Author of ‘The Productive Life: From Procrastination to Productivity’
KESHNI MORAR, Venture builder and Investor
JESSIE TAYLOR, Writer
LINDIWE MSIZA
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LUCIA DRAMAT
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DR MICHELE RUITERS
Gordon Institute of Business Science (GIBS)
NELLY MOHALE
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NOMLAYO MABHENA MLILO
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PROFESSOR PARMI NATESAN
CEO, Institute of Directors in South Africa
REHANA RUTTI
Marketing Strategist
SONJA SHEAR
Business Leader and Executive Coach
SUE RAMAUTHAR
Wellness Ambassador and Physiotherapist at SuedeWellness
SURAYA HAMDULAY
Director of Corporate Affairs, Mars
Sub-Saharan Africa
TARA TURKINGTON
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Featured clients
Celebrating 20 Years
As we launch the 20th edition of the Standard Bank Top Women Leaders publication, I can’t help but reflect on the extraordinary journey this brand has taken since its inception.
From the very first issue, our vision was to showcase and celebrate the stories of women trailblazers, visionary leaders, and the companies that champion gender empowerment.
Over the years, this publication has grown into much more than just a publication; it has become a platform of influence, inspiration, and impact.
Working on every edition has been a deeply rewarding experience for me. I have had the privilege of collaborating with leading companies across industries and organisations that not only believe in the advancement of women but also actively invest in creating opportunities, shaping policies, and breaking barriers.
Through these partnerships, I have learnt so much, both professionally and personally.
What stands out most is the meaningful relationships built along the way. These relationships have been the backbone of the publication’s success, forging trust, sparking collaboration, and creating a community committed to driving gender empowerment in South Africa and beyond.
Reaching this 20th edition is not just a celebration of a publication; it is a celebration of progress, partnerships, and purpose. And as we look ahead, the journey continues: amplifying more voices, showcasing more role models, and driving even greater impact.
Here’s to the next chapter of Top Women Leaders, built on the foundation of two decades of excellence and empowerment.
TWAAMBO JUDY CHILESHE HEAD OF BRAND
iva!
The year 2025 is an auspicious oneStandard Bank Top Women Leaders has now been in the vanguard of South Africa’s empowerment journey for 20 years!!!! We need to celebrate!
But there is a caveat - whilst wanting to celebrate our 20-year milestone - and the amazing gender empowerment strides that have been made – I am writing this letter with a bifocal lens, very aware of the long road ahead, making sure no one is left behind.
The content of this, our 20th edition, was conceptualised and created with the above in mind - amplifying our tradition of featuring visionaries, changemakers and trailblazers. It is fitting that on our front cover we feature the Chairman of Standard Bank Group, Nonkululeko Nyembezi,
Editor’s Letter
who in our lead article looks at “Culture as capital: Unleashing Africa’s creative economy for inclusive growth”:
“As Chairman of the Standard Bank Group, I reflect with pride on the journey thus far, and with optimism for the road ahead. Africa’s next chapter will be written not only in boardrooms and balance sheets, but in studios, stages, and stories. And women will be holding the pen.”
Our Foreword this year, entitled “Africa is our home. And together, we will build a future worthy of this promise”, is penned by Barbara Bell, Chief Financial and Value Management Officer, BCB, Standard Bank and is followed by thought leadership articles from 3 powerhouse Standard Bank executives – Italia Mabula, Nerintha Ryan and Zoya Sisulu. Then we pause for a moment to gaze into the rear view and catch up with some of the empowerment cover icons we have celebrated over the years – these include Wendy Appelbaum, Maria Ramos, Dr Glenda Gray, Caster Semenya, Leila Fourie and Dr Anna Mokgokong.
The Inspiring Women section features the following role models: the inimitable Princess of Africa, Yvonne Chaka Chaka; Zinzi Mgolodela, Director, Corporate Social Justice, Woolworths; Terashni Pillay, Swiss RE CEO - Young Global Leader 2025; Parmi Natesan, CEO of the Institute of Directors, SA; Professor Hester Klopper, Vice Chancellor of
the University of Free State; and Dr Mutshidzi Mulondo - Global Young Academy.
In our Features we bring you an update on the scourge of GBVF that our country is facing; and we take a deep dive into: the women making waves on our continent; DEI; the importance of networking; Board composition and the ripple effect of compassion.
Continuing with the powerhouse of empowerment trailblazers, we showcase winners of the Standard Bank Top Women Awards and then zoom into what is happening with the gender agenda across multiple sectors in Women across the Board. Our Tips and Advice segment is followed by the Standard Bank Top Women post event report on the 2024 conference and awards; and last but by no means least is the Standard Bank Top Women Leaders Index of researched, empowered companies.
Thank you to an amazing, indefatigable team who made this publication happen – and here is to a violence-free, genuinely genderempowered future for all.
FIONA WAKELIN | GROUP EDITOR
CHIEF FINANCIAL AND VALUE MANAGEMENT OFFICER
STANDARD BANK BUSINESS AND COMMERCIAL BANKING
Barbara Bell
Foreword
AFRICA IS OUR HOME. AND TOGETHER, WE WILL
BUILD A FUTURE WORTHY OF THIS PROMISE
This year marks a remarkable milestone the 20th anniversary of the Standard Bank Top Women Leaders publication. For two decades, this platform has showcased the visionaries, trailblazers, and changemakers who are shaping Africa’s future. It has chronicled stories of leadership, resilience, and transformation, offering a mirror to our continent’s progress and a window into its boundless potential.
It is especially fitting that this commemorative edition features on its cover a woman whose leadership embodies the very spirit of this publication: Standard Bank’s phenomenal and first female Chairman. Her appointment is not only historic, but also deeply symbolic of the strides we are making toward inclusive leadership and gender equity at the highest levels of corporate governance. Her presence on this cover is a powerful reminder that when women lead, institutions evolve, and societies flourish.
At Standard Bank, our purpose, Africa is our home, we drive her growth, is more than a guiding principle. It is a living commitment that informs every decision we make, every partnership we forge, and every community we serve. And nowhere is this purpose more powerfully expressed than in our dedication to advancing women’s development across the continent.
Women are the heartbeat of Africa’s economies. They are entrepreneurs, innovators, caregivers, and leaders. They build businesses, nurture families, and strengthen communities. At Standard Bank, we believe that unlocking the full potential of women is not just a moral imperative, it is an economic one. When women rise, Africa rises.
That is why we are deeply committed to driving women’s development through targeted initiatives, inclusive financial solutions, and strategic partnerships. From our Women in Banking leadership programmes to our support for femaleowned SMEs, we are investing in the future of women, not just as beneficiaries, but as architects of Africa’s growth story.
In my role as Chief Financial and Value Management Officer of Business and Commercial Banking, I have the privilege of witnessing the transformative power of enterprise development across the continent. Small and medium-sized enterprises form the backbone of Africa’s economic landscape, driving innovation, resilience, and opportunity. Within this vibrant sector, women continue to shape communities and redefine possibilities, proving to be a remarkable force for progress.
Female entrepreneurs bring unique perspectives, resilience, and innovation to the marketplace. They build businesses that are not only profitable but also socially conscious and community oriented. They reinvest in education, healthcare, and local development. They create jobs, foster inclusion, and drive sustainable growth. Supporting female entrepreneurship is not just about equity, it is about unleashing a wave of economic energy that can transform Africa from the ground up.
Standard Bank is proud to be a catalyst in this journey. Through our Enterprise Development programmes, we provide tailored financial products, capacity-building support, and access to networks that help entrepreneurs scale and succeed. We understand that capital alone is not enough.
Entrepreneurs need mentorship, market access, and a supportive ecosystem that nurtures their ambitions. That is why we are
building bridges, between entrepreneurs and investors, between ideas and execution, between dreams and impact.
But our commitment goes beyond programmes and products. It is embedded in our culture, our leadership, and our values. We are intentional about creating spaces where women can lead with confidence, where diverse voices are heard, and where inclusive growth is not an aspiration but a reality. We are proud of the women who lead within Standard Bank, across our branches, our boardrooms, and our business units. Their leadership is a testament to what is possible when talent is nurtured, potential is recognised, and purpose is aligned.
As we celebrate this 20th anniversary edition, we also celebrate the legacy of leadership that has brought us here, and the future we are building together. This publication is a tribute to those leaders. To the trailblazers who are redefining industries, challenging norms, and building legacies. It is a celebration of excellence, of courage, of discipline and of the quiet power of persistence. It is also a reminder to all of us that leadership is not about titles. It is about impact.
To every woman entrepreneur reading this: your journey matters. Your vision matters. And your growth is our growth. We see you; we support you, and we believe in your power to shape the future of Africa.
To our partners, stakeholders, and colleagues: let us continue to walk this path together. Let’s invest in inclusive growth, champion enterprise development, and stay true to our purpose. Because when we drive Africa’s growth, we drive our own.
Warm regards,
Barbara Bell
Nonkululeko Nyembezi
CHAIRMAN, STANDARD BANK GROUP
Culture as capital: Unleashing Africa’s creative economy for inclusive growth
By Nonkululeko Nyembezi
REFRAMING CULTURAL EXPRESSION AS ECONOMIC INFRASTRUCTURE
As Africa advances towards inclusive and sustainable development, one of its most dynamic yet underutilised assets is culture. Beyond heritage and tradition, culture represents a form of capital, an economic driver, a social integrator, and a global identity marker. Within the continent’s evolving growth narrative, the creative economy warrants recognition as a strategic sector with transformative potential.
The 20th anniversary of the Standard Bank Top Women Leaders publication presents a timely opportunity to reflect on the role of creative industries in shaping Africa’s future. Women creators, entrepreneurs, and leaders are central to this movement, redefining innovation and economic participation across the continent.
Africa’s creative industries, including fashion, film, music, literature, design, and digital arts, are experiencing rapid growth and global recognition.
According to UNESCO, the global creative economy contributes over US$2.25-trillion annually and supports nearly 30 million jobs worldwide.
While Africa currently accounts for a share of this output, the continent’s creative sector is poised for significant expansion, fuelled by a digitally connected and youthful population,
From Nollywood’s cinematic rise to the global resonance of Afrobeats, African creativity is influencing international markets and reshaping global narratives. Yet, the sector remains undercapitalised, fragmented,
and vulnerable to exploitation. Addressing these challenges calls for a collaborative, multi-stakeholder approach, one in which financial institutions can play a catalytic role by supporting the development of sustainable creative ecosystems.
SUPPORTING CREATIVITY: STANDARD BANK’S ENGAGEMENT
Standard Bank recognises the creative economy as a vital contributor to Africa’s development and actively supports initiatives that foster cultural innovation and creative entrepreneurship. Across the continent, the Bank engages with platforms that promote artistic expression, intellectual property awareness, and inclusive participation.
In South Africa, flagship initiatives such as the Standard Bank Young Artist Awards, presented annually at the National Arts Festival in Makhanda, have become a launchpad for emerging talent across disciplines. The Standard Bank Joy of Jazz Festival in Johannesburg celebrates musical excellence and provides a global stage for African artists. The Standard Bank Art Lab in Sandton offers a collaborative space for visual experimentation, while the Standard Bank Gallery and Corporate Art Collection showcase both contemporary and historical African works.
Beyond South Africa, Standard Bank’s cultural footprint extends to:
• Mozambique, where the Bank has supported music and dance festivals that preserve indigenous traditions
• Namibia, through partnerships with visual arts exhibitions and youth arts education programmes
• Nigeria, via engagement with creative hubs and fashion incubators that support entrepreneurial growth
• Kenya, through collaborations with digital art platforms and film collectives that amplify East African storytelling
• Ghana, where the Bank has participated in cultural forums exploring the intersection of heritage and innovation
Internationally, Standard Bank has showcased African creativity on global stages, including the “Continent on the Move” exhibition at the World Economic Forum in Davos, which featured works from its Corporate Art Collection and highlighted Africa’s evolving cultural and infrastructural landscape. Through these diverse partnerships, Standard Bank contributes to mentorship, ecosystem-building, and capacity development across the creative sector.
GENDER
EMPOWERMENT
IN THE CREATIVE ECONOMY
Standard Bank also recognises that creativity is not gender neutral. Women remain underrepresented despite being central to the sector’s vitality. For two decades, the Standard Bank Top Women platform has elevated gender empowerment as a foundational element of economic transformation.
MILESTONES IN GENDER EMPOWERMENT
The Top Women initiative highlights gender-inclusive excellence through:
• Longevity and influence: Two decades of consistent advocacy and recognition
• Leadership recognition: Awards for entrepreneurs, innovators, and executives across sectors
• Sectoral diversity: Spotlighting women in mining, technology, and creative industries
• Network building: Annual conferences convening global icons and entrepreneurs
• Thought leadership: Masterclasses, podcasts, and publications addressing financial wellness, leadership, and work-life balance
CATALYSTS OF CHANGE: IMPACT OF AWARDEES
The legacy of the Top Women Awards is reflected in its laureates:
• Zeenat Ghoor (2019): Director of Aspire Consulting, advancing inclusive leadership and social impact
• Veronica Motloutsi (2018): CEO of SmartDigital Solutions, driving digital transformation
• Lynette Magasa (2017): Telecommunications pioneer, championing mentorship and resilience
• Sarisa Ferreira (2016): Agripreneur and former Paralympian, redefining entrepreneurship through innovation
I reflect with pride on the journey thus far, and with optimism for the road ahead
These women are not only success stories, but they are also change agents, reshaping industries and redefining leadership across Africa.
CULTURE AS A VECTOR FOR UNITY AND DEVELOPMENT
Beyond its economic value, the creative economy is a powerful tool for nationbuilding and social cohesion. Artistic expression reflects collective memory, fosters empathy, and strengthens civic pride. In Africa’s diverse cultural landscape, creativity serves as a unifying force, challenging stereotypes, amplifying indigenous narratives, and cultivating shared identity.
There is growing recognition among financial institutions that