

OVERALL WINNER

PFIZER LABORATORIES (PTY) LTD

MAINSTREAMING GENDER AND DISABILITY AWARD

OVERALL WINNER

1st

Nedbank Ltd

1st

In support of societal transformation, Pfizer has committed the business to a journey of diversity and inclusion. Continually investing in its people and striving to ensure its workforce is representative of the demographics of societies where they operate.

More than 60 per cent of Pfizer’s leadership team is black, and over 60 per cent are women. Nearly three-quarters (74 per cent) of its entire workforce is made up of women.

Nonlisted

Sasol Ltd (Women in Engineering)

Assmang Limited Khumani Iron Ore

PFIZER LABORATORIES (PTY) LTD – INVESTING IN DIVERSITY

Listed

Listed

RCL FOODS Ltd

1st

TransUnion GCC Africa

2nd

EOH Holdings (Disability drone project)

3rd

EOH Holdings (Disability connect expo)

4th

Massmart Holdings Ltd

1st

KLM Empowered

2nd

Cummins Africa Middle East

3rd

Walk of Hope Botswana

4th

SASOL – EMPOWERING WOMEN The Sasol Siyakha Enterprise and Supplier Development Trust (Siyakha Trust), an SME funding vehicle wholly owned

by Sasol, has launched the Women Empowerment Finance funding initiative.

This funding solution is specifically designed to accelerate access to affordable capital for 100 per cent black-women-owned and managed suppliers that are participants in the Sasol development programmes across all sectors within Sasol’s value chain.

The initiative is a proactive step in addressing the unique challenges faced by black-women-owned businesses, which include limited access to capital within traditional funding channels. It underscores Sasol’s commitment to advancing gender equity, contributing to a stronger, more inclusive future within the organisation and society at large.

Gender Reporting of JSE-Listed companies Award

RCL FOODS Ltd JSE-listed

RCL FOODS – DELIVERING WELLBEING Everyone has the right to dignity and wellbeing. RCL Foods prioritises inclusivity and works with employees, customers, communities, and its value chain partners to make lives better. But, many women still encounter obstacles rooted in gender biases that hinder their growth and limit their potential. Committed to breaking these barriers, RCL Foods launched the Basadi Bereka (meaning Women at Work in seTswana) programme in 2019.

Since its inception, Basadi Bereka has celebrated numerous success stories. Recently, it proudly witnessed the graduation of another 17 remarkable women from its pies business.

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SASOL LTD

Coronation Fund Managers Ltd

1st

Attacq Ltd

2nd

Clicks Group Ltd

3rd

Liberty2Degrees Ltd

4th

Spur Corporation Ltd

5th

WOMEN ON BOARDS AWARD EOH Holdings Ltd

1st

Aon SA

2nd

Mpumalanga Tourism and Parks Agency

3rd

Innovate Durban

4th

Image: Jonathan Erasmus/istockphoto.com

EQUAL REPRESENTATION AND PARTICIPATION AWARD

GENDER MAINSTREAMING AWARDS

WOMEN EMPOWERMENT IN THE WORKPLACE AWARD

RMB’S AFRICA FEARLESS THINKER AWARD Bertina Engelbrecht

1st

1st

Dr Leila Fourie

2nd

TransUnion and TransUnion GCC Africa

2nd

Anne K Waweru

3rd

EOH Holdings Ltd (Women Empowerment)

3rd

Dr Ntombizodwa Mhangwani

4th

EOH Holdings Ltd (Impression e-signature)

4th

Avesh Singh

5th

Department of Social Development

1st

Massmart Holdings Ltd

1st

Webber Wentzel

2nd

Pfizer Laboratories (Pty) Ltd

3rd

UpTime Consulting

4th

Hesed Consulting

5th

Kellogg South Africa

Government

Nonlisted

OVERALL WINNER

MASSMART HOLDINGS LIMITED

WOMEN EMPOWERMENT PRINCIPLES AWARDS Gender Inclusive Workplace

MASSMART – WOMEN IN LEADERSHIP

With a 48 per cent female workforce, Massmart Holdings launched the Women in Leadership Council (WILC) to drive its commitment to advocating for and advancing gender equity, women’s leadership and career development in Massmart. The WILC’s mission is to provide women with the knowledge, skills, confidence and clear career paths in an environment that promotes alignment between business and personal career aspirations.

WOMEN ON EXECUTIVE COMMITTEES IN MULTINATIONALS AWARD BMW Financial Services

1st

London Stock Exchange Group

2nd

POSITIVE ROLE MODEL AWARD

Pfizer Laboratories (PTY) Ltd

1st

Rand Merchant Bank

2nd

Clicks Group Ltd

3rd

Smollan Group SA

4th

Coronation Funa Managers Ltd

5th

Gender Responsive Marketplace Nedbank Limited Nedbank Limited

1st

EY

2nd

Rand Merchant Bank

3rd

AECI Limited

4th

Community Engagement and Partnerships EY

1st

Nedbank Ltd

2nd

AECI Ltd

3rd

Woolworths Holdin s Ltd

4th

Sinayo Securities (Pty) Ltd

5th

Bertina Engelbrecht

1st

Bongiwe Ntuli

2nd

Transparency & Reporting

Ann Leepile

3rd

Coronation Fund Managers Limited

1st

Taki Netshitenzhe

4th

Alexander Forbes

2nd

Julia Modise

5th

EY

3rd

YOUNG POSITIVE ROLE MODEL AWARD Malebo Mohale

Nedbank Ltd

4th

INCLUSIVE LEADER AWARD

Leadership (+35)

Large corporate

Corporate

Bertina Engelbrecht

1st

Bongiwe Ntuli

2nd

Lee Naik

3rd

Anel Bosman

4th

Gail Moshoeshoe

5th

Nonlisted

Dr Tshililo Farizani

1st

OVERALL WINNER

BERTINA ENGELBRECHT

Rand Merchant Bank - Emrie Brown

1st

KLM Empowered - Lyn Mansour

2nd

Sinayo Securities -Babalwa Ngonyama

3rd

Woolworths Holdings Ltd - Zinzi Mgolodela

4th

Leadership (-35) Becandsure Financial Services - Caroline Njuguna

1st

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COMPANY AWARD WINNERS AND FINALISTS: EAST AFRICA ECONOMIC EMPOWERMENT AWARD Listed

Nonlisted OVERALL WINNER

2023 EAST AFRICA GENDER MAINSTREAMING CHAMPION: SBM Bank, Kenya

INVESTING IN YOUNG WOMEN AWARD Standard Chartered Bank

1st

Kosmotive

1st

Cummins Africa Middle East

2nd

4th

Lady Askari Ltd

3rd

National Youth Caucus Kenya

1st

1st

Vijana Amani Pamoja

2nd

Concern for the Girl Child (Water, Hygiene and Reproductive) Concern for the Girl Child (Education)

2nd

Bamburi Cement Plc

1st

Credit Bank Plc

2nd

SBM Bank Kenya

3rd

Absa Bank Kenya Plc

BAMBURI CEMENT PLC

Listed Nonlisted

Nonprofit OVERALL WINNER

KOSMOTIVE

BAMBURI CEMENT LTD To boost the participation of women in the Kenyan supply chain, Bamburi Cement PLC partnered with the International Finance Corporation on a gender programme that supports the increase of procurement opportunities for women-owned enterprises in Kenya. Bamburi Cement has made three commitments under the partnership.

1. To develop and implement a gender-inclusive sourcing strategy.

2. To collect gender-disaggregated procurement data.

3. Invest in a targeted supplier outreach programme that will raise awareness of procurement opportunities for women-owned businesses.

KOSMOTIVE – IMPROVING ACCESS TO HEALTH SERVICES Kosmotive, a social enterprise developed to improve reproductive, maternal and child health in Rwanda and across Africa with better access to health services for mothers and children, aims to create 100 jobs for young women by the end of 2023.

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Meet Blandine, Founder and CEO of Kosmotive, explaining the work of the company.

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Bamburi Cement's Women On Wheels programme

WOMEN EMPOWERMENT IN THE WORKPLACE AWARD

EMPOWERMENT OF WOMEN IN THE COMMUNITY AWARD

Lady Askari Ltd

1st

Canon Central and North Africa

2nd

Multimedia Data Journalist

3rd

A to Z Textile Mills Limited

4th

INCLUSIVE LEADER AWARD

SBM Bank Kenya

1st

Betty Korir

1st

Collaboration of Women In Development

2nd

Matimba Mbungela

2nd

Standard Chartered Bank

3rd

Blandine Umziranenge

3rd

Absa Bank Kenya Plc

4th

Dr Lakshmi Priya Mohan

4th

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GENDER MAINSTREAMING AWARDS

POSITIVE ROLE MODEL AWARD Evelyn Ngatia

Positive Role Model Kenya

Ivy Getanda

Finalist

Syombua Osiany

Finalist

Sally Musonye

Finalist

Maryben Akinyi Omollo

Finalist

Susan Situma

Finalist

Elizabeth Wasunna-Ochwa

Finalist

Makabelo Malumane

Finalist

Blandine Umuziranenge

Positive Role Model Rwanda

Dr Lakshmi Priya Mohan

Positive Role Model Tanzania

Mariam Mpaata

Positive Role Model Uganda

Construction Sector

Ivy Getanda

1st

Engineering and Technical Services Sector

Sally Musonye

1st

Factory Sector

Dr Lakshmi Priya Mohan

1st

Susan Situma

1st

Elizabeth Wasunna-Ochwa

2nd

Makabelo Malumane

3rd

Blandine Umuziranenge

1st

Evelyn Ngatia

1st

Syombua Osiany

2nd

Maryben Akinyi Omollo

3rd

Mariam Mpaata

1st

Financial Services Sector Health Services Sector Professional Services Sector Tourism and Hospitality Sector

CELEBRATING WOMEN 2023

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COMPANY AWARD WINNERS AND FINALISTS: WEST AFRICA EMPOWERMENT OF WOMEN IN THE COMMUNITY AWARD Listed

Guinness Ghana Breweries Plc

Finalist

Small Medium Enterprise

Exa Ventures

Finalist

Women Impacting Nigeria

Finalist

Junior Achievement Nigeria

Finalist

Institute Of Directors - Ghana

Finalist

Government/ traditional area

Queen of the VE Traditional Area

Finalist

Government of Gambia

Finalist

OVERALL WINNER

Guinness Ghana Breweries Plc

Nonprofit

WOMEN EMPOWERMENT IN THE WORKPLACE AWARD Listed

Guinness Ghana Breweries Plc

Finalist

Nonlisted

Jospong Group of Companies

Finalist

OVERALL WINNER

Guinness Ghana Breweries Plc

GUINNESS GHANA BREWERIES – SOCIETY 2030: SPIRIT OF PROGRESS The company aims to promote sustainable growth through inclusive programmes that provide equal access to resources, skills and employment opportunities. The programmes include the provision of business and hospitality skills training, safe water, sanitation and hygiene, and support for smallholder farmers.

The community programmes are gender inclusive by design.

This means putting in place measures that reduce barriers to women accessing the skills, resources, and opportunities we provide through our programmes. For example, making sure that at least 50 per cent of training participants are women and that women’s needs are met at all stages of design, implementation and evaluation. We do this in partnership with Care International UK, a leading NGO in gender equality.

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Guinness Ghana Breweries’ 25 Society 2030: Spirit of Progress targets

24 | CELEBRATING WOMEN 2023

2023 GENDER MAINSTREAMING CHAMPION WEST AFRICA:

Guinness Ghana Breweries Plc

INVESTING IN YOUNG WOMEN AWARD Small Medium Enterprise

Exa Ventures

Finalist

Edible Treats

Finalist

Cummins Africa Middle East CAMFED Program, Ghana

Finalist

Cummins Africa Middle East TEC Program, Nigeria

Finalist

Nonprofit

Illuminate Nigeria Development Network

Finalist

OVERALL WINNER

Exa Ventures

Nonlisted

EXA VENTURES – DEDICATED TO EMPOWERING WOMEN In its work as a social enterprise, EXA Ventures focuses on malaria prevention and empowering women. Some of these community service activities include: • Product donations to orphanages, schools and prisons.

• Screening school children and orphans for malaria.

• Educating about malaria prevention.

• Employing new mothers with babies to sell products from their homes to enable them to earn an income.

• Engaging disabled community members in production work.

• Training and mentoring young women rescued from trafficking and returned female migrants, reintegrating them into the community through a malaria eradication programme and providing ongoing guidance.

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Meet Exa Ventures founder Doris Adoboe

A D N OW

GENDER MAINSTREAMING AWARDS

INCLUSIVE LEADER AWARD Olayinka Subair

Inclusive Leader Nigeria

Tavona Biza

Inclusive Leader Ghana

Chiamaka Amajirionwu

Finalist Nigeria

Yimika Adeboye

Finalist Nigeria

Oluwatosin Adebayo

Finalist Nigeria

Olukorede Demola-Adeniyi

Finalist Nigeria

Jehoshaphat Abaya

Finalist Ghana

POSITIVE ROLE MODEL AWARD Agriculture Products and

1st

Florence Ekong

2nd

Financial Services Sector

Emma Ocansey

1st

Health Services Sector

Nana Adwoa Konadu Dsane

1st

News, Media and Advertising Sector

Dr. Maryam Ibrahim Shettima

1st

Yimika Adeboye

1st

Victoria Ibhawa

2nd

Oluwatosin Adebayo

3rd

Fikayo O Awokunle

1st

Foluso Gbadamosi

2nd

Ijeoma Mbaneme

1st

Emma Ocansey

Positive Role Model Ghana

Yimika Adeboye

Positive Role Model Nigeria

Rita Aku-Shika Diabah

Finalist Ghana

Nana Adwoa Konadu Dsane

Finalist Ghana

Victoria Seshie

Finalist Ghana

Ijeoma Mbaneme

Finalist Nigeria

Victoria Ibhawa

Finalist Nigeria

Dr. Maryam Ibrahim Shettima

Finalist Nigeria

Oluwatosin Adebayo

Finalist Nigeria

Fikayo O Awokunle

Finalist Nigeria

Foluso Gbadamosi

Finalist Nigeria

Processing Sector

Professional Services Sector Telecommunication Services Sector Images: julief514/istockphoto.com, LorenzoT81/istockphoto.com, Supplied

Rita Aku-Shika Diabah

"We believe the best way to influence change is to strengthen and grow the current conversation, then couple that with deliberate actions." – Colleen Larsen, chief executive of Business Engage CELEBRATING WOMEN 2023

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GMA 2023 AWARD JUDGES AWARD JUDGES: Southern Africa

Shelley Walters The Sales Counsel, founder

Dharshni Padayachee Rand Merchant Bank, Transformation, Inclusion and Equality lead

Joy-Marie Lawrence Boardvisory, CEO and founder

Professor Parmi Natesan Institute of Directors South Africa, CEO

Alison Badenhorst Rand Merchant Bank, chief marketing officer

Dionne Kerr Siyakha Consulting, group CEO

Linda Kachingwe Sisya FNB and RMB, Africa head of Marketing and Communication

Refiloe Nkadimeng African Rainbow Capital, CFO and executive director

Jo-Ann Pohl Kearney, senior adviser

Dr Jerry Gule Institute of People Management, CEO

Malcolm Larsen Business Engage, company secretary

Rose Mamabolo WBD Investment, acting CEO and CFO

Bharti Harie Stefanutti Stocks Holdings Limited, independent nonexecutive director

Dr Ntombi Mhangwani Vodacom Business, executive head of Marketing

Martie Janse van Rensburg board member on various boards

Shepherd Shonhiwa Gateways Business Consultants, CEO

Naomi Williams Livingston Leandy Incorporated, director

Elmarie Bissett Nidaba Consulting, director

Megs Naidu Citi, regional head of Risk and Controls, EMEA Public Affairs

Shirley Machaba PwC South Africa, CEO and PwC Southern Africa regional senior partner

Carina Wessels Alexander Forbes, executive: Governance, Legal and Compliance

Gavin Fitzmaurice Webber Wentzel, Cape Town managing partner – Dispute Resolution Practice

Michael Judin Judin Combrink, partner and joint owner

Vuyo Lee JSE, director of Marketing and Corporate Affairs

Deidre King Jacaranda FM, MD

Helena Conradie Satrix, CEO

Michael Pryke Coaching Leaders, CEO

William Surmon Botswana Insurance Company, chief sales and marketing officer

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Naomi Webster SAHRC, Strategy & Performance Specialist

M I N AT E

JUDGES: RMB's Africa's Fearless Thinker Award Alison Badenhorst, RMB Dharshni Padayachee, RMB Linda Kachingwe Sisya, Fnb and RMB

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GENDER MAINSTREAMING AWARDS

AWARD JUDGES: East Africa Alice Oyaro independent consultant

Annette Kimitei Senaca East Africa, MD

Chimwemwe Ngwenya Standard Chartered Bank, director: Transaction Banking Sales (Kenya and Zambia)

Donna Phoebe Rege Safaricom PLC, chairperson of Safaricom Women in Technology

Margaget Kimani Kabute Global Consulting Group, MD

Nathalie Ngatia IDEO.org Nairobi, MD – Partnerships and Strategy

AWARD JUDGES: West Africa Monica Kimeu Secretary general, Women in Safety Excellence

Abimbola Agbejule Wema Bank Pic, head: Corporate Sustainability

Cecilia Akintomide Independent nonexecutive director

Susan Quist Cummins Africa Middle East, director

Susan Maingi Coca-Cola Beverages Africa - Kenya, Country lead Regulatory and Stakeholder Engagement Chinwe Egwim Coronation Merchant Bank, chief economist Rosenary Okello-Orlale Strathmore University Business School, director – Africa Media Hub

Eva Komba Gender, governance and development specialist

Toyin Dania MEST Africa, project manager Cynthia Ofori-Dwumfuo Hollard Ghana, group head: Marketing and Corporate Affairs

Sienna Dutkowski Lady Askari, director of Community and Social Affairs

Lenin Oyuga Mastercard, head - Telco Digital Partnerships Middle East and Africa

Makabelo Malumane East AfricaStandard Chartered Bank, MD and head of Transaction Banking

Tendai Murahwa Diversity Dividend Africa Ltd, managing consultant

Donna Rege Chairperson, Safaricom Women in Technology

Patricia Sampson Director, General Administration, Ministry of Sanitation and Water Resources, Ghana

Dr Rejoice Wodomdedzi Foli G-Wealth Consults, CEO

Glory Edozien Inspired by Glory Academy, lead coach and consultant

"Driving change for gender equity is critical for business growth and effectiveness. It brings diverse perspectives that fuel innovation, enhance creativity and problem-solving, improve decision-making, attract top talent, get insights that increase customer satisfaction, build a positive brand image and improve employee retention rates." – Accenture

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Images: naruedom/istockphoto.com, Supplied

Magdalene Mwende Mulandi SBM Bank (K) Ltd, vice president and head of Marketing, PR and Communications

Sylvia Mukasa GlobalX Investments Ltd/ Innovation Lab, founder and CEO

Uche Uzoebe SANEF, executive head: Distribution and Stakeholder Programme

JU

Janice Kemoli Ignition Consortium, partner

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Members of IWFSA Alumni Executive Committee - next generation of women leaders.

WOMEN IN LEADERSHIP PROGRAMME The Women in Leadership Programme, in partnership with IWFSA and FASSET, delivered by DukeCE as the education partner, is aimed at developing 1000 women in the financial sector over a 3 (three) year period (1 October 2022 -30 September 2025).

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The Programme comprises an Executive Development Programme (EDP) and a Middle Management Programme (MMDP) ,aimed at addressing challenges experienced by women in Management and Leadership positions, through a series of Modules and Intersessions with an Action Learning and Research Project.

It includes an international benchmark and networking study, which consists of a global immersion experience for the participants of the EDP and African immersion experience for the participants of the MMDP. The programme, designed to nurture and empower aspiring women leaders, has already seen remarkable growth and development amongst its graduates and current participants.

driving a common mission of advancing women’s leadership and championing equality worldwide.

The programme is open to females in professions within the Financial Sector as well as FASSET sector institutions and PSET institutions.

Females within the FASSET constituent sector, regardless of the division which they have been placed, are covered. Females who are professionals within the Finance, Accounting and Auditing Services across all other sectors are eligible to apply.

Applications for the new cohort open mid-September 2023 and closes on the 30th of November 2023.

Please visit www.fasset.org.za or www.iwfsa.co.za for applicants to apply.

A key component of the Programme is the one-on-one mentoring by globally acclaimed and successful women leaders who are members of or associated with IWFSA. IWFSA is part of the International Women’s Forum (IWF), a global organisation of 7800 pre-eminent women leaders in 34 countries,

Ayanda Mafuleka CEO of Fasset

Sharmla Chetty Duke CE President

IN CONVERSATION WITH

NATURALLY INCLUSIVE RYLAND FISHER chats with Bertina Engelbrecht, CEO of the Clicks Group, who describes her leadership style as naturally inclusive

Image: Supplied

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ou achieve a great deal more if you can leverage everybody’s uniqueness, in terms of their lived experiences, cultural backgrounds and education, claims Bertina Engelbrecht. “You have to be authentic in who you are to be a credible leader,” she says.

Engelbrecht was appointed in January 2022 as the CEO of the Clicks Group with a R69-billion market capitalisation, more than 700 stores and over 17 000 employees, and the company has continued to grow under her leadership.

“I believe in being myself at work and at home. I have never tried to be a man in my job or to be what is typically expected of the leader in a retail company. You must treat people the way you want to be treated. You must always have a certain level of humility and always display humanity.”

She says it was difficult to be a woman leader. “You always have to outperform others.

You sometimes feel that you can’t have a family or signal that you have responsibilities as a woman, mother or daughter. Yet, those things are important to us. You must have proper support networks at home and speak up for what you need at work.”

Engelbrecht lost her husband almost five years ago due to cancer. “We went through a torturous journey with chemo and hospitalisations for the five years before his passing.

I considered resigning, but the company supported me through those difficult times.”

She says leaders must speak out to make it easier for those who will come afterwards.

“You have to reflect on your own circumstances and then ask, how can I help other people as well?

When it’s unreasonable, you must speak up.”

Bertina Engelbrecht

LEADERSHIP MODEL FOUNDED ON VALUES Engelbrecht says Clicks has an established leadership model, founded on its values, against which everyone gets judged. “When we do the performance review for leaders and managers in the organisation, it is not just about what they’ve achieved, but how they went about achieving it. We specifically look at how they live the organisation’s values through delivery.

“We look for leaders who have demonstrated that they can work with others, not only members of their teams.

You achieve a lot more if you work with others.

This is one of the reasons why we have performed so well over the past decade or so.

“We are globally leading the market in terms of sustaining performance – that is due to our embedded leadership model and the way we manage performance.”

She says her appointment to lead Clicks was seen as “left field”. “Not many people thought a woman would be appointed to head a major retail chain. Yet, most people working in retail and most of our customers are women.”

GETTING THE BALANCE RIGHT Engelbrecht says it is important to balance work and family. “I have dinner with my son on a Friday. I go on a trip with my brother every year. I love to cook, and I love art and culture. I love reading and buy at least one book every week – not just business books, but fiction and nonfiction.

“I am not able to find complete balance during the week, but I can spend more time with my family over weekends. That destresses me from Friday onwards.”

Did you know?

Bertina Engelbrecht has been appointed a member of the Council of Stellenbosch University and will serve from 1 September 2023 to August 2027. * Source: sun.ac.za

WORDS OF WISDOM Asked what lessons she would share with young women, Engelbrecht says: “Everything is going to depend on your performance and your willingness to do more than what you are paid to do. Offer to help colleagues who might be going through a stressful time or have a deadline. Ensure that the quality of your work is very good. Be on time and respond courteously to emails.

“I always tell young people not to get involved in office gossip and to focus on being constructive. If you engage in destructive behaviour, it takes so much of your energy that you can’t concentrate on the things that matter.

“Continue to read and educate yourself. The world is changing and technology is changing, so you’ve got to keep abreast of whatever is relevant within your field. Also, be careful about what you put on social media because you are always representing your family and your work.”

CLICKS GROUP BOARD DIVERSITY

44% FEMALE 67% BLACK * Source: clicksgroup.co.za

“YOU MUST TREAT PEOPLE THE WAY YOU WANT TO BE TREATED. YOU MUST ALWAYS HAVE A CERTAIN LEVEL OF HUMILITY AND ALWAYS DISPLAY HUMANITY.” CELEBRATING WOMEN 2023

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YOUTH DEVELOPMENT

EDUCATE GIRLS AND YOU GIVE THEM HOPE Educating and providing skills development for young women is a vital step in creating a more just and equitable society, so why does it seem like progress remains stagnant?

By VUKANI MAGUBANE

UNLOCKING POTENTIAL Both agree that the key to unlocking the potential of the youth lies in focusing on the basics. Young people, especially young girls, need to have an educational grounding in traditional maths and science.

The entrepreneurial spirit of youths should be nurtured so they have the means and resources to chart their own destiny.

Personal mastery and soft skills are as important as technical skills for young people to enhance their employability and contribute to economic growth.

Investec was one of the first corporates to support the Youth Employment Service (Yes) initiative to tackle youth unemployment in the country. Yes is committed to driving economic participation by young people through supporting educational initiatives and entrepreneurship.

“No single entity should be expected to try to address all the ills of society. We should focus on where we think we can make a meaningful difference. Education Chantyl Mulder

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is very broad. We support initiatives to increase the number of matriculants and to facilitate access to quality tertiary education,” Manchidi explains. “While our programmes are open to all, we have a specific focus on women, and our maths intervention is attracting more and more women.”

Manchidi says that exposure for young women is essential for unlocking their potential and building soft skills, street smarts and a can-do attitude.

“Work readiness is about life skills issues – collaboration, teamwork and technical abilities – and exposure for women is about the MBA of life – our day-to-day experiences that teach us much more,” he says. “It’s about building self-confidence and self-belief. It’s about exposing them to people like them. When they get exposure and see a black woman navigating and breaking the stereotype it gives them confidence and belief.”

Mulder is a qualified chartered accountant with more than 35 years of experience in implementing and managing projects in education, training, skills development and transformation.

When she retired from SAICA, she turned her passion for making a difference to unemployed youth from economically distressed communities, taking on the role of CEO of Marketplace Academy.

EDUCATE TO EMPOWER Marketplace Academy (MPA) has a multipronged approach that includes supporting schools in introducing a three-stream curriculum focusing on academics, technical and occupational skills. It also supports students with personal mastery and mathematics and helps prepare students for employment,

Setlogane Manchidi

and unemployed youth to achieve a matric equivalent (NQF4).

Numeracy and literary skills are the foundation to build upon, thereby enabling young people to learn the necessary skills to participate meaningfully in the economy.

MPA partners with schools in Reiger Park in Boksburg to address poor numeracy and literary skills. Fundamental to MPA’s approach is phasing out maths literacy and offering pure maths at participating schools.

Empowering and educating young girls is a priority, says Mulder. “If you educate a woman, she knows how to look after her children.

Women return to homes where they are victims of gender-based violence because they are not economically independent,” she says. “We must have conversations with girls about sex education. Teenage pregnancy is a big problem in the schools.”

Mulder adds that it’s not rocket science. If you educate girls, you give them hope. “We must teach girls to develop an entrepreneurial spirit, to have a career and generate their own money.”

THE ENTREPRENEURIAL SPIRIT OF YOUTHS SHOULD BE NURTURED SO THEY HAVE THE MEANS AND RESOURCES TO CHART THEIR OWN DESTINY.

