Top Empowerment 23rd Edition - Mandate Molefi

NENE MOLEFI

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INDEX

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Raine St.Claire

Sinazo Mkoko

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CONTRIBUTORS

KEBALEPILE MATLHAKO Transformation Specialist at The BEE Chamber

NABEELA VALLY Business Development Head at Edge Growth

PEARL DIPPENAAR Y.E.S Programme Implementation Manager at The BEE Chamber

TSHEDISO MATONA Commissioner: B-BBEE Commission

NIMMITA MAHARAJ Diversity and Transformation Director, Anglophone Africa at Schneider Electric

SHAMEELA SOOBRAMONEY CEO at the National Business Initiative

EDITOR’S LETTER

2024, what a momentous year for South Africa! 30 years into our democracy – so much has happened over the last three decades, at home and globally, spanning the exhilarating and the tragic; not least of which were the pandemic, the ongoing effects of climate change, the current polycrisis the world is facing and close to home the Rugby World Cup victory. We are indeed living in interesting times.

Impumelelo: Top Empowerment we are honoured to have as our front cover icon Methano Group CEO, Sereme Joel Malatji, winner of the 2023 Top Empowerment Business Leader of the Year Award. In the interview with Sereme, his optimism and positivity were a golden thread throughout the wide-ranging conversation: “I am passionate about the fact that South Africa requires a serious capital injection in the form of investment, which will be critical for the growth of our country. One of my goals is to really understand the private equity sector. As a business leader, from time to time, you need to think out of the box - how you can raise capital to make sure that you reach certain targets in the form of new markets.”

Inside these pages we bring you inspirational thought leadership pieces by B-BBEE Commissioner Tshediso Matona; Shameela Soobramoney, CEO of the National Business Initiative; Princess of Africa, Yvonne Chaka Chaka; and the Diversity and Transformation Director, Anglophone Africa at Schneider Electric, Nimmita Maharaj. Our interview section includes such luminaries as the Chancellor of Walter Sisulu University; Sasol’s Vice President for Social Investment; and the Chairperson of Schindler SA.

Continuing on the trajectory of transformational excellence, a selection of our articles include: a 30-year review; youth employment as well as a transformative supply chain from the B-BBEE Chamber; a selection of 7 of the top transformational JSE companies across sectors and a look at the fastest growing companies in Africa. We have a great lineup of podcasts –meet KC Rottok Chesaina, Daniel Mminele, Ola Oyetayo, Celiwe Ross and Ciko Thomas.

is all about celebrating diversity, equity and inclusion, and what better way to do this than by sharing with you the winners of the headline Top Empowerment Awards. The magazine would not be complete without the Top Empowerment sector overviews; the index which lists the companies top of the transformation trajectory and the more than 30 clients who have chosen to showcase their empowerment successes amongst true transformational leaders.

We hope you enjoy the read and wish you an abundant, transformative, #besafe year ahead.

ECONOMIC GROWTH AND TRANSFORMATION ARE INTERTWINED

By Tshediso Matona, Commissioner: B-BBEE Commission

The year 2023 marked 20 years since the law for Broad-based Black Economic Empowerment (B-BBEE Act) Act was passed to enable active measures to redress past economic injustice against black people during Apartheid, and promote inclusive economic growth from the broadest participation of the population.

Naturally, this year has witnessed much public commentary about B-BBEE, which is welcome and will continue, as 20 years of B-BBEE calls for critical reflection on whether the purpose of B-BBEE is being achieved, it being about one of most profound and defining policies of post-apartheid South Africa.

But the BEE debate has to be structured for it to be constructive, because ultimately it is about our collective future as South Africans, and it is about our identity as a nation.

An extreme view, representing minority interests but unhelpful, is that BEE has failed and must be discarded, and no credible alternative is offered for addressing continuing economic exclusion of black people.

The truth, on the other hand, is that economic transformation in South Africa is a mixed picture of important inroads in some sectors, and of stagnation in others. But fundamentally, transformation has been extremely slow, viewed from the

lens of the B-BBEE Act, the lens of 30 years of democracy, and the lens of the Equality clause of the Constitution.

It cannot be acceptable nor sustainable that white people in South Africa make up 7.3% of the population and own and control anything from 70%-80% of the economy; while black people are more than 90% but own anything from 10%-25% of the economy. Moreover, research by economist Duma Gqubule puts black ownership in 50 JSE-listed top 50 companies at 1.2%, out of total JSE market capitalization of R18-trillion.

From annual compliance reports submitted to the B-BBEE Commission over the 6 years since established, black ownership hovers around 30% on average in any given year; and black women ownership hovers around 14% on average.

It cannot be thatSouth Africa has the infamy of being the most unequal country in the world, while the country is so well endowed in resources and opportunities; human capital and youth; in national diversity and resilience; and in international networks. This label jars with a world that is more and more accepting of concepts of empowerment and transformation by governments and business, as represented by for example Sustainable Development Goals (SDGs) under the United Nations, or the emergent Environment, Social and Governance (ESG) movement of business as a force for good, in partnership with governments.

“B-BBEE is definitely contributing to economic growth, but more can be achieved if there’s greater compliance and reporting by both private and public entities”

It is important to also appreciate that historical and ongoing barriers to equitable black economic participation, are the self-same factors accounting for the economy’s low growth, high unemployment, and high inequality trap, namely poor education and skills; lack of entrepreneurial skills and experience, lack of access to finance and markets; spatial location far from economic hubs; lack of infrastructure. In turn, these economic factors account for myriad social ills in the country, including crime, because too many citizens, especially youth, are spectators of the economy and have no stake or belonging in the future of the country.

This suggests that economic growth, transformation and B-BBEE are intertwined and interdependent, and must be advanced simultaneously, along with other enabling interventions, e.g. energy, logistics, infrastructure, crimefighting, etc. While growth is necessary for transformation, that growth can only be enhanced and sustainable when it draws on the talents and full potential of all South Africans.

B-BBEE is definitely contributing to economic growth, but more can be achieved if there’s greater compliance and reporting by both private and public entities. For example, entities that reported spending R31-billion on Skills Development initiatives in 2022 (R46-billion, 2021), and R15-billion on Enterprise and Supplier Development benefiting black-owned enterprises (R26-billion, 2021). As at July 2023, the B-BBEE Commission registered 643 BEE transactions, worth a total of R645-billion.

South Africa has a growing black middle class thanks to BEE; thousands of black businesses are suppliers to public and private companies; a class of black industrialists is emerging; and more and more companies are extending shareholding to employees.

The transformation journey, however, has much further to go. B-BBEE succeeds where there is strong commitment to implementation across the board. There are also a host of

demons bedevilling BEE that need to be slain, such as fronting; rent-seeking middle-people; declining submissions of score-card reports, and tick-box approaches to compliance. To date, the Commission has received 1273 complaints, 84% of which concern fronting, indicating the ongoing prevalence of the offence which is declared punishable by imprisonment in the Act.

B-BBEE is designed in a manner that offers various pathways and opportunities to black economic participation, from shareholding, to the creation of new enterprises, management appointments, to skills development, among others. The emerging phase of B-BBEE going forward is assuming an innovative character, based on skin-in-the-game black entrepreneurs, breaking into previously closed valuechains and networks, or into new technology-based industries, including energy and logistics, and thereby contributing to solving the country’s critical economic and social challenges.

In the next phase, much can be achieved if we focus on where maximum gains can be made in re-orienting the B-BBEE regime, and in strengthening its incentives and enforcement accordingly.

Transformation is a leadership and commitment process at all levels in business and government. It requires conviction and action, if we are to achieve the desired equity and parity in the economy over time.

Debates about B-BBEE must illuminate improved ways forward to how best to advance transformation, and must yield action. We dare not waste time nor fail to achieve shared prosperity inSouth Africa, which is how we will be a winning nation at peace with itself and the world.

“Transformation is a leadership and commitment process at all levels in business and government. It requires conviction and action, if we are to achieve the desired equity and parity in the economy over time.”

BUSINESS IN SOCIETY

DEEPENING THE PRIVATE SECTOR’S CONTRIBUTION TO BUILDING A SUSTAINABLE SOCIETY

By Shameela Soobramoney, CEO at The National Business Initiative

South Africa continues to face the complex challenges of inequality, unemployment and poverty. The deeply entrenched exclusionary structures hinder progress in fundamentally addressing these economic and social issues. The impact of this is that significant parts of our society, mainly young people and women, remain excluded from economic participation, which has far-reaching societal and developmental effects. These issues are further exacerbated by a range of factors including geopolitical tensions, climate change, rapid technological change and others that add further nuance and complexity.

Business must navigate through a consistently volatile and unstable operating context, strategically managing the short, medium and long-term horizons. Doing this successfully requires companies to be agile, responsive and innovative. In the South African context, this cannot be done without a deep sense of commitment to the role of business in society, supported by tangible and impactful action.

The National Business Initiative (NBI) has, for almost 30 years, had the privilege of guiding, supporting, and demonstrating the private sector’s contribution to building a thriving, stable and sustainable economy and society across a range of areas including skills development and job creation, capacity building and environmental sustainability. Over this time, we have built a strong sense of what the private sector should be doing to further drive change and achieve meaningful impact.

The private sector plays a central role in driving change across its sphere of influence, which is wide-reaching and therefore can achieve wide-ranging change and impact. Firstly, the private sector plays a critical role in providing employment for a significant portion of people. Secondly, the private sector provides critical goods and services. Thirdly, it influences practices through companies’

procurement and supply chains. Additionally, the private sector can support government priorities through resources, capacity and expertise. Within each of these areas, businesses can be transformative, agile and responsive in ways that can shift the dial considerably. However, to achieve this there are some fundamental requirements for business.

Bold and courageous leadership

Bold and courageous leaders who understand broader societal issues and challenges, have a deep sense of responsibility and are committed to the hard and complex work it takes to realise change are necessary in achieving the society that we want1. A core aspect of this is the willingness to collaborate and partner, within the private sector and across sectors, to achieve collective action and impact.

The NBI has seen examples of the power of strong leadership towards collective action. In 2016, the CEO Initiative was launched to tackle urgent priority areas. As the Secretariat, the NBI witnessed firsthand what can be achieved with leadership and a commitment to working together towards a shared vision, the impact of which we still see today.

A more recent example is through the work on the Just Transition Pathways initiative led by the NBI in partnership with Business Unity South Africa (BUSA) and Boston Consulting Group (BCG) which aimed to collectively develop a view of what the decarbonisation pathways to net zero emissions by 2050 could look like for the South African economy. This research was conducted together with the South African private sector and other relevant stakeholders from government, labour and civil society and it has had a significant impact on South Africa’s climate policy landscape and enabled South Africa to secure over $8.5-billion in Just Energy Transition finance from the international community at COP26.

“Through our Installation, Repair and Maintenance (IRM) initiative, we have seen the incredible economic, social and community benefits that occur when companies take a strategic decision to promote diversity and localise their supply chains with a focus on SMEs.”

As part of this process, the NBI engaged with 30+ CEOs through the CEO Champions platform. The CEO Champions were fundamental in providing leadership and commitment to support the implementation of JET Skilling Implementation Plan and ensuring South Africa’s Energy Transition is Just.

The CEO Champions continue to be a critical platform for creating a shared vision for the country, supported by implementation and action.

Building trust

It is widely accepted that there is a trust deficit between the government and the private sector. While arguably there have been significant strides taken and improvements in the relationship between the government and business, with examples of shared commitments and action, there is still scope to align and strengthen priorities. The private sector has significant resources, expertise and assets to support and work alongside the government in improving infrastructure, service delivery, to name a few, through the implementation of key initiatives.

One such initiative is the Technical Assistance, Mentorship and Development (TAMDEV) Programme. The overall goal of TAMDEV is to strengthen the capacity of the state, with the aim of improving service delivery and creating job opportunities. This is done through the deployment of retired experts and technical professionals from both the private and public sector to strengthen vulnerable public institutions and address service delivery constraints. Its mandate is to create jobs and improve service delivery by building and strengthening the capacity of the state in the areas of infrastructure, financial management and local economic development.

TAMDEV is a powerful private sector-led initiative that yields tangible results and outcomes for the benefit of broader society.

Driving innovation

A major contribution that the private sector makes to society is through products and services. One of the most powerful ways that the private sector can respond to societal needs is through innovation. A critical aspect of this is creating an enabling environment to support innovation. This often requires an inclusive and diverse workforce in a workplace that drives creativity. The NBI’s Transformation Blueprint outlines how organisations can support an inclusive and transformative workplace that encourages employee engagement, increased productivity, and inclusion.

For organisations that have a deep understanding of broader societal challenges, innovation can drive

responsive and responsible products and services that directly address these challenges and create shared value. Furthermore, innovation also relates to improved business practices that can have broader economic and social impact. An example of this is how companies’ can rethink and transform procurement processes to increase the number of small and medium-sized enterprises (SMEs) into the supply chain and thus support the growth and sustainability of SMEs.

Through our Installation, Repair and Maintenance (IRM) initiative, we have seen the incredible economic, social and community benefits that when companies take a strategic decision to promote diversity and localise their supply chains with a focus on SMEs. The ability for SMEs to grow and be sustainable increases their ability to create jobs and, through the IRM model, these jobs are earmarked for young people in the community. Our embedded demand-led skilling approach leverages the TVET college system and works with these institutions to help ensure that people are employable and hence increases the likelihood of the trainee obtaining permanent employment.

These examples illustrate the impact that can be achieved when company’s view themselves within society, and not apart from it. As is often said: “Business cannot thrive in a society that is failing”.

The private sector is part of society and the ability for businesses to grow and thrive requires a more equal, sustainable and stable economy and society. Creating that economy and society needs strong leadership, multi-sectoral approaches and partnerships, and new and different ways of thinking and working.

The enormity and complexity of our challenges requires participation and commitment across the public and private sectors. As the NBI, we have been fortunate to work closely with the government and the private sector in a number of critical areas and initiatives that have shown significant impact and have underscored the power of collaboration and collective action. We remain optimistic that the private sector will deepen and strengthen its contribution to working with the government and building a sustainable and thriving society.

References

NBI Transformation Blueprint Report

- National Business Initiative

“One of the most powerful ways that the private sector can respond to societal needs is through innovation.”

LONG MAY HER REIGN CONTINUE

The Princess of Africa, Yvonne Chaka Chaka

BY FIONA WAKELIN & KOKETSO MAMABOLO

“I

always say it found me,” says the Princess of Africa, Yvonne Chaka Chaka, after telling Top Empowerment the story of how her journey to becoming a superstar began while on the way to get a bursary. Before her voice catapulted her into stardom, making her a world renowned icon, she was a young woman who was figuring out her way in the world, carrying the dream her mother had for her children: The chance to live a life where they would not have to depend on others. Her mother, a domestic worker, instilled in her three daughters the importance of education.

“She would say, ‘You need to complete your matric, because then life begins. And then you can take yourself to college or university, but you need to make sure that you are empowered.”

Studying law was the route her mother wanted her to take, but in 1985 Yvonne was at the right place at the right time. As she says, singing found her, and meeting Phil Hollis, the owner of Dephon Entertainment, changed the course of her life, and she went from a young woman born in Soweto to a world famous singer-songwriter and entrepreneur, and, later, a passionate teacher and humanitarian.

BECOMING THE PRINCESS OF AFRICA

Singing wasn’t something Yvonne looked forward to. On the day her career began she was going to the Institute for Race Relations to try and get a bursary to study law. Clearly she was not the only one seeking an opportunity that day because the queues were long, so she took a detour and found herself at the SABC.

There she found a strict atmosphere, with each person paired up with another and asked to keep quiet. In walked Louis Hlophe, carrying with him tapes for Marjino (Kim Kelly), who happened to know the woman Yvonne was paired up with. Louis invited the woman to come with her, and in turn the woman invited Yvonne. He took them a block away, to Dephon Records, where they waited at reception.

First to be called into the boardroom was Yvonne’s partner, and while waiting Yvonne began to wonder to herself why she was there. As she was thinking of leaving, and heading back to the SABC, the other woman walked out and Yvonne was next. This is when she met Phil Hollis, who played her the instrumental for “I’m In Love With a DJ”. She found it “catchy and interesting” and said as much when they asked her if she liked the song, despite not knowing for what purpose they were asking.

She asked the obvious question: Whose song is it? They explained that they were looking for a young woman to be the vocalist and her immediate reaction was, “Oh, okay, good luck boss!” Not one to be deterred, Phil appreciated her attitude and despite her explaining what her intentions were that day, he wanted to know more about her.

He asked if she could sing and she told him it wasn’t her thing. But he insistedthat she should give it a shot, and that she could sing anything. “Like what?” she asked. “Anything,” he replied. “Are you for real?” And, yes, he was for real. So she sang “Let It Be” by the Beatles, and one can only wonder what would have happened if she hadn’t taken the opportunity.

Phil opened the door and said, “I think I’ve found my girl!” He walked out of the boardroom in excitement and told everyone he’d found the vocalist he was looking for. He called Louis, who had unknowingly brought him the star he was looking for, and he called Mam’ Rose, the cleaner and said, “Come, I think I like this girl’s voice. It’s different.” And wasn’t just her voice that captivated him. It was also her wit and “cheekiness”.

So he gave her the tape with the instrumental, a piece of paper with the lyrics on it, and R20 - in four R5 notes, which was a large sum at that time. It was a Friday and he asked her to come back on Monday. Yvonne’s thoughts had already turned to the woman she was paired with, the one who’d asked her to come along and would now leave empty handed. With all the commotion, the woman asked what was going on and Yvonne asked if they gave her the tape, or the lyrics, or the R20. The answer was no. Yvonne decided to leave and a small tussle ensued all the way out the building because the woman wanted half the money and was obviously disappointed that she’d missed her shot and this stranger had taken it from her.

As Yvonne explains: If something is meant for you, then it’s meant for you. But at that time she could not have known how big of an opportunity had just found its way to her and she took a taxi home thinking she had just

been lucky enough to get money for doing nothing. Somewhere along the line something must have sparked her interest and she spent the weekend memorising the lyrics and trying to figure out how they fit to the music.

When she arrived back on Monday, Phil said he wasn’t sure that she would come back and just told him she wasn’t either. He took her across the road to the recording studio and explained what would happen, how she’d need to sing the song and introduced her to the song’s writer, Attie van Wyk. After many takes, and the frustration that comes with it, they told her they were happy. Before she left, Phil asked for her number, and she was reluctant to give it to him, worried about what her mother would think. He explained that he needed to call her when it was time for the photoshoot and interview.

For that first photoshoot she refused to wear makeup, had to wearl her sister’s red dress and went home like nothing had happened. Within a few weeks her first single had sold 25 000 copies, marking the beginning of a reign that has lasted almost 40 years.

Her humanitarian work began as a response to the loss of one of her band members, Phumzile, after a tour to Gabon. She had contracted malaria and despite the efforts of Yvonne’s husband to get Phumzile urgent medical attention, she succumbed to the disease a few days after being hospitalised. Wanting to understand more about the illness that had taken the life of someone she worked so closely with, Yvonne did extensive research on malaria. Not long after she received a call from Unicef in Ethiopia, asking if she’d like to be one of their Goodwill Ambassadors.

“I said to them I would love to be a Goodwill Ambassador, but I would like to make sure that no woman dies from malaria; no pregnant woman dies from malaria, no child under two dies from malaria. We need interventions,” she explains to Top Empowerment as an ambassador has spread over the years to include working with the Global Fund to Fight AIDS, TB and Malaria, as well as the Roll Back Malaria initiative.

Although she’s received accolades for her work, giving back to the people of Africa, and listening to their struggles is more important.

“When I went to all these places, it gave me some kind of relief,” she says.

“I’m here to come and listen to your plights and to see how we can help.”As the interview wraps up, she reflects the lessons her mother taught her. The value of an education,

and the desire to empower others through education led her to teaching adults, and she herself remains a student, continuing to broaden her horizon.

On a tour in 1990 to Uganda and the DRC, people waiting for her at the airport held up placards and said they were there to see their princess. She credits them and Phil Hollis for dubbing her “The Princess of Africa”. And like the truly great monarchs, Yvonne’s life work has also included a great deal of time spent in service of others, as a teacher and a humanitarian.

Long may her reign continue.

DRIVING TRANSFORMATION IN SOUTH AFRICA

ATTAINING AND MAINTAINING BEE LEVEL 1 – CRUCIAL STEPS

By Nimmita Maharaj, Diversity and Transformation Director, Anglophone Africa at Schneider Electric

Schneider Electric recently attained a Broad-Based Black Economic Empowerment (B-BBEE) Level 1 certification. It is a tremendous accomplishment and testament to our continued commitment to economic and socio-economic development in the South African business landscape.

However, our certification goes beyond compliance, it represents our steadfast focus on transformation that stimulates an inclusive economy. As a B-BBEE Level 1 contributor we are in a strong position to drive transformation in South Africa to bring about change to the nation.

Audre Lorde, black American writer, feminist and civil rights activist said: “It is not our differences that divide us. It is our inability to recognise, accept, and celebrate those differences.” When different people come together, unique and innovative ideas and perspectives are fostered. From an organisational point of view, the more diverse your team the greater potential for creative, innovative, and solution-oriented thinking.

Diversity, equity and inclusion (DE&I) endeavours to understand people on a deeper level. When you have a better understanding of others, you can build closer and more effective relationships. This, in turn, enhances teamwork. Growing an organisation that really understands and fosters the DE&I agenda requires dedication. It is an ever-prevailing goal that extends beyond mandates and diversity-related initiatives.To establish the above, a fair amount of work needs to go into educating people; fostering a growth mindset that embraces change, thereby allowing employ-

ees to step out of their comfort zones, and engage in difficult conversations. Respecting different opinions is an important part of this growth process.

Transforming an organisation to embrace diversity and inclusion involves several crucial steps:

1. What are your company’s core values? Once you’ve established it, ensure that it explicitly emphasises diversity, equity, and inclusion. These values should not just live on paper but become the guiding principles of an organisation’s culture.

2. Leadership commitment sets the tone. Leaders must demonstrate a genuine commitment to a company’s core values; leading by example is a solid foundation for others to follow.

3. Designated responsibility - companies should appoint individuals to drive transformation and diversity and inclusion efforts. This role should ensure that these initiatives are not just a matter of meeting regulatory requirements but become ingrained in the organisational culture.

4. Performance appraisals should incorporate diversity and inclusion metrics. This ensures that employees are evaluated based on their commitment to these values. It will reinforce the importance of diversity and inclusion in the organisation.

5. Education and awareness must be driven by tailored programmes that address biases, stereotypes, and prejudices (conscious or unconscious) that individuals may hold. It’s essential to create a safe space for employees to reflect on their biases and learn how to rectify them.

1. Consider establishing programmes that champion diversity, equity, and inclusion and appoint champions who can, in turn, actively promote inclusion within their teams, creating a cascading effect throughout the organisation.

2. Transparency – be transparent about your diversity and inclusion efforts. Share progress, successes, and challenges openly with employees.

3. Employee engagement - encourage open conversations about diversity and inclusion. Also, create platforms where employees can share their experiences, concerns, and suggestions. This engagement fosters a sense of belonging and inclusion.

4. Continuous improvement – it’s important to recognise that diversity and inclusion efforts are an ongoing journey. Regularly evaluate and refine your strategies based on feedback and evolving best practices.

At Schneider Electric, we place a strong focus on understanding and learning from the various cultures within our organisations. Due to the very nature of our business, Schneider Electric has a smorgasbord of engineers, technicians, sales executives, HR, marketing, supply chain and many other roles that support our business. In these roles, we have an equally diverse group of personalities, from introverts to super-extroverts and everything else in between. Across the various business units, teams, committees, and programmes, we encourage these diverse individuals to work together – you’ll be pleasantly surprised at what initiatives an engineer, or a digital expert and an HR employee can come up with when working together.

“Diversity, equity and inclusion (DE&I) endeavours to understand people on a deeper level. When you have a better understanding of others, you can build closer and more effective relationships.”

Furthermore, we provide our employees with opportunities to diversify and even change career paths. For example, many of our senior executives are today responsible for vastly different portfolios from those when they initially joined the company, reflecting again that unique capabilities and strengths are both encouraged and recognised.

Providing flexibility is also encouraged within the organisation. The pandemic has taught us that with the help of technology we can be equally productive at home, in a coffee shop or at the office. These flexible work policies go a long way, for example, in helping working moms juggle their careers while prioritising the wellbeing of their children.

Our South African offices serve as the headquarters of our operations throughout the entire Anglophone Africa cluster which includes 24 countries. This means that beyond accepting and celebrating our own diverse cultures and heritage we must also consider the already diverse cultures of our colleagues from East, West and Southern Africa.

Bringing the discussion back to Schneider Electric’s B-BBEE status; the complexity of maintaining Level 1 is compounded by the constantly evolving nature of government regulations, BEE codes, and scoring methodologies. Schneider Electric has adapted to these changes, even when the landscape has shifted, again highlighting the company’s continued commitment to meeting set compliance requirements as a base line, whilst ensuring that the impact is much broader than just ticking the boxes.

To this end, as an organisation we must continuously assess our internal operations and seek ways to enhance our scorecard. In terms of corporate social investment and socio-economic development, the fifth B-BBEE pillar, we must continue to evaluate how we are making a positive impact in society and who we are supporting, in the true spirit of our mission and purpose, which is #lifeison.

In conclusion: McKinsey, in a recent report, listed ‘making meaningful progress on diversity, equity and inclusion’ as one of the top ten shifts transforming organisations today - it is therefore clear that DE&I is not only the right thing to do, but also makes sound business sense.

MALATJI ON THE ROAD TO MAKING METHANO GROUP THE LEADING EPCM FIRM IN AFRICA Sereme Joel Sereme Joel

BY FIONA WAKELIN & KOKETSO MAMABOLO

The successes of transformation, and the hopes of those who cast their ballots 30 years ago, have materialised in many ways. In the world of business, brilliant and visionary black leaders represent the aspirations and the realisation of a dream where everyone can pursue the economic opportunities of post-1994 South Africa, finding their niche and taking others with them as they rise to the top. One such leader is Sereme Joel Malatji, the CEO of the thriving Methano Group and the 2023 Top Empowered Business Leader of the Year.

Whether it’s engaging with employees, communities or clients, trust and authenticity are two central tenets to Sereme’s leadership philosophy. A results-driven leader, Sereme prefers to assume the best in people - that they will deliver on their promises. Besides how empowering this can be for employees, it also allows him to not have to be everywhere, which means he can focus on the bigger picture without having to worry about whether or not everyone is playing their role.

“I let them operate on their own and deliver the results,” says Sereme.

This sincere optimism shines on more than just the 108 people who have helped make Methano Group so successful. Sereme sees the possibilities and speaks with confidence when he explains why the realisation of the country’s new dream is possible. This is a dream where unemployment is low. A dream where even more people can be like Sereme, running their own Methano Group, which offers Engineering, Procurement and Construction Management (EPCM) solutions for various industries.

“I believe that the eradication of unemployment is highly possible, we just need to make sure that we get everybody to work together and drive the vision,” explains Sereme. This is a vision of South Africa which has overcome its challenges. A country free of crime and poverty. This will require a great deal of socio-economic development with entrepreneurs playing their part. Sereme believes the picture has changed for entrepreneurs. Starting your own business, however big or small, is more of an option than it used to be.

“I think we are at the right level right now, the momentum is good. We just need to really believe in ourselves. We need to drive the action and not get convinced that we can’t do what China did. I think we need to have strong faith in ourselves and just do it. It’s really feasible,” he says. He’s reflecting on how

economic development can lift millions of people out of poverty if it’s done right, and lessons are learnt from those who’ve done it before.

INNOVATING FOR A COMPETITIVE ADVANTAGE

The ethos of trust and authenticity is clear when Sereme reflects on winning the Top Empowerment Business Leader of the Year, choosing to acknowledge what it has meant for the people around him rather than himself.

“This has actually been a very exciting moment for us as a team, the whole company, the community that we work in, everybody who is associated with us in the journey; we are really humbled by the achievement.”

Winning the award has also imbued an increased energy into Methano Group and given them the feeling that their hard work is worth it. While their work also covers the renewable energy and water industries, the company mainly focuses on developing solutions for the mining sector.

“We develop the infrastructure that actually enables mining operations to do the production, and that is in the form of the infrastructure, like conveyor beltswe’ve got a professional that actually develops those conveyor belts,” explains Sereme.

“We help in building plants, project management, in doing feasibility studies to get insight into whether the project is worth investing in. In order to do that you require a diverse group of multidisciplinary professionals, and we’ve got that in-house, as part of our resources. We package products within those varying inputs, in terms of diverse professionals, and we package it in the form of a solution to our client.”

“Reflecting back, I think initially when we started we said we are looking for a diverse group of people that can work together towards one goal. And we have successfully achieved that by making sure that we recruit a diverse group of professionals in terms of age; we recruit young graduates and blend them with the

senior professionals. We make sure that we embrace the rich diversity that South Africa is blessed with.” This also comes with a positive competitive spirit in the workplace which fuels innovation. The positive feedback from their clients lets them know that they are getting the mix right.

“When we reflect back at the head office we feel like, ‘wow, it’s actually working,’ diversity really gives us the results.” And this innovative spirit is what contributes to connecting Methano Group with new clients, leveraging the success of each successive project they were able to quadruple their revenue in just five years.

Their competitive advantage is driven not only by that ability to find innovative solutions for each project and deliver but also by their pricing model and, most importantly, the people who create those solutions and deliver to the clients. When Methano Group is recruiting they look for people with diverse backgrounds, not just their qualifications. They ask themselves what unique value each individual can bring to the company and seek out people who are willing to learn from others.

Their competitive advantage is driven not only by that ability to find innovative solutions for each project and deliver, but also by their pricing model and, most importantly, the people who create those solutions

MAKING A MARK ON THE CONTINENT

Methano Group operates across the country with an interest in expanding across the SADC region. Indeed, Sereme has plans on Methano Group becoming the leading EPCM firm in Africa. With the work they’re already doing in other regions, adapting to the environment and finding people who know the landscape well is an important part of Methano’s approach, feeding into the already collaborative, internal spirit.

“So, we don’t invade an environment and just expect that because we have been doing it in another area that the same rules will apply. As part of our environmental scanning, we go in there and get the people that are based in those regions to collaborate with us. They help us with a lot of things, they will tell us about the culture of the environment, they will be with us in sessions where they will contribute to creating the environment. At the same time, we are learning.

“Our people get to understand different cultures and that is what brings that excitement in the office environment where people go: ‘Hey, what do you think about that? It’s actually something new to me,’ and then the guys really start to have fun,” explains Sereme.

He believes that the African Continental Free Trade Agreement is an excellent, long overdue way for local businesses to expand into others with less red tape and more incentives for intra-African trade, with more foreign investment coming into the country. This is why Sereme is fascinated with learning more about private equity and how it can shift the local landscape, with

South Africans setting the parameters and foreign investors bridging the capital shortfall.

“I am passionate about the fact that South Africa requires a serious capital injection in the form of investment, and that will be very critical for the growth of our country. That is a goal that I have made for myself to really understand the private equity sector. As a business leader, from time to time, you need to think out of the box - how you can raise capital to make sure that you reach certain targets in the form of new markets.”

The growth and the potential for growth excites Sereme:

“I think we are definitely moving in the direction of growing as a global entity. The fact that we are moving into areas like Zambia is really exciting for us. To operate in a different environment, a different currency with different challenges.”

The economic opportunities are out there and Sereme’s message to young entrepreneurs is one which encourages self-belief. Dreams can be realised, they need to move with authenticity and trust themselves.

“I think young people need to know that they’ve got in themselves. It’s somewhere in you. When you think about it, jump on it, and have faith in yourself. There is nobody who is going to tell you that you’ve got what it takes. You first have to believe in yourself and get into it and make it happen. And don’t be apologetic about it, it’s doable.”

The economic opportunities are out there and Sereme’s message to young entrepreneurs is one which encourages self-belief “

MPUMALANGA ECONOMIC GROWTH AGENCY

Growing the economy in the place of the rising sun

TThe Mpumalanga Economic Development Agency (MEGA) is an entity of the Mpumalanga Department of Economic Development and Tourism. The entity itself was borne of a merger of three institutions: The Mpumalanga Economic Growth Agency (the former MEGA), responsible for funding small, medium and micro-enterprises, promoting trade and investment and property management; the Mpumalanga Agricultural Development Corporation (MADC),

responsible for financing and growing agricultural projects; and the Mpumalanga Housing Finance Company (MFHCo), which was responsible for housing finance.

The mandate of MEGA is to provide business loan funding; agro-processing, primary and secondary agriculture, home loan facility; to promote trade and investment; and property and infrastructure development and management in Mpumalanga. Furthermore, the Agency invests in strategic projects that require an equity partner, such as the Tekwane Citrus Farm, Nkomati Anthracite and Loopspruit Wine Estate.

Products and Services offered for enterprise development

MEGA offers the following products and services to enterprises:

• Loan funding, through term loans

• Bridging finance, linked to an existing contract

• Implementation of Provincial Government Programmes such as the Premier Youth Development Fund

• Provide home loan facility

• Financing of solar system

• Facilitate foreign trade investment and promotion

• Provide business aftercare and support

• Property management and development

Qualifying criteria

• Applicant with a viability business case

• Businesses must comply with all relevant industry laws and regulations

• The business must be owned by South African (SA) citizens who have a valid SA ID document and be at least 18 years of age and must have the necessary contractual capacity;

• The business must create a reasonable number of jobs

• The business must be located and operate within the borders of Mpumalanga Province

• Business with meaningful participation of women, youth and persons with disabilities will be viewed more favourably

• The applicant must exhibit a reasonable credit record

• The business must be registered with CIPC, except for emerging/ small-scale farmers

• The business entity shall not have been put under judicial management

• The applicant must have access to land (leased, communal, usufruct or owned) and/or access to production facilities

Message from Mr Thulani Nobela, Trade and Investment Promotion General Manager

The Trade and Investment Promotion Division, promotes the Mpumalanga Province as an Investment destination and Foreign Trade and Logistics Hub, within various sectors and numerous industries, as the world class investment destination. Foreign Trade Promotion focuses on developing and promoting export trade from the Province and facilitating trade along the MDC.

“Through the Trade and Investment Promotion Division, the focus is to promote the Mpumalanga Province to international investors who will contribute towards creating a positive economic impact within the Province, while also playing a pivotal role of providing export opportunities for the local businesses. The Division is planning to use the upcoming trade fairs during the year to promote more companies, the People of Mpumalanga must be on the lookout to ensure that they participate”. General Manager: Thulani Nobela.

Message from Erick Nyathikazi, Properties and Infrastructure Division

The Division is responsible for three main functions, namely, properties and infrastructure division. The core purpose of the division is to utilise the MEGA/ Provincial property portfolio and infrastructure assets to advance growth and economic development within the Mpumalanga Province. While addressing the above: “Most of the properties under MEGA’s management were inherited from the former self-governing administrations of Kangwane and Kwandebele and are old. Buildings and infrastructure were constructed in the 1980’s and after being taken over were not properly managed and/or maintained. Currently a lot of them are dilapidated and require massive capital injection to be brought to their former glory.

“To ensure a vibrant property portfolio, the Entity has developed and adopted aproperty turn-around strategy that will ensure that MEGA owns and manages a profitable, financially sustainable, and a growing and diverse property portfolio. Amongst the major shortcomings to be addressed as a matter of priority is in (the area of) property and facilities management. Inadequate property and facilities management is directly responsible for the decline in rental and related revenue thatthe entity has been experiencing in the last 10 years. This deficiency also often leads to permanent damage or loss of assets. In response, senior managementwithin the Properties and Infrastructure Division has developed and secured approval of a property and facilities management policy and detailed operatingprocedures that shall ensure effective management throughout each property’s life cycle. These are currently being diligently implemented. The entity has alsoappointment a facilities and utilit ies management company to take over the operational aspects of managing Ekandustria industrial estate, which is MEGA’s largest revenue generator by far. The Division is also being capacitated with the relevant technical expertise to enable it to better manage all existing assets anddevelop a strong pipeline of property development and infrastructure projects thatwill secure MEGA’s long-term future”. General Manager: Erick Nyathikazi

Message from Ms Cynthia Nkuna, Funding Division General Manager

The Funding Division is the core unit within MEGA which provides funding in respect of housing loan facility, solar system, business and agricultural loans and as well as implementation of the Provincial government programmes.

“The Funding team is focusing on the implementation of the Premier Youth Development Fund, to ensure that more young people get an opportunity to participate within the economy, build their legacy and help in job creation. One of the major challenges will always be budget constraints for direct lending, however, as a Division we are working on forming strategic partnerships to help raise funds. We are excited to be finalising the product development and implementation of the “solar system facility”, which will be rolled out and available for the end-user before the end of the year 2024”.

General Manager: Cynthia Nkuna

Message from the CEO, Mr Isaac Mahlangu

It takes a while for us to address the elephant in the room, that is, youth entrepreneurship, the challenges faced by start-up business and the important role played by entrepreneurs within the Mpumalanga Province economy.

What we now need to re-consider earnestly is the strategies and or tactics to make agriculture attractive for the youth. The youth is an important player in society. MEGA seeks to fund and provide business aftercare to entrepreneurs who live a life of service, who recognise the gaps, the inequities, and the needs in our communities and then imagine how life could, or should be, and work toward that end – seeking change that brings human flourishing, wholeness, and harmony. I believe we are where we are today due largely to the consensus that working together we can do more. I believe it is in this context that we should respond to the call for cooperation.

We can do better. We must do better. Comfortable inaction is what we must avoid.

MEGA is responsible for the implementation of the Premier Youth Development Fund (PYDF), the fund targets youth-owned businesses operating within the Province. The Premier Youth Development Fund (PYDF) is one of the flagship projects to realise the Vision 2030. The strategic focus of the PYDF is on enterprise development as a key strategy that will increase economic opportunities for, and participation by Mpumalanga youth in nation-building.

Through the fund young people have benefited to start and also to scale up their business, through the fund the Province has been able to create sustainable jobs and help to curb the high youth unemployment rate.

There must be adequate youth empowerment programmes similar to PYDF, infrastructure investments and dedication to digital innovation to help stimulate job creation, lift communities out of poverty and reduce inequality within South Africa. Key success factors for youth economic empowerment, are as follows:

• A collaborative and participatory approach is necessary to ensure youth development and participation in policy formulation and instilling citizenship amongst youths;

• Youth must be the targeted group in all public and private interventions focused on economic development and empowerment;

• The responsibility of youth economic empowerment should be a shared obligation amongst all stakeholders and implementing agents to ensure strong coordination and cooperation for the success;

• The youth must have improved access to economic information to ensure their development and for them to contribute positively to the country’s economic and social development.

As I said, we can only get it right by working together. This applies to all the areas that I have touched on: from strong capital injection into youth enterprises across various sectors today to better growth tomorrow, attracting strategic partners for the MEGA infrastructure refurbishment, forming collaboration with foreign investors to facilitate economic growth and access to broader market opportunities so that we live in today, to the better world we can create in the future. This new approach to youth development is urgently needed to boost growth and generate confidence in our common future.

In an interview with Sanlam’s CTO, Ray-Ann Sedres, we learn that she defines success by the impact she makes within her role and is driven by her belief in making a meaningful difference and aligning business objectives with societal impact. To keep her team motivated, Ray-Ann emphasises genuine interest in each team member, regular one-on-one engagements, and acknowledges and celebrates successes, no matter how small, while maintaining a strong presence within the team.

Please outline what your role as CTO entails.

“My role involves ensuring that the business promotes inclusion, diversity, and equity across all territories in which it operates. This encompasses all stakeholders throughout the entire Sanlam value chain. Additionally, I am responsible for executing socio-economic transformation interventions across the business, aligning them with the organisational strategy, and ensuring compliance with the legislative requirements of the countries in which we operate.”

Sanlam is committed to SMME development.

The Small Medium and Micro Enterprises (SMME) sector is critical in driving the economic growth of a country.

“At Sanlam, we believe that this sector is a key driver for job creation and stimulating

RAY-ANN SEDRES, CHIEF TRANSFORMATION OFFICER, SANLAM

Driving inclusion, diversity and equity

economic growth.” Through the Sanlam short term insurance businesses we have SMMEs playing a crucial role in providing goods and services to our client commitments. Naturally it makes sense for us to be invested in strengthening the very sector we depend on.”

Over the years Sanlam has provided a variety of support, funding and market access opportunities through various of initiatives. These opportunities can be accessed by visiting the Sanlam Transformation, Sanlam Sustainability and Sanlam Foundation websites.

What are Sanlam’s key policies that ensure diversity, equity and inclusion (DEI) are embedded in everyday practice?

The group has a DEI Framework that is embedded into people practices, processes and systems. This framework is brought to life by the implementation of the respective policies from a staffing, supply chain and transformation initiatives perspective. Governance structures are set in place to oversee the various implementations and are reported on a quarterly basis to the respective Sanlam Board committees. DEI and B (referring to belonging) is embedded into our culture and lived through our values.”

What have been some of your most memorable moments as Chief Transformation Officer?

“Undoubtedly, the most fulfilling aspect is witnessing the tangible impact of initiatives aimed at addressing the socio-economic challenges within our society and economy. One of the standout moments during my tenure at the Sanlam Group Transformation

“Undoubtedly, the most fulfilling aspect is witnessing the tangible impact of initiatives aimed at addressing the socio-economic challenges within our society and economy.”

Office occurred in 2023. We successfully launched two new programmes aimed at tackling youth unemployment by fostering the development of Small, Medium, and Micro Enterprises (SMMEs). Our initiatives specifically targeted the tourism sector, focusing on equipping young individuals with skills tailored for the Gig Economy. Through the ‘Youth 4 Tourism’ programme, we aimed to not only create job opportunities for the youth but also drive growth within the tourism sector. And our partnership with Sanparks where we are piloting a 0% interest based funding mechanism to support Sanparks Supply chain to be able to deliver on procurement opportunities provided to them.”

The programme can be viewed here: Sanparks Sanlam SMME rural support programme

What are some of your exciting plans for 2024?

Sanlam’s focus for 2024 remains the SMME sector.

“We continue to embed a SMME ecosystem with the group where we able to support SMMEs to derisk their businesses. Watch the space… more to follow!”

THRIVING SMME s

AfroBotanics

AfroBotanics manufactures and retails personal care and home care products using African botanical ingredients. Started in 2011 with a range of 5 products, AfroBotanics now has over 60 products available in almost 1000 stores in South Africa and neighboring countries.

AfroBotanics remains a 100% black woman owned business operating in Midrand and turned over $1-million for the first time in 2018. Clicks is the company’s main retail partner. AfroBotanics has mainly been focused on personal care products such as hair and body, but has recently moved into house care, with the launch of its RainDrops eco-friendly cleaning range dropping in Clicks from September 2019. The next goals for AfroBotanics is to go into health products such a raw botanical supplements as well as launching its global range ‘Buntu’ in the EU and USA markets, taking the age-old African philosophy and way of being to

the world. We employ 15 people, 90% ofwhom are young people under 35 years of age, with an even gender split. AfroBotanics is committed to Sustainable Development Goal 5 - Gender Equality - and aims to make AfroBotanics a majority female employee company.

AfroBotanics is founded on the values of community and giving back, as a company, AfroBotanics believes that it has an inherent duty to build Africa. It does this by sourcing ingredients in a manner the empowers rural women, who are most of the time excluded economically. And through initiatives such as the #BossingUp Seminars by its Girl Boss Brand and its recently launched African Women Rock Podcast www.africanwomenrock.com that hopes to inspire more women into entrepreneurship.

Bonolo Mashilo

BMashilo Designs is an established brand that specialises in women’s ready to wear, African print and red-carpet apparel. The brand caters to South African women who prioritis equality, fit and customer experience and offers a variety of custom-made garments tailored to the client’s specific needs along with personal styling services. With silhouette flattering dresses and tailored suits and dresses, we focus entirely on garment execution, quality, and attention to detail.

The brand’s main focus has always been on using high-quality fabric and hand-stitched detail techniques to make timeless garments. We pride ourselves in offering a variety of custom-made garments tailored specifically to every client’s needs. We understand the important milestones such as weddings, graduation ceremonies, baby showers and matric dances. So, at BMashiloDesigns we are here to make your garment look as memorable as the occasion itself.

We also cater to the high fashion events such as The Durban July for all the glamorous ladies, to sophisticated corporate wear for the working woman, to everyday off the rack items for pregnant moms, ladies on the go, and all kinds of exclusive looks.

At BMashiloDesigns we’ve got your wardrobe styled and covered.

bmashilodesigns.com

www.bmashilodesigns.com

@bmashilodesigns

Innoble

nnoble has developed a single platform to simplify the compliance burden, abstract away the middle men and match opportunities to small businesses with the support to secure them. Our mission is to assist 1 million African small businesses to trade across Africa, the one platform to enable them to enter the country, unlock opportunities and get the necessary financial and business support.

OUR PRODUCTS

Compliance Check

provide our client with an efficient check on the validity of all compliance related documentation before applying for any opportunity.

Supply chain network

We focus on providing our client with credible, compliant and trustworthy network of local suppliers who are ready to provide the best value and quality when sourcing supplies.

Funding access

We aim at providing our clients with the best funding options in order to maximise business productivity, growth, performance and sustainability.

OUR SERVICES

We have an end to end solution to make finding new compliant suppliers seamless:

You describe the compliance goal and provide the requirements needed for your procurement department. Innoble then ensures all suppliers are vetted and checked before alerting the buyer when a new vender is ready to interact with the buyer. Innoble will proactively notify the buyer and the supplier once they fall out of compliance and then provide them with the additional support required to get compliant again.

OUR SUPPLIERS

You We use a simple goal orientated process to ensure we focus on the individual supplier and their stage of business. We assist suppliers to access a buying department, tender, or procurement opportunity. We conduct compliance verification checks and provide an automated compliance report to inform them if they’re compliant or not. We have compliant officers to ensure they get the right support to be compliant through ourecosystem. We provide an ecosystem to support the journey of the supplier to maintain their compliance status. The ecosystem includes accountants, insurance brokers and funding institutes. cheslin@innoble.co.za 021

Hazees Car World

Hazees Car World is a licensed and approved pre-owned dealership. We are accredited with the AA so customers have peace of mind when purchasing a vehicle from us

The company initially started wholesaling vehicles on a rather small scale. In 2017 we made the move from Pretoria to Cape Town. Starting up a new business in a new city brought with it a lot of challenges, however with hard work, determination and dedication we finally were able to break through and capture a large part of the market in a short space of time.

January 2019 was the magical moment when the dealership doors of Hazees Car World opened. We are based in Strand in Western Cape but deliver nationwide. We strive to give our clients the best service, as our goal is to build long term relationships with each one of them.

021 100 3134

fiona@hcworld.co.za

www.hcworld.co.za

KPH Quantity Surveyors

PH Quantity Surveyors (KPHQS) is 100% black female-owned with operations countrywide. They’re independent professional consultants in construction and property development, advising clients on affordable and viable project strategies, while maintaining high levels of estimation and management of costs.

KPHQS recognises that gender disparity still exists, and whilst offering equal career opportunities for persons of all gender, it prioritises investment in and promotes women empowerment through recruitment, retention, career mobility, mentoring and development training, with the aim of increasing the proportion of skilled females in the industry.

CSI is part of KPHQS’ business strategy and speaks to two of its core values, namely collaboration and accountability. Given the large number of women-headed households today, KPHQS intends to enter into strategic partnerships with social initiatives promoting gender empowerment via access to learning and development opportunities, including early development phases.

087 152 4000

info@kphqs.com

www.kphqs.com

Empowering SMMEs for Sustainable Growth and Biodiversity Conservation

By Karl Socikwa, Group Executive: Market Development & Sustainability at Sanlam

The symbiotic relationship between SMMEs and SANParks is evident in the economic contributions of the country’s major national parks, estimated to be around R3 billion annually. The economic impact translates into job creation and retention within the SMME sector, benefiting local communities and fostering sustainable development.

This is a core reason that we at Sanlam launched our partnership with South African National Parks (SANParks). Starting in the Kruger National Park, we aim to further boost this contribution to the economy and transform the lives of thousands of South Africans who are involved with the SMMEs that surround and support one of our nation’s most treasured wildlife areas.

The Sanlam SANParks SMME Support Programme is a transformative initiative that bridges economic growth and biodiversity conservation. The success of this initiative relies on the collective efforts of Sanlam, SANParks, local communities, and the public and private sectors.

Through the R10-million Sanlam SANParks SMME Support Programme, we’ll provide SMMEs with access to:

market finance

and business development support.

By creating sustainable businesses through supply chain finance, this initiative enriches the economic landscape while also contributing to the conservation of South Africa’s biodiversity.

One of the primary objectives of the programme is to offer interestfree loans and business development support to targeted SMMEs

identified in SANParks’ overall supply management plan. The programme’s implementation is supported by I AM AN ENTREPRENEUR (IAAE), a reputable enterprise development agency experienced in empowering entrepreneurs to grow their businesses.

The importance of SMMEs in fostering economic growth is complemented by Sanlam’s extensive socio-economic transformation strategy. Over the years, Sanlam has supported thousands of jobs through its Group Enterprise and Supplier Development (ESD) programme, demonstrating the tangible impacts of its commitment to inclusive growth.

It is essential to recognise that economic growth and environmental conservation are intertwined. Sustainable development requires a delicate balance between economic progress and the preservation of natural resources. The Sanlam SANParks SMME Support Programme embodies this balance by empowering SMMEs to contribute to the preservation of our national parks.

By supporting SMMEs, we pave the way for a prosperous future that celebrates economic growth and environmental stewardship. Together, we can create a legacy that benefits generations to come, harmonising the needs of people, planet, and prosperity.

Empowering South Africa’s Youth for Tourism and Economic Transformation

by Ray-Ann Sedres, Sanlam Chief Transformation Officer

With the World Travel and Tourism Council projecting significant growth in Africa’s travel and tourism sector, the #Youth4Tourism initiative comes at a crucial time. Launched by the Youth Employment Service (YES) and Sanlam, we believe this initiative has the potential to be a game-changer for South Africa’s tourism industry. By creating over 1000 youth jobs in its first phase and supporting SMEs across the tourism value chain, it aims to harness the potential and talent of our young people to drive economic growth.

The tourism sector, according to Statistics South Africa, is larger than both manufacturing and agriculture, making it a key player in growing our domestic economy. Engaging young people to promote and support tourist attractions through digital content creation, along with upskilling them in the gig economy, can lead to the birth of microentrepreneurs who become the backbone of our economy.

However, there is the sobering reality of South Africa’s unemployment rate and economic transformation, which cannot be understated. Devastatingly, close to 250,000 young people lost their jobs in the first quarter of 2023, bringing the total number of unemployed youth to a staggering 4.9 million.

While the Youth4Tourism initiative represents a collaborative effort to empower young people, and is a beacon of hope for South Africa in the face of these alarming figures, our country still faces significant barriers to youth employment such as limited access to quality education, training, opportunities and the legacy of inequality, leaving many ill-equipped to compete in the rapidly changing job market.

Addressing these obstacles requires a concerted effort from Corporate South Africa. It is about the practical steps we take to build a more inclusive and equitable society. Let us not be discouraged by slow progress; instead, let it be a catalyst for introspection and radical change.

The key to genuine transformation lies in going beyond compliance and scorecards. We need to invest in skill development, empower our youth, boost our tourism sector, and actively work towards creating equal opportunities for all. It is not a task that can be accomplished overnight, nor alone but with strong willingness, commitment, and the dedication of corporates, we can set a benchmark for transformation and job creation, and inspire others to follow suit.

By harnessing the potential of our youth in the tourism industry and revaluating our strategies for economic transformation, we can spark a wave of change that propels South Africa towards a more secure and prosperous future. The #Youth4Tourism initiative presents a unique opportunity to engage the private sector in this transformative journey, creating a win-win situation for both the youth and the nation. Corporates can play a vital role in supporting the #Youth4Tourism initiative by actively engaging in a number of ways such as funding youth jobs, either through innovative placement partners identified by YES or as part of their B-BBEE or social impact initiatives. Businesses can also donate hardware and equipment or identify events, conferences, and content creation opportunities for Youth4Tourism candidates.

The call to action is clear: Businesses across sectors must join the movement to create opportunities for the youth and it is time for corporate South Africa to take the lead, go beyond the numbers, and embody the vision of empowering all Africans to live with confidence. By acting now and acting together, we can make the dream of a prosperous and confident society a reality. Let us be the change we want to see.

Bombela Operating Company CEO, Nthabiseng Kubheka

Making sure everyone feels valued

When Nthabiseng Kubheka began her work as CEO of the Bombela Operating Company the country was in the midst of the COVID-19 pandemic which would have presented a great stumbling block to any leader. Due to the nature of Bombela Operating Company’s 15 year contract, which sees them operating and maintaining the Gautrain system, she was faced with the challenge of keeping the staff motivated and engaged. Keeping everyone aligned to the same goal and vision was key and under her guidance Bombela Operating Company weathered the storm.

She came in equipped with the experience she gained in leadership roles at General Electric and Eskom. Since she began, skills development and diversity, equity and inclusion at the organisation have seen positive developments, with Bombela Operating Company going up from a Level 4 B-BBEE certification to Level 2 and more than half of their staff being

women. Here she explains their work, their partnership with global Frenchorigin company RATP Dev, and the organisation’s approach to diversity, equity and inclusion.

What is Bombela’s Operating Company?

The easiest way to describe us is that we are the operators and maintainers of the Gautrain system. Everything that you see related to the Gautrain, whether it’s the stations where people get their tickets and board the trains, or the trains themselves; the people who drive them; the maintenance that gets done on the trains.

It’s what we do.

Bombela Operating Company has two main shareholders. One, which is the majority shareholder, is a global French public transport organisation called RATP Dev. And that’s the majority shareholder, and then the BEE shareholder - local shareholders - to make sure that the company itself is representative of South Africa, but also

that we can gain the expertise across the two countries between France and South Africa. We have about ten stations that we are operating. We have two depots: the train depot which houses the maintenance workshop where we do maintenance on the trains every night, because the service runs up to a certain time. But every night, between 11pm and 4am, are engineering hours. And that is quick maintenance so that the trains are ready for the next morning when the service starts. It’s quite important that gets done. And then obviously any other major overhauls are then planned.

Our fleet includes 24 train sets. At any given time we need 21 to run the service. Then we have opportunities to do major maintenance on the three that could be in the workshop during the day when the service is running and if there are any failures - for instance, if weather conditions affect the operations - then we are able to remove one train that has failed and insert another one immediately so that the impact to the customers is then minimised.

What is your relationship with RATP Dev?

At the beginning of this South Africa had not built a very fast rail or rapid rail system. No experience of running a multimodal system. And Paris is a good example of how such a system works. Not necessarily rapid rail, but a multimodal system where there’s a clear collaboration between the authorities and a private company that can do this.

Initially when we started, the benefit was really bringing the expertise into South Africa to set things up, develop processes, procedures and help answer questions such as: ‘How do we do this? How do you run a system like this within operations or maintenance, the feeder system?’. At the beginning there was a slightly higher contingent of French people who actually came here to help set things up, whilst a focus was also on the employment of local people, local engineers, train drivers, conductors, customer services agents that would then be trained to run the system.

Where we are today, we sit with a team which is about 98% South African and the executive committee. We only have one person who is still from France, but, so we are at a point where the skills transfer has happened. We’ve got South Africans who, when they joined, came from entities like Spoornet, which is now Transnetmost of our staff come from there. They are people who came with the experience, but they just needed the expertise of running this system, which was a unique system at that time. Today we’ve got a very South African and transformed organisation. But the

benefit of being part of the RATP Dev Group is exactly that when there’s an issue here, for instance, an issue that we are experiencing for the first time and we’ve never dealt with it, our team would, even with their own experience, have never dealt with something like that. There’s always someone to call on because it’s not just about headquarters in Paris, but RATP Dev is in 15 countries.

It’s already in Egypt, in Morocco, so we’ve also got neighbouring countries where we can tap in and say, ‘We’ve got this initiative going, do you have any ideas - have you tried something like that before?’ So it gives us the backing of a very highly experienced organisation that has been in operation for more than 70 years and operates in 15 countries with 24 000 employees all over those 15 countries. So there’s nothing that we will deal with that has never been dealt with elsewhere.

And obviously the scale also enables the group to then keep on innovating and coming up with new ways of doing things. And we benefit from that. As one entity you can’t really spend a lot of time researching, innovating, all sorts of solutions, but with the scale of a bigger organisation, you’re able to do that because then cost can be shared and we’re able to all benefit equally from that. So I would say that’s for me a key contributor or key benefit of being part of that.

And also for us - and myself as the CEO of the company, the leadership team in this company, our teamsthey’ve got an opportunity as well. We do get opportunities to then go and

experience what happens in other entities. So you also are able to have that international kind of experience, you know, spend time, whatever the time is, on assignments if you have to, so that you come back and you are broadened in terms of how you see things, or your perspective is broadened on solutions that you come up with for the company. And we do this quite often. We work very closely with the group. And the main thing for me that keeps us close is to just keep on honing our skills.

And certainly there’s a lot to be learned from this team as well from the other entities outside of South Africa. We are at a point where we’ve got some of the expertise that is unique to us because what we are, what we are operating, is not what you would find in Paris. It’s not what you find in the US. So if the US is now tendering for a rail contract, we are almost a go-to kind of business and a reference point. So even in that instance for our teams, it’s quite exciting to know that, you know, you are now seen as this group of knowledgeable people that can contribute beyond just what you do here. But we’ve got an opportunity as well to do something else in another country with different cultures and different lessons that come from experiences like that.

What is your approach to diversity, equity and inclusion?

For me, the topic of diversity, equity and inclusion is one of deliberate action. It’s not one about talking because we can talk and say a lot of things, you can show up and, by virtue of you being female, there are wrong assumptions being made that you’re going to be driving things like that, which is not necessarily also the case. It was very

important that I made this very clear to my team that, for me, this is one of the things we’re going to measure. It is not just going to happen by natural osmosis, moving from one area to another. It will happen because we’ve thought about it and we need to do what we need to do.

When I joined, the company was already doing well in terms of representation. In terms of youth, we still have a good number of young people in the company. We had a high number of black people in the company; we had females. But for me, once you are there, then the next thing is, ‘Okay, we have females but what are they doing?’ If all the females are in HR, and in maintenance we’ve got only males, it’s not right. It requires that you remove yourself from being bombarded with information because high level numbers can give you a wrong sense of good. We need to really go down to analysing where we are seeing this equity. Where are we seeing the diversity? Is it in the right areas?

What we then did in 2021 was we said ‘Okay, we’ve got concerns around our drivers. We’ve got concerns around our conductors, who are the people that are with the drivers in the trains?’ And in maintenance, at the supervisory level, it was only males.

In those areas, we said we must definitely bring in more females. In middle management as well, it was mainly males, even though there’s a good number of black employees but mainly still male. Deliberate action was required on how we were going to do it, how we were going to get it right and you can see the change. These are key topics for me. I mean, personally, it’s a personal objective that I have to do on a daily basis. This is a topic I need to drive. But balance - make sure that everyone feels valued at the end of the day.

Bombela Operating Company is the South African branch of RATP Dev, a leading global expert in the operation and maintenance of passenger transport systems worldwide. With 24 000 employees and operations in 15 countries, the company transports 1.5-billion passengers every year.

Since 2007, Bombela Operating Company has set a new standard for sustainable and smart cities in South Africa and has played a pivotal role in continuous improvement of the overall transport landscape in the country.

The company operates and maintains long and short-distance transportation networks for the residents of Gauteng, including the rapid rail system Gautrain. One of its kind, the 160 km per hour highspeed Gautrain connects Johannesburg and Pretoria in just 42 minutes. Through high standards of day-to-day operational efficiency, Gautrain’s passengers are assured of a punctual, reliable, and accessible railway network and clean, well-managed and safe stations, which remain unmatched in South Africa, with a 99% train service availability, 98% punctuality as well as real-time information and an optimised system infrastructure condition. Gautrain is also the heart of a multimodal transportation network which notably includes a fleet of 125 Gautrain buses as well as 23 Midibuses, to the benefit of Gauteng’s citizens.

As an operator, Bombela Operating Company has been instrumental in localising skills and creating new employment and training opportunities. About 1 800 contractor employees work daily to ensure seamless operations on the Gautrain’s network. Bombela Operating Company (BOC) is also proud to employ more than 500 employees directly and embody the values of diversity, equity and inclusion, with youth representing 35% of its workforce

BOMBELA OPERATING COMPANY Building a dream

and over 60% of the Executive Committee members being females. In a competitive male-dominated industry, BOC has achieved balanced gender representation (51% female and 49% male) across the business. Over 37% of women work in the engineering fields and in the operations, while 59% of conductors and 24% of train drivers are women. Investment in learning and development initiatives for BOC staff creates an enabling environment for growth and career opportunities within the company.

Bombela Operating Company also plays a pivotal role in the community, through its engagements with numerous non-profit organisations such as New Jerusalem Home, Bus Service Provider or Girls on The Move, addressing school learners. In Alexandra, a township located near a Gautrain station, the company supports Ponelopele in particular, which ensures underprivileged children receive a meal before and after school and the Sizanani Centre which provides mentorship programmes for high school and university students. Currently about 18 young people are benefitting from the full tertiary education scholarships offered by BOC in various academic study fields. With the coming extension of the Gautrain system and rail infrastructure

modernisation being identified as a key priority by the South African government for the years to come, Bombela Operating Company is ready to support, at a broader level, the tailoring of new solutions improving operational and financial efficiency and guaranteeing the best quality of service for South African citizens.

Bombela Operating Company

1 Alsatian Road

Off Allandale Road Midrand

+27 (0) 11 253 0000

+27 (0) 11 253 0099

boccommunications@bombelaop.co.za

www.bombelaop.com

Bombela Operating Company

As the country gears up to celebrate 30 years of democracy, we caught up with Kershini Govender, Executive Head: Transformation and Strategy at Nedbank, to hear how Nedbank has championed transformation in the banking sector.

As we approach 27 April and the 30th anniversary of South Africa’s democracy, can you tell us about Nedbank’s approach to transformation? Nedbank's approach to transformation centres on purpose-led initiatives that transcend legislation and are aimed at creating meaningful and sustainable impact. We evolve our approach to accommodate shifts in the socioeconomic, financial and regulatory landscapes, whilst being mindful of the synergy created by leveraging the four capitals including – human, socioeconomic, financial, and leadership, which are underpinned by the elements of the Financial Sector Code. At Nedbank, we are deeply committed to driving strategic transformation within the banking sector and playing a pivotal role in advancing economic empowerment and inclusivity. Through various initiatives, including our B-BBEE strategies, enterprise development programmes, and targeted investments in underrepresented communities, we are working to create opportunities for

CHAMPIONING TRANSFORMATION IN THE BANKING SECTOR

Q&A with Kershini Govender, Executive Head: Transformation and Strategy, Nedbank

all South Africans to thrive in the financial sector and globally.

By measuring our initiatives against the United Nations Sustainable Development Goals (SDGs) we too are committed to ending poverty, protecting the planet, and improving the lives and prospects of everyone, everywhere. Nedbank has prioritised nine of the 17 SDGs in which we can deliver meaningful and measurable impact through our core business.

Can you share some proof points of the achievements in 2023 which Nedbank is most proud of?

We are guided by the principle that transformation is much more than compliance with any codes or a tick-box exercise to ensure business meets the minimum compliance standard; it is a moral and business imperative that contributes to a sustainable future for all, ensuring a shared value approach for Nedbank and its stakeholders. Nedbank’s Level 1 achievement, for the 6th consecutive year, is a culmination of some key achievements illustrated below:

• Over R1 110-million investment in education and skills development programmes for black people to empower youth and facilitate their entry into the workforce. Over 2 800 unemployed young people entered the world of

work as Nedbank inducted its 2023 cohort into the Youth Employment Service (YES) programme. The launch brings the number of work experience opportunities created by Nedbank since 2019 to over 10 000

• A 9.82% increase in weighted procurement spend on B-BBEE, thus empowering suppliers, and a 47.3% increase in spend with small and medium-sized enterprises (SMEs)

• Over R26-million invested in strategic partnerships with SMEs to foster economic empowerment and job creation, over R88-million in socio-economic development, and over R26-million in external bursaries.

We also seek to entrench transformation within our organisational culture that enhances our commitment as a corporate citizen and ensures that we are a bank for all, servicing the needs of our changing client base.

What does transformation mean to you and for Nedbank?

Transformation is integral to our broader business strategy, The power of “N”, as it aligns with our purpose of using financial expertise to do good for individuals, families, businesses, and society. We are committed to:

• Focusing on areas that create value emanating in an improved share of voice enhancing the Nedbank brand

• Delivering market-leading solutions through staff, digital and data through increased electronic access to products and access to affordable housing initiatives

• Leveraging ongoing disruptive market activities through engaging sustainable solutions through financing more than R9.9-billion that supports new and existing blackowned companies, thus creating jobs within the economy

• Driving efficient execution in planning for all scenarios, allowing a state of preparedness when measuring transformational impact across the B-BBEE Scorecard as well as operationally and financially, and;

• Creating a positive impact through a shared-value approach in providing educational opportunities, job creation and sustainable access to the economy for our stakeholders

By mobilising transformation, we drive efficient execution by fulfilling our regulatory obligations and leveraging ongoing disruptive market activities that drive innovation, enhance competitiveness, and build trust with our stakeholders, therefore acting as a catalyst for the inclusive growth we need in the economy.

“The world of banking has been reimagined, and digitisation is at the heart of it all”.

The financial sector is the cornerstone of any economy, supporting consumer resilience and independence and access to finance at affordable rates for both large and small enterprises.

Therefore, how it operates and who is given access, is fundamentally important for inclusive economic growth. As part of our ongoing

commitment to improving access to inclusive financial services, particularly in the low-income market, we have continuously innovated our service offerings. This increased our electronic access from 56% in 2022 to 60% in 2023.

We are dedicated to growing an inclusive economy in which communities flourish and enough job opportunities exist. To achieve this, we provide empowerment financing aimed at improving access to financial services by black farmers and support blackowned businesses from the start-up stage to when they are in their growth phase. We also pay particular attention to black women-owned businesses and black-owned agricultural ventures. By supporting black-owned businesses in various markets, we are helping to ensure that our economy serves all who live in SA.

Last year South Africa marked the 20th anniversary of the promulgation of B-BBEE legislation. What are some of your reflections?

As we reflect on the two decades since the inception of B-BBEE legislation, it's evident that some progress has been made but that there is more to be done as we look to the future. The formative ten years included high growth with the introduction of the B-BBEE strategy in 2003, the B-BBEE Codes of Good Practice in 2007 and the B-BBEE Advisory council in 2009. During this period, there was a rise in B-BBEE transactions across various sectors, including mining, financial services, construction, oil and gas, telecommunications, and food and beverages. These transactions aimed to increase black ownership and participation in the economy. In addition to this, the Employment Equity Act of 1998 regulated affirmative action in the workplace ensuring that black management was advanced whilst addressing historical imbalances.

Subsequently the last 10 years have allowed for a more granular application of B-BBEE, with a skills development focus being clear in the gazetting of Amended Codes of Good Practice in 2013 and a reorientation in the legislation towards enterprise and supplier development and empowering black entrepreneurs. The B-BBEE Commission started operations in 2016 and has uncovered cases of fronting practices under the B-BBEE Act, where companies engage in fraudulent conduct to appear compliant with empowerment requirements while undermining the objectives of the Act. Such corruption undermines the genuine efforts to promote economic transformation and inclusion for black individuals in South Africa.

Ultimately, the journey ahead involves collaborative efforts among businesses, government, and communities to realise the full potential of B-BBEE where true economic transformation becomes a cornerstone in addressing South Africa’s National Development Plan and the global SDGs to foster a more equitable and prosperous society.

Tel: +27 1129 44444

General enquiries: 086 055 5111

www.nedbank.co.za

Social Media @Nedbank

SAVING THE PLANET AND CREATING WORK

How the green economy can solve SA’s youth unemployment crisis

The green economy is an innovative ecosystem that is reducing youth unemployment, as shown in Nedbank initiatives.

Underpinned by its commitments to the green economy, Nedbank’s social and economic development initiatives demonstrate compelling solutions to the challenge of youth unemployment and skilling young people for the jobs of the future.

“In a world where climate change poses an imminent risk to the livelihoods, health and well-being of communities, Nedbank has decided to support initiatives of the green economy that are providing tangible social and economic value, transforming lives and having a measurable impact,” says Poovi Pillay, Nedbank’s Executive Head of Corporate Responsibility.

Statistics continue to paint a disconcerting picture despite some recent gains reported in the latest Quarterly Labour Force Survey which pointed to a reduction in the unemployment rate in Q3 of 2023. Nedbank’s response to this challenge is underpinned by our belief that sustainable socio-economic development is a moral and business imperative. This informs its corporate social investment strategy.

“It has been gratifying to develop and implement an integrated, innovative corporate social investment strategy that is changing the lives of individuals who have needed sometimes quite simple interventions – from skills transfer to work experience opportunities, or capital. “Through our initiatives – and in partnership with individuals, organisations

and social enterprises that are providing sustainable and material benefit to communities and people – we are shifting the dial and seeing the impact that small interventions can play in enhancing the lives of those most in need,” says Pillay.

Flowing from this strategy, a compelling synergy was harnessed with the Nedbank Youth Employment Service (YES) Programme. For some of the roles available, YES youth receive training in the jobs of the future before being deployed to social enterprises in the sustainable energy sector and to non-profit organisations in the environmental conservation sphere.

While some of Nedbank’s YES youth fulfill administrative, HR and data analyst roles

in the bank, some of the youth were deployed to the non-profits WILDTRUST and Africa Foundation. WILDTRUST deploys its YES youth to a range of environmental conservation programmes and initiatives, such as cleaning up Durban Harbour and removing alien vegetation in Verulam, near Durban. The Africa Foundation, which operates in several provinces across the country, has deployed YES youths to schools where pupils from Grade R–10 receive lessons in ecology and exposure to wildlife in the parks.

Through YES, Nedbank is also responding to South Africa’s renewable energy needs. Nedbank funds the training and employment of youth to do this work, in partnership with Afrika Tikkun and KPCares, which have both employed young people to help install solar panels.

PURPOSE IN EACH DROP: Kusini Water Champion, Kabelo Molalatladi, at his water kiosk placed in Hammanskraal, near Pretoria, after a cholera outbreak in the area in March 2023.

Four pillars of the green economy

The Nedbank Foundation has four focus areas that are integral to the green economy’s success, namely, water, agriculture, waste, and energy. Responding to immediate socio-economic needs in rural and peri-urban communities, the Nedbank Foundation supports innovative social enterprises that have created 841 jobs in 2023 alone.

Among the flagship projects are Kusini Water, which sells affordable drinking water in peri-urban communities in seven provinces; a partnership with AgriSA, Timbali Technical Incubator, and Reel Gardening, which support food security, and the scaling of farming activities. In the area of waste management, Nedbank has partnered with, Dziphathu Green Tech, which converts plastic into valuable material.

With the last focus area, energy, the Nedbank Foundation has partnered with In Pursuit Projects and Technology Services which provides alternative energy solutions with a focus on sustainable energy solutions across Africa.

“Marrying Nedbank’s sustainability objectives with the need to address poverty, inequality and unemployment, and supporting SMEs and local communities were key to our approach,” says Pillay.

“We have more work to do to earn the trust and buy-in of local communities – and this will require that communities and the most vulnerable in society are able to share in the value created through green economy initiatives. It’s about demonstrating that environmental stewardship does not mean lower economic growth or fewer job opportunities, as some commentators believe. It is quite the opposite,” says Pillay.

“The green economy is an essential component for both saving the planet as well as stimulating informal economies and creating jobs for young people who have the right skills and attitude needed to secure people's livelihoods and our planet’s future,” Pillay concludes.

Nedbank recognised at the Youth Employment Service’s (YES) inaugural ESG Awards at the ESG Africa Conference. Nedbank’s Executive Head of Transformation and Strategy, Kershini Govender (middle) accepting the accolade on behalf of Nedbank.

M84 GEOTECH

Khomotso MolekeFounding Director of M84 Geotech

M84 Geotech is a geotechnical company that specialises in the supply and installation of rockfall protection and mitigation systems. The company aims to be the industry leader in rockfall and slope stabilisation system installation. While the organisation operates in high-risk locations, they are proud of the highly skilled and well-equipped professionals they work with on their projects and “never compromise on safety.” Top Empowerment publication speaks with the Founding Director, Khomotso Moleke, on how it all began.

Q: Please share with us the journey that led to the founding of M84 Geotech.

The company was founded in 2014 in the mining town of Mokopane, Limpopo. It was my first formal registered business. Before then, I had tried my luck in business doing gardening for the rich suburbs of Mokopane, but that did not last long as I left the business to pursue my business studies.

After my studies, I wanted to put my business knowledge into practice, and M84 Geotech was formed to pursue opportunities at the local mine. Initially, all we wanted to do was be accepted into the vendor database of Anglo American and do business with them. The entrepreneurial road was the one that made sense as a career because I love starting new ventures and seeing them grow.

Q: The name M84 Geotech is interesting; where did it come from?

The company was known as Destiny World before, so when we made the decision to focus on one area of specialisation, I wanted a name that would speak to what we do but also be one that I could use in all my other future businesses. Geotech comes from the geotechnical/geohazards services we provide, and M84 is a combination of the first letter of my surname and the year I was born.

Q: What services and products are offered by the company?

We specialise in the supply and installation of rockfall protection, rockfall barriers, rockfall attenuators, rock scaling, and slope stabilisation mitigation solutions for open pit mines. We use rope access techniques to install these services and are accredited members of the Institute for Work at Heights as well as an accredited installer of the above-mentioned services. For the rockfall protection option, we use a high-tensile tecco steel wire mesh to drape the slope for protection against rockfall hazards. A catch fence is used as a rockfall barrier to catch falling rocks on a slope. For slope stabilisation, we used a pinned drape system to retain masses and prevent landslides. We also do rock scaling, which is removing boulders and loose rocks from a mine wall, as well as slope monitoring and prism installation.

Q: Please tell us about the diversity and inclusion practices at M84 Geotech.

We are a male-dominated company; actually, all our technicians are black males, with the admin lady at the office being the only lady in the company. So, when you look at it like that, we are not as inclusive or diverse when it comes to gender or race. But we are still a growing business, and I believe with time we will look more diverse like our country is. However, I must note that our workforce is not intentionally selected to discriminate against women. The work we do is highly specialised, and we have never found a woman with the skill and experience to do what we do.

Q: How important is ESG to M84? What are some of the most important sustainability practices implemented by the organisation?

Environmental, Social, and Governance practices are no longer a nice thing to have, but they’re a must for every business. Business has to care about the environment it operates in and use less harmful methods in our operations. We also have to care about the societies in which we do our businesses and play a role in building better communities, as well as being responsible and accountable in how we conduct our businesses. I’m more ESG conscious now as the business grows because I see that business is not just about profits; it has to be a responsible member of the community and be active in solving environmental, social, and governance issues.

Q: What are some of the most challenging projects you have worked on?

The two challenging projects that I can think of were one of our most exciting and name-building as well. One was to remove a huge rock from a high wall. The position of the rock was very tricky and risky to remove, but it had to be removed because it was a high risk, and our team found a safe way to push it down. The other project was a drape mesh project, which was one of our first big projects. The project was not delivered on time, cost us more, and profits took a knock because of the unforeseen delays. But the quality of the work and the 100% safety record we achieved on the project were what made the project a success.

Q: How has technology impacted your business model? Technology can either take you out of business or open new opportunities for business growth. So, you always have to look for opportunities that are brought about by technological changes instead of resisting them. As a company, we see ourselves as a safety business in the mining space, and how we provide that safety will depend on what works for us and our clients. The machines we use now for drilling are more efficient and save us a lot of time in anchor installation because of the technology they use.

Q: What have been some of your most memorable milestones as a Founding Director?

We delivered a project that most people thought was going to fail. It was a huge project and a make-or-break for us. Had we failed, it would have been the end of us, but it was such a proud moment when we delivered that project, and the client was pleased with our work. What made the client happier was the fact that we completed the work with zero safety incidents, which was a very important factor for the client. The success of the project definitely established us as a major player in the industry.

Q: What do you enjoy most about what you do?

Creating employment and providing a service that keeps people and mining equipment safe from rockfall hazards We are eliminating life-threatening risks to ensure a safe mining environment for open-cast operations. The opportunity to create a legacy for my family and the community brings me joy. I always wanted to build a large business like the likes of Virgin Group and Dangote Group. Although we are nowhere near being large as yet, I see potential in what we do, and I believe from this business more will follow.

Q: How would you describe your leadership style?

I see myself as a visionary leader because I have so many dreams for the business, not only for M84 Geotech but for the other businesses that I see under the M84 umbrella. Richard Branson was someone I looked up to when I decided to be an entrepreneur, and what he did with the Virgin brand is what inspires my vision for the M84 brand. I also have to adapt to other styles of leadership; at times I have to be the coach and encourage my team, and when we shifted our focus to being a geohazard mitigation specialist, I had to be more of a transformational leader.

Q: What exciting plans do you have for the coming year?

Our plan for 2024 is to expand our services into the SADC region. We have already started with Lesotho, and we have also identified some open-cast operations in Botswana and Zambia. SADC is our immediate expansion plan, but the medium- and long-term goal is to expand further into other African countries. In 2024, we also plan to increase investment in the property space through M84 Properties. Real estate is one of my passions, and I see myself as one of the leading future property developers on the continent.

Q: Do you have a message of inspiration for our readers?

Dream big.

That is how all the miracles begin. God uses dreams to change our lives, and societies are also changed or made better by dreamers.

Protect the dream.

When you start dreaming big, people will start telling you how impossible your dream is, so be careful of the people you share your dream with.

Believe it is possible

Whatever your dream is, there will be challenges and tough times along the way, but don’t let those difficulties stop you. Every challenge you will face is necessary for your journey.

Keep good company.

For the sake of your dream, avoid keeping bad company at all costs, seek other dreamers who will keep the fire burning, and read books that will feed the dream.

Never give up.

It’s easy to give up when things get tough, but it’s very difficult to keep going even when you don’t see any hope. You owe it to the dream to keep going and never take a no as an end.

Liberty Two Degrees (L2D) boasts an impressive range of iconic, quality assets which are world-class hubs of economic activity. Their precinctfocused, retail-centred portfolio includes the Sandton City Complex and Nelson Mandela Square amongst others. Wholly-owned by the Liberty Group, the ‘Liberty’ in L2D reflects their rich heritage, while ‘Two Degrees’ represents their commitment to integrating sustainability into their strategy and operations. Here Chief Executive, Amelia Beattie, shares some inspirational advice for women leaders and the highlights of her time as CEO.

Q: What have been some of your standout moments as CEO?

Through our involvement in industry bodies and associations we continue to advocate on behalf of the industry. I am the past President of the South African Property Owners Association (SAPOA), past Chair of the Women’s Property Network and I also served as a trustee of the education trust. I was recently appointed to the South African Real Estate Investment Trust (SAREIT) Executive Committee and I chair the research committee.

Interview with CEO, Amelia Beattie LIBERTY TWO DEGREES

As a leader, I remain bold in calling for equity, diversity and inclusive behaviour to be fully embedded and lived within our business, and as supported by our Board as an aspect of the business that’s vital to our vision, strategy and purpose. I am proud that in focusing on #1WomanAtATime at L2D, we are encouraged by our business composition of female employees which has grown in 2022, with 69% of our people being women. Our Board now comprises 55% female members. L2D is also a signatory of the UN Women Empowerment Principles (WEPs).I am also proud to be recognised as one of the first 50 women CEOs to be identified and selected as part of the Africa.com Definitive list of Women CEOs leading corporate Africa, having travelled aspirational paths in their career to rise to the top.

Q: Do you have a message of inspiration for our readers?

I recently penned three open letters to women as they are the ones who are most exposed to societal issues, with a historic background of oppression and forced stagnation due to the responsibilities of looking after the household, instead of progressing in their careers. This has had a resultant effect of imposter syndrome, which impacts mostly women and, in the corporate world, has translated into society not seeing women as fit to take

up leadership positions. To conquer imposter syndrome - which imposes feelings of self-doubt, inadequacy, and the fear of being exposed as not having all the answers- I encourage the three powers of ‘Yes, Yet and Yay’.

I propose that women give themselves the best chance of success for the ‘yet’ by embracing the three P’s: Prepare, Participate, and be Present. By saying ‘yes’ you acknowledge your potential, embrace challenges and step outside of your comfort zone. The power of ‘yes’ is closely intertwined with the three P’s. By embracing the attitude of ‘yay’ your focus shifts from what is lacking to being grateful and working with and on what you already have.

Gloria Tapon-Njamo, CEO of Santam’s Partnership Solutions.

SANTAM DRIVES FINANCIAL INCLUSION THROUGH BESPOKE OFFERING FOR MICRO AND INFORMAL BUSINESSES

Santam, South Africa’s largest short-term insurer, has launched the country’s first ever digital insurance solution for micro township enterprises, providing these businesses with financial security and recovery in the event of a loss.

The small, medium and microenterprise (SMME) sector is an important growth engine for the South African economy. Yet the critical need for greater support in creating a more enabling environment has never been stronger, with recent statistics from a comprehensive study by the University of the Western Cape revealing that 70%-80% of local small businesses fail within the first five years.

Against this backdrop, Santam - in partnership with MoyaApp - has launched South Africa’s first fully digital Emerging Business Insurance solution to support the flourishing township enterprise sector. Santam has recently refreshed its strategy, which among others, prioritises the usage of digital platforms to connect with policyholders, reaching out into new market segments, including the uninsured sector such as township enterprises, and

supporting efforts aimed at narrowing the risk protection gap. Financial Inclusion is a known enabler and driver of economic growth and development and forms a key part of Santam’s transformation and socio-economic development strategy. In the context of a challenging economic environment and repeat climatic catastrophe, insuring against disaster cannot be overstated.

Like most businesses, township enterprises face many challenges, among them are a lack of access to finance, skills scarcity and the prevalence of crime in some areas. Being insured can have far-reaching benefits. For instance, many businesses were affected as a result of the July 2021 riots, a significant number of whom were small-scale township businesses which never reopened. Insurance solutions for the emerging market are therefore a very necessary level of protection against such systemic risks.

“Sadly, most township businesses simply do not have the means to withstand a

loss and are forced to shut down. The reason most township micro businesses can’t access funding is that financiers have no guarantee that they will be able to continue repaying their debt if something goes wrong, such as a fire or theft occurring. The fact informal businesses now have access to affordable, quality, formal insurance should make them more appealing to financiers, enhance their growth potential and in the long run, their power to create more jobs. However, most critically in the short-term, it will allow them to stay in business and sustain themselves and their families, in the event of any unforeseen risks or interruptions,” - Gloria Tapon-Njamo, CEO of Santam’s Partnership Solutions.

Santam’s innovative entry-level digital insurance solution offers three cover options at different price points. The Starter solution is available at a monthly premium of just R75, the Standard option costs R125 per month and the Premium solution is available at R195. All options offer protection for stock and contents (due to fire, explosion, acts of

"Financial inclusion is a known enabler and driver of economic growth and development and forms a key part of Santam’s transformation and socio-economic development strategy."

nature, malicious damage and impact of objects), personal accident (the enterprise is compensated in the event of the owner’s death or permanent disability) and political riot (F4 SASRIA cover), with the value of cover for each risk increasing relative to the package.

The Standard and Premium cover options also offer cell phone insurance for the business owner’s smartphone, which is an essential tool to ensure business continuity for township entrepreneurs who often run their entire operation from their phone. However, the SASRIA cover is perhaps the most important feature of the Santam Emerging Insurance solution. Each package provides up to R500 000 of cover for special risks such as civil commotion, public disorder, strikes, riots and terrorism.

The Santam Emerging Business Insurance product is immediately available to MoyaPay clients and the general public. Businesses with an annual turnover of up to R2-million qualify for the Santam Emerging Business product. The product is entirely digital, with all processes from the inception of the policy to the lodging of claims managed entirely data-free through the MoyaApp. Due to many emerging businesses being in rural or

informal residential settings with no formal location – which insurers usually need to provide cover - the MoyaApp has a functionality which can pinpoint a person with no fixed or accurate address through an identifiable geomapped location finder.

“We are extremely proud to have developed this fully digital insurance solution that caters to the needs of millions of under-served and financially excluded entrepreneurs. Santam is committed to promoting financial inclusion and economic growth, and this product is a manifestation of that commitment. The Emerging Business Insurance solution is an important addition to Santam’s Commercial Insurance offering and allows us to offer quality insurance to businesses at every stage of development,” concludes Tapon-Njamo.

About Santam: Insurance; Good and Proper

Santam is South Africa’s largest shortinsurer and has held a B-BBEE Level 1 rating for six years consecutively in 2023. Listed on the Johannesburg Stock Exchange (JSE), the Santam group provides a diversified range of general insurance products and services in Southern Africa and internationally through a vast network of intermediaries

and direct channels.The group’s more than 1-million policyholders range from individuals to commercial and specialist business owners and institutions, including 80 of the Top 100 companies listed on the JSE. Santam is certified as a Top Employer by the Top Employer Institute for the seventh consecutive year in 2023.

Innovating for an inclusive economy. Driving transformative change.

With over 100 years of insurance good and proper behind our brand, Santam continues to use the might of insurance to drive transformation. We stand behind an inclusive economy, bringing affordable, quality insurance solutions, kasi to kasi.

Santam is an authorised financial services provider (FSP 3416), a licensed non-life insurer and controlling company for its group companies.

FORGING SUCCESS: CONSISTENCY, HARD WORK, TRUST AND OPPORTUNITIES FOR GROWTH

Jumien Peceur, General Manager at AMIS

By Fiona Wakelin

n a conversation with Jumien Peceur, the General Manager of AMIS, a leading manufacturer of certified reference materials (CRMs), we learn more about the company’s offerings and journey. Jumien, with a focus on sustainable growth, shared a glimpse into his career and his optimistic vision for AMIS’s future. Tell us more about AMIS, its products and services offered

AMIS is a prominent manufacturer of CRMs, meticulously designed for utilisation in geochemical laboratories as part of quality control programs. Beyond this, the company offers Laboratory Proficiency Testing Schemes tailored the specific needs of the Mining and Agricultural Industries.

“Recognised as one of the world’s premier manufacturers of CRMs, AMIS proudly holds accreditation to ISO9001, ISO17034, and ISO17043 standards, underscoring our commitment to maintaining the highest levels of quality and reliability in our products and services.”

Q: What is the company’sbackstory? The challenge of sourcing CRMs from locally mined materials

Working in such an environment fosters bonds that transcend professional relationships, forging lifelong friendships among colleagues.”

spurred the founding of AMIS in 2004, filling a significant gap in the African market.“Since then, our journey has unfolded, and as the saying goes, the rest is history.”

Q: Congratulations on being a Top Empowered Young Achiever Finalist. What does this accolade mean to you? Receiving recognition for one’s efforts is undoubtedly an honour. However, I have come to understand that the true honour lies in the responsibility that accompanies such recognition. Knowing that people look up to you motivates a sense of duty to strive for improvement and inspire others to work harder. It is about paying it forward, contributing to the collective effort, and realising the intrinsic value of the influence one can have on others.

Q: From studying Geology to being General Manager at AMIS. We asked Jumian to share the career path th at led him here

While Jumien wishes he could claim that his career path was meticulously planned and calculated, the reality is quite different. The course of his professional path evolved and took shape in an organic and unscripted way.

“My affinity for science, particularly nature, and a deep fascination with planets and the cosmos naturally drew me toward geology.”

However, back then, the specific choice between becoming a researcher or an industry professional was not initially apparent.

As fate would have it, circumstances steered Jumien toward a career in the

industry. It all began during his time as a student assistant at a resources regulatory body, where he gained valuable insights into the field. This experience paved the way for an internship at AMIS, marking the beginning of a transformative journey. Time, with its relentless march, demanded growth, pushing him to evolve, whether realised at the time or not. Despite the challenges, a commitment to delivering excellence never wavered, driving him forward on his professional path.

“Grateful for the guidance of a few exceptional mentors and leaders who believed in my abilities, I can confidently assert that my current position is the result of a combination of consistency, hard work, trust, and the opportunities granted for personal and professional growth.”

Q: After more than a decade at AMIS – we are keen to uncover some of his most memorable milestones

Reflecting on his time at AMIS, Jumien recognises that there have been defining moments that forever altered the trajectory of the company, serving as milestones in their journey. However, what truly stands out to him are the people—the individuals who have entered and exited their doors. From those who have been with them since the beginning to those who left their indelible mark, each person has contributed to the fabric of AMIS.

“We often fondly refer to the early days of AMIS as “the old AMIS,” reminiscent of our infancy stage when the business landscape looked vastly different from what it is today. Working in such an environment fosters bonds that

transcend professional relationships, forging lifelong friendships among colleagues.”

Q: Working at AMIS has been “lifechanging” for you – please unpack this Jumien attributes the opportunities presented to him at AMIS— opportunities he doubts he would have encountered elsewhere—as transformative.

“The immeasurable growth I have experienced stands as a testament to the unique environment this company provides. Embarking on a journey with AMIS in my early 20s and now finding myself in my 30s marks a substantial personal evolution. The stark contrast between my life then and now is undeniable.”

Reflecting on his time at AMIS, Jumien shares the most profound lesson he has learned: “The understanding that learning is an ongoing process, and significant life changes are inherent outcomes of continuous growth.”

Q: How have the meteoric changes in technology impacted your business processes?

Particularly for its role in advancing human society, Jumien shares that the continual march of technological progress is invariably embraced. These technological strides have enabled AMIS to optimise processes to meet the evolving demands of their clientele. Within the realm of technology, advancements, particularly in processing speeds and data management, have greatly enhanced their ability to provide customers with product certificates that are as comprehensive as a thesis, even at scale.

“Fortunately, our industry has not yet faced significant disruptions from emerging technologies, but we remain vigilant. Through diligent market analytics, we stay attuned to upcoming developments, ensuring we adapt proactively to any changes on the horizon.”

Q: Please share AMIS’s diversity, equity and inclusion policies

Compliance with South African employment equity regulations is a fundamental aspect of AMIS’s operations, and every effort is made to uphold these standards.

Their commitment, however, extends beyond mere adherence to quotas; AMIS is deeply invested in empowerment, and this commitment has become ingrained in the cultural fabric of the organisation, Jumien explains.

“Our aim is not only to fulfil employment equity requirements but also to actively break down barriers. We have embraced a culture of challenging norms, venturing into global markets where our presence may not have been expected. Through these endeavours, we have achieved notable progress and made significant strides toward our empowerment goals.”

Q: How committed is the company to sustainability? Please describe your key ESG policies and practise AMIS plays a crucial role in ensuring that its products and services not only enhance but also align seamlessly with the Environmental, Social, and Governance (ESG) policies of the mining industry. The company’s commitment to quality control directly contributes to sustainable and responsible practices within the mining

sector. “To frame it appropriately, at the core of our business is quality control, particularly within the mining industry. In our context, this involves mining laboratories meticulously verifying that extracted materials meet specified parameters. Deviating from these parameters not only heightens environmental impact but also has substantial implications for the profitability of mining operations. As a result, mining companies are deeply invested in implementing and optimising quality control programs.”

Q: What are AMIS’s flagship CSI programmes?

Throughout the years, AMIS have forged partnerships with orphanages and schools in their local communities, a commitment the company plans to uphold in the future.

“Notably, we take pride in our collaboration with WiMSA (Women in Mining SA), as they strive to empower women within the mining industry. This alliance involves active participation in their mentorship program aimed at cultivating future leaders, raising awareness about the challenges faced by women in mining, and supporting their initiatives in STEM (Science, Technology, Engineering, and Mathematics).”

Q: What are you most looking forward to in the coming year?

AMIS is actively engaging in a period of global expansion. In sharing his excitement about the different manifestations and strategies resulting from this, Jumien’s forward-looking perspective and optimism extend to the possibilities, upcoming developments, growth, and outcomes.

“We are openly entering a phase of global expansion, and the various

forms it will assume are what truly excite me.”

Q: Please share a message of inspiration with our readers

In his view, he believes that uncertainty is a constant factor in their industry. What may sometimes be overlooked is that the narrative of the human story rests significantly within their hands— perhaps even more so than in the hands of politicians and financiers.

“Throughout the ages, humans have progressed from the Stone Age to the Bronze Age and into the Space Age, with our industry serving as the backbone of this advancement.

With this historical role comes a responsibility. We must operate in a manner that ensures the well-being of the communities in which we are active, avoiding exploitation. Moreover, there is an imperative to minimise, if not eliminate, harm to the Earth as we continue to forge ahead.”

Where AMIS operates in Africa

Bringing Quality to Africa since 2004

AMIS is a manufacturer of quality mineral CRMs for all analytical requirements. A leading international ISO17034 accredited manufacturer and supplier of a wide range of matrix matched Certified Reference Material.

AMIS is also an ISO17043accredited interlaboratory Proficiency Testing (PT) Scheme provider.

Come to AMIS where we Explorer Solutions, Together!

You can find out more about us on our website www.amis.co.za or contact via email: siyanda@amis.co.za

www.amis.co.za

FOURSIGHT IT

The creation of a value net

The original idea behind the establishment of Foursight is to elevate the contribution and role of black women in the overall South African economy. The provision of Information Technology goods and services has proven overtime to be part of the economic mainstream drivers. Foursight has poised and positioned itself not to compete with the established and previously male-dominated environment, but through partnerships and shared vision, to fast-track the development of South Africa as awhole, into an emerging developing nation and economic force to be reckoned with.

COMPANY OVERVIEW

Foursight IT is a fast-growing Information Technology & ICT Security company that is at the forefront of innovation serving leading private companies and public enterprises.

Foursight IT delivers unique and

innovative solutions that lead to tangible economic growth to any individual or organisation geared towards intellectual and operational enrichment.

Foursight IT is an accredited Level 1 B-BBEE contributor with a diverse management team driven by a high-performance culture. At its conception, the initial idea was to provide change management strategies and human capital investment to government. The focus of Foursight has changed somewhat since then and emphasis is now more on the provision of integrated solutions to overcome service delivery impediments.

Foursight has embarked on a major drive, specifically in government, through aggressive marketing, in partnership with market leaders, and through existing procurement mechanisms, to provide technological solutions which are business-need

driven, so as to fulfil immediate and long-term government needs. In addition to technological solutions, Foursight also brings in the provision of professional services, to ensure smooth solutions implementation and transition, whilst carefully managing the element of risk.

An after sales service and continuous improvement, through a detailed service improvement plan is also provided through professional services.

The company is built on a set of beliefs and strong vision, derived from, “The creation of a value net”. The creation of value is based on interdependencies between Foursight, as a business entity, manufacturers, government as a consumer of goods and services, and ultimately, the broader communities as overall beneficiaries. All these factors are critical in rendering the value net concept to

be a reality. If any component in the chain is missing, the value creation would be compromised.

Collaboration across the value chain is the necessary and critical catalyst for improved service delivery, given the vastness and country wide challenges. The level of collaboration as envisaged by Foursight can be advanced to the point where,competitors, together with government, partner in the process for the creation of new innovative solutions, which can advance humanity.

FOURSIGHT IT`S APPROACH TO OSP AND ISP WORK

When deploying a fibre network, two methods are applicabletraditional and micro trenching. Both methods have dependencies and are, or can be, used alternatively depending on specific conditions. Given our situation and

for job creation purposes, we have adopted more of the traditional trenching approach:

1. Safety: A Safety File is essential for ensuring that accidents are minimised as much as possible. Site files are developed for each site with a strict adherence to proper PPE clothing.

2. Traffic Management Plan: No work especially OSP is undertaken without a road management plan including a Wayleave.

CYBER SECURITY SOLUTIONS

CHECK POINT SOLUTIONS

Through our Check Point Infinity Platform, we provide cutting-edge solutions to defend against the most sophisticated cyber attacks. Our portfolio includes Check Point Harmony to secure the workforce, CloudGuard to secure the cloud, and Quantum to secure the network.

Quantum: Secure your enterprise with Quantum™ Network Security

CloudGuard: CloudGuard for Cloud Native Security, security automated anywhere

Harmony: Highest level of security for remote users

Horizon: Prevention-first security operations and unified management suite

Infinity: Increase Protection and Reduce TCO with a Consolidated Security Architecture

Polokwane Office Gauteng Office

Johannah@foursightit.co.za

Gauteng

011 958 1830 083 307 8781

info@foursightit.co.za

Lephalale Office

083 307 8781

Johannah@foursightit.co.za

Foursight IT Business Solutions is an innovative provider of turnkey Technology , Engineering services and solutions to the small, medium andlarge businesses in the private and public sector in Sub-Saharan Africa

Foursight is 100% Black Woman Owned

By Raine St.Claire

Nonkululeko Gobodo’s extraordinary journey is truly inspirational.

In 2023, she was appointed as Chancellor at Walter Sisulu University - the first black female CA to assume this leadership role, thereby compounding her legacy and elevating her meteoric career to new heights. Nonkululeko is the CEO of AWAKENED Global, a pioneering social initiative and was chair of Sizwe Ntsaluba Gobodo (now SNG Grant Thornton) the largest black auditing and accounting firm in South Africa, which she founded after earning the distinction as the first African woman to qualify as a chartered accountant in 1987.

Adding another dimension to her illustrious career, Nonkululeko authored “Awakened to My True Self,” in October 2022. Awakened explores themes of personal growth, resilience and seizing opportunities

“It shares insights on forging ahead and soldiering on, leadership, women empowerment, and the importance of embracing change.”

Her narrative is defined by resilience, innovation, and an unwavering commitment to positive change; this continues to serve as inspiration for the dynamic business landscape in South Africa and beyond, leaving an indelible mark on both her career and the broader business community.

In a reflective interview, this inspirational woman sheds light on her strategic vision for Walter Sisulu University (WSU) and her unique approach to balancing academic and business responsibilities.

“My vision involves fostering alliances with industry leaders, governmental bodies, and NGOs to create internships, research opportunities, and curriculum alignment that resonate with real-world needs.

“As a WSU alumna, a woman in leadership, my bond with WSU fuels my commitment to encourage women to aspire and assume leadership positions. Strengthening ties means initiating mentorship programmes, alumni networking events, and fundraising campaigns to provide opportunities and resources for current and future students.”

High on the agenda are projects to revamp the curriculum to meet industry demands and foster a research culture.

“In this era of rationalisation, my aspiration, without monopolising academic spaces, is to encourage a focus on optimising resources, enhancing academic quality, and driving innovation while taking care of the emotional well-being of both staff and students, as change has a tendency to disrupt progress.”

Acknowledging the delicate balance between her roles in both spheres, Nonkululeko relies on delegation, efficient time management, and a supportive team. It is a delicate balance when you are not full-time within the university.

“I depend on receiving reports from the executive management, as they are hands-on in this area, keeping me informed about the progress. Aligning my business acumen with the university’s strategic goals helps harmonise my role as Chancellor and sets the bar higher as an influencer.”

Confronting bureaucratic obstacles is an integral part of the journey; however, Nonkululeko believes that the substantial opportunities overshadow these challenges. She finds immense satisfaction in observing the firsthand impact of initiatives led by the university management.

“Witnessing the impact of initiatives implemented by the university management firsthand and seeing progress and transformation in staff and students’ lives through research harvests, infra-structure improvements and Convocation initiatives is immensely rewarding.

“Education is the cornerstone of empowerment, and as Chancellor, I strive to be present at every graduation ceremony, ensuring every qualification is significant, and every graduate photograph tells a story. I aim to create an environment fostering individual importance for student retention, innovation, aligning with the transformative power of education.

“It involves setting clear goals, effective communication, and leveraging synergies between my business commitments and the university’s strategic objectives”.

Being a trailblazer comes with a profound responsibility for Nonkululeko, who aims to provide guidance, support, and resources to aspiring black female CAs and businesswomen. Emphasising the importance of resilience and continuous learning, she believes, “a lecture once in a while to a class of 3rd and 4th-year accounting students can have an immense impact on mentorship.”

Nonkululeko emphasises the importance of ensuring students are well-prepared with industry-relevant skills. Adapting education for the workforce is a core aspect of an integrated university, where technology, soft skills, and industry partnerships become critical. The commercial sector plays a pivotal role in supporting collaborative initiatives to prepare the future workforce. This adaptation involves mentorship programs, funding, internships, collaboration on curriculum development, and adequate work-integrated learning.

“WSU can adapt by integrating practical skills, fostering adaptability, and creating interdisciplinary programs. Emphasising technology as an infused technology African university, soft skills and industry partnerships is crucial for students’ readiness for the workforce.”

A balanced recognition of languages, scholarships for underrepresented groups, and creating a uniform campus culture that values and celebrates diversity are a primary focus for Nonkululeko as the Chancellor. Strategies include acknowledging the languages used within the university (isiXhosa and English in the case of WSU) for diverse representation in decision-making bodies, providing scholarships to underrepresented groups, and establishing a uniform campus culture that values and celebrates diversity.

Synergy is vital.

“My experience in the business world informs strategic decision-making in all business sectors, and WSU is not immune to this. Business insights, efficiency, and adaptability are transferable skills that enhance governance and operations, therefore with all this, the academic space will flourish.”

HELPING OTHERS TO REACH THEIR FULL POTENTIAL

Nyimpini Mabunda, Chairperson, Schindler

SA

By Fiona Wakelin

Nympini Mabunda started his career at Procter and Gamble, then joined Diageo, where he worked for 15 years in three different countries: South Africa, the United Kingdom and Uganda. His first executive suite role was as CEO of Uganda Breweries – after which he was appointed CEO at Vodacom for Consumer Business. Nyimpini’s latest role, before starting as Chairperson at Schindler SA, was with General Electric as a CEO for Southern Africa.

We asked him to unpack his role as Chairperson of Schindler SA.

“I think by and large, my role is to make sure that the board of directors works - for me it is important to make sure that the team is diverse, well recruited and operates well in terms of adding value to management.

The second thing is to ensure the sustainability of the organisation through succession planning and providing the long term strategy. And then there is the issue of governance. I want to be careful to emphasise that it actually goes beyond governance - hence we have audit committees, as well as risk and compliance committees.

That’s a big part of making sure that organisations do the right thing and continue to have the reputation for doing the right thing, which in turn ensures sustainability.”

Q: What do you enjoy most about your role?

“I thrive when I see people grow. I think a lot of these come from my upbringing. I’m a son of an educator, of a teacher, and as a nurturer I want to develop others. This has helped me in my own career, because, when your team thrives and shines you get recognition, which, of course, you reflect back to them. It’s an ecosystem. I think I exist to help others reach their best potential. I want to help others succeed and nothing gives me more satisfaction when I see people becoming what they never thought possible.”

Schindler produces three core products: elevators in residential and commercial buildings as well as in industrial spaces such as mines; escalators; and walkers, found in airports. The company manufactures them, installs them, and most importantly, services, renovates and replaces them. Globally more than 69,000 Schindler employees work around the clock to serve 2 billion people everyday. “For our employees, for the users of the lifts, the escalators, the walkers, safety is of paramount importance”.

Schindler Lifts (SA) (Pty) Limited was formed in 1949 with offices, a workshop and a factory in Johannesburg. Nearly three quarters of a century later the company has grown from strength to strength.

Q: What is the secret of this success?

“Firstly, there’s no substitute for great quality products and our products have stood the test of time. We’ve been here a long time and our customers are repeat customers because they are happy. We pride ourselves on fantastic products. The second one for me is customer orientation. We have a customer-first attitude, where you give the level of service to the customers that ensures they keep coming back; we monitor very closely customer engagement and our net promoter score. And then thirdly we’ve become an employer of choice, so we are able to attract the best talent. You need to keep on reinventing yourself, modernising, finding ways to deliver better products, more efficient products so that you are at the forefront of tech and new products and services”.

There has been a lot of debate amongst multinationals regarding B-BBEE, and some companies have opted for

ownership equity credits – Schindler SA is, however, a proudly BEE Level 2 contributor, which is important for transformation in the country and something to be celebrated. “I’m really proud that we achieved a level 2 scorecard – we have a black female CFO and the organisation itself is diverse; we also do great work in an operational procurement with small businesses – we train them and improve livelihoods and improve employment.”

Q: What are some of Schindler SA’s flagship projects?

“There are so many, but to name a few – the iconic Discovery building; the Leonardo Hotel; the Mall of Africa; Sandton City; the Silos in Cape Town; Waterfall; Gateway Mall and we are working on some new exciting projects. I’m grateful to all our customers and for their support.

“For us, it’s about sustainability. We have to look at our components, how they are transported because we also globally have our own decarbonisation targets and net zero targets which we get monitored on. You have to be extremely ignorant and careless to not want to do something, especially after this year, which was the hottest one in recorded history. I have spoken at several COP conferences, and I understand the agenda very well. But we all need to do our part. And Schindler’s commitment is to implement ESG practices.

“In terms of CSI, our big focus in South Africa is on education. In the subcontinent less than 40% of youth are finishing matric. So to challenge this, through our education trust, we do a lot of school revamps, school refurbishments and capacitating in the schools, with particular focus on STEM and the curriculum. We are very interested in this because of the skills deficit in Africa and the challenge of 70% youth unemployment - if we don’t come together and do something, we’re going to end up with unskilled youth who are unemployable. And that is a big risk for us – so education is a key focus”.

Sharing success stories is another way to inspire the youth to reach for the stars and Nyimpini’s book “Take Charge” has already been reprinted several times - what was the impetus behind the book and what are some of the key takeaways?

“Throughout my career I would meet brilliant, brilliant youngsters that I would bring into organisations and then somehow they would never make it and disappear in the system. They just got lost. So that’s the one thing. But the second thing is that I also

met a lot of people who just waited for things to happen for them in organisations – a culture of entitlement and passivity.

“Do not expect that your career will just grow and thrive unless you drive it and push it. It’s up to you. You must take charge and drive it, and that is exactly what ‘Take Charge’ is about.

I wanted to use the simplicity of my background and my stories and the accessibility of some of the things that I’ve done to say that it’s not rocket science.

Sometimes the thought of becoming a CEO or chairperson can be intimidating. I wanted to break it down to say, actually, I went to a school, just like you do, in a village. I did this and that, and you can do it too. And so hopefully people can see themselves in some of the stories that I’m telling.

And the outcome I’m hoping to get is, through reading ‘Take Charge’ and challenging yourself, you can accelerate your own career growth.”

Q: What are you looking forward to in the coming year?

“I’m very pragmatic. I’m honestly looking forward to less load shedding. And I hope that Eskom is on the right path. They’ve got two senior business people in leadership there and I hope that combination will work. This country needs to restore GDP growth. That cannot happen unless Eskom and Transnet get their houses in order. And the last thing I am looking forward to is for the elections to come and go so at least we know what the set up will be for the next five years.

So those are three things - and when they happen, the country will start to report growth.

“It’s really tough in South Africa right now. Everything seems hard, from high unemployment, high inflation, low electricity, geopolitical issues and so on – but it cannot continue like this, what goes down also comes up and there are indications that the graph is starting to move upwards.

“The darkest part of the night is just before dawn; we need to keep the faith and hang in there, because the tide will turn.”

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

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

NERSA is a regulatory authority established as a juristic person in terms of section 3 of the National Energy Regulator Act, 2004 (Act No. 40 of 2004). NERSA’s mandate is to regulate the electricity, piped-gas and petroleum pipelines industries in terms of the Electricity Regulation Act, 2006 (Act No. 4 of 2006), Gas Act, 2001 (Act No. 48 of 2001) and Petroleum Pipelines Act, 2003 (Act No. 60 of 2003).

NERSA’s mandate is further derived from written government policies and regulations issued by the Minister of Mineral Resources and Energy. NERSA is expected to perform the necessary regulatory actions in anticipation of and/or in response to the changing circumstances in the energy industry.

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

@NERSAZA @NERSA_ZA

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

Tel: 012 401 4600 | Fax: 012 401 4700

Email: info@nersa.org.za

Website: www.nersa.org.za

Thembani Bukula Chairperson Zandile Mpungose Deputy Chairperson

Nomfundo Maseti Full-Time Regulator Member: Piped-Gas

Muzi Mkhize Full-Time Regulator Member: Petroleum Pipelines

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

Nhlanhla Gumede Full-Time Regulator Member: Electricity

Thembeka Semane Part-Time Regulator Member

Precious Sibiya Part-Time Regulator Member

Fungai Sibanda Part-Time Regulator Member

TOP EMPOWERMENT: DIGITAL TRANSFORMATION OF THE YEAR AWARD WINNER

Deon Geyser, CEO of Liquid Intelligent Technologies South Africa

By Raine St.Claire

As a crucial financial contributor, Liquid Intelligent Technologies plays a vital role in the telecommunications and technology sectors of the country. The company is committed to fostering economic transformation by increasing the participation of previously disadvantaged groups. Dedicated to Broad-Based Black Economic Empowerment (B-BBEE), the company has continuously invested in enterprise and skills development programs, with a particular emphasis on empowering the youth and supporting small and medium enterprises over the years.

With an impressive B-BBEE Level 1 status of 135%, the company has diligently worked towards achieving this distinction since expanding its operations in South Africa through the acquisition of Neotel in 2017. Recognising its role as a transformative leader in 2023 with The Top Empowerment Award, this prestigious accolade serves as an inspiration for South Africa’s corporate leaders, acknowledging their innovative leadership and substantial impact on communities and society.

n an interview, Deon Geyser, CEO of Liquid Intelligent Technologies South Africa, chats about the company’s success and vision to broaden their reach and ahead.

Q: Congratulations on the remarkable achievement of winning the Top Empowerment: Digital Transformation of the Year Award. Can you share the key initiatives or strategies implemented by Liquid Networks South Africa that contributed to winning this prestigious award? As a leading pan-African technology leader, we have been at the forefront of empowering individuals and businesses that use technology and innovation as tools for building Africa’s digital future. We are enabling social mobility and the economic prosperity of individuals and businesses across the continent through increased access to the internet and technology. As Liquid Intelligent Technologies South Africa, we have been investing extensively on digital technology infrastructure as a strategic priority to bridge the digital reducing poverty, inequality, and unemployment. Overall, our focused investments in South Africa have facilitated widespread internet access, supported public services, and helped bridge the digital divide, thereby contributing to the nation’s digital economy. This has contributed to winning this prestigious award.

Q: Liquid Networks is part of Liquid Intelligent Technologies, contributing to Africa’s digital future. Please unpack the services offered by both companies and how they relate to each other. Liquid Intelligent Technologies (Liquid) which is a business of Cassava Technologies comprises of three Business Units, i.e. Liquid (under which the Networks portfolio sits), Liquid C2 and Liquid Dataport. We service the market through our in-country sales teams for these three Business Units, and work with our broader counterparts like Africa Data Centres etc. to ensure we offer a comprehensive set of products to the broader market.

Our rebrand from Liquid Telecom to Liquid Intelligent Technologies in 2021 was to highlight that in addition backbone across the African continent (110,000 km), we also offer Cloud services, services, Unified Communications, Managed Network Services, Applications, professional services. All purpose-built for increased business enablement throughout Africa. We provide tailor-made digital solutions to businesses in the public and private sector across the Continent, fully aligning with its corporate vision of enabling a digitally connected future that

Liquid C2 revolutionises the way businesses connect with their mobile and digital customer base by providing flexible, streamlined, and scalable solutions and elevating business operations to new heights. Through Liquid C2’s strategic partnerships with global technology leaders we are delivering on our strategy to deliver top-tier cyber security solutions.

Through Liquid Dataport, we manage our international wholesale business and take the lead in developing and implementing a diverse and robust network strategy. The company’s role is pivotal in fostering collaborations, partnerships, and initiatives that contribute to the resilience and efficiency of international wholesale connectivity. Boasting over 64,000km of subsea cables that we have strategically invested in, Liquid has become a consortium member of prominent networks, including WACS, TEAMS, SAT3/SAFE, EASSY, and fibre on EQUIANO.

Liquid Dataport extends its reach beyond traditional terrestrial networks through global satellite connectivity. This satellite service expands the company’s footprint, enabling connectivity in remote and underserved areas. It underlines their dedication to inclusivity and providing connectivity solutions where they are needed most.

Q: How has the award impacted your vision for the company’s role in advancing digital infrastructure and technology solutions?

Receiving this award is an endorsement of the company’s vision and affirms our commitment to our role in advancing digital infrastructure and technology solutions. The award illustrates Liquid SA’s resounding impact in:

Recognising Internet Access as a Fundamental Right:

We believe that access to the internet is not just a luxury, but a fundamental right that catalyses economic opportunities and development. This award strengthens our resolve to ensure improved digital access, particularly in Africa, through ensuring that everyone has access to this vital resource.

Addressing the Digital Divide: LITSA is a strong proponent of Digital inclusion. We recognise that, despite the rapid adoption of digital technologies globally, there is a noticeable and growing digital divide in Africa. The award motivates us to scale up our efforts to bridge this gap through our ever evolving digital solutions and technological advancements.

Investing in a Digitally Connected Future: The award validates our strategies and acknowledges the impact of our continuous investment in infrastructure and innovative solutions that are not only advanced but also readily accessible and profoundly impactful.

Committing to Leaving No African Behind: Our vision, deeply ingrained in our mission, is to ensure that no African is left behind in the digital era. This award reinforces our commitment to this vision, pushing us to deploy technologies and solutions that reach even the most remote and underserved communities.

Q: How do you see the intersection between digital transformation and empowerment, and how has Liquid Networks South Africa exemplified this connection?

In today’s rapidly evolving technological landscape, digital transformation is a critical component for businesses to thrive in a digital future. At the heart of this transformation lies the empowerment of the workforce and their respective surrounding communities, to adapt, embrace, and excel in the digital era. A comprehensive digital transformation strategyencompasses not only the adoption of new technologies but also the cultural shifts required to leverage their full potential. Digital transformation empowers the workforce and prepares them for a digital future, highlighting key areas such as skill development, employee engagement, collaboration, and productivity. Overall, South Africa’s digital economy has benefited from our targeted investments in digital infrastructure, which have enabled public services, expanded internet access, and reduced the digital gap. Liquid’s strategic investments in fostering digital innovation, inclusion and sustainability showcases our commitment to digital services extending beyond technological advancements. This really encompasses a holistic approach that promotes diversity, inclusion, skills development, and sustainability. Through strategic partnerships and investments in cloud and cyber security, Liquid is not only securing its technological future but also actively contributing to a more inclusive and sustainable business and participation therein by the impacted communities.

Q: As the CEO of Liquid Intelligent Technologies South Africa, how do you prioritise and implement empowerment programmes within the organisation to foster diversity and inclusivity?

Our vision is to create a digitally connected future that leaves no African behind, and of course a large part of this is the youth. Also, we believe that the investment in the youth and their education is critical for the future of the country.

The programmes that we undertake are very important and they empower our youth to remain relevant and participate in the digital economy. It gives them the confidence and opportunities. The impact that we want to make through our programmes is to create long sustainable and self-standing businesspeople that participate meaningfully and contribute to our economy. We believe that an enabling environment is the best tool that can be given to the young people.

Liquid’s empowerment programmes collectively contribute to creating a well-rounded, skilled, and diverse workforce that not only meets the company’s current needs but also prepares for the challenges and opportunities of the future.

Q: Empowerment often involves partnerships and collaborations. Can you highlight key collaborations or partnerships that played a crucial role in Liquid Intelligent Technologies South Africa’s success and empowerment efforts?

Collaboration and partnerships are critical to the success of any programme. At Liquid, we are deliberate in deploying our resources towards fostering and maximising our public and private sector partnership towards, not only growing our business proficiency, but to also developing the communities within which our business operates. For example, in the Eastern Cape we partnered with the Eastern Cape Provincial Government and SITA to deploy an effective Innovation and Digital Skills Centre (IDSC) Mthatha, launched in 2021. To date over 300 local learners and unemployed youth have successfully completed and received accreditation in various digital skills courses that are offered, free of charge, at the IDSC.

In addition, we have also partnered with the Forge Academy and the Royal Bafokeng Trust to offer sustainable digital and entrepreneurial skills to unemployed youth through our Youth Empowerment Programme in Phokeng and Gauteng. The programme was launched in August 2023 and is set to be continued and grown in scope and impact in the coming years.

Liquid has over the years, consistently supported education through sponsoring bursaries to tertiary institutions and supporting learnership and youth development programmes. We are in the process of ensuring connectivity to various TVET sites and digital learning centres in South Africa, and creating capacity for the learning and teaching of various innovative digital technologies.

Q: The Top Empowerment Award reflects not only financial success but also a commitment to service excellence. How does Liquid Intelligent Technologies South Africa prioritise superior customer experience while maintaining a focus on empowerment?

Liquid Intelligent Technologies prides itself on being the digital services provider of choice for businesses in South Africa and the rest of the continent. Customer service is at the heart of all that we do and why we have invested extensively in our expansive fibre backbone, partnerships with international cloud and cyber security service providers like Microsoft, AWS, Google etc. to bring the best-in-class solutions to African businesses.

Established in 1983, the KGB Group of companies offers services to the energy, logistics and the commercial and industrial property sectors. New Energy Petroleum (NEP), which is a subsidiary of the KGB Group, is a Level 2 BEE licensed wholesaler and distributor of petroleum products. With key supplier contracts, NEP has maintained and grown its customer base over four decades by providing impeccable service which has clearly stood the test of time.

Beyond petroleum products, KGB has broken many boundaries in the logistics sector through its highly skilled and experienced management team, good governance, ethics and a focus on innovation. KGB offers specialised fleets, infrastructure and a strategic location which are combined with an understanding of service dynamics for clients ranging from large blue chip companies to SMEs. Their property investments and developments in the commercial and industrial sectors are driven by their purpose in the logistics and energy industries.

The company was started in KwaZuluNatal by the late founder, Mr Shaun Mack, initially trading as Macks Mobile

KGB GROUP Growing to serve. Serving to grow.

Engineering. Mr Mack had dropped out of school after grade 9 and worked various jobs, including in a Bakers’ Biscuit factory and as a hotel porter. He then qualified as a boilermaker through a technical college. Through his determination and ambition he resigned from an international engineering firm and started Macks Mobile Engineering.

From thereon the energy and logistics arms of the Group grew. Forty one years later KGB continues to thrive in these sectors through a relentless determination to provide excellent service to its clients and adding value to all its stakeholders, including the greater community which KGB supports.

The company is owned and managed by Mr Mack’s direct descendants, Tammy Makadooj, the CEO, Daun Mack, Executive Director and Neal Mack, Executive Director. The shareholders are supported by the board’s chair and non-executive directors.

Tammy Makadooj met the Head of JSE SME Development, Cleola Kunene, at an International Women's Day event in 2022. Cleola was touched and impressed with KGB’s story and later invited the company to be part of the JSE Accelerator Programme. The programme lasted 12 months and brought immense value to KGB, assisting the Group to transition from a traditional, family-owned business to an organisation built on strong governance and ethics.

KGB’s current focus is the expansion of its footprint in the energy sector to better

service its core customers. In 2022, KGB completed the development of its newly branded fuel station, including the launch of the Group’s convenience store brand “Recharge”.

Whilst an organisation’s success is measured on its profits and losses, the joy comes from the everyday journey which involves facing challenges head-on, applying innovative and strategic thinking, engaging with team members and ultimately making a positive change to the lives of its stakeholders. For KGB, it's about reflecting on where they are, where they want to be and what they need to get there. As a company from a previously disadvantaged community they are passionate about remaining relevant and having a positive impact on the South African economy.

Tammy Makadooj, CEO of KGB Group

STRATEGIC SKILLS SHIFT NEEDED: An engine of economic growth and jobs

By Raine St.Claire

The automotive industry faces challenges from restrained consumer spending, high interest rates, and supply chain disruptions due to geopolitical tensions. The country’s modest economic growth, though still positive, poses a significant hurdle for the new vehicle market, which is closely tied to GDP growth.

Despite a decline in new-vehicle sales in 2023, the new energy vehicle (NEV) market, driven by government and consumer efforts to address climate change, is expected to grow strongly by 21% in 2024.

KEY PERFORMANCE INDICATORS

• Contributed 4.9% to GDP in 2023

• Component-related investment in 2023 R4.5-billion

• 22 manufacturers for cars, busses and commercial vehicles

• 7 major vehicle manufacturers/assemblers for light, medium and heavy commercial vehicles and busses

• 21 companies engaged in the importation and distribution of new motor vehicles

• 500 automotive component suppliers, including 180 first-tier suppliers

EXPORT VALUES

Total export value of vehicles and components: R227.3-billion

Record export value of vehicles: R157-billion

Record export value of components: R70.3-billion

Export value increased from R20.5-billion (2021) to R227.3-billion (2023)

NEW VEHICLE SALES

• 45 075 units 2023Q4

• 49 986 units 2022Q4 decline of 4 911 units (9.8%)

COMMERCIAL VEHICLE SALES (Q3 2023)

Increase of 11.2% to 48 611 units

• increased sales in the heavy commercial vehicle sector show a greater reliance on road transport due to rail inefficiencies.

TOTAL INDUSTRY EMPLOYMENT

• ±457 000 direct employees

• ±50 000 indirect employees

• 23.6% Women

• new vehicle manufacturers employ 33 620 people

• automotive component manufacturers employs 78 874 people

• indirectly supports 1.5-million people

ENERGY VEHICLES

• New Energy Vehicle (NEV) Sales (Q3 2023) increased by 112% (17 industry brands)

2 019 units sold, up from 953 units (Q3 2022)

• Battery electric vehicle sales

720 units up from a total of 502 sales in 2022

THE IMPACT OF NEVS ON EMPLOYMENT: BALANCING JOB DISPLACEMENT AND CREATION

The South African automotive industry, including vehicles and components, is a billion-rand industry, underscoring the vital role of the component sector in the country’s industrial economy. However, this number is expected to be greatly influenced by the country’s move from internal combustion engine (ICE) vehicles to new energy vehicles (NEVs), causing many automotive sector workers to be displaced. It is estimated that AI-driven changes will substantially reduce blue-collar

jobs, and approximately 67% of South Africa’s component exports will be lost as a result, necessitating fundamental labour market restructuring.

This information is according to Deputy Finance Minister Dr. David Masondo. During his speech at the NAACAM 2023 show titled ‘Growing the SA Automotive Component Manufacturing Sector: A State Perspective,’ Dr. Masondo highlighted the transformative shifts driving South Africa’s automotive component manufacturing sector.

He stressed its economic importance, especially in local component manufacturing, and emphasised the need for new job opportunities, particularly in NEVs.

To tackle these challenges, the government’s role in supporting the industry is crucial. Dr. Masondo also underscored the importance of reinvestment, workforce reskilling, fiscal assistance, support for local OEMs, and effective policies to drive South Africa’s NEV industry and facilitate the electrification transition.

There will be a demand for experts in sustainable manufacturing, environmental engineering, and renewable energy.

THE FOCUS SHOULD BE ON SKILLS DEVELOPMENT AND UP-SKILL OF:

• Designing, engineering, and manufacturing electric vehicles and related components

• Integrated apprenticeships with on-the-job training

• Professional development programmes

• Roles in designing, developing, and maintaining EV charging stations

• Emerging occupations like EV technicians and battery engineers

“As we look towards the future, embracing electric vehicles is not merely a choice; it is imperative for the sustainability of our planet and the prosperity of our nation.” Deputy Finance Minister Dr. David Masondo

Sources:

|ITweb | Engineering News | Stats

SA|InvestSA | Naamsa

Gao Mothoagae, Vice President of Corporate Social Investment & Sasol Foundation

CATALYSING POSITIVE SOCIO-ECONOMIC CHANGE

Gao Mothoagae, Vice President of Corporate Social Investment & Sasol Foundation

By Fiona Wakelin & Koketso Mamabolo

The Top Empowered Socio-Economic Development Award recognises organisations doing their bit to improve the lives of disadvantaged communities, going beyond merely allocating funds towards social investment. Sasol took the accolade home at the 2023 Top Empowerment Awards and driving their social impact initiatives is Gao Mothoagae, Vice President of Corporate Social Investment and the Sasol Foundation. We sat down with her to find out about their award-winning work.

CONGRATULATIONS ON WINNING THE TOP EMPOWERED SOCIO-ECONOMIC DEVELOPMENT AWARD FOR 2023.

WHAT DID WINNING THE AWARD MEAN FOR YOU?

As an individual I was super excited. As a leader, I was extremely proud. You know they say it takes a village?

Delivering impact takes a community. So there’s nothing that I can say that I did on my own or that anyone on my team did

on their own. Really it’s about collaborative effort. And it’s great to be recognised for the collaborative effort that has delivered this award for us. But even more so, the recognition from our peers really meant a lot to us. I think for me winning this award is testament to the fact that it’s not necessarily about the stories we tell, but about the impact that is felt by our initiatives and our programmes that we execute, but also our collaborations, with all the different sectors - government, communities, corporations and the work that we do in partnership with business forums.

It also really meant a lot to SASOL employees because we want, as a company, to feel that our values mirror those of our employees, so just the outpouring of, I guess not even well-wishes - but pride that came from our employees, including those who are commenting on social media, was really phenomenal.

PLEASE UNPACK THE CORPORATE SOCIAL INVESTMENT INITIATIVES WHICH SASOL IS INVOLVED IN

The Sasol Foundation is a separate entity to Sasoltheir main focus is on education and then there is social impact within Sasol itself that focuses on all other aspects of social development or social investment.

Our journey started 70 years ago. And out of that journey grew Sasolburg. As the community grew around Sasol, so did our commitment to social good, which really is unequivocal. The Sasol Foundation is roughly 14 years old and they have really delivered some phenomenal achievements in terms of STEM education, working on textbooks with the Department of Education, translating them, and making sure that we bring education to life.

Sasol Techno X is probably one of the biggest science exhibitions on this continent. There is a lot to be proud of in terms of the work that we’ve done as the Sasol Foundation, but also from a social impact perspective, because we have such a symbiotic relationship with our communities, one of the things that we try to do is to ensure that we create share value between ourselves, government, as well as employees. And where our intent as Sasol aligns with that of our communities that is where our sweet spot is.

This includes the work that we do ensuring access to quality community health services, in terms of the clinics that we have refurbished and that we have built under the Mining SLP, and in the mobile clinics we’ve donated - safety is a big thing for us. We’ve supported local fire brigades. You can understand, fire is a big thing, especially because our operations tend to be on the peri-urban side, which means our pipelines are surrounded by grasslands. So it’s important that you ensure that we keep our community safe, including access to quality, community service infrastructure. We work quite closely with the Department of Health and regarding service infrastructure we work quite closely with the district and local municipalities; this includes roads, water reticulation, bridges and access to energy. We are trying to be part of the solution, working together in collaboration

to ensure our communities have access to energy - affordable energy. We’ve also invested in community structures, like soccer fields and community halls - which means we try as much as possible to ensure that the quality of life around our fence-line communities is relatively high.This means working together in partnerships. We don’t do everything by ourselves, and we try to engage with our communities as much as possible to ensure that the solutions that we are running are actually delivering the impact that we want. And then, of course from an environmental perspective, we do a lot around waste management. Where, again, we work in partnership with civil society, as well as organisations that are in that space, to educate our communities, around waste management to clean up and rehabilitate landfill sites and illegal dumping sites.

We support local NPOs through training development to make them more sustainable and more attractive to funders, through our capacity building programmes. So really, in essence, that’s what we do and at the heart of it is about catalysing positive socio-economic change within our communities and helping to be part of the solution in terms of innovating towards a better society, which is our purpose at Sasol. So we really try to live those words on a day-to-day basis, through our products but also through the work we do in our communities.

Lastly, we use the power of our extremely large workforce to advocate within our communities as an extension of the company. So if you think about the saying ‘each one helps one’, really that’s our Sasol For Good programme. We want our staff to be champions for good in our community and within our leave policy we include 40 hours of community service. So any one of our employees can decide to take a week off and go and volunteer wherever it is they want to volunteer - this is just one of the many ways Sasol is catalysing positive socio-economic change.

ECONOMIC POWERHOUSE DRIVING CHANGE

The role of the chemical sector in climate action

By Raine St.Claire

South Africa is home to the most advanced and largest of Africa’s emerging chemicals sector, dominating the rest of the continent as the most developed of its kind in Africa.

As a key sector of the South African economy, the industry contributes approximately 6% to the country’s GDP and 25% to total manufacturing. It delivered a total revenue in excess of $35.1-billion in 2023, according to the Chemical and Allied Industries Association.

Interwoven with the manufacturing sector, the industry is complex and diverse with different sub-sectors.

With an abundance of minerals, the vast and highly competitive industry produces a wide range of products from fuel and plastics to pharmaceuticals.

GENERATES AROUND 600 TYPES OF CHEMICALS

Accounts for about 25% of the nation’s manufacturing sales Year-on-year increase of 2.1% in October 2023

Rebounded from a downwardly revised 4.1% slump in September 2023

Surpassed market estimates with a 1.8% increase

South Africa is a global leader in coal-based synthesis and gas-to-liquid technology

Accounts for 0.5% of the global chemical production capacity

55% of locally produced chemicals are petrochemicals

Chemicals (including rubber and plastic) products contributed +7.8% to manufacturing

The top 20 companies contribute almost 90% of the sector’s revenue

The sector employs approximately 171 376 people

REGULATORY LANDSCAPE AND WORKFORCE DYNAMICS

The industry operates within a heavily regulated framework across diverse sub-sectors including:

● Natural resources

● Energy

● Hazardous materials

● Occupational health

● Safety

● Medication control

● Intellectual property

These regulations also influence the composition of the industry’s workforce, with specific roles requiring registered professionals due to their high skill levels and accountability.

Highly skilled professionals are essential for:

● Interpretation and implementation of regulatory requirements

● Ensuring compliance within the industry

● In the pharmaceutical subsector:

● Regulatory compliance necessitates pharmacists with:

● Specific knowledge and experience

● Individuals with these qualifications, especially from employment equity (EE) backgrounds, are in high demand.

ELEVATING THE CHEMICAL INDUSTRY: INNOVATION AND SKILLS FOR GLOBAL COMPETITIVENESS

As resources face more pressure, it’s crucial to think innovatively about using financial resources for strategic skills development in the chemical industry. This is vital for maintaining and improving competitiveness nationally and internationally.

Due to South Africa’s current economic challenges, organisations like CHIETA, within the broader SETAs, are essential. They play a critical role in addressing skill shortages, supporting affected employers, and ensuring enough skilled workers to drive production, innovation, and strategic advancement for businesses.

Moreover, South Africa, including the Chemical Industry and CHIETA, needs to adopt an innovative mindset informed by collaboration and transformation. This is essential in dealing with global competitiveness, the Fourth Industrial Revolution (4IR), and the shift towards a digitised environment.

TOP INDUSTRY PLAYERS

B-BBEE Scorecard Applied : Generic – General (Revised Codes)

Sasol

Revenue: $13.2-billion

Number of employees: 28 900

Level 3

Score 91.76%

LEGAL FACTORS AND CHALLENGES

There is a growing demand for the chemicals sector to play a role in global efforts to combat climate change. Businesses are encouraged to disclose environmental impacts transparently, moving beyond symbolic gestures.

Significant opportunities exist to lead by integrating sustainability and green design principles from the outset when constructing new chemical facilities.

Additionally, making current products cleaner using technologies like carbon capture and sequestration (CCS) is crucial.

Source

www.zoominfo.com | Sasol | KPMG | StatsSAl | Mercantech capital

SASOL PROGRESSING A SUSTAINABLE FUTURE SASOL

Sasol is a global chemicals and energy company. We harness our knowledge and expertise to integrate sophisticated technologies and processes into world-scale operating facilities. We strive to safely and sustainably source, produce and market a range of high-quality products globally.

OUR PURPOSE

FUTURE SASOL

OUR AMBITION

OUR SUSTAINABILITY STATEMENT

Innovating for a better world

We are resetting, transitioning and reinventing Sasol to achieve our net zero* greenhouse gas emissions ambition by 2050

Grow shared value while accelerating our transition to net zero*

Advancing chemical and energy solutions that contribute to a thriving planet, society and enterprise

We have taken bold steps to reimagine our future and our Purpose – ‘Innovating for a better world’, captures the essence of Future Sasol. In a volatile, unpredictable and fast-changing world, our Purpose guides us in stabilising our organisation, addressing challenges and enabling our transition to a lowercarbon world that will enable Future Sasol.

Simon Baloyi President and Chief Executive Officer

ABOUT SASOL

South African-born Sasol is listed on the Johannesburg Stock Exchange (JSE) and on the New York Stock Exchange (NYSE) for purposes of our American Depositary Receipt programme. We are a large JSElisted company and invest significantly in human capital development through bursaries, skills development initiatives, artisan learnerships and continuing tertiary education.

As market-needs and stakeholders’ expectations change, we adapt our methods, facilities and products to drive sustainable responses. Our unique value proposition is as much due to the strengths within our organisation, as it is to the vital partnerships we build to deliver mutually beneficial results.

OUR APPROACH TO SOCIAL VALUE

Our approach is founded on our promise to society.

Turnover

29

employees

Located in 22 countries and market products in about 120 countries

As at 30 June 2023

Value shared

R12,9 billion in direct taxes

R1,4 billion in research and  development

R857,3 million on social investment initiatives

R35 billion in wages and benefits

R1,4 billion on skills development

Level 2 B-BBEE status*

Black-owned business spend R41,7 billion in South Africa

What can the broader society expect from Sasol?

We achieve our promise by:

 Contributing to thriving host communities.

 Partnering for socio-economic value.

 Contributing to a just and responsible transition.

 Placing our key stakeholders and partners at the centre of the implementation process.

To be a catalyst for positive change, driving shared socio-economic value, and strengthening relationships with stakeholders and regulators. OUR COMMITMENT

At Sasol, we work to create a positive and measurable socioeconomic impact, responding to key societal challenges in our operational geographies and fenceline communities. *

 Social impact programmes that respond to the needs of society specifically our fenceline and hosting communities as a priority.

 Interventions to create shared value along the Sasol value chain and ecosystem.

 Just and responsible transition aligned with the future low carbon/green economy.

Social impact: What we deliver

 Improving the quality of educational outcomes for our learners, from early childhood development to entrepreneurship and employment, and investing in research and development in the country.

 Increasing the pool and quality of relevant skills to bridge the education gap for our fenceline community members, in order to increase the employability, with particular focus on youth, women and mothers excluding men.

 Enabling economic inclusion opportunities for small businesses to contribute to the economic growth in our operating geographies through our economic transformation and local content, which promotes small business development and preferential procurement programmes and sourcing from local suppliers.

 Contributing to improving the quality of life of our local communities through better access to quality health systems and community service infrastructure and building resilient community infrastructure to improve healthcare, sanitation, electricity and roads for our fenceline communities through our community development programmes.

 Investing in community health infrastructure to ensure improved quality of life and to reduce the inequality gap caused by a lack of access to health care services and by improving the quality of life and health of communities by reducing health and environmental risks through our water, sanitation and hygiene (WASH) programmes.

 Increasing environmental awareness through environmental stewardship programmes which contribute to building a sustainable community, and circular systems recycling.

 Creating mutual partnership connections between Sasol employees, civil society and non-profit organisations who do good in our communities through our Sasol for Good programme, including voluntary payroll donations, once-off donations and disaster relief contributions.

CHALLENGES AND PROGRESS: Navigating transformation and empowerment

By Raine St.Claire

In order for an economy to remain stable, it needs to have a healthy financial sector which is made up of many different industries ranging from banks, investment houses, insurance companies, real estate brokers and consumer finance companies. Of these, banks, insurance companies and asset

FINANCIAL SECTOR SCORECARDS

managers are particularly prone to scrutiny due to their crucial role in financing the real economy and large workforces. Banks employ over 100,000 people and while these large companies dominate the sector, smaller companies contribute significantly to the sector’s viability.

Skills development: Down to 78%

Exceeds targets at 132.59% 10 000 registered companies

Recognition: Up to level 2 from level 4

STATISTICS:

According to 2023Q2 labour statistics the finance sector (banking, financial intermediation, insurance, real estate, and business services):

Socio Economic development:

Ownership: Up from 81% to 91.29%

Management: Remains at 61% 1076 included (up from 759 last year)

• Employs a total of 2 599 000 people

> 1 132 000 women

> 1 467 000 men

• Compared to 2022Q2 — an increase of 139 000 people across the sector

ESD: Up from 71% to 90.56%

THE BIGGEST BANKS IN SOUTH AFRICA IN 2023 BY ASSETS

#1 Standard Bank

• Assets R3.12-billion

• Employees 49 931

• Top employer ranking #20

• BBBEE Level 1 Score120.08

# 2 FNB

• Assets 1.72-billion

• Employees 38 836

• Top South African Employer ranking #2

• BBBEE Level 1 Score 120.81

#3 ABSA

• Assets R1.60-billion

• Employees 26 000

• Top South African Employer ranking #1

• BBBEE Level 1 Score120.00

#4 Nedbank

• Assets R1.35-billion

• Employees 25 924

• Top South African Employer ranking #4

• BBBEE Level 1 Score 122.44

#5 Investec

• Assets R610-billion

• Employees 8 705

• Top South African Employer ranking #5

• BBBEE Level 2 Score 95.04

#6 Capitec

• Assets R609-billion

• Employees 15 451

• Top South African Employer ranking #8

• BBBEE Level 2 Score 104.71

#7 Discovery

• Assets R74-billion

• Employees 13 700

• Employer ranking #16

• BBBEE Level 1 Score 110.53

REAL ESTATE

South Africa’s property industry remains among the least transformed industries. Fewer than 10% of registered real estate agents are black, and the BEE scorecards of many property companies indicate that key areas like ownership and management control, crucial for genuine empowerment, still lack transformation.

The figures show improvement in some areas and challenges in others:

• Recognition level: Improved from level 5 to level 4

• ESD: Up from 62% to 85%

• Skills development: Up from 67% to 80%

• Ownership: Slightly down at 65%

• Management control: Slightly down at 32%

• Socio economic development: Fell sharply but remains well above target at 116%

INSURANCE INDUSTRY: SOUTH AFRICA LEADS THE AFRICAN INSURANCE MARKET WITH HEALTH COVERAGE DOMINANCE Market Leaders

1. Old Mutual Life

• Turnover $6668-million

• Net Profit $459-million

• 30 000 employees

• BBBEE Level 1 Score 121.10

2. Sanlam

• Turnover $4353-million

• Net Profit $782-million

• 120 105 employees

• BBBEE Level 1 Score 122.46

3 . Discovery Health

• Turnover $3866-million

• Net Profit $88-million

• 13 700 employees

• BBBEE Level 1 score 110.53

4. Momentum Metropolitan Holdings

• Turnover $3514-million

• Net Profit $224-million

• 120 105 employees

• BBBEE Level 1 Score 117.99

5. Santam

• Turnover $2923-million

• Net Profit $123-million

• 6 339 employees

• BBBEE Level 1 Score 114.90

6. Liberty Holdings

• Turnover $2856-million

• Net Profit $71-million

• 7080 employees

• BBBEE Level 2 Score 99.04

CONCLUSION

The financial sector is confronted with persistent challenges, including the need to reduce monopoly levels, dismantle entry barriers for emerging black businesses, and address issues of financial exclusion.

Achieving level 2 recognition in this year’s 2023 Sanlam Gauge Report, supported by independent research from The Association for Savings and Investment South Africa (ASISA) – a significant contributor to the financial sector managing about R8-trillion in assets – provides clear evidence of transformation. In an effort to empower the Financial Services Conduct Authority (FSCA) in enforcing B-BBEE legislation, the Conduct of Financial Institutions (COFI) Bill was introduced in 2022. Despite its publication, the bill, outlining a transformation strategy, is yet to be passed. While addressing skills shortages requires long-term interventions, there is significant improvement in scorecard performances, surpassing targets in both ESD and SED – a positive sign indeed!

Sources: StatsSa | National Treasury | Property Wheel | Business Tech African Business | The Reserve Bank

The Africa Report | Global ranking The Banker

Sinayo Securities (Sinayo) is a majority black female-owned member of the Johannesburg Stock Exchange (JSE). At its helm is Babalwa Ngonyama, their CEO; the quintessential symbol of female power, considered an industry leader who continues to make major waves in the corporate sector. The acclaimed CEO is also the founding chairperson and serves on the Advisory Board of the African Women Chartered Accountants (AWCA), an organisation whose key aim is to accelerate the development of black female Chartered Accountants.

In an interview, we discover how it all started and what the future has in store for the firm and its remarkable leader.

"The financial services sector is largely male dominated, and females were subjected to racial biases and gender inequality in the workplace. After years of realising how heavily burdened female professionals in the financial services sector were, I was motivated to start Sinayo Securities in 2016.”

The product and service portfolio

As an agency-only securities business, the firm specialises in South African equity sales and trading for institutional investors and strives to influence policies and strategic decisions by connecting the fund management industry, business and political leadership. Their vast network and experience in the private and public sectors enable them to offer impeccable service to the Asset Management Industry.

“We touch South Africans by democratising investments and by being game-changers. Our mission is to provide our clients and portfolio companies with extraordinary insights, which generate tangible impact and enduring wealth when implemented.”

DISRUPTING THE STATUS QUO

Shifting the balance; empowering clients to reach new heights

Key flagship projects

Without a single security breach, through S-Software Design, Sinayo offers clients a deep analysis with Ultimate Execution, a tool which measures transaction costs by analysing trade-by-trade execution for equity and fixed income trades on the JSE and A2X. The firm also handles offshore trade analyses on all the major foreign stock exchanges as off-line services.

Under Sinayo and in her personal capacity, Babalwa leads several passion projects — most notably the company graduate training programme dubbed ‘Project Funda’. To date, Project Funda has assisted more than 80 graduates to secure direct industry exposure, either with Sinayo Securities and/or its clients.

“This programme, which I am particularly passionate about, assists young graduates in the financial services sector by equipping them with the necessary knowledge and skills required for future employment. We accelerate their employment prospects by providing quarterly mentorship and guidance.”

Diversity, equity and inclusion are embedded in policies

From the beginning, Sinayo’s focus has been on building a business on the foundation of experienced individuals and a strong entrepreneurial spirit. This involves forming long-standing client relationships and harboring an ambition to leave a legacy of sustainable transformation and inclusivity in the stockbroking industry.

“Inclusion is not a matter of political correctness. It is the key to growth. “Diversity and inclusion, which are the real grounds for creativity, must remain at the center of what we do.”

The secret of Sinayo’s success

Babalwa has a special knack for leading organisations with global operations in the most challenging jurisdictions. She leads a group of experts including data scientists, economists, stockbrokers, and strategists who possess a collective experience of over two centuries in trading.

“Our team has been actively engaged in the JSE and financial markets for the last three decades, complying with regulations, handling trade, risk and settlements. Sinayo has also conducted skills transfer programmes, spearheaded industry initiatives, contributed to

advisory committees and forums, and taken on leadership roles in industry bodies. “Corporate South Africa and the public sector can start by affording women more opportunities to elevate themselves in the workplace — and we will all reap the benefits of this empowerment. We need to lead the way for young professionals to have better opportunities and a chance to move the needle forward.”

Aspirations for 2024?

Being game-changers

The focus is on being game-changers. The acknowledgment of changing winds, becomes the catalyst for transformation, guiding the company toward new horizons.

Advanced trading platform

Sinayo will be investing heavily in developing an advanced, user-friendly trading platform that caters to retail investors and high-net-worth individuals.

Global expansion

“We are actively expanding operations beyond South Africa, establishing a network of offices and partnerships to serve clients on a global scale.”

Babalwa is steadfast in her mission to make a positive difference in the world; a legacy she deems profoundly important.

“I have learned that my life becomes richer and fulfilled when I lend a helping hand and I’m also reminded that life should not only be centred around my own needs,” she concludes.

Babalwa Ngonyama, CEO of Sinayo Securities

M84 GEOTECH Safety is our priority!

M84 Geotech is a geotechnical company specializing in supply and installation of rockfall protection barriers and mitigation systems as well as installation of slope stability monitors. We are a work at height company and accredited member of Institute for Working at Heights company and our services are offered mainly in mining (open & underground) and oil & gas industries including mountain roads.

We do high-risk projects and usually go where most will say is impossible to access. That’s why safety is very important to us, and our technicians are well trained and equipped to do any work at height, especially high-wall and rockfall projects. Our aim is to keep those who are working under any possible rockfall safe buy

putting reliable and effective measures in place to avoid harm to people or equipment. We install drape mesh and catch fences on high walls at open pit mines for safe and controlled rockfalls and rockfall debris. The mesh is also applicable for underground support structure as well.

We have been doing geotechnical services for over five years and all our projects were completed without any fatality incident because safety is a priority for us. Our past projects include barring down (moving and pushing down loose rocks on a high wall), monitoring prism installation, water pipe securing, bush clearing on a high-wall and fixing and unrolling drape mesh and installation of a drape mesh on a 200 x 200m highwall at Mogalakwena mine which is one of the biggest open cast operations in the world.

Kunene Makopo Risk Solutions

Nurturing communities and embracing the digital wave

Kunene Makopo Risk Solutions (KMRS) is a financial intermediary founded in 2006. KMRS has 18 years’ experience in providing financial services and products primarily in insurance.

Kunene Makopo Risk Solutions has a unique footing in the market because of its multiple licenses in Short Term insurance, Long Term insurance and medical aid. This allows the company to provide a comprehensive service to its clients and partners.

We have a national footprint with offices in all nine provinces and head offices being in Johannesburg.

Activities and operations

Short Term Insurance:

• Commercial Lines

• Personal Lines

• Public Liability

• Reinsurance

Long-Term Insurance:

• Group Funeral Scheme

• Life Cover

• Group Life Cover

Product development

• We have developed relationships with specialised underwriters and Insurance houses that allow us to develop client focused products based on extensive market research that is geared at the client’s specific needs, such as Imbewu Stokvest which is a hybrid funeral and savings product. We also have developed low-cost housing insurance named SHIC.

SED activity

• Bela–Bela Municipality Mayoral Matric Awards 2023 – Kunene Makopo Risk Solutions sponsored the municipality by proving eight tablets to the matric top achievers estimated to be worth around R50 000.

• Emshukantambo Secondary School – Kunene Makopo Risk Solutions provided the school with hygiene products such as sanitary pads and toiletries.

• KMRS Bursary Programme; we proudly offer bursaries to deserving individuals seeking to further their education by investing in the education of future leaders.

• Msukaligwa Local Municipality Wellness Day – sponsored activities for the day would include interdepartmental sport tournaments between councillors, executive management and all employees, breast cancer, mental health, financial management awareness.

CSI initiatives

Kunene Makopo Risk Solutions has always prioritised giving back to the community with focus on the less fortunate through initiatives like:

• SAMSRA

• Smart Food Foundation

• Mrs. Soweto Fundraiser

• Small Business Runway

• Two For Joy Ladies

• Bela-Bela Municipality Mayoral Matric Awards top achievers

• Emshukantambo Secondary School.

Commentary on the last 5 years:

The insurance industry has had significant change post covid 19. One notable change is the increasing adoption of digital technologies across various aspects of the insurance value

chain, including sales, underwriting, claims processing and customer service. Digitalization has led to greater efficiency, improved customer experience and the emergence of new distribution channels such as online platforms and applications. Kunene Makopo Risk Solutions has taken full advantage of this fact, improving claims process and turnaround times for clients across the board.

THE BUSINESS PROCESS OUTSOURCING (BPO) SECTOR

Pivotal role in job creation and empowering

growth

By Raine St.Claire

The Global Business Services (GBS) sector, also known as the Business Process Outsourcing (BPO) sector in South Africa, has earned global recognition as a Centre of Excellence for Impact Sourcing, championing values of transformation, diversity, equity, and inclusion (DEI). It is a leading destination for delivering exceptional customer experiences (CX) with a focus on affordability, high-quality service, and empathetic engagement across various business functions.

According to the 2023 Front Office CX Omnibus Survey, South Africa is only second to India as a preferred destination for setting up an offshore BPO operation.

“South Africa was the runaway most favoured offshore CX delivery point among those surveyed in North America, and the country was very popular among Australian and British respondents,” the report said.

THRIVING BPO SECTOR

The GBS/BPO industry has played a pivotal role in job creation and economic expansion and is considered a promising avenue to address the country’s unemployment challenges.

In accordance with this, the goal is to create 500 000 new jobs by 2030 and in a significant move to strengthen the sector, the South African government has allocated R569-million to it for the current financial year.

These are the words from the Minister in the Department of Trade, Industry, and Competition (the dtic), Ebrahim Patel, who added that the government has invested more than R3-billion in the sector since 2016 and stressed the vital role of partnerships between government, the private sector, and employees. Cape Town is among the most established regions in the GBS/BPO sector, with over 59 000 related jobs to date.

According to the Minister, “The next phase of the GBS sector focuses on expanding operations across provinces and towns, with an emphasis on high-value services in information technology, finance, health, legal, and retail.”

GOVERNMENT FOCUS

National and provincial governments both see the fostering of the BPO sector as a key economic driver,

especially when it comes to attracting overseas companies to the country.

Despite investments in education and skills development, there’s a gap in matching the demand for high-level skills in industries such as management, professionals, engineers, technicians, science, maths educators, and IT experts.

In response to the skills gap, the Department of Home Affairs has proposed changes to immigration rules, with a focus on remote working and critical skills visas. The Trusted Employer Scheme (TES), introduced in October 2023, aims to simplify the hiring process for eligible employers seeking to attract skilled workers and manage visa applications more efficiently.

This is incredibly beneficial for large investors, crucial for South Africa’s job creation targets of 500 000 new jobs by 2030 in industries like BPO.

STATISTICS

Employment in the BPO sector (McKinsey, (2018 - March 2022):

■ There are over 270 000 individuals employed in South Africa’s BPO sector across six major cities and the sector hasadded 65 385 jobs to the South African economy while generating over $1-trillion in export revenue, as per the McKinsey report. The sector focuses on employing and empowering the youth and has an emphasis on uplifting previously disadvantaged communities. Women contact centre agents constitute two-thirds (67%) of the South African GBS sector.

Economic impact of the BPO sector (BPeSA):

■ Contributes approximately R50-million (9%) to South Africa’s annual GDP

Growth trajectory and employment forecasts:

■ Projections foresee a significant expansion, with the workforce expected to surpass 775 000 jobs by 2030

South Africa’s potential as a global outsourcing hub:

■ Statistics underscore the nation’s capability to establish itself as a key player in the global BPO landscape Revenue Projections (2024):

■ Expected revenue: R40.47-billion

■ Up from R8.45-million in 2020

■ Predicted annual growth rate (CAGR 2024-2028):

■ 7.88%, resulting in a market volume of R54.73-billion by 2028

Average spend per employee (2024):

■ Anticipated to reach R1 622.26 (US$88.48)

Global comparison:

■ Majority of revenue is expected to be generated in the US, with a projected revenue of US$134.30-billion in 2024

THE RISING DEMAND FOR BUSINESS PROCESS OUTSOURCING (BPO)

SERVICES IN SOUTH AFRICA CAN BE ATTRIBUTED TO SEVERAL FACTORS: Skilled workforce

South Africa’s growth in the BPO market is driven by its highly skilled workforce proficient in English, making it an attractive destination for companies outsourcing their business processes

Market trends

A notable trend is the increasing demand for specialised BPO services like legal process outsourcing, healthcare outsourcing, and finance and accounting outsourcing, reflecting a shift toward more complex processes outsourced to South Africa

Strategic time zone

South Africa’s favourable standard time zone aligned with many European countries, facilitates seamless communication and collaboration with outsourced teams.

Government support

The South African government’s support for the BPO industry, including tax incentives and other benefits, contributes to its attractiveness for outsourcing

Infrastructure development

Improvements in infrastructure, particularly in telecommunications and IT, along with a stable political environment, enhance the ease of setting up and operating BPO services in South Africa.

Market growth drivers

The overall growth of the BPO market is also fueled by macroeconomic factors such as improving infrastructure, stable politics, and a well-established legal system.

PROVINCES

KwaZulu-Natal job growth 2023Q2:

■ 1 952 new jobs created (51% ) the sector for the quarter

Western Cape job growth 2023Q2:

■ Registered 1 292 new positions (34%) of new hires in 2022Q2

Q3 and Q4 2023:

■ Positive continued upbeat performance in job growth

New investments in both regions:

■ Both regions have attracted a significant number of new investments

■ Including new international operators in KwaZulu-Natal and the Western Cape

■ Established operators expanded operations

Sources: itWeb|Statista|BPESA|dtic

|CBN | grandviewresearch

Established in 2004, Y-Brand is a 100% black-owned marketing agency with a Level 1 B-BBEE score. In an interview with Y-Brand’s Founder Kabelo Ncholo, he explains the Y-uniqueness and what it means to be the Top Empowered Company: Fast Growth Black-Owned SMME of the Year Runner-Up, which was awarded to him and the company.

Who is Y-Brand?

Y-Brand is a marketing agency that offers an integrated approach of a ‘one-stop-shop’ marketing solution, using a through-the-line marketing method of below-the-line, above-theline, and digital marketing methods to reach a wide market base. To put it simply, we offer all marketing solutions to our clients.

“Y cares!

Kabelo believes that Y-Brand is not an ordinary agency - it changes lives. The agency is committed to improve the lives of the disadvantaged by addressing South Africa's serious economic problems, especially the severe skills gap that contribute to economic challenges such as high unemployment. His mission is to create job opportunities through the agency and prioritise skills development for students and professionals seeking career advancement in the marketing or communication industries. Over 100 students have been given full-time employment to date by the business and more are working as seasonal staff while still studying.

KABELO NCHOLO FOUNDER & CEO, Y-BRAND

Celebrating a 20 year journey

Y-Brand contributes 1% of its revenue and provides tertiary institution bursaries to students through Y-Cares, the corporate social investment (CSI) arm of the business. “Through this programme we plan to develop our own talent from schools especially village schools and afford them opportunity to study marketing or communication at esteemed institutions, give them experience through our seasonal jobs such as activations and office support while studying. Currently we are sponsoring 6 students and looking forward to see them working with us in 2 years’ time when they complete their degrees.”

In addition, Y-Cares, together with partners (made up of Y-Brand clients), have reached out to communities to deliver corporate social investment worth over R2-million to date through a range of initiatives, including the donation of food parcels to various schools and children’s homes.

Roots and accolades

This year marks Y-Brand’s 20th anniversary.

“We continue to grow from strength to strength.

“I started this business with nothing, and today it has expanded to include operations in Johannesburg (head office), Cape Town, Durban, Namibia, and Zambia, generating over 300 jobs.

"As the saying goes, ‘There are no shortcuts to the top of the palm tree'. Winning the Top Empowered Company Award meant a lot for the business, and being a finalist for the Top Empowered Entrepreneur enhanced my status.”

What is behind the Y-Brand success?

"The success of Y-Brand is in understanding that our clients are the true owners of the business. Without their investment, we will be non-existent. Everyone who has worked for or is employed by Y-Brand understands how important it is to satisfy the client, at times it means less money in the business' pocket. The most important thing in our business is our clients’ retention. As the founder and CEO, I firmly believe in this statement, which makes it simple for colleagues to do the same. As Y-Brand, our mission is to serve our clients. Our success stems from 1000% focus on client satisfaction."

You have a great back story – forming the company in 2004 with a R350 tip from waiting. Please share it.

“Coming from a poor background with a single mother working as a domestic worker, I began my entrepreneurial journey at 19. Any opportunity to earn money to pay rent and support my family grabbed my attention.

“Little did I know the same company I started with a R350 tip, I got while working as a waiter, would drastically change my life and others. Affording me the life I never thought I would live.”

Your company has been operating for 2 decades now – what are some of the most noticeable changes and trends you have seen over the last 20 years?

“Back when I worked as a waiter, I discovered that maintaining a successful business depends on keeping customers. The business will always remain open if its customers are satisfied. This statement has been with me since then and has enabled me to transform with their needs as they change all the time.”

“The

success of black entrepreneurs in South Africa is, and will continue to be, one of the major means of moving this coun try and the continent forward in terms of creating employment, economic participation, and redressing the uneven and unjust system of the past. The sustainability of black owned businesses is crucially important to the health and stability of the South African economy.”

You are 100% black-owned and have a Level 1 B-BBEE score card – what does it take to reach this level – and maintain it?

“The sustainability of Y-Brand was intentional and the reason behind the business’s vision statement to:

• Exist for over 100 years

• Build a resilient black-owned enterprise that can inspire other entrepreneurs to be resilient and persistent

“The success of black entrepreneurs in South Africa is, and will continue to be, one of the major means of moving this country and the continent forward in terms of creating employment, economic participation, and addressing the uneven and unjust system of the past. The sustainability of black-owned businesses is crucially important to the health and stability of the South African economy.”

Starting your own small business, keeping the doors open and eventually flourishing – this is not an easy road to travel – what have been your major challenges, how did you overcome them – and what advice would you give aspiring entrepreneurs? Kabelo has found that challenges and failures are part of business. Understanding what keeps clients satisfied is crucial for success. Making client happiness a priority has led to personal development as well as to studying client retention in business schools.

“I have learned that business, challenges and failures are siblings. It is never possible to select one without the other. Understanding who keeps the door open and what it takes for them to do so was the key to my

success. Client satisfaction is my top priority since they are the ones who bring my business to life. That entails a lot of things, including my own personal development, which prompted me to enrol in different business schools and study the phenomenon of client retention. To this day I purposefully place myself in uncomfortable situations because I understand that’s what growth is. I never see my business as 20 years old. Instead, I see it as an infant that requires constant, unwavering attention, which is why I hire skilled employees to help me look after it. I am always trying to figure out how to retain clients."

His advice to aspiring entrepreneurs is to focus on pleasing customers because doing so will inevitably lead to growth.

What are your most memorable projects and achievements?

“We are fortunate to work with blue chip organisations such as; Diageo, Coca-Cola, MTN, Pernod Ricard, African Bank, Telkom and FNB to mention a few. Our clientele ranges from; Fast-Moving Consumer Goods, Telecommunications, Banking and Sports.

"Our best achievement is that we have not lost a client for over 10 years.”

Exciting plans on the horizon

“I’m looking forward to the gifts of new challenges.” Kabelo excitedly shares that there is an intentional Y-brand penetration into the Africa market.

“Our Kenyan and Nigerian launch is in an advanced stage and the thought of Y-Brand Africa with operations in South Africa, Namibia, Zambia, Kenya and Nigeria is so exciting.”

A message of inspiration

Kabelo’s story is one of pure inspiration. He shares some great insights from his journey to success.

“The greatest enemy of progress is your last success.

The past is just a portion of the future lived."

"No matter how hard life can be today, always believe in the future.

The kind of favour that made Joseph a ‘nobody’ become a king overnight. It is the kind of favour that found me... #Iamblessed”. –– Kabelo Ncholo

Head Office:

28 Hornbill Street, Sandton South Africa 2191

Regional Offices:

Cape Town, Durban, Windhoek (Namibia) and Lusaka (Zambia)

0861 YBRAND (0861 927 263)

(011) 467 0970

Info@ybrand.co.za

www.ybrand.co.za

Sustainable Diversity, Equity and Inclusion through whole-system culture change MANDATE MOLEFI

Mandate Molefi, a human resources consultancy, has been in operation for over 20 years. Through our experience in multiple sectors in South Africa and globally, we have developed a unique 10-step model which creates sustainable change in your organisation.

We have applied the model successfully in local and international organisations ranging from large corporates, smaller organisations, NPOs, regulatory bodies and academic institutions. The approach is iterative and provides a framework which organisations can use to identify gaps in their current approach or utilise the model to start their DEI journey and develop a long-term strategic approach that will support the overall business vision. The work of DEI is interpersonal, systemic, complex, and generative all at the same time - it can be both deeply satisfying and frustrating. It was for these reasons that the model was developed – to create a

structure and approach based on best practice and experience to guide the steps of this journey.

As Mandate Molefi we have developed our own tools that have been tried and tested over the two decades. These include 360-degree assessment tools, organisation wide surveys to help you measure qualitative impact. In addition, we have locally generated video scenarios to capture difficult team dynamics and enable dialogue and co-creation of appropriate action steps.

While it is highly beneficial to operate at a global level, real impact comes with the ability to design locally relevant interventions that considers the cultural nuances, socio economic and political dynamics of every country. That is a winning formula that we have managed to establish over the many years of our existence.

The model is based on the concept of the head, hearts and hands: CONTACT DETAILS

Nene Molefi is not only an author of a book but also a co-author of ‘The Global DEI Benchmarks’; a collaborative effort between three authors and the insights of 112 DEI experts from around the world. This has provided Mandate Molefi with a wide network of experts to exchange case studies and continue learning to take our service to greater heights.

Our workshop experiences: These can be separate modules or can be combined and customised based on the results of your survey.

• Establishing DEI Common language

• Unconscious Bias and Micro Aggressions

• Race & Racism

• Diversity of Thought and Personality

• Neurodiversity

• Gender Equity and Gender Identity

• Disability Competence

• Generational Differences

• Bullying and Harassment & Healing

• Rank, Power and Privilege

The head develops a clear communication strategy, understands the key challenges in the environment and develops a vision for culture change.

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

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

info@mandatemolefi.co.za

www.mandatemolefi.co.za

Founded in 2013 by visionary leader

Precious Nala, NXT Consultancy bridges the gap between business owners and operations, offering essential core functions for growing South African businesses. With a foundation in marketing, fundraising, and business strategy expertise accumulated over two decades, NXT Consultancy champions a progressive philosophy, encouraging downscaling for a more purposeful and prosperous future.

Small businesses often lack in-house expertise in areas like HR, finance, marketing, monitoring and evaluation (M&E), and fundraising. They rely on external experts, but vetting them can be tedious. This makes it challenging to establish a cohesive and supportive environment for effective teamwork and business performance.

With over two decades of diverse business experience, industry leader Precious Nala is changing the game for business owners. In 2013, she founded NXT Consultancy, South Africa’s exclusive B2ME® outsourced collective. Offering services from marketing to finance, HR, IT, and branding, NXT enables businesses to access essential services without the burden of added headspace and overhead pressure.

Recognising the unique needs of each business, NXT Consultancy offers customisable B2ME Crates®. This flexible model allows business owners to select

Your business deserves more and you deserve more business NXT CONSULTANCY

resources based on their specific requirements. With this approach, SMEs across South Africa can effortlessly access and manage essential business services, ensuring tasks are completed efficiently and effectively.

So what does a resource collective look like?

Essentially, it’s a team of professionals on hand and on demand to bridge the gap between running a business and scaling a business.

How is NXT Consultancy 10X-ing the game?

You get 4 B2ME® Crates to choose from that align with your annual goals and budget parameters:

These include:

B2ME ® ‘Free Me Up’ Crate – The Rolls Royce of Resources – this is one consolidated solution for the business owner that needs more time on their hands to build big dreams.

B2ME ® ‘Build Me Up’ Crate – a gradual, block-by-block approach – for the slow and steady business owner that needs only three core services aligned with their unique requirements.

B2ME ® ‘Drop Me In’ Crate – a hustleand-hop kind of crate for the flexible business owner that prefers a month to month option.

B2ME ® ‘You & Me’ Crate – an alternative solution to a physical resource, is a mental resource. NXT Consultancy recognises the need for startup entrepreneurs to have insightful conversations and seek business guidance. This Crate is it. For business

owners seeking professional advice on starting and scaling a business, You and Me offers private hourly mentor sessions online, facilitated by Precious Nala.

“As business owners, asking for help is a challenge. Consequently, we endure. Busy schedules hinder connecting the dots, fear prevents hiring, misinformation hampers smarter choices, and pride stops us from seeking support. Having experienced this, I founded NXT Consultancy to assist businesses in scaling the best way possible.” - Precious Nala, Founder, NXT Consultancy

NXT Consultancy unifies on-demand professionals to support overwhelmed entrepreneurs, eliminating hurdles caused by limitations. This creates a purposedriven, supportive environment empowering businesses to thrive amid challenges.

Ready for your NXT?

Make the intelligent choice for your growing business. Connect with NXT Consultancy for a strategic partnership that doesn’t just tick the box – it builds the whole BOSS crate for you.

For more information on NXT Consultancy, contact:

074 281 8550

hello@nxtconsultancy.com

www.nxtconsultancy.com

Making better stories for a better world. From the longest-running children’s programme across Africa, to multiple award-winning programmes, we love what we do, and it shows.

Passionate, innovative, and creative, Urban Brew Studios has been at the heart of South Africa’s independent television production industry for over three decades.

Our story is one of commitment to creative freedom, programming excellence, technical innovation and providing a platform for young people, entering the industry, to develop their talent.

Activities and operations

As a leading facilities provider and creative hub for entertaining content, Urban Brew Studios specialises in television production, outside broadcasting, content generation, branded content, channel management, full post production, music composition and publishing, studio facilities and technical solutions for hire.

Popular television experiences we've created include Gold Diggers, Live AMP, RGB, YoTV, Khumbul’ekhaya, Vodacom NXT LVL, Ikhaya, Die Vlieënde Springbokkie, Makoti, Dance yo Dumo, Forever Thina, and Young, Famous & African, to name a few.

We export productions like Young, Famous and African to international markets, distributing finished content to

URBAN BREW STUDIOS

Creative excellence in South Africa's independent television production industry

the likes of Canal+ in France, Autentic in Germany, and Sky Vision in the UK.

Exciting highlights

• Best Production Company in SA 2023 award

• Young, Famous and African awarded Best Entertainment Reality Show 2023

• 2023 SAFTA Nominations for Aganang and Women With Purpose

• Young, Famous and African Season 2 reached top rankings on Netflix Africa, the Middle East, 8th position on Netflix US

• Trained 500 individuals in film and television skills through UBS skills development programme in partnership with MICT Seta and Revolution Media Academy

• Successful launch of the UBS Writing Room, collaborating with established and emerging writers to explore untold African stories and formats

Partnerships, deals, mergers and acquisitions

In terms of partnerships, we actively engage with industry creatives and producers to enhance our offerings and ensure media industry sustainability. Additionally, we collaborate with emerging producers for skills transfer and co-productions.

CSI initiatives and SED activity

In a heart-warming display of corporate social responsibility, ONE Gospel partnered with Othandweni Children's Home in Soweto to host a special event aimed at bringing joy and laughter to the faces of the children residing there. The event, held on 13th December 2023, was a resounding success, leaving a lasting impression on both the children and volunteers alike. This is one of the events through which Urban Brew Studios continues to demonstrate how much we care for our communities.

Sector changes

In the past five years, South Africa's film and television sector has seen significant transformation, with a focus on promoting diversity and inclusion. This shift has brought forth new voices and perspectives, enriching the storytelling landscape.

Locally produced hits like Young Famous and African, Blood and Water, Unseen, and Shaka iLembe have gained global acclaim, elevating South African storytelling on international platforms like Netflix, Showmax, and Amazon Prime Video. These platforms have become crucial for distributing high-quality South African content, expanding its global reach.

Furthermore, increased collaborations and co-productions with international partners have raised production standards, offering exposure and opportunities for South African talent worldwide.

Ferndale on Republic, Cnr Malibongwe & Republic Roads, Ferndale, Randburg, 2194

+27 (0)10 443 6030

info@urbanbrew.co.za

www.urbanbrew.co.za

The dust is rising against the evening-orange horizon as the Kriel Occupational Health and Wellness Centre mobile unit leaves the field. For some people, it was their first time having the range of medical tests and the excitement – and nervousness – of the experience has left clusters of people behind and is palpable.

“It was a good day,” says Moses (42). “I had always heard about being tested for HIV and TB but the clinic is too far [away]. And these people who came are so professional and friendly. I felt they [cared].”

It’s a familiar response from clients and it is the reason Dr Lindi Mokwena decided to establish the Kriel Occupational Health and Wellness Centre (KOHC) in 2008. Originally servicing the Emalahleni, Mpumalanga region, KOHC has grown to establish a second office in Gauteng with two mobile units servicing the rest of the country. This sustained growth is in part due to the partnership KOHC enjoys with Londvolota.

When Dr Lindi applied to Londvolota for support in 2016, the Londvolota team knew they had a perfect applicant in KOHC. As a 100% black female-owned business, KOHC had a proven track record of success and a business plan to grow. However, if KOHC was to realise

KRIEL OCCUPATIONAL HEALTH CENTRE

Affordable and comprehensive Occupational Health Services

the desired success, the business needed greater structure with internal systems and in-house skills and, most importantly, the business needed to distinguish itself from its competitors. Londvolota was an ideal support to provide business know-how over an extended period of time and finance.

The range of occupational health and wellness services offered by KOHC is extensive. Many corporate clients, including mines and construction companies, opt for medical surveillance services whereby a planned programme of periodic medical screening assesses the client’s fitness to work and helps companies manage their health risks as well as preventing, detecting and treating occupational diseases. Surveillance can be done preemployment, during employment or on leaving employment, and KOHC has built up a loyal client network who draw on their services on a regular basis.

Other services include conducting wellness days, offering travel medicine with related vaccinations, benefit medical examinations, especially for ex-miners seeking compensation from MBOD/CCOD, and injury on duty management and reporting, and sports medicine complete their offering.

“We were able to expand our service offering and our geographic reach as a result of Londvolota’s support,” explains Dr Lindi. “But what has really set us apart is that we received our ISO 9001 registration in 2019. Now our clients have increased confidence in our services and also know they have recourse for services offered. And our rankings across all areas of

service delivery is far higher now that we have formalised our systems.”

The group of people on the dusty field is slowly diminishing as the evening fades to night. The mobile clinic is still out on the road, several hours from reaching the KOHC offices. But the impact of the day will be felt for years to come.

Moses is one of the last people to head home. He is still abuzz from his experience. “Today I feel like a man,” Moses smiles. “I know my status and can make decisions to protect myself and my family. Yes, today was a good day.”

BUILDING A BRIGHT FUTURE: CONSTRUCTION RISES IN VITAL ECONOMIC ROLE

By Raine St.Claire

South Africa’s construction sector is vital for the economy and for contributing significantly to the GDP. According to the Department of Statistics’ quarterly labour force survey for 2023Q2 the industry added 128 000 jobs to contribute to the 0.3% decrease in the unemployment rate in the country.

REVITALISED RISING INFRASTRUCTURE HORIZON

TWhile the industry faces challenges, private investments signify a positive trend. The sector is experiencing growth with 26 mega projects valued at R235.3-billion, a new R5-billion smart city, and a strong focus on renewable energy is contributing to this expansion.

The energy sector stands out as a key player in these projects. major highlights including the R75-billion Green hydrogen plant at the Coega Special Economic Zone, the 5th and 6th rounds of the Renewable Energy Independent Power Producer Procurement Programme (REIPPPP) at R34.3-billion and R12.1billion, and the R12-billion Seriti coal mine wind farm project.

The 524 000 sqm mixed-use Tshwane Salvokop precinct project, valued at R18-billion is expected to create at least 3 152 jobs during the first phase estimated for completion by the end 2025. The three-phase project of constructing four government buildings is estimated to generate a total of 80 000 jobs.

EMPLOYMENT IN THE CONSTRUCTION SECTOR 2023Q2

PUBLIC SECTOR SPENDING ON INFRASTRUCTURE OVER THE NEXT THREE YEARS

1 304 000 total people

Formal 804 000

Informal 496 000

Men 1 151 000 000 (88% – up by 139,000)

Women 154 000 (12% – down by 11 000)

Gauteng 27%

Western Cape 19%

Eastern Cape 11%

KwaZulu Natal 18%

Limpopo 11%

Sources: Stats SA

• Total of R903-billion National departments R504.5-billion

• Provincial R209.8-billion

• Local Government R190.3-billion

• public-private partnerships R21.9-billion

• Public entities R124.4-billion

• State-owned companies R302.1-billion

• municipalities R190.3-billion

INFRASTRUCTURE SPENDING FOCUS:

• Transport and logistics R351.1-billion

• Water and sanitation R132.5-billion

• Roads R233.1-billion

• Water R121.3-billion

• Housing R45.9-billion

GOVERNMENT INFRASTRUCTURE PRIORITIES ACROSS SOUTH AFRICA:

• Water Sector

> 11 projects – R115-billion

> 20 000 construction jobs and 14 000 operational jobs

• Transport and Logistics

> 11 Projects worth R20-billion

> 10 000 construction jobs

> Six projects valued at R20-billion currently under construction

• Digital Sector

> South African National Space Agency’s R4.4-billion project

> First phase completion expected 2025Q1

> 10 000 jobs across three phases

| National Treasury | IOL | DPWI | Sanlam | Cdib

ADVANCEMENTS, CHALLENGES, AND THE CALL FOR EMPOWERING WOMEN IN CONSTRUCTION

According to the 2023 Sanlam Gauge Report the construction sector advanced to a level 2 contribution rating. Ownership rose significantly to 81.87%. Skills development 82.54% of the target for skills development. ESD improved to 79.17% and Socio Economic Development exceeded the target at 183%. Female ownership of 51% and above reached 34%, slightly below Cidb’s 40% target. At 84%, the management control pillar remains a persistent challenge, especially in senior and top management. The industry struggles to retain experienced staff, who frequently move to other sectors or emigrate.

Gender diversity remains a significant issue, with building sites continuing to be predominantly male, estimated at 99% of the workforce.

With new regulations allowing tenders from emerging and 51% or more black-owned companies, mandating a 30% subcontracting involvement for tenders exceeding R30-million, the Public Works Minister urges companies and contractors to empower women in construction through subcontracting, thereby supporting the growth of small to medium-sized contractors.

TOO-SEE ENGINEERING Engineering your dreams with us

Too-See Engineering is a Level 1 B-BBEE contributor which provides plant maintenance and specialised project services across all the engineering disciplines. With the aim of becoming a top provider of innovative engineering products and services on the continent, Too-See Engineering deploys high level skills and competencies to its clients at competitive prices, in a way which increases shareholder value.

Q: What is your target market, and why should they do business with you in preference to your competitors?

Any organisation that has machinery to produce or manufacture goods across all industries is our client as we provide plant maintenance services to all our clients. We also have the capacity to undertake special projects on a turnkey basis across all the engineering disciplines. We are an organisation which helps client organisations with their B-BBEE and enterprise development scorecards.

Q: What is your unique selling proposition? We have certified specialists that are trained by the OEMs on the servicing and repairs of certain equipment at our client premises, making us the service provider of choice to our chosen clients.

SED initiatives

We are in the process of setting up a training academy for previously disadvantaged youths to equip them with skills to set up and run their own small businesses in the areas of plumbing, electrical repairs with funding which we are sourcing from the USA.

COMPANY INFORMATION

STATISTICS/ DEMOGRAPHICS/ HISTORY

Year founded: 2018

Founding members: 1

Number of employees: 50

Number of branches: 2

Memberships: Directors Association and Apsos

BUSINESS & FINANCE

Turnover: R12 881 540.32

Operating profit: R8 271 827

Net profit: R5 786 989

Bank: FNB and Standard Bank

Accountants:1

Current customer base: 5

Major accounts/Key clients: 2

“We aim to be a top tier company in the provision of innovative engineering products and services in Africa.”

Company Details

Managing Director/Founder: Precious Thusi

Architectural Manager: Kabelo Thusi

Electrical Specialist Manager: Thoko Matsika

Human Resource Manager: Fezeka Ngwenya

Junior Finance: Mosa Moshishimane

No.10, 5th Street, Booysens Reserve

087 265 0275

too-see-engineering.co.za

info@too-see-engineering.co.za

As a chartered accountant, with over 18 years of experience in the finance sector, Sulette van Graan leads with a focus on financial probity and accountability. Her adaptability to evolving accounting processes and technology ensures the Group's sustained status as a profitable business. As CFO, she manages strategic financial planning, and her significant contribution to Bigen's financial health is widely recognised.

Please outline the history of the Bigen Group.

Bigen started as a small engineering consultancy in 1971, growing into a leading provider of engineering, advisory, and infrastructure services across Africa. With headquarters in Mauritius and South Africa, we have regional offices in seven countries and project offices in others. Our focus remains on supporting African governments in achieving sustainable development goals through costeffective infrastructure solutions. We are committed to driving socio-economic transformation by delivering quality projects and fostering growth continent-wide.

What goods and services does the company provide?

Bigen addresses Africa’s development needs with comprehensive services in real estate, energy, water, health, agriculture, and transportation. Our human-centric approach ensures lasting impact, emphasising pro-active

FINANCE STRATEGY

AND INFRASTRUCTURE: A JOURNEY OF INNOVATION AND CHALLENGES

Sulette van Graan: Bigen Group CFO

partnerships with local, regional, and global allies for social and economic benefits in the infrastructure we deliver.

Which flagship projects is Bigen busy with?

Enhancements at the Potsdam Wastewater Plant are set to bring relief to Diep River communities by improving the ageing Milnerton Wastewater Treatment and Reclamation Plant. This initiative aims to purify heavily polluted water bodies in the Table Bay Nature Reserve and Milnerton Lagoon.

The Bigen Palapye water works project in eastern Botswana is securing an urgently needed, consistent water supply, addressing challenges like water scarcity, ageing infrastructure, population growth, mining, and the Morupule power complex projects.

Bigen addresses persistent and inadequate healthcare in the rural Northern and Eastern Cape through the refurbishment of hospitals like Galeshewe in Kimberley and the pioneering of new healthcare facilities, bringing positive change to communities.

The Lufhereng housing project in Gauteng is a significant step in addressing housing needs. The project aims to build 30,000 homes in western Soweto, catering to various income levels. Beyond housing, it integrates social, economic, and spatial elements, aligning with South Africa’s Breaking New Ground policy.

Please unpack the company’s tag line: Doing good while doing business.

'Doing good while doing business,' encapsulates our commitment to responsible business conduct and sustainable development. It signifies our belief that business success should align with social and environmental wellbeing. The ‘doing good’ aspect highlights our dedication to positive societal impact, while the ‘doing business’ part emphasises that social responsibility is integral to our business strategy, reinforcing the understanding that both can mutually benefit each other.

How does the company ensure the diversity, equity and inclusion are embedded in its policies and practices?

Promoting diversity, equity, and inclusion (DEI) is crucial in our workplace. We implement inclusive hiring practices to attract diverse talent and ensure equal opportunities. Our leaders are held accountable for achieving DEI goals. Transparency about compensation, promotions, and opportunities is maintained. To support all aspects of diversity, including gender, race, disability, socio-economic background, religion, and age, we strive to create a sense of belonging for every individual within the organisation. Additionally, to address microaggressions and bias, we cultivate a culture where employees feel safe to report incidents.

The Mentor Programme looks an extremely worthwhile investment given the rate of unemployment in South Africa. Please discuss.

Investing in mentorship brings long-term economic benefits by reducing unemployment, fostering growth, stability, and poverty alleviation. It

showcases our commitment to social responsibility by empowering youth for a positive impact beyond our core business. The initiative enhances participants' skills through mentorship, training and hands-on projects, making them more appealing to potential employers.

What is the Young Professionals Forum and how does it work?

Our Young Professionals (YP) forum is crucial for employee development and economic growth. Here, young professionals gain valuable insights, contributing to both personal and company success. The YP forum promotes the consulting engineering industry and supports the retention of young professionals, offering a platform for mutual support, training, mentorship, and Continuing Professional Development (CPD). This ensures a continuous influx of talented professionals passionate about making a difference in infrastructure development and society.

What exciting initiatives is Bigen conducting on the continent?

Bigen has been pivotal in water and sanitation infrastructure for almost two decades in Botswana.

Kenya’s focus is on real estate and advisory services.

In Lesotho, Bigen leads the Social Development Master Plan for the Lesotho Highlands water project Phase II, fostering broad socio-economic development.

Namibia sees Bigen contributing to transportation and housing, aligning with regional ambitions. Completed projects include the Walvis Bay to Kranzberg railway upgrade, and ongoing efforts include the Otjomuise Extension 10 affordable housing project in Windhoek.

How would you describe your role as Chief Financial Officer?

Challenging, rewarding, fulfilling and exciting! The thrill of strategic planning

and the satisfaction of achieving financial goals, while making a difference to the lives of thousands, make my position truly fulfilling!

You have been with the company for 16 years – what are the most interesting trends you have noticed in your sector over this stretch of time?

Looking back on my 16 years in engineering and infrastructure, I marvel at the industry's remarkable journey. From groundbreaking innovations to persistent challenges, the landscape has shifted significantly.

Infrastructure, historically vital for growth, is now a global necessity. Public-Private Partnerships (PPPs) play a crucial role, leveraging private expertise, funding, and efficiency for infrastructure projects, ensuring public accountability.

In addressing climate change, population growth, and resource scarcity, engineers now adopt green practices and resilience measures.

Technologies like BIM, IoT, and analytics are reshaping engineering, enhancing project management and introducing real-time monitoring and smart infrastructure.

Engineers grapple with solutions posed by urbanisation to infrastructure for growing populations while maintaining a high quality of life.

To address the skills shortage, the industry now focuses on training and mentorship, and a commitment to diversity and inclusion aims for a representative workforce.

What have been your greatest challenges and how did you overcome them?

The COVID-19 pandemic posed an unprecedented challenge, especially in transitioning to remote work. Prioritising employee safety, we swiftly enacted remote work protocols and invested in digital infrastructure. Financially, we adjusted budgets to cover remote work

expenses while ensuring operational efficiency. This investment paid off, safeguarding our workforce and sustaining productivity. It went beyond balancing spreadsheets, emphasising empathy, communication, and support. Through this shared experience, we emerged as a stronger, more resilient team.

Please share with us what you enjoy most about what you do.

I am thankful for the growth and learning opportunities this job has offered me over many years. Working with experts and professionals always challenges me to do more. The engineers most definitely have kept me on my toes.

What do you enjoy reading – and how do you prefer to receive your content?

I enjoy business publications, including the Financial mail and still prefer hard copies.

Please share a message of inspiration with our readers.

Don’t take life too seriously. It is important to enjoy work, life and make a difference in society!

Further, for your financial and physical well-being, please be safe!

We shape a better future for Africa through our innovative infrastructure solutions in the agriculture, energy, health, real estate, transportation and water sectors.

We shape a better future for Africa through our innovative infrastructure solutions in the agriculture, energy, health, real estate, transportation and water sectors.

Key to our growth is our proactive infusion of development impact in all our projects.

Key to our growth is our proactive infusion of development impact in all our projects.

Doing good while doing business

Doing good while doing business

This ensures that wherever we work, economic inclusion, skills development, job creation, localisation and procurement opportunities are ingrained in delivering infrastructure that empowers people and uplifts communities.

We shape a better future for Africa through our innovative infrastructure solutions in the agriculture, energy, health, real estate, transportation and water sectors.

This ensures that wherever we work, economic inclusion, skills development, job creation, localisation and procurement opportunities are ingrained in delivering infrastructure that empowers people and uplifts communities.

Doing good while doing business

Creating joint value for our partners, clients and communities while doing good while doing business is the name of our game.

Creating joint value for our partners, clients and communities while doing good while doing business is the name of our game.

Key to our growth is our proactive infusion of development impact in all our projects. This ensures that wherever we work, economic inclusion, skills development, job

Bigen, a truly African Group of companies made in Africa for Africa.

www.bigengroup.com

shaping a better

FUTURE for Africa

Sekunjalo Engineering Solutions Ltd is a 100% women-owned and managed company specialising in project management, logistics, and commodity trading. At the heart of the company, with a formidable presence in the industry, is their motivated and passionate leader, Nerissa Chegwidden, driven by excellence and encouraging growth through empowerment.

What is the background of the company? After a thriving 12-year career as a civil engineer across diverse sectors, there was a realisation of redirecting the energy invested in a job into building my own company.

Fueled by the desire to be my own boss and pursue success on my terms, I started Sekunjalo, which means ‘Now is the time’. And for me, back then in 2018, it was the right time to take control of my future!

Please describe the products and services you offer.

Sekanjalo specialises in project management, logistics management and commodity trading. The mining division focuses on trading coal, iron ore, diesel, lubricants, and chrome, while the logistics component efficiently moves energy, metals, and bulk materials. Project Management services cover a range of studies (scoping, pre-feasibility, feasibility, bankable feasibility, due diligence),

detailed design, engineering, project and construction management, procurement, and project controls.

We have our own in-house fleet of 34-tonne side tippers, and in conjunction with mandated sub-contractors, we collectively transport in excess of 50 000 metric tons of products every month.

What do you enjoy most about your role as Chief Executive Officer?

Every day is different. I love people and the fact that I am able to engage with people from all walks of life is truly a humbling experience. Being my own boss and being able to manage a work-hardplay-hard approach has allowed me the time to find the balance of being a mother, wife and business woman.

How do you ensure diversity, equity and inclusion are included in Sekunjalo Engineering Solutions’ policies and practices?

The workforce consists of well qualified and experienced managers, all women, who all have the passion for this industry with an added desire to also be the change we want to see. “Our next endeavour is to recruit more female drivers and operators into the sector so there is more representation of women in various aspects of the industry.”

How do you see the industry transforming to include more women transporters?

What challenges do you face in this regard?

Support from the mining sector is needed to facilitate the transformation. In many other sectors, there is a targeted procurement for black female owned businesses and professionals to enter the

field. In the logistics industry, this is not as widespread a requirement as it should be. In tackling this, I am busy with the creation of a Women In Transport Forum to assist other female transporters to get a seat at the table. If a seat isn’t open, we will create our own table.

Do you have a message of inspiration for our readers?

Don’t wait for things to happen; make it happen!

Things might not work out the first time, or even the second time, but the experience of failure allows you lessons that you would never learn if you always had success. “You can do this!”

Women are born multitaskers and that attention to detail is truly a strength. Believe in yourself. Be your biggest fan and you will achieve greatness.

THOKO TSHABALALA-SHANDU, MD AT VEA ROAD MAINTENANCE AND CIVILS

Fostering excellence, empowerment and championing STEM diversity

Thoko Tshabalala-Shandu is the driving force behind VEA Road Maintenance and Civils. In her role as Managing Director, she leads a dynamic team in addressing road maintenance and civil works challenges. The company promotes diversity in recruitment through inclusive hiring processes, reaching diverse talent pools, and employing blind resume screening. Regular training encompasses unconscious bias, diversity awareness, and inclusive leadership, fostering understanding and behaviours that embrace inclusivity. Leadership is held accountable, encouraged to lead by example, and champion diversity initiatives for creating inclusive work environments.

“Success stems from our team’s collective efforts and the steadfast support of clients and stakeholders.”

“At VEA, our mission is to tackle road maintenance and civil works challenges. Our dedicated team consistently surpasses competitors, exceeding client expectations and fostering community empowerment. As a Level 1 BBBEE participant with 51% Black Ownership, we are deeply committed to inclusivity and enhancing employment equality for all,” - Thoko Tshabalala-Shandu.

By implementing these strategies and fostering a culture of diversity, equity, and inclusion, all VEA employees feel valued, respected, and empowered to contribute their unique perspectives and talents to the success of the company.

Thoko enjoys reading and she is deeply inspired by Lydia Fenet’s book, ‘The Most Powerful Woman in the Room Is You’ which resonates profoundly with her own journey.

“Through the principles of leadership, confidence, and empowerment, I have navigated challenges with authority and integrity, empowering my team to achieve success. My career progression is a testament to my unwavering belief in my potential to inspire others and drive positive change.”

She believes that encouraging young women to participate in STEM (Science, Technology, Engineering, and Mathematics) fields is crucial for promoting diversity and unlocking their potential in these areas and shares some additional strategies that can be implemented:

• Early exposure and education

Provide young girls with hands-on activities, STEM-focused clubs or

camps and exposure to female role models, fostering early interest and confidence in STEM.

• Mentorship and role models

Pair young women with successful female mentors in STEM, offering guidance and inspiration.

Showcase diverse role models through mentorship programmes, speakers, and events, revealing varied opportunities.

• Addressing stereotypes and bias

Challenge biases depicting STEM as primarily for men. Promote inclusivity, highlighting women’s achievements to challenge gender norms in STEM.

“By implementing these strategies and fostering a supportive and inclusive environment, we can empower young women to pursue and thrive in STEM fields, ultimately unlocking their full potential and contributing to a more diverse and innovative workforce.”

As MD, Thoko is inspired by their transformative journey marked by dedication, innovation, and a commitment to excellence. It is a story that reflects resilience, progress, and community impact, empowering over 600 SMMEs and achieving notable milestones.

“Looking to the future with optimism, our 2024 vision focuses on continued growth, innovation, and positive impact, surpassing previous achievements and setting new standards. Grateful to clients, partners, and supporters, I extend heartfelt thanks for trust and collaboration. Together, we’ll overcome challenges, seize opportunities, and achieve even greater success, inspiring, innovating, and making a difference.

“We are committed to nurturing our employees’ development, fostering a culture of growth and excellence within our organisation. Additionally, we will prioritise driving sustainability and positive community impact through our operations and initiatives. With these ambitious plans in place, we are poised for sustained growth and a lasting impact in 2024 and beyond.”

MEETING MINERAL DEMANDS

By Raine St.Claire

With the world’s largest reported reserves of gold, platinum group metals, chrome- and manganese ore, as well as holding the second-largest reserves of zirconium, vanadium, and titanium, South Africa plays a crucial role in shaping the global mining landscape.

This abundance not only represents a substantial share of the country’s exports but also contributes significantly to its financial prosperity, solidifying the mining sector as a pivotal economic force.

TRANSFORMATION VS ECONOMIC CONSTRAINTS

Mining companies score their transformation initiatives according to the generic scorecard.

This means that despite the sector’s efforts, mining consistently attains only a level 4 recognition in the Sanlam Gauge report , as it is benchmarked against a massive

number of 9,069 companies using the generic scorecard.

There were, however, notable improvements in ownership (81.52%), management control (71%), and skills development (86.75%).

In addition to substantial investments in social projects and infrastructure, the industry faces challenges from

the country’s energy deficit. To sustain operations, considerable investments in self-generation power plants are necessary, contributing to the private sector’s plans for 9GW of energy projects worth over R160-billion.

GENDER INCLUSION

Recognising the importance of gender inclusion, the

International Women in Mining (IWIM) organisation endeavours to double the number of women in the mining sector by 2025. Many companies actively address this challenge by implementing structures and policies to expedite the appointment of competent women to key positions.

Some mines commit to a 30% women workforce quota as a genuine effort for change and opportunity, moving beyond a mere checkbox exercise. However, despite strides in empowering women in the workforce, there remains a significant need for the industry to address sexual and gender-based violence (SGBV). This signifies a broader commitment to creating a safer and more inclusive working environment in this traditionally male-led sector.

STATISTICS

Employment in the Mining Sector (September 2023)

increased by 2 000 between 2022Q3 and 2023Q3

decreased by 3 500 between 2023Q2 and 2023Q3

Total Employees: 409 000

• Women: 59 000

• Men: 350 000

• Formal: 404 000

• Informal: 5 000

• Platinum 172 159

• Gold 93 841

• Coal 90 977

• Diamonds 14 577

GROSS EARNINGS PAID TO EMPLOYEES

R45.8-billion (Year on Year increase of 7.1%)

GROSS EARNINGS PAID TO EMPLOYEES

R45.8-billion (Year on Year increase of 7.1%)

MINING AND QUARRYING LABOURERS’ SALARIES PER MONTH (2023)

R25 300 minimum

ADAPT TO THRIVE

In their latest financial year-end statements, the aggregate net profits of 29 prominent mining companies in South Africa dropped from R194.88-billion in 2022 to R100.54-billion. Although profits remained considerably higher than pre-pandemic levels, the report noted they were nearly half of the peak R198.04-billion achieved in 2021.

R45 000 maximum

AVERAGE SALARY FOR GRADUATES

Entry level R570 000

AVERAGE MINE MANAGER SALARY IN SOUTH AFRICA PER YEAR (2023)

Men 86%

Women 14%

SALARY PER MONTH COMPARISON BY GENDER

Male: R 30 700

Female: R28 500 (7% less)

South Africa’s 130-year-old gold mining industry now ranks No. 8 in the world, facing fierce competition from Ghana, countries in South America, and elsewhere. The rapid transition towards electric vehicles by 2035 has increased the global demand for minerals, including graphite, nickel, lithium, cobalt, rare earth minerals, copper, manganese, and zinc, necessary for the production of lithium-ion batteries and other renewable energy sources.

According to the PwC report, SA Mine 2023 , South Africa has an opportunity to benefit from that demand, which would also require millions of dollars in investment.

“There’s a clear shortage of energy metals, with committed mine production nowhere near projected demand. This presents several opportunities for South Africa, which could reshape industries, diversify the economy, and drive future prosperity,” Andries Rossouw, PwC’s Africa energy, utilities, and resources leader, and an author of the report, concluded.

Source: StatsSa | Treasury | AfricaMiningIQ | IWIM | PWC SA Mine 2023 | SAFacts

Interview with Yoliswa Balfour, Inyosi Coal Chairperson DIVERSITY, EQUITY, INCLUSION – IT’S WHO WE ARE

This year I celebrate 20 years of being in the mining industry. When I reflect, I realise that my participation in the industry was not my initial goal. I inadvertently ended up in the mining industry because of my attraction to coal. I came in from the fuel retail sector since my family owns and operates fuel service stations.

I am also the co-founder of Women in Oil and Energy South Africa (WOESA), which was founded in 2002 when Dr Phumzile Mlambo-Ngcuka was the Minister of Minerals and Energy. The Ministry was very keen to promote the empowerment of women in this sector. As an energy focused investment company, with an affiliation of women with interest in the energy sector, we certainly could not ignore coal.

In 2000, I founded a company called Lithemba Investments (Lithemba) where the shareholders were a group of women in the fuel retail sector. The strategy of this investment company was to partner with other businesses to reach its valuecreation objectives. As a result, Lithemba became part of a larger consortium named Inyosi Coal which concluded one of the biggest coal deals in 2007. That, in essence, is how the affinity with coal started. Coal is a bedrock of the energy sector, so I suppose that explains how I then ended up in the coal mining industry.

In 2007 Inyosi Coal, a 100% B-BBEE-owned business, formed a partnership with Anglo-American Coal South Africa (AACSA) to create an empowered company named Anglo-American Inyosi Coal (AAIC). Through a demerger from all AACSA’s export coal, Thungela Resources (Thungela), a listed entity was formed. On 30 November 2022, Inyosi Coal concluded a transaction wherein it flipped all its shares to Thungela. The transaction enabled Inyosi Coal to exchange a

privately held investment for a 3.02% liquid equity scrip in Thungela.

Although it took us much longer than we had anticipated, 14 years to be exact, Inyosi was able to flip its shares, which were debt free, for a considerable value. This was a mutually beneficial transaction between Inyosi Coal and Thungela which ensured that Inyosi Coal’s shareholders had real value in their hands.

Diversity, equity, and inclusion Diversity, equity, and inclusion were the primary pillars of Inyosi Coal from the very beginning. This was inevitable since the company was formed when the broadbased elements of the BEE Charter were introduced. Consequently, the Inyosi Coal consortium, in addition to Lithemba, included Pamodzi as a strategic business partner as well as broad-based black partners, such as WDB Investments, a women-owned NPO that funds and supports women entrepreneurs. The fourth shareholder consisted of the community trust, for the benefit of the communities where we operate.

In other words, in addition to being structured to comply with the B-BBEE Charter, at Inyosi Coal we always had our eyes on real transformation as the ultimate prize. That is crucial to who we are and how we do business. For instance, we are intentional about giving opportunities to black-owned organisations and to ensure the advancement of women. There could be all the right policies in place, but for us, transformation is not just a box-ticking exercise. It is who we are and what we believe in.

Moreover, Inyosi Coal formed Uju Management Services as its operational entity to advance our transformative intentions. The latter develops small enterprises around the mining communities to be able to supply services,

such as facilities management, renewable energy, recycling, amongst others, to the mining industry.

More young women in the mining sector

There is room for many more young women in the sector. I think most people are wary and think of mines as gory, scary places with long dark tunnels and no lights. Young women must just equip themselves with adequate and relevant skills, as the spectrum is wide. There’s geology, engineering, the environment, safety, and other opportunities in the mining value chain.

Our young women must be more courageous and not be scared to partake in a sector which is one of the biggest contributors to the country’s GDP. They must equip themselves and seize the opportunities. Young people bring agility, technology savviness, and new ways of doing business.

I think more women should participate in the industry because they tend to be inclined to nurture, add a lot of value by ensuring that mining enhances the lives of all the people inside the mines, the environment, and the surrounding communities.

The low representation of young women shows that while the sector has made great strides in improving diversity, equity, and inclusion, there is still a lot more work to be done to make the sector truly representative in all aspects.

ESG-friendly practices

Over the past decade, the mining sector, both locally and globally, has developed a trend towards environmentally friendly practices, enhancing the sustainability of the communities in which the mines operate, and strengthening good governance. Consequently, mining is

executed in a more environmentally respectful manner, safety in mining being the forefront for all companies, and environmental stewardship has become a priority.

The policies of Inyosi Coal regarding the above are no different from Thungela’s. Inyosi Coal held 27% and Thungela held 73% of the equity. As partners, our policies were aligned. Thungela is committed to using its resources efficiently, including water and energy, and subscribes to the principle of zero harm to all workers. The company strives to mitigate negative impacts to the communities and conducts its business ethically, in line with good corporate governance practices, with zero tolerance for corruption.

Having said all that, I still cannot overemphasise the importance of safety, environmental friendliness, good governance and the sustainability of the mining communities for any mining company. These factors are critical to the survival, if not the growth of this sector.

The best part of the job

I enjoy deal making. It is my passion. I came from the retail space where you buy and sell, this was a different sphere altogether. It really excited me and still does so, many years later. The possibility of partnerships that create value in deal making, is what gets me out of bed each morning. I like that in the process one gets to partner and can add value with the conglomerates. Being a partner means you can influence the business strategy and the investments operation.

It also gives an opportunity to be empowered and also empower others in the process. So, whatever I have accomplished during the past 20 years didn’t benefit only me or my company only, but benefitted many because we are broad-based. It is such a privilege and gives me immense joy to see the difference our efforts have made in the mining communities. Over the years, I have also witnessed more black companies moving from just being investors in the mining sector to being operators.

As a result, some of the black-owned companies can now compete on an equal and amicable grounds with the

conglomerates. I am very happy to be a part of that journey towards the stronger participation of black people in the country’s macroeconomy. In the long term this should have an impact on the Gini coefficient of this country. In a nutshell, that is what I enjoy most about what I do.

Leadership style

My role as the Chairperson of Inyosi Coal has been threefold: To look after the current investment, to look for opportunities for new investments, and to nurture all relationships with our stakeholders.

To this effect, I would say trust is first and foremost. I trust the people I work with and those around me. This allows me to delegate without micromanaging. So, until you give me a reason not to, I choose to trust.

Secondly, I’m consultative, as I like to hear the views of others and believe every person’s view should be considered. Unity and moving forward in alignment are key. That’s the first prize; however, there are instances where one needs to make a ruling or move along with a majority, but these are not my default mechanisms for decision making. This entails listening and being able to put yourself in someone else’s shoes, at the same time making sure that all parties can reach a compromise or come to a mutually agreeable point. In that way, everybody buys into the final decision.

Moreover, I lead by deliberately empowering others. I equip people with the necessary tools, give them big tasks, and put them in places they thought they were not capable of reaching. This goes back to trust. I do this because I trust that they will deliver what is expected of them.

Lastly but not least, God is my anchor. I seek His guidance and wisdom in everything I do.

In it for the long haul

There’s no substitute for hard work. Mining is a long-haul industry. It’s not about instant gratification. I often advise potential entrants to not overthink it. If you desire to participate in mining, be courageous and equip yourself with the necessary skills and resources. If investors are required, be certain about the viability

and feasibility of your project for funding purposes. Those who want to be suppliers or service providers in the mining industry I encourage to render quality which meets the set standards and regulations.

In addition, I urge young people to have the character to carry their talents. Character is very important. It encompasses integrity, working diligently, and truthfulness. In a country where we hear about corruption every day, if you scrutinise the problem, you soon realise that the root cause of it is one’s character. If you’re ambitious, then have the character to put in the hard work. Have the courage to say, “No!” to unreputable shortcuts. Those, in essence, are some of the critical factors that yield success. So, that’s what I mean when I say don’t overthink it. Just do it and do it the correct way.

Message of inspiration

Focus is key. Work hard. Be patient. Be prepared to make sacrifices. Be resilient. Life will have obstacles and challenges, but we must equip ourselves with the skills and capabilities necessary to overcome them. And, lastly, integrity. If we work in a way that embraces integrity, we will thrive as a country and improve as the global community.

To conclude, I would say what I have learnt about the coal mining industry over the past 20 years is that it's harder than it looks, but it’s easier than you think.

“Whether you are in the public sector, the private sector, supply chain or an interested individual, PSL has something for you.”

THE 30-YEAR JOURNEY TOWARDS DIVERSITY. EQUITY AND INCLUSION

By Fiona Wakelin

The year 2024 marks 3 decades since our first democratic elections. In some ways the 30 years have gone quickly, in other ways it seems like a very long time since we first cast our votes, so proudly, and optimistically, in those ballot boxes.

For 23 years Impumelelo Top Empowerment has tracked the changes, potential, growth, challenges and successes of transformation in South Africa – and while this is a journey with miles ahead to go, we have made momentous strides since 1994.

In 2003, the Broad-Based Black Economic Empowerment (B-BBEE) strategy was published as a precursor to the B-BBEE Act, No. 53 of 2003.This ground breaking piece of legislation was followed by the 2013 B-BBEE Amendment Act Act No. 46 of 2013.

The fundamental objective of the Act was to advance economic transformation and enhance economic participation of previously disadvantaged people in the South African economy. In this article we take the temperature of transformation of a number of key sectors in the country.

THE ECONOMY – GDP GROWTH SINCE 1994

South Africa is the most developed country in Africa and was the largest until 2014, when it was overtaken by Nigeria. Services accounts for around 73 percent of GDP. Within services, the most important are finance, real estate and business services (21.6 percent); government services (17 percent); wholesale, retail and motor trade, catering and accommodation (15 percent); and transport, storage and communication (9.3 percent). Manufacturing accounts for 13.9 percent; mining and quarrying for around 8.3 percent and agriculture for 2.6 percent.

- Trading Economics

In 1994, SA’s GDP was $US 153-billion (World Bank) and the economy has registered an average annual rate of economic growth of 3.3 percent since then, estimated to

be worth US 399-billion in 2023; 0.17% of the global economy is represented by South Africa’s GDP – Worldometer.

The country’s GDP decreased by 0.7% yearon-year in the third quarter of 2023, following a downwardly revised 1.5% rise in the previous three-month period and compared with market estimates of a 0.2% fall. It marks the first economic contraction since the first quarter of 2021, primarily due to persistent power shortages and logistical constraints. - Statistics South Africa

The summary below shows the total worth of each industry as well as its overall contribution to the total economic value of South Africa for 2023/24.

TRANSFORMATION ACROSS SECTORS

SERVICES

Finance

Since 1994 financial services have seen strong growth and investors cite this sector as one of the key motivations for investing in our economy. In the South African context, access to finance and financial services are key to achieving economic and social transformation.

Meaningful transformation of the financial sector includes issues such as access, lower rates, appropriate product development, procurement, empowerment financing, socio-economic development, employment equity and skills development. True transformation of the financial sector means that it will work for all South Africans, enabling all citizens to save, borrow, insure and transact.

Structure of the South African finance sector arranged according to value of assets:

Banks

Pension funds

Long-term insurers

Collective investment schemes

Short-term insurers

The period since 1994 has seen the South African economy undergo profound restructuring which has included policy initiatives such as the Broad-Based Black Economic Empowerment Strategy, the Microeconomic Reform Strategy, Transformation Charters, Sector Codes, Codes of Best Practice, the Black Industrialist Programme and the Financial Sector Regulations Act (2017).

“In 2017 the Financial Sector Code was amended to ensure it was in line with the dti Codes of Good Practice. The year 2018 saw the sector contribute R640 368 228 613 to the gross domestic product of the economy (22.39%).

The Financial Sector Code (FSC) commits all participants to actively promoting a transformed, vibrant and globally competitive financial sector that reflects the demographics of South Africa, which contributes to the establishment of an equitable society by providing accessible financial services to black people and by directing investment into targeted sectors of the economy.

Recognising the unique position that financial institutions hold in the development of South Africa, two particular elements exist in the FSC scorecard over and above the five elements in the Codes of Good Practice. These are: Empowerment Financing and Access to Financial Services. These elements are intended to accelerate the transformation process as they focus on making financial services accessible to the previously unbanked and under-served. They empower the previously disenfranchised through the provision of affordable housing, financing of black Small, Medium and Micro Enterprises (SMMEs) and agricultural activities, and investing in various types of transformational infrastructure that help create the necessary platforms to grow the economy on an equitable basis.” – Government Gazette 1 December 2017

The finance, real estate and business services industry increased by 0,5% in the third quarter of 2023, contributing

0,1 of a percentage point. Increased economic activities were reported for financial intermediation, real estate activities and other business services.

Mining

Mining is an important foreign-exchange earner, with gold accounting for more than one-third of exports. South Africa is also a major producer of coal, manganese, chrome, platinum (world’s largest producer), and diamonds (6th-largest producer). The Mineral and Petroleum Resources Development Act (MPRDA) requires the Minister of Mineral Resources and Energy to set socio-economic targets through the Mining Charter. Mining Charter III came into force on Friday, 1 March 2019 – almost three years after the publication of the first draft. The Charter states that a minimum of

The period since 1994 has seen the South African economy undergo profound restructuring which has included policy initiatives such as the Broad-Based Black Economic Empowerment Strategy

70% of total mining goods procurement spend must be on South African-manufactured goods and apportioned as follows: 21% from black entrepreneurs, 5% on black economically empowered women entrepreneurs and 44% from black economic empowerment-compliant companies.

In the case of services, a minimum of 80% of the total spend on services (excluding non-discretionary expenditure) must be sourced from South African companies and apportioned as follows: 50% on black economically empowered entrepreneurs, 15% on black economic empowerment women entrepreneurs and 10% on black economic empowerment-compliant companies. – BizNews

– Peter Leon

GDP from Mining in South Africa decreased to 200533.74 ZAR Million in the third quarter of 2023 from 202678.38 ZAR Million in the second quarter of 2023. GDP from Mining in South Africa averaged 221911.38 ZAR Million from 1993 until 2023, reaching an all time high of 240357.55 ZAR Million in the fourth quarter of 2006 and a record low of 145918.98 ZAR Million in the second quarter of 2020. - Statistics South Africa

Agriculture

The sector has grown tremendously - data from the Department of Agriculture, Land Reform, and Rural Development show that domestic agricultural output in 2022–23 was twice as much as in 1993–94.

The African Farmers’ Association of South Africa (AFASA) has been at the forefront of pushing for the transformation of the agriculture sector as part and parcel of the broader agrarian reform government policies promote. In 2022, AFASA held its Annual General Meeting (AGM) and 10-year anniversary celebration at the ICC in Durban, KwaZuluNatal under the theme “Collaborating and Rebuilding to Strengthen the Collective African Farmer’s Voice.”

In 2008 the AgriBEE Transformation Charter was gazetted and in 2017 the Amended AgriBEE Sector Code was published.

The objectives of this Amended AgriBEE Sector Code are to facilitate B-BBEE in the sector by implementing initiatives to include black South Africans at all levels of agricultural activity and enterprises by:

• Promoting equitable access and participation in the entire agricultural value chain

• De-racialising land and enterprise ownership, control, skilled occupations and management of existing and new agricultural enterprises

• Unlocking the full entrepreneurial skills and potential of previously disadvantaged individuals

• Facilitating structural changes in agricultural support systems and development initiatives to assist black South Africans in owning, establishing, participating in and running agricultural enterprises

• Social upliftment

• Increasing the extent to which communities, workers, cooperatives and other collective enterprises own and manage existing and new agricultural enterprises, increasing their access to economic activities, infrastructure and skills training.

GDP from Agriculture in South Africa decreased to 118836.44 ZAR Million in the third quarter of 2023 from 131496.15 ZAR Million in the second quarter of 2023. GDP from Agriculture in South Africa averaged 86078.67 ZAR Million from 1993 until 2023, reaching an all time high of

151353.13 ZAR Million in the second quarter of 2021 and a record low of 43536.51 ZAR Million in the first quarter of 1993. - Statistics South Africa

Manufacturing

In 2019 the manufacturing sector accounted for 11.78% of GDP (global average is 18%) and approximately a third of this contribution comes from the automotive sub-sector – which as a whole contributes in the region of 7.6% to GDP. Automotive manufacturing takes place in three provinces: Gauteng (Nissan-Renault, BMW and Ford); KwaZulu-Natal (Toyota, Bell Equipment); and the Eastern Cape (Volkswagen, Mercedes-Benz, General Motors and Ford engines).

Support and incentives from the state for the automotive industry include the Automotive Production and Development Plan (APDP) and the associated Automotive Incentive Scheme (AIS). This policy support has resulted in sustained investor confidence.

The South African Automotive Master plan (SAAM) is a roadmap to 2035 with targets that include expanded vehicle production, doubling employment, an increase in local content to 60%, and an increase in the contribution of black-owned suppliers.

There are several industry-led initiatives aimed at facilitating support for existing companies on this transformation and black supplier development journey. Incubator structures, private advisory services and cluster initiatives such as East Cape Automotive Industry Forum (ECAIF) and Durban Automotive Cluster (DAC) provide valuable structures to support these objectives.

Manufacturing the future

Traditionally Africa’s greatest wealth has been seen to be its natural resources and primary sector extraction, relying on other developed economies for secondary beneficiation and imports. Now we stand on the brink of a major disruption to this paradigm. Digitisation will transform the continent’s economy into one that is exports-based.

Data, connected infrastructure and industrial ecosystems will together create the perfect storm for Africa to manufacture smart factories of the future.

According to a Frost & Sullivan White Paper by the Manufacturing Leadership Council, the manufacturing industry will look completely different in the next 10 to 15 years as industries become high-tech engines of mass customisation.

There are several industry-led initiatives aimed at facilitating support for existing companies on this transformation and black supplier development journey

“Highly automated and information-intensive, the factory of tomorrow will look like an integrated hardware and software system, fuelled by vast quantities of information from every corner of the enterprise and beyond, moderated by analytical systems that can identify and extract insights and opportunities from that information, and comprise of intelligent machines that learn, act and work alongside highly skilled human beings.” – Frost & Sullivan White Paper

GDP from Manufacturing in South Africa decreased to 528594.88 ZAR Million in the third quarter of 2023 from 535348.41 ZAR Million in the second quarter of 2023. GDP from Manufacturing in South Africa averaged 481153.96 ZAR Million from 1993 until 2023, reaching an all time high of 572538.71 ZAR Million in the second quarter of 2008 and a record low of 334105.25 ZAR Million in the second quarter of 1993. - Statistics South Africa

Training and skills development

The 1994 democratic government inherited a population with low educational and skills levels and an education and training system that was fragmented, dysfunctional and unequal. From 1994 to 2009, the Department of Education was responsible for higher and technical vocational education delivered through the universities and further education and training (FET) colleges.

The then Department of Labour was responsible for workplace skills programmes, delivered largely through the Sector Education and Training Authorities (SETAs). This split in the education, training and workplace skills production created difficulties in delivery and the education and training levels of the population did not improve much. The education, training and skills system was described as ineffective and inefficient.

In 2009 government created the single ministerial portfolio of Higher Education and Training. The portfolio shifted the higher and further education and training functions

associated with colleges and universities from the Minister of Education to the Department of Higher Education and Training (DHET).

Skills development and vocational training has been key to job creation and reduction of poverty.

The focus of the Skills Development Act, 1998 (Amended 2008) was to:

• Empower the South African workforce with skills

• Ensure employees access more opportunities for skill acquisition

• Create space for the new entrants to the labour market to gain work experience, introduce transformative tools through training and education to redress unfair discrimination practices in the labour market.

Furthering the national skills development and training imperative, DHET presented the National Skills Development Plan to the portfolio committee on higher education and training in August 2018. The nine principles of the Plan were outlined as follows:

1. Locating the NSDP within an integrated post-school system

2. Contributing to the country’s socio-economic objectives

3. Advancing an equitable and integrated system

4. Greater inclusivity and collaboration

5. Focus on support system for learners and employers

6. Strong emphasis on accountability

7. Understanding demand

8. Steering Supply – Qualifications and Provision

9. Steering Funding – Funding Mechanisms

Sources: Barrick Mining Review, Trading Economics BrandSA, Frost & Sullivan White Paper, Government Gazette, StatsSA, www.southafricanmi.com

HOW TO MANAGE A TRANSFORMATIVE SUPPLY CHAIN

3 TRANSFORMATIONAL STEPS

By Kebalepile Matlhako, Transformation Specialist at The BEE Chamber

Ihave been active in the B-BBEE industry for 13 years, and a phrase one often hears is, “I cannot find black or black female suppliers for these goods and services, nor can I find beneficiaries for Enterprise and Supplier Development Support.” These are common phrases while small, black-owned small, medium, and micro enterprises continue to complain about access to markets or being given opportunities to supply large corporations.

Productivity SA cites over 2.3-million SMMEs in the country, of which 65% are in the informal sector. This suggests there is a pool of SMMEs that are neither known nor accounted for; however, there are still 800,000 formal SMMEs available, of which 600,000 are black owned as per the SEDA SMME Quarterly Update 2022 Q3.

The phrase not being able to find black-owned suppliers or qualifying SMMEs for enterprise development may have merit, especially if one were to look at the quality of data from the Central Supplier Database (CSD). This lack of quality data and the unavailability of a central database necessitate an intervention that will focus on collecting data on small businesses in South Africa.

One of the shortfalls of B-BBEE is its understanding of the intention of inclusive economic growth. This phenomenon of inclusive growth, which is both an outcome and a process, demands continued and deliberate action to ensure the outcome while the process maintains momentum. Ranaeri and Ramos define inclusive growth as broad-based growth that enables the widest range of people and places to contribute to economic success and to benefit from it too. Its purpose is to achieve more prosperity alongside greater equity in opportunities and outcomes. This approach will ensure increased market demand for goods and services.

B-BBEE uses an enterprise and supplier development element, comprising:

1. Preferntial procurement, which measures the buying of goods and services from diverse suppliers based

on B-BBEE status and size of company, with a particular focus on SMMEs, black-owned companies, black women-owned companies, and black-designated companies owned by youth, unemployed black people, people living with disabilities, people living in underdeveloped places, and military veterans.

2. Enterprise development, which is geared towards providing support to businesses outside your supplier database; this support must ultimately lead to sustainable operational and financial independence for the identified qualifying businesses.

3. Supplier development support, which primarily focuses on developing qualifying value-adding suppliers towards sustainable operational and financial independence. All of these seek to achieve inclusive growth through supply chain diversification and the further development of black-owned SMME’s to partake in the tendering of goods and services.

Diversification of supply chains is a complex matter and requires resolute intervention. What makes it even more difficult are the relationships formed between supplier and client. This relationship drives predictability, upon which companies base their decision-making, and limits margins of error from unknown suppliers. Newer suppliers pose a threat to existing processes and systems as their responses to environmental shocks have not yet been tested, so companies opt for safer approaches that limit exposure to uncertainty. The COVID-19 pandemic demonstrated the shortsightedness of undiversified supply chains, as production capacities were at a halt and goods could not be accessed due to the majority of contract manufacturing being concentrated in China. This provides a good case for why diversified supply chains are important.

Diversified supply chains require a strategic focus to ensure cost competitiveness and business survival. This requires a lot of investment, both human and financial, in creating and developing new suppliers from diverse backgrounds, races, and gender compositions, breaks the comfort zone of familiarity, and requires continued growth and awareness of one’s conscious bias. The amount of work required to ensure business sustainability can be daunting. Fortunately, business sustainability is a product of culture and teamwork and would require growth and an incremental mindset. After all, there is a business case as more diversified supply chains reduce the risk of supply, increase the market, reduce monopolistic opportunism and price, and position your company as a responsible corporate citizen, which adds to your brand equity. These are imperatives for business survival in the twenty-first century.

I will highlight three steps that will assist you in transforming your supply chain for both business survival and B-BBEE compliance. The steps include identifying the opportunity, reducing the risk, and increasing your power. These are based on Porter’s 5 forces and the Kraljic Matrix.

• Identifying the opportunity: This refers to a good or service that you are not comfortable with based on the performance objective of the supply, which is quality, time, speed, flexibility, and dependability. Once you identify the gap, you segment the good or service based on its importance to business goals. There are four quadrants in which the service or good may belong: non-core, bottleneck, leverage, or strategic, in the Kraljic based on your business need.

• Reducing the risk: Having identified the opportunity and its level of importance to business, you need to manage the risk it may pose to the business. If the service is in the strategic quadrant of the Kraljic, then it suggests that the good or service poses a higher risk to business continuity and needs to be drastically reduced. Some of the risk reduction strategies may include introducing another supplier and moving a

small percentage of the supply towards the newly introduced supplier. This will reduce the supplier’s power and ability to control pricing.

• Increasing your power: Moving a small percentage of orders to a new supplier based on supplier diversification objectives (ownership, race, gender, location, business size, B-BBEE status), you need to ensure that the supplier meets your performance objectives and can withstand market shocks. This is done through supplier development. The new supplier’s needs must be mapped against your expected performance objectives; this will help identify gaps and areas of intervention that will lead to the desired performance objectives. The next phase is to implement growth strategies that will help close gaps and lead to a new supplier being developed to meet your business needs. This will result in having suppliers that have to compete for business, resulting in efficiencies and even price reductions.

The steps are based on one supply, and if you had 900 suppliers supply over 10,000 goods or services, this exercise can be formidable, and you may feel like you cannot find suppliers, but it may just be a feeling of being overwhelmed. Unfortunately, no one size fits all, but the approach must be tailor-made to suit your business and industry needs.

At the BEE Chamber, we can assist with the implementation of our Supply Chain Transformation Plan, where we will identify opportunities, identify and vet diversified potential suppliers, assess their capacity, develop them for supply according to defined performance objectives (Enterprise and Supplier Development), and ensure efficiencies that will help reduce the load and help achieve your business performance and B-BBEE objectives. In doing this, we can find and increase the pool of SMME’s that can be earmarked for supply and further development, transform value chains, and create inclusive growth.

Started in 1999, Exponant offers ICT solutions that are affordable for any type of organisation. Whether you are an SME employing less than 10 employees or an Enterprise customer with 5000 employees, Exponant can provide an ICT solution for you. As a Systems Integrator and resource provider, we are committed to delivering value, our teams specialise in leveraging data through technology to connect, transform, and future-proof businesses. Recognised for our agility, ethics, and ‘can do attitude’, Exponant supports clients on their digital journeys by using carefully selected technologies.

Spectrum of excellence

Exponant recognises that the foundation of a successful company in today’s “always on” connected era, is robust ICT infrastructure.

As a Sage Platinum Partner and trusted provider of Microsoft licenses, including Azure and SharePoint, Exponant offers services to enhance digital workspaces, promote productivity, and ensure flexibility through smart technology integration, equipping businesses for seamless operation. Exponant also assists some of South Africa’s top JSE Listed companies identify and employ talent for short to medium term projects.

EXPONANT CEO ASHLEY PILLAY IT solutions every company needs

“Our approach has refined through years of experience, it guarantees high-quality outcomes in development, configuration, workplace management, and workforce optimisation.”

Guided by principle

Exponant’s offerings include secure digital signatures, Microsoft Licensing advisory as well as enterprise business process management. They have recently launched cloud hosting facilities to enable some of their smaller customers to leverage economies of scale. Their commitment aligns with transparency and accountability, as emphasised by the Promotion of Access to Information Act (PAIA). Exponant has also undertaken to have completed the ISO-27001 certification by March 2024.

“This legislation is not just a compliance checkpoint for us; it’s a cornerstone of our business ethos, ensuring that our solutions foster trust, compliance, and operational excellence.”

Journey of AHA moments

Reflecting on my tenure as CEO of Exponant, I describe the journey as one marked by pivotal ‘AHA’ moments that have defined the company’s path. “The shift from viewing ourselves as mere service providers to becoming essential technology partners has been revolutionary. This partnership ethos has deepened client relationships, fostering collaboration and innovation that drives mutual growth and cultivating a culture where continuous improvement is the norm, and strategic vision meets execution.”

Leadership style

Being a Level 1 B-BEEE company with 51% black shareholding, 33% black female ownership, the organisation does not pay lip service to transformation and

ensures that 90% of shareholders are operational shareholders. My leadership is deeply rooted in the belief that excellence comes through enablement, teamwork, and an innovative spirit.

“I strive to lead by example, fostering an environment where every team member feels valued, heard, and motivated to exceed their potential. This cultivates a culture of continuous improvement, where innovation is expected. Blending strategic vision with hands-on involvement ensures Exponant meets current client needs and anticipates shaping future IT trends.”

A message of optimism and innovation

As a trusted partner in the digital space, serving both esteemed clients and prospective partners, Our message emphasises unwavering partnership: ‘Whether you’re seeking to optimise your operations, enhance your digital workspace, or navigate the complexities of information compliance, we offer the expertise, experience, and vision needed to transform challenges into success stories. Let us embark on this journey together, reshaping the future of business in South Africa.'

THE TRANSFORMATIVE POWER OF THE Y.E.S INITIATIVE

FOR SA’S FUTURE

Nurturing potential, instilling hope, building a more inclusive and empowered society

By Pearl Dippenaar, Y.E.S. Programme Implementation Manager at The BEE Chamber

I n South Africa, the harsh reality of 17 million youths, with a staggering 6.5 million facing unemployment, paints a stark picture. This issue stems from immense wealth disparities, a concerning 56% of students exiting education without a matric qualification, and a demand for jobs surpassing available opportunities.

The birth of the Youth Employment Service (Y.E.S.), heralded by His Excellency President Cyril Ramaphosa on March 27, 2018, and formalised as Notice 502 under Gazette #41866 on August 28, 2018, aimed to reshape this landscape. By striving to create job prospects for a million individuals, specifically ‘Black’ individuals aged 18 to 35, the Y.E.S. initiative signalled a collabourative effort involving government, businesses, and labour. Supported by legislation offering scorecard enhancements to organisations fulfilling Y.E.S. commitments over 12 months, this initiative enables organisations to meet their Y.E.S. targets by sponsoring a Y.E.S. employee to any business for a full 12-month contract.

The Y.E.S. platform accepts registrations from businesses, candidates, training service providers, and Y.E.S. facilitators. It is a monitored process with checkpoints validating Y.E.S. employees’ activities, ensuring meticulous record-keeping aligned with the Basic Conditions of Employment Act, and substantiating claims for Employee Tax Incentives. A Y.E.S. employee can claim up to 50% of informal skills development expenditures under categories F and G on the skills development scorecard. However, it is crucial to avoid doubledipping in skills development claims on the B-BBEE scorecard.

“By striving to create job prospects for a million individuals, specifically ‘Black’ individuals aged 18 to 35, the Y.E.S. initiative signalled a collabourative effort involving government, businesses, and labour”

Benefits to Y.E.S. employees

The Y.E.S. initiative offers mutual benefits for both Y.E.S. employees and hosting organisations. Apart from meeting the B-BBEE Scorecard criteria, organisations have two core responsibilities towards a Y.E.S. employee: providing valuable work experience and ensuring fair treatment aligned with employment laws. South Africa’s Constitution, especially its Bill of Rights, forms the bedrock of labour law, safeguarding the rights of all individuals. A prevalent misconception portrays Y.E.S. employees as easily directed labour resources. However, they possess identical rights and protections as any other employee within an organisation. Hence, it is imperative for organisations to acknowledge and uphold these rights within the initiative’s framework.

Several employment laws, including the Labour Relations Act, Basic Conditions of Employment Act, Employment Equity Act, and others, pertain to Y.E.S. employees.

Ensuring parity in employment terms for all employees is crucial. Discriminatory practices against Y.E.S. employees might result in legal repercussions, underscoring the necessity for equitable treatment as mandated by the Constitution and employment regulations.

The Y.E.S. initiative mandates a 12-month fixed contract with at least a minimum wage. A comprehensive employment contract outlining work hours, leave entitlements, and adherence to sector-specific conditions is vital for legal compliance.

Acclimating Y.E.S. employees to organisational policies and procedures is pivotal. This not only forestalls disputes but also ensures uniform treatment in cases of misconduct or performance issues. While the Y.E.S. initiative is not a solitary remedy for youth unemployment, it embodies a constructive alliance between government and business, demanding equitable treatment and adherence to legal frameworks to prevent exploitation of Y.E.S. employees.

Benefits offered by the Y.E.S. programme to employees

• A 12-month employment agreement

• Valuable work exposure.

• Clear information about the continuation of the employment contract. By the ninth month of the contract, a Y.E.S. employee will most likely receive notification regarding their retention in the current position.

• Continuous Monitoring and Evaluation from Y.E.S4Youth.

• Free access to an employee wellness programme known as Mindful Matters

• Access to Work readiness modules is accessible from the mobile phones issued by Y.E.S4Youth.

• A CV, reference letter, and certificate when the Y.E.S. employees complete their 12-month workplace experience

Prerequisites for organisations to participate in the Y.E.S. programme

• The offered position must be newly established.

• Employees must fall within the age range of 18 to 35 and be classified as ‘Black’ individuals according to the definition under the Broad-Based Black Economic Empowerment (B-BBEE) Act.

• Organisations must either uphold or enhance their prior year’s B-BBEE status level.

• The organisation should register with YES4Youth NPC to benefit from the B-BBEE level-up enhancements offered by the Y.E.S. programme.

Specific scorecard criteria per threshold

• For large enterprises, fulfil the 40% sub-minimum criteria in the three priority elements—ownership, skills development, and enterprise and supplier development—or achieve an average of 50% across these elements.

• For Qualifying Small Enterprises (QSEs): Meet the 40% sub-minimum requisites across two priority elements— ownership being one and either skills development or enterprise and supplier development—or achieve an average of 40% across these elements.

• Exempt microenterprises (EMEs) do not have any specific qualifying criteria.

Unlocking growth: The transformative benefits of the YES Initiative for companies

The Y.E.S. Initiative in South Africa offers several benefits to a company’s B-BBEE Scorecard, contributing significantly to its enhancement.Here are the key advantages:

Scorecard improvement :

Increased B-BBEE Recognition: Participation in the Y.E.S. Initiative allows companies to boost their B-BBEE ratings by significant margins. Engaging in Y.E.S. initiatives can enable companies to progress up by one or even two levels on the B-BBEE Scorecard, reflecting a commitment to transformation and inclusivity.

Meeting priority elements:

Fulfilment of key priority elements: Y.E.S. participation aids in meeting essential priority elements, such as skills development, ownership, and enterprise and supplier development.For large enterprises, Y.E.S. helps fulfil sub-minimum requirements in these elements or attain an average of 50% across these critical criteria.

Recruitment pipeline and succession planning:

Talent Pool Creation: Beyond mere compliance, the Y.E.S. Initiative can strategically assist companies in building a robust recruitment pipeline. Through Y.E.S., organisations can cultivate a pool of skilled and trained

young black individuals who can potentially be absorbed into the company’s workforce. This serves as an integral part of succession planning, facilitating a smoother transition of capable individuals into key roles within the organisation.

Long-term socio-economic impac t:

Contribution to Social Development: By engaging in the Y.E.S. initiative, companies actively contribute to societal development by empowering and uplifting the youth. This not only aids in fulfilling corporate social responsibility but also fosters a culture of social development and economic inclusivity.

Favourable public perception:

Positive Brand Image: Participation in initiatives like Y.E.S. tends to enhance a company’s brand image and reputation. It showcases a commitment to empowering the youth and fostering economic development, resonating positively with various stakeholders, including customers, investors, and the public.

Sustainable business practices:

Supports Sustainable Practices: Encouraging youth employment through Y.E.S. reflects a dedication to sustainable business practices. By creating opportunities for youth, companies contribute to

building a sustainable workforce for the future. The Y.E.S. Initiative does not just provide short-term benefits in meeting compliance; it aligns with companies’ long-term objectives by enhancing their B-BBEE ratings, aiding in talent development, and fostering a positive impact on society and the economy at large.

The future trajectory of the Y.E.S. Initiative in South Africa

In the intricate fabric of South Africa’s societal landscape, the shadow of youth unemployment looms large. Amid this challenge, the Y.E.S. initiative emerges as a beacon of hope and a catalyst for transformative change. Conceived with a resolute vision to tackle the dire issue of joblessness among the country’s youth, the Y.E.S. initiative has achieved commendable milestones since its inception. However, the true power and promise of this programme lie in its trajectory towards the future.

The Y.E.S. initiative in South Africa has emerged as a critical force in addressing the pervasive issue of youth unemployment. As we reflect on the profound impact of the Y.E.S. initiative, it becomes evident that its significance extends far beyond merely creating job opportunities. It has fundamentally altered the landscape of socio-economic development, fostering empowerment, skill enhancement, and economic inclusivity.

One of the most remarkable facets of the Y.E.S. initiative is its collaborative nature. It serves as a unifying platform, bringing together governmental agencies, private enterprises, and labour organisations in a concerted effort to combat the pressing challenge of youth joblessness. This collaborative approach has been instrumental in propelling its success, leveraging diverse expertise and resources towards a common goal.

The Y.E.S. initiative has substantially contributed to bridging the gap between education and employment for youth. Through its initiatives, it has provided avenues for young individuals to gain invaluable work experience, often considered a significant barrier for fresh graduates entering the job market. This exposure not only enhances their employability but also equips them with practical

skills that are essential for professional growth. Beyond the quantitative measure of job placements, the Y.E.S. initiative stands as a beacon of hope for empowerment. By focusing on skills development, mentorship, and training programmes, it has empowered young individuals to become self-reliant and resourceful. The programme’s impact is not confined to the individuals it directly employs; it radiates through communities, fostering a culture of growth and progress.

Moreover, the Y.E.S. initiative has played a pivotal role in fostering economic inclusivity. By prioritising the employment of young black South Africans, the initiative has strived to address historical imbalances and create opportunities for those who have traditionally faced barriers to entry into the job market. This deliberate focus on inclusivity is not just about meeting quotas but about creating a fair and equitable playing field for all. The programme’s success also lies in its ability to adapt and evolve. It has embraced technological advancements, leveraging digital platforms and innovative solutions to enhance accessibility and efficiency in job placements. The Y.E.S. initiative has constantly sought ways to align with the evolving needs of industries, tailoring training programmes to meet market demands and ensuring the youth are equipped with relevant skills.

However, challenges persist. While the Y.E.S. initiative has made substantial strides, the scale of youth unemployment remains a formidable obstacle. The programme’s future success hinges on sustained efforts to scale its impact, expand its reach, and navigate through economic fluctuations and evolving job market dynamics.

Evolutionary strategies to augment impact

Contemplating the future, the essence of the Y.E.S. initiative rests on the evolution of strategies that amplify its influence. The initiative’s success hinges not solely on meeting fleeting employment quotas but rather on sculpting enduring, sustainable prospects for the youth.

1

Strengthening collaborative ventures

The core of the Y.E.S. initiative’s future journey necessitates a deeper entwining of public and private collaborations. It requires nurturing robust partnerships across diverse business sectors and harnessing their expertise, resources, and reach to sculpt an intricate tapestry of employment opportunities.

2

Tech integration and innovation as catalysts

The trajectory forward demands a bold embrace of technological advancements. By leveraging digital platforms and innovative solutions, the Y.E.S. initiative can streamline operations, enhance accessibility, and bridge the divide between aspiring job seekers and available opportunities, especially in burgeoning sectors.

3

Nurturing skills and training fortitude

Empowering youth with relevant, market-aligned skills remains pivotal. The Y.E.S. initiative must pivot focus towards tailored training initiatives, cultivating abilities that not only match industry needs but also foster readiness for employment and future career ascendancy.

4

Unveiling diverse employment arenas

While the Y.E.S. initiative has carved significant inroads in conventional job avenues, unlocking alternative pathways such as entrepreneurship, apprenticeships, and internships holds promise. This diversification opens a spectrum of experiences and sustainable employment avenues.

Embracing inclusivity and sustainable visions

Central to the Y.E.S. initiative’s future expedition is an unwavering commitment to inclusivity and sustainability. Equality in access and opportunity becomes the cornerstone. Additionally, the initiative’s evolution towards environmentally conscious job creation underlines its dedication to sustainable practices.

The future beckons brightly for Y.E.S.

The Y.E.S. initiative stands at a crucial crossroad, poised to engrave an even more indelible mark on South Africa’s socio-economic terrain. By aligning with evolving market demands, fostering unparalleled collaboration, driving innovation, and championing inclusivity and sustainability, the Y.E.S. initiative holds the potent

key to unlocking the untapped potential of the nation’s youth, steering South Africa towards a future brimming with prosperity and equity. Reflecting on the Y.E.S. initiative’s profound impact illuminates its role as a transformative force in South Africa. It is not just about creating jobs; it is about nurturing potential, instilling hope, and building a more inclusive and empowered society. The programme’s legacy is not merely measured in statistics but in the lives it has transformed, the aspirations it has kindled, and the foundation it has laid for a more prosperous future for the nation’s youth.

Oletta Ntshane is the Director and GM of specialist drilling company Technique Drilling Services (TDS), a company that specialises in a broad spectrum of products and services related to surface and underground drill rigs. With a focus on a strong future and as the industry leader in safe, efficient and sustainable drilling operations, delivering exceptional value to their customers, shareholders and communities while fostering a culture of innovation and excellence, TDS is determined to be the preferred Surface and Underground drilling supplier.

In a conversation with Oletta, we asked her to elaborate on their journey to success.

Catering to diverse needs

“We pride ourselves on being a one-stop solution provider for the mining sector.”

As the exclusive supplier in Southern Africa for prestigious brands such as TECHNIDRILL, SON-MAK, and DEVICO, the company’s portfolio includes TECHNIDRILL’s cutting-edge ITH drilling equipment, covering essentials like drill rods and bits. Additionally, the company offers SON-MAK’s highly efficient LEVENT underground and surface drill rigs. DEVICO’s survey equipment, complemented by sales and training services, further enhances their comprehensive suite of products and services. They also provide all drilling consumables, essential drill rig spares, facilitate machine rebuilds, conduct monthly inspections, and offer inflatable single and double packers.

Spearheading innovations for tomorrow’s mining: Fostering a culture of excellence TECHNIQUE DRILLING SERVICES

Ensuring peak performance through inspections and services

On the crucial aspects of inspection and maintenance services provided by Technique Drilling Services, Oletta explains,

“We understand the paramount importance of ensuring the optimal functioning of drilling rigs. Our inspection services include monthly condition inspections conducted by our skilled experts. This thorough examination covers all vital components, and clients receive detailed condition reports with our recommendations after each inspection.”

Preventive maintenance and reliable operation

TDS’s service and spares offerings involve preventive maintenance performed on-site by their experts to maximise uptime and performance. Regular condition inspections are conducted to secure reliable operation, shielding clients from unexpected high costs associated with potential failures of major components.

“Scheduled preventive maintenance and regular condition inspections are integral to the reliable operation of our clients’ drilling rigs.”

Company background

Reflecting on the company’s roots, Oletta proudly explains, “TDS is a 100% Black-Owned Mining Business with a 51% majority female youth ownership. Vusi Mnguni (TDS MD) and I acquired shareholding through a leveraging transaction on an equity-financed loan to achieve 100% BEE ownership of TDS.”

Showcasing success

Highlighting a significant company achievement, Oletta focuses on the machine rebuild and their flagship-ship project for a Kemp drilling rig LEVENT 1001 at the Shondoni mine, owned and operated by Sasol in Secunda, Mpumalanga.

“We approached this project with innovative and cost-effective solutions, showcasing our commitment to delivering quality services.”

Fostering diversity, equity, and inclusion

Addressing the imperative of diversity, equity, and inclusion, TDS is incredibly committed in their pledge,

“Our aim is to establish a truly diverse and inclusive workforce. We prioritise previously disadvantaged groups in our selection processes, focusing on employing local, unemployed individuals and equipping them with the necessary skills for job security.

“Although there is room for improvement, we are dedicated to balancing demographics in our business selection process, ensuring diversity, equity, and inclusion are integral to our operations.”

Vision for the future

Looking ahead, the company’s aspirations for the coming year will be on advanced safety methodologies and environmentally friendly practices.

“We aim to engage with relevant stakeholders to create a more sustainable mining environment. Our focus is on green energy solutions to reduce the carbon footprint in the mining industry. Additionally, we plan to design and implement more innovative safety solutions, contributing to the overall well-being of our industry and beyond.”

(LEFT) BLESSING MAFUMELA, (MIDDLE) OLETTA NTSHANE AND VUSI MNGUNI (RIGHT)

EMPOWERING THE AFRICAN CONTINENT

Africa’s top 100 fastest-growing companies: The 2023 Report

By Raine St.Claire

To succeed in the rapidly advancing 21st century, companies that are pioneering, forward-thinking, and experiencing swift growth are crucial drivers of the global economy. They not only generate employment opportunities but also play a significant role in sustaining market competitiveness.

The Financial Times-Statista

2023 annual ranking of Africa’s fastest-growing companies, attempts to capture the dynamism of businesses that are adapting to market dynamics, meeting customer demands, and staying ahead of competitors.

The methodology judged companies according to their compound annual growth rate in revenue between 2018 and 2021.

This outstanding growth in earnings underscores the resilience and growth of businesses expanding across various sectors despite challenges posed by the global pandemic.

While start-ups feature strongly, they do not monopolise. More established companies in the mining sector — driven largely by demand for the metals needed for the energy transition — as well as in telecoms and construction, also made the top 100.

Fintech, IT, and software sectors dominate the list. However, the sheer variety of corporate activity in the top 100 is particularly encouraging. Businesses in sectors including renewable energy, healthcare, commodities, and, to some extent, agriculture were managing to grow while most of the world shut down.

Similar to the first year of the ranking, the COVID-19 pandemic seems to have expedited the shift to online platforms. Companies offering digital services in finance, payments, trade facilitation, and healthcare are all progressing significantly.

During this time, investors from Silicon Valley, Asia, and Europe evidently realised the potential in African startups, especially in the tech hubs of Lagos, Cape Town, Johannesburg, Nairobi, and Cairo.

EMERGING MARKET DOMINANCE

Leading the pack with evident growth across key sectors were South Africa and Nigeria, boasting 33 and 27 businesses, respectively. Of those, 17 South African companies and 12 Nigerian companies feature in the top 50. Following closely, Kenya and Egypt contributed 13 and 9 businesses, respectively.

The fastest-growing companies include Namibian wineries, a Kenyan fish farm, a South African company that conducts remote hearing tests and renewable energy companies in the Democratic Republic of Congo and Sierra Leone.

Established companies in metals and mining, telecoms, and construction also feature prominently in the top 100.

Two Namibian wineries that produce, pack, export, market and distribute grapes and dates are the country’s fastestgrowing companies. Achill achieved 14th position with a CAGR of 89.327% and Silverlands Vineyards with a GACR of 60.284 is in 25th place.

Victory Farms, a Kenyan fish farm in the 15th spot with a GACR of 87.864%, is Sub-Saharan Africa’s fastest-growing fish farm. It is on a mission to not only provide affordable, accessible, and healthy protein to 2-billion Africans over the next two decades but to do so as the most sustainable fish farm on the planet.

Zambia Seed Company Ltd. with a CAGR of 56.386% is Zambia’s sole entry in 26th place. Vertice Medtech, a South African company specialising in remote hearing tests, ranks 28th with a CAGR of 53.643%.

The diverse rankings highlight the dynamic and varied nature of Africa’s fastest-growing companies. This demonstrates their ability to flourish across different sectors, making significant contributions to the continent’s economic development.

AFRICA’S RESILIENT SPIRIT

Source: https://www.techloy.com/

Nigeria currently leads with the top 2 fastest-growing companies. This remarkable achievement represents a significant positive step towards creating an encouraging environment for the private sector to thrive and in doing so, generating more employment opportunities for Nigerians.

As Africa’s largest economy and population, with prevailing limited opportunities, this development is conducive to help shape crucial fiscal challenges in Nigeria’s evolving economy with the goal of reducing the projected 37% poverty rate in 2023.

WE LOOK AT THE TOP 3 PERFORMING COMPANIES AND HIGHLIGHT THEIR ACHIEVEMENTS:

#1 AFEX

• Country:Nigeria

• Industry: Agriculture, Forestry & Fishing

• CAGR: 505%

• Revenue: $102-million (2021) –– 0.5-million (2018)

• Number of employees: 278 (2021) –– 64 (2018)

Securing the 1st position with an impressive growth rate is AFEX, Commodities Exchange, which provides brokerage and trade finance services for commodities such as maize, sorghum, cocoa, and rice. Founded in 2014, the company’s infrastructure and platforms drive capital to build a trust economy in African commodity markets, offering innovative solutions in trading, financing, and market system development to address these challenges.

EMPOWERING YOUNG MINDS

With the goal of uplifting passionate and creative young minds, the AFEX Bar Raisers is a 3-month training academy launched in 2022 for individuals bringing innovation, expertise, and a commitment to excellence across corporate finance, strategy, investment, and financial markets. These new talents are equipped with the tools necessary to elevate standards in Corporate Finance, Strategy, Investment, and the Financial Market, steering both their careers and the future of AFEX with their incisive minds.

#2 MONIEPOINT INC.

• Country: Nigeria

• Industry: Fintech, Financial Services & Insurance

• CAGR: 321%

• Revenue: $62.6-million (2021) –– $0.8-million (2018)

• Number of employees: 538 (2021) –– 64 (2018)

In 2nd position is Lagos-based Moniepoint, a company that goes beyond just fintech. Acting as a catalyst for transformative change in Nigeria’s financial ecosystem it supports small businesses with customised loans to foster growth, actively contributing to the prosperity and dynamism of Nigeria’s entrepreneurial landscape.

The company’s commitment to empowering the underbanked is evident in its strategic partnership with Google Cloud –– a collaboration that allows Moniepoint to deliver impactful financial services for micro enterprises.

#3 WASOKO

• Country: Kenya

• Industry: E-commerce

• CAGR: 242%

• Revenue: $136.9-million (2021) 3.4-million (2018)

• Number of employees: 1 490 (2021)104 (2018)

Wasoko (formerly Sokowatch Ltd.), a Kenyan e-commerce company that empowers entrepreneurs to focus on their core strengths––selling products––takes 3rd spot. Wasoko, which translates to ‘People of the Market’ in Swahili, operates an online marketplace specifically designed for tackling significant challenges faced by the retail sector in the region. This innovative platform allows retailers to seamlessly order products via SMS or a mobile app, streamlining the process and facilitating timely deliveries.

Founded in 2013, Wasoko has pioneered business-to-business (B2B) eCommerce supplychains tailored for retailers in Africa’s informal markets, enabling them to connect with major FMCG (Fast-Moving Consumer Goods) suppliers such as Unilever.

Through this innovative approach, Wasoko digitises the entire process, including order placement, payments, and delivery logistics. This not only enhances efficiency but also contributes to the digitisation and modernisation of retail practices across the continent.

SOUTH AFRICA REMAINS THE CONTINENT’S MOST SOPHISTICATED ECONOMY, IN SPITE OF LOW GROWTH AND PERSISTENT POWER SHORTAGES.

An impressive 33 South African firms are on the list of Africa’s 100 fastest growing companies. 17 of those feature in the top 50 and 15 of these are placed in the tech-centric categories including Fintech, IT & Software, as well as e-commerce.

Standout performers include a mining company, and a second-hand luxury goods reseller. However, keeping in mind that the ranking is about growth, not revenue, the reseller is now the fastest-growing retail company in Africa, ranking 37th overall , outperforming more established giants like Sygnia, Naspers, and Purple Group.

#6 Deimos Cloud Pty Ltd.

#12 Bluesky Digital Solutions Pty Ltd.

#23 Northam Platinum Holdings Ltd.

#28 Vertice Medtech Holdings Pty Ltd.

#29 Impala Platinum Holdings Ltd.

#31 Routed Hosting Pty Ltd.

#33 Sibanye Stillwater Ltd.

#36 Herholdt’S Group Pty Ltd.

#37 Luxity Pty Ltd.

#38 Linkfields Innovations Pty Ltd.

#40 Leatt Corp.

#41 Nclose Pty Ltd.

#42 Purple Group Ltd.

#45 Entelect Software Pty Ltd.

#47 Iser Pty Ltd.

#48 Hearx Group

#49 Pan African Resources Plc

TOP 10 AFRICAN COUNTRIES WITH THE LARGEST FOREIGN INVESTMENTS

Despite a decline in global foreign direct investment (FDI) to $45-billion in 2022 from $80-billion in 2021, Africa continues to be a hotspot for FDIs, attracting international investors and driving cross-border mergers and acquisitions. This is attributed to the continent’s natural resources, youthful demographics, and untapped markets.

San Francisco-based investment platform Partech reported that African tech startups received $5.2-billion in funding in 2021, three times more than the previous year. This highlights increasing interest and investment in the African startup ecosystem as a prime destination for investment capital, not only for startups but also for established companies.

Full articles here:

Top 100 fastest growing companies in Africa: 2023 Report

South Africa’s fastest growing companies:2023

SOURCE: TheWorldBank | Statista | African DevelopmentBankGroup | ITWeb | FinancialTimes

AFRICAN ACHIEVERS Rising stars pioneering their own future

By Raine St.Claire

In a dynamic showcase of talent, young South African achievers are forging unique paths to success. We pay special tribute to Natalie Musonda, the winner of the Top Empowerment: Young Achiever of the Year Award and Dr. Abongile Qamata, a distinguished clinician and recipient of the Top Empowerment Young Achiever of the Year Runner-up Award. Their remarkable stories, along with those of five other trailblazers making waves paint, a vivid picture of resilience and innovation. Together, these individuals navigate challenges, break barriers, and contribute to a brighter future not only for South Africa but also beyond. Join us as we celebrate the diverse achievements and impactful journeys of these inspiring young leaders shaping the landscape of success and progress.

Winner of the Top Empowerment: Young Achiever of the Year Award 2023

Natalie Musonda, Head of Sustainability & Diversity, Dimension Data

Natalie’s award-winning statement reflects glowing recommendations from both past and present experiences, emphasising her exceptional dedication, skills, and professionalism. These endorsements validate her capabilities, positioning her as more than qualified for this well-deserved award.

Her unwavering commitment seamlessly aligns with her role as a torchbearer for diversity and inclusion, perfectly harmonising with Dimension Data’s diversity policy. She actively instils a culture of inclusion and respect, strategically ensuring fair access to opportunities, promotions, and rewards for all employees. Beyond her executive role, she embodies the company’s commitment to diversity as a strength, reflecting the belief in unlocking the power of individual uniqueness. Spearheading initiatives to cultivate an inclusive and fair environment, her commitment extends beyond personal efforts to build a leadership team that

mirrors the diversity she passionately champions, permeating every aspect of the company and holding leaders accountable for driving diversity and inclusion—an indispensable role in shaping a progressive and empowered future.

This achievement not only undeniably endorses Natalie’s exemplary leadership but also signifies a symbiotic connection with Dimension Data’s vision for a diverse, inclusive, and thriving workplace. It solidifies her as a standout professional poised for success in any field.

“I am honoured to receive the Top Empowerment: Young Achiever of the Year award. This milestone inspires me to continually raise the bar in service of my vision for building an empowered Africa!”

Dr. Abongile Qamata, an esteemed clinician and truly deserving recipient of the Top Empowerment Young Achiever of the Year Runner-up Award, exemplifies this philosophy.

Her academic excellence led her to medicine, where she qualified as a medical doctor at the young age of 21. With 15 years of expertise, driven by a profound passion for health promotion and disease prevention, and a dedication to transforming healthcare and empowering individuals to take charge of their health, she transitioned into a pivotal role as a medical adviser at Afrocentric Group.

With seven years of clinical experience, she recognised the need for innovation in healthcare, leading her to spearhead the alternatives to hospitalisation strategy in the health policy and medical advisory unit. Believing in the power of diversification

Top Empowerment Young Achiever of

the

Year Runner-up Award

Dr. Abongile Qamata (MBChB, MPH Nutrition) – AfroCentric Health

and refusing to confine herself to a single career path, Abongile’s shift to advisory responsibilities has broadened her perspective on managed care. Emphasising the importance of patients with acute symptoms receiving care at home, she collaborates with organisations like Cure Medical, championing remote patient monitoring for real-time data assessment. Currently pursuing a master’s in public health and nutrition at the University of Stellenbosch, Abongile’s research focuses on noncommunicable diseases, exploring the impact of lifestyle and nutrition on the management of metabolic syndrome.

Looking back, she would tell her younger self, “Girl, you have a lot going for you, so dare greatly.”

“Young women and girls, you have so much potential that you need to exploit. Hard work and potential need to come together, and when they do, they make magic”

Sanna Sebone:Entrepreneurial fire ignites QS’s niche

Sanna, a qualified quantity surveyor, established Sebongi Construction in 2018, with her own funds and just 2 employees. Cracking the male-dominated South African construction sector was tough, but Sanna triumphantly carved her niche. She now employs 179 and this 34 year old’s 100% female-owned construction company is a force to be reckoned with in the Northern Cape.

Despite initial struggles, success followed with her first project in 2019 and a Covid-19 Health Facility in 2020 which in turn brought on serious industry competition. She found vital support from Anglo American Zimele’s programme with a structured nine-month mentorship on rigorous financial management, marketing and growth strategies. The programme’s impact is evident in a remarkable 187% revenue growth. With notable projects, including the successful completion of a 100MW high-risk solar tower with zero serious injuries and zero fatalities, this dynamic young woman is charting a new course for women in construction.

Sharon Mashishi: Achieving career success with an altruistic aim

Sharon, a formidable entrepreneur, who at just 27, owns two companies and employs over 60 people, is not someone to underestimate. In 2016, acting on her father’s advice, Sharon established Bahlaping Mash Trading & Projects, specialising in manufacturing and supplying cable trestles and poles to an Anglo American mine in Limpopo. Balancing studies and business posed challenges, with the absence of an accounting system, a limited budget, and no succession plan adding complexity to her journey.

Sharon overcame these challenges by collaborating with a technical partner to enhance her business skills, leading to business acumen mentorship through Anglo American Zimele. This journey culminated in her second company, Bahlaping Enginet, a successful joint venture with Enginet.

Sharon initiated an aviation programme at a primary school and provides aid to 2 high schools in her hometown and despite her success as a trailblazer for women in construction, remains committed to positively impacting her community by paying it forward.

Itumeleng Sekgota: Sustainability’s champion scientist

Shaping both her work and life pursuits, 35-year-old Sustainability Integration and Impact Specialist, Itumeleng is motivated by the real-world environmental implications. Her commitment to sustainability dates back to 2017 when she was chosen for the Brightest Young Mind Africa programme, empowering young leaders to create a lasting impact across the continent. Initially a mine dewatering hydrogeologist, she gained recognition for her dedication in the UN Global Compact’s (UNGC) SDG Pioneer Competition in 2020. Co-founding Hydrogeologists Without Borders Africa in 2022, she established an NGO providing free specialised hydrogeological consulting services to Southern African Development Community (SADC) countries.

Currently focusing on integrating environmental, social, and governance considerations into critical mining operations and decision-making, along with mentoring young professionals through the UNGC’s Young SDG Innovation Accelerator programme, Itumeleng envisions a South Africa where businesses prioritise sustainable practices aligned with the 2030 plan for a better environment.

Londeka Mahlanza-Langer: A catalyst for change in sustainable mining

Londeka, a 30-year-old Sustainability Performance & Reporting Specialist at Anglo American, is actively inspiring a new generation, especially young women, to pursue their dreams. She is a 2019 Mail & Guardian Top 200 Young South African and devoted to reshaping the mining industry’s impact on communities and the environment. She oversees the annual sustainability report and ensures the company’s carbon neutrality efforts directly benefit local communities and as an alumna of Anglo American’s Young SDG Innovator programme, she excels in her role, emphasising courageous leadership for sustainable business practices aligned with the UN’s SDGs.

Committed to breaking gender barriers in mining, she tirelessly works to encourage more women in mining, aiming to break down deeprooted barriers preventing their participation in decision-making through Anglo American’s WoMine (Women in Mining) network. At the Mining Indaba 2023’s Young Leaders Programme, Londeka advocated for showcasing diverse mining opportunities to attract young talent, connecting Africa’s resources with its youth capital, emphasising mining progress as crucial for socioeconomic development.

Professor

Vukosi Marivate:

South

Africa’s Young

Global Leader of 2023 spearheading advancements of African data science and AI

Vukosi, a dedicated data scientist and alumnus of Wits University, has been recognised by the World Economic Forum as South Africa’s sole Young Global Leader (YGL) in the Class of 2023. He holds the Absa chair of data science at the University of Pretoria, focusing on developing machine learning and artificial intelligence methods to extract insights from data. With a special emphasis on the intersection of machine learning and natural language processing, he works towards improving tools and data availability for local and lowresource languages.

As a co-founder of the Deep Learning Indaba, the largest machine learning and artificial intelligence workshop on the African continent, he strives to advance and strengthen the field of African machine learning through collaboration and insights from the community.

In addition to being part of the YGL Class of 2023, Vukosi has also been selected as a 2023 Aliko Dangote Fellow. This distinction places him among a group of nine African leaders passionate about addressing African issues, demonstrating resilience, innovation and determination.

Stay informed about environmental, social, & governance trends, strategies & best practices. Feature in our publication to join us in shaping a better tomorrow.

7 TOP JSE COMPANIES THEIR TRANSFORMATION JOURNEYS

Great strides have been made

By Sinazo Mkoko

In South Africa the government has made headway towards economic transformation through black economic empowerment legislation, affirmative action programmes, and budget redistribution. This article takes a look at standout companies in the private sector that continue to make great strides in realising the vision of the Constitution, paving a path to inclusive economic growth and development. Impumelelo, Top Empowerment lists 7 of the top companies in a range of t sectors that have shown commitment to economic transformation in South Africa.

SECTOR: FINANCIALS

FIRSTRAND GROUP

Level 1 BBBEE

The FirstRand Group states that they view transformation as a crucial strategic priority for their business and the communities they serve. It bases its strategy on the following six pillars:

A better macroenvironment

The financial institution states that they aim to improve the macroenvironment by fostering positive attitudes and confidence in South Africa. The FirstRand Foundation

distributes 1% of its after-tax profits to selected socio-economic development programmes. FirstRand provides volunteer opportunities with matched funding. “FirstRand’s philosophy embraces the concept of diversity,” they say.

Investment imbalances

FirstRand shares that they contribute to the redress of investment imbalances by financing development infrastructure, affordable housing, and agriculture, as well as providing previously disadvantaged people with costeffective and innovative access to financial services in previously inaccessible areas.

Employment equity

They aspire to increase the representation of black people and provide them with an empowered and diverse environment and they have started several funding initiatives to achieve this.

“The Group encourages employees to develop their skills, and we offer leadership and women development initiatives to build future leaders. Supporting the studies of unemployed black people will have a positive effect on society.”

Development of black business

FirstRand states that they procure from BEE-rated enterprises, with a special emphasis on black-owned and black women-owned businesses. “There is also support for black fund managers. Mentoring is provided through the group’s enterprise development initiatives. The supplier development initiative was implemented at a Group level.”

Equitable ownership

According to the Group, they handed considerable ownership of the company to black partners. “FirstRand’s

direct black economic interest is 28.96% and black female economic interest is 12.83%. The Group continues to facilitate the financing and ownership transfer of other companies through BEE transactions through RMB. Over the past decade, RMB has been known as one of the leaders in both financing and advising on BEE deals,” they said.

Scorecard

The generic FSC BEE scorecard has the following components:

● Ownership;

● Management and control;

● Skills development;

● Preferential procurement;

● Empowerment financing, supplier and enterprise development, including black business growth financing (BBGF);

● SED and consumer financial education; and

● Access to financial services.

NEDBANK GROUP

Level 1 BBBEE

The Nedbank Group says it prioritises transformation as a moral and corporate imperative to promote inclusivity, equality, and sustainability for all.

Nedbank Boardmember and Chairperson of the Nedbank Group Transformation, Social, and Ethics Committee, Linda Makalima, said the Group recognises the importance of banks in fostering a more inclusive economy that benefits society.

“We remain committed to living our purpose of using our financial expertise to do good by investing in projects and programmes that create jobs, enable structural reform, and facilitate a just transition that will safeguard the future and sustainability of our country. We continuously embrace our responsibility to contribute towards economic growth since impactful change and transformation require collective, practical action,” said Linda.

The Group has achieved level 1 BBBEE contributor status for the fifth consecutive year since the amended FSC was gazetted in 2017, demonstrating the effectiveness of our approach to transformation.

“We have made a long-term commitment to South Africa’s future, and we go beyond the numbers to fund innovative solutions and create lasting change.

“We continue to support SA’s national agenda while also embracing and contributing to the amended FSC’s regulatory framework, which guides the transformation commitments and efforts of the financial services sector.”

SECTOR: LIFE INSURNACE

DISCOVERY LIMITED GROUP

Level 1 BBBEE

Discovery Limited Group states that they comply with the legislative regulations that govern their business operations. They support regulators’ commitment to protecting stakeholders’ interests and promoting economic and social progress.

A Level 1 BBBEE contributor, the Group shares that they also measure the perception of the workforce on the inclusivity of our culture and environment through the annual Employee Experience Survey and at the executive level with 360 reviews. “The inclusivity score from the Employee Experience Survey is included in our management incentive system.”

Several initiatives are underway to advance their transformation objectives, including:

● Developing and rolling out a diversity and inclusion programme to communicate Discovery’s transformation vision and mandate and embed transformation into business processes

● Unconscious bias training to create awareness of systemic biases that negate diversity and inclusion efforts

● Working with business units to formulate developmental plans for high-potential employees

● Collaborate with organisations that focus on the recruitment of scarce skill roles.

● Amplifying employees’ voices to enhance inclusivity through, for example, focus groups and employee resource groups

SECTOR: TELECOMMUNICATIONS SERVICE PROVIDERS

MTN GROUP

Level 1 BBBEE

In 2023, MTN Group Limited retained its Level 1 B-BBEE contributor status for the fourth year in a row. This, they said, is evidence of MTN Group’s commitment to transformation in South Africa.

The B-BBEE contributor status considers both the MTN South Africa operating entity and the MTN Group’s South African operating entities.

MTN Group President and Chief Executive Officer, Ralph Mupita, said in their work to create the MTN of tomorrow, they are committed to fulfilling their strategic priority to create shared value.

“This incorporates a focus on increased localisation across our markets, including in South Africa, where we were established at the dawn of democracy in 1994 as a leader in transformation.”

“Retaining our Level 1 B-BBEE Contributor status is critical. We intend to take steps not only to retain this status in the future but also to put more emphasis on our preferential procurement and localisation efforts,” he said.

According to the Group, notable improvements for 2022 were in their ‘Management Control’ and ‘Preferential Procurement’ scores.

“The ‘Management Control’ improvement was a result of the consistent alignment of MTN’s recruitment practices to the targets related to the economically active population (EAP) in South Africa. The improvement in the ‘Preferential Procurement’ score was mainly due to an increase in procurement spending with exempt micro enterprises (EMEs), qualifying small enterprises (QSEs), and ‘Designated Groups’,” the group said.

VODACOM (PTY) LTD.

Level 1 BBBEE

Over the years, Vodacom has had an impressive BEE trajectory. Between 2010 and 2019, the company was between BEE Levels 4, 3, and 2, and from 2020 until present, the company has maintained BEE Level 1.

Group CEO Shameel Joosub said that as a company with deep local roots, they fully embrace transformation and “its ideals, which, among other things, aim to provide women with equal work opportunities so they can contribute meaningfully in the mainstream economy.

“We are serious about the transformation agenda and the development of South Africa, and we won’t be deterred in our resolve to play an active role in moving South Africa forward.”

In a letter published by Business Day, Vodacom’s head of external communications, Byron Kennedy, stated that Vodacom is one of the most transformed companies on the JSE, with 76% of its employees being black.

“Importantly, as evidence of our commitment to transformation, in June 2018 we introduced the largest black economic empowerment (BEE) transaction in the telecommunications industry to date, at R16.4-bn.

“The transaction resulted in YeboYethu (RF) becoming the third largest shareholder in Vodacom Group. YeboYethu shareholders comprise RBH, Mineworkers Investment Company, Vodacom Siyanda Employee Trust, and more than 85 000 ordinary black South Africans,” he said.

SECTOR: CONSTRUCTION

VEA ROAD MAINTENANCE AND CIVILS (PTY) LTD.

Level 1 BBBEE

Passionate about inclusivity, VEA believes in uplifting individuals and communities to shape a brighter future for our country. A proud Level 1 BBBEE contributor with 51% black ownership, the company is committed to bringing about positive change through empowering activities.

The company states: “Our pledge to achieve our employment equity objectives is fueled by our genuine commitment to fostering an inclusive work environment where everyone has the chance to thrive and succeed.”

The company’s journey dates back to 2008, when Johannes Mogola, who is now the Director of Logistics and Telecommunications, set out on a quest to make a difference in his community by increasing road quality, reliability, and safety.

He was joined by like minded individuals who also had the same calling.

In the beginning, VEA Roads served only a handful of clients, but their commitment and excellence soon caught the attention of many more clients.

“Today, our team has grown exponentially and has completed road maintenance contracts worth over R4-billion. This growth not only reflects our success, but it also speaks to the team’s ability to create meaningful opportunities for others,” the company said.

The company shares that they have directly employed over 2000 individuals and empowered more than 600 Small Medium and Micro Enterprises (SMMEs) and Exempted Micro Enterprises (EMEs).

“We take pride in knowing that our success is not just about our business; it is also about our commitment to our people and communities. We are proud to say that our relentless pursuit of excellence has created a brighter future not only for our business but for all those who partner with us.”

RAUBEX GROUP LIMITED

Level 1 BBBEE

Established in 1974, Raubex was listed on the JSE in March 2007 and is one of the country’s top infrastructure development and building materials suppliers. The Group is a level 1 B-BBEE company with over 7 000 employees that are committed to guaranteeing high levels of ethics, professionalism, and quality in all of their operations.

“We support transformation in the construction industry and are committed to conducting business in a socially responsible and ethical manner, promoting interdependence of performance and transformation, and supporting the communities in which we operate. The group’s employment equity, together with its skills development strategy and enterprise development initiatives, are aligned to South Africa’s economic transformation agenda,” they said.

In their 2021 integrated report, the Group shared that they are proud of their empowerment credentials and the progress they have made with regard to transformation.

“The Group scores highly in equity ownership, skills development, enterprise and supplier development, and social economic development elements of the scorecard.

“The management control element of the scorecard is an area for improvement. The increased focus that the group has placed on training in recent years and moving forward is expected to address this over the medium term.”

Sources: First Rand Group| Discovery Limited |MTN|Vodacom||BD|Raubex Group Limited|VEA|Nedbank

BRINGING SMALL BUSINESSES TO INVESTMENT-READINESS

By Nabeela Vally, Business Development Head at Edge Growth

For small businesses, securing funding is an essential milestone towards establishing a solid foundation for long-term growth and sustainability. Funding enables small businesses to gain more customers, develop new products, expand production capacity and access untapped markets.

AA key aspect of the Financial Sector Code, as updated in 2017, is recognising the need to broaden and hasten the transformation process by making financial services accessible to the previously unbanked and under-served. While the role played by financial institutions in this regard is vital, so too is the need to empower small businesses in South Africa to be investment ready.

Stakeholders, financial institutions and investors in the entrepreneurship ecosystem are cognisant of the importance of making funding accessible to early-stage businesses to enable sustainable growth. However, when we speak about breaking the barriers to funding, we often evaluate it from the supply side.

Are we making enough capital available? Are we providing enough diversified financing options? How can we remove the red tape and improve ease and accessibility? While these are important issues for which innovative solutions are required, what is absent from the conversation are the challenges we face on the demand side. Most notably, the investment-readiness of early-stage businesses.

No matter how much funding investors make available for entrepreneurs, a shortage of investable businesses will curtail these efforts. As the Organization for Economic Cooperation and Development states, “demand-side deficiencies compromise the effectiveness of supply-side interventions”.

The deficiency of investment-ready businesses indicates a gap in the capacity of small businesses to understand and meet the specific needs and expectations of investors.

There is a clear need for initiatives that can progress early-stage businesses to the point of investment-readiness. This requires interventions that advance beyond the provision of funding. It requires investment-readiness initiatives that can walk the path with entrepreneurs to help them establish businesses that are attractive to investors. There are three crucial considerations for creating investable businesses and assessing their investment potential with the help and support of investors and venture builders.

PRODUCING A WINNING PRODUCT

CEO of Structured Finance Solutions at FNB and Vumela Fund trustee, Mike Sage, believes that the best investment success stories lie in the product offering. When considering the investment potential of early-stage businesses, investors should assess the uniqueness and value of the product or service on offer (in other words, a unique value proposition) and look for businesses that solve a significant problem or provide a compelling solution that differentiates them from competitors.

There is no shortage of investors with a strong desire to invest in innovative products and services that solve a problem. Startup strategist and founder of Solve4x, Amina Patterson, notes that increasing investments in early-stage businesses are indicative of a growing appetite to invest in innovative solutions. Patterson asserts that developing a viable product or service means “solving for a problem that people have and are willing to pay you to solve. Where innovation comes in is how you solve that problem.”

Murendeni Mafumo, the founder of Kusini Water agrees. “The best way to grow a business is to build a good product. Build the best product you can build and find people who believe in the product and are willing to pay for it”. Kusini Water’s own investment success story is proof of the statement. Murendeni, a water scientist, recognised that many communities in South Africa don’t have access to safe and clean drinking water.

Murendeni established Kusini Water to build water filtration systems through a patented process that uses nanotechnology and macadamia nutshells. Kusini Water is a current investee of the Edge Growth-managed Vumela Fund.

PROVING PRODUCT-MARKET FIT

When assessing the investment potential of an early-stage business, the business should be able to prove that the product or service has market demand. Patterson warns against investing in products that haven’t been validated by customers or stakeholders.

In the early stages of his business, Mafumo says that much of the initial funding he acquired went back into developing the products that proved product-market fit. “When you take that product to the market, the market reacts. People will buy the product if it’s good enough”. He explains that when people start purchasing a product, it is easier to attract investment because it demonstrates the desirability of the product on the market.

Investment-readiness initiatives can prepare small businesses for investment by helping entrepreneurs test the validity and desirability of their product or service on the market. This can be achieved through market research, customer surveys, testimonials, or successful pilot programmes. Investors and venture builders should assess whether there is a real need for the offering and whether customers are willing to pay for it.

DEMONSTRATE BUSINESS VIABILITY

Once the business has a product with proven market potential, the key is to capture this within the business plan which needs to clearly articulate the business model, competitive advantage or unique value proposition, and market potential.

Investment-readiness initiatives can help entrepreneurs learn the importance of sound financial management in attracting investors by developing their understanding of how to develop accurate financial statements, manage cash flow effectively, demonstrate a clear path to

“The power of people is not to be underestimated when assessing the investment potential of early-stage businesses”

profitability and implement robust accounting systems and practices to inspire investor confidence. A business plan should articulate financial factors such as revenue, profitability, cash flow, and financial projections as well as the capital requirements and funding needs of the business.

A well-defined business plan that outlines short-term objectives and long-term vision and showcases a compelling growth strategy is key. Demonstrating an environmental or social impact can also have an advantage in attracting investment. In addition, the power of people is not to be underestimated when assessing the investment potential of early-stage businesses. Investors place significant importance on the team’s ability to execute the business plan and assess the experience, expertise and track record of the management team. Entrepreneurs should surround themselves with a capable and experienced team, highlight the skills and expertise of their key team members and emphasise their relevant industry experience.

Sources: OECD | Energy Catalyst

AFRICA’S DYNAMIC BILLIONAIRE COUPLES Business brilliance meets altruism

By Raine St.Claire

The empowering journeys of exceptional African power couples who seamlessly combine entrepreneurial brilliance with a deep commitment to philanthropy exemplify success in both business and benevolence. Discover their remarkable contributions and the transformative impact they have made on society.

Halima, daughter of Africa’s wealthiest person Aliko Dangote, and her husband Suleiman, son of multimillionaire Sani Bello made headlines in 2008 with their lavish wedding. However, despite their high-profile standing this unpretentious couple and their two daughters purposefully maintains a private lifestyle.

Boasting an estimated net worth of $1.2-million, Halima is following her father’s legacy. Starting as an Analyst at KPMG, she holds a Bachelor’s Degree in Marketing from the American Intercontinental University, London, and an MBA from Webster

HALIMA DANGOTE AND SULEIMAN SANI BELLO:

Nigeria’s adored power couple — Unassuming accomplishment and societal impact

Business School and serves as the Executive Director of Commercial Operations at Dangote Group and holds positions on various boards.Halima’s dedication to entrepreneurship shines through her roles at Endeavor Nigeria and as the board president at the Africa Centre in New York. Her passion for women’s empowerment, gender equality and economic well-being extends to increasing female representation on corporate boards and fostering empowerment across societal levels in Nigeria and Africa.

Suleiman is Executive Director at Equatel Telecoms and with an extensive background in various sectors across IT & telecommunications, oil and gas, power and energy (with a focus on hydro power generation), aviation and logistics, he serves as a Director on multiple boards. He is a respected member of the British Computer Society (BCS) in the UK and the Nigerian Polo Association’s Kaduna club.

STRIVE AND TSITSI MASIYIWA’S INSPIRATIONAL JOURNEY OF TENACITY AND GENEROSITY: A philanthropic legacy

Strive, a Zimbabwean businessman and philanthropist with a net worth of $1.9-billion, holds the 12th position on Forbes’ 2023 list of African billionaires. He resides in London and is the founder and executive chairman of international technology groups Econet Global and Cassava Technologies. In 2022 he made history as the first black billionaire on the Sunday Times Rich List.

His inspiring journey to overcome government opposition to launch Zimbabwe’s mobile phone network back in 1998 resulted in a financially crippling and challenging five-year legal battle. The landmark case, ruling in his favour, broke the state monopoly in telecommunications, opening the door to private investment in the African telecom sector.

Tsitsi serves as the Executive Chair and Co-Founder of Delta Philanthropies and the Masiyiwa Higherlife Foundation, which focuses on human capital development, thriving communities, and improving education and healthcare access, especially for girls and women.

As a commitment to philanthropy, they have dedicated $100-million to establish a fund benefiting smallholder farmers in Zimbabwe. Additionally, serving as Chairman Emeritus of AGRA (Alliance for a Green Revolution in Africa), Strive has played a crucial role in mobilising over US$15-billion in investments for agriculture throughout the continent.

MOHAMMED AND SAIRA DEWJI: A diverse empire of passion and the quiet influence behind wealth beyond measure

ohammed, with a substantial net worth of $1.5-billion is Forbes Africa’s 15th and youngest billionaire and Tanzania’s only billionaire. Mohammed, affectionately “Mo” is the owner of the diversified conglomerate MeTL Group and is recognised for his exceptional style, extensive designer suit collection, distinctive collection of glasses and being exceptionally humble. Making an impact with Mo Bomba Energy Drink as a contender in the market alongside Red Bull and Mo Cola, a major competitor to beverage industry giants like Pepsi and Coca Cola, Mo’s

ambitious plans include tripling the current production of 1 billion bottles within the next 2 to 3 years by establishing factories in other African nations.

In 2016, Mo joined the Giving Pledge, and through the Mo Dewji Foundation, he focuses on providing education to underprivileged children in Tanzania, including universitylevel support.

Agriculture forms the core of Mo’s business, positioning him to become the world’s largest sisal producer. His investments extend to planting extensive hectares of organic tea for export, with ventures in Mozambique and Rwanda covering macadamia production, maize milling, cashew processing, and denim production, alongside his beverage endeavours.

Maintaining a fiercely private lifestyle, Saira, Mo’s wife, serves on the board of the Mo Dewji Foundation and Tumaini La Maisha, the country’’s only children’s cancer centre. Mo acknowledges Saira as the cornerstone, providing the much-needed balance in his family life and a reminder of what truly matters beyond wealth and money.

A headline-making near-death kidnapping incident in 2018 shifted Mo’s perspective toward philanthropy and impact investing and while Mo concedes to “slowing down a little bit,” his ambition remains fueled by an unwavering passion for his endeavours. “I no longer work 100 hours a week; I now dedicate 80 hours a week to my endeavours,” he revealed.

NIGERIA’S

DYNAMIC

DUO TONY AND AWELE ELUMELU: Business prowess and medical advocacy forge a path of impactful philanthropy

Tony is a renowned economist and philanthropist. Widely recognised as a guru in the banking and finance sector, the recent rapid increase in his net worth by $20-million in just 55 days highlights his exceptional prowess in the business world.

Starting as an ambitious copier salesman in the late ‘80s, he made history at 34 as the youngest bank CEO in Nigeria. In 2010 Tony founded the Tony Elumelu Foundation (TEF), a prominent philanthropic initiative that reflects his belief in the significance of young entrepreneurs and their determination to uplift Africa from poverty.

In 2020, TIME recognised Tony as one of Africa’s leading investors and philanthropists, estimating his wealth at $1.98-billion.

The TEF empowers entrepreneurs from all 54 African countries with a $100-million programme to create one million jobs in a

decade. Despite the challenge of receiving thousands of applications, so far 7 520 entrepreneurs, with 68% being female have been accepted.

Awele, an accomplished medical doctor and business magnate, champions immunisation in Africa and is the recipient of the distinguished Officer of the Order of the Federal Republic of Nigeria. As the Founder and CEO of Avon Medical, she is a prominent advocate for universal healthcare in Africa, and serves on the Yale Institute for Global Health Advisory Board.

Tony openly attributes Awele, equally passionate about the work of the TEF and known for her unwavering commitment to privacy, as his greatest inspiration.

DR. PATRICE MOTSEPE AND DR. PRECIOUS MOLOI-MOTSEPE:

From boardrooms to philanthropy

— An impactful journey of business brilliance and unprecedented generosity

Patrice is a highly accomplished South African businessman with a net worth of $3.2 billion, ranks 9th on Forbes Africa. He is the founder and executive chairman of African Rainbow Minerals, known for its diversified interests in gold, ferrous metals, base metals, and platinum. Recognised by Forbes Magazine in 2017 as one of the “100 Greatest Living Business Minds” globally, he plays pivotal roles on various corporate boards, including non-executive chairman of Harmony Gold, a top 12 global gold mining company. In March 2021, he assumed the role of President of the Confederation of African Football, and since 2003, he has owned the Mamelodi Sundowns football club.

Dedicated to alleviating poverty and addressing social and economic inequality, the couple established the Motsepe Foundation in 1999, the Keep a Child Alive Foundation in 2015, and through the Giving Pledge, they committed to philanthropy by pledging a substantial portion of their wealth, aiming for a lasting impact on society.

Precious, a distinguished medical doctor, businesswoman, philanthropist, and entrepreneur, assumed the ten-year role as Chancellor of the University of Cape Town in 2020. She is actively involved in the World Economic Forum and serves on the Harvard Kennedy School Women’s Leadership Board. Her numerous achievements include founding African Fashion International in 2007, promoting African designers, championing the Gender Responsive Budget Initiative in 2012 and authoring “The Precious Little Black Book.” She graced the inaugural cover of Forbes Women Africa and has consistently been listed as one of the 50 most powerful women in Africa. Through the Motsepe Foundation, she has generously donated R35-million, aiding students at the University of Cape Town and across Africa during Covid-19 with assistance towards student fees, historical debt, and computers.

Sources: legit.ng | Wikipedia | Forbes Africa | Independent Newspapers | Statista

TOP RICHEST BLACK PEOPLE IN SOUTH AFRICA

The Top Empowerment Top Ten

By Charndré Emma Kippie and Sinazo Mkoko

The system of creating opportunities for those who were by law excluded, you’ve got to do that. But you mustn’t create a perception that the process is devoid of competitiveness - devoid of building a world-class, sustainable black business community.”

PATRICE MOTSEPE

Born: January 28, 1962.

Net worth: R49.2-billion

Alma mater: University of Swaziland, University of the Witwatersrand

Citizenship: South African

Known as Africa’s first black billionaire, Patrice Motsepe is the Founder and Executive Chairman of African Rainbow Minerals. He was the first black African on the Forbes list. Patrice is a business titan with a vast network of companies in the mining, finance, and sports industries, making him one of the country’s most powerful businessmen.

Patrice was exposed to the world of business from a young age. His father, Augustine Motsepe, an ex-school teacher turned businessman, saw a chance to open a spaza shop that quickly became popular among black mining workers. This is where Patrice learnt the basics of business while working in this shop. It was then that he decided he wanted to do more than sell bits and ends to miners.

According to the Daily Investor, Patrice owns a string of companies, including African Rainbow Minerals, African Rainbow Capital, Ubuntu-Botho Investments, African Rainbow Energy and Power and his sports franchises.

In 1999, he and Dr Precious Moloi-Motsepe started the Motsepe Foundation, a foundation which aims to recognise the interconnectedness of humanity. The foundation runs various programmes such as bursaries and education, gender equality, wellness and leadership programmes, community development, sports and arts culture in efforts to give back to the less fortunate.

Born: November 17, 1952

Net worth: R6.4 billion

Nationality: South African

Alma mater: University of the North, University of Massachusetts (USA), University of Cape Town, University of KwaZulu-Natal, University of Port Elizabeth, University of Lesotho, University of the North, University of South Africa

Occupation: President of South Africa

TOKYO SEXWALE

Born: March 5, 1953

Net worth: R2.9-billion

Citizenship: South African

PRESIDENT CYRIL RAMAPHOSA

South Africa’s richest politician, President Cyril Ramaphosa, became intimately involved in student politics and joined the South African Students Organisation and the Black People’s Convention. This resulted in him being detained twice, the first time for 11 months in solitary confinement and the second for six months, both times under the auspices of the Terrorism Act. While in detention, Ramaphosa completed his law degree via correspondence with the University of South Africa.

After being released, he completed his articles with a Johannesburg firm of attorneys and joined the Council of Unions of South Africa (Cusa) as an advisor in the legal department. Ramaphosa was encouraged by Cusa to form a union for mineworkers, and in 1982, the National Union of Mineworkers (NUM) was born with Ramaphosa as its first secretary. He was the organiser of the preparations for the conference that led to the formation of the Congress of South African Trade Unions (Cosatu), delivered the keynote address at Cosatu’s launch rally, and was part of the Cosatu delegation that met with the ANC in Lusaka, Zambia. To say he has had an impact on South Africa as we know it today is an understatement.

His stint in business ended in 2014 when he was selected as the country’s Deputy President. He declared in the same year that he would withdraw from Shanduka to avoid any conflict of interest. He also resigned from his board positions and sold McDonald’s South Africa to MSA Holdings, a UAE-based company.

Alma mater: University of Botswana,Lesotho, and Swaziland; University of Nottingham (UK)

Occupation: Non-Executive Chair of Mvelaphanda Holdings

Tokyo Sexwale is considered the second richest politician in South Africa after President Cyril Ramaphosa. Tokyo was the Premier of Gauteng Province following South Africa’s democratic election in 1994 and served as Minister of Human Settlements from 2009 to 2013. He joined the world of politics just after completing high school, forming part of the armed wing of the African National Congress, Umkhonto we Sizwe, and went into exile to undergo military officer training in the Soviet Union, specialising in military engineering.

From 2001 to 2008, he served as a non-executive director of Barclays Africa Group Ltd. In 2002, he also established Mvelaphanda Holdings Limited, which primarily operates in the energy, mining, and allied sectors. Tokyo is currently employed as an executive chairman.

His main passions have been oil and diamond mining, and he is a key player in South Africa’s diamond mining business. His company is said to be the third-largest diamond mining enterprise in the country. His commercial acumen was lauded by Harry Oppenheimer, a mega-mining billionaire himself, who remarked that Sexwale’s knowledge of the South African and international diamond mining industries was practically unparalleled.

Born: 7 April, 1960

Net worth: R1.74-billion

Nationality: South African

Alma mater: Ohio State University and Atlanta University.

Occupation: Chairman / Co-founder of Pembani Remgro Infrastructure Fund

PHUTHUMA NHLEKO

Another South African billionaire, Phuthuma Nhleko is the Chairman and one of the founding members of Pembani Remgro Infrastructure Fund and Worldwide African Invest. He also serves as a director at Old Mutual Life, Nedcor Investment Bank, Nixia Trading, Network Communications, Worldwide Capital, Commerce One, Worldwide African Logistics & Trading, Johnic Communications, Afric Oil, and Sego Investments.

Phuthuma was MTN’s Chief Executive Officer; prior to that, he worked as a Senior Manager for the Standard Corporate & Merchant Bank corporate team, a Civil Engineer and Project Manager for the Urban Foundation, and a Senior Road Engineer for the Swaziland Ministry of Works.

He has returned to MTN as a Non-Executive Chairman and is a member of the Audit Committee at Anglo American.

His first job was with the Ohio Department of Transport as a civil engineer but decided he needed to further his knowledge and returned to studying, completing an MBA in finance at Atlanta University.

SIPHO NKOSI

Born: 29 April 1954

Net worth: R1.9-billion

Citizenship: South African

Alma mater: University of Massachusetts (USA), University of Zululand, University of South Africa

Occupation: President of the Chamber of Mines South Africa

Ahighly respected business leader, Sipho Nkosi holds several degrees, along with the MBA he holds an Honours Degree in Economics from the University of South Africa and a Bachelor’s Degree in Economics from the University of Zululand.

It was while he was working with Anglo Coal that he recognised a growing opportunity in the coal industry and put a team together that narrowly won the bid to purchase New Coal, previously owned by two of South Africa’s mining giants, in 1998. Over the following three years, he and his partners built Eyesizwe Coal, a mining company that became a shining light in the world of transformation and B-BEEE.

Sipho owns a stake in Sanlam, and is currently the CEO of Exxaro Resources, which purchased Eyesizwe. He is also the President of the Chamber of Mines South Africa.

Born: May 6, 1960

Net worth: R1.5-billion

Nationality: South African

Alma mater: London College of Printing

Occupation: President of the International Women’s Forum South Africa

IRENE CHARNLEY

Former trade unionist and businesswoman, Irene Charnley, started her career in the South African business sector working as a negotiator for the South African National Union of Mineworkers, spending 13 years as a coordinator for a variety of divisions within the union operations department.

Later on in her career, Irene was appointed as an executive director for the MTN Group, one of Africa’s largest telecommunications companies. Under her leadership, several African and Middle Eastern countries (including Nigeria and Iran) were connected to the MTN network.

She was also behind the launch of the National Empowerment Consortium, which is made up of 50% black business owners and 50% black African labourers. Eventually, the National Empowerment Consortium obtained 35% ownership of Johnnic Holdings, which now operates under the name Johnnic Communications. Irene is also the Founder and Deputy Chairman of Smile Telecoms, the Pan-African telecommunications group that was established in 2007. She has received a Forbes Woman Africa Pioneer Award for her dedication to transforming the continent’s telecommunications landscape.

VINCENT ZWELIBANZI MNTAMBO

Born: September 17, 1957

Net worth: R1.1-billion

Citizenship: South African

Alma mater: Yale University (UK), University of the North West

Occupation: Chairman of ASG Consulting Solutions

Currently, the Vice Chancellor of Vaal University of Technology (VUT), Vincent Zwelibanzi Mntambo, is one of the most prominent businessmen in South Africa. He gained experience in administrative duties through various roles within the personnel department at the University of the North West before the Education Opportunity Council gave him the opportunity to study law at Yale.

Upon returning from Yale, Vincent spent some time teaching law at UNISA before joining the International Mediation Service of South Africa as Regional Director. His experience studying law in two countries, as well as his role in the Soweto uprisings, meant that Mntambo was an excellent conflict mediator, which fast-tracked his rise to become President of the South African Association of Conflict Intervention.

Throughout his career, he has held the positions of Non-Executive Director of Aveng, Non-Executive Chair of the Commission for Conciliation Mediation and Arbitration, Executive Director of the Independent Mediation Services of South Africa, Senior Lecturer at the University of KwaZulu-Natal, and Director General of Gauteng.

He also serves as a Non-Executive Director for Eyesizwe Coal, Everest Applied Technologies, and Exxaro Resources and is the Chairman of ASG Consulting Solutions.

BRIDGETTE RADEBE

Born: February 26, 1960

Net worth: R1.3-billion

Nationality: South African

Alma mater: University of Botswana

Bridgette Radebe is recognised as the first black female mining entrepreneur. She is the Founder and Executive Chairperson of Mmakau Mining Limited, a company she started in the 1980s. Mmakau Mining Limited is a mining firm that conducts explorations and assists in producing platinum, gold, and chrome.

She is the former president of the South African Mining Development Association and a mogul in the mining industry and sister to one of the richest men in SA, Patrice Motsepe. With a net worth of over R1-billion, the iconic businesswoman has paved the way for many African women who aspire to be in the male-dominated industry and be among the top richest women in South Africa.

In 2008, she received the International Businessperson of the Year Award presented by the Global Foundation for Democracy. This accolade recognises business people who have made a significant impact in the world, transforming both political and environmental models.

MIKE TEKE

Born: 5 August, 1964

Net worth: R682-million

Citizenship: South African

Alma mater: University of Johannesburg, University of South Africa

Occupation: Chief Executive Officer at Seriti Resources

MNKULULEKO LEONARD SOWAZI

Born: April 1963

Net worth: R726-million

Nationality: South African

Alma mater: University of California, US International Universitya

Occupation: Chairperson of Kagiso Tiso Holdings

Nkululeko Leonard Sowazi is worth millions. He launched his career after returning to South Africa with a Master’s Degree in Urban and Regional Planning from the University of California and a Bachelor of Arts from USA International University. Nkululeko holds holdings in the Emira Property Fund and Litha Healthcare Groups, in addition to all of the enterprises in which he has been involved, both as an executive and as a non-executive. He is also the Founder of Tiso Group Ltd., Tiso Foundation, and Tiso Blackstar Group Ltd. and has, over the years, led and managed various businesses.

ike Teke’s humble roots have ensured that success has not spoiled him. Mike was raised by his grandmother, and the knowledge she shared with him has stayed with him his entire life, and he frequently attributes his success to her counsel. Despite his fortune, the principles he learnt from his grandmother and his steady rise up the corporate ladder have never left him. His previous employers include BHP Billiton, Samancor Manganese, Elida Ponds, Bayer, and Impala Platinum. He is currently the Chamber of Mines’ Vice President. Mike bought a 55% stake in the Vlakfontein prospecting rights in the Ermelo area after recognising the potential worth of coal. This is currently the Vlakfontein greenfield development project owned by Optimum Coal, the firm he bought in 2008 with four other

investors. In two years, Optimal Coal had grown in value to be worth R2.7-billion. Mike attributes this success to the purchase of Optimal Coal at a favourable time, just before the resource reached R150 per ton. His career in human resources has ensured that he knows how to keep his staff happyFurther evidence of Teke’s humanitarian ways can be seen by the three year investment Optimum Coal has undertaken to fund a comprehensive HIV/Aids testing and educational programme at all of its mining operations, encourageing employees and local communities to know their status and live responsibly.

Sources: Forbes | Statista | Daily Investor

NEW IMPETUS TO DEVELOP

SECTOR CODE: Essential support for economic activity

By Raine St.Claire

GDP

The transport industry, including road, rail, air, and maritime, not only significantly contributes to economic growth but also plays a crucial role in connecting businesses, consumers, and markets. Contributing 6.5% to the country’s GDP, South Africa’s ability to move goods within and beyond its borders holds a crucial position in the recovery of the economy.

Increased by R3.45-million in 2023Q3

Total amount: R375 952.52-million

Previously: R372 502.74-million in 2023Q2

EMPLOYMENT IN THE TRANSPORT, STORAGE AND COMMUNICATION INDUSTRY

While 20 000 jobs were lost overall between 2023Q1 and 2023Q3, there was a 2.9% year-on-year increase of 27 000 jobs, bringing total employment up from 939 000 to 966 000 in 2023Q3 mainly due to increases in employment in post and telecommunications.

Total employees: 966 000

• Women: 184 000 – Year-on-year increase of 8 000 (4.3%)

• Men: 782 000 – Year-on-year increase of 20 000 (2.6%)

• Full-time: 631 000

• Part-time: 335 000

EMPLOYMENT PER PROVINCE

• Western Cape 163 000

• Eastern Cape 77 000

• Northern Cape 12 000

• Free State 32 000

• KwaZulu-Natal 183 000

• North West 45 000

• Gauteng 351 000

• Mpumalanga 51 000

• Limpopo 52 000

GROSS EARNINGS PAID TO EMPLOYEES

Salaries & wages:

R35 493-million was paid in September 2023

Up by R2 708-million from September 2022

Increase of 2.4 % R824-million from June 2023

Bonuses:

R1 774-million paid in bonus payments in September 2023

Up by R514-million from 2022

Decrease of R2 456-million (58,1%) from June 2023

Overtime: R2 251-million was paid in September 2023

Up by R240-million from September 2022

Decrease of R2 260-million (9 %) from June 2023

EQUALITY STILL ELUDES WOMEN

Estimates indicate that women only represent approximately 19.05% of the workforce in this industry and hold less than 10% of leadership roles.

Efforts to break down gender stereotypes and address the imbalance in positions from entry-level to leadership should concentrate on clarifying required skills, improving promotion with inclusive language, and creating clearer paths for women’s career growth.

SCORECARD

Despite being among the best on the continent and thriving with high scores for black-owned enterprises, the transport sector still operates on outdated codes with seven scorecard elements instead of the newer five. Consequently, the sector again failed to achieve above level 4 recognition in the 2023 Sanlam Transformation Gauge Report .

Ownership score: 61.08% (decreased from 90% in 2022)

Management and employment equity: 66.32%

Skills development: 80.07%

Preferential procurement and enterprise development: 65.41%

Social and Economic Development (SED): 92.8% (decreased from above target in 2022)

TRANSFORMATION DRIVE

Years of delays have had a negative impact on the sector. Sector Codes are supposed to follow the 2013 Codes of Good Practice amendments and operating without guidance since the February 2016 Draft Codes release, the Department of Transport (DoT) is pushing for the inclusion of small and mediumsized enterprises (SMEs) in the economy and combining integrated transport sector codes with the revised generic codes from the Department of Trade, Industry, and Competition.

“SMEs create jobs, support local suppliers, and contribute to economic development. Their close ties to communities often lead to prioritising local hiring, reducing unemployment and improving living standards.” Rirhandza Mashava, DoT Integrated Transport Planning Deputy Director-General.

CHANGES TO THE BILL

The new Minister of Transport, Ms. Sindisiwe Lydia Chikunga, wasted no time in taking steps to establish the long-awaited new Charter Council shortly after her appointment in March 2023. This initiative aims to align the Transport Codes with the Codes of Good Practice.

The amended sector codes developed in consultation with major stakeholders aim to:

• Ensure active and meaningful economic activity in rural areas and townships

• Empower and develop competitive scorecards for all eight transport sub sectors; aviation, bus, forwarding and clearing, maritime, rail, road freight, taxi, and public sector

• Changes effective from March 1, 2024, with no transitional period.

LOGISTICS AND FIRM TRANSFORMATION STANDARDS

In 2023, South Africa’s logistics sector, ranking 4th on the World Bank’s Logistics Performance Index, significantly boosted the economy by R409.7-billion and employs more than 386 000 people.

Despite its pivotal role, the sector grapples with challenges like high costs, inadequate infrastructure, and a shortage of skilled personnel.

The Council and its Transport Codes have drawn the line on transformation in the sector, demanding alignment with proposed codes for compliance by all current Transport Sector Code-rated companies.

Expected changes to sub-sector scorecards will strongly affect Transport Sector company planning, and road freight operators, in particular, are advised to familiarise themselves with the Transport Sector Charter Council and the codes it serves to implement. Non-compliant operators can expect limited reprieve after March 1 to receive a compliant BEE certificate.

Sources: Business Tech | Sanlam Gauge Report | Engineering News | News24 | Stats SA| World Economic Forum

DRIVING INCLUSIVE DEVELOPMENT Tourism renaissance alters the transformation landscape

By Raine St.Claire

Tourism plays a crucial role in South Africa’s economy, with the potential to tackle unemployment, poverty and inequality by creating meaningful employment. Beyond revenue generation, it offers economic prospects for women and youth, fostering the growth of small and medium-sized enterprises (SMMEs) through enterprise development. This approach facilitates economic inclusion by establishing viable tourism businesses, generating sustainable jobs and contributing to overall economic development. Furthermore, tourism establishes multiple connections with various sectors, producing substantial multiplier effects.

POST-COVID TOURISM RECOVERY TRANSFORMS

THE HORIZON

The Sanlam Transformation Gauge report indicates challenges affecting tourism. Despite this, the sector is showing recovery, and industry focus is on this recovery and government support. Concerns are raised about how funds are used, stressing the need for more support for black SMMEs.

B-BBEE SCORECARD FOR THE SECTOR

• 177 companies measured

• Level 4

• Score 90.23

• ESD performance

• 81.12% up from 62% last year

OWNERSHIP, MANAGEMENT AND SKILLS DEVELOPMENT

• 85% up from 78%

• 68% up from 66%

• 86.5% up from 86%

SOCIO ECONOMIC DEVELOPMENT

• Remains above target – 128% down from 179%

TOURISM EQUITY FUND (TEF)

The R1.2-billion TEF, a joint initiative of the Department of Tourism and Small Enterprise Finance Agency (SEFA), seeks to stimulate growth, transformation and inclusive participation in the tourism sector. Originating in January 2021, the fund faced delays after legal disputes but has now received approval.

Post out-of-court settlements, the TEF will move forward with adjusted targets, aligning with the Tourism Sector Code’s minimum 30% black ownership, rather than the initially proposed 51%. With a mix of debt finance and grant funding, the fund aims to support small to medium enterprises impacted by Covid-19.

The Department of Tourism plans to capitalise the fund with R540-million, complemented by R120-million from the Small Enterprise Finance Agency and R594-million from participating commercial banks, with the goal of full disbursement by March 2024.

SOUTH AFRICA’S TOURISM SURGES FOR A STRONG YEAR-END

If this year’s statistics are anything to go by, South Africa is set for a strong tourism season by the end of the year. From January to September, there has been a notable increase in tourism compared to the same period in 2022.

Visitors 6.1-million

58.4% increase

Overall Growth

Robust increase in arrivals to South Africa between 48% and 99%

Economic Impact

2023Q1 & 2023Q2 – Total foreign tourist spend R48-billion

TRAVEL AND TOURISM: SOUTH AFRICA’S ECONOMIC SAVIOUR

According to the World Travel & Tourism Council (WTTC), South Africa’s Travel & Tourism is expected to be a key driver of economic recovery, projected to grow at an average annual rate of 7.6% over the next decade, surpassing the overall economy’s 1.8% growth.

In 2021, the sector supported almost 1.08-million jobs, showing a positive increase of 1.9% from the previous year’s around 1.06-million jobs. Additionally, it is anticipated to create 800 000 jobs in the next decade, reaching over 1.9-million by 2032.

By the end of 2023, the Travel & Tourism GDP contribution is expected to grow 37.2% year on year, reaching nearly R268-billion, constituting 4.3% of the total economy.

Looking ahead to 2032, it is projected to contribute over R 554.6-billion to the GDP, constituting 7.4% of the total economy and injecting nearly R 287-billion into the national economy.

Sun International’s Raveshni Naidoo’s career journey at the iconic gaming and hospitality company is a testament to her indomitable spirit and fervour for sustainability.

“The future of sustainability is to ensure that doing good is intrinsically linked to the company’s financial success,” - Raveshni.

Sustainable finance leader

Naidoo has been at the helm of Sun International’s Environmental, Social, and Governance (ESG) agenda for two years and has shifted the dial in a relatively short period.

In 2022, with a clear mandate from Sun International, and bolstered by studies in Sustainable Finance and Climate and Renewable Energy Finance at Erasmus University in Rotterdam and the Frankfurt School of Finance and Management, she defined sustainability

SUSTAINING THE SUN

Raveshni Naidoo, Group ESG Manager, Sun International

By Eddie Maluleke

performance targets crucial for the Group and set environmental targets for waste and renewable energy. She also introduced a socio-economic development target to advance procurement spend in black, femaleowned businesses.

Sun International signed a landmark deal with their lenders in 2022 to restructure its debt with ESG-linked key performance indicators (KPIs). The resulting R2.4 billion sustainability-linked loan demonstrates Sun International’s commitment to leading ESG in the South African travel and leisure sector.

Awards and recognition

Raveshni redirected her efforts toward enhancing the Group’s ESG reporting, aiming for transparency beyond the mandatory regulatory requirements. Sun International was named ‘Sustainable Business of the Year’ at the 2023 Top Empowerment Awards – a first in the Group’s sustainability journey. But, “embracing sustainability integration into the business strategy aligned with our long-term goal of ‘Sustaining Sun’ would have been

impossible without the board and executive management’s support. We were up against big players in sustainability and being acknowledged and recognised for the work we’ve put in over the past two years is incredible.”

Her place in the Sun Raveshni celebrates six years at Sun International. Boldly predicting her current role as Head of Sustainability, in her 2017 interview, she has fulfilled that vision.

Driving innovation, funding business growth SUN INTERNATIONAL

Sun International’s Enterprise and Supplier Development (ESD) initiatives continue to gather pace, creating a wealth of empowerment opportunities and economic upliftment.

ESD strategy remains a Group priority, emphasising responsible corporate citizenship and a commitment to the environment, community, and economy. These objectives drive the company’s supplier sourcing and create opportunities for small businesses to enter its supply chain with market access support, job opportunities, and uplifting local and regional communities. Firmly on track to surpass ESD and procurement targets, Sun International invests significantly in enterprise, supplier development, and preferential procurement. The goal is to create opportunities for all suppliers, especially B-BBEE-compliant SMMEs, while supporting economic upliftment in our supply chain.

Surpassing the metric

Spending on suppliers that are at least 30% black women-owned, ensures that Sun International exceeds B-BBEE targets, often contributing double the required spend, aiming to surpass this metric. The goal is to cultivate a diverse pipeline of

SMMEs for meaningful involvement in the Sun International supply chain to include a wide array of industries. A pivotal organisational goal is to boost localisation in key procurement areas, exemplified by transitioning magnetic stripe card procurement from a foreign company to a South African supplier. These efforts enhance supply security, mitigate forex volatility, and yield significant savings. The impact extends to the country’s GDP, ensuring the sustainability and creation of essential jobs in South Africa.

ESD initiatives empower beneficiaries to gain a competitive edge Examples include:

• A cosmetics and personal care beneficiary used funds to locally process shea butter, securing manufacturing opportunities and establishing a unique product line;

• A local Ed-Tech SMME that produces scientific calculators, chalk, educational tablets, teaching aids, and pencils was funded and integrated into supply chain for Sun International’s Adopt-A-School initiative under the Socio-Economic Development pillar by donating its products to uplift underprivileged schools in their educational journey.

Testimonials

“Accessing the Sun International ESD fund during COVID-19 lockdown was crucial; it enabled bulk purchasing of electrical components at more reasonable prices. This allowed internal assembly, eliminating high external service costs. Consistent stock availability means quick delivery and overall business efficiency. Without Sun International’s assistance, our business might have failed.” – Chwayita NqiwaTwalo, Recharge Africa

“Sun International played a crucial role in improving our product offering and reshaping revenue streams. The funding from Sun International was used to purchase a pencil machine and redirected funds to acquire educational tablets to introduce kiddies’ educational tablets, enabling revenue expansion from R20,000 to R200,000 per month,”

– Mothupi Kgopa, Geleza Tech

“We are immensely thankful to Sun International for funding our business growth with street pole billboards at Sibaya Casino, significantly expanding our marketing reach, pivotal in elevating our business to the next level. Their dedicated team and expertise identified areas to enhance our operations, improve efficiency, and increase profitability.”

– Deon Govender, Ripple Media

Sun International’s success is rooted in ethical business practices, committing to the economy, communities, and the environment.

Investments in socio-economic development (SED) and corporate social investment (CSI) create shared value, align with licence conditions, promote B-BBEE, and enhance governance.

Contributions in education, sports, and the arts aim to build a sustainable, inclusive future - boosting morale, nurturing relationships, and addressing societal challenges collaboratively. CSI initiatives impact employees by fostering purpose, increasing engagement, promoting teamwork, developing skills, attracting talent, and creating a positive company culture, contributing to a motivated, productive, and loyal workforce.

SED initiatives

Sun International’s SED initiatives foster a caring environment that contributes to a motivated, productive and loyal workforce. They extend beyond monetary contributions to significantly impact employees, foster purpose, increase engagement, promote teamwork, develop skills, attract talent, and create a positive company culture.

Employees are encouraged to volunteer time with activities like packing food with NGOs and utilising their skills for maintenance and repairs at local creches. In 2023, 150 head office staff donated blankets, toys, and eco-tower vegetable gardens for early childhood development.

A

Approximately 60% of Sun International’s SED investments focus on education and youth development.

Educational initiatives

The Group invests millions each year to support educational endeavours that promote youth, who are South Africa’s future. Projects:

• Foster environmental resilience by sponsoring 3 126 learners at 19 schools nationwide in a Wildlife and Environment Society of South Africa initiative (WESSA);

• Provide balanced meals for pre-school children;

• Empower students in 80 schools through the Adopt a School programme;

• Offer literacy and bursary programmes to deserving high school students in hospitality and performing arts;

• Support maths and science workshops for Grade 10 to 12 students;

• Equip Grade 8 female learners with coping skills through the Shimmer and Shine initiative

• Benefits schools in Cape Town, Pretoria, Johannesburg, Brakpan, Durban, Worcester, and Port Edward.

Arts and Culture Initiatives

Sun International sponsors The Arts and Culture Trust’s Nyoloha Scholarship Programme (ACT NSP) with an annual investment of R500 000 to nurture emerging artists, provide training,

lasting

to

mentorship and experience. The ACT NSP also supports arts professionals by offering temporary employment. Two scholarships were awarded in 2023 for visual arts and dance, plus a one-year ‘Moving into Dance’ training course.

“This scholarship represents an essential stepping stone towards my educational and professional goals. It is not just about the monetary value to me; this is a symbol of faith in my potential and abilities. It’s a sign that people believe in my dreams as much as I do, and it is encouragement to keep pushing, keep striving, and keep growing.” – 2023 Nyoloha digital arts scholarship winner Azanda Nyangintsimbi

These SED and CSI programmes guide Sun International in creating a more equitable organisational and societal environment, furthering its legacy of improving lives under its Sun.

6 Sandown Valley Crescent, Sandton, 2196 Private Bag 700, Sandton, 2146

FISHING SECTOR OVERVIEW

PROMISING PROSPECTS FOR SOUTH AFRICA’S FISHING INDUSTRY AMID GLOBAL CHALLENGES

By Raine St. Claire

The fishing industry in South Africa is one of the most profitable sectors within maritime activities and has a R14.3-billion annual socio-economic contribution and employs in excess of 100 000 people (directly and indirectly). The Fish & Seafood market is expected to show a volume growth of 3.4% in 2024 to 116.30mkg by 2028 –– 7.04% (CAGR 2023-2028). Despite 2022 being marked as a challenging financial year, the South African fishing business experienced a 3% revenue increase to R2.7-billion.

Employment

• Unskilled labour: Stewards, packers, and vessel crew

• Skilled positions: In-house trained

professionals like vessel captains, engineers, food scientists, and procurement specialists

Global competitiveness

• Requires high skill levels for global competitiveness

SMME support

• Supports around 2 000 SMMEs across South Africa

• Annual spend exceeds R1-billion

Economic value

• Fleet and facilities: Valued at approximately R13.5-billion

Small-scale fishing

• Sectors: Line-fish, West Coast rock-lobster, mussels

• Supports less capital-intensive small-scale and/or artisanal fishers

Biggest Employers

Sea Harvest

• Employees between 5 300 direct and indirect

• Black Ownership 95.82%

• Black Female Ownership 42.83%

• B-BBEE Level 1

Oceana (Brands: Lucky Star, Blue Continent Products & Daybrook)

• Employees 4 800

• Black Ownership 80%

• Black Female Ownership 41%

• B-BBEE Level 1

I&J

• Employees 2 000

• Black Ownership 40.1%

• Black Femalerepresentation 50%

• B-BBEE Level 1

Premier Fishing and Brands Limited (Pty) Ltd

• 1000 permanent and seasonal staff

• Black Ownership 51%

• Black Female Ownership 30%

• B-BBEE Level 1

South Africa’s hake resources are among the best controlled in the world

The success is attributed to the Department of Forestry Fisheries and the Environment’s (DFFE) range of measures to monitor fishing activity and ensure compliance with fishing regulations. To implement these measures, SADSTIA (South African Deep-Sea Trawling Industry Association), which represents South African trawler owners and operators engaged in catching, processing, and marketing Cape hake, collaborates closely with the government, organised labour, the scientific community, non-governmental organisations and other stakeholders to promote the stability and sustainability of the deep-sea trawling industry. FishSA, an umbrella organisation for the South African fishing industry, represents 12 fisheries associations. These associations collectively harvest, process and market approximately 500 000 tonnes of fish annually. The products are distributed both locally and globally, contributing to the local market and generating foreign exchange. The biggest among them

SADSTIA

• Sustains 12 400 jobs

• 5 400 Permanent employees

• 1 200 Seasonal employees

• 1 816 Permanent and 298 seasonal jobs in non-metropolitan areas such as Gansbaai, Mossel Bay, Saldanha Bay and St Helena Bay

• Contributes ~R8.5-billion to the South African economy each year

• Marine Stewardship Council (MSC) certified

• The total wage bill:

• Permanent employees R1.4-billion per year

• Sea-going employees earn

• R22 000 per month

• Processing employees earn R9 000 per month

The South African Pelagic Fishing Industry Association (SAPFIA)

Contributes R5.5-billion in sales to the South African economy. Operates on the west, south and southeast coasts of South Africa. Fishmeal plants, canneries and pack and freeze operations are located at Laaiplek, St Helena Bay and Gansbaai, Mossel Bay, Cape Town, Hermanus, Port St Francis and Port Elizabeth.

• Total Number of Employees 5 800

• 53% women

• 47% men

• 75% full-time / 25% part-time

• Annual Average Salary of Permanent Employees R106 000

• Wage Bill for Permanent Employees R394 000 000

• Domestic Sales R3.6-billion

• Export Sales R1.9-billion

South Coast Rock Lobster Industry Association (SCRLIA)

• Operates from the Great Kei River to Cape Hangklip in offshore waters (50 metre to 300 metres depth). Processing Centers: Cape Town, Port Elizabeth, East London and occasionally Mossel Bay

• Representativity 100%

• Black Ownership 66%

• Investments 7 Large longline trap vessels (35m to 50m)

• Boats 12 total (9 allowed, 7 presently fishing)

• Employees 400 (70% men; 30% women)

• Average Annual Catch 321 ton

• Catch Value R450-million

• Markets 99% export

West Coast Rock Lobster Association (WCRLA)

Currently, 20% of the west coast rock lobster resource is harvested by hoop nets from small boats called “bakkies”in the nearshore region and 80% of the resource is harvested by offshore trap vessels operating in water depths of greater than 100 metres. The resource in the nearshore region is also harvested by recreational fishers and smallscale fishers.

Sources: Sea Harvest | Oceana Group | I&J | FishSA

Nearshore Fishing

• Utilises hoop nets and small boats

• Targets rock lobsters within 1 nautical mile from the coast

• Members 287

• Representativity 74%

• Black Ownership 98%

• Boats 258 vessels using hoop nets

• Employees 2775 (mostly seasonal)

• Annual Average Catch 670 tonnes (2018/2019 fishing season)

• Catch Value R68-million

• Exports 95%

Offshore Fishing

• Conducted in deeper waters

• Members 102

• Representativity 61%

• Black Ownership 85%

• Catch Value R254-million

• Exports 95%

• Boats 52 offshore trap boats

South African Tuna Association (SATA) represents operators in two distinct fisheries:

Longline Fishery

• Targets big eye tuna, yellowfin tuna, southern bluefin tuna and swordfish across the entire South African exclusive economic zone

• Bycatch includes pelagic sharks (mako and blue sharks)

Pole and Line Fishery

• Operates up to 1 000 km off the south and west coast of South Africa

• Primarily catches albacore (long-fin tuna), along with yellowfin, big eye, southern bluefin tuna and snoek

• Employees 2 130 –– 95% men/ 50% women

• Representation 80%, of active rights holders 46% of

• Total vessels allowed in the sector (156)

• Black ownership 60%

• Investments R267-million

• Annual Average Catch

• Tuna pole catch 4 400 tonnes

• Longline catch 1 200 tonnes

• Market Value 100% export

ICT SECTOR OVERVIEW

ICT

By Raine St.Claire

While still in a development phase, South Africa’s ICT and electronics sector is highly regarded as sophisticated and remains a major player in Africa’s ICT market.

Leading in mobile and security software, as well as electronic banking services, and serving as a regional hub for neighbouring countries, both local South African companies and subsidiaries of international firms have played a crucial role in establishing new telecom networks across Africa as a significant boost to the country’s GDP.

MARKET ANALYSIS

The South Africa ICT market, valued at $15.8-billion in 2023 is expected to reach $ 22.2-billion by 2030, with an annual growth rate of more than 5% according to the latest market report by RationalStat.

• In terms of vertical end-use segments, the manufacturing sector is the largest segment with a 9.4% market share, followed by the retail banking sector. Additionally, the government sector is anticipated to be the fastest-growing segment recording an estimated CAGR of 8.21% during the forecast period.

EMPLOYMENT STATS

Statistics from The Commission for Employment Equity’s (CEE’s) 23rd Employment Equity Report for the 2022/2023 financial year (1 April 2022 to 31 March 2023) show gradual improvement in the male/female ratio in the sector between 2020/21 and 2022/23, with more women joining the sector versus their male counterparts.

2022/2023 financial year

Total employees 255 933

Year-on-year increase of 3 000 (0.3%)

Women

2020/2021: 95 633 (39.5%)

2022/2023: 105 604

Year-on-year increase of 9 971 (41.3%)

Men

2020/2021:146,333 (60.5%)

2022/2023: 150 303

Year-on-year decrease of 3 970 (58.7%)

GROWTH AMONG AFRICAN FEMALES

2020/2021: 47 567 (19.2%)

2022/2023: 54 338 (21.2%)

Year-on-year increase of 9 971 (41.3%)

EMPLOYEE GROWTH

professionally qualified workforce 1.4% top and senior management 1% semi-skilled persons 3.30% skilled workers 2% unskilled workers 1.8%

INDUSTRY SCORECARD

• Level 4

• Black ownership: Employment equity

88% of target up from 74.5% in 2022

• Management

61% of target up from 54% in 2022

• Skills development

91% of target up from 81% in 2022

• ESD

86% up from 62% in 2022

• SED

89% up from 87% in 2022

TOP INDUSTRY PLAYERS

IBM Corporation

Level 1 Score 127.82%

Vodacom

Level 1 Score 124.61%

Telkom

Level 1 Score 120.06%

Microsoft

Level 1 Score 120.58%

Navigating challenges: ICT Sector compliance and transformation

The ICT sector has pointed out that this is one of the most challenging sector codes to comply with.

For example, a company with 100 points on the generic codes would achieve a level 1 B-BBEE score, whereas an ICT sector company with the same 100 points would only achieve a level 4 score.

The Sanlam Gauge Transformation Report highlighted a disparity between the requirements of the ICT sector codes and the industry’s actual needs. For transformation initiatives to be effective, they must align with the industry. The Employment Equity Amendment Bill has introduced Employer Equity Certificates of Compliance. Without these certificates, companies won’t receive points under the management control pillar of the B-BBEE scorecard.

The industry’s aim is to address historical imbalances and promote diversity.

As a result there are requirements for:

• Significantly more contributions to economic transformation within the ICT sector

• Higher targets are for ownership, enterprise development, and socioeconomic development

• Tailored empowerment efforts for specific needs of the ICT sector

Sources:

Mordor |The State of the ICT Sector Report in South Africa MARCH 2023

|iTWeb | Sanlam Transformation Gauge Report |Global Data

ENERGY SECTOR OVERVIEW

DECARBONISING SOUTH AFRICA’S ECONOMY Transitioning to clean and secure energy sources

By Raine St.Claire

SOUTH AFRICA’S ENERGY STATUS

South Africa, the second-largest African economy, holds the 82nd position out of 120 countries in the 2023 Energy Transition Index (ETI). Despite a 6% improvement since 2014, challenges persist. With renewable energy only contributing 13% of the total energy mix, there is a consistent high carbon footprint of more than 70% coal dominating the sector.

KEY POLICIES AND COMMITMENTS

Recent commitments show increased political dedication to achieving net-zero emissions by 2050. The Just Energy Transition Investment Plan (JET IP), launched with global partners, outlines a five-year $8.5-billion investment for decarbonisation and sustainable development. This plan covers electricity, new energy vehicles, and green hydrogen, with a financial requirement of $98-billion.

South Africa’s policies, including the National Development Plan, Integrated Energy Plan, and Renewable Energy White Paper, focus on a diversified energy mix. They prioritise renewable energy, distributed generation, and battery storage. The Renewable Energy Independent Power Producer Procurement Programme, initiated in 2011, aims to procure 2.6GW of solar and wind power.

To encourage self-generation, the government plans to eliminate the 100 MW licenceexemption threshold and proposes a feed-in tariff. The South Africa Hydrogen Society Roadmap, published in February 2022, outlines national ambitions and policy frameworks for the hydrogen economy, marking a crucial milestone in the country’s energy transition.

ALTERNATIVE ENERGY SOLUTIONS

While power generation from coal as primary energy source is currently at 80% of the overall power generated and is expected to decrease down to 65% by the end of this decade, growth from natural gas and renewable sources is expected to kick off from around the same time. 2031 share of natural gas, onshore wind and solar PV is expected to be 5%, 17% and 7% respectively, accounting to a total of about 30% of the overall power generated. In the long term, this ratio from natural gas, onshore wind and solar PV is expected to increase to 15%, 30% and 20% respectively, totalling to 65% of the total power generation. Coal is expected to be still in play contributing to one fourth of the total capacity.

CREATING SMARTER AND MORE ADAPTABLE ENERGY SYSTEMS

SASOL

As South Africa’s leading integrated energy company, Sasol is the country’s largest liquid fuels supplier, private investor and tax payer and has a significant impact on the economy; direct and indirect contribution to South Africa’s GDP is around 3% annually.

Headcount

● 31 270 employees worldwide

● Operations in 32 countries

● South Africa: 29 073 (2023) up from 28 630 (2022)

● International: 2 197

Empowerment

In 2023, Sasol Siyakha Trust launched the Women Empowerment Finance affordable capital initiative to provide interest-free and preferential-rate loans for 100% black women-owned suppliers in Sasol’s programmes. Addressing challenges for these businesses, the initiative reflects a commitment to gender equity and inclusivity. In Africa, where women entrepreneurs face a $42-billion funding gap, this tailored initiative promotes diversity and inclusion, aligning with Sasol Siyakha’s goal of fostering economic growth and a fair environment for women in business. The holistic approach includes capital, post-investment support, technical development, and mentorship for impactful growth.

Sources: Africa Energy Chamber |Sasol |Statista |Wärtsilä

SECTOR OVERVIEW

PUBLIC SECTOR

The largest employer in the country

By Raine St.Claire

According to the latest statistics released in 2023, the public service remains the largest employer in the country with 1 230 835 employees.

BUDGET FOR 2024

In his latest budget speech on 21 February 2024, Enoch Godongwana, Minister of Finance revealed that R2.8trillion, or 51.1% of total non-interest expenditures, has been allocated to provinces and municipalities over the next three years.

■ R531.7-billion to local governments

■ R2.3-trillion for provinces

For the 2024/2025 fiscal year, an additional R105.5-billion rand has been allocated to provinces over the next three years to cover the cost of implementing the 2023/2024 publicservice wage agreement, mainly in the education and health sectors.

GOVERNMENT SPENDING IN 2023

■ Total government spending: ■ R2.27-trillion 2023/2024 which is R26.3-billion higher than in 2022/2023

■ Estimated real GDP growth: ■ 0.6% in 2023 (down from 0.8% in 2022)

■ Revision due to weaker-than expected outcomes in Q3 2023: ■ Particularly in household consumption and fixed investment

PUBLIC-SECTOR CAPITAL EXPENDITURE INCREASE

■ Capital expenditure increased from R209.1-billion in 2022 to R582.3-billion

■ Distribution of Expenditure

■ Public corporations were the

largest spenders, followed by local government, provincial government, and extra-budgetary accounts and funds. National government and higher education institutions spent the least.

■ Total municipal expenditure in 2023/24 is estimated to be R612 billion, increasing to R646.9-billion in 2024/25. Total expenditure for 2023/24 is 9.8% higher than the

adopted budget for 2022/23

financial year.

■ The main cost drivers are employee related costs and materials and bulk

purchases representing 27.7% and 33% of the operating expenditure respectively.

PROVINCIAL GOVERNMENT

Provincial government departments spent R33.7-billion (16.1% of total expenditure), with projects like road upgrades and educational initiatives.

EXTRA-BUDGETARY ACCOUNTS AND FUNDS (EBAS)

■ EBAs contributed R20.6-billion (9.9%), with entities like the South African National Roads Agency and the Property Management Trading Entity leading in projects.

NATIONAL GOVERNMENT

■ National government departments

spent R15.0-billion (7.2%), focusing on areas like police services, water and sanitation, and education.

HIGHER EDUCATION INSTITUTIONS

■ Higher education institutions

spent R8.9-billion (4.3%), with Stellenbosch University, University of the Witwatersrand, and NorthWest University leading in expenditures for projects such as research institutes, buildings and infrastructure upgrades.

BREAKDOWN BY SECTORS

Public Corporations

Eskom, Transnet Limited, Telkom, and PRASA (Passenger Rail Agency of South Africa) were major contributors.

ESKOM

Government supported ESKOM to the tune of R31.7-billion (2021: R56-billion) during the year which could only be used to settle debt and interest payments.

B-BBEE contribution level: 4 (100%)

Score 84.10

■ Skills Development 13.20

■ Socio-Economic Development 5.00

■ Headcount

■ 39 601 employees at year-end ■ 820 down from 2022

Employee diversity

■ 65% male and 35% female (2022: 66% and 34%)

■ 3.43% of the Eskom workforce

are women:

■ 20% at the executive level

■ 42.81% at senior management

■ 39.59% in professional and middle management

Transnet limited

■ B-BBEE contribution level: 2 ■ 22.11 B-BBEE skills development score

■ Headcount: (2023)

■ Total Headcount: 55 827 including contract employees

■ Transnet National Ports Authority 3 851 employees (9%) decline

■ Employee diversity:

■ Black employees constituted 78.6% of the total workforce

■ Women represented 44% in Exco

and 47.4% in extended Exco

■ People with disabilities accounted

for 2.3% of employees

■ Black women-owned enterprises

R7.41-billion

■ Black youth enterprises R1.83-billion

Transnet

■ The government provided Transnet with a R47-billion guarantee facility to support its recovery plan and meet immediate debt obligations.

■ Cabinet approved the Freight

Logistics Roadmap in December

2023 to address South Africa’s unreliable logistics system

■ The roadmap outlines immediate steps to enhance port equipment, locomotive availability, and network security

■ It aims to improve efficiency,

introduce competition, and leverage private sector support

■ Third-party access to the freight rail network will be introduced by May 2024 to promote competition

■ A private partner is secured to upgrade Pier 2 of the Durban Container Terminal, increasing private investment, enhancing technological capability, and improving operational efficiency

■ The rail recovery programme of PRASA is continuing, with 27 corridors reopened by December 2023. This will increase the number of passengers on Metrorail from 15.6-million in 2022/23 to an estimated 48.6 million by 2026/27.

Telkom

Total number of employees: 23 756 (2023)

■ B-BBEE Contribution Level: 1 (135%)

■ Score 120

■ Skills Development 23.47

■ Socio-Economic

Development 12.00

■ Employee diversity

■ 16 847 male employees

■ 6 909 female employees

Telkom’s profits rose in the six months ending September 30, 2023. Group revenue increased by 2.5% to R21.78billion, driven by mobile traffic growth, fibre infrastructure monetisation, and IT business expansion. Despite economic challenges, Telkom maintains its FY2024 guidance, expecting low to mid-singledigit growth in revenue and EBITDA. It plans to invest cautiously in infrastructure, targeting a capex-to-revenue ratio at the lower end of its guidance range.

Source:

The World Bank|StatsSA|

Telkom|Transnet|BusinessTech

|SAGovernment|Vulekamali |TelkomSA

MULTIPLIER EFFECT

Manufacturing a better life for all

By Raine St.Claire

Manufacturing, which extends across 15 sub sectors, does more to generate broad-scale economic growth and, ultimately, higher living standards than any other sector.

Some of the challenges that exist stem from lacking a specific charter and being assessed using the generic Broad-based Black Economic Empowerment (BBBEE) scorecard.

StatsSA’s figures show that Manufacturing contracted by 0.1% from 2021.

GDP

R535.348-billion 2023Q2

R528.595-billion 2023Q3

EMPLOYMENT STATS

Total employees: 2023Q3

1 507 000

Year-on-year increase of 3 000 (0.3%)

Women:

541 000 in 2023Q2

523 000 in 2023Q3

Year-on-year decrease of 18 000 (3.3%)

Men:

1 089 000 in 2023Q2

984 000 in 2023Q3

Year-on-year decrease of 105 000 (9.6%)

Full-time: 1 300 000

Part-time: 207 000

Unemployed: 248 000

EMPLOYMENT PER PROVINCE

Western Cape 336 000

Eastern Cape 124 000

Northern Cape 15 000

Free State 51 000

KwaZulu-Natal 318 000

North West 36 000

Gauteng 462 000

Mpumalanga 93 000

Limpopo 72 000

GROSS EARNINGS PAID TO EMPLOYEES

Salaries & wages

• R 77 021-million was paid in September 2023

Year-on-year increase of R5 217-million (7.3 %) from September 2022

Quarter-on-quarter decrease of R1 619-million (2.1 %) from June 2023

Overtime

• R5 211-million was paid in bonus payments in September 2023

Year-on-year increase of R249-million (5.0 %) from 2022

Quarter-on-quarter decrease of R250-million (4.6%) from June 2023

Bonuses

• R3 748-million was paid in September 2023

Year-on-year increase of R578-million (18.8 %) from September 2022

Quarter-on-quarter decrease of R774-million (17.1 %) from June 2023

SCORECARD Level 4

• Black ownership: Employment equity

81.52% of target from 75.2% in 2022

• Management

71% of target from 58% in 2022

• Skills development

86.75% of target from 74.5% in 2022

• ESD down to 73.65% from 76.1% in 2022

• SED Remains above target at 137.52

Manufacturing production in South Africa rose by 2.1% year-on-year in October of 2023, rebounding from a downwardly revised 4.1% slump in September and above market estimates of a 1.8% increase.

• Wood and wood products, paper, publishing and printing increase of 8% contributing 0.8 of a percentage point

• Motor vehicles, parts and accessories and other transport equipment increase of 5.7% contributing 0.6 of a percentage point

MANUFACTURING SALES

Seasonally adjusted manufacturing sales increased by 1,1% in November 2023 compared with October 2023. Overall, seasonally adjusted manufacturing sales had increased by 2,1% over three months ending November 2023.

The largest manufacturing sales contributions were made by:

• Motor vehicles, parts and accessories and other transport equipment increase of 8,6% contributing 1,4% of a percentage point

• Petroleum, chemical products, rubber and plastic products increase of 3,2% and contributing 0,7 of a percentage point

AUTOMOTIVE INDUSTRY

Thanks to its strong multiplier effect, the automotive manufacturing sector, including both component production and vehicle assembly, plays a crucial role in job creation.

contributed 4.9% to GDP in 2023 Component-related investment in 2023 was R4.5-billion

• 22 manufacturers for cars, busses and commercial vehicles

• 7 major vehicle manufacturers/ assemblers for light, medium and heavy commercial vehicles and buses.

• 21 companies engaged in the importation and distribution of new motor vehicles

• 500 automotive component suppliers, including 180

first-tier suppliers

Sources:

Trending Economics | Engineering News

PUMPS, VALVES AND SERVICE FOR EVERY APPLICATION

Pumps, valves and services this is KSB’s business. Our highly efficient, reliable solutions are used wherever fluids need to be transported, controlled or shut off. From standard products for applications in building services and industry, custommade units for the mining and energy sectors to special solutions for transporting water or chemicals we provide our customers with highest-quality pumps and valves.

These products offer a long service life, minimal wear and maintenance as well as optimal energy efficiency.

MISSION

We strive to achieve greater benefits for our customers.

We inspire with our expertise, innovation and creative drive. This makes us a successful, independent and reliable partner.

VISION

KSB Pumps and Valves will expand its position as the leading pump manufacturer in Sub-Saharan Africa including SupremeServ.

KSB PUMPS AND VALVES (PTY) LTD

A world leading supplier of pumps and valves and related services

VALVES AND FLUID HANDLING EXPERTISE

We work according to the high-quality standards of the KSB Group and focus on product and business process quality. Our employees are the most important assets. All have the opportunity to use their skills to be successful members of KSB. We encourage individual’s professional development. Our company culture, achievements and goals make us attractive for people who want to base their working lives around success. KSB provides equal opportunity for all levels of society (internally and externally).

Our behaviour respects local social values wherever we operate. Worldwide, our standards of environmental protection are stricter than legislation requires. Our communication with society at large builds credibility, strengthens public trust in us, and contributes to a positive image.

• We are the most successful company in our markets

• We demonstrate more skill than our competitors

• We maintain an independent and profitable company

• We encourage employees to take on leadership responsibilities

• We strive to be the best people’s best company

• We respect social values and the environment

COMPANY INFORMATION

Statistics/ demographics/ history

Year founded: KSB Germany founded in 1871, KSB South Africa 1959

Founding members: Johannes Klein, Friedrich Schanzlin & Jakob Becker

Number of employees: Globally over 15000, in South Africa approximately 450 Number and location of branches: KSB head office is in Activia Park, and a dedicated Service Centre in Jet Park, with 9 branches around South Africa

KSB South Africa has established 7 KSB legal entities in the Sub Saharan Africa Region

( Back Right ) Peter Weber – Managing Director (Front Right) Patience Kotyi – Transformation Manager

(Back Left) Michele Millward – Human Resource Manager (Front Left) Qiqa Madikizela – Human Resource Learner

A SMART INVESTMENT FOR EFFICIENT SYSTEMS.

Pumps, Valves and Services - Everything for fluid transfer applications.

KSB is your partner for pumps, valves and service. Drawing on our wide-ranging application know-how, extensive experience and close-knit service network, we provide you with an unparalleled level of professional support. Our highly efficient, reliable solutions are used wherever fluids need to be transported, controlled or shut off. Learn more. www.ksb.com/en-za W: www.ksb.com/en-za T: +27-11-876-5600 ((H/O)

Take a journey away from short termism and start looking at a better future. Meet the interesting people changing Africa – and the way we work, think and live.

WHAT MAKES A CEO?

Meet the man finding the X factor

By Koketso Mamabolo

“Where did you start? Why do you do what you do? What is the key thing that we can learn from you?” asks KC Rottok Chesaina, explaining the approach he took when writing The CEO X Factor: Secrets for Success from South Africa’s Top Money Makers. In this Business Unusual Podcast, KC takes Ralf Fletcher through the process of asking South Africa’s most prominent chief executive officers to share their stories for others to grow and learn from.

KC was a trailblazer in the accounting world, rated among the top 35 under35 chartered accountants in the country (2015) by Accounting SA. The Kenyan-born author has continued to excel in his primary profession while finding the time to write two books which seek to capture the essence of leadership. The details are important. KC wanted to know what makes them who they are in the hopes of synthesising those details into a guide for others who hope to be like them or want to know what makes CEOs and CFOs (in his first book) tick.

Before books, KC was in magazine publishing and awards, working to profile the stories of professionals who had immigrated to South Africa from other parts of the continent. “I think that’s when I got into the game of telling other people’s stories,” says KC. And what a story he tells in this Business Unusual Podcast!

10 KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

1. “You either win or you learn.”

2. The second million is easier than the first one. As are life’s hurdles.

3. “No one wants to work with someone who’s not dreaming big.”

4. You won’t make it in business if you can’t sell.

5. “It’s all about persistence. There’s no magic trick.”

6. The easy wins build confidence for something more challenging.

7. Sometimes you won’t know if it works unless you try it.

8. Stories of success can help inspire the next generation.

9. Many of the leading CEOs have accounting backgrounds. If you understand the money, it’s easier to understand the business.

10. Entrepreneurial skills are common amongst the leading CEOs.

HOW OLA OYETAYO MADE R3.8-MILLION IN ONE MINUTE

Meet Ola Oyetayo

By Koketso Mamabolo

Ola Oyetayo knows how to recognise an opportunity and seize it with both hands. Coupled with his willingness to learn and build relationships, the ability to take opportunities has led to his crossborder payments company, Verto, scaling to a point where it is handling transactions amounting to around $6-billion per year, with over 3 000 customers worldwide.

In this Business Unusual Podcast, Ola tells Topco Media CEO, Ralf Fletcher, what it takes to scale a business, what South Africa can learn from the Nigerian and Kenyan markets, the potential the continent holds and the intricacies of cross-border payments.

7 KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

1. Scaling your business has three catalysts: Relationships, open-mindedness and leverage

2. “No-one is going to give you anything unless you go out and take it but, once you take it, you need to know what you’re doing”

3. Being an outsider gives the advantage of a different perspective

4. Storytelling is a key part of attracting investors

5. The opportunities for entrepreneurs in Africa are endless

6. Africa’s technological development is marked by leapfrogging legacy technology

7. Simplified cross-border payments will stimulate intra-Africa trade

“A BANKER’S TALE OF THE JUST TRANSITION”

Meet Nedbank Chairperson Daniel Mminele

By Koketso Mamabolo

Explore the depths of leadership, decision-making, and growth in the latest Business Unusual Podcast with Nedbank Chairperson Daniel Mminele. The conversation unravels the journey of a seasoned banker and we discover valuable insights on maintaining calm in turbulent times, the impact of big decisions, and the keys to fostering economic growth.

A former deputy governor of the Reserve Bank, who has worked in Germany and the UK, Daniel led the process of formulating the Just Transition Energy Plan which South Africa presented at COP27, securing $8.5-billion in funding. He takes us through the role of private-public partnerships, highlights the appetite for collaboration and explains why climate justice needs to be an integral part of the just transition.

8 KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

1. The test of leadership is whether people follow you voluntarily

2. “Help comes to those who try”

3. An Immovable deadline brings brings sharp focus

4. The private sector will deliver the just transition - the public sector needs to a create a conducive policy framework

5. Climate justice needs to form a key part of just transition programmes

6. Trust is key for private and public partnerships to work

7. The just transition offers opportunities to create new industries

8. Along with the individual milestones, the longer term vision needs to be kept in mind

WHY YOU HAVE TO BE A NUMBER’S PERSON TO BE AN ENTREPRENEUR

Meet Ciko Thomas

By Koketso Mamabolo

“You know, you hear someone say, ‘I’m an entrepreneur, I’m not a numbers guy’. What are you talking about? You have to be a numbers guy to be an entrepreneur,” says Ciko Thomas, Group Managing Executive: Nedbank Retail and Business Banking. In the latest Business Unusual Podcast, Topco Media’s CEO, Ralf Fletcher, chats to Ciko about his journey from entrepreneurship to corporate leadership. They reflect on the importance of sales, leading with humanity, understanding what motivates individuals and Ciko emphasises the importance of adapting to working with people on their terms, rather than their own and more.

Ciko also shares the lessons he’s learnt in his career, including the marketing lessons he learnt in the failed repositioning of the Lion Lager brand. Ciko believes that being commercially savvy, having a great product or offering, and maintaining good relationships are key factors for entrepreneurs’ growth and success in business.

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

1. Always obsess about your customers

2. Lead with humanity

3. Follow the rule of five: Only focus on five things at a time

4. Even when you’re a maverick, it’s important to be able to adapt to your environment

5. “If you haven’t learnt the art of connecting, engaging, coaxing, negotiating, accommodating other people, you’re never going to get people to care about where you are. You could be the greatest design genius on earth. You’re never going to get the ideal product”

6. You need to create a safe space for people to learn and experiment fast

7. Being prepared is key. If you want people to invest you need to be able to get into the boring details that investors want to know about

8. If there’s an underlying commercial reason for things, you need to prove it

9. “You have to be a numbers guy to be an entrepreneur”

10. “If you don’t have the personality to build relationships, you’re not going to be successful in business

“THE

COMPANY’S PURPOSE MUST BE YOUR PURPOSE”

MEET STANDARD BANK TOP BUSINESSWOMAN OF THE YEAR, CELIWE ROSS

By Koketso Mamabolo

Celiwe Ross’ telling of the role her parents played in her life gives a glimpse into what has taken her from the position of Chief of Staff in the CEO’s office to Director of Group Strategy, Sustainability, Human Capital and Public Affairs at Old Mutual Limited. She explains what her mother saw as the responsibility of parents over their kids: “You must give them roots and you must give them wings.” Her mother gave her roots: “values, respect, hard work, connectedness, family.

” Her father gave her wings: “...he created an environment in our home where nothing was impossible.” Those roots and wings have helped her excel, from the beginning of her career as a mining engineer, all the way to being named the Standard Bank Top Businesswoman of the Year in 2022.

In the latest Business Unusual Podcast, Celiwe shares her valuable leadership insights, reflecting on the power of people and purpose. They talk about the importance of family, creating certainty for people in your organisation, being optimistic about opportunities on the continent and the role corporations can play in working towards a sustainable future.

1. “The company’s purpose must be your purpose”

2. You have to rely on people and it helps to understand what makes great people

3. You need to comfortable with not knowing

4. “The biggest career decision you will make is choosing your life partner”

5. Leaders need to provide a level of certainty for the people within their organisation

6. One of the roles of a leader is to ignite passion in their people

7. Every leader needs to read “CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest”

8. When you see an opportunity for change, the only way to get over the fear is to expose yourself to more of it

9. Leaders have a responsibility to represent the continent positively, despite what challenges we may have there are an abundance of opportunities

10. What works here in South Africa cannot be easily applied elsewhere on the continent

(Right) Edna Montse Group Executive: Transformation and Sustainability with the winner certificate

TOP 5 LEADERS IN ENTERPRISE SUPPLIER DEVELOPMENT IN SOUTH AFRICA Opening up Access to Supply Chains

By Koketso Mamabolo

In Chapter 3 of the National Development Plan (NDP), the government acknowledges how far we have come in transforming our economy, while recognising that more needs to be done to go even further:

“The corporate landscape of South Africa has changed remarkably since 1994. However, it remains highly concentrated. This poses a barrier to business entry and expansion in key markets, which are essential for employment creation. Present forms of black economic empowerment (BEE) are not achieving all the desired objectives.”

Enterprise Supplier Development (ESD) has emerged as an effective approach to achieving the vision set out in the NDP. Suppliers from previously-disadvantaged backgrounds are faced with an array of challenges when setting up businesses and attempting to enter the market. Supplier development initiatives seek to transform supply chains, by providing support through training, financing and preferential procurement.

We take a look at five finalists from the 2023 Top Empowerment Awards Enterprise Supplier Development category who are leading the way with their ESD strategies, and delve into some of the programmes they have launched.

AFRICAN BANK

African Bank’s efforts were recognised at the Top Empowerment Awards with the Enterprise and Supplier Development of the Year award for 2023. Last year they held their first ESD Summit, hosted in Tembisa for their mission to support

SMMEs and include them in supply chains. The organisation’s Youth Focused Summit reached 1 600 attendees, both virtual and in-person,

Their 12-month ESD Capacity Building programme is focused on black-owned SMMEs, providing them with a range of skills, including technical and basic business skills, along with coaching and mentoring for entrepreneurs.

African Bank has provided SMMEs a platform to “showcase their businesses and future growth plans,” with the top five receiving a cash prize in FY22 cohort. Potential candidates for the 2023 cohort were chosen from businesses involved in the two summits.

Another element to their ESD approach are their quarterly Market Days, which allow small businesses the opportunity to be directed towards business opportunities.

“In the words of Dr Sam Motsuenyane, our founding chairman, African Bank was envisioned as a ‘trusted financial partner that would walk alongside our people and communities on the path to prosperity.’”

RENNIES BCD TRAVEL

The runner-up in the Enterprise and Supplier Development of the Year award was Rennies BCD Travel, who describe their transformation strategy as, “holistic with the aim to incorporate transformation throughout our business and at multiple touchpoints of our interaction with our clients.”

In 2013 they started the Rennies Travel Red Stamp Club, which consists of a local accommodation aggregator, a local shuttle aggregator, and a preferential procurement

programme aimed at ICT services. “Our initiative was driven by the need to regulate many of the processes within this accommodation sector and give back a sense of control to the corporate travel buyer and traveller,” says Rennies BCD Travel.

They believe the Red Stamp Club approach has achieved success for the access it provides to markets, its contribution to economic growth and its ability to allow its clients to “purchase with confidence”. Small black-owned businesses receive access to more than 400 corporations and 43% of Rennies BCD Travel’s procurement spend is directed to businesses which are black-owned or that have black equity. “Since inception of the [Red Stamp Club Accommodation] programme we have secured more than 500

000 bed nights at member properties and generated in excess of R470-million in turnover for our members.”

SOUTH AFRICAN BREWERIES

South African Breweries (SAB) was named as one of the finalists in the Enterprise and Supplier Development category at this year’s Top Empowerment Awards, being recognised for the role they’ve played in empowering local farmers. SAB sources 95% of the ingredients they use from local 1 277 local farmers.

They’ve made a R200-million investment on ESD as part of their broader transformation strategy. In the past five years they’ve helped almost 1 000 farmers with 110 900 hours of business support for SMEs.

“We believe in the power of enterprise and supplier development to make a real difference in people’s lives. Our carefully chosen projects are designed to foster growth and promote the participation of black entrepreneurs and communities.”

“We believe in the power of enterprise and supplier development to make a real difference in people’s lives. Our carefully chosen projects are designed to foster growth and promote the participation of black entrepreneurs and communities,” says Masa Nkgadima, Strategic Partnerships and Transformation Manager.

“Our supplier development programme is not just about financial support, it’s about providing a holistic approach to business growth. We work closely with small and medium-sized businesses in our supply chain, offering them access to growth, capital markets and crucial business support, and the results speak for themselves.”

SUN INTERNATIONAL

It’s no surprise that Sun International was named as a finalist at the Top Empowerment Awards. In 2022, they exceeded their own targets, investing R42.3-million in their supplier development programme (an over R10-million increase from 2021) assisting 129 beneficiaries, and R12-million in enterprise development, assisting 50 beneficiaries.

“Our supply chain helps create value across the group’s broad supplier base and supports the group’s vision of creating genuine value in the communities we operate in, by investing in local procurement opportunities,” says Sun International.

“In 2022, as part of further efforts to improve on sustainability within our supply chain, we entered into a sustainability-linked loan with lenders based upon three KPIs, one being spend [sic] on suppliers that are at least 30% black women-owned.” Their focus areas for 2022 include an

online proposal portal for small suppliers, “to bid for leverage spend items” and the implementation of a B-BBEE assist system geared towards optimising their B-BBEE spend.

RHIZA BABUYILE

Another finalist in the Enterprise and Supplier Development category, Rhiza Babuyile stands out as a non-profit organisation who have made it their mission to uplift individuals and communities. “Through our entrepreneurship programme, we help black, youth and women-owned entrepreneurs to scale their existing businesses,” says Rhiza Babuyile.

What makes their initiative unique is how it involves not only networking but collaboration between the entrepreneurs in the programme who are “working closely together, developing innovative solutions, actively engaged, empowered, and motivated to enhance capabilities, increasing quality, efficiency, sharing knowledge, and leveraging each other’s strengths to drive mutual growth and success, mentoring and business coaching, networking opportunities, marketing, sales, finance, HR, governance, access to office space, supplier development and product development and funding among other components.”

In their incubation programme there are 220 SMEs. Three hundred SMEs are using their Business Hubs and 75 are in their accelerator programmes. In partnership with Afrika Tikkun and Township Fleva, their sister company, they’ve provided more than R140-million in what they describe as their mission to develop township economies and blackowned suppliers. Between 2021 and 2022 they reached 1 400 entrepreneurs, protecting 5 000 jobs.

Nicole Roos (right), MD & Chairperson at Nestlé Eastern and Southern Africa Region, accepting the Top Empowered Youth Development of the Year Award

NESTLÉ SCOOPS THE 2023 TOP EMPOWERED YOUTH DEVELOPMENT OF THE YEAR AWARD

Showcasing adaptability, innovation and sustainability

By Sinazo Mkoko

The organisation says this recognition is a significant achievement for Nestlé East and Southern Africa (ESAR).

“This accolade recognises our commitment to empowering and developing young talent. It demonstrates that Nestlé’s efforts in youth development have been established and validated byindustry experts,” they said.

AMONG THE TOP ORGANISATIONS ATTRACTING GRADUATES

In 2023, Universum, a global employer branding company, named Nestlé as one of the world’s most attractive employers in its annual study. The organisation says its success as one of the top companies that young graduates aspire to work for can be attributed to several factors.

“Firstly, Nestlé boasts a strong reputation as a global leader in the food and beverage industry, offering diverse career opportunities and a wide range of brands that resonate with young consumers.

“Secondly, Nestlé places a strong emphasis on employee development, providing comprehensive training and mentorship programmes to help young professionals thrive in their careers.

“Additionally, Nestlé’s commitment to sustainability and social responsibility aligns with the values and aspirations of many young graduates, making us an attractive employer,” they said.

They share that the company’s competitive advantage lies in its strong portfolio of globally recognised brands, commitment to innovation, expansive global presence and distribution network, and steadfast focus on sustainability and responsible business practices. This

This includes diversity training programmes, employee resource groups, inclusive recruitment and promotion practices, and fostering an inclusive work environment where all employees feel valued and respected.

approach, they say, sets them apart, resonating with consumers who prioritise ethical and environmentally friendly products.

DIVERSITY, EQUITY, AND INCLUSION

Touching on the importance of embedding diversity and inclusion in its policies and practices, Nestlé states that it is dedicated to the cause.

“This includes diversity training programmes, employee resource groups, inclusive recruitment and promotion practices, and fostering an inclusive work environment where all employees feel valued and respected.

Regular reviews identify areas for improvement, enabling proactive measures to address any gaps.”

They add that Nestlé ESAR has implemented diversity, equity, and inclusion (DEI) development in the workplace through various initiatives.

“The company has established DEI training programmes to raise awareness and promote understanding among employees. Nestlé also has employee resource groups that provide a platform for underrepresented groups to share their experiences and contribute to the company’s DEI efforts.

“The company has implemented inclusive recruitment and promotion practices to ensure equal opportunities for all employees. Nestlé regularly monitors and measures its progress in DEI and takes action to address any gaps or challenges.”

They said transformation at Nestlé ESAR has led to adaptability, innovation, sustainability practices, operational efficiency improvements, and enhanced brand value in a competitive market.

YOUTH DEVELOPMENT INITIATIVES

Nestlé boasts of several youth development initiatives that, they say, have improved the organisation. These initiatives include internships, graduate programmes, and training opportunities for young individuals.

The company’s plans include expanding youth development initiatives, impacting more entrepreneurs and broadening reach to marginalised groups

“The youth development programmes also contribute to a diverse and dynamic workforce, fostering innovation and creativity within the company.”

According to the organisation, under the Nestlé Dairy Empowerment Scheme (NDES), Nestlé Zimbabwe trains farmers in milk production and agripreneurship and helps them establish low-cost models by supporting pasture development. The organisation says they recognise that for a dairy farm model to be sustainable, the cost of supplementary feed must be minimal. They currently have three small-scale farmer networks with over 70 individual farmers.

Education support:

• Granted 165 bursaries, fostering educational opportunities for aspiring individuals

Internship and apprenticeship programmes:

• Engaged 202 young people through the ESAR Nesternships

• Appointed 448 interns and 88 apprentices since 2020

• Successfully appointed 103 graduates through the graduate programme

Differently abled learnerships:

• Sponsored over 200 differently abled learnerships, promoting inclusivity and diversity

Youth engagement:

• Connected with over 50 000 youth annually through the Alliance4Youth platform

Agripreneurship:

• Launched the Agripitch competition, engaging 650 youth with the completion of an e-learning module

• Planned to reach and train 700 Agripreneurs across ESAR in 2023

• Impacted 1 023 youth through the Makhoba Farms YES Project and CSI training programme, with a 3-year plan to reach 450 more

Entrepreneurship:

• Impacted 3,736 entrepreneurs through All4Youth and Nescafe master class training

• Graduated 60 individuals from the YOCUTA programme since 2020

• Supported over 800 MYOWBU operators since 2020

• Impacted over 600 youth via the Grow All4Hustlers NESCAFÉ programme

• Empowered more than 200 women through the ZIWEB Women Empowerment initiative

CHALLENGES AND LOOKING AHEAD

Touching on challenges that the organisation has encountered in the past year, the organisation shares that some of the challenges include changing consumer preferences, increased competition, and regulatory changes.

“However, Nestlé has overcome these hurdles through strategic initiatives and adaptability. We have invested in research and development to innovate and meet changing consumer demands. Nestlé has also focused on building strong relationships with suppliers and partners to ensure a resilient supply chain. Additionally, Nestlé has embraced digital transformation and leveraged technology to enhance operational efficiency and customer engagement,” they said.

In 2024 the company’s plans include expanding youth development initiatives, impacting more entrepreneurs, increasing employability reach, growing alliances, establishing partnerships, and broadening reach to marginalised groups, fostering inclusivity and diversity.

TAKENOTE IT CEO, MAMELA LUTHULI Developing tomorrow’s leaders through tech

By Sinazo Mkoko

At

the 2023 Top Empowerment Awards, TakeNote IT

founder and CEO Mamela Luthuli was awarded the Top Empowered Entrepreneur of the Year Award. “Trends in entrepreneurship worldwide are constantly evolving, and the latest award given to Mamela Luthuli is a testament to this. We congratulate Mamela on winning the Topco Media Top Empowerment Entrepreneur of the Year award. This is a fantastic achievement, and we hope her success will inspire and empower other entrepreneurs,” stated TakeNote IT.

The company added that with the creation of the Cyber Excellence Academy, Mamela is constantly creating new ways to inspire her team and assist the country’s future leaders.

Sharing her purpose, Mamela says she is dedicated to protecting and keeping businesses and people safe in South Africa and the rest of the world.

Her passion for technology inspired her to create a vision of a cyber-secure and protected digital and physical eco-system. According to her team, she has not ceased innovating, and she is leading the creation of a product locally that will detect and prevent theft and damage to essential company infrastructure.

“I believe that technology and 4IR are only at the tip of a disruptive revolution that will create a new way of life for us all,” she says.

Mamela’s value-added contribution to the cybersecurity and Internet of Things (IoT) industries has been realised through engineered products and services that safeguard digital and tangible assets by proactively reducing the risk of theft, vandalism, and hacking. These solutions help to protect not only organisations but also their employees and reputation.

She has been an entrepreneur her entire life, having launched multiple informal companies from the age of 14 and currently leading one of South Africa’s few black, female-led cyber security and IoT firms.

Her work aims to shift the narrative for all women, especially those who are marginalised and

underprivileged, as well as for tomorrow’s leaders. In her quest to develop tomorrow’s leaders and contribute to the social issues of unemployment and job creation in South Africa, she is championing Take Note’s Cybersecurity Centre of Excellence by training young people straight from schools, colleges, and universities and equipping them with the skills required for work opportunities within Take Note IT and its associated companies globally. This, she said, is crucial considering the predicted 400 million cybersecurity job openings worldwide.

Touching on how she was implementing gender-driven development in the organisation, Mamela told Topco Media that most of their staff members are women.

“Particularly young women who are supported through our academy to gain knowledge and certification in a predominantly male environment. We also have our succession plan to empower women and recruit them for management positions,” she said.

She added that this has helped the business to demonstrate the different perspectives in a maledominated environment, and “it provides enhanced collaborations. It also helps to improve the level of engagement, as women make better conversationalists,” she said.

She said she’s inspired by women of substance, such as Michelle Obama and Kamala Harris. She said she believes that future leaders will need key skills such as global awareness complemented with technology solutions and opportunities. “Personality skills such as creativity, problem solving, and relationship building will help achieve this.”

She holds a BTech degree in Public Administration from the Cape Peninsula University of Technology (CPUT), an MBA from Henley International Business School, the Management Development Programme (UNISA), Project Management from the University of Stellenbosch, the Board Leadership Course (Gibs Business School), the Strategy Course (Gibs University), Microsoft Fundamentals, and Harvard VPAL Cybersecurity: Managing Risk in Information (Harvard University).

Mamela also serves on the boards of the Female Founders Initiative Middle East and Africa, the Women in Tech Global Association, and the Defence and Security CSIR.

TELLING THE STORY OF PUBLIC SERVANTS Public Sector Leader of the Year, Zinhle Thupana

By Fiona Wakelin & Koketso Mamabolo

People are at the very heart of Zinhle Thupana’s work. The Group Executive for Corporate Services at the Central Energy Fund (CEF) was recognised at the 2023 Top Empowerment Awards, taking home the Public Sector Leader of the Year Award.

“There is a lot of negativity and there are a lot of wrong perceptions about public sector employees,” says Zinhle, taking us through the world of an award-winning civil servant whose role encompasses a range of critical portfolios. Here she explains why it’s important for civil servants to tell their story, what the award means to her and the importance of transformation at the CEF.

You won the Top Empowered Public Sector Leader of the Year Award in 2023. What did winning this award mean to you and how has it impacted your journey?

Quite exciting, I must say, and surprisingly unexpected, but really fulfilling as well. And just to realise that the effort that we put, it is being recognised.

I always say, ‘public servants, we do not tell our story right’. There is a lot of negativity and there are a lot of

wrong perceptions about public sector employees. And I do not think there is much time to talk about what we do and contribute to this space. So for me, that really enabled me as an individual to be able to say that this is the story, this is what we are doing and this is how we have contributed into the bigger scheme of things from the public sector point of view.

It then brings challenges of saying that I need to do better now, I need to improve more. So there is a bit of pressure now to say, ‘yes, hello, we are here, we have done it, we have won, so what is next?’

We need to sharpen the pencil even more. Let’s make sure that we come up with more initiatives that are still building to add to this journey of the public sector work that we do so that the status quo does not remain, but the status quo changes.

There are people, whether in the public sector, or the private sector, that are also on the same journey as I am and would be able to learn and leverage. It really was an eye opening experience for me.

WHY IS TRANSFORMATION IMPORTANT TO THE CENTRAL ENERGY FUND?

We are state-owned and issues of dealing with historical imbalances are very critical in our space.

And I think that it made sure that it would assist us as an organisation to be able to transform and promote issues of transformation which are aimed at improving organisational performance.

Because I think that is what is critical. I think the transformation needs to be building that culture that is saying we want to improve but we also want to change the current status quo or the history of the imbalances, which is why then we then look into diversity, we then look into the issues of how then do we make sure that we are diverse as an organisation?

But the diversity that we are bringing, it is really talking to the issues of innovation. It is really talking to the issues of fair representation in terms of the organisation and really trying to make sure that as an organisation we also talk to issues of inclusivity as we move forward.

WHAT EXCITES YOU ABOUT WHAT YOU DO?

Number one is working with employees, but working with employees who have a high morale but also being able to see that what I do from my portfolio contributes to employees of the organisation, whether in the office or outside office.

If I have a well-balanced workforce, from wellness to mental health, I would then have a better workforce in the organisation that is able to deliver and perform.

I offer those initiatives that will not only improve you as an individual, but as an employee of CEF. And I think that really brings a smile to my face.

WHAT WOULD BE YOUR MESSAGE TO OUR READERS?

I really want each and every leader to be able to embrace change. Let them find excitement in challenges and build organisations that drive not just to survive, but also let us become the employees or leaders out there who continue to build workplaces where everyone feels valued, respected, supported because I do believe that together as leaders, we can really shatter glass ceilings, cultivate well-being, harmonise work and life, and really unleash our full potential.

The diversity that we are bringing is really talking to the issues of innovation

Importantly, and lastly, remember that each one of us has a unique voice and perspective that really contributes to the richness of our society. I think let us continue to embrace our strengths and champion diversity and collaborate across teams and industry. Leaders, let us use this environment and where innovation flourishes, I believe, ideas are heard and solutions are born.

IMPUMELELO TOP EMPOWERMENT RESEARCH CRITERIA

SOUTH AFRICA’S

TOP EMPOWERED COMPANIES

At a time when South Africa is grappling with the implementations of rapid economic transformation, hats off to the top empowered companies in the country.

Companies are assessed on the seven pillars of empowerment as set out by the Department of Trade, Industry and competition:

• Ownership

• Management Control

• Employment Equity

• Skills Development

• Preferential Procurement

• Enterprise Development

• Socio-Economic Development

Further, eligibility is determined by compliance with the following requirements. These criteria are:

• Black ownership as a share of total ownership

• Black executive directors as a share of all executive directors

• Black senior managers as a share of total senior management

• Black employees as a share of total employment

• Corporate social investment spend (in both absolute and relative terms)

• Expenditure on skills development focused on empowering historically disadvantaged individuals

• Procurement practices

Companies complying with the ownership and directorship requirements and exceeding the minimum turnover requirements are evaluated according to these criteria and points are allocated relative to their performance.

Impumelelo Top Empowerment does not, however, rank companies on the basis of the points scored, preferring rather to highlight all companies that perform above a certain level.

Key objectives of revised codes:

• Drive growth of SMME black-owned enterprises

• Encourage job creation

• Drive local manufacture and processing

• Accelerate representation of black women, rural and the youth in economic activities

• Eradicate fronting

Revised B-BBEE categories:

• Ownership

• Management Control

• Skills Development

• Enterprise & Supplier Development

• Socio-Economic Development

The full A-Z listing of South Africa’s Top Empowered Companies can be viewed at topempowerment.co.za

PRIMARY RESOURCES

MINING

COAL

Sasol Mining (Pty) Ltd

Salungano Group

OTHER MINERAL EXTRACTORS & MINES

M84Geotech

Technique Drilling Services

GENERAL MINING

Exxaro Resources Limited

Fraser Alexander (Pty) Ltd

"Lafarge Mining South Africa (Pty) Ltd

Methano Group

The Particle Group

South 32 SA Holdings (Pty) Ltd

OIL & GAS

OIL & GAS - EXPLORATION & PRODUCTION

BP Southern Africa (Pty) Ltd

Easigas (Pty) Ltd

Engen Petroleum Limited

Shell Downstream South Africa (Pty) Ltd

OIL & GAS - INTEGRATED

Afric Oil (Pty) Ltd

BP Southern Africa (Pty) Ltd

Central Energy Fund (SOC) Limited

Engen Petroleum Limited

Express Petroleum

Isasa Energy (Pty)LTD

Khosi Fuels (Pty) Ltd

KZN Oils (Pty) Ltd

Moov Fuel (Pty) Ltd

Oil Separation Services Midlands (Pty) Ltd

Sasol Gas (Pty) Ltd

Sasol Limited

Shell Downstream South Africa (Pty) Ltd

Total South Africa (Pty) Ltd

SECONDARY SEGMENT LISTING

BASIC INDUSTRIES CHEMICALS

CHEMICAL INITIATIVES (PTY) LTD

FFS Refiners (Pty) Ltd

Omnia Group

CHEMICALS - SPECIALITY

A.B.E Construction Chemicals

Ace Cleaners (Pty) Ltd

African Oxygen Limited

BASF South Africa (Pty) Ltd

Buckman Laboratories (Pty) Ltd

Chemshield Technologies (Pty) Ltd

CJP Chemicals (Pty) LTD

FFS Refiners (Pty) Ltd

Hychem (Pty) Ltd

Improchem (Pty) Ltd t/a AECI Water

Integrated Chemical Solutions (Pty) Ltd t/a Intechem

Intertek Testing Services (South Africa) (Pty) Ltd

Laser Chemicals (Pty) Ltd

Lumoss Mouldings (Pty) Ltd

Minema Chemicals (Pty) Ltd

Monitoring & Control Laboratories (Pty) Ltd

NCP Chlorchem (Pty) Ltd

Protea Chemicals

Sasol Limited

Xenon Chem (Pty) Ltd

CONSTRUCTION & BUILDING MATERIALS

BUILDERS MERCHANTS

Bolt & Nut Wolrd CC

BUILDING & CONSTRUCTION MATERIALS

Adriya Sports And Fencing CC

Afrisam (South Africa) (Pty) Ltd

Amabamba Fencing (Pty) Ltd

Enza Construction (Pty) Ltd

Malaka Supplies CC

Peri Formwork Scaffolding

Pluminco Trade Engineering (Pty) Ltd

Pretoria Portland Cement Company Limited

Uni-Span (Pty) Ltd

HOUSE BUILDING

Alro Automation CC

HEAVY CONSTRUCTION

Adenco Construction (Pty) Ltd

AEL Mining Services (Pty) Ltd

AfriSam (South Africa) (Pty) Ltd

Baseline Civil Contractors (Pty) Ltd

Chris Howes Construction CC

Dan's Road Construction CC

Edwin Construction (Pty) Ltd

ELB Equipment

Esor Construction (Pty) Ltd

Fikile Construction (Pty) Ltd

G4 Civils (Pty) Ltd

Macsteel Service Centre SA ( Pty) Ltd

Martin & East (Pty) Ltd

Motheo Construction Group (Pty) Ltd

Power Construction (Pty) Ltd

Power Group (Pty) Ltd

Raubex Group Limited

Rumdel Construction (Pty) Ltd

Saint Gobain Construction Products SA (Pty) Ltd

Sibakhulu Construction (Pty) Ltd

SMEC South Africa (Pty) Ltd

Thusanane Construction Suppliers CC

Tiber Bonvec Construction (Pty) Ltd

Waco Africa (Pty) Ltd

WBHO Construction (Pty) Ltd

WK Construction (Pty) Ltd

OTHER CONSTRUCTION

Applied Mineral Technologies (Pty) Ltd

Eris Property Group (Pty) Ltd

MRW Projects CC

FORESTRY & PAPER

FORESTRY

Mhlambanyathi Group (Pty) Ltd

SC Forestry Contractors

Timber 24 Forestry Solutions (Pty) Ltd

Timrite (Pty) Ltd

PAPER

Witon Paper Solutions

Sappi Southern Africa Limited

STEEL & OTHER METALS

NON-FERROUS METALS

B & E International (Pty) Ltd

Debar Ceramics

IRON & STEEL

ArcelorMittal South Africa Limited

Aveng Manufacturing

Decoma Services CC

Khombanani Steel (Pty) Ltd

Metal Plus South Africa

GENERAL INDUSTRIALS

DIVERSIFIED INDUSTRIALS

Barloworld Limited

Beier Envirotec (Pty) Ltd

Imperial Holdings Limited

KAP Industrial Holdings Limited

Southey Holdings (Pty) Ltd

The Bidvest Group Limited

Hitech-Gregfor (Pty) Ltd

ELECTRONIC & ELECTRICAL EQUIPMENT

ELECTRICAL EQUIPMENT

AAW Electronic Enterpries CC

ACTOM (Pty) Ltd

ARB Electrical Wholesalers (Pty) Ltd

Black Lite Energy (Pty) Ltd

CBI Electric: Telecom Cables (Pty) Ltd

CBI-Electric: low voltage

Diversified Power and Systems Integration (Pty) Ltd

Edison Power Electrical (Pty) Ltd

Elen Electrical Enclosures (Pty) Ltd

Elvey Security Technologies (a division of Hudaco Trading) (Pty) Ltd

EP Electrical Distributors (Pty) Ltd

High Power Equipment Africa (Pty) Ltd

Idube Electrical (Pty) Ltd

Instrument Transformer Technologies (Pty) Ltd

Malesela Taihan Electric Cable (Pty) Ltd

Mega High Voltage Technologies (Pty) Ltd

Power Meter Technics (Pty) Ltd

Power Plant Electrical Technologies (Pty) Ltd t/a PPE Technologies

Schneider Electric SA (Pty) Ltd

South Ocean Electrical Wire Company (Pty) Ltd

Voltex (Pty) Ltd

ELECTRONIC EQUIPMENT

ABB South Africa (Pty) Ltd

Autocon Systems CC

Dartcom (Pty) Ltd

Delba Electrical Company 1980 (Pty) Ltd

Electronic Touch Systems (Pty) Ltd

Jasco Trading (Pty) Ltd

KH Distributors CC

Kolok (A Division of Bidvest paper plus)

Kyocera Document Solutions South Africa (Pty) Ltd

Minolco (Pty) Ltd

Nashua (Pty) Ltd

Reunert Limited

SGT Solutions

Siemens SA (Pty) Ltd

Sasol Limited

ENGINEERING CONTRACTORS

Barloworld Equipment

Haw & Inglis Civil Engineering Pty. Ltd.

Invicta Holdings Limited

Rare Group (Pty) Ltd

Too-See Engineering

ENGINEERING FABRICATORS

John Thompson (a division of Actom (Pty) Ltd)

ENGINEERING - GENERAL

Bearing Man Group (Pty) Ltd

A.P.E Pumps (Pty) Ltd

Alpret Control Specialists

Aveng Water (Pty) Ltd

Battery Electric (Pty) Ltd

Dibama Supplies CC

Dupleix Liquid Meters DLM

enX Group Limited

Fabchem Mining (Pty) Ltd

Howden Africa Holdings Limited

Hudaco Trading (Pty) Ltd

Liquid Automation Systems (Pty) Ltd

Max Scott Engineering Sales CC

Reutech Solutions

Valve Specialists CC

CONSULTING ENGINEERS

Aecom South Africa (Pty) Ltd

Arup (Pty) Ltd

Aurecon South Africa (Pty) Ltd

Bigen Africa Group Holdings

BVI Consulting Engineers (Pty) Ltd

Exigo Sustainability (Pty) Ltd

Geosure (Pty) Ltd

Gibb (Pty) Ltd

HHO Consulting Engineers (Pty) Ltd

Igoda Projects (Pty) Ltd

Ingérop South Africa (Pty) Ltd

JG Afrika (Pty) Ltd

Kantey & Templer (Pty) Ltd

Knight Piesold Consulting (Pty) Ltd

Lesedi Nuclear Services (Pty) Ltd

Malani Padayachee and Associates (Pty) Ltd

Naidu Consulting

Rodecon Engineering CC

SCIP Engineering Group (Pty) Ltd

SRK Consulting (South Africa) (Pty) Ltd

WSP Group Africa (Pty) Ltd

VEA Road Maintenance and Civils

CYCLICAL CONSUMER GOODS

AUTOMOBILES

AUTOMOBILES

Barloworld Motor Retail South Africa

BMW South Africa (Pty) Ltd

Kia Motors South Africa (Pty) Ltd

Tavcor Motor Group (Pty) Ltd

Volkswagen South Africa

AUTO PARTS

Abes Technoseal

Alfred Teves Brake Systems (Pty) Ltd

Auto Industrial Group (Pty) Ltd

Burlington Panel Beaters & Spraypainters

Chape Auto Body Repairs CC

Deutz Dieselpower

Grorap Autobody 818 CC

Lumotech (Pty) Ltd

Major 2 AutoBody Repairs CC

Metair Investments Limited

Pearl Coral Trading 1146 (Pty) Ltd t/a

Automagic Montague Gardens

PMA Auto Spares CC t/a Prima

Panelkloppers en Insleepdiens

Top Car Panelbeaters Vryburg (Pty) Ltd

Top Parts t/a PANN Spares

TYRES & RUBBER

Bridgestone SA (Pty) Ltd

VEHICLE DISTRIBUTION

Bidvest MCCarthy

Freeway Toyota

CLOTHING & FOOTWARE

Curviro Trading CC

Deneb Investments Corporation Limited

Havenna CC

Peteens Linen and Decor

PxP Clothing & Promotions

Sweet-Orr & Lybro (Pty) Ltd

TFG Ltd

FURNISHINGS & FLOOR COVERINGS

BidOffice (Pty) Ltd

Brooks Wooden Flooring CC

Carpet and Flooring Services

Cecil Nurse a Division of Bidvest Office (Pty) Ltd

CV Projects

Quantum Corporate Furniture (Pty) Ltd

Touchwood Furniture

Turner Peirson Carpets and Flooring (Pty) Ltd

Ukhuni Business Furniture (Pty) Ltd

APPLIANCES & CONSUMER ELECTRONICS

Ellies Holdings Limited

Home of Living Brands (Pty) Ltd

Siemens (Pty) Ltd

NON-CYCLICAL CONSUMER GOODS

BEVERAGES BEVERAGES - DISTILLERS & VINTNERS

South Africa Distilleries and Wines (SA) Ltd

t/a Distell Limited

Nederburg Wines (Pty) Ltd

Coca Cola Beverages South Africa (Pty) Ltd

Sundew Food Manufacturers CC

FOOD PRODUCERS & PROCESORS

FARMING

Crookes Brothers Limited

RCL Foods Limited

FISHING

Amawandle Hake (Pty) Ltd

Blue Continent Products (Pty) Ltd

Oceana Group Limited

Pioneer Fishing (Pty) Ltd

Sea Harvest Group Limited

FOOD PROCESSORS

Ciro Beverage Solutions (Pty) Ltd

Compass Group Southern Africa (Pty) Ltd

Empact Group

Excellent Meat Corporation (Pty) Ltd

Foodcorp (Pty) Ltd

Illovo Sugar (Pty) Ltd

Nestlé

Premier FMCG (Pty) Ltd

Rhodes Food Group (Pty) Ltd

Tiger Brands Limited

Willowton Group

HEALTH

HEALTH MAINTENANCE ORGANISATIONS

Discovery Health (Pty) Ltd

Discovery Holdings Limited

Kaelo Consulting (Pty) Ltd

Lenmed Health (Pty) Ltd

Medscheme Holdings (Pty) Ltd

Metropolitan Health (Pty) Ltd

Sechaba Medical Solutions

Life Healthcare Group Holdings

HOSPITAL MANAGEMENT & LONG-TERM CARE

Community Investment Holdings (Pty) Ltd

Melomed Hospital Holdings Limited

Netcare Limited

MEDICAL EQUIPMENT & SUPPLIES

Delta Health & Safety Equipment (Pty) Ltd

Kendon Medical Supplies Transvaal Pty Ltd

Safetymate Cape Town (Pty) Ltd

Safmed (Pty) Ltd

The Kahma Group

OTHER HEALTHCARE

Be Safe Paramedical CC / Be Safe Paramedical (Pty) Ltd

AfroCentric Health (Pty) Ltd

IC Health (Pty) Ltd

Kriel Occupational Health Centre

PACKAGING

APL Cartons (Pty) Ltd

DBC Packaging (Pty) Ltd

Future Packaging & Machinery (Pty) Ltd

Golden Era Group of Companies (Pty) Ltd

Lufil Packaging (Pty) Ltd

Pride-Pak Packaging (Pty) Ltd

Transpaco Limited

PERSONAL CARE & HOUSELHOLD PRODUCTS

PERSONAL PRODUCTS

Amka Products (Pty) Ltd

Green Logik SA

PHARMACEUTICALS & BIOTECHNOLOGY

PHARMACEUTICALS

Adcock Ingram Limited

Aspen Pharmacare Holdings Limited

Barrs Pharmaceutical Industries

Van Heerden Pharmacy Rosslyn

BIOTECHNOLOGY

Micron Laboratory Services (Pty) Ltd

Pharmachem Laboratories (Pty) Ltd

Southern RX Distributors

The Biologicals and VaCCines Institute of Southern Africa (Pty) Ltd

The Scientific Group (Pty) Ltd

TERTIARY

CYCLICAL SERVICES

INDUSTRIAL GOODS

HIRING SUPPLY

Anglo V3 Crane Hire (Pty) Ltd

Turner Morris Manufacturing (Pty) Ltd

ELECTRONICS EQUIPMENT RENTAL

CCTV Security Surveillance Gauteng (Pty) Ltd

Media Film Service (Pty) Ltd

GENERAL RETAILERS

SHOPPING CENTRES

Canal Walk Shopping Centre

Cresta Shopping Centre

Menlyn Park Shopping Centre

The Pavilion Shopping Centre

Tyger Valley Shopping Centre

V&A Waterfront

Westgate Shopping Centre

RETAILERS - HARDLINES

AJM Sales & Services CC

Combined Motor Holdings Limited

Forms Media Independent Africa (Pty) Ltd

Introstat (Pty) Ltd

Leitam Business solutions

Neo Technologies (Pty) Ltd

Ningi Envelopes & Stationers CC

TRADE

IMPORT & EXPORT

Allied Putziger (Pty) Ltd

A-Z Trading Corporation CC

Geodis (Pty) Ltd

WHOLESALE

EP Electrical Distributors (Pty) Ltd

Invincible Valves (Pty) Ltd

Malls Tiles (Pty) Ltd

DISTRIBUTORS

Bearings International

BEP Bestobell (Pty) Ltd

Drager South Africa (Pty) Ltd

Fuchs Lubricants South Africa (Pty) Ltd

Imperial Fast & Fresh (Pty) Ltd

Intombi Promotional Gifts CC

K.H. Distributors CC

Midas Group (Pty) Ltd

Natal Coastal Communications

Page Automation (Pty) Ltd

Southern African Master Distributors (Pty) Ltd (SAMD)

LEI SURE, ENTERTAINMENT & HOTELS

GAMING

Afrisun Gauteng (Pty) Ltd

Akani Egoli (Pty) Ltd

Emperors Palace

Garden Route Casino (Pty) Ltd

Monte Casino

SunWest International (Pty) Ltd

Tsogo Sun Holdings Limited

HOTELS

City Lodge Hotels Limited

Sandton Sun Hotels (Pty) Ltd

Southern Sun Hotels (Pty) Ltd

Sun International Limited

TRAVEL & RELATED SERVICES

City of Choice Travel & Tours (Pty) Ltd

Club Corporate Travel (Pty) Ltd

Flight Centre SA (Pty) Ltd

Flywell Travel Agencies Cape (Pty) Ltd

HRG Rennies Travel (Pty) Ltd

Thompsons Travel

Tourvest Travel Services

Travel With Flair (Pty) Ltd

Famous Brands Limited

Milly's Restaurant and Chalets (Pty) Ltd

Mugg & Bean Franchising (Pty) Ltd

LEISURE FACILITIES

Caledon Casino Hotel & Spa

Grand Gaming KZN Slots (RF) (Pty) Ltd

Mangwanani Private African Day Spa

Mmabatho Palms

umAfrika Gaming Technologies (Pty) Ltd

Mpumalanga Tourism and Parks Agency (MTPA)

North West Parks Board

Northern Cape Tourism Authority

South African National Parks ( SANParks)

South African Tourism

Table Mountain Aerial Cableway (Pty) Ltd

Table Mountain National Park

MEDIA & PHOTOGRAPHY

BROADCASTING CONTRACTORS

East Coast Radio (Pty) Ltd

Kagiso Media Limited

Multichoice South Africa (Pty) Ltd

Umoya Communications (Pty) Ltd

CABLE & SATELLITE

Supersport International (Pty) Ltd

MEDIA AGENCIES

A Plus Communications

Alphabet Soup Advertising (Pty) Ltd

Fizz Marketing CC

HWB Communications (Pty) Ltd

Ince (Pty) Ltd

Media 24 Limited

Network BBDO

Tiso Blackstar Group (Pty) Ltd

Urban Brew Studios

TOURISM BODIES

Gauteng Tourism Authority

Limpopo Tourism & Parks

SUPPORT SERVICES

CATERING SERVICES

Bidfood (Pty) Ltd

RoyalMnandi Food Service Solutions (Pty) Ltd

Sodexo Southern Africa (Pty) Ltd

Tsebo Holdings & Operations (Pty) Ltd

Vulcan Catering Equipment (Pty) Ltd

FACILITIES MANAGEMENT

Tsebo Facility Solutions (Pty) Ltd

LEGAL SERVICES

Adams & Adams Attorneys

Blakes Maphanga Attorneys

Bowmans

Cheadle Thompson & Haysom Inc.

Cliffe Dekker Hofmeyr Inc

DMO Attorneys

Garlicke & Bousefield Inc

Malherbe Rigg & Ranwell Inc

Spoor & Fisher

Strauss Daly Incorporated

Venns Attorneys

Webber Wentzel

Werksmans Attorneys

Woodhead Bigby Attorneys

EXHIBITION & CONFERENCE FACILITIES & FACILITATORS

CSIR International Convention Centre

ICC Durban (Pty) Ltd

Sandton Convention Centre

ShoCraft Exhibition and Shopfitting

MANAGEMENT CONSULTING

Allabout Xpert (Pty) Ltd

Enviroserv (Pty) Ltd

Palmer Development Group (Pty) Ltd

PRP Solutions (Pty) Ltd

Siyakha Consulting (Pty) Ltd

BUSINESS PROCESS OUTSOURCING

CallForce Direct (Pty) Ltd

Merchants SA (Pty) ltd

Sigma Connected South Africa (Pty) Ltd

AQRate (Pty) Ltd

Ardent Business Partners (Pty) Ltd

BEESA Business Services (Pty) Ltd

Empowerdex (Pty) Ltd

EmpowerLogic (Pty) Ltd

BUSINESS SUPPORT SERVICES

A-Z Vending Solutions (Pty) Ltd

Achievement Awards Group (Pty) Ltd

Actuator Repair Services SA (Pty) Ltd

Advance Call (Pty) Ltd

Afrigis (Pty) Ltd

CSG Holdings Limited

Durban Chamber Of Commerce And Industry

Edge Growth (Pty) Ltd

ELB Group Limited

ENRA Technologies CC

Exponant (Pty) Ltd

Foursight IT

Frontline Safety, Health & Environmental Consultants

Goldberg, de Villiers & Myburgh (Pty) Ltd

Greymatter & Finch (Pty) Ltd

In The Vault 33 CC

Indgro Holdings (Pty) Ltd

Ipsos (Pty) Ltd

Itec Tiyende

Kantar TNS

Knowledge Factory (Pty) Ltd

Knowledge Pele

LRMG

Marthinusen & Coutts

Mindcor (Pty) Ltd

Minerals Operation Executive (Pty) Ltd

Netstar (Pty) Ltd

nlighten (Pty) Ltd

NPI Governance Consulting

Outprosys (Pty) Ltd

Reid and Mitchell

SA Commercial

Sinayo Securities (Pty) Ltd

TMS Group Industrial Services

Turner & Townsend (Pty) Ltd

Universal Mail Link (Pty) Ltd

Uwin Iwin Incentives (Pty) Ltd

Yourself Management

EDUCATION & BUSINESS TRAINING

Arms Audit

EMPLOYMENT AGENCIES

Callforce Direct (Pty) Ltd

DAV Professional Placement Group

E-Merge IT Recruitment CC

Express Employment Professionals (Pty) Ltd

Isilumko Staffing (Pty) Ltd

Kgabolize Recruitment Consultancy

Mandate Molefi Human Resource Consultants

Manpower SA (Pty) Ltd

Mindcor (Pty) Ltd

Mindworx Consulting (Pty) Ltd

Primeserv Group Limited

Professional Career Services (Pty) Ltd

Quest Staffing Solutions (Pty) Ltd

Teba Limited

ENVIRONMENTAL CONTROL

Purpl3

Interwaste Holdings Limited

The Waste Group (Pty) Ltd

CONTRACT CLEANERS & HYGIENE SERVICES

Bidvest Steiner (Pty) Ltd

Rentokil Initial (Pty) Ltd

Sanitech

Servest Hygiene (Pty) Ltd

SECURITY & ALARM SERVICES

Afri Guard (Pty) Ltd

Bidvest Protea Coin (Pty) Ltd

Command Security Services SA (Pty) Ltd

Elvey Security Technologies Inc.

Excellerate Security Services

Fidelity ADT Security Group (Pty) Ltd

G4S Secure Solutions SA (Pty) Ltd

iMvula Quality Protection (Africa) (KZN) (Pty) Ltd

National Security & Fire (Pty) Ltd

Omega Risk Solutions (Pty) Ltd

Securitas SA (Pty) Ltd

TRANSPORT

AIRLINES, AIRPORTS & AIR CHARTER

Air Traffic and Navigation Services Company Limited

Airports Company South Africa (SOC) Limited

Flysafair (Pty) Ltd

CAR HIRE

Zeda Car Leasing (Pty) Ltd

Bidvest Car Rental (a division of MCCarthy) (Pty) Ltd

CMH Car Hire (Pty) Ltd

Europcar Southern Africa

Phakisaworld Fleet Solutions (Pty) Ltd

Tempest Car Hire (Pty) Ltd

RAIL, ROAD & FREIGHT

Altech Netstar (Pty) Ltd

Bidvest International Logistics

Bigfoot Express Freight (Pty) Ltd

Bombela Operating Company

Cargo Carriers Limited

Crossroads Distribution (Pty) Ltd

DHL International (Pty) Ltd

KGB Holdings

Kuehne-Nagel (Pty) Ltd

Megafreight Services (Pty) Ltd

Onelogix (Pty) Ltd

Sekunjalo Engineering Solutions

Savino Del Bene SA (Pty) Ltd

Super Group Holding (Pty) Ltd

Transnet SOC Limited

Value Group Limited

Xeon Holdings (Pty) Ltd

AMSOL - African Marine Solutions

Sebenza Forwarding & Shipping (Pty) Ltd

Sturrock Grindrod Maritime (Pty) Ltd

Toll Global Forwarding (SA) (Pty) Ltd

Transnet National Ports (Pty) Ltd

NON-CYCLICAL SERVICES

UTILITIES

POWER & WATER

ELECTRICITY SUPPLY & DISTRIBUTION

ACTOM (Pty) Ltd

Dupleix Liquid Meters (Pty) Ltd t/a DLM

Eskom Holdings Limited

M-tech Industrial

NeXEnergy (Pty) Ltd

WATER SUPPLY & DISTRIBUTION

Aquazania (Pty) Ltd

De Watercare Solutions (Pty) Ltd t/a

Watercare Solutions

FD Plumbing & Maintenance (Pty) Ltd

GCS Water And Environment (Pty) Ltd

Innovative Water Treatment (Pty )Ltd

Johannesburg Water (Pty) Ltd

KSB Company

Rand Water

The Water Corporation

POST, PARCEL & COURIER

Ram Transport South Africa (Pty) Ltd

DSV South Africa (Pty) Ltd

Aramex South Africa (Pty) Ltd

Onelogix (Pty) Ltd

Bidfreight Intermodal

Value Group Limited

Super Group Holdings (Pty) Ltd

Grindrod South Africa (Pty) Ltd

Turners Shipping (Pty) Ltd

Rustgold Transport (Pty) Ltd

ACT Logistics (Pty) Ltd

DHL Global Forwarding SA (Pty) Ltd

FINANCIAL BANKS BANKS

ABSA Bank Limited

African Bank Limited

Firstrand Limited

Nedbank Group Limited

Standard Bank Group Limited

INSURANCE

INSURANCE BROKERS

Kunene Makopo Risk Solutions

Indwe Risk Services (Pty) Ltd

Lion of Africa Insurance Company

Limited

INSURANCE NON-LIFE

AON South Africa (Pty) Ltd

Budget Insurance Brokers (Pty) Ltd

Hollard Life Assurance Company Limited

Indequity Insurance Brokers (Pty) Ltd

Mutual & Federal Insurance Company

Limited

Old Mutual Insure Limited

OUTsurance Life Insurance Company Limited

Santam Limited

OTHER INSURANCE

MMI Holdings Limited

LIFE ASSURANCE

AVBOB Mutual Assurance Society

Discovery Life Limited

Liberty Holdings Limited

Old Mutual Life Assurance Company South Africa Limited

Sanlam Limited

INVESTMENT COMPANIES

African Equity Empowerment Investments Limited

Allan Gray (Pty) Ltd

Balondolozi Investment Services

Cognition Holdings Limited

Coronation Fund Managers Limited

Growthpoint Properties Limited

Hosken Consolidated Investments Limited

Imbewu Capital Partners (Pty) Ltd

Investec Limited

ISA Holdings Limited

JSE Limited

Liberty Two Degrees

Kagiso Tiso Holdings

Motseng Investment Holdings (Pty) Ltd

Mvelaserve Limited

Pareto Limited

Prescient Limited

Vuwa Investments

HOLDING COMPANIES

Aveng Africa (Pty) Ltd

EOH Holdings Limited

Excellerate Real Estate (Pty) Ltd

Inmins Trading (Pty) Ltd

MMI Holdings Limited

SSG Holdings (Pty) Ltd

REAL ESTATE

REAL ESTATE HOLDINGS & DEVELOPMENT

Dipula Income Fund Limited

Growthpoint Properties Limited

Investec Property Fund

Redefine Properties Limited

SA Corporate Real Estate Fund

Vukile Property Fund Limited

PROPERTY AGENCIES

Broll Property Group (Pty) Ltd

Redefine Properties Limited

SPECIALITY & OTHER FINANCE

Investment Management

27Four Investment Managers (Pty) Ltd

Delta Property Fund Limited

Ethos Private Equity (Pty) Ltd

Futuregrowth Asset Management (Pty) Ltd

Rex Trueform Group Ltd

CONSUMER FINANCE

ABSA Vehicle Management Solutions (Pty) Ltd

Diners Club (SA) (Pty) Ltd

Experian South Africa (Pty) Ltd

TransUnion Credit Bureau (Pty) Ltd

INVESTMENT BANKS

Novare Holdings (Pty) Ltd

MORTGAGE FINANCE

Finbond Mutual Bank (Pty) Ltd

ACCOUNTING & CONSULTING

BDO South Africa

Brimstone Investment Corporation

Limited

PWC South Africa

Deloitte

SNG Grant Thornton Inc

Ernst & Young Incorporated

Mazars (Pty) Ltd

KPMG South Africa (Pty) Ltd

Nexia SAB&T (Pty) Ltd

Ngubane and Company Management Consultants (Pty) Ltd

OTHER FINANCIAL INVESTMENT ENTITIES

Business Partners Limited

Emira Property Fund

Industrial Development Corporation of South Africa Limited (IDC)

Royal Bafokeng Holdings (Pty) Ltd

Texton Property Fund Limited

INFORMATION TECHNOLOGY

COMPUTER HARDWARE

Dell Computers (Pty) Ltd

Mustek Limited

Rectron (Pty) Ltd

Tarsus Distributions

SOFTWARE & COMPUTER SERVICES

COMPUTER SERVICES

3DR Holdings (Pty) Ltd

Adapt IT Holdings Limited

Advancenet (Pty) Ltd

Altron Bytes People Solution

Alviva Holdings Limited

Aptronics (Pty) Ltd

Axiz (Pty) Ltd

AYO Technology Solutions Limited

BMI Techknowledge Group (Pty) Ltd

CA Southern Africa (Pty) Ltd

CEOS Technologies

CHM Vuwani Computer Solutions (Pty) Ltd

Concilium Technologies (Pty) Ltd

Datacentrix Holdings Limited

Dimension Data (Pty) Ltd

eNetworks CC

EOH Consulting (Pty) Ltd

EOH IBM Services Division of EOH Mthombo (Pty) Ltd

EOH Microsoft Services (Pty) Ltd

First Technology (Pty) Ltd

Khusela Solutions (Pty) Ltd

Mustek Limited

Nambiti Technologies (Pty) Ltd

PBT Technology Services (Pty) Ltd

Pink Elephant South Africa IT Management (Pty) Ltd

Pinnacle Micro (Pty) Ltd

Rocketseed (South Africa) (Pty) Ltd

Sintrex Integration Services (Pty) Ltd

Sizwe Africa IT Group (Pty) Ltd

Tarsus Distribution (Pty) Ltd

Vukani Technologies (Pty) Ltd

INTERNET

Datatec Limited

Fastnet Limited

Internet Solutions

MTN Business Solutions (Pty) Ltd

SOFTWARE

ACCsys (Pty) Ltd

ACCutrak (Pty) Ltd

Alacrity Technologies (Pty) Ltd

Blue Turtle Technologies (Pty) Ltd

Elvey Security Technologies (a division of Hudaco Trading (Pty) Ltd

Konica Minolta South Africa

React 24

SAS Institute (Pty) Ltd

Symplexity (Pty) Ltd

Technology Corporate Management (Pty) Ltd

WIRELESS TELECOM SERVICES

Altech Radio Distributors (Pty) Ltd

Cell C (Pty) Ltd

MTN Group Limited

Vodacom Group Limited

TELECOMMS SOLUTIONS

Altron TMT SA Group (Pty) Ltd

Boniswa Corporate Solutions (Pty) Ltd

Drive Control Corporation (Pty) Ltd

Jurumani Solutions (Pty) Ltd

Vox Telecommunications (Pty) Ltd

LOGISTIC SOLUTIONS

Imperial Logistics

JVC Freight Carriers (Pty) Ltd

PUBLIC SECTOR

GOVERNMENT

ORGANISATIONS AND DEPARTMENTS

CONSTITUTIONAL BODIES

Auditor-General South Africa (AGSA)

Commission for Gender Equality (CGE)

Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities

Electoral Commission (IEC) of South Africa

Financial and Fiscal Commission (FFC)

Independent Communications Authority of South Africa (ICASA)

Municipal Demarcation Board (MDB)

Pan South African Language Board (PanSALB)

Public Protector South Africa

Public Service Commission (PSC)

South African Human Rights Commission (SAHRC)

PUBLIC ENTITIES

.za Domain Name Authority (ZADNA)

Academy of Science of South Africa (ASSAf)

ACCounting Standards Board (ASB)

African Renaissance and International Cooperation Fund (ARF)

Agrément South Africa (ASA)

Agricultural Produce Agents Council (APAC)

Agricultural Research Council (ARC)

Air Traffic and Navigation Services (ATNS)

Airports Company South Africa (ACSA)

Alexkor SOC LTD

Amatola Water

Armaments Corporation of South Africa SOC Ltd (ARMSCOR)

Blind SA

Bloem Water

Boxing South Africa

Brand South Africa

Breede-Gouritz Catchment Management Agency

Broadband Infraco

Castle Control Board

Central Energy Fund SOC Ltd (CEF)

Centre for Public Service Innovation (CPSI)

Co-operative Banks Development Agency (CBDA)

Commission for Conciliation, Mediation and Arbitration (CCMA)

Community Schemes Ombud Service (CSOS)

Companies and Intellectual Property Commission (CIPC)

Companies Tribunal

Compensation Fund (CF)

Competition Commission

Competition Tribunal

Construction Industry Development Board (CIDB)

Council for Geoscience (CGS)

Council for Medical Schemes (CMS)

Council for Scientific and Industrial Research (CSIR)

Council for the Built Environment (CBE)

Council on Higher Education (CHE)

Cross-Border Road Transport Agency (C-BRTA)

Denel

Development Bank of Southern Africa (DBSA)

Driving Licence Card ACCount (DLCA)

Education Labour Relations Council (ELRC)

Engineering Council of South Africa (ECSA)

Eskom Holdings SOC Ltd

Export Credit Insurance Corporation of South Africa SOC Ltd (ECIC)

Film and Publication Board (FPB)

Financial Intelligence Centre (FIC)

Financial Sector Conduct Authority (FSCA)

Government Employees Medical Scheme (GEMS)

Government Employees Pension Fund (GEPF)

Government Pensions Administration Agency (GPAA)

Government Printing Works (GPW)

Government Technical Advisory Centre (GTAC)

Health Professions Council of South Africa (HPCSA)

Housing Development Agency (HDA)

Human Sciences Research Council (HSRC)

Independent Development Trust (IDT)

Independent Regulatory Board for Auditors (IRBA)

Industrial Development Corporation (IDC)

Ingonyama Trust Board

Inkomati-Usuthu Catchment Management Agency (IUCMA)

International Trade Administration Commission of South Africa (ITAC)

InvestSA One Stop Shop

iSimangaliso Wetland Park

Judicial Inspectorate for Correctional Services (JICS)

Land and Agricultural Development Bank of South Africa (Land Bank)

Legal Aid South Africa

Lepelle Northern Water

Magalies Water

Mandela Bay Theatre Complex

Media Development and Diversity Agency (MDDA)

Mhlathuze Water

Mine Health and Safety Council (MHSC)

Mintek

Municipal Infrastructure Support Agent (MISA)

Mpumalanga Economic Growth Agency (MEGA)

National Advisory Council on Innovation (NACI)

National Agricultural Marketing Council (NAMC)

National Archives and Records Service of South Africa (NARSSA)

National Arts Council of South Africa (NAC)

National Consumer Commission (NCC)

National Consumer Tribunal (NCT)

National Credit Regulator (NCR)

National Development Agency (NDA)

National Economic Development and Labour Council (NEDLAC)

National Electronic Media Institute of South Africa (NEMISA)

National Empowerment Fund (NEF)

National Energy Regulator of South Africa (NERSA)

National Film and Video Foundation (NFVF)

National Gambling Board (NGB)

National Health Laboratory Service (NHLS)

National Heritage Council South Africa (NHC)

National Home Builders Registration Council (NHBRC)

National House of Traditional Leaders (NHTL)

National Housing Finance Corporation SOC Ltd (NHFC)

National Institute for the Humanities and Social Sciences (NIHSS)

National Library of South Africa (NLSA)

National Lotteries Commission (NLC)

National Metrology Institute of South Africa (NMISA)

National Nuclear Regulator (NNR)

National Radioactive Waste Disposal Institute (NRWDI)

National Regulator for Compulsory Specifications (NRCS)

National Research Foundation (NRF)

National Skills Fund (NSF)

National Student Financial Aid Scheme (NSFAS)

National Youth Development Agency (NYDA)

Office of Health Standards Compliance (OHSC)

Office of the Ombud for Financial Services Providers (FAIS Ombud)

Office of the Pension Funds Adjudicator (OPFA)

Office of the Tax Ombud (OTO)

Office of the Valuer General

Onderstepoort Biological Products (OBP)

Overberg Water Board

Passenger Rail Agency of South Africa (PRASA)

Performing Arts Centre of the Free State (PACOFS)

Perishable Products Export Control Board (PPECB)

Petroleum, Oil and Gas Corporation of South Africa (PetroSA)

Ports Regulator of South Africa

President's Fund

Private Security Industry Regulatory Authority (PSIRA)

Productivity SA

Property Practitioners Regulatory Authority (PPRA)

Public Investment Corporation SOC Ltd (PIC)

Quality Council for Trades and OCCupations (QCTO)

Railway Safety Regulator (RSR)

Rand Water

Randburg Chamber of Commerce and Industry (RCCI)

Road ACCident Fund (RAF)

Road Traffic Infringement Agency (RTIA)

Road Traffic Management Corporation (RTMC)

Sasria SOC Ltd

SENTECH

Small Enterprise Development Agency (SEDA)

Small Enterprise Finance Agency (SEFA)

Social Housing Regulatory Authority (SHRA)

South African Airways (SAA)

South African Board for Sheriffs

South African Broadcasting Corporation SOC Limited (SABC)

South African Bureau of Standards (SABS)

South African Civil Aviation Authority (SACAA)

South African Council for Educators (SACE)

South African Council for Natural Scientific Professions (SACNASP)

South African Council for Social Service Professions (SACSSP)

South African Council for the Architectural Profession (SACAP)

South African Council for the Landscape Architectural Profession (SACLAP)

South African Council for the Project and Construction Management Profession (SACPCMP)

South African Council for the Property Valuers Profession (SACPVP)

South African Council for the Quantity Surveying Profession (SACQSP)

South African Diamond and Precious Metals Regulator (SADPMR)

South African Forestry Company SOC Limited (SAFCOL)

South African Health Products Regulatory Authority (SAHPRA)

South African Heritage Resources Agency (SAHRA)

South African Institute for Drug-Free Sport (SAIDS)

South African Library for the Blind (SALB)

South African Local Government Association (SALGA)

South African Maritime Safety Authority (SAMSA)

South African Medical Research Council (SAMRC)

South African National ACCreditation System (SANAS)

South African National Biodiversity Institute (SANBI)

South African National Council for the Blind

South African National Energy Development Institute (SANEDI)

South African National Parks (SANParks)

South African National Space Agency (SANSA)

South African Nuclear Energy Corporation (NECSA)

South African Post Office (SAPO)

South African Postbank (SOC) Ltd

South African Qualifications Authority (SAQA)

South African Reserve Bank (SARB)

South African Revenue Service (SARS)

South African Social Security Agency (SASSA)

South African Tourism

South African Veterinary Council (SAVC)

South African Weather Service

Special Investigating (Unit SIU)

State Diamond Trader

State Information Technology Agency (SITA)

Takeover Regulation Panel (TRP) Technology Innovation Agency (TIA)

Telkom

The South African National Roads Agency SOC Ltd (SANRAL)

Trans-Caledon Tunnel Authority (TCTA)

Transnet SOC Ltd

Umalusi - Council for Quality Assurance in General and Further Education and Training

Umgeni Water

Unemployment Insurance Fund (UIF)

Universal Service and ACCess Agency of South Africa (USAASA)

Universities South Africa (USAf)

Water Research Commission (WRC)

NATIONAL GOVERNMENT DEPARTMENTS

Civilian Secretariat for Police Service (CSPS)

Department of Agriculture, Land Reform and Rural Development (DALRRD)

Department of Basic Education (DBE)

Department of Communications and Digital Technologies (DCDT)

Department of Cooperative Governance (DCoG)

Department of Correctional Services (DCS)

Department of Defence (DoD)

Department of Employment and Labour (DEL)

Department of Forestry, Fisheries and the Environment (DFFE)

Department of Health (DoH)

Department of Higher Education and Training (DHET)

Department of Home Affairs (DHA)

Department of Human Settlements (DHS)

Department of International Relations and Cooperation (DIRCO)

Department of Justice and Constitutional Development (DoJ&CD)

Department of Military Veterans (DMV)

Department of Mineral Resources and Energy (DMRE)

Department of Planning, Monitoring and Evaluation (DPME)

Department of Police (SAPS)

Department of Public Enterprises (DPE)

Department of Public Service and Administration (DPSA)

Department of Public Works and Infrastructure (DPWI)

Department of Science and Innovation (DSI)

Department of Small Business Development (DSBD)

Department of Social Development (DSD)

Department of Sport, Arts and Culture (DSAC)

Department of Tourism (DT)

Department of Trade, Industry and Competition (the dtic)

Department of Traditional Affairs (DTA)

Department of Transport (DOT)

Department of Water and Sanitation (DWS)

Department of Women, Youth and Persons with Disabilities (DWYPD)

NON-GOVERNMENT ORGANISATIONS

FOUNDATIONS

Dell Development Fund

Financial Sector Transformation Council

Good Work Foundation

Naspers Labs

National Film and Video Foundation

NXT Pulse Foundation

National Research Foundation

Road Accident Fund

Small Enterprise Foundation

Telkom Foundation

The Unlimited Child

Tshepiso Mokoena Foundation (TMF)

Vodacom Foundation

Zenex Foundation

COMPANIES & ORGANISATIONS

Africa Bio

Business Against Crime South Africa

Business Unity South Africa (Busa)

Cape Chamber of Commerce and Industry

Centre For Early Childhood Development NPC

Cotlands

Durban KwaZulu-Natal Convention Bureau

Federated Hospitality Association of South Africa

Independent Examination Board

Independent Municipal & Allied Trade Union - Imatu

Mimi Women

National Arts Council of South Africa

National Association of Child Care Workers

National Gambling Board

National Home Builders Registration Council

National Small Business Chamber

Nelson Mandela Bay Science and Technology Center

Nelson Mandela Institute for Education and Rural Development

Ntataise ECD Network

Ombudsman for Banking Services

Potatoes SA

Public Servants Association of South Africa

Seda Ethekwini

Siyabonga Africa

Sonke Gender Justice Network

South African Association of Veterinary Technologists

South African Institute for Entrepreneurship

South African Institute of Black Property Practitioners - SAIBPP

South African Institute of Race Relations

South African Property Owners Association

Tshimologo Executive Group

World Wildlife Fund South Africa (WWF SA)

UNIVERSITIES

Nelson Mandela Metropolitan University

North-West University

Rhodes University

Sefako Makgatho Health Sciences University

Sol Plaatje University

University of Cape Town

University of Fort Hare

University of Johannesburg

University of KwaZulu-Natal

University of Limpopo

University of Mpumalanga

University of Pretoria

University of South Africa (UNISA)

University of Stellenbosch

University of the Free State

University of the Western Cape

University of the Witwatersrand

University of Venda

University of Zululand

GRADUATE SCHOOLS

Henley Business School

IMM Graduate School of Marketing

Milpark Business School (Pty) Ltd

Regent Business School

UNISA Graduate School of Business Leadership

University of South Africa Graduate School of Business Leadership (UNISA SBL)

University of Stellenbosch Business School (USB)

Wits Business School

COLLEGES

Boland TVET College

Buffalo City TVET College

Capricorn TVET College

Central Johannesburg TVET College

Coastal TVET College

College of Cape Town for TVET

Eastcape Midlands TVET College

Ehlanzeni TVET College

Ekurhuleni East TVET College

Ekurhuleni West TVET College

Elangeni TVET College

Esayidi TVET College

False Bay TVET College

Flavius Mareka TVET College

Gert Sibande TVET College

Goldfields TVET College

Ikhala TVET College

Ingwe TVET College

King Hintsa TVET College

King Sabata Dalindyebo TVET College

Lephalale TVET College

Letaba TVET College

Lovedale TVET College

Majuba TVET College

Maluti TVET College

Mnambithi TVET College

Mopani South TVET College

Motheo TVET College

Mthashana TVET College

Nkangala TVET College

Northern Cape Rural TVET College

Northern Cape Urban TVET College

Northlink TVET College

Orbit TVET College

Port Elizabeth TVET College

Sedibeng TVET College

Sekhukhune TVET College

South Cape TVET College

South West Gauteng TVET College

Taletso TVET College

Thekwini TVET College

Tshwane North TVET College

Tshwane South TVET College

Umfolozi TVET College

Umgungundlovu TVET College

Vhembe TVET College

Vuselela TVET College

Waterberg TVET College

West Coast TVET College

Western College for TVET

SETAS

Agricultural Sector Education and Training Authority (AgriSETA)

Banking Sector Education and Training Authority (BANKSETA)

Chemical Industries Education and Training Authority (CHIETA)

Construction Education and Training Authority (CETA)

Culture, Arts, Tourism, Hospitality and Sport Sector Education and Training Authority (CATHSSETA)

Education, Training and Development Practices Sector Education and Training Authority (ETDP SETA)

Energy and Water Sector Education and Training Authority (EWSETA)

Fibre Processing and Manufacturing Sector Education and Training Authority (FP&M SETA)

Finance and ACCounting Services Sector Education and Training Authority (Fasset)

Food and Beverage Manufacturing Industry Sector Education and Training Authority (FoodBev SETA)

Health and Welfare Sector Education and Training Authority (HWSETA)

Insurance Sector Education and Training Authority (Inseta)

Local Government Sector Education and Training Authority (LGSETA)

Manufacturing, Engineering and Related Services Sector Education and Training Authority (merSETA)

Media, Information and Communication Technologies Sector Education and Training Authority (MICT SETA)

Mining Qualifications Authority (MQA)

Public Service Sector Education and Training Authority (PSETA)

Safety and Security Sector Education and Training Authority (SASSETA)

Services Sector Education and Training Authority (SSETA)

Transport Education Training Authority (TETA)

Wholesale and Retail Sector Education and Training Authority (W&RSETA)