Images: Supplied

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oung women, like everyone else, need a combination of technical, soft and adaptive skills to thrive in the new world of work and drive gender parity. Setlogane Manchidi, head of CSI at Investec, and Chantyl Mulder, former SAICA executive and chief executive officer of Marketplace Academy, are both passionate about opening doors and opportunities for young people.

They are driving successful programmes and initiatives to address the country’s Achilles heel – youth unemployment and the skills gap that traps young people in the vicious cycle of poverty, inequality and joblessness.

STELLENBOSCH UNIVERSITY ADVERTORIAL

STANDING ON THE SHOULDERS OF GIANTS the transformative power of mentorship STELLENBOSCH UNIVERSITY celebrates the remarkable achievements of female academics in the engineering field and illuminates the transformative power of mentorship

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“IT WAS MOTIVATING TO SEE THERE WERE WOMEN IN THE WORKPLACE WHO WERE BREAKING GROUND AND MAKING A SUCCESS OF IT.” – DR KAREN GARNER

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Growing up in Mitchell’s Plain on the Cape Flats, Dr Karen Garner dreamt of becoming an engineer. And she wasn’t going to let anything stand in the way of making this dream a reality.

“I knew at age 13 already that I wanted to be an engineer. I happened to watch a Popular Mechanics episode on television, and it just sparked my interest,” says Dr Garner, who is a senior lecturer in the Department of Electrical and Electronic Engineering at SU. She adds: “My father worked for Telkom and always brought home old telephones. So, my two younger brothers and I loved to play with these broken telephones and see how they function.”

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FROM BROKEN TELEPHONES TO BREAKING BARRIERS

Dr Chantelle van Staden speaks warmly of the significance of mentors throughout her life.

A lecturer in the Department of Electrical and Electronic Engineering at SU, she reveals that her grandmother was the one who introduced her to the world of engineering at a young age.

“Although my grandmother had a background in accounting, she was the capital accountant for young civil, chemical and industrial engineers who did part of their graduate programmes at the company where she worked.

“She used to tell me about her interactions with these engineers and how well they were doing, and she suggested I consider engineering.”

After winning a bursary through the Department of Water Affairs, Dr van Staden studied engineering at SU. In her third year, she became a Christian and started to heal her

broken relationship with her father. From then, her life changed, and she became a mentor and tutor to some of her fellow students.

Dr van Staden says that when she did her master’s and PhD, she had amazing mentors.

This support continued when she became a lecturer. She emphasises the value of mentorship for females in the engineering profession, and says there is space for women to be mentors and role models to other women, especially young girls.

“I think it is important to have someone in your corner who can help you navigate the space, build a professional and social network, create a work-life balance and thrive, and also encourage you when things get tough.” www.sun.ac.za

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HEALING THROUGH ENGINEERING Dr Karen Garner

Dr Chantelle van Staden

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She attended a technical school where she met the first of many mentors who would play a key role in her personal and professional development. Through hard work, Dr Garner achieved top marks in school and received a bursary from Eskom to study at SU. During the holidays, she worked at Eskom, where she paired up with female engineer Leanne Perumal, who became a mentor. “Looking back, it was motivating to see there were women in the workplace who were breaking ground and making a success of it.”

There have been many mentors along her academic path. “I know how difficult it was for me. However, I was lucky to have people at just the right times in my life who could fulfil those various roles and help me develop. I had all these people who motivated me and listened when things got tough.

“Now I get to pay it forward because I would have loved to have had a person like me when I was an undergraduate student, when I was going through the motions, and when I was in the workplace.”

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hrough their own experiences with mentors, these distinguished Stellenbosch University (SU) academics have not only excelled in their fields, but also embraced the significant role of mentoring, guiding and inspiring colleagues and students towards success to foster a more inclusive and empowered academic community.

For more information: +27 21 808 9111 Stellenbosch University Private Bag X1, Matieland, 7602, Stellenbosch, South Africa

CELEBRATING WOMEN 2023

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CELEBRATING AND EMPOWERING WOMEN AT UMP Equality and equity remain firmly under the spotlight. While insights from history remind us of where we come from, where we are at, and where we are headed – current challenges call for immediate responses and agility

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he grit and courage of women in the past, who have bravely fought for change, inspire and revitalise us to ensure the baton is picked up and properly passed on from generation to generation.

Forever remembering their courage, we need to put our energy into ensuring that future generations of women have the resilience to succeed and lead meaningful lives. We need to mentor and coach them and put programmes in place to ensure the road becomes more manageable. Equality, justice and fairness continue to guide our efforts.

Technology has shrunk the globe while simultaneously expanding knowledge and information. Self-reflection and listening and staying alert become key and are vital additions to the arsenal of current leaders – especially women leaders in an arena that not so long ago would have been easily described as the domain of males. Indeed, the higher education sector is still male-dominated. There are currently six female vice chancellors in a total of 26 universities.

staff and students to self-actualise and become the best versions of themselves, thereby providing optimal opportunities for UMP to grow as an institution. This year represents an important milestone in the university’s history as we celebrate our 10th anniversary of UMP’s establishment on 22 August 2013 and its official launch on 31 October 2013.

The 10-year anniversary celebrations will take place on 3 November 2023 at the Mbombela Campus. The theme of the celebrations, “A Decade of Excellence and Creating Opportunities”, is a celebration of a very successful and inspiring pioneering journey, “luhambo lwemhlahlandlela”.

UMP has experienced massive growth since 2013. In 2014, UMP registered the inaugural 169 students in three programmes, and to date, 8 448 are registered in 65 programmes.

The qualifications range from higher certificates to doctoral degrees in line with our typology as a comprehensive institution. Sixty per cent of our students are female. A similar trend has been observed in the number of female graduates at UMP.

CREATING OPPORTUNITIES

RECOGNITION FOR EXCELLENCE AND EMPOWERMENT

Cognisant of the higher education context in South Africa, the University of Mpumalanga (UMP) continues to create opportunities for

HERS-SA Academy

34 | CELEBRATING WOMEN 2023

In addition to the many accolades received by UMP as an institution and for individual staff

members and students, UMP received the NRF Excelleration Award in recognition of improved research performance in 2022 and the NRF CEO Special Award in 2023, acknowledging UMP’s continued progress and commitment to excellence in research performance as measured against a selection of critical indicators.

In 2022, UMP was honoured as an icon and legend of empowerment and transformation by the Standard Bank Top Women Business Awards.

WOMEN LEADERSHIP AT UMP The leadership of women and the creation of a conducive ecology for teaching and learning, research and engagement at the University of Mpumalanga are not just constructs spoken about. UMP has a growing track record of women empowerment for both academic and support staff. One example is the annual participation of UMP staff in the HERS SA Academy, which focuses on professional development programmes for women employed in the higher education sector.

In 2023, Dr Nokuthula Khanyile, a lecturer in chemistry; Prof Ntombovuyo Wayi-Mgwebi, head of the School of Computing and Mathematical Sciences; Dr Mumsy Chibe, a lecturer in hospitality management; and Joy Nkosi, senior examinations officer, attended the HERS SA Academy in Cape Town from

EQUALITY, JUSTICE AND FAIRNESS CONTINUE TO GUIDE OUR EFFORTS.

UNIVERSITY OF MPUMALANGA ADVERTORIAL

Prof Thoko Mayekiso

Dr Loshni Govender

3 to 7 September 2023. Prof Thoko Mayekiso, the vice chancellor of the University of Mpumalanga since 1 November 2014, was invited to reflect on “Re-imagining leadership in higher education”. Given the shifting sands of higher education and the huge expectations and demands – leadership in higher education requires re-imagining and recalibrating. The courage to rethink and re-imagine is seminal.

We need to keep our inquisitiveness and probing minds alive.

The essence though is highlighting the strong pattern of female leadership at UMP, the results of which have begun to bear fruit as we see more and more female staff and students register for senior degrees and take up leadership positions at the levels of their operation.

Prof Thoko Mayekiso, obtained a BA, BA Honours and MA in Psychology from the University of Fort Hare. She furthered her studies at the Free University Berlin in Germany, where she obtained her D. Phil (cum laude) in Psychology. She also holds a Higher Education Diploma (postgraduate) from the University of South Africa. She is a registered clinical psychologist with the Health Professions Council of South Africa.

Dr Loshni Govender is the executive director of human resources at the University of Mpumalanga. She holds a PhD in Public Leadership and Development from Stellenbosch University. Dr Govender holds professional registration with various bodies, including the South African Board for Personnel Practice, the Institute for Personnel Management, the South African Council of Educators, and the Association for Coaching and Coaches and Mentors of South Africa.

NOTABLE ACHIEVEMENTS BY FEMALE STAFF Taking a closer look at the events and celebrations happening at the University of Mpumalanga, one is struck by the processes informed by the empowerment of women students and staff and the support and available opportunities provided to them, as we continue to keep an eye on transformation.

What is more, expanding horizons went beyond local and regional, covering international spaces as well. There are real and palpable developments and achievements as the following examples attest.

Dr Nomvula Twaise

Prof Phindile Lukhele-Olorunju

THE UNIVERSITY OF MPUMALANGA CONTINUES TO CREATE OPPORTUNITIES FOR STAFF AND STUDENTS TO SELF-ACTUALISE AND BECOME THE BEST VERSIONS OF THEMSELVES.

Dr Nomvula Twaise is the director of student housing. She holds a BA, BA Honours in Psychology from the University of Transkei, a MA in Psychology from Wayne State University, Michigan, USA, an Executive MBA from the Business School of Netherlands/South Africa and a PhD in Psychology from the Nelson Mandela University.

Prof Phindile Lukhele-Olorunju is the director of research management. She has qualifications in agricultural sciences; a BSc Agriculture (Swaziland), MSc Plant Breeding (Nigeria) and PhD Plant Breeding/Virology (USA). She has worked as a researcher in agricultural research institutions and lectured at three renowned universities (Swaziland, Nigeria and South Africa).

Prof Hilda Israel is the dean of the Faculty of Education. She is also the chairperson of the Institutional Forum that advises the Council of the University of Mpumalanga on matters pertaining to transformation. She holds BA, BA Honours and UHDE qualifications from the University of KwaZulu-Natal and a MED Prof Hilda Israel and DED in Curriculum from Baylor University, USA.

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Nokukhanya Shongwe

Dr Queen Ntombikayise Ambe

Dr Maria Eggink

Nokukhanya Shongwe, the deputy registrar: academic administration, holds a Bachelor of Arts and a postgraduate diploma in Industrial Relations from the University of KwaZulu-Natal.

Prof Estelle Boshoff is an industrial psychologist and head of the School of Development Studies. She holds a PhD in Industrial Psychology from the University of the Free State.

Dr Queen Ntombikayise Ambe is the director of management accounting, budgets and payroll. She holds a National Diploma in Cost and Management Accounting, Bachelor of Technology, an MBA from the Tshwane University of Technology, and a Doctor of Philosophy in Accounting from the University of Johannesburg.

Nomsa Mnisi is the deputy director of human resource management. She has a National Diploma in Human Resource Management from the White River Technical College, a BA in Administration from the University of South Africa and a postgraduate diploma in Public Management Administration from the University of Pretoria.

Dr Maria Eggink is the senior economics lecturer in the School of Development Studies, Faculty of Economics, Development and Business Sciences. She has a D. Com in Economics from the University of South Africa.

Prof Ntombovuyo Wayi-Mgwebi is the head of the School of Computing and Mathematical Sciences, Faculty of Agriculture and Natural Sciences. Prof Wayi-Mgwebi

holds a Bachelor of Commerce from Rhodes University, a Master of Commerce in Informatics from the University of Pretoria, and a PhD in Computer Science from North-West University.

Dr Bongiwe Mcata is a lecturer in the agribusiness stream in the School of Agricultural Sciences, Faculty of Agriculture and Natural Sciences. She is the programme leader for the BSc in Agriculture. She holds a PhD in Agriculture in Agricultural Economics from the University of Fort Hare.

Prof Estelle Boshoff

36 | CELEBRATING WOMEN 2023

Nomsa Mnisi

UMP HAS A GROWING TRACK RECORD OF WOMEN EMPOWERMENT FOR BOTH ACADEMIC AND SUPPORT STAFF.

Prof Ntombovuyo Wayi-Mgwebi

Dr Bongiwe Mcata

UNIVERSITY OF MPUMALANGA ADVERTORIAL

WOMEN’S MONTH CELEBRATIONS

Images: Supplied

MENTORING UPCOMING STAFF AND STUDENTS The role of mentoring, sometimes even coaching, does not cease for senior management and academic female staff at UMP. Academically promising and deserving students are taken under our wing and mentored. Growth in any career takes time, and students need reassurance from time to time from those who went before them. There are insights to be learnt from the perspectives of those who have been through the ropes and earned their stripes.

The Academic Talent Stewardship Programme (ATSP) was introduced in 2021

THE ACADEMIC TALENT STEWARDSHIP PROGRAMME WAS INTRODUCED IN 2021 AS A “GROW YOUR OWN TIMBER” PROGRAMME TARGETING TOP PERFORMING POSTGRADUATE STUDENTS INTERESTED IN AN ACADEMIC CAREER. as a “Grow Your Own Timber” programme targeting top performing postgraduate students interested in an academic career.

At present, are 15 fellows are appointed in this programme as associate lecturers, 50 per cent of whom are female. This initiative is already showing green shoots. UMP will soon produce its timber in the form of staff who cut their teeth at UMP. To witness such students moving from first year to PhD in a short six to seven years is very rewarding.

WOMEN FORUMS Sometimes learning and deepening skills and competencies can happen in informal settings.

The Indigenous Knowledge Systems have taught us that there are other ways of knowing – outside the four walls. UMP has established a Vice-Chancellor Women Empowerment Group for female students who aspire to become student leaders. These female students are mentored to become future leaders and are provided with the requisite knowledge and skills.

The quest to empower up-and-coming staff as well as female students remains uppermost of mind. This we will pursue relentlessly.

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Dr Xola Nduku is a lecturer in animal production in the School of Agricultural Sciences, Faculty of Agriculture and Natural Sciences. She holds a BSc in Animal Production Science, a MSc Agriculture in Animal Science and a PhD in Agriculture in Animal Science.

Prof Eurika Jansen van Vuuren is an associate professor in music education in the Faculty of Education. She has a B Mus Honours, M Mus in Music Education and D. Mus in Music Education from the University of Pretoria and a postgraduate diploma in Teaching and Learning in Higher Education from Rhodes University.

Dr Nokuthula Khanyile is a lecturer in chemistry in the School of Chemical and Physical Sciences in the Faculty of Agriculture and Natural Sciences. She holds a BSc, BSc Honours and PhD in Chemistry from Rhodes University and a Vocational Teacher Education Certificate from the Haaga-Helia University of Applied Sciences in Finland.

Dr Nokuthula Khanyile

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Dr Xola Nduku

Over the years, UMP women have celebrated Women’s Month every August, using the celebrations as an opportunity to reflect on the gains made and the challenges that still lie ahead. It is a safe space for women to receive support and guidance from other women. They are informed that the mindset of determination is key and to not allow distraction to take them off the path they have carved to discover the best in themselves.

Determination is about putting your heart, mind and soul into what you want to achieve and pursuing your goals relentlessly. It is about rising above all odds.

In 2023, we celebrated Women’s Month at the Mbombela Campus on 22 August 2023 and at the Siyabuswa Campus on 29 August 2023. The theme for this year’s Women’s Breakfast was “Celebrating a Decade of Excellence and Creating Opportunities for Women at the University of Mpumalanga”. UMP women were invited to share their stories of women empowerment at UMP and how they have benefitted from the development opportunities afforded to them in terms of career advancement and personal development. The UMP women were also given the opportuity to reflect on all the themes we have celebrated since 2015.

For more information: www.ump.ac.za

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ARE OUR SUSTAINABLE DEVELOPMENT GOALS ATTAINABLE? RYLAND FISHER finds out if our education sector is geared for creating an equitable future for women

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he Sustainable Development Goals (SDGs), adopted by the United Nations (UN) in 2015, in an attempt to deal with major societal challenges by 2030, are more than halfway down the line, without much evidence of progress. This is especially true of SDG 5, which sets out to achieve gender equality and the empowerment of all girls and women.

Associate Professor Kirti Menon, director of the Centre for Excellence in Teaching at the University of Johannesburg, says this is because the development goals were too broad and unfocused and therefore “not really attainable”.

“When you separate the SDGs into discrete goals, you sometimes lose the connectivity

Professor Kirti Menon

of all those goals. For instance, you cannot look at poverty in isolation from education or gender. Sometimes when goals are set, there is a tendency to pursue these goals without understanding the complex network. In South Africa, for instance, you have to understand structural inequalities. You cannot view them in isolation, and you cannot develop initiatives for one without considering what is going on in the other. We need to understand our environment.”

Equal Education’s general secretary, Noncedo Madubedube, and deputy chairperson, Yolanda Sewela, add that they always understood the SDGs to be “aspirational, and symbolic ideals for achieving gender equality and empowerment”.

“While an ideal may not be practically possible in a set timeframe, we do expect to see radical and urgent policy shifts, transformation agendas at leadership levels, social and cultural messaging and practices that advance SDG 5. The UN needs to continue setting these targets by 10–15 years and it will ultimately allow different generations of women-affirming people to self-determine how these SDGs are realised in their own context.”

Professor Jonathan Jansen, distinguished professor of education at Stellenbosch University, says that development targets set by multilateral organisations, such as the UN, never reach their targets. “That is because there is no theory of action about how a target set in Paris shifts policy priorities in Djibouti. These are political goals with the well-intended goal of mobilising national governments, but the latter respond purely for the financial incentives sometimes promised or in the attempt to look modern and responsive in the world system. Why researchers and activists believe in target-setting is beyond me.

Targets are a waste of time.”

“YOU CAN TALK ABOUT GENDER, EQUALITY AND EMPOWERMENT WITHIN A HIGHER EDUCATION ENVIRONMENT AND IT HAS ONE MEANING; YOU TALK ABOUT IT IN A RURAL AREA, AND IT HAS A DIFFERENT MEANING BECAUSE THE CONTEXT IS DIFFERENT.”– PROFESSOR KIRTI MENON 38 | CELEBRATING WOMEN 2023

Noncedo Madubedube

LACK OF IMPLEMENTATION AND CONFUSION Professor Menon believes the failure of the SDGs is mainly because of a lack of implementation and confusion about who is responsible.

“The responsibility is not like one particular ministry or one particular piece of legislation; it is a distributed responsibility. And until we get that balance right and firmly begin addressing the structural problems within our society, it will be extremely hard to achieve gender equality.

“We are not a homogenous country. So, you can talk about gender, equality and empowerment within a higher education environment and it has one meaning; you talk about it in a rural area, and it has a different meaning because the context is different.

Therein lies the problem of us reducing it to a couple of lines, having instruments that are blunt and not nuanced enough to address all permutations.

“In South Africa, you cannot hide away from our markers, such as race and class, and the context and struggles of each person. We don’t have one site of struggle, we have multiple sites of struggles,” she says.

EDUCATION SECTOR UNICEF DATA: SDG5: GENDER EQUALITY Achieve gender equality and empower all women and girls RE A

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since national imperatives override international targets all the time.”

He says the drive to implement the SDGs has to come from national government. “They need to use their actual data to shift resources and planning priorities. if the political will for such action does not exist, the system cannot change.”

A PROACTIVE EDUCATION SECTOR

Images: Supplied

Madubedube and Sewela say they celebrate “the gradual progression of achieving SDG 5”.

“We must also view these strides in a context of widening inequality, growing femicide and weakening democracies in South Africa, our region and globally. We note the policy and socio-political culture of transforming the role of womxn-affirming people in leadership roles across institutions of power and celebrate the growing confidence of womxn to build communities with others to set clear womxn-centred responses to justice and equality.

“These kinds of very high-level interventions seldom run at the same pace across the world, and move even slower in most developing countries, but they do influence the political culture of the country. In South Africa, you can also see this through energy and discourse in our vibrant civil society, the agendas set by many organisations in response to gender equality issues, leadership that has transformed to see more womxn at the helm, and the language of our envisioned futures, which never leave out womxn and queer people,” they say.

Professor Jansen says it is impossible to realise the goals of SDG 5. “It is impossible

Yolanda Sewela

Professor Menon says the higher education sector has been quite proactive. “We have seen a shift in the numbers of students registered at higher education institutions countrywide.

“Women are represented at student and academic levels. But in academia, you still carry the burden of layered responsibilities. Many women face the problem of juggling home and child responsibilities with work.

“But there have been several laudable initiatives within the higher education sector.

There are leadership programmes targeted at building women leaders. Our university has the Accelerated Academic Mentorship Programme, with 357 women out of 601 academics on this programme. They are at lecturer, senior lecturer, associate professor and professor level. We work with all these academics to achieve the broader goal of transformation of the higher education sector, with a strong focus on resetting gender inequalities. But we also are conscious about what this does in terms of race and class.”

Madubedube and Sewela say there are several examples where work is being done in South Africa in pursuit of greater gender equality.

“South Africa is addressing femicide and gender-based violence, and this can be seen through the enactment of laws, a commission into gender-based violence and the establishment of support services in communities.

“Civil society strives to ensure access to quality education for all. Gender-based violence remains a grave concern in South African communities and schools. On the other hand, women’s representation in leadership roles and decision-making positions needs support and must be affirmed and legitimised.

“Initiatives, such as women empowerment, gender commissions and the Gender Equality Bill, strategically aim to promote women’s economic inclusion and leadership roles.

However, structural challenges do continue to persist. There is a huge need for us to adopt the SDG wholesale, which would likely help with ensuring more sustained progress,” they say.

Professor Menon says there are many well-meaning initiatives throughout the country that work in support of SDG 5. “At our university, we have a strong emphasis on

Professor Jonathan Jansen

trying to curb gender-based violence. It is not something our sector is impervious to. We have had numerous incidents of female students being extremely vulnerable and attacked.

“Our university has a gender-based violence reporting anonymous tool; you can go onto a portal and report it, and it will be dealt with immediately. We have initiatives where you can share your experiences with trained psychological counsellors.

“There is a great deal of recognition that the experiences of women need to be considered all the time, and that goes into creating safe spaces, enhancing security in our residences for our female students, and providing our students with some form of understanding.

“We are working on a course on gender-based violence, which will be free to all our students and staff. We already have one MOOC (massive open online course) for all our students. They are encouraged to do it.

“This course is an introduction to the SDGs because we feel that as much as through education and across faculties you get to know the SDGs, how will you make sense of this?

And how does it make sense in your life, given that each of our students and staff members are possible agents of change rather than subjects where things are done to or for them?

“It is good that we have this SDG short course for our students. We have a similar short course on African insights, which exposes our students to African thought and also focuses on African women thinkers, poets and writers, and the fourth industrial revolution. I like that we have taken the SDGs and said, how can we make this accessible to our students so that they understand the bigger debates? When you are listening to the Statistician-General reporting on unemployment or employment, you can make sense of what this means for our country.”

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SINGLE-MINDED PURPOSE When insightful understanding combines with agile legal expertise and an instinct developed over generations has a single-minded focus, you want that focus to be collaborating on your business.

From vision to fruition

cliffedekkerhofmeyr.com

WOMEN IN THE LEGAL PROFESSION

WOMEN AND THE LAW MEGAN RODGERS, head of the oil and gas sector at Cliffe Dekker Hofmeyr, and NTLAI EUNICE MASIPA, attorney and director of Masipa Attorneys in Pretoria, and president of the Law Society of South Africa, share what it means to level the playing field for women in the legal profession

There was no seat at the table for me when I decided to specialise in oil and gas law. But, instead of changing direction, I opted to build a giant table and embrace the discomfort of change to pursue my passion. Now I head up the oil and gas sector at Cliffe Dekker Hofmeyr.

I chose oil and gas law because it was “nontraditional”, and despite the doubts of those around me, and the suggestion that there were easier options for women of colour, I submerged myself in the intricacies of this sector. I permitted myself to live in the duality of my brilliance and my imperfections, and I served that to the world, and the world began to give back.

While the legal service and oil and gas sectors are still male-dominated and deeply rooted in male tradition, particularly at management level, there are some pockets of progress for women. According to Catalyst and S&P Global data, women now make up nearly one-quarter of oil and gas employees worldwide. But much more remains to be done, especially in the area of pay gaps. The legal world tends to focus on

how much experience an individual has rather than what they can do. To break the cycle and level the playing field, we need to shift the focus to performance-based outcomes when determining pay and promotion.

My advice for other women We must embrace the discomfort and the inconvenience required for change. Give yourself permission to learn daily, make mistakes every day, and break down new barriers regularly.

NTLAI EUNICE MASIPA

Although I wanted to be a lawyer from childhood, inspired by my older cousin who was an attorney, the murder of my grandfather in his shop in 2006 and the fact that the perpetrator was never apprehended sealed the deal for me.

Born in the Hwibi Ga-Matlala village in the Limpopo province, I studied law at the University of Limpopo. I had the ambition and the desire to tackle significant legal challenges and advance the cause of ensuring access to justice. I wanted to create and build something of my own.

This led me to open my own law practice at 29 years old. It was an audacious move on my part, and there were times I thought of closing the practice because it was just that difficult.

But, despite the challenges, prayer and a strong support system saw me through.

Through my affiliation with professional bodies, specifically the National Association of Democratic Lawyers (NADEL), I’ve met women of influence who I wanted to emulate. Now, I can do the same for other women in my field.

Did you know?

Irene Geffen was the first South African woman to be admitted as an advocate in 1923. Constance Mary Hall followed in 1926 as the first female attorney. However, due to discriminatory apartheid policies, it took considerably longer for black women to enter the legal profession. It was not until 1967 that Desiree Finca became the first black female South African lawyer.

Despite racial discrimination, black women in law in South Africa have excelled, as evidenced by the historic appointment of Justice Mandisa Maya as the first female Deputy Chief Justice in 2022. *Source: africanwomeninlaw.com

A NOTABLE AREA OF CONCERN REMAINS THE ADVANCEMENT IN THE STATUS OF WOMEN WITHIN THE PROFESSION.

Gender transformation

Ntlai Eunice Masipa

THE LEGAL WORLD TENDS TO FOCUS ON HOW MUCH EXPERIENCE AN INDIVIDUAL HAS RATHER THAN WHAT THEY CAN DO. 42 | CELEBRATING WOMEN 2023

When I was elected as president of the Law Society of South Africa (LLSA) in March of this year, I highlighted in my speech that a notable area of concern remains the advancement in the status of women within the profession.

Despite significant progress made so far, we must persist in our efforts to promote gender transformation within the legal profession. So, I am happy that the LSSA has reinstituted the Women’s Task Team to facilitate transformation and promote the advancement of female legal practitioners.

I look forward to playing a part in shaping the direction of the legal profession and society in general.

Megan Rodgers

Images: Supplied

MEGAN RODGERS

MEDICLINIC SOUTHERN AFRICA ADVERTORIAL

ADVANCING WOMEN IN THE WORKPLACE

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ith a predominately female workforce, Mediclinic is empowered to better serve its clients through a more robust internal understanding of the diverse community it serves.

A 2020 study by PWC reveals that only 25 percent of recent executive appointments to JSE Top 100 companies were female, and only seven of the Top 100 are being led by female CEOs. Women hold a mere 26.9 percent of directorship positions at JSE-listed entities. Mediclinic has set out on a focused journey to transform our business, not just based on race, but also gender, age and other aspects.

NETWORKING AND SKILLS DEVELOPMENT

COMMUNITY CARE However, looking at the needs of women is not just an internal focus area. It must flow outwards and positively impact the communities where we operate.

We are also looking outward to support initiatives that empower other women.

Mediclinic has been strongly involved in an initiative around gender-based violence (GBV) within our Western Cape-based hospitals.

GBV survivors can receive all the necessary healthcare support at some of our emergency

IT IS ESSENTIAL THAT ORGANISATIONS ENTRENCH A VISION FULLY SUPPORTED BY LEADERSHIP AND PERMEATED THROUGH ALL LEVELS OF THE BUSINESS. centres while also being connected to the necessary legal and supportive resources. This means we can empower those externally and those internally.

WOMEN WHO INSPIRE We are exceptionally proud of the amazing women who have been recognised recently within the business for key posts. These inspiring women include Humsha Ramgobin, who was promoted to Mediclinic Group Chief HR Officer, Dr Melanie Stander, who has taken on the new role of general manager of clinical services, and Dr Lindsay Petersen, who heads up our precision medicine division as COO of Mediclinic Precise. These appointments all demonstrate the broad range of opportunities on offer within the business. It is inspiring.

We are enormously proud of our greatest asset, our employees, and we strive to identify the right platforms to empower, transform and promote from within.

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Guests at the WAN launch at Mediclinic’s corporate office.

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Striving to support gender parity at various leadership levels, Mediclinic recently established a Women’s Advancement Network (WAN) to promote women’s agendas within the workplace – and to support these employees as needed.

Transformation is not about a single thing, but many things working together. Change within any organisation Dr Natalie Hobbs is lead for the Women’s must begin at exco Advancement Network. level to ensure that the

necessary vision, strategic decisions and budget are committed to ensuring its success. It is essential that organisations entrench a vision fully supported by leadership and permeated through all levels of the business, actively dealing with gender bias and other elements that discourage a fully diverse and inclusive work environment. We are working on several different approaches to encourage diversity and inclusion within our business.

A recent survey among members of this network indicated that many of the women within Mediclinic are seeking opportunities for mentoring and networking, together with dedicated resources that will help them gain the skills needed to succeed and thrive at higher levels of management. Learning support is a priority across the business.

Mediclinic’s vision is for women within the organisation to find what they looking for with the help of leadership and their colleagues.

Gale Shabangu

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In an industry dominated by women, 74 per cent of Mediclinic Southern Africa’s workforce is female. We recognise that it is vital to empower these invaluable human assets to lead our organisation into the future, writes GALE SHABANGU, chief transformation officer of Mediclinic Southern Africa

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RISING AS A BUSINESS THROUGH FEMALE EMPOWERMENT The Coca-Cola System in South Africa empowers women and ensures their economic inclusion, writes VELAPHI RATSHEFOLA, managing director of Coca-Cola Beverages South Africa

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s a purpose-driven system, we help create a better shared future for everyone our brands and business system touch by working to provide access to equal opportunity and fostering belonging in our workplaces and the communities we serve. Together with global, national and local organisations – plus our network of bottling partners – we remain focused on investing to improve people’s lives, from our employees to those in our business system.

Coca-Cola in South Africa is devoted to empowering women. Comprising Coca-Cola Africa, Coca-Cola Beverages South Africa (CCBSA), and Coca-Cola Peninsula Beverages (CCPB), the system invests in economic inclusion programmes that support women in leadership, young female graduates and women-owned businesses. The commitment to advancing women within the value chain helps remedy past imbalances to advance diversity and inclusion.

ENGAGEMENT, EDUCATION, INCLUSION AND EMPOWERMENT In 2018, CCBSA founded Women@CCBSA as a platform for women to engage, coach, and mentor each other, addressing work-life balance challenges and fostering career development. The growing network enables experienced female leaders to inspire and support the next generation, demonstrating that it’s possible to thrive and be authentic in their careers.

During Woman’s Month, celebrates female talent and our various economic inclusion programmes.

This year CCBSA funded 62 females students studying at various universities accross the country.

We believe education is the catalyst for change and in a country like ours, can contribute to an enhanced quality of life.

We have created a culture of inclusion and empowerment, something that takes time and ongoing commitment. Strong female leadership within the company consistently reinforces these principles to ensure long-term success.

WHAT OUR WOMEN SAY Olebile Molaoa, CCBSA country lead: customer excellence, says she feels lucky to be part of an organisation that drives gender equality in the workplace. “What is even more admirable is that it is being driven by men who are at the centre of it. CCBSA is a great South African story, a case study several companies can learn from. Women are not just a number, we are smart, experienced and capable.”

During her career, Molaoa has seen outstanding examples of exceptional leadership, as well as poor leadership from both men and women. “Researchers say women-led leadership brings three things – the hands, the head and the heart – together when leading.

The hands to do the work, the mind to apply and challenge, and the heart full of compassion and empathy. Male-led leadership tends to be more command- and control-based and mostly focused on the head and the hands.”

Molaoa has been inspired by women all her life, having grown up in a family of female leaders. “They have all inspired me to want more, to be more, no matter who is uncomfortable with my dreams,” she says.

Ramona Sewlal, The Coca-Cola Company Franchise senior director: South Africa, has learnt to optimise team dynamics, uniting agendas through influence and focusing on what she can control in challenging

THE COMMITMENT TO ADVANCING WOMEN WITHIN THE VALUE CHAIN HELPS REMEDY PAST IMBALANCES WITHOUT DETRIMENT TO MEN, BOLSTERING DIVERSITY AND EQUITY. 44 | CELEBRATING WOMEN 2023

circumstances by using operational and strategic drivers to deliver results.

“I believe the most significant barrier (to women in the workplace) is the presumed role of male versus female in society. Higher female earnings contribute to children’s education and family health, impacting the overall economic growth of a nation. Corporates have a role, considering a woman’s different responsibilities, to drive gender inclusion. They can do this by developing women more aggressively and ensuring their success through clear, guided development plans, mentoring and coaching women, training men on integrating women into the workplace, eliminating gender inequality in employment and closing gender gaps in earnings,” Sewlal says.

“Societal changes to empower more women must include strengthening opportunities for post-primary education, guaranteeing sexual and reproductive health and rights, increasing women’s share of seats in national parliaments

Olebile Molaoa

COCA-COLA BEVERAGES SOUTH AFRICA ADVERTORIAL

OUR AIM IS TO BOOST INCOME, PROVIDE SUSTAINABLE EARNING POTENTIAL AND IMPROVE SKILLS AND BUSINESS KNOWLEDGE FOR WOMEN, RESULTING IN THEM ACCESSING BETTER OPPORTUNITIES. CCBSA seeks diversity within its teams to help foster a culture of inclusion and empowerment by bringing varied ideas and experiences to the table. Radebe says the creation of open channels for transparent communication also helps team members to share their thoughts, ideas, and concerns without fear of judgement or reprisal. “Foster a culture where everyone feels comfortable speaking up and expressing their opinions.”

WORKING TOWARDS A BETTER FUTURE

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and empower your team members,” she says.

“Demonstrate respect, openness to diverse perspectives and active listening, which encourage collaboration and participation from all team members.”

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and local governmental bodies, and combatting violence against girls and women.”

Sewlal believes there is a need to make it safe for women in the workplace “to show up authentically and not present with masculine traits that are hierarchical and more privileged” she says. “By allowing women to show up authentically and supporting them to do this, women can bring talents and new views, alongside structural and cultural diversity, to the companies they work for, resulting in more successful solutions. Women can study minor details to see what is going on underneath the surface, using their diverse views and sense of awareness.”

She advises women: “Get clarity about what you want and why, let that guide your actions and plans. When you are clear, you will be focused. Prioritise your health and self-care to energise because you will need to create your own balance to thrive.”

Lebogang Radebe, country lead for organisational effectiveness, advises that companies must set clear expectations if they wish to inspire a culture of inclusion and empowerment. “Clearly communicate your expectations regarding inclusion and empowerment within the team. As a leader, it’s essential to model inclusive behaviours

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Ramona Sewlal

The Coca-Cola system has been intentional in its vision to empower women within its own ranks, as well as the network of partners and suppliers, to shift the needle on gender empowerment. “For me, it’s not just a buzzword, but it’s an important strategic objective that must find expression in how we run our businesses. We have to reflect the demographics of SA. I am proud of the work we have to contribute towards meaningful diversity and inclusion. Correcting past imbalances is not easy, but it can to be done. In South Africa we face the threats of deep unemployment and associated poverty, and together these reinforce the levels of inequality along race, class, and gender lines.

The importance of diversity, inclusion, and economic empowerment of women to end poverty and inequality cannot be overstated,” concluded Ratshefola.

Lebogang Radebe

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ADVERTORIAL

UNILEVER SOUTH AFRICA

“An insightful and real talk. Thanks for being so vulnerable and authentic.”

“This is so empowering, even just listening to the discussion. Thank you so much and I wish there are a lot more of these webinars for our young ones.”

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he “In Conversation with Women of Unilever” nine-part series, which runs until the end of the year, was created to highlight the important role women play in all aspects of society.

The discussions are intended to serve as a thought leadership series, answering important questions for women working in corporate organisations, in businesses, or starting their careers.

The conversations invite female and male members of our Unilever leadership team to participate in these series. Our female leaders, in particular, serve as panellists alongside external women leaders, unpacking and exploring issues based on specific topics. The inclusion of male leaders provides an exciting opportunity for them to reflect on how to be inclusive and authentic.

Conversations so far have been on topics focused on leadership, family, personal mastery, emotional intelligence, and the experiences of our leaders. The stories are shared vulnerably and honestly, covering the promotion of gender equality in corporate and business, advocating for policy change, and the importance of mentorship and networking.

The series has reached some of our target audience through Facebook live events, and the responses we have received so far have been heartwarming, constructive and empowering, proving that the series is having the desired impact and outcome.

We hope that by presenting this series we can provide our audience with lessons and experiences from other female leaders who have walked the path to ensure their success in their respective industries.

“Thank you for open honest dialogue on all these issues without anyone's input being negated!”

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UNILEVER SOUTH AFRICA launched the “In Conversation with Women of Unilever” Facebook live series in April. It features roundtable discussions with inspiring female leaders from all walks of life

“I loved this conversation!”

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IN CONVERSATION WITH WOMEN OF UNILEVER

“Well done ladies on the honest, authentic conversations from the heart.”

INSIGHTS: TECHNOLOGY

COMPETING IN THE DIGITAL AGE Conversing with CHARMAIN NAIDOO, Sithembile Ngobese, Unilever’s corporate affairs and sustainable business director, Southern Africa, shares that in the rapidly changing world of work, technology and digitisation should allow employers to empower women. But are women being strengthened to deal with super-fast technology and digitisation?

Why is investing in capabilities to create an agile, engaging and productive workplace critical?

Why is developing employees’ skills to compete in a digital age of artificial intelligence a “must-have”?

The world will continue to change, and the pace will accelerate each year as technology advances and the current

Did you know?

The United Nations predicts that by 2050, 75 per cent of jobs will be in STEM (science, technology, engineering and mathematics) fields.

However, a recent Unicef report, reveals that comparatively fewer girls than boys are interested in these occupational fields. Women only hold 22 per cent of jobs in artificial intelligence.

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The ability to integrate work and life and juggle daily responsibilities is fast becoming a requirement for thriving at work and in life. The 40-hour work week is becoming obsolete, and we need the skills, tools and support to perform whenever and wherever it makes sense.

People have had first-hand experience of the increased productivity and work-life balance resulting from flexible work hours, working when they know they can be focused and productive. Balancing corporate career and family life has been a game-changer for career progression and wellbeing.

polycrisis gives us new problems that demand innovative solutions.

What is scary is that your job could stay the same unless you disrupt yourself and your job to adapt to change. If you don’t keep up with or get ahead of the change, you lose competitiveness and marketability.

I am not suggesting that everything we do today will be radically different next year.

Or that we need to throw out our existing skills, tools and methods to make way for new ones. But we must recognise when a skill, tool or process no longer serves us. A great example is how we are using artificial intelligence (AI) to synthesise immense amounts of data, giving us access to realtime insights. AI won’t steal your job, but someone who knows how to work with AI might.

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INNOVATION, TECHNOLOGY AND GENDER EQUALITY UN Women’s executive director, Sima Bahous, unpacks how digital technology can drive gender equality Sima Bahous

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*Source: CNBC

“IF YOU DON’T KEEP UP WITH OR GET AHEAD OF THE CHANGE, YOU WILL LOSE YOUR COMPETITIVENESS AND MARKETABILITY.”

UNICEF REPORT: Mapping gender equality in STEM from school to work

Sithembile Ngobese

CELEBRATING WOMEN 2023

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PURPOSE, PASSION, PEOPLE ZODWA VELLEMAN, group executive for regulatory and corporate affairs at the Oceana Group, a global fishing and food-processing company, and Mary-Jane Morifi, chief corporate affairs and sustainability officer at Tiger Brands, share some leadership and management insights for sustainable businesses LEADING IN TOUGH ECONOMIC TIMES Zodwa Velleman: Our country faces many fundamental and interlinked challenges, but South Africa always punches above its weight and overcomes the impossible at the worst of times. This shows me that when we collaborate, our potential is immense.

Leading during the COVID-19 pandemic taught us that we have a diverse pool of professionals, business, governmental, community and religious leaders, and collaborating for a common purpose can turn the tide. Our common purpose is to rebuild our economy, reduce unemployment, particularly youth unemployment, and continue to reduce corruption, poverty levels and food insecurity in our country.

Mary-Jane Morifi: As leaders, we play a delicate balancing act in ensuring we deliver sustainable organisational performance and support the wellbeing and growth of our teams.

Of course, in tough times, the stakes are even higher. We have an incredible responsibility towards our team members and our organisations.

We have significant influence over the wellbeing of our teams as individuals outside the workspace, so we should not limit our thinking to just the workplace.

We are seeing issues of mental health and the impact of today’s stresses on family life increase exponentially. When we lead our teams in a way that considers their

all-round wellbeing, individuals are more likely to perform at their best and reach their full potential, supporting the overall performance of our division.

In challenging times, such as those created by the current economic and societal challenges, it can be much harder for individuals to remain focused and motivated and to push the boundaries of creativity, innovation, and performance. During these times, our teams lean heavily on us leaders for support, encouragement and direction. It is therefore important for leaders to take care of their own wellbeing to successfully unlock the best in their teams.

We should also never underestimate the power of purpose that is tangible, inspirational, achievable, and can galvanise a team and give meaning to their work. At Tiger Brands, our purpose is to nourish and nurture more lives every day. It goes beyond our role as a food manufacturer and extends to our work in improving food security in South Africa’s vulnerable communities.

DIVERSITY AND INCLUSION MATTER FOR SUSTAINABLE BUSINESSES Zodwa Velleman: Diversity and inclusion across all classifications of race, religion, sexual orientation, and people living with disabilities is a key building block for successful global businesses when looking at their innovation pipeline, profit margins, and productivity. The Oceana group is no exception.

Zodwa Velleman

“Creating an environment that allows individuals to thrive by being their authentic self is crucial.”

– ZODWA VELLEMAN

INSIGHTS: LEADERSHIP

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According to figures from Africa.com’s Definitive List of Women CEOs, sponsored by Standard Bank Group, the share prices of the collective group of 93 women-led companies in Africa surveyed in the report, outperformed the Johannesburg Stock Exchange (FTSE/JSE All Share) by 506 basis points, the Nairobi Securities Exchange Index (NSEASI) by 2 712 basis points, the London Stock Exchange (FTSE All Share Index) by 1 202 basis points, and the S&P 500 by 1 714 basis points.

Organisations that regard gender parity, for example, as a strategic asset are more successful. They outperform their competitors on nearly every metric, from innovation and revenue growth to customer and employee satisfaction. This is why Oceana is resolute about driving gender equality to continue transforming our business and hopefully influence the broader industry.

Mary-Jane Morifi: My own sense of purpose also extends to creating an environment where women support each other in the workplace. As a woman and a mother of daughters, I am deeply invested in seeing more women succeed in business, especially at senior levels. I have a strong team of women around me: in my team, who are responsible for delivering on Tiger Brands’ corporate affairs and sustainability agenda, and my peers.

As we continue to push forward in building a more gender-equal society and workplace, it is important that women choose to be allies, promoters and developers of other women so that we focus our energy on creating space and room for other women to climb the corporate ladder by creating a network of spiders’ webs.

A spider’s web allows us to move in many different directions – upwards or downwards and even sideways – in line with our individual aspirations and the different seasons of our professional careers.

“AS WE CONTINUE TO PUSH FORWARD IN BUILDING A MORE GENDER-EQUAL SOCIETY AND WORKPLACE, IT IS IMPORTANT THAT WOMEN CHOOSE TO BE ALLIES, PROMOTERS AND DEVELOPERS OF OTHER WOMEN.” – MARY-JANE MORIFI MOTIVATING FOR INDIVIDUALITY AND LEADING WITH EMPATHY Zodwa Velleman: Creating an environment that allows individuals to thrive by being their authentic self is crucial, and it’s just as important to support their development and career ambitions.

I lead with empathy, courage and conviction of the heart. I learnt to seek the skills and expertise of others to achieve remarkable results. The importance of building diverse teams is not limited to race, each personality, life experience, and expertise are the cornerstones of successful teams.

A pivotal leadership lesson in my career came when I was in New York as a young graduate on a Cyrus Vance Visiting Lawyer Programme. I was working for Ellen O’Doner, a partner at Weil Gotshal and Manges. She didn’t talk much about empowerment, upliftment or women’s rights, but was ready to walk away from a billion-dollar deal if I was not included in the deal’s legal team. That strength of character and conviction is what I try to emulate.

Mary-Jane Morifi: Appreciation and recognition for your teams as a collective and as individuals is equally important. As a leader, you may lead, but your full strength and ability to deliver comes from those working alongside you. Recognition comes in many forms – from acknowledging the big milestones, the challenges to overcome, and the smaller wins.

A simple “thank you” ensures that people know they are seen and are valued each time they show up in a meaningful way. Equally, it is understanding and supporting when things don’t always go our way.

Acknowledging that we don’t always win, but learning from our mistakes and picking ourselves up to do things better next time is important.

Many of the values I hold dear and bring to the office are the same values I hold as an individual – to recognise the value in people and to be a strong ally and advocate for being a force for good. This will provide them with an excellent foundation on which to build their own paths, unlock their potential as professionals and help create meaningful value and change in our country.

fast fact

“Despite difficult market conditions in most sectors and most geographies across the continent, in 2022, female-run companies in Africa outperformed most benchmarks,” says former Fortune 500 board director and chair of africa.com Teresa Clarke.

Mary-Jane Morifi

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100 Y E A R S SINCE 1921

TIGER BRANDS' WOMEN MANUFACTURING LEADERS BRING A LITTLE SWEETNESS TO EVERYDAY LIFE

Some of life’s sweetest moments feature Tiger Brands’ iconic Snacks and Treats brands. From Jelly Tots, Maynards Original Wine Gums, Liquorice Allsorts, mmmMallows, Smoothies, Jungle Energy Bars and others. Each has added bursts of flavour and offers a little indulgence and comfort to everyday life, with a little magic.

The enviable responsibility of leading the production and quality control of these sweet treats is in the hands of three ambitious local women - Subashani Naidoo, Sherley Monyemorathoe and Thiroshnee Govender. All three women are based at Tiger Brands’ Snacks and Treats factories in the industrial areas of Mobeni and Jacobs, south of Durban in KwaZulu Natal. They are three of close to 4000 women, and growing, in roles at Tiger Brands’ manufacturing sites across South Africa.

Grant Pereira, Managing Director: Snacks and Treats category, says, “At Tiger Brands, we are proud to promote internal talent, and attract high performers into our business.

Our teams are passionate about our consumers and products, and none more so than Subashani, Sherley and Thiroshnee!”

Subashani Naidoo,

Mallows and Jellies Plant Manager Subashani Naidoo has been Mallows and Jellies Plant Manager since February 2023, leading 320 employees, where the the muchloved Tiger Brands mmmMallows, Maynards and Jelly Tots products are produced.

She has since acquired qualifications in Business Administration and Supply Chain Management with financial assistance from Tiger Brands.

Tiger Brands has nurtured her career growth. “Yes, traditionally, the manufacturing sector has been male-driven, but I never felt those barriers here, I was always encouraged to learn and grow,” says Subashani.

From Operator, Subashani was promoted to Supervisor and later Production Manager. And 15 years ago, when Tiger Brands acquired the Jelly Tots manufacturing plant in East London, Subashani, as Production Manager for Supply Chain, was seconded there to help establish the operation.

Subashani began her career at Tiger Brands as a casual worker in 1989.

In her current role as Plant Manager, Subashani leads her team to ensure quality, optimisation and logistics.

She took every opportunity to learn and was offered a permanent role as an Operator four years later. This paved the path for growth in her career with some well-earned firsts, including becoming the first woman at the Mallows and Jellies Plant to drive a pallet jack and the first person on the shopfloor to receive a bursary, which she used to study Production Management.

"Heading up the production of a portion of Tiger Brands Snacks and Treats division, while exciting because our products bring so many smiles to people every day, is a massive responsibility. It requires me and my team to work closely in maintaining the exacting quality standards our consumers expect from us and to never waiver from this."

Sherley Monyemorathoe, Candy Plant Manager Sherley grew up on a small farm called Pickum in Bochum, Limpopo province, and was the first girlchild among her classmates to persevere with maths and science throughout high school without repeating a grade. With a Chemical Engineering degree, she began her professional career as a trainee Metallurgist in the steel industry.

Sherley soon joined the food industry, moving up the ranks swiftly. She joined Tiger Brands in 2023 as a Candy Plant Manager, overseeing more than 300 employees producing over 1400 tons of hard candy per month, including South African number-one brands such as Mint Imperial, Fizzers and Fizz Pop. She is responsible for the overall management of the manufacturing processes, people, machinery and compliance. “Working in the confectionery industry comes with multiple smiles and fulfilment, one can imagine the aroma of tons of fresh and colourful sweets such as Liquorice Allsorts, Fizzers, Smoothies, Cream Caramel, Toffolux, Fruit Chews, Sparkles and Nougat, on a moving conveyor belt heading for packaging. It gives me a sense of pride compared to any industry I have been involved in but it is more than that, there is actual scientific

study behind the scenes to keep products appealing, tasty and relevant to the market”.

As a woman in a manufacturing environment, Sherley says she is sometimes met with disbelief by others. She keeps an open-door policy to build trust amongst co-workers and her peers to discuss challenges openly. “It’s important to let people know they can come to you directly as a leader to discuss anything that will add value to manufacturing.

This also helps in building trust between people and leadership.”

Sherley says that determination is an important part of her work ethic and encourages other women to develop a ‘cando’ mindset to be successful in the manufacturing sector.

“The manufacturing industry is fast-paced and comes with maximum pressure that often needs timely decision making that needs a positive and confident attitude which is what keeps me focused.

“For women entering manufacturing, a journey of a thousand miles begins with a single step. Develop your skills whenever there is an opportunity, be open to mentorship and collect as much knowledge as possible regardless of what you think you already know.

Thiroshnee Govender,

Candy Factory Quality Manager As Quality Manager at Tiger Brands’ Candy factory in Mobeni, KwaZulu Natal, Thiroshnee Govender ensures that what the food producer’s consumers consume match the outstanding and stringent safety and quality standards it sets out. She leads a team collaborating to ensure only the best leaves the factory and makes its way into stores and homes to be enjoyed by millions.

This includes making sure the production process is undertaken in accordance with food safety requirements, and overseeing microbiological and analytical testing of samples.

Born and raised in Chatsworth, Durban, Thiroshnee nurtured a passion for the science behind food production - its safety for consumption and nutritious value. On completing a Bachelor of Technology in Food Technology at Durban University of Technology, Thiroshnee began her working career in the local KZN food production industry specialising in quality control.

Her experience and passion fit the bill for South Africa’s largest food producer when in 2008, she took up a role as Laboratory Manager at Tiger Brands Mobeni. “Most people aren’t aware of the stringent quality protocols followed. Each product must go through rigorous tests before it reaches shelves.

“It’s my job to ensure that consistent quality and food safety is maintained with each sweet and chocolate bar. It’s all about the consumer experience.”

Thiroshnee says that opportunities for women within her environment to expand their skills have been abundant. One personal example, despite not having experience in Engineering, Thiroshnee was given the space to learn and grow in an earlier role as a Process Optimisation Engineer at Tiger Brands’ Mallows and Jellies plant. Following this, came her break as Site Quality Lead at the same plant.

In 2021, Thiroshnee drew on her experience at Tiger Brands when she earned a Masters in Business Administration (MBA), focusing her thesis on the effectiveness of quality at the company’s Snacks and Treats sites.

Her achievements to date, she places firmly with her family and the values they instilled.

“It’s important to be respectful, honest, helpful, and kind. I take that with me in all my interactions, especially the workplace.”

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Wendy Myers, Head of Securities at PSG Wealth

geared towards saving for the long term.” She adds that it is also important to realise that your investment goals and needs may change over time as your family grows and evolves.

“Therefore, the more material and complex your investment portfolio becomes, the more important it is to seek guidance from a qualified financial adviser who can help you navigate your longer-term goals and ensure that your wealth can be passed onto the next generation,” concludes Myers.

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Despite many women being financial providers and managing the family’s finances, they still seem to be cautious when it comes to exploring or investing in the stock market.

This is according to the Head of Securities at PSG Wealth, Wendy Myers, who explains that investing in shares is all about finding the right balance between risk and return and making it work for you.

She says that the growth potential of shares relies heavily on the relevant time horizon. “The goal in building a robust share portfolio should therefore not be focused on ‘quick wins,’ but rather be

“WE CANNOT OVERESTIMATE THE VALUE OF DIVERSIFICATION IN AN INVESTMENT PORTFOLIO, SPECIFICALLY IN TIMES OF UNCERTAINTY.” – ANET AHERN

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Mariska Comins, Head of Technical Support at PSG Financial Services

INVESTING AS A WAY OF BUILDING INTER-GENERATIONAL WEALTH

Anet Ahern, CEO of PSG Asset Management

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Mariska Comins, Head of Technical Support at PSG Financial Services, believes there are key differences in how women make investment decisions, which must be factored into financial plans. Generally speaking, women tend to be more risk-averse and more goal-oriented. “We also tend to think of these goals not only in terms of how they will affect our own lives, but also the wellbeing of family and loved ones,” says Comins.

In terms of long-term financial planning, women typically have longer life expectancies than men – this means that their long-term outlook requires a different approach. It’s important to factor in long-term investment vehicles, such as a retirement plan, securing a sustainable income and making provision for additional healthcare expenses,” says Comins.

Anet Ahern, CEO of PSG Asset Management, adds that when it comes to long-term planning, diversification is a key aspect to help navigate times of uncertainty. “Life is constantly changing, and your financial portfolio needs to be robust enough to manage these changes as uncertainty often produces some of the best opportunities.”

The challenge, particularly for women who are typically more averse to risk, is to understand their unconscious biases and find ways to make sound decisions based on rational thinking rather than impulse judgements.

“We cannot overestimate the value of diversification in an investment portfolio, specifically in times of uncertainty. While short-term volatility may dissuade some from investing in shares, the reality is that these will be a valuable addition to a diversified portfolio for most investors and absolutely essential to long-term growth,” says Ahern.

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FINANCIAL PLANNING FOR TODAY AND TOMORROW

A BUFFER AGAINST TURBULENCE

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bout 60 per cent of Britain’s wealth will be in female hands by 2025, according to estimates

by Schroders. In the US, a similar scenario is predicted. This is the result of what has been dubbed “The Great Wealth Transfer” – where the ageing baby boomer population will pass on their wealth to the next generation.

While South Africa is a complex socioeconomic landscape, we too have a growing group of successful South African women who are increasingly building their futures and earning reliable incomes. They will ultimately become the primary financial decision-maker in the household at some point in their lives. This growing female wealth pool must be nurtured with tailored financial planning.

SPONSORED CONTENT: SANLAM

REAFFIRMING OUR COMMITMENT TO EQUALITY AND EMPOWERMENt NATASHA NARSINGH, CEO of Sanlam Investments Active Manager, highlights the importance of empowering women as investors and professionals

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anlam Investments, one of the country’s leading black-owned impact investment-focused asset managers, has reaffirmed its commitment to making a positive impact on the lives of women. Through various initiatives, including impact funds, workforce diversity and corporate social investment projects, Sanlam Investments strives for equality and empowerment in everything it does.

We are dedicated to empowering women as both investors and professionals, and we salute our entire female workforce at Sanlam Investments, all the women employed in companies we invested in last year, and the large number of women who benefit through our corporate social investments. Our goal is to create an inclusive environment where women thrive and prosper.

We see gender empowerment as a non-negotiable. As a leader in our industry, we are committed to accelerating representation of and opportunities for women at all levels across our group. Of our staff across the Sanlam Investment Group, 54 per cent are female, 41 per cent of our managers are women, and 27 per cent of our senior leaders are female.

We continue to look for ways to improve these numbers while ensuring that, at all times, we have the right people in place to manage and act as custodians of our clients’ money.

Image: Supplied

WOMEN’S WEALTH AND INVESTMENT RISING While women historically earn less than men and comprise a smaller percentage of the investment community, COVID-19 spurred a surge in female investors globally. According to the Goldman Sachs Asset Management Bridge, the female investing gap study, over the past two years in the United States (US), women have become more motivated to invest due to the build-up of excess wealth following significant pandemic fiscal transfers, the shift to hybrid work freeing up time and the need to grow earnings as economic conditions became ambiguous. As a result, financial platforms with

low barriers to investing saw the fastest rise in new account openings.

We have seen some of this momentum locally, however, in a country with one of the lowest savings rates in the world, we have an incredibly long way to go.

A study by the Boston Consulting Group says that in the next decade, it is expected that women’s wealth will grow by US$5-trillion globally every year. And, according to a McKinsey study, European women’s assets may grow at a compound annual growth rate of 8.1 per cent relative to the 2.7 per cent estimated for men through 2030. On a cumulative basis, European women’s share of investments is forecasted to reach 45 per cent of assets under management by 2030.

A FINANCIAL DIVIDE REMAINS Until the gender pay gap narrows, it is unlikely the investor gender gap will narrow significantly.

And, unfortunately, South Africa is ranked 123rd out of 146 countries for wage equity, according to the Global Gender Gap Report 2022.

A large contributing factor could be that women consult financial advisers far less than men. A 2022 survey by Ellevest shows women rely on advice from family rather than professionals. Without meeting with professionals trained to optimise financial success, it is unlikely women will successfully gain ground when it comes to wealth building.

In our pursuit of narrowing the financial divide for women at Sanlam Investments, we firmly believe in tackling these hurdles head-on.

Emphasising the importance of growing income and strategically diversifying portfolios with return-generating assets, we envision a world where women can achieve substantial financial growth and security, even amid evolving economic landscapes.

Natasha Narsingh

My advice to businesses in the country is don’t wait for legislation, or even to see what competitors are doing. Prioritise gender equality because you recognise that by delaying any further you are perpetuating inequality, and meaningful action and progress are long overdue. There is a strong body of evidence and research to show the benefits of diverse teams, and how diversity can enrich thinking and decision-making.

WE ARE COMMITTED TO ACCELERATING REPRESENTATION OF AND OPPORTUNITIES FOR WOMEN AT ALL LEVELS ACROSS OUR GROUP. CELEBRATING WOMEN 2023

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Navigating Change: Embracing Uncertainty with Confidence

Lizet Murray

Farzana Botha Multi-talented and tenacious, Farzana, is a Segment Manager in Sanlam’s Risk & Savings Business. Beyond her passion for empowering clients with financial confidence, Farzana has shattered records and secured her victory as South Africa’s 2023 Powerlifting Champion in the under 52 open category.

She now proudly holds the esteemed title of the all Africa record holder in deadlift and bench press, solidifying her status as a true force to be reckoned with, all while pushing Sanlam’s Risk & Savings Business to new heights – or weights.

As head of Group Finance & Data Transformation at Santam’s Finance division, Lizet is responsible for transitioning Santam’s finance teams into the future, including delivering a financial data and information management strategy. Being able to deal with constant change is something Lizet has managed to master over many years in different roles in the Group. She also spent three years in the United Kingdom as financial director of a subsidiary of Santam and served on the boards of Sanlam subsidiaries in Rwanda and the Ivory Coast.

1. How have you embraced change in your professional and personal journey,

1. How have you embraced change in your professional and personal journey,

and what strategies have you found effective in navigating uncertainty?

and what strategies have you found effective in navigating uncertainty?

The exciting thing about change is the opportunity to learn something new.

Change is an opportunity to test what you know, and it adds to your knowledge and framework so you can do better next time. Change creates uncertainty in all areas of life but you need to trust your decisions and be able to adjust if it’s not working. It’s not hard and fast, it’s not linear, and you need to be dynamic in the

For me, an important part of navigating change is to be mindful of the story that tell myself about the change. When something happens in my life that is negative on face value, I remind myself that this event is not inherently good or

process of change.

2. In your experience, what are the key qualities or skills that enable

2. In your experience, what are the key qualities or skills that enable individuals to adapt and thrive in a rapidly changing business environment?

People often feel like you will arrive at a point of knowing but in my opinion you never arrive at a point of knowing, you are always in a state of becoming. For me, ongoing learning is key in business and in leadership. It doesn’t matter how old or experienced you are, there is always something to be learned, whether that be from the most junior person in the room or from the most arbitrary situation happening in front of you.

3. In today’s world, technology is a significant driver of change. How have you used technology to your advantage in adapting to new trends and market shifts?

Technology allows us to see the world at a larger scale than you would have been able to before. To be able to see how different people are navigating the world and life helps your strategic thinking, your framing, and your cultural contextualisation. This helps me steer my own team in terms of being hyperrelevant in the world.

4. What advice would you give to women on embracing change as a catalyst for growth and success?

You can either feel like change is happening to you or you can build certain competencies and skills within yourself that will help you navigate the changes happening in your external world, and use them as an opportunity for growth and success. This applies to your work, finances, and relationships. When you build your own competencies and skills, you won’t lose all of your power to external circumstances, and this helps build your resilience and confidence.

bad, but it just is, and that it will be much more effective to accept and embrace it.

individuals to adapt and thrive in a rapidly changing business environment?

I think that being truly curious about the business environment we find ourselves in is vital to adapting and thriving when facing change. Continuously learning about ideas, technology, our own and other industries, and the world at large, is for me, both intellectually stimulating and empowering. It allows me to be aware of the changes in the environment and identify ways in which these changes can be beneficial to my business and my team.

3. In today’s world, technology is a significant driver of change. How have you used technology to your advantage in adapting to new trends and market shifts?

I aim to stay up to date with technology and look for ways in which this can benefit our business. An example of this was when I realised how important data and the management and governance thereof is in any organisation. I educated myself and advocated for this in our business. It led to me setting up a function for this in our organisation.

4. What advice would you give to women on embracing change as a catalyst for growth and success?

I would advise women to ensure that they are resilient to face change by making sure that they have reserve margins or redundancy in the key areas in their lives.

When we have strong and healthy bodies, money saved up for emergencies, and strong support networks and relationships, change can be a catalyst for growth and success. If we are already physically weak, maxed out on all our credit lines and without people we can trust and rely on, change would often be a catalyst for disaster.

In a rapidly changing world, the ability to embrace change becomes crucial for personal and professional growth. Here we speak to four trailblazing women of Sanlam about seeing change as an opportunity to learn and thrive, as Sanlam Confidence Rule 5 says each day is a new chance to be better than yesterday.

Asmae El Asri

Busisiwe Maswanganyi

Audit IT Manager at Sanlam’s Casablanca office in Morocco, Asmae is the 2023 winner of the illustrious Sanlam Group CEO Young Achievers Award for having created considerable value and embracing opportunities for growth. Asmae’s brilliance lies not only in her professional prowess and spirit, but also in her innate talent for building an unparalleled personal brand, echoing the success of the business she represents.

Busisiwe is a Product Consultant blazing trails at Sanlam Risk and Savings Business. A recipient of The Innovator Award at the prestigious Business’ annual CEO awards, Busisiwe’s extraordinary achievements stem from her fierce drive to challenge the status quo and leave a profound impact that resonates with clients and stakeholders, but also ignites motivation and inspiration in those around her.

1. How have you embraced change in your professional and personal journey, and what strategies have you found effective in navigating uncertainty?

1. How have you embraced change in your professional and personal journey,

In my opinion, the key strategies are to demonstrate adaptability and flexibility as well as to consider each change as an opportunity and growth accelerators.

I have learnt to welcome change and use it to grow. Change has allowed me to tap into my power and find my voice. Don’t let change isolate you, find others walking the same path and learn from each other.

and what strategies have you found effective in navigating uncertainty?

2. In your experience, what are the key qualities or skills that enable individuals to adapt and thrive in a rapidly changing business environment?

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Being open-minded: this quality enhances creativity and enables us to interact better with both the people we meet and the environment we are operating in.

Having a positive attitude: this enables us to identify more opportunities and remain receptive to a wider range of possibilities.

Having an appetite for risk-taking: it’s by taking risks that we grow, learn, and develop.

3. Change can be overwhelming for clients. How have you or your business assisted clients to navigate and gain confidence with any changes in your particular business?

Continuously communicate on the change to bring a clear understanding, consistency, and visibility to the client.

4. What advice would you give to women on embracing change as a catalyst for growth and success?

Women, especially African women, have made considerable achievements in the business environment, and for years now they have been successfully embracing change and creating opportunities for growth. The advice I can give to women, and it’s also the advice I give to myself, is to continue to have confidence in ourselves and in our many abilities to add value in the environments in which we operate.

Sanlam Limited is the Licensed Controlling Company of the Sanlam Limited Insurance Group, including Santam Limited.

2. In your experience, what are the key qualities or skills that enable individuals to adapt and thrive in a rapidly changing business environment?

It is better to bend before you break. You need to be agile and respond to the change at the right pace. Don’t wait until the right setting – most of the time when the change happens it bring so many opportunities for us to step into our greatness.

3. In today’s world, technology is a significant driver of change. How have you used technology to your advantage in adapting to new trends and market shifts?

Technology helps connect us as well as create impactful experiences. Personally, podcasts help inform me with rich information. Most of my learning has moved from books to online courses and virtual seminars in different parts of the world.

All these engagements help challenge my thinking and motivate me to innovate.

4. What advice would you give to women on embracing change as a catalyst for growth and success?

I want to encourage women to lean into their innate leadership abilities and take opportunities that change provides us.

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PROFILE: THE CIO

DRIVING INNOVATION IN THE INSURANCE SECTOR HELEN CONSTANTINIDES, chief information officer and executive member, AVBOB Mutual Assurance Society (AVBOB), reveals her passion for leveraging cutting-edge technologies to streamline operations, enhance customer experience and drive growth in the ever-evolving insurance sector

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hoosing technology as my career path demonstrates my belief in my adaptability and willingness to embrace new challenges.

Embracing technology allows me to continuously learn, stay at the forefront of innovation, and contribute to the positive changes happening in the world. Venturing into this domain gives me the chance to shape the future, influence change in business, and improve people’s lives through technological advancements.

From crafting innovative software to designing intuitive user interfaces and even contributing to cutting-edge research, my endeavours in technology have the potential to change the status quo and provide an enduring impact on society.

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MY ROLE WITHIN THE BUSINESS As the chief information officer (CIO) and an executive member of a mutual assurance company, I contribute to the overall strategic direction of the business. The insurance industry is heavily regulated, so I ensure we comply with all relevant laws and industry standards related to information

MAKING A DIFFERENCE SINAYO SECURITIES is a leading majority black-women-owned member of the Johannesburg Stock Exchange. The firm provides financial services to institutional investors in South Africa, specialising in JSE-listed equity sales and trading. Its CEO, Babalwa Ngonyama, is committed to sustainable transformation and inclusivity

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aving established a thriving financial services company, Ngonyama is considered an industry maven who continues to make waves in the corporate sector.

Under Sinayo Securities and in her personal capacity, Ngonyama leads several passion projects, including the company’s graduate training programme, Project Funda, which equips young graduates in the financial services sector with the necessary knowledge and skills required for future employment.

She is also the founding chairperson of the African Women Chartered Accountants (AWCA),

industry, and bring a fresh perspective technology and data management. To steer and invaluable contribution to this dynamic the company towards sustained growth and field. Your ideas, energy and dedication success in an increasingly digital world, I have can lead to groundbreaking innovations to be strategic, proactive and well-versed in and transformative changes. Embrace the technology and business. opportunities, be bold, and make your mark Collaboration and maintaining a skilled with pride. The insurance industry is team are key. I aim to attract and retain top ready to embrace your potential, information technology talent and work and we are excited to see you collaboratively with other departments to fully thrive as future leaders in this understand their business needs so that we impactful field. can develop solutions and drive innovation that aligns with the business operations and positively impacts the customers’ experience.

BUSINESS SPOTLIGHT Keeping abreast of the latest technological WITH AVBOB ON trends and identifying innovative solutions is essential to leading digital transformation, automation and modernisation. This involves integrating new technologies, TCH NOW WA optimising existing systems and ensuring the business remains competitive in a rapidly evolving Helen Constantinides digital landscape.

MY ADVICE TO YOUNG WOMEN WITHIN THE SECTOR You are the driving force of change and progress in the insurance

SINAYO SECURITIES

ADVERTORIAL

SHE HAS A KNACK FOR LEADING GLOBAL OPERATIONS IN CHALLENGING JURISDICTIONS. an organisation whose key aim is to accelerate the development of black female chartered accountants, and serves on its advisory board.

CAREER HIGHLIGHTS Be it in a corporate, entrepreneurial, philanthropic or board role, there is no career hat that Ngonyama doesn’t wear without aplomb, and she has a knack for leading global operations in challenging jurisdictions.

Ngonyama previously held many key corporate and board positions: former CFO of Safika Holdings (Pty) Ltd, group chief internal auditor of Nedbank Ltd, and deputy chairperson of Brand South Africa.

She has also occupied diverse leadership roles as chairperson and lead independent director of various top 40 listed entities and companies with global operations in challenging jurisdictions, such as Aspen Pharmacare, Implats, and Barloworld Group. She is also the lead independent director on both the Hollard Life and Insurance boards and chairs its risk committees.

A nonexecutive director and chairperson of Clover’s audit committee, Ngonyama was commended for her proactive and instrumental role

in helping conclude the company’s sale transaction. She also served as chairperson of the University of Cape Town Council.

LIFTING AS SHE RISES Ngonyama was motivated to start Sinayo Securities in 2016 when she realised the financial services sector is largely male-dominated and females are subjected to gender inequality in the workplace. Babalwa Ngonyama She built the business on the foundation of experienced individuals and strong entrepreneurial spirit, forming longstanding client relationships and creating a legacy of sustainable transformation and inclusivity. She believes diversity and inclusion are the real grounds for creativity and the key ingredients. https://sinayo.co.za

PARTNERING WITH TRAILBLAZING WOMEN TO MAKE A LASTING IMPACT

CELEBRATING WOMEN’S LED ORGANISTIONS

At Old Mutual Insure, we believe that when you empower a woman, you empower an entire generation. That is why we are passionate about identifying worthy causes led by trailblazing women across the country and then partnering with them to make a significant impact on their communities.

So far, we have joined forces with nine female powerhouses across various fields, and provided funding of over R9 million as they spearhead causes close to their hearts and become successful entrepreneurs. The path all these inspiring women have forged aligns seamlessly with our values, and we are excited to continue our partnerships to make an even greater impact.

TECHNOLOGY SKILLS It is very important for young people in South Africa to gain future-ready skills to find employment opportunities that will enable them to be economically active citizens. We, therefore, partnered with Alex Msitshana, founder of the Deaf Empowerment Firm, to empower deaf youth with information and communications technology (ICT) skills and assist them to be work-ready professionals in the ICT industry. Through the M&F Development Trust, we invested R1.3 million towards the skills development of 18 black youth, who have successfully completed their certification in IT systems development. We have also made headway in the robotics field with the Managing Director of C3 Auto Body Repair Academy, Busi Maile. One of her tailored programmes is dedicated

to helping 20 young people establish their career paths in application and programming, robotics, and software development.

ENABLING EDUCATION As a responsible business, education is a key focus in our mission to cultivate the youth’s potential to become the future leaders of the insurance industry. That is why we have invested over R1 million in the Empowering Girls Programme. This will help to enable twenty Grade 11 female learners to develop their personal and professional growth through essential life skills, ICT literacy, mentorship, and job shadowing initiatives. Furthermore, as access to adequate school facilities is an ongoing issue in SA, and over four million learners are affected by a global desk shortage, we have proudly partnered with MiDesk.

Farana Boodhram, CEO of MiDesk Global, leads this social enterprise originating from her daughter Talita's school science project. MiDesk provides portable desks with solar lighting for learners in desk-less schools. To date, with over 150 schools receiving the desks, our partnership has equipped 600 underprivileged learners for their 12 years of education.

ECO-FRIENDLY PRODUCTS As a leading insurer, we have seen firsthand the damaging effects of climate change on people’s homes and businesses. This led us to partner with the dynamic sister duo, Morongwe "Mo" and Michelle Mokone, owners of Mo’s Crib, who craft eco-friendly home accessories from recycled and organic materials. As beneficiaries of

ENABLING POSITIVE FUTURES

DYNAMIC WOMEN

INCLUSIVE & TRANSFORMATION

OM Insure's Enterprise Development programme, Mo's Crib enhanced operations and achieved growth through training, leadership development, HR coaching, and more. Their products appeal to environmentally conscious consumers are available at major stores including Woolworths, Mr. Price Home, @Home, Crate & Barrel, and Target, for customers in Canada and the United States.

SUSTAINABLE FOOD SECURITY Our sustainability efforts are making an impact in Kromdraai through Reel Gardening, a social enterprise that focuses on merging patented seed-tape technology and accessible food security. Through our investment of R460 000, Reel Gardening has enabled the community of Kromdraai to grow their own organic food, learn about nutrition, and use their home gardens as an income-generating tool. We have also empowered Oliver’s Village, an organisation that provides social services to underprivileged women, children, and youth in Daveyton and surrounding areas, with funds for an organic garden and water management system. The produce will be used to supplement the feeding scheme and some of it will be sold to raise funds.

ENABLING POSITIVE FUTURES Over the last year, Old Mutual Insure has partnered with many women across various sectors from the arts to the automotive industry, and we plan to continue doing amazing work with them in the future. We also eagerly anticipate the new collaborations

that lie ahead, where we can collectively contribute towards enabling positive futures.

We proudly celebrate women, recognising their achievements, resilience, and unwavering determination. We will continue championing transformation and inclusivity, to bring us closer to a world where every woman's potential can flourish.

FEMALE REPRESENTATION PwC’s Non-executive director:

DONE DEAL? The business case for a more diverse workplace seems solid, but we still have a way to go, writes PROFESSOR PARMI NATESAN, CEO, Institute of Directors South Africa

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s we take stock again of the advancements women have made across industries, it seems we are making progress in ensuring more women are participating in business at the executive or directorial level.

An important point is that the business case for greater female representation (in the context of diversity) in the workplace is now widely accepted. Research by the Boston Consulting Group shows that companies with more diverse management teams are more innovative, which, in turn, translates into 19 per cent higher revenues, in general, and a higher proportion of revenue derived from innovation.

This dynamic plays out in the economically successful South-East Asia region, where women are 42 per cent of the workforce – compared to the global average of 39 per cent.

A McKinsey & Co report on the business case for diversity and business sustainability indicates that top-quartile companies have more diverse (in terms of gender and ethnicity) executive teams. The greater the representativity, the higher the likelihood of higher performance. For example, companies with more than 30 per cent of female executives are more likely to outperform companies with lower percentages. The same principle holds good for ethnic diversity.

In South Africa, the progress towards greater workplace diversity remains a work in progress.

PWC’s latest Non-executive directors: Practices and fees trends report makes the excellent

point that diverse boards are essential in building trust in today’s multistakeholder environment – important in a country such as ours. If organisations are to perform, they need to be able to connect with an expanding group of stakeholders – shareholders as well as investors, employees, customers and even local communities.

The good news here is that people of colour make up 53 per cent of nonexecutive directors of the JSE’s top 200 companies, while 38 per cent are female (up from 32 per cent in 2022). It’s not known if these percentages hold good for nonlisted companies.

PROMOTING DIVERSITY While some might argue that progress towards greater diversity on boards and in the workforce generally is too slow, the view that these things need to be undertaken methodically, particularly regarding executive- and board-level positions, has merit. Surely, one of the conclusions to be drawn from the Zondo Commission’s voluminous reports is that not enough thought was given to the qualities and skills of those appointed to senior positions.

To avoid making appointments based on crude gender or racial categories, boards and executive teams must give sustained thought to succession planning and ensuring a genuinely diverse talent pipeline. This should be seen as investing in the organisation’s future.

In the case of board members, the Institute of Directors South Africa (IoDSA) has long advocated the professionalisation of directorship, based on its increasingly challenging and important role – and the potential to be exposed to significant personal risk. The IoDSA’s Director Competency Framework gives directors and would-be directors a pathway towards their directorial development. We also have two SAQA-accredited professional designations (Certified Director and Chartered Director) to enable individuals to demonstrate objectively that they have the necessary competencies, which are kept up to date.

Similar approaches can be used for other leadership roles to ensure that appropriate candidates are appointed and the benefits of diversity realised.

A related point is the importance of the onboarding process. This is true for all

Practices and fees trends report 2023

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candidates, but especially important for diverse candidates who may find it harder to settle in.

A good orientation programme is one element, as is the appointment of a suitable mentor. The new appointee needs to understand what is expected of them, and goals and objectives should be set. In consultation with the mentor, the HR department should look at what skills development programmes should be implemented.

Overall, too, the company must take steps to ensure it provides an inclusive environment in which diverse candidates can thrive.

We are making progress in getting more women into the top layers of business. The trick is going to be doing so in a way that ensures their presence delivers the desired benefits.

DIVERSE BOARDS ARE ESSENTIAL IN BUILDING TRUST IN TODAY’S MULTISTAKEHOLDER ENVIRONMENT – IMPORTANT Professor Parmi Natesan IN A COUNTRY SUCH AS OURS. CELEBRATING WOMEN 2023

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Ignite courage.

Drive change.

Inspire generations.

Our commitment to drive a gender-equal future is central not only to our inclusion and diversity strategy, but also our Purpose of re-imagining mining to improve people’s lives.

At Anglo American, we celebrate women for the value they bring to businesses, communities, our country and our world. Their resilience, commitment and bravery ignite courage, drive change and inspire generations. This is reflected in our past, present, and future.

This Women’s Month, we honour the women of 1956, and thank the women of our country for their role in shaping a better South Africa today. One where the rule of law, economic growth and opportunity pave the way for all women to thrive.

Like you, we will continue to play our part to lead the way for women in mining.

Together, we are shaping a better future.

Scan the QR code to find out more about our women in mining.

PROFILE: ABSA

PROMOTING MEANINGFUL CHANGE Absa is committed to transformation and accelerating the advancement of women within its workforce and externally too, writes JEANETT MODISE, chief people officer, Absa Group

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he emphasis on rights and equality in the workplace has never been more pronounced and important than it is today. We are living in a time where diversity, equality and inclusion are at the forefront of conversations in and outside the boardroom.

It is incumbent on business leaders to recognise that women form the backbone of our society and to create opportunities for them in the workplace. At Absa, we believe in equal opportunity for all and actively seek to encourage diversity in the work environment because we know that diversity drives creativity and harnesses the power of our differences.

In line with this, we decided, in 2021, to adopt August as Women’s Month for all at Absa. We use this month to reaffirm Absa’s commitment to the gender agenda, communicate the significant progress made in our transformation efforts and celebrate our colleagues.

This celebration is important. While our journey has not been without its challenges, we believe that creating opportunities for women in the workplace requires a concerted effort where we focus on building psychological safety and break the unconscious biases that exist. This is significant as it will enable conscious decision-making across all processes.

SUCCESSFUL INITIATIVES

Did you know?

The World Economic Forum’s 2022 Global Gender Gap Report shows that sub-Saharan Africa has bridged 67.9 per cent of its gender gap, registering its highest gender gap score in 16 years.

Through the Ignite Her programme, launched in 2019, we have trained over 600 women colleagues and a further 60 are currently enrolled. In addition, over 3 000 male and female colleagues have benefitted from the Ignite Her masterclasses, which remain open to all colleagues. To date, the programme has delivered about four per cent higher promotion rates, around three per cent higher lateral mobility rates and approximately nine per cent higher retention rates of programme alumni compared with nonparticipants.

In 2022, we celebrated that of all the promotions in Absa, over 64 per cent went to women, and more than 50 per cent of all new appointments were women. Critically, these improvements are being made across the board with 44 per cent (2021: 42 per cent) of promotions directed to females at senior management and 56 per cent (2021: 54 per cent) and 76 per cent (2021: 66 per cent) of promotion opportunities within middle and junior management respectively, directed at women. These are key achievements when looking at “future-proofing” our gender parity.

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We are making strides in achieving change, this has been acknowledged externally with Forbes ranking Absa as a top African organisation championing women at work, achieving 36 th place out of the 400 international companies listed.

The introduction of several women-focused initiatives across the group aligned with our Women’s Manifesto. These TCH NOW WA include Absa Ignite Her, Women Empower Her, Women in Tech, and Women in Risk, which have yielded key successes.

Our African regional operations have also progressed with increased representation from 33 to 35 per cent at senior management levels, and a slight increase to 40 per cent (39.7 per cent in 2021) at middle management levels.

UPSCALING EFFORTS Is it enough though? Not yet. Locally and across the African continent, Absa has a pivotal role to play in not only changing our business, but also affecting change on a large scale.

Change that will enable a future where the question of gender representation will no longer be relevant.

We are committed to addressing the shortcomings of the past that resulted in under-representation of women in leadership responsibilities in our organisation. As such, our diversity and inclusion criteria are included on our leaders’ performance scorecards to ensure continuous improvement in representation across all management levels. These are in place across each of the countries where we operate.

We have laid a strong foundation and are poised to scale our efforts and create sustainable transformation.

We have the appetite to drive knowledge and the support to enact change.

Jeanett Modise

WOMEN IN BUSINESS WITH ABSA ON

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FIND US

Pretoria, 0065

FINANCE

ADVANCING WOMEN IN FINANCE

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White, male and middle-aged. This has been the face of the financial and accounting services sector for many years. Is change possible?

By Lisa Witepski

es, change is possible, claims Ayanda Mafuleka, CEO of Fasset, the sector’s education and training authority. Progress has already been made, she says, and it’s heartening to see more women being employed.

“At this juncture, there are currently 95 396 women working in the sector, compared to 74 285 men,” Mafuleka informs.

Also encouraging is that women are increasingly represented at leadership level: the number of African and coloured female managers has increased by 13 per cent and 5 per cent respectively, year on year, since the 2011/2012 financial year. And, women outnumber men in several professional roles, as well as technicians, associate professionals and clerical support. That said, Mafuleka indicates that the number of registered females in professional bodies is a cause for concern.

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EFFORTS AND INTERVENTIONS Much of this progress has come about through a concerted effort to advance women in the profession. Mafuleka explains that the need for such initiatives was apparent, given that black African women, in particular, have been impacted by policies favouring the employment of white men in highly skilled positions.

Interventions that have had a significant impact in terms of changing this dynamic include the Women’s Executive Development Programme. Launched by Fasset in partnership with the University of Witwatersrand Business School, the International Women’s Forum South Africa (IWFSA) and Duke Corporate Education, the programme aims to help 2 000 women develop and hone their leadership skills.

Then there’s the Women Creating Wealth (WCW) Programme. This, too, is intended to create greater economic inclusiveness, but focuses on women in the small, medium and micro enterprise (SMME) space. Through its partnership with the Graca Machel Foundation, WCW aims to create opportunities for 600 women-led SMMES in the financial and accounting services (FAS) sector by leveraging internships, learnerships and bursaries.

Fasset has also moved to make its products and services available to women in underserved rural areas, intending to foster a more inclusive culture within the sector.

“Many of these initiatives are underscored by leadership education, so we can empower

Ayanda Mafuleka

young women in both the private and public sectors while strengthening female-led businesses to emerge as competitive, robust and ready to contribute to the economic growth of the country,” says Mafuleka.

strides have been made to increase female representation, the majority of top managerial positions are still filled by white men, with only 47 per cent of management posts in the sector held by women. “We continue to tackle this through bursary programmes and learnerships, which are all about reskilling and upskilling women and the black African population as a whole,” Mafuleka explains.

She is also concerned about the ongoing gender pay gap within the sector, which hinders meaningful economic empowerment for women. “There are still instances where women employees are paid less than their male counterparts for the same work.”

Mafuleka says these challenges have not come about because of a dearth of skilled female workers in the sector. “The statistics speak for themselves: that we have been able to advance women in the sector during the past decade or more speaks to the talent and capability out there, and it’s certainly encouraging to note that many companies are taking their responsibilities for women advancement to heart. However, we cannot deny that there is still hard work ahead if we are to move women away from the margins of the sector. Sadly, the more senior the positions they aspire to, the greater the stumbling blocks they are bound to encounter,” she concludes.

REMOVING STUMBLING BLOCKS Mafuleka notes that although transformation and inclusivity are major issues, it is vital to address them – and not just on paper. “Our sector requires leaders who are courageous and unafraid to face the realities of past, current and future socioeconomic trends,” she says.

Part of this means facing up to the obstacles that remain firmly in place for women, despite the moves already taken to help them advance.

Chief among these, according to Mafuleka, is the “old boys’ network”. Although great

Fasset graduation

“THAT WE HAVE BEEN ABLE TO ADVANCE WOMEN IN THE SECTOR DURING THE PAST DECADE OR MORE SPEAKS TO THE TALENT AND CAPABILITY OUT THERE.” – AYANDA MAFULEKA CELEBRATING WOMEN 2023

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AN ADVOCATE FOR THE ADVANCEMENT OF WOMEN AND THE YOUTH HAPPY ZONDI talks to Ayanda Mafuleka, CEO of the Finance and Accounting Services Sector Education and Training Authority

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ith a career spanning over two decades in the finance sector, Ayanda Mafuleka has spent a large part of it in the public sector. She is a chartered accountant, a member of the South African Institute of Chartered Accountants (SAICA) and CEO of the Finance and Accounting Services Sector Education and Training Authority (Fasset).

She provides some insight into what her role as CEO entails, and highlights some of the initiatives she is driving to empower women within and outside her organisation, given the broader mandate of that organisation.

Can you give us a snap preview of your typical working day?

At times, my working day starts as early as 3am and may end as late as midnight.

In addition to prioritising prayer and family, I have daily check-ins with the Fasset executives to ensure that we continue to align and keep abreast of a range of matters that need my attention daily.

Stakeholder engagement is also prioritised to stay close to pertinent actionable information and deliver on our mandate.

Beyond these, my calendar is quite constrained and has strategic engagements set months in advance.

As a chartered accountant, was it always your dream to lead an organisation such as this one, which is clearly at the forefront of carving the future careers of the youth?

My dream has always been to contribute towards the economic emancipation of black South Africans. Having had first-hand experience of the disparities faced by black people, especially women and the youth, finding ways of changing the narrative and taking a positive direction became a passion of mine. As the CEO of Fasset, I have a duty to ensure the SETA delivers and benefits its stakeholders and benefactors while implementing innovative programmes for nation-building and transforming the financial services sector.

Ayanda Mafuleka

FASSET HAS DEVELOPED HISTORICALLY DISADVANTAGED INDIVIDUALS THROUGH LEARNERSHIPS, BURSARIES SCHEMES AND WORKPLACE-BASED TRAINING PROGRAMMES. 72 | CELEBRATING WOMEN 2023

Fasset ADVERTORIAL

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What are the top priorities for the organisation in the coming year, and what has the potential to distract your vision?

Fasset seeks to align its goals with plans set out by the government in its national and strategic frameworks, such as the Economic Recovery and Reconstruction Plan.

Therefore, skills development, sound equity, gender equality and economic inclusion are also at the core of our organisation’s existence. Additionally, Fasset has developed historically disadvantaged individuals through learnerships, bursaries schemes and workplace-based training programmes that assist in enhancing and reskilling communities. We also provide SMME funding through skills development programmes in

line with the National Skills and Development Plan requirements.

As an organisation, we strive to further increase our footprint in the rural areas through strategic partnerships with royal families and provincial governments. We also have strategic partnerships with institutions, such as Wits University, Duke University, the IWFSA, and the Graca Machel Foundation, to drive female empowerment.

What culture does the organisation need to adopt to succeed in the coming years, and what are you doing to build towards this goal?

The most valuable asset of any organisation is its employees because they are the engine that keeps the organisation running. A dissatisfied or unmotivated workforce has the potential to topple the progress of an organisation.

Fasset aims to put its employees first by focusing on learning and development.

Employees are granted opportunities to further their studies and broaden their skills to adapt to the changes as the world shifts to a more digitalised environment brought about by rapid advancement in technology. Employees are encouraged to further their studies – an initiative that demonstrates the organisation’s investment in their success.

Another initiative in the pipeline is the Fasset Service Excellence Awards, aimed at recognising employees, who have excelled in their respective areas of work, for their contribution to the growth of the organisation and service to others.

Are there any obstacles to achieving these goals?

It is empirical to note that all things in life come with their obstacles, however, as a wise man once said; “One’s positive action combined with positive thinking results in success”. The organisation will put in all the required resources because enhancing employees’ skills is a great investment.

What is the best and the worst part of being a CEO? The best part is being able to participate in the development of transformational initiatives. This realisation together with meeting the beneficiaries of the various initiatives and seeing how our work has impacted their livelihood is unmatched. The worst part is the responsibility one carries for the overall structures of the organisation; however, the exposure one is offered to learn from the components is invaluable.

What is the biggest challenge you have faced in your career?

This may come as a surprise to many, but placing myself at the forefront of stakeholder engagement has been an intriguing experience, however, it has ploughed seeds and now growth is in progress. As part and parcel of my stakeholder engagement, I have also come head-on with one of my fears, public speaking. I am very proud of how I have tackled this, which clearly proves that we only fear the unknown when all we need is to simply trust ourselves in the process. https://www.fasset.org.za/

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Having experienced the difficulties in getting to where I am professionally, I always want to pay it forward, creating environments that foster the inclusion and advancement of women beyond just quota compliance, thereby advocating for the intentional empowerment and advancement of women.

Fasset research indicates that strides have been made in our sector in terms of women’s representation. However, these numbers start reducing the higher you go in the senior management tier. I am a firm believer in addressing the lack of women in middle and senior management and ensuring transformation across all levels. This has culminated in several programmes for women, such as: • The Women Legacy Leadership Programme, which focuses on the empowerment and development of women’s leadership skill sets. It is implemented through a strategic partnership with the Wits Business School and the International Women Forum of South Africa(IWFSA)/Duke Corporate Education. A targeted 2 000 women will go through the programme.

• The Women Wealth Creation Programme focuses on the economic inclusion of women in the small, medium and micro enterprise (SMME) space. Fasset has partnered with the Graca Machel Foundation to deliver this impactful intervention aimed at 600 women-led SMMEs in the financial services sector.

These programmes leverage leadership education to empower young women in the private and public sectors, and grow and strengthen female-led businesses to be competitive and robust to contribute towards economic growth.

THESE PROGRAMMES LEVERAGE LEADERSHIP EDUCATION TO EMPOWER YOUNG WOMEN IN THE PRIVATE AND PUBLIC SECTORS, AND GROW AND STRENGTHEN FEMALE-LED BUSINESSES.

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You seem to have made a deliberate choice to champion women’s causes. Can you take us through some of the programmes you have championed in this regard?

What keeps you awake at night?

Being aware that even with all the work Fasset and the broader SETA collective does, each year there are still young people with undiscovered talent who are not beneficiaries of programmes that would assist in unleashing their potential.

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ENTERPRISING WOMEN CREATING EXCITING BUSINESSES GLYNIS HORNING engages with three women who epitomise the “enterprise” in entrepreneurship, forging ahead and finding ways to empower other women MAMELA LUTHULI

“LET’S EMBRACE OUR FEMININE ENERGIES AND INSTINCTS IN BUSINESS.” ” – MAMELA LUTHULI

Luthuli is the founder-owner and CEO of Take Note Information Technologies, specialists in cybersecurity and IOT early-warning technologies to combat hacking, vandalism and cable theft.

How does a woman from a village in the impoverished Eastern Cape and Khayelitsha, who worked in her mother’s spaza shop, become the founder of a sophisticated cybersecurity company with a R100-million annual turnover, 80 full-time staff and clients that include the City of Tshwane?

to the world. I bring feminine energy into corporate boardrooms, where it’s needed and under-rated. To all women, I say let’s embrace our feminine energies and instincts in business.

I never felt poor growing up because those around us were the same. Hard work, the basis of any success, came naturally.

By 14, I was going to a factory shop to buy clothing I’d sell. I had seen there was a need.

Cybercrime has created another need, which during the COVID-19 pandemic increased by 600 per cent, as people working from home became more vulnerable. The impact of cybercrime on the South African economy is estimated at R2.2-billion annually. I had found my niche!

Bezuidenhout is co-founder and COO of Future Females, a platform that provides an environment “digitally, physically and emotionally” for current and aspiring women entrepreneurs to connect and access skills, training and resources to succeed.

CERINA BEZUIDENHOUT

How did you propel yourself from professional food scientist with a fish-processing plant in Namibia to running a platform that empowers women in 55 cities across eight countries?

How did you develop the skills needed?

I focused on acquiring knowledge, through the Cape Peninsula University of Technology and UNISA, that would empower me. I have a degree in public administration, a management development diploma, an MBA from Henley Business School, and did a course in cybersecurity through Harvard University. You must constantly develop yourself to have depth in discussions.

I also surrounded myself with good tech people from the start, and now we train our own through the Take Note Cyber Excellence Academy. I saw another need, another niche: South Africa has so many unemployed youth. We skill them for the fourth industrial revolution, then place them through partnerships with local and global companies.

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Mamela Luthuli

Your advice to women entrepreneurs?

Competency is key, being a woman must be a bonus. Focus on your craft, be the best and the universe won’t ignore you. Victim mentality and excuses don’t cut it. But keep a work-life balance.

My daughters are 11 and 9, and I’ve also raised my sister’s kids. I love it. I drop them at school and attend all their functions. Never compromise on family, in the end, they are all you have left. Being a mother is the most important title, above all others. I am a mother

I’m actually back in Namibia, where I grew up, and loving it – I work remotely from a plot outside Swakopmund, on the edge of the beautiful desert. My boyfriend and I grow our food, walk the dogs and spend time in nature; the simple things in life. The freedom to work remotely from anywhere in the world is partly why my partner, Lauren Dallas, and I started the platform – to give us the lifestyles we want while helping other women attain theirs. I’d done an MBA, and Lauren (a growth marketing expert) and I met at an accelerator programme run by Techstars in Cape Town in 2017. It struck us that of the 78 people there, only five were women, and none of them was a founder. A day later, we organised our first Future Females event. Our company is community-led, and from the first event until today, we run surgeries within our community to understand what women want and need to

ENTREPRENEURSHIP

learn, and then we create that. Future Females scaled when other women wanted to start supporting women in their cities and when we launched our flagship Future Females Business School Programme.

What is it that women business founders want and need to learn most?

How to access funding! A 2019 report by the International Financial Corporation showed that in South Africa, there was a R868-billion unmet demand for financing. This often leads to low growth margins because businesses must rely on alternative funding sources. This year, in partnership with the International Tech Hub Network, we did research on “Why female founders are still not raising financing equitably in 2023”. It showed that female founders across the five countries surveyed, including South Africa, are mostly bootstrapping their businesses to stay operational, however, 95 per cent are still actively looking for funding – they battle to identify opportunities and how to connect with the funders.

FINANCIAL PLANNING ADVICE FOR WOMEN ENTREPRENEURS Whether starting out or heading a thriving operation, there are aspects of running and planning your financial affairs that need careful consideration, says Jane Downing-Kift, head of wealth management at Absa Private Wealth Banking.

• Prioritise financial record-keeping. Gaining access to capital can be challenging. It may be raised primarily through loan funding or investment by a third party. Being able to demonstrate the financial position of the operation is critical – for lenders, it reflects that sustainable cash flows are available to repay the debt; for investors, it indicates potential future returns.

• Have risk protection. If something happens to you, and your business is no longer capable of repaying the loan, your creditors will look to you or your deceased estate to repay the debt. Having life and disability insurance cover can mitigate the impact.

• Diversify your investments. It’s tempting to plough back every spare cent to facilitate growth and sustainability, but if the business fails or you wish to sell it or close its doors, you may have limited resources to fall back on. A financial planner can help set up a monthly contribution via a vehicle such as a retirement annuity, which allows you to build a nest egg outside of your business, often with significant tax benefits.

• Business partners and co-shareholders. Bringing in a partner is a great way to pool efforts, resources and expertise. However well you work together, document how you will deal with future eventualities: how you take profits from the business, what you will do if one party wants to sell or retire, and what will happen if one of you is disabled or dies. A financial planner can help formulate a business succession plan and put the necessary agreements in place.

“WE URGE WOMEN TO GROW A STRONG NETWORK. THEY NEED CONFIDENCE AND EMOTIONAL AND PRACTICAL SUPPORT.” – CERINA BEZUIDENHOUT

because the current initiatives are not working.

Also, to help educate women on the fundraising process and make themselves more available to be reached or connected with – host networking sessions and meet the many amazing women who need you. With the learnings from our programmes and the research, we know there is a gap in the accounting, finance and funding space.

Your key advice to women entrepreneurs?

Women are unfamiliar with the funding process and what’s required. And 71.7 per cent felt it was more difficult because they are women.

How are you addressing that?

Future Females is committed to supporting change – we do this by hosting events to allow for networking and workshops to learn, both offline and online. We urge women to grow a strong network. They need confidence and emotional and practical support; the Future Females community provides it. We tell them, “your answer is just two calls away”. We urge banks and other funders to play their part – to provide innovative funding options to specifically support the female founder

Don’t miss out on something that could be great just because it may be difficult. As I sometimes say (to my mom’s embarrassment), “Don’t sit in your sh**! If you have a problem, get up and go!”

Free resources to help get you started on your entrepreneurial journey

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Cerina Bezuidenhout

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ENTREPRENEURSHIP

LAURA THOMAS

Thomas is the founder of Salt & Candy, an international digital brand communication agency. As a “virtual CMO”, she works part-time with clients and their marketing staff to provide strategic insights, direction and support and has a special interest in mentoring start-ups.

What key training has taken you from copywriting to roles in management, strategy and creative digital marketing, helping you build an award-winning digital creative agency and work with blue-chip clients, including SABMiller, Coca-Cola, HBO and Sky? Not the latest software or online courses, as some imagine, but neurolinguistics – I’m a certified practitioner. Neurolinguistics is about brain function and use of language – by understanding it, you can understand better how people communicate and process the information we communicate to them. It’s invaluable in business. My advice to anyone, not just women, is to work on discovering and practising your authentic self. How you show up in your personal life will affect how you perform in your professional one.

Only when I truly understood my own worth, did I find the courage to not just identify what my values were, but also apply them to my life and work. Sticking to your values automatically creates boundaries, and boundaries are ways to maintain relationships, not break them. It’s a dog-eat-dog world, and business is, more often than not, cut-throat. It simply isn’t enough to expect people to treat you the way you’d treat them. You need to teach people

“HUMILITY IS CRUCIAL FOR LONG-TERM GROWTH AND EFFECTIVENESS AS A LEADER.” – LAURA THOMAS how to treat you. This is a skill that is heavily underpinned by genuine self-worth, and inadvertently, genuine confidence will shine through in everything you do.

Using that, what skill or quality would you most urge entrepreneurs to develop?

Humility. Most people think they need confidence, determination and vision, but humility is crucial for long-term growth and effectiveness as a leader. It’s about having the ability to learn from others, ask for advice and be unafraid to admit you don’t have all the answers. It builds a culture where people feel valued and empowered, and it encourages collaboration and creativity.

How do you advise entrepreneurs to tackle major challenges in this age of global economic angst, fed in South Africa by the stress of load shedding?

You can’t prevent black swan events and load shedding, but you can create emotional intelligence and skills to deal with the unexpected. And once you have those, you can do anything. In flight-or-flight mode, you can’t find innovative solutions. Know your triggers and how to deal with them (a neurolinguistics practitioner can help).

Take time to calm yourself in whatever way works for you. Once you can think clearly, make a plan of action. Eat your frogs (tackle the toughest tasks first). Develop artificial intelligence or other skills that can help. Learn from your mistakes, and plan now for those potential problems you can foresee.

What should every young female entrepreneur know?

It’s possible to have it all, but not all at once. There are zero guidelines on how to navigate having a family and a career. We are writing the book on how to get this right, so be kind to yourself. One thing I can highly recommend is freezing your eggs! This has taken significant pressure off me and the timeline placed on my body. I froze my eggs three years ago. It gives me peace of mind.

Although it costs about R60 000, in the United States it would be R300 000 plus, it’s so worth it.

fast fact • South Africa has moved up on the Women Business Owner benchmark to 44th position globally, with 21.9 per cent of all businesses here owned by women in 2021 against 21.1 per cent in 2020, according to last year’s Mastercard Index of Women Entrepreneurs.

• Research shows 58 per cent of small- and medium-sized business entrepreneurs in Africa are women, according to Mojolaoluwa Aderemi-Makinde, head of brand and reputation at Google Africa. Yet women-run businesses show on average 34 per cent lower profits than those run by men. Women are less likely to receive funding and investment.

• Nearly half (48 per cent) of respondents in a 1st for Women Insurance survey last year felt they were not provided with the same opportunities as men in a nine-to-five job.

Laura Thomas

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Images: Supplied

• Women-owned businesses in South Africa established between 2018 and 2022 may generate R175-billion a year and create 972 000 jobs, according to a survey by Development Economics.

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“WE FIRMLY BELIEVE THAT PROVIDING FAMILIES WITH SECURE HOUSING LAYS THE FOUNDATION FOR THEIR FUTURE SUCCESS AND WELLBEING.” – CHARMAINE MABUZA

ITHUBA encourages all South Africans to pay it forward – no matter how big or small the contribution. “It is inspiring to see the positive impact our initiatives have on the lives of beneficiaries. My advice to fellow South Africans is to recognise the power of each individual to make a positive difference.” https://www.nationallottery.co.za/

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Images: Supplied

As the National Lottery Operator, ITHUBA is committed to improving the lives of ordinary South Africans and uplifting local communities.

No matter where you live or which of the 11 officially recognised languages you speak, ITHUBA is determined to create positive change wherever it’s needed.

As such, ITHUBA is embarking on a multiprovincial roadshow to hand over the keys to 20 new homes, with the undeniable spirit of human interconnectedness as the driving force behind this community social investment

PAY IT FORWARD TO MAKE A POSITIVE DIFFERENCE

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CHANGING LIVES ONE FAMILY AT A TIME

initiative. ITHUBA CEO Charmaine Mabuza is always looking for innovative ways for the company to localise its outreach initiatives to have a measurable impact. Passionate about playing a part in ensuring that more South Africans have a home to call their own, Mabuza says: “Addressing the housing crisis is of paramount importance to us at ITHUBA – we firmly believe that providing families with secure housing lays the foundation for their future success and wellbeing.”

ITHUBA has long played a hand in addressing the housing shortage, which began with building homes for staff members before moving focus towards larger housing projects.

In December 2022, ITHUBA provided homes for several families that had lost theirs in unforeseen tragedies.

This year, ITHUBA has partnered with Disabled People South Africa (DPSA) to provide homes for differently abled beneficiaries.

These beneficiaries will finally have access to facilities that will make their lives unimaginably easier. One such beneficiary is Harold Ntsoto, a paraplegic who has been wheelchair-bound for the past 32 years.

ITHUBA has taken special care to ensure these homes cater to the beneficiaries’ unique needs. Mabuza draws on her own experience as a mother and her belief that a solid home foundation provides the exact nurturing environment children need to thrive.

“Every person deserves to have a roof over their head and a place they can call home. This is a big challenge for many South Africans, but one which I believe we can overcome if we work together,” Mabuza says. “At ITHUBA,

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THUBA is South Africa’s National Lottery Operator and is a proudly homegrown business that has developed rapidly and garnered international awards in the eight years we have been operational.

ITHUBA stands as a true testament to the spirit of Ubuntu, which is not only one of our company values, but the spirit that lives within all of us. What better way to relish this spirit than by embarking on another national housing giveaway?

we want to show people we are committed to improving their lives – we want to live the saying, ’umuntu ngumuntu ngabantu’ – a person is a person because of other people.

This is a core value of my organisation and mine. Our roadshow is taking a few steps towards that vision of a better society. Every journey starts with a few small steps, and we plan to take many more until the people most in need can enjoy the sense and safety of a home.”

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ITHUBA demonstrates its commitment to improving the lives of South Africans with its housing giveaway

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ITHUBA DISPLAYS UBUNTU

ITHUBA HAS PARTNERED WITH DISABLED PEOPLE SOUTH AFRICA TO PROVIDE HOMES FOR DIFFERENTLY ABLED BENEFICIARIES.

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INVESTING IN WOMEN ENTREPRENEURS IS AN INVESTMENT IN CHANGE

BY BRIDGIT EVANS, EXECUTIVE DIRECTOR OF THE SAB FOUNDATION ACCORDING TO RECENT RESEARCH INTO WOMEN ENTREPRENEURS1, SOUTH AFRICA IS ONE OF ONLY 12 ECONOMIES GLOBALLY WHERE WOMEN’S ENTREPRENEURIAL ACTIVITY RATES HAVE INCREASED. The research shows that necessity-driven entrepreneurship in this country has grown from 62% to 91%, with some 11% of working-age

More and more, and often out of necessity, we see that women are playing central roles in their households as providers of financial

women engaged in early-stage entrepreneurial activities.

support. Given the many other important roles that they play in supporting families and communities, investing in women led businesses has an exponential impact beyond the jobs they create.

I have worked with many female entrepreneurs over the years, and have seen that when they are given access to capital and business support, their whole community benefits.

When taking into account how many people are supported by these women, the impact is substantial.

There exists a considerable burden of dependence upon those who earn an income in our country. As evidenced in data from 2021, the ratio of dependent people as a percentage of the working age population accounts for 53%.² Every individual who is able to sustain themselves and their livelihoods are responsible for supporting a minimum of at least three other individuals financially.

Our most recent impact report reflects that through the 4 000 women entrepreneurs that we as the SAB Foundation have assisted, as many as 16 000 people are indirectly supported.

Women entrepreneurs continue to play an increasingly larger role in the South African economy. It is tremendously important for the economic growth of our nation that we continue to create the right social, political, and financial conditions for them to prosper.

SAB Foundation is proud to support women entrepreneurs, having invested approximately R267 million to date. Join us as we celebrate their significant and growing contributions to both innovation and entrepreneurship, and lets commit to supporting and empowering women led businesses along their journeys to success.

THEIR SUCCESS IS ULTIMATELY SOUTH AFRICA’S SUCCESS IN THE LONG TERM. 1 Mastercard Index of Women Entrepreneurs https://newsroom.mastercard.com/news/insights/2022/mastercard-index-of-women-entrepreneurs-2021/ 2 The Global Economy.com https://www.theglobaleconomy.com/South-Africa/Age_dependency_ratio/

PROFILE: SAB FOUNDATION

BRIDGING THE GENDER EQUITY GAP IN ENTREPRENEURSHIP In conversation with ITUMELENG MOGAKI, SAB Foundation’s executive director, Bridgit Evans, says that entrepreneurship knows no gender

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ntrepreneurship is a realm where intellect and ability prevail, transcending the boundaries of gender, claims Bridgit Evans, executive director of the SAB Foundation, who believes that women entrepreneurs play a pivotal role in driving economic development, job creation, innovation and social change.

“I do not subscribe to the notion of creating a divisive dialogue about men versus women.

Instead, my vision is one of complete fairness and equal inclusiveness for all,” says Evans.

ACKNOWLEDGING CHALLENGES FACED BY WOMEN ENTREPRENEURS Even though Evans emphasises inclusivity, she does not turn a blind eye to the very real challenges that South African women entrepreneurs face daily.

“South Africa is a country with immense potential and opportunities, yet it is not without its challenges, especially for women entrepreneurs.

Gender equity is a critical aspect of our society demanding our attention, and it is evident that women often face distinct hurdles on their entrepreneurial journey,” she says.

“One of the most significant challenges women entrepreneurs in South Africa encounter is the need to wear multiple hats. Many women find themselves in single-headed households, where there is often a lack of support. Juggling the responsibilities of business ownership and family life can be incredibly demanding and can significantly impact their business operations.

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“Moreover, balancing the demands of a business with those of a family can be an intricate and delicate task, often resulting in women entrepreneurs feeling overwhelmed and stretched thin,” says Evans.

RESOURCES FOR EMPOWERING STRUGGLING ENTREPRENEURS In the wake of the COVID-19 pandemic, Evans and her team at the SAB Foundation recognised the profound impact the crisis had on entrepreneurs. To address this, they introduced the RESTORE Programme, designed to provide trauma counselling and support to SAB Foundation entrepreneurs grappling with the aftermath of the pandemic, civil unrest and ongoing economic challenges.

The programme includes group workshops led by clinical psychologist Batetshi Matenge, as well as personal virtual counselling sessions provided

by SAB Foundation partners. This initiative underscores the foundation’s commitment to holistic support for entrepreneurs facing unprecedented challenges.

GENDER DISPARITY IN VENTURE CAPITAL In her line of work, Evans comments, shehas noticed that: “Even though women entrepreneurs receive business skills development training and other forms of support, they often find themselves neglected when it comes to enterprise development support, and struggle to secure sound venture capital.”

SAB FOUNDATION IMAPCT REPORTS

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SAB FOUNDATION ENTREPRENEUR STORIES

“PRIORITISING WOMEN IN ENTREPRENEURSHIP CAN CREATE SUBSTANTIAL OPPORTUNITIES, SUBSEQUENTLY LEADING TO POSITIVE IMPACTS ON THE ECONOMY AND SOCIETY AT LARGE.” – Bridgit EVANS

Bridgit Evans

Evans cites a recent report from the Harvard Business Review that reveals that globally companies founded solely by women receive less than three per cent of all venture capital investments. “This statistic is concerning and calls for a thorough examination of the underlying reasons.”

Evans continues, saying: “Prioritising women in entrepreneurship can create substantial opportunities, subsequently leading to positive impacts on the economy and society at large.”

This stance aligns with her belief that gender equity is not just a local or men versus women issue, but a global challenge, particularly in the male-dominated financial services industry, and calls for a re-evaluation of the global venture capital landscape to not prejudice women entrepreneurs and to offer business growth support based on merit.

INVESTING IN WOMEN ENTREPRENEURS “When women entrepreneurs receive proper investment and support, their businesses naturally flourish,” says Evans.

She points out the substantial purchasing power held by women. “By neglecting to tap into this potential market, businesses miss out on a significant economic opportunity.

Organisations, such as IDF Capital, a South African-based entrepreneurial financier and advisory firm, have recognised this potential and actively work towards the development of women in innovation, setting an inspiring example for others to follow,” Evans explains.

Her insights shed light on the economic potential that women entrepreneurs represent, and she encourages businesses to seize this opportunity. “By embracing gender equity, fostering inclusivity, and supporting women in entrepreneurship, we can drive not only economic growth, but also positive social change, thus working towards a more equitable future for all.”

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CHAMPIONING CLIMATE CHANGE DURING THE DECADE OF ACTION Professor Debra Roberts has dedicated much of her professional life to advocating climate and biodiversity research in the global arena and within local government in Durban. By Elaine Powell

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enowned climate researcher Professor Debra Roberts says that from a young age, she was playing outside and bringing home caterpillars. Exploring the dryland savannahs of southern Zimbabwe, where she grew up, locked a love for nature “into her DNA”, she reveals.

“MY TIME IN LOCAL GOVERNMENT HAS PROBABLY BEEN A MORE EFFECTIVE TEACHER THAN ANYTHING ELSE IN MY LIFE.”

Professor Debra Roberts

But it was only in high school that she could put a name to her interest in the natural world.

“I always kind of knew what I wanted to do.

I just didn’t have a name for it until we got to high school, and they told me it was biology.”

When the school asked what could be done to improve things, most children asked for longer lunch breaks and more sweets in the tuck shop. “I said more biology lessons. I was a real nerd from the get-go,” says Prof Roberts.

FROM BIOLOGY NERD TO CLIMATE CHANGE CHAMPION That self-proclaimed biology nerd has become a pre-eminent voice in global climate and biodiversity research, contributing to numerous high-impact publications.

She also established the first dedicated environment department for the City of eThekwini (Durban) in 1994 – a career shift that she admits was unexpected.

She studied biological sciences at the then-University of Natal, expecting to spend her life in a research lab. But a second-year field trip to Twinstreams in Mtunzini, where she saw first-hand the impact of sugar cane farming on the natural landscape, shifted her focus to terrestrial systems ecology and, subsequently, urban development’s impact on biodiversity and conservation.

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Prof Roberts talks cimate change

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SIDESTEP TO CITY HALL She completed her PhD in urban biogeography, looking at conservation in urban environments.

As is a common career path for many doctoral students, Prof Roberts immediately took up a lecturer’s position. “I thought, I am going to spend my life as an academic.”

But she soon felt a “real tension between the ivory tower (of the university) and what was happening at city hall”. There was very little place for applied research at that point, and she took the leap to join local government. “I didn’t feel that I could spend my life locked away somewhere, not using my science to begin to influence change.”

She describes her first few years at the municipality, as South Africa was transitioning to democracy, as “incredibly exciting and challenging”. There was no legacy of environmental management, particularly in urban areas and no meaningful environmental legislation. “We were beginning to build from the ground up. It was a time of democratic change and there we were waving the flag saying don’t forget about the environment as well.” Thirty years later, Prof Roberts says every day still brings a new challenge. “My time in local government has probably been a more effective teacher than anything else in my life.”

A LEADER AND A PIONEER Prof Roberts has leveraged her position as head of the eThekwini Sustainable and Resilient City Initiatives Unit and the opportunities it affords to use science in the real world to champion climate and biodiversity research.

She has been an advisor to the Global Commission on Adaptation, United Cities and Local Governments and the United Nations Secretary General’s 2019 Climate Summit.

She was part of the South African United Nations Framework Convention on Climate Change negotiating team and has sat on various international advisory bodies focused on climate change issues in urban contexts.

In 2019, she was included in the “World’s 100 Most Influential People in Climate Policy” list.

Prof Roberts also has honorary doctorates from University of Twente (Netherlands), University of Cape Town and Rhodes University,

WOMEN IN ENVIRONMENTAL AFFAIRS

acknowledging the importance of her work in bridging science and policy in the fields of climate change and biodiversity.

More recently, she was one of two women nominated to chair the Intergovernmental Panel on Climate Change (IPCC), an appointment that would have been the first for a woman since the IPCC’s establishment in 1988. Although Prof Roberts was not elected – the position went to Jim Skea of the United Kingdom – she says the fact that two women from the Global South even made it onto the ballot paper for the first time in the IPCC’s 35-year history is significant. “I feel that we are pioneers in a way.

At least we got women onto the ballot.” But she does believe that electing a male candidate was a missed opportunity to bring women’s voices more prominently into the climate change discourse.

CREATING OPPORTUNITIES FOR WOMEN SCIENTISTS The oversight speaks to the “structural inertia” of society, she says. “It’s easy to talk about change, but when opportunities reveal themselves, they’re not often taken.” She experienced similar inertia while studying, and “brows were raised” when she indicated an interest in terrestrial systems ecology.

She felt it again when she joined local government, which in the ‘90s was largely male-dominated. “Being an environmentalist and a woman was confounding and confronting at that time.

“The dials have moved significantly, but glass ceilings are still very much there. I don’t think the battle is won; it is ongoing.”

Creating more opportunities for women to play a role in STEM (science, technology,

engineering and mathematics) fields is one way of levelling the playing field, says Prof Roberts. “I came to biology not because anyone told me I could become a biologist, but because I had an innate passion. We need to be telling more girls that these opportunities exist.”

LOOKING AHEAD Much like the struggle for greater gender parity, Prof Roberts’ work in climate change policy and advocacy is ongoing, and she hopes to see climate change included in the mainstream development debate. “We have treated climate change as an add-on to our broader societal discussion. We need to look at how tackling climate change can help improve equity, justice, developmental prospects and livelihoods.”

DEDICATED TO CONSERVING OUR FEATHERED FRIENDS Dr Kirsten Wimberger Dr Wimberger has served as project director for the Cape Parrot Project and as a trustee for the Wild Bird Trust since 2014. After completing her postdoctoral research on the threatened Samango Monkey in the Hogsback forests of the Eastern Cape, she took over the reins to save the Cape Parrot from her husband, Steve Boyes, who founded the Wild Bird Trust.

“I’m incredibly grateful that I can head the Cape Parrot Project.

We have a fantastic team that conducts on-the-ground research and conservation action in Hogsback.”

Dr Wimberger hopes that as the project’s reach expands, South Africans will recognise the Cape Parrot as a threatened bird that needs to be protected. She desires to see a significant rise in the population of the Cape Parrot through the team’s conservation action, including the restoration and protection of their forest habitat.

Dr Jessica Leaver Dr Leaver is the Cape Parrot Project’s landscape conservation manager.

In Maun, Botswana, where Dr Leaver finished primary school, lessons were taught outside the classroom. Here, in the untamed surroundings, she developed a love for nature.

While working on her PhD, she invented a technique for evaluating how forest bird communities change in response to habitat deterioration. Her research on the effects of formal logging on the Cape Parrot nest sites led to improved government forest management procedures.

To monitor key Cape Parrot forests over the long term, Dr Leaver has successfully directed the development of a framework and project plan for forest monitoring.

From left: Dr Kirsten Wimberger, Dr Francis Brooke and Dr Jessica Leaver.

Dr Francis Brooke Dr Brooke is the Cape Parrot Project’s research manager in Hogsback. Her area of expertise is the ecology of endangered bird species.

She oversees field research focused on the Cape Parrot’s breeding behaviours and movement patterns.

“To gauge the health of the population, we keep an About the eye on how many birds roost in the forests near Cape Parrot Hogsback and other nearby areas.”

Project She says the ultimate impact is to essentially work oneself out of a job, which means that the A D N OW RE conservation work undertaken is so effective and impactful that the species they are trying to conserve reaches stable and safe conservation status and the population can thrive without human intervention.

“Future female conservation and wildlife professionals should seize any possibilities that present and not hesitate to create their own opportunities. Don’t be afraid to get your hands dirty, either,”she says.

Images: Supplied

ABOUT CAPE PARROT PROJECT

The Cape Parrot is South Africa’s only endemic parrot. The species is endangered due to the destruction and degradation of their forest habitat. The Cape Parrot Project aims to conserve the Cape Parrot through research and habitat restoration efforts, with community involvement an integral part of future success. BirdLife South Africa has named the Cape Parrot “2023 Bird of the Year” and has created beautiful material to raise awareness and increase knowledge about the Cape Parrot.

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CREATING A MORE EQUITABLE FUTURE GLYNIS HORNING talks with three young women in different spheres of engineering about solving gender differences and creating a better tomorrow THEMBEKA MBULI

A civil structural engineer with a master’s in engineering management, Mbuli gained experience with WBHO Construction, WSP in Africa, Tsebo Facilities Solutions and national oil company PetroSA before joining ROMPCO in 2021 as operations specialist.

Why a career in engineering?

Growing up in uMlazi, Durban, engineering wasn’t on my radar – I was going to be a chef!

Then at a Grade 12 career day, I heard about engineering and the amazing stadiums being created for the upcoming 2010 football World Cup. I was hooked! I got an engineering bursary to CPUT, and on completion of my degree, was involved in the construction of the Cape Town Stadium as part of my training.

Thembeka Mbuli

I can’t explain how thrilling it was to watch a World Cup match there, bragging to friends, “this is my work”! Looking back, though, my greatest satisfaction has come from corporate social investment projects – being given a multimillion-rand budget, then consulting with local government and the community about their needs, and building and handing over a desperately needed new school or clinic.

Your focus has become oil and gas, can that be exciting too?

Absolutely. I worked on the R1.2-billion Project Ikhwezi, part of PetroSA’s plan to secure additional reserves for its Mossel Bay gas-to-liquids refinery. I provided offshore construction management and project management, overseeing contractors for the subsea pipeline installation and structures fabrication and installation.

Now, with ROMPCO (the Republic of Mozambique Pipeline Investments Company), I’ve been seconded to Sasol Gas, where I provide project management and technical support for operations and maintenance of the Mozambique pipeline – servicing 864km of pipe running from Mozambique to Secunda. I assist the operations team to ensure regulatory compliance.

I’m currently working on a gas-to-power project, which is interesting because with the endless load shedding in our country, this project is an opportunity to add value to the economy. Also, natural gas is a cleaner energy source option – it’s eco-friendlier and runs more efficiently than other fuels.

However, it’s important to challenge the status quo head-on when there’s discrimination.

Fortunately, ROMPCO encourages everyone to contribute ideas and makes every effort to maximise opportunities for connection, communication and cultural celebrations. It also has a mentorship programme.

Being assigned a senior mentor who can give guidance, positive criticism and feedback is invaluable for growth, and, in turn, I’ll be mentoring students and junior professionals – giving them an opportunity I wish I’d had in university and when entering the workplace.

DEBBIE GOVENDER

Govender is a professional engineer and project manager with a master’s in civil engineering. She spent 11 years at parastatal Transnet Freight Rail, working in geotechnical engineering, railway design and project and programme management, before moving to the private sector and joining American multinational infrastructure consulting firm AECOM as senior engineer: railways civils design.

“I’M PASSIONATE ABOUT PROBLEM-SOLVING AND ENGINEERING CENTRES ON THAT.” – DEBBIE GOVENDER

Has being a woman been a problem in a predominantly male field?

“WOMEN TEND TO PRIORITISE SAFETY IN THEIR HOMES AND COMMUNITIES AND TRANSFER THESE VALUES TO THE WORKPLACE.” – THEMBEKA MBULI

The first two years were challenging, but once you achieve seniority and earn respect and trust, it’s much better. Some male professionals still undervalue women’s contributions, but I believe being female can have advantages in engineering.

Women tend to prioritise safety in their homes and communities and transfer these values to the workplace. We also often pay more attention to detail, which is vital in identifying safety concerns.

“WOMEN TEND TO PRIORITISE SAFETY IN THEIR HOMES AND COMMUNITIES AND TRANSFER THESE VALUES TO THE WORKPLACE.” – THEMBEKA MBULI 82 | CELEBRATING WOMEN 2023

Debbie Govender

WOMEN IN ENGINEERING

Danielle Potgieter

Why choose the engineering career track?

I was one of five girls involved in a “Girls in STEM” project at high school – three of us became engineers. These initiatives help girls see themselves as engineers in the future!

I’m passionate about problem-solving and engineering centres on that. Every problem and project is different and the skills you learn (such as adaptability, flexibility, communication and negotiation) can be applied to grow your career and personal life.

How and why did you focus on railways?

I was fortunate enough to get a bursary from Transnet. I wanted to do something that makes a difference in the lives of ordinary people and contributes to the quality of life and economic development of the country. The importance of the rail system in South Africa is underpinned by people’s need for a cost-effective way to move around the country – sadly, that’s been compromised in recent years.

Why the move to a multinational?

After 11 years with the parastatal, I wanted exposure to international projects, AECOM’s forte. I wanted to learn how things work in other parts of the world, and it’s good to find that we can apply our local skills and expertise there and bring back what we learn there to improve conditions at home.

I’ve been involved in the Neom Project in Saudi Arabia – a huge high-speed railway development (the Line) to link Neom’s industrial hub with a 170km-long futuristic city that will accommodate nine million people. Neom is one of the kingdom’s key giga-projects, it’s being designed as a blueprint for sustainable urban living, and the Line won’t have conventional roads or cars.

Where do you think the greatest progress is being made in your field?

There’s been a change of mindset from a traditional focus on the bottom line, pushing for the most cost-effective designs, to greater consideration for the people factor and the environment.

What of progress in gender equity?

Images: Supplied

It’s coming, but a bit slowly. I’ve encountered little discrimination from my generation (I’m 34), and I find that if you treat everyone with equal respect, you generally get it.

Your advice to young women wanting to pursue or progress in a career in your field?

Choose a career that excites you to get out of bed each morning. Working in engineering, particularly in South Africa, you feel that you’re

making a difference in people’s lives and making it a better place for all to live in. Engineering is challenging, but so interesting, which makes for a great career path.

DANIELLE POTGIETER

Potgieter is an environmental geotechnologist in the mining industry. She followed an honours degree in environmental monitoring and modelling with short courses from the South African Institute for Engineering and Environmental Geologists.

What led you to this field?

I was strong in STEM subjects at school and thought I’d do industrial engineering, but after exploring it, I knew it wasn’t for me. When I discovered geology, I knew I had the perfect fit. Before settling in Pretoria, I grew up on a farm near Brits in North West. I was a tomboy and loved the idea of working outdoors and with the earth, solving practical problems.

After graduation, I worked as an environmental consultant. In 2021, I landed a great job as geotechnical project co-ordinator with Rosond – one of South Africa’s leading drilling companies, active in underground drilling and grouting, surface exploration and geotechnical engineering.

I’ve recently been busy at a platinum mine where water ingress is affecting a chairlift, used to move miners and other personnel between different levels of the mine below the surface at a steep angle.

What about problems as a woman of 30 in what’s long been a male industry?

At Rosond, an increasing number of women work alongside men on drill sites, in the workshop and at the head office. I surround myself with supportive colleagues, whatever their gender, and everyone wants the best for the company to move forward.

“I SURROUND MYSELF WITH SUPPORTIVE COLLEAGUES, WHATEVER THEIR GENDER.” – DANIELLE POTGIETER Did you know?

•

Globally, women make up 50 per cent of the population, but only 20 per cent of the professional engineering workforce (Gitnux Market Data 2023).

•

In South Africa, just 13 per cent of science, technology, engineering and mathematics (STEM) graduates and 7 per cent of engineers, are women, reports Engineering News.

•

Women continue to earn significantly less than men, keeping young women from entering the field, and contributing to the under-representation of female engineers in leadership positions, notes the Engineering Council of South Africa (ECSA).

Women represent 23 per cent of candidate engineers (engineers in training) and only 5 per cent of candidate-certified engineers.

•

The number of women registered by the ECSA is increasing year on year, as is representation of women on the council itself.

Your advice to young women contemplating entering the field?

Always remain informed and updated on the industry. Seek out mentors (try to have more than one), but remember, your path is unique – it’s not your mentor’s path.

Nurture your individuality and seek allies who’ll support you. If you struggle, join an organisation such as Women In Mining South Africa, which promotes women’s empowerment and offers networking opportunities and leadership development.

Lastly, don’t take your work problems home: set priorities and boundaries.

CELEBRATING WOMEN 2023

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BREAKING “MALE” GROUND IN MINING Mining is a man’s job is a perception challenged by women at Sibanye-Stillwater. Happy Zondi interviewed four women about their roles, achievements and promoting gender parity BABSIE CRANE, VICE PRESIDENT CHROME AND BASE METALS Having entered the mining industry by chance, Babsie Crane has no regrets. She initially planned to study accounting, but soon realised that engineering was more aligned with her passion, given her love for maths and science.

Coming from a large family with many engineers – most of them working in the mining industry – also inspired her to follow suit. “I can say that it is in my blood. I was the first female in my family to pursue this as a career.”

Being a woman in a male-dominated field has, for her, always been about the job at hand.

Her bubbly personality and towering frame may have helped her to blend in quickly with the men, but she’s quick to point out that everything was not immediately a bed of roses. She had to work hard to understand her team and gain their respect before gaining recognition.

Crane says that technology, as part of elevating the participation of women in the mining industry, plays a key role in ensuring gender parity. The automation of plant and equipment, she says, is a key enabler in ensuring safety, and allows women to do work that requires greater physical strength.

Babsie Crane

84 | CELEBRATING WOMEN 2023

Crane says initiatives, such as Women of Sibanye-Stillwater, go a long way in promoting, developing, attracting and retaining women in leadership positions, thus promoting greater gender diversity and inclusivity.

An avid reader, Crane lists Seven Habits of Highly Effective People by Stephen Covey and Essentialism: The Disciplined Pursuit of Less by Greg McKeown as having guided her in maintaining perspective on work-life balance.

She attributes her success to not hesitating to take on new opportunities, adding: “Success is never guaranteed, but growth is always, and it is growth that will make you stronger to fulfil your full potential.”

DR AVELA MAJAVU, ACTING SUPERINTENDENT METALLURGY Growing up in the small village of Kentane, Eastern Cape, Dr Avela Majavu was determined to overcome the odds, having attended a school with no laboratory, electricity and extramural science activities. She depended on her science teacher for pictures and avidly read textbooks.

Her first exposure to a laboratory was at Walter Sisulu University, where she obtained her National Diploma in 2004, and later her B-Tech Analytical Chemistry in 2005. She completed her M-Tech in Chemistry at Nelson Mandela University in 2010 while working as a senior analytical chemist at Aspen.

Dr Majavu is currently an acting superintendent in

Dr Avela Majavu

metallurgy, where she is being mentored in metal accounting, sales and marketing.

She believes that Sibanye-Stillwater has made great strides in addressing issues of gender diversity and inclusion, which cut across all races, religions, sexual preferences and political views.

“Through Sibanye-Stillwater’s focus on innovation and new technological development, the company hopes to retain and create a diverse and inclusive workplace for women.

“Gender gaps, female recognition, criticism by other genders and favouritism are some of the challenges women face in the industry today. This affects their self-esteem as they start questioning their readiness to be in the sector,” Dr Majavu says. She, however, believes platforms, such as Women’s Voices, create sisterhood and provide women with a voice to address their day-to-day challenges.

Dr Majavu was inspired to join mining while studying towards her PhD. “My project was based on the separation of rhodium and iridium in an acidic media using polymeric material resins. Through this project, I was invited to present my work, which led to a few published journal articles.” Her accomplishments include being invited as guest speaker at various local and international conferences to speak on the role of science and technology in the industry.

SIBANYE-STILLWATER ADVERTORIAL

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Growing up in the mining town of Welkom where most people pursued careers in the industry, following the same path was a given, says Dr Andre Botma. She started working at Anglo American as an HR intern in 1986. After completing her studies in social science, she became part of Human Resources Management, Talent and Performance Management.

Dr Botma believes that Sibanye-Stillwater has invested significant time and money in diversity training to increase awareness of inclusion within the organisation. This, she says, has made it easier for employees to embrace concepts such as unconscious bias and cultural competence at work.

“Diversity awareness helps people understand how these concepts manifest in the real world. Diverse teams also have a greater advantage when it comes to decision-making.” She adds: “Being a female leader in a male-dominated industry requires one to treat all people with respect and kindness and be a good listener.”

On making the workplace more inclusive for women, she says: “Robotics, automation, data analytics and artificial intelligence have the potential to create new possibilities for employment creation and economic

TILLWATER w E-S eb NY

Nokuthula Nsutsha

DR ANDRE BOTMA, SUPERINTENDENT LEARNING AND DEVELOPMENT

expansion to maximise resource utilisation, decrease waste and reduce carbon emissions.”

To balance her work and personal life, Dr Botma says: “I never take work home. As a long-distance runner, keeping super-fit has always helped me to deal better with work and life challenges.”

Her most rewarding experience was working in adult education and training. “As a promoter of the philosophy of lifelong learning, I could enable women in their 50s to write their names for the first time and men to write letters to their families who live far away.”

Dr Botma recently completed her PhD in economic and management sciences with business administration from North-West University. Her future goal is to enrol with MIT (Massachusetts Institute of Technology) for its data science and machine learning programmes.

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Nokuthula Nsutsha entered the mining industry 20 years ago as a clerk after completing her matric in KwaZulu-Natal.

She moved from one department to the next trying to find her passion until she was awarded a study grant through mine talent management to further her education.

This opportunity gave her the leverage she needed to advance her career.

She says to address issues of gender diversity and inclusion, technology has played a significant role, particularly in training and development. E-learning and virtual reality enabled some of the company’s training programmes to emulate real-life underground environments, allowing employees safer spaces to gain practical skills faster through repetitive practice in these virtual environments. This is particularly essential for women to adapt to the underground, she explains. The use of robotics or smart mining has also made it possible for more women to work in hazardous underground environments.

Dr Andre Botma

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NOKUTHULA NSUTSHA, UNIT MANAGER HUMAN RESOURCES (HR LEAD FOR SIBANYE-STILLWATER ACADEMY), SOUTHERN AFRICA REGION

“Health limitations in women of childbearing age can limit fast-tracking into the physically strenuous and hazardous underground workspaces,”she says.

As a female leader, she believes it is important to be your authentic self. “I always encourage women to remain feminine. Be intentional about your vision and driving your personal goals.”

Nsutsha says she lives by the ethos of: “The race is not for the swift or battle for the strong, nor does the food come to the wise or wealth to the brilliant or favour to the learned, but time and opportunity happen to them all.”

(Ecclesiastes 9: 11–12).

One of the big challenges she encountered was gender stereotyping, especially in certain roles, where some of her male counterparts didn’t believe in female leadership.

She says differentiating between work and personal life is very important. “Spending time with family and friends, having hobbies and taking outdoor walks help to soothe the mind and allow you to reflect on the purpose and meaning of life.

“My most significant accomplishment has been moving from humble beginnings to senior management and leadership roles, which changed my career trajectory.

I aspire to be in a more senior strategic role in the organisation.”

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Balancing her work and personal life entails doing what she’s passionate about, “giving back through community engagement activities that involve being part of the Black Women in Science organisation that advocates for young women and girls to pursue science, technology, engineering, mathematics and innovation careers”.

Dr Majavu’s ultimate goal is to acquire technical knowledge and acumen in metal accounting and the business as a whole, which could lead to a senior executive position.

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PROFILE: SIBANYE-STILLWATER

NO LONGER AN “OLD BOYS” CLUB Thabisile Phumo, executive vice president: stakeholder relations at Sibanye-Stillwater, shares the efforts of the industry and Sibanye-Stillwater to create a more gender-diverse workforce.

By RODNEY WEIDEMANN

Women in mining RE

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Can you outline the company’s gender diversity policies and the ultimate goal of such policies?

The ultimate objectives of the WiM initiative are to: • enhance the representation and development of women at all levels; • position Sibanye-Stillwater as an attractive employment option for female graduates; • increase the number of females in positions of leadership; • cultivate and promote a culture of gender inclusion and equality among the workforce; and • provide high-potential females with access to leadership and mentorship programmes to assist career advancement and leadership development.

Thabisile Phumo

With the growing recognition of the value of diversity in the workplace, many mining companies, including ours, are actively working to attract and retain women in the industry.

We are committed to showcasing the success stories of our female employees, providing safety assurances, and creating opportunities such as mentorship programmes and leadership training for women.

What is your vision for greater gender parity, and what advice would you offer women employees to advance their careers?

Sibanye-Stillwater has again earned its place in the Bloomberg Gender-Equality Index 2023, which evaluates gender equality across leadership and talent pipelines, equal pay and gender pay parity, inclusive culture, anti-sexual-harassment policies, and external brand. It is one of only eight local companies to achieve this recognition.

My advice is that being a female leader in a male-dominated industry is challenging, but incredibly rewarding. Remain focused on your goals and aim to build a strong support network of mentors, sponsors and allies.

Ensure you are continuously learning and growing, and never be afraid to speak up and share your ideas and opinions or to take risks and try new things. It is, however, key that you seek out a supportive workplace culture and a company that values diversity and inclusion.

Finally, stay resilient and persevere in the face of challenges while ensuring you can bounce back from setbacks. If you set your mind to it and remain focused, you can achieve personal success and may pave the way for future generations of women in mining.

Any final words on growing gender diversity in the mining industry?

Companies wanting to improve gender diversity must focus on creating a safe and supportive work environment with initiatives that address health and safety, gender-based violence and harassment and unconscious bias.

Businesses should also provide equal opportunities for the advancement of women across the industry and enable more flexible work arrangements. They should build and promote supportive networks and female role models within the organisation and industry. Lastly, it is vital to consistently engage in community outreach and education to challenge the stereotype that mining is a male-only profession.

How can we help to overcome the perception that mining is a career for men?

The perception of mining as a predominantly male-driven sector where only the alpha-male miner succeeds must be changed. We need more women leaders to emerge at all levels of the organisation and encourage others to have their voices heard. Similarly, we need to change the cultural perceptions of men that women are ill-equipped to work underground.

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WOMEN IN SIBANYE-STILLWATER’S SOUTH AFRICAN OPERATIONS • • • •

13.3 per cent to 16.3 per cent – the increase in women in mining and in the workforce since 2020.

35.19 per cent – new women recruits.

30.8 per cent – board representation.

42 per cent of bursars and 22.98 per cent of staff promoted in 2022 were women.

Image: Supplied

Sibanye-Stillwater has designed specific policies and guidelines to encourage diversity and inclusion in the workplace. We focus on promoting gender equality, ensuring women receive equal opportunities to advance their careers within the organisation. This includes measures, such as gender-sensitive recruitment and selection, equal pay for equal work and promoting work-life balance.

We strive to create a safe environment – physically and emotionally – where diversity is welcomed and encouraged. We have also established a Women in Mining (WiM) network, providing a platform for women within the organisation to connect, share experiences and support each other’s career development. This network aims to promote the advancement of women in mining through mentorship, training, and networking opportunities.

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DIVERSITY IS STRENGTH South Africa’s ongoing energy crisis and the increasing impact of renewable energy resources means the sector must shift the trajectory for women to build a stronger, more capable workforce, writes RODNEY WEIDEMANN

T

he International Energy Association shares that although women make up 39 per cent of the global labour force, they only account for 16 per cent of the traditional energy sector. For management levels, the numbers are even lower.

This is concerning when one looks at recent research by South Africa’s Department of Minerals Resources and Energy (DMRE), which presents compelling evidence that a lack of women in top roles sees leading firms miss out on profits. Companies with executive committees with female membership of more than 33 per cent had a net profit margin over 10 times greater than those with no women at this level, according to the DMRE report.

These results demonstrate why gender parity in the energy sector is essential, despite the

current significant barriers to entry for women looking to join the industry.

Dr Karen Surridge, project manager: renewables and cleaner fossil fuels at the South African National Energy Development Institute (SANEDI), notes that there has nonetheless been an increase in the number of women joining this sector.

“This is partly due to more awareness around the energy sector, with the massive growth in renewables, and also indirectly due to the rise in load shedding. The latter has made people more aware of the country’s energy challenges and what needs to be done to overcome these,” she says.

“In the higher education space, for example, we are even seeing degrees in subjects such as energy management now being offered.”

Dr Surridge indicates that the increasing awareness of existing electricity and power demands, coupled with the opportunity to study energy in a tertiary or postgraduate environment, is attracting more women to the field.

“Even with more women studying energy, we have noticed a drop-off in postgraduate studies among this group. This may still be due to lingering societal pressure on women to get married and raise families instead,” she says.

women account for 33.2 per cent of the workforce in the energy sector, including the electricity, gas, steam and air-conditioning supply sector in South Africa.

“Another key initiative is the Gender Diversity Working Group, which is committed to advancing the growth of women in the renewable energy sector. Its purpose is to address gender diversity matters within the renewable energy industry and ensure sector gender diversity objectives are met. This includes improving gender representation and reducing barriers to entry and progression that adversely affect women.”

“Women account for 33.2 per cent of the workforce in the energy sector, including the electricity, gas, steam and air-conditioning supply sector in South Africa.”

– Morongoa Ramaboa

INDUSTRY INITIATIVES

Dr Karen Surridge

Morongoa Ramaboa, chief communications officer at the South African Wind Energy Association (SAWEA), notes that while there remains room for improvement, SAWEA views this as an opportunity to implement industry-driven initiatives and interventions that foster change.

“For example, a Gender Diversity baseline study has revealed that, on average, women account for 32 per cent of the full-time employees in the renewable energy sector, while women represent 21 per cent of the global workforce in the wind sector. Similarly,

“The increasing awareness of existing electricity and power demands, coupled with the opportunity to study energy in a tertiary or postgraduate environment, is attracting more women to the field.” – Dr Karen Surridge 90 | CELEBRATING WOMEN 2023

Morongoa Ramaboa

WOMEN IN ENERGY

Ramaboa also points to the development of a Management Development Programme for Women in Renewable Energy – a course conducted by Wits Business School. The aim is to equip those women in lower and middle management in the sector with the skills to accelerate their growth and development into senior and executive positions.

“A fourth initiative is the Gender Diversity Charter. Based on the findings of the Gender Diversity Study, a charter is being developed to provide a framework for organisations in the energy sector to align with.

“Furthermore, it will assist them to commit to tackling the barriers to entry, retention and also promote inclusivity, thus ensuring a progression towards gender parity across all management levels in the longer term.”

DEVELOPING SKILLS Dr Surridge points out that while everyone should be free to choose their career, gender mustn’t impact their ability to do the job they choose. She adds that certain tools and personal protective equipment may need to be redesigned with women in mind.

“I am positive that the just energy transition will lead to the creation of a range of new jobs that will open up new opportunities for young women to seek employment. This is an exciting time for youngsters, as some components within the energy sector will cease to exist as new technologies are implemented. And the youth are always best positioned to learn about and adapt to newly adopted technologies.

“Those currently entering the workforce are undoubtedly part of the technology generation, having grown up with it, so they are well positioned to leverage this new arena.

Success for these young ladies will only come if they are encouraged to apply themselves to

studying science, technology, engineering and mathematics (STEM) subjects. Having a STEM background is non-negotiable if you want to work in the energy sector,” she states.

Daniel Orelowitz, MD at Training Force, explains that while there are a lot of technical jobs available in this sector – for which STEM subjects are critical – there are also many other roles far removed from the engineering side. These more peripheral roles include administration and finance.

“While we must recognise that women are capable of taking on technical roles and labour-intensive type jobs, these are not for everyone. However, the wide variety of available nontechnical roles means there is an opportunity in this sector for virtually all who seek it,” he says.

“If we can increase the gender diversity of the sector, there will be no need for companies to import specific skills – they can utilise South Africa’s talent pool of diverse people and skills to create a whole that is greater than the sum of its parts.”

DRIVING CHANGE Ramaboa is excited that the massive impact of renewable energy resources will shift the trajectory for women and youth in this industry.

There are ample opportunities available, she says, that will enable the upskilling of women and youth from the grassroots level through to a point of continuous mentorship and development at corporate level.

“Gender parity is essential today because it drives inclusivity and innovation. Women are influencers. Women continue to demonstrate how their unique perspectives, experiences and skills can transform the sector for the better.

“It is clear that clean energy technologies within the sector present the greatest opportunities

Barriers to entry

Images: Supplied

The South African Wind Energy Association notes that most barriers to entry in this sector are not exclusive to the industry, but reflect wider societal challenges. Some of these barriers include: •

Lack of supportive and family friendly policies.

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Social norms and gender stereotypes that prevent young girls from exploring STEM subjects in schools.

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Policy and advocacy – women being excluded from key decision-making platforms.

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Racism and explicit sexism, leading to discrimination, bias, harassment, and hostile and toxic work environments.

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Gender pay gap: women are still generally earning less than their male counterparts for similar work.

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Lack of health, safety and wellbeing: work environments designed for men have not progressed quickly enough to accommodate women’s needs in the workplace, making it less conducive for them to perform optimally.

Daniel Orelowitz

for women and youth to advance significantly.

These technologies provide more welcoming environments for their participation compared with traditional energy sources.”

As South Africa embraces and transitions into newer, cleaner technologies, an increase in women and youth participation is anticipated, Ramaboa adds. This transition will influence how the industry conducts business and creates new avenues for meaningful contributions.

“From a wind sector value chain perspective, we expect to see a significant increase in the development work, manufacturing in the local value chain, construction, project development and financing, environmental evaluation, policy advocacy, and research and innovation. These areas offer potential for professional growth and advancement, enabling women and youth to contribute significantly to the sector’s development and impact.”

Dr Surridge adds that having a gender-diverse workforce doesn’t necessarily mean an even spread of men and women throughout the industry. “We often get asked why we don’t seem to ever have enough women entering the solar installer arena. The answer is simple: they don’t really want to. On the other hand, we have a lot of women interested in developing the technology behind it – the programming and the software – and others eager to move into management.”

At SANEDI, the organisation comprises around 60 per cent women, who fill the technical and number-crunching roles, she adds.

“I am hopeful we will make significant progress in gender parity in the next few years. Ultimately, we have different ways of thinking, and it’s important to have both sides so that they can complement one another.

In a work environment, we all bring different strengths and competencies to the table, so the more diverse your staff, the more diverse your strengths,” she concludes.

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DISPLAYING GOVERNMENT’S COMMITMENT TO WOMEN EMPOWERMENT Well-designed energy sector interventions have the potential to benefit women as active players and suppliers, not just as consumers of energy

T

he Independent Power Producer Procurement Programme (IPPPP) – a flagship partnership between government and the private sector – has not only attracted a staggering R334.5-billion in investment to date, but uniquely incorporates economic development objectives aimed at the inclusion of women in the sector.

The IPPPP provides opportunities for women through specific targets in the agreements with Independent Power Producers (IPPs), which include encouraging women ownership and participation in IPPs and procurement from women-owned enterprises, among others.

These targets are measured over the lifetime of the projects.

The programme also benefits women through the community initiatives supported by IPPs.

In this article, we reflect on some successful women-targeted initiatives enabled through the IPPPP. Below are only a few of the stories shared by some of the IPPs participating in this world-renowned programme.

FROM A HISTORY OF EXCLUSION TO A FUTURE OF INFINITE POTENTIAL (Contributed by Enel Green Power South Africa (EGP SA)) Despite many decades of being denied opportunities in the science, technology, engineering, and mathematics (STEM) fields, women have made significant strides in a short period.

EGP SA has established several initiatives to encourage women to enter the field of renewable energy. The company’s Back-to-School programme sees qualified female staff members working in technical roles returning to their high schools to encourage top-achieving female learners to study mathematics or science at tertiary institutions. In addition, the company takes part in career guidance days at tertiary institutions to tap into the pool of emerging talent.

Other initiatives include a university bursary and an internship programme where students are exposed to professional coaching, technical training and job shadowing, with an opportunity to be absorbed into the company after a year.

The potential for women’s development in STEM-based fields is infinite, however, there is a need to inspire and guide young women to study STEM subjects and to make STEM-based businesses more appealing to women.

IPP Office ©

Nojoli wind farm – Enel Green Power South Africa.

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The potential for women’s development in STEM-based fields is infinite, however, there is a need to inspire and guide young women to study STEM subjects.

INDEPENDENT POWER PRODUCER PROCUREMENT PROGRAMME ADVERTORIAL

Scatec’s support has also helped HJD to graduate to become an active supplier to the IPP projects.

TWO SISTERS AND THE VISION OF TURBINE 36

HJD Waste Recycling – Scatec Solar Power

Kirsten and Leole-Ann Francis

WOMEN-OWNED RECYCLING COMPANY: AN ECONOMIC DEVELOPMENT ASSISTANCE SUCCESS STORY

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The Red Rocket Consortium, in which Jade-Sky represent 15 per cent of the shareholding, also successfully bid into Bid Window 6.

HJD Waste Recycling – Scatec Solar Power

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In Keimoes, Northern Cape, a majority women-owned recycling company, once struggling to make ends meet, has risen to new heights, servicing multiple clients and witnessing a substantial increase in revenue.

HJD Waste Recycling is one of the beneficiaries that received economic development support through energy project company Scatec under its flagship SMME Development programme. The support included a grant to purchase machinery, and mentorship and training. The impact of the assistance received by HJD Waste Recycling extended far beyond its immediate growth.

As the company’s operations expanded, it created a positive ripple effect of change in Keimoes.

Through various buy-back initiatives, HJD Waste Recycling involves local community members who participate in reducing waste in their communities, thereby increasing their household income. Scatec’s support has also helped HJD to become an active supplier to the IPP projects, Sirus, Dayson’s Klip 1 and Dayson’s Klip 2, owned by Stanlib and operated by Scatec.

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(Contributed by Scatec South Africa)

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Cape Town-born sisters Kirsten and Leole-Ann Francis started the first of their renewable energy-focused businesses just over a decade ago by initially conceptualising and project managing Africa’s premier wind energy conference, the annual Windaba. Today, they have expanded into the Jade-Sky Group of Companies.

Recognising the endless possibilities in renewable energy, the sisters made a pact in 2015 that they would one day own a wind turbine of their own, an ambition they dubbed “Turbine-36”.

Says Kirsten: “We understood the road would be difficult and that we would need to reinvent ourselves several times over to make this all possible”.

Traditionally, participants in the sector have either financial or engineering skill sets, and the sisters at that time credited themselves with neither. Through Jade-Sky Project Management, they were able to build credible networks with IPPs, developers and suppliers and, in 2019, were contracted by energy company Red Rocket to manage its communications and rebranding.

The relationship with and learning from Red Rocket evolved quickly. Explains Leole-Ann: “We shared our ambition of “Turbine 36” with the C-suite very early on. We were also clear that we wanted to understand every aspect of development through to operations to better communicate Red Rocket’s ambitions.”

Fast forward to the release of Bid Window 5 of the Renewable Independent Power Producer Programme (REIPPPP) and the introduction of a mandatory obligation for women ownership and participation in the project company, and the stars aligned. Leole-Ann adds: “We knew it was an audacious plan, but we put ourselves forward as the partner to Red Rocket. Our business has always been values-driven, and we knew that Red Rocket’s values aligned with ours.” Jade-Sky actively participated in putting together the bids for submission.

The Red Rocket Consortium was awarded preferred bidder status for three wind projects totalling 384MW. The Brandvalley, Rietkloof, and Wolf Wind Farms’ projects reached financial closure in March 2023. The Red Rocket Consortium, in which Jade-Sky represent 15 per cent of the shareholding, also successfully bid into Bid Window 6 for which they were awarded preferred bidder status for two solar projects totalling 440MW. What was a dream of owning just one turbine has now become three wind farms with the potential to expand even further in the sector.

to

Images: Supplied

(Contributed by Jade-Sky Group of Companies)

For more information: +27 87 351 3000 info@ipp-projects.co.za www.ipp-projects.co.za/

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A PATH TO UNLEASH GENDER EQUALITY Can harnessing technology be a driver to reshape the narrative around gender diversity, asks BRENDON PETERSEN

Emma Hutchman

surpassing North America’s 75 per cent. Latin America and the Caribbean follow closely, yet the Middle East and North Africa find themselves furthest from the elusive goal of gender equality. Industry sectors, ranging from technology to politics, present a canvas painted with disparities, underscoring the need for targeted interventions and innovative solutions.

In this landscape of evolving complexities, where does technology fit? Can it be more than just a tool and a mirror reflecting our societal norms? Can it be a driving force to amplify voices, dismantle barriers and reshape narratives? As we delve into these questions, the evidence points towards a resounding “yes.”

INITIATIVES TO ADDRESS GENDER DISPARITY Kele Boakgomo and Yolanda Nobanda, co-founders of YuGrow, are working on redressing gender disparity with their app, YuGrow.

“Many companies are investing an increasing amount of time and money in developing their female employees. But, this isn’t translating into a proportionate level of promotion and retention within company ranks.

A quick look at South Africa’s JSE directors demonstrates this – only 15 per cent of executive directors of JSE-listed companies are women, according to PwC’s 2022 Executive Directors Practices and Remuneration Trends Report,” the founders say.

“We believe that technology is the ultimate equaliser, and through our behavioural tech platform, we apply the first principle of diversity (being that we are all different), and built a unique and hyper-personalised growth journey for women, knowing that a homogenous approach doesn’t work. But also knowing that tackling diversity and inclusion (relating to women) requires focus on the environment, leaders and individual women themselves.

“Our app, Yugrow is exactly what we needed as we navigated our corporate and

“ORGANISATIONS HAVE A PIVOTAL ROLE IN ENSURING THAT WOMEN NOT ONLY ACCESS LEADERSHIP ROLES, BUT ALSO FLOURISH WITHIN THEM.” – EMMA HUTCHMAN 94 | CELEBRATING WOMEN 2023

Kele Boakgomo, co-founder and CEO of Yugrow, and Yolanda Nobanda, co-founder and COO.

entrepreneurial careers. We’re working with several corporations to address both sides of the issue. By combining technology and innovation, Yugrow is enabling thousands of women to drive growth in their careers and their personal lives and increasingly unlock their full potential in the workplace,” say Boakgomo and Nobanda.

Emma Hutchman, regional marketing manager – Middle East and Africa at Axis, believes that “organisations have a pivotal role in ensuring that women not only access leadership roles, but also flourish within them.

A comprehensive approach is vital for genuine inclusivity. One primary avenue to advance this cause is through mentorship programmes.

By guiding women throughout their careers, mentors can offer invaluable advice, creating an undeniable value in continuous professional development. By forging partnerships with industry associations or academic institutions, organisations can curate courses, workshops and certifications specifically tailored to facilitate women’s progress.”

When it comes to utilising new technologies, such as AI, Dr Tshililo Farisani, a researcher at the University of KwaZulu-Natal, says: “One sure way to ensure those AI-driven tools technologies are trained on diverse and unbiased datasets to prevent perpetuating gender disparities is to develop policies, which developers must adhere to and that are regulated by the relevant bodies and communities themselves. Thus, regulations must be monitored continuously and evaluated to ensure they are serving all, not just males.”

Images: Supplied

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echnology, often seen as the harbinger of progress, innovation and disruption, has the power to reshape industries and economies, as well as societies, mindsets and entrenched inequalities. As we stand at the threshold of a new era defined by artificial intelligence (AI), machine learning, quantum computing and 5G connectivity, the intersection between technology and gender parity becomes even more pressing.

This year’s 17th edition of the Global Gender Gap Index – a World Economic Forum report – serves as both a testament to incremental advancements and a stark reminder of the profound work yet to be done.

From the top of the list, where Iceland’s unwavering commitment to parity shines like a beacon, to the global disparities that persist within STEM (science, technology, engineering and mathematics) occupations and political leadership, the numbers tell a tale of immense potential and entrenched barriers. But it’s not just the numbers that matter; it’s the context, the patterns and the questions they provoke.

A deeper dive into the data showcases the diversity of the gender gap narrative across regions and sectors. Europe takes the lead, with its gender parity score of 76.3 per cent

TECHNOLOGY

BRIDGING THE DIGITAL DIVIDE HELENA HERRERO, president of HP for Southern Europe, the Middle East and Africa, shares that because we live in a rapidly evolving and increasingly digital world, technology could be a great equaliser

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echnology can be the great equaliser, bearing the potential for substantial impact on all women globally and their socioeconomic upliftment. However, more than 130 million girls worldwide have no access to education, and women account for two-thirds of the 750 million adults lacking basic literacy skills.

In a continued effort to make a social impact through technology and to address the digital divide globally, HP is running several initiatives to inspire women and girls to enter careers in the science, technology, engineering and mathematics (STEM) fields, as the global demand for the development of dynamic skill sets that help in solving future problems rises.

As we witness the expansion of artificial intelligence (AI) and robotics, an evolution where women simply cannot be left behind, sustainable impact must be at the heart of your business.

Image: Supplied

Helena Herrero

The strides South African women have been making in the technology industry through delving into innovative start-ups in fintech and healthtech have been definitive. Moreover, research studies show that 51 per cent of people working in the country’s information and communications technology (ICT) sector are women – with 25.12 per cent of the technical roles occupied by women.

However, common challenges and barriers to accessing senior leadership positions in the industry and the gender digital divide are as ubiquitous in the country as they are worldwide.

To effect sustainable change, we must first foster environments where young girls have agency to become future changemakers.

PARTNERING FOR GREATER DIVERSITY Last year, HP launched a global initiative, the Digital Equity Accelerator, in partnership with the Aspen Institute, to support participating nonprofit organisations (NPOs) in scaling their approaches to bridge the digital divide.

HP has backed the Accelerator programme with innovative technology and more than US$100 000 in capacity-building grants.

We also offered a four-month curriculum and access to leaders and mentors for the seven nongovernmental organisations, based in Morocco, India and the United States, included in the first year of the programme.

This year, we have expanded the programme to include 10 organisations from South Africa, Malaysia and Mexico.

To enable better learning outcomes for 100 million people by 2025, we partnered with NPO Girl Rising to launch new curriculum and technology solutions in 2019 to equip up to 10 million students and teachers in a multiyear partnership targeting communities in the United States, India and Nigeria.

Another collaborative partnership with UN Women where we offer equipment and entrepreneurial online learning courses

Did you know?

HP has 33.3 per cent women representation in the company’s director level and above positions, up from 32 per cent in 2020. The 2030 goal is to have more than 30 per cent technical women and women in engineering within the company.

through digital classrooms to more than 5 000 women under the UN Women’s Second Chance Education Initiative with financial support from the BHP Foundation will expand digital learning experiences for women and girls in South Africa, Senegal, Nigeria, the Democratic Republic of Congo and Morocco.

It also leveraged the UN Women’s African Girls Can Code initiative, a joint programme of the African Union Commission, UN Women and the International Telecommunication Union.

A recent World Bank study concluded that, as well as widening the gender equity gap, lack of access to quality education for women could cost countries between US$15-trillion and US$30-trillion in lost lifetime productivity and earnings. This is why partnering with global organisations that prioritise women and girls in education matters.

D NOW REA

How Women End Up in the Information Technology Sector: The Perspectives of South African Women

TO effect SUSTAINABLE CHANGE, WE MUST FIRST FOSTER ENVIRONMENTS WHERE YOUNG GIRLS HAVE AGENCY TO BECOME FUTURE CHANGEMAKERS. CELEBRATING WOMEN 2023

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EMPOWERING HARM REDUCTION, TRANSFORMING PUBLIC HEALTH Asanda Gcoyi provides visionary leadership in a fledgling sector facing adversity

In a world marked by shifting paradigms and evolving perspectives, the concept of harm reduction has emerged as a beacon of hope and innovation in the field of public health where it has transformed strategies, shaped policies, challenged norms and sparked necessary conversations. Intersecting at the crossroads of the personal and professional, harm reduction plays a pivotal role in the life of Asanda Gcoyi, the chief executive of the Vapour Products Association of South Africa (VPASA).

Having taken the helm of the nongovernmental organisation in 2019, Gcoyi has elevated the conversation around tobacco harm reduction, specifically focusing on the potential role of the fledgeling vapour products industry.

She has worked tirelessly to ensure that South Africans have accurate and reliable information about vapour products and how they differ from other nicotine-containing products such as combustible tobacco, chewing tobacco and more. Her own journey with harm reduction began many years ago when her husband first transitioned to vaping in 2017. “After witnessing him quit smoking after 20 years, I know first-hand how vaping can support smokers to quit smoking successfully,” she says. “I truly believe in the industry and want to play a part in shaping its

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future, for my husband and other people like him who have turned to the lessharmful alternative of electronic vapour products.”

Armed with a keen understanding of the complexities surrounding tobacco and nicotine use, she recognised the potential of vaping as a less-harmful alternative to traditional smoking.

With this knowledge, as well as an illustrious career that has exposed her to government, civil society, corporate and entrepreneurship, she is fuelled by a multi-stakeholder strategic approach to harm reduction in the way she leads VPASA. This vision extends beyond her personal beliefs and is rooted in robust scientific evidence, backed by successful global case studies, that showcase the potential benefits of tobacco harm reduction strategies using vapour products as a key component. “Everything I’ve done career-wise up to this point has helped me in both how I see my role as CEO of this association and as a responsible citizen of South Africa,” she says.

To date, Gcoyi and her team at VPASA have been crucial in advocating for the centrality of harm reduction in South Africa’s tobacco control policies. Under her leadership, the organisation has played a significant part in encouraging balanced policies that respect individual choices while prioritising public health imperatives. Over the last four years, VPASA has embarked on education and awareness campaigns that showcase the advantages of harm reduction while also tackling the challenges faced by both the industry and the public, including hard-hitting issues such as underage vaping.

The battle continues in 2023 as Gcoyi, VPASA, the vapour products industry and the vaping public face off against the government’s proposed Tobacco Products and Electronic Delivery Systems Control Bill, on which the Parliamentary Portfolio Committee

on Health is currently accepting submissions of comment. The fact that the Bill in its current form has reached this stage underscores the difficult task that lies ahead for Gcoyi in educating policymakers and the South African public about the importance of including harm reduction within a comprehensive tobacco control agenda.

“In the three years of doing this work, it has become clear to me that our regulatory system requires a reorientation to prioritise practical solutions to South Africa’s public health challenges. The fact that our government still fails to embrace harm reduction requires organisations such as VPASA to double their efforts to educate, raise awareness and promote the interests of smokers.”

Gcoyi’s journey is not merely about enacting change at a policy level; it’s about fostering a culture of open dialogue and collaboration. By engaging in conversations with stakeholders across the spectrum — from industry players to public health advocates and policy decision-makers — she has created an environment where understanding and learning can evolve. Her ability to navigate complex discussions and bridge gaps has resulted in a more inclusive and informed discourse surrounding harm reduction, which is particularly evident in VPASA’s most recent efforts to educate the vaping public about having their voices heard through the Parliamentary Portfolio Committee’s submission process on the Tobacco Products and Electronic Delivery Systems Control Bill.

In a social media and public relations campaign that spanned three months, the organisation tapped people working in the vapour products industry to provide their own insights on why harm reduction is important, how it has changed their lives and the lives of their friends, family and customers, and how the proposed Bill will affect the benefits thereof.

“This campaign was really important

Over the last four years, Asanda Gcoyi and her team have embarked on education and awareness campaigns for us as it met people where they were and spoke to them in terms they could understand,” she says. “Employing jargon and flip-flopping around issues such as these only does more harm than good.

People really appreciate it when you take the time to help them understand and I believe that’s what we’re doing with our work.

“Years from now, I want to be able to say we did all we could to give this industry and millions of people the best possible chance they deserve.”

As a woman helping to shape an industry still in its infancy and facing seemingly insurmountable challenges, Gcoyi exemplifies the transformative potential of strong leadership. Her ability to drive conversations, challenge established norms and bring about change showcase how women are critical role-players in redefining industries and shaping policies that better align with scientific evidence and societal needs.

LEADING IN A TIME OF CHANGE Two women business leaders. Two media businesses undergoing big changes post-pandemic. Two success stories. GLENDA NEVILL chats to Cheryl Reddy and Clare O’Neil about their career journeys

“I PLACE GREAT EMPHASIS ON TRAINING AND DEVELOPMENT.” – CHERYL REDDY

Cheryl Reddy

FIRST AND FOREMOST In just eight months, Reddy grew Eclipse’s income by 32 per cent. First and foremost, she looked at the operating business units. “I looked at their profitability levels versus challenges versus successes, and studied where business units were lacking in some areas or were slow to recover from COVID-19,” she explains. “That led to the primary question: what changes were needed to start generating the revenue we needed?”

She then went on a drive to bolster Eclipse’s marketing efforts. “As communications agencies, we are so good at doing this kind of work for our clients, but never for ourselves,” says Reddy. “We spent a lot of time, effort and money around building our profile in the social media space, through the content on our website, and on everything that was external facing. And, we started to see a significant jump in opportunities coming our way.”

Finally, Reddy introduced what she describes as “a unique value proposition to the employees and the industry at large”. This, she says, is effectively a lead generation commission.

“If an entity – employee or industry individual – brings us a business lead that we convert, we give that person 10 per cent of the monthly revenue for the lifetime value of a contract. We saw employees coming with leads, tapping their friends and family networks. We saw industry professionals bringing leads. Our philosophy is we’d rather have 90 per cent of something than 100 per cent of nothing,” she explains.

None of this could be done without a strong team, though. With leadership changes come culture changes. “There was a change in what became front and centre. I place great emphasis on training and development, unlocking budgets for external training courses, running internal training programmes, spending more time understanding the media landscape more … because while our business is a full-service communications agency, a large part of our revenue still comes from PR.”

THE BUZZ OF ENERGY AND CREATIVITY O’Neil joined the Primedia Group as it began implementing its change strategy. From being a media company primarily known for its radio properties, retail and outdoor advertising, the Primedia Group entered the television industry with the launch of Primedia Studios. It came

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Clare O’Neil

“IT’S A CULTURE OF INNOVATION AND CREATIVITY THAT EMBRACES DIVERSITY.” – CLARE O’NEIL

hurtling out of the starting blocks with Deal or No Deal on SABC 1 and the global hit series, The Masked Singer, on SABC 3.

O’Neil says the strategy is managed by a leadership collective, facilitated by the group’s move into new offices. “With the entire company now in one building, it makes synergies much easier because we all sit together. The move has enabled learning from and working with each other to move the company forward,” she says.

The company, she reckons, has a high-performance culture. “It’s a culture of innovation and creativity that embraces diversity.

You literally feel the energy, the buzz and the creativity when you walk in.

“We’re moving into a kind of a 360-approach to market, our consumers and advertisers. And we are already in that big, big, digital world and completely embrace that,” she says.

O’Neil’s personal contribution to change is to be “an enabler for young people to rise”. “I mentor people. I’m learning so much from them.

It’s not just about giving, it’s taking stuff on board from these youngsters.”

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heryl Reddy is CEO of Eclipse Communications, she took over the leadership role of the 25-year-old communications business in June 2022. Clare O’Neil is a media industry stalwart, who was appointed chief operating officer of the Primedia Group, also in June 2022.

Reddy’s career has spanned stints as business director of Ogilvy PR, head of corporate communication at M-Net, group account director of Ogilvy PR Worldwide and editor of Business Brief.

O’Neil set up South Africa’s Broadcasting Research Council, headed up SABC Television Sales and was a member of the public broadcaster’s board from 2010 to 2013. She’s also consulted to Viacom Media Networks Africa and Discovery Networks International.

Both women have an intimate understanding of South Africa’s media industry and how the sector is managing times of change.

PROFILE: MEDIA

WOMEN CONQUERING THE WILD WEST Out-of-home media once had the reputation of being a man’s world, the “Wild West” of media. No longer, as GLENDA NEVILL finds out

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ut-of-home advertising is worth billions of rands in South Africa. Statista puts the number at around R4.9-billion rand. Once regarded as the “Wild West” of advertising formats and the preserve of men, the sector is now as mainstream as it gets. And women are making their mark.

OPPORTUNITIES ARE OPENING UP Shayleen Dennis is executive: sales at Primedia Outdoor with 15 years of experience under her belt. She believes the outdoor advertising sector has “changed substantially” even since her 2008 debut.

“It’s a creative industry, and that attracts women to it. As businesses become more innovative and technological advancements take place, new opportunities open up for women,” she says.

The barriers to entry, she says, have been kicked over, and more women are taking their place in senior structures, although not at the rate they should be.

“Women have always had admin roles, the roles women would traditionally participate in. But I think when we speak of barriers, it’s probably more in your senior management structures. That is more prevalent or more difficult,” she says.

The status quo isn’t simply because women aren’t welcome at the top, but more because people stay in the position for quite a while.

“There isn’t that churn in positions and therefore not many opportunities for women to take over,” she explains. “Nevertheless, I’d say many

more women have been introduced at a senior management level, specifically within the sales and marketing roles.”

CHANGE IS AFOOT Iviwe Mqhakama is the founder of Esona Communications, an out-of-home media solutions operation that sells space to media buyers.

“I have been fortunate to witness and be a part of the remarkable changes happening within this dynamic industry. From battling stereotypes to challenging outdated norms, women like me are breaking boundaries and leaving an indelible mark on the world of outdoor advertising,” she says.

She is a member of the Black Billboard Owner’s Alliance (BBOA). The organisation, she says, is “sending a powerful message to the advertising world that gender diversity and female leadership are not just buzzwords, but a foundation for progress and success. By promoting inclusivity within the organisation, the BBOA is setting an example for the entire industry to follow”.

Mqhakama believes she is standing on the edge of a remarkable business journey. She is “driven by passion, determination and a deep desire to make a lasting impact on the outdoor advertising space. While being the youngest member of the BBOA might come with its own set of challenges, it also offers an unparalleled opportunity to break barriers, shatter stereotypes and pave the way for future generations of young women in the industry”.

Dennis says the large out-of-home companies are challenging gender stereotypes and confronting issues of diversity and inclusion, although “there’s always more to be done”.

“For me, what’s important is having more opportunities: equal opportunity versus equal outcome,” she says. “Women leaders bring particular traits to the table, and there is more of a swing to empathetic leadership.”

CAREER ADVICE FOR THE NEXT GENERATION

Images: Supplied

Shayleen Dennis

THE MEDIA ONLINE

Dennis’ advice for young women wanting to make a career in outdoor advertising is to put aside the ailment so many women suffer from: imposter syndrome. “Confidence is key, and so is being able to self-advocate. It’s about authenticity and

“THERE ISN’T THAT CHURN IN POSITIONS AND THEREFORE NOT MANY OPPORTUNITIES FOR WOMEN TO TAKE OVER.” – SHAYLEEN DENNIS

Women in the media

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maintaining that authenticity. People are attracted to that, and I think you win at the end of the day if you’re not trying to be somebody else,” she says.

She emphasises the value of networking too. “Go to events. Build and maintain relationships you make.

Expand your networks. And finally, deliver on your promises or exceed expectations. Your clients are your key stakeholders.”

Mqhakama offers the following advice: “As women, it is our responsibility to ensure that our voices are heard, our perspectives valued, and our contributions recognised. As we continue to navigate this evolving landscape, let us stand united in our pursuit of progress and shaping a future where women in outdoor advertising shine brightly and inspire generations to come.”

Iviwe Mqhakama

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PROFILE: SPORTS

THE YEAR FOR HER

Jessica Motaung is 50 and fabulous. As she enters a new phase in her life, she remains passionate about the advancement of sport and women. By JERMAINE CRAIG

J

essica Motaung, Kaizer Chiefs’ marketing and commercial director, recently reached the magic milestone of 50, and can reflect on her life while looking ahead to the future.

Motaung is one of the most influential females in sport on the African continent. Revered for her marketing prowess and leadership, she is also best known for her personable, hands-on and inclusive leadership style.

Motaung delights in celebrating the women who have ensured this year has been a turning point for women’s sport in South Africa.

“It certainly has been the Year For Her. We’ve seen again this year just what sport can do for this country and what it has done for women. To see how women have flourished in the game, on and off the field, has been amazing. I extend huge congratulations to Banyana Banyana, who were truly exceptional in qualifying for the knockout stages of the 2023 FIFA Women’s World Cup. “In addition to Banyana, all the participating African teams, Nigeria, Morocco and Zambia, had a wonderful run, that’s been inspiring and given everyone involved in women’s football on the African continent a boost,” says Motaung.

She also paid tribute to Netball South Africa president Cecilia Molokwane and her team for staging the first Netball World Cup on the African continent this year, and acknowledged Cricket South Africa for successfully hosting the T20 World Cup this year.

MAKE THE BEAUTIFUL GAME MORE ATTRACTIVE On the women’s football front, while excited about the strides made, Motaung is under no illusion that much still needs to be done, highlighted by the debacle that saw Banyana Banyana refusing to play an important FIFA Women’s World Cup preparation game against Botswana at what they deemed an unsuitable Tsakane Stadium, and as payment and bonus rumblings again reared their ugly head before a major tournament.

“Strides have been made, but the challenges continue. We must pay tribute to the stalwarts of women’s football who have laid the foundation, players such as Portia Modise and Veronica Phewa, and administrators such as Fran Hilton-Smith,

102 | CELEBRATING WOMEN 2023

Did you know?

Jessica Motaung says she is an avid horse-racing owner and board member of the Racehorse Owners Association. She co-owns three thoroughbred horses that compete on the South African horse-racing circuit.

Jessica Motaung

“The game is changing and women’s football is taking its rightful place.”

- Jessica Motaung

and Desiree Ellis, formerly our first women’s national team captain and, who as coach of the national team, has now led us to two FIFA Women’s World Cups and the title of African champions.

“Things are starting to change for the better, but we still have a long way to go. Some administrative, leadership and fair play issues need addressing, and we must create the right environment for women to play the game.

But I am proud that, under the circumstances, our women’s team went to the World Cup and made us proud,” says Motaung.

As a member of both the South African Football Association and Confederation of African Football’s Women’s Committees, Motaung is well-placed to drive the change needed and called for even greater engagement and collaboration between women at the forefront of the women’s game globally and at grassroots level.

She applauded the progressive appointment of former Banyana international Lydia Monyepao as SAFA chief executive officer, also acknowledging the appointment of Romaney Pinnock as the dedicated SAFA head of women’s football as significant.

“The FIFA Women’s World Cup generated $350-million in standalone sponsorship, which shows its value and worth. The game is changing and women’s football is taking its rightful place. Banyana have achieved so much, and are currently a bigger brand on and off the pitch than Bafana Bafana. They have earned the right to have sponsorship and remuneration at the highest level. And when we introduce women’s teams and a professional league, it must have the right resources,” says Motaung.

With Banyana showing their worth on the pitch, there is now a need to capitalise and package the women’s game to make it attractive and viable for sponsors looking to be involved.

“The challenge is around consistency in planning and more regular engagements. But women on the ground are speaking to each other and making strides. There is engagement and collaboration, but we women need to push a lot more,” Motaung concluded.

PROFILE: TELKOM

CHAMPIONING TRANSFORMATION IN TELECOMS

MELODY LEKOTA, group chief human resources officer at Telkom, shares that in today’s rapidly evolving landscape, achieving gender empowerment has emerged as a pivotal cornerstone in promoting diversity and inclusivity within organisations

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he IT, tech and telecoms sectors have long been dominated by male voices and perspectives. However, recognising the undeniable value that gender diversity brings to the table, organisations are waking up to the fact that a more inclusive workforce results in broader insights, enhanced creativity and improved decision-making. A diverse array of voices, experiences and ideas translates into innovation, adaptability, and a stronger bottom line.

Enterprises have begun to realise that gender equality is not just a moral imperative, but also a business necessity. By providing women with equal opportunities, organisations tap into a fountain of talent, fostering an environment where everyone can thrive.

This is especially relevant in the tech-driven landscape, where diversity of thought is the catalyst for groundbreaking discoveries and disruptive innovations.

ENSURING FEMALE INCLUSIVITY Recognising that gender diversity is a vital component of long-term success, organisations should seamlessly integrate gender empowerment into their environmental, social and governance (ESG) strategy.

At the forefront of our organisation’s efforts is the Telkom Female Leadership Programme (FLDP), which is now in its fifth iteration, having launched in 2015. This programme serves as a catalyst for change, creating a “homegrown” pipeline of future female leaders by empowering women through a blended learning programme supported by coaching to lead the pack in the traditionally male-dominated field of information and communications technology (ICT). The FLDP not only breaks down barriers that hinder progress, but also nurtures an environment where women leaders can excel in their careers and inspire others.

A parallel initiative that underscores Openserve’s commitment (a subsidiary of Telkom) is the Women in Operations (WiO) Programme.

Engineered within Openserve and Telkom Group IT, this programme is designed to upskill, promote and ensure a broad inclusivity of female

employees within the technical field. These programmes stand as a testament to Telkom’s commitment to driving development initiatives that empower women within the workplace, as they recognise the pivotal role women play in driving their business forward.

BUILDING A BETTER FUTURE Telkom’s proactive stance in promoting gender empowerment serves as a beacon of hope and inspiration. By pioneering initiatives, such as FLDP and WiO, Telkom chips away at the glass ceiling, creating more opportunities for females in the workplace. As more women ascend to leadership positions, the landscape becomes richer, more vibrant and better equipped to tackle the challenges of the digital age.

This journey is not just a localised success story; it’s a blueprint for transformation across industries. It reiterates that gender equality is not a distant aspiration, but a tangible reality that can be achieved through intentional efforts, dedication and a strategic approach.

Despite the strides and progress made, Telkom recognises that we have not reached the peak of achievement in the gender equality arena, there is still a significant amount of work to be undertaken and progress to be made, and we are committed to this journey.

It is with great pride that I, as a woman within the telecoms industry, safely note that the journey toward gender equality and women empowerment is no longer a distant horizon; it is a path we’re actively forging today. As we move forward, reflecting on the journey since the advent of our South African democracy, it serves as a powerful reminder that the seeds of change can lead to a future where diversity flourishes, innovation thrives, and everyone has an equal opportunity to shine. I am truly proud to be a part of this hopeful journey and era.

GENDER EQUALITY IS NOT A DISTANT ASPIRATION, BUT A TANGIBLE REALITY THAT CAN BE ACHIEVED THROUGH INTENTIONAL EFFORTS, DEDICATION AND A STRATEGIC APPROACH. Melody Lekota

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How FutureMakers started..

(ICT) professional. Beyond her skills in the world of digital innovation, she is also an ambitious and determined entrepreneur.

Founded in 2015, FutureMakers is Telkom’s Enterprise and Supplier Development unit.

We are already seeing great success.

Take Mamello Mofokeng, Chief Executive Officer (CEO) of Spana!, for instance.

Having assisted more than 2 600 Small, Medium and Micro Enterprises (SMMES) since its inception, FutureMakers advances the growth of SMMEs by providing access to external innovation and diverse supply chain partners through new entrepreneurship.

Today, Telkom FutureMakers has two main commitments: to help SMMES thrive in the digital economy, and to develop and grow the South African technology sector.

This is achieved through: • Independent Field Technician programme by Openserve • Consumer Dealers Programme • Township Innovation Programme Initially, Telkom invested R250-million through the IDF Future Fund towards technology entrepreneurs in the sector.

The organisation further invested R58-million in funding and R39-million in interest-free loans to current suppliers within the supply chain.

These investments reflect Telkom FutureMakers’commitment to growing ICT SMMEs that form the backbone of the South African economy.

In the 2022 financial year, Telkom FutureMakers directly supported 102 enterprises.

These businesses have created 66 536 job opportunities, further showing how, through FutureMakers, Telkom is creating real value for South Africans and connecting them to better lives.

Telkom FutureMakers.

Bringing ideas to life.

“I grew up in a household where we had many family-owned businesses. My dad ran a butcher shop, tavern, and general store,” reveals Mamello. “Back then, I didn’t realise how much it was teaching me. But now I can see how it helped me start my own business.”

Dr Mmaki Jantjies, Telkom Group Executive: Innovation & Transformation

Inspiring a digital future led by women, for all In an ever-advancing world, women are stepping into roles that were traditionally undertaken by men – including leadeship.

Today, Mamello is the co-founder and Chief Executive Officer of Spana! – a tech-led start-up that uses gamification to encourage learning and development.

Through a web-progressive software as a service (SaaS) tool, users can track and record their progress on SETA-accredited programmes.

“When my partner and I decided to start our business, I knew we needed help to get it off the ground,” reveals Mofokeng.

“It wasn’t long after that we came across Telkom FutureMakers.

At Telkom, we believe in moving away from decades of perceptions that “only men can lead” and embracing opportunities to empower female representation towards achieving a more equal and inclusive future.

The female advantage We are already seeing great success.

Take Mamello Mofokeng, Chief Executive Officer (CEO) of Spana! for instance.

As a developer, data scientist and cloud practitioner, she is a seasoned Information and Communications Technology

Mamello Mofokeng, CEO of Spana!

We participated in their highly competitive hackathon, and won. This provided us with the business development tools we needed to successfully position Spana!. My goal is that we will be able to monetise our tool within the next year.”

Through FutureMakers, the Group’s Enterprise and Supplier Development (ESD) unit, Telkom has a long history of supporting and funding businesses in the ICT sector. Today, FutureMakers has two main commitments; to help SMMEs thrive in the digital economy and to develop the South African technology sector.

In the world of ICT start-ups, Mamello notes there are far fewer women than men. She says it’s not uncommon for people to not take her seriously, or think she’s not as good, just because she’s a woman.

“There’s maybe one woman for every 10 to 15 men. I can count us on a single hand,” says Mamello. “It’s easier when you understand that some stereotypes won’t change overnight. It’s a challenge that can work for or against you. For me, I choose to see it as an advantage.”

According to Mamello, women inherently have what it takes to thrive in a digital environment. But having a mentor in the field, someone to offer guidance and advice, makes things easier. “Having a strong woman guide you is the most

important thing you can do for your career,” she says.

“You don’t always have to make mistakes yourself. You can learn from someone else’s blunders, especially if they’re okay with sharing their experiences and insights with you.” She believes it’s crucial to find someone who is happy to teach you and wants to see you succeed. But it’s up to young women to ensure they show up, remain consistent and do what they set their minds to.

Born and raised in Soweto, her journey toward a promising career in the ICT sector started along a completely different path.

“When I decided I wanted to study, there wasn’t much career guidance,” reveals Tebogo. “So, I went for what I thought was right. On paper, I’m a Medical Sciences BSc Graduate from Wits.

But what I really wanted was to make mon-

and national footprint which continues to flourish under the leadership of Tebogo, as well as the support of FutureMakers. In her case, the ESD unit provided the equity she needed to fund the initial costs of the MBO, keep the company operational and position it to thrive.

To that end, every year, Netcampus manages and implements internships, learnerships and various youth development projects for 100 unemployed youth. Thus, the company is an important catalyst of youth employment in the job market.

As a female CEO, Tebogo says she feels blessed because she can make a big difference in women’s lives through her businesses. By making her company more efficient and successful, she can give her female employees the chance to grow their careers.

Not long after, Telkom acquired BCX and the option to do a Management Buy Out (MBO) was presented. She knew this was her shot and took it.

is the personal life motto of Netcampus CEO and owner Tebogo Makgatho.

“For me, it’s not just about profits, it’s also about making a positive impact on society,” she says. “I believe in being open to learning and building something meaningful for the greater good.”

“Thanks to the support of FutureMakers, we have 81 full-time employees. We have a further 90 interns on our payroll for various projects and clients. With a vision to lead the ICT training industry by inspiring potential to achieve greatness, I am proud of the success we have seen over the last few years.”

In 2015, she joined the BCX Group as a managing executive for Netcampus, the skills development and training arm of the company.

We rise by lifting others

Netcampus has a rich history

“When Netcampus exited BCX, the staff complement was less than 25 people,“ says Tebogo.

ey, to be independent.” After university, she began working as a research analyst, investigating trends and growth of blackowned ICT companies. She also spent her time learning from the buying patterns of ICT products and their services.

“All training done by Netcampus leads to the beneficiaries being linked to employers for work-based experience, and ultimately fixed-term or full-time employment,” she says. “This is one of the things I really love about what I do. I like helping young people, especially young women, connect with employers and secure jobs.”

In her own organisation, Tebogo reveals that she relies on appointed experts for technical matters because she isn’t that way inclined. She believes in allowing her team to lead in their areas of expertise while she focuses on sustainability and growth.

By trusting my team, staying true to myself and listening to my gut, I know things will always work out,” she says.

“A smart leader knows their strengths

Tebogo Makgatho, Netcampus CEO & Owner.

and supplements their weaknesses with talented and skilled people. I always surround myself with people who can teach me.”

She says this is a lesson that should be applied beyond her business. When trying to improve the economy, we need to focus on developing digital skills, especially advanced ones, that can create more opportunities for others to grow.

“If we want to reduce unemployment and create future-proof jobs, we need to invest in digital skills development,” she says. “We must also consider a future where access to opportunities is equal.

This is something that both the government and private sector must work towards.”

At Telkom, we are committed to ignite a movement that fans the flames of female empowerment and representation throughout our nation.

As we acknowledge Women’s Month, let us reflect on our individual roles to create an enabling environment that allows women to continue to grow, thrive, and ultimately connect everyone to a better

THE PUSH FOR GENDER PARITY IS INTENSIFYING The country’s social and economic structures are under pressure. Issues, such as gender-based violence and high rates of unemployment among women and youth, are obstacles to achieving diversity, equity and inclusion in most spaces, writes VUKANI MAGUBANE

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usinesses around the world are forecast to spend more than $15.4-billion on diversity, equity and inclusion (DEI) efforts by 2026, more than doubling the spend in 2020, according to the World Economic Forum’s 2023 Global Gender Gap report. The report further states there is positive intent and increased discussion on gender equality, but progress has been slow, and it will take another 151 years to close the global gender gap at all levels.

Dr Linda Meyer, a management expert and MD of the Independent Institute of Education Rosebank College, says South Africa showed significant progress in this year’s report reflecting the country’s commitment to narrowing the gender gap.

Dr Linda Meyer

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“Companies that incorporate DEI practices place themselves at an advantage by levering the full spectrum of human experiences and ingenuity,” she says. “In a globalised world, the ability to understand and cater to diverse markets is not just a strength, but a necessity for growth. Embracing DEI is not merely about setting quotas, it’s about transforming the organisational culture.”

Dr Meyer has had executive roles in the public and private sectors and believes that when DEI is placed at the core of a company’s strategy, the organisation can be a catalyst for broader societal change. The entity can play an instrumental role in challenging stereotypes, dismantling biases and fostering a more inclusive and equitable society.

While South Africa can view its improved global standing on gender equality with a sense of optimism, there are many hurdles women need to overcome, such as economic disparity, health inequalities, socio-political challenges and gender-based violence (GBV) in the country.

Sazini Mojapelo, CEO of the Gender-Based Violence and Femicide Response Fund (GBVF), says a 2019 study on the impact of GBV on the economy was estimated to be between R30- to R40-billion or 1.3 per cent of the nation’s gross domestic product. She believes the costs today are probably much higher.

“Every eight hours, a woman in South Africa is killed by her partner,” she says. “We must move from policy to action. If you beat

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your wife, you should lose your job. The MeTwo movement created that precedent of loss of income.”

TAKING A STAND AGAINST GENDER-BASED VIOLENCE AND FEMICIDE In 2018, South Africans united under the Total Shutdown Movement to take a stand against the scourge of gender-based violence and femicide (GBVF), which eventually led to the Presidential GBV Summit in 2019. The National Strategic Plan on GBVF was launched a year later to co-ordinate and improve the response to GBV and femicide.

The GBVF fund was launched in 2021 with the support of the private sector and President Ramaphosa to tackle head-on the fight against GBVF. The multisectoral fund is tasked with playing a crucial role in making change happen, and its goal is to make South Africa free from violence against women, children, people with disabilities and members of the LGBTQIA+ community.

Sazini Mojapelo

THE GBVF FUND WAS LAUNCHED IN 2021 WITH THE SUPPORT OF THE PRIVATE SECTOR AND PRESIDENT RAMAPHOSA TO TACKLE HEAD-ON THE FIGHT AGAINST GBVF.

DIVERSITY, EQUITY AND INCLUSION

Images: istock.com/ Vanessa Nunes, Supplied

Hattia says DEI is ingrained within broad-based black economic empowerment (B-BBEE) and other legislation in South Africa.

“I do not think it is a game-changer ... the reason is that diversity, equality/equity should exist. It should be the foundation of everything we do within the workplace,” she explains.

“The fundamental objective of B-BBEE is to advance economic transformation and enhance the economic participation of black people in the South African economy.”

Hattia believes that organisations can drive behavioural changes in their culture by having policies that support transformation.

“Transformation is so much more than a

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Nadiya Hattia

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buzzword, it is an active participation towards achieving DEI,” she says. “Policies impact on the operations of any organisation. If there is no policy in place, the answer is not to ignore it until it is legislated and compulsory, but to encourage DEI that operates within each industry and sector.”

South Africa’s unique history has created one of the world’s most unequal societies.

The country’s social and economic structures are under pressure. Issues, such as GBV and high rates of unemployment among women and youth, are obstacles to achieving diversity, equity and inclusion in most spaces.

“Skills and youth development matter. The rate of unemployment and percentage of unemployed youth and women, specifically African youth and women, is a grim picture,” Hattia says. “Skills development is crucial to creating opportunities and sustaining livelihoods. We have the B-BBEE Codes, wherein specific groups are targeted to gain exposure. We must consider our history.

So much stems from the injustices of the past. It is not a simple process; it cannot be

undone. However, it requires organisations to participate in initiatives that seek to upskill and provide opportunities to a large percentage of our population,” she adds.

According to Hattia, the words DEI cannot be used in isolation. Why does it matter she asks. “Without the development of youth, as clichéd as it may sound, what does the future of our country look like.”

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In the 2023 Global Gender Gap rankings, South Africa ranked 20th out of 146 countries with a score of .787/1. Iceland, Norway and Finland clinched the top three positions with African countries Namibia (8th place) and Rwanda (12th place) ranking ahead of South Africa. Algeria, Chad, and Afghanistan ranked in the last three positions.

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Mojapelo, who has worked in the private and nongovernmental organisation sectors, is passionate about ensuring that organisations have the support structures and processes to act on GBVF issues.

The fund has created a three-step framework focused on prevention, protection and enforcement. Prevention focuses on awareness and education in the workplace to move beyond compliance and create zero tolerance for GBV. Protection involves creating safe spaces and ensuring there are updated policies and procedures outlining what steps employers and employees can take.

Enforcement covers the disciplinary system that addresses the consequences.

In business, DEI can play an important role in bringing societal issues such as GBV into the workplace by creating the space for different voices to be heard. If men are the only ones in leadership positions, there may be hesitation in prioritising and driving the agenda and speaking out against GBVF. South Africa has joined several countries in ratifying the International Labour Organisation’s (ILO) new global standards – C190-Violence and Harassment Convention 2019 (No 190), aimed at prohibiting violence and harassment in the world of work.

While DEI’s focus on gender gains the most attention, addressing the inclusion of LGBTQAI+ voices is also vital in broadening perspectives and lived experiences in the workplace.

Nadiya Hattia, a senior consultant at the BEE Chamber, says the Employment Equity Act defines discrimination. “South Africa is known for its diversity, but to what degree is this diversity inclusive of all people, including those that are marginalised?

“We are all human beings. The questions we need to ask are why has the legislation not changed? Why has it not been challenged? Are you protected as an ‘out’ individual within a conservative working environment,” she asks. “How does this impact employment prospects?”

2023 Global Gender Gap Report

D NOW REA ILO C-190 GUIDE: Ending violence and harassment in the world of work

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Igama lamaKhosikazi Malibongwe: Praise the Name of the Queens

WOMEN IN CONVERSATION

For the past 27 years, McDonald’s South Africa has been making significant strides in empowering women within its ranks through various initiatives. These efforts have led to tangible successes and highlighted the importance of fostering an inclusive and supportive environment for women at all levels.

One remarkable example of women’s empowerment in our business is the Sammy Marks restaurant, a project led by an all-women team. This restaurant is a testament to the dedication of the women at McDonald’s South Africa and exemplifies the company’s commitment to gender equality. Women from different

departments, including development, construction, design, real estate, marketing, finance and operations, came together to bring this project to fruition.

Investing in the professional development of women remains a cornerstone of our initiatives. One example is our company’s bursary scheme, which opens doors for women to further their education and advance their careers. The comprehensive curriculum emphasises personal and leadership development.

The Women Leadership Network (WLN) is an initiative focused on building an equal work environment. The network fosters relationships, supports career development opportunities and promotes growth in the business. It is also a source of mentors, role models and sponsors, giving women access to senior leadership, information on career strategies and opportunities for advancement.

Looking ahead, the WLN plans to foster consistent conversations through WLN Champions within our restaurant and business units.

In addition, digital engagement through platforms, such as Workplace Meta, aims to enhance connectivity among women across the organisation.

Leaders within McDonald’s share personal insights from their journeys, highlighting the importance of women supporting each other and advocating for women’s empowerment and continuous self-empowerment.

Our programme tackling gender-based violence issues is further proof of the company’s efforts to support women within and beyond the workplace.

McDonald’s South Africa is committed to empowering women, creating an environment conducive to gender equality and fostering leadership among women. Through these efforts, we hope to continue to inspire women to break barriers, shatter ceilings and lead with purpose.

The WLN’s impact is evident through initiatives such as the Women in Conversation SA (WIC) series. These impactful discussions around issues, such as mental health, resonate deeply with women, providing them with the tools to address challenges related to anxiety and stress. The provision of resources, such as Dr Caroline Leaf’s book, Cleaning Up Your Mental Mess, demonstrates McDonald’s dedication to supporting women’s wellbeing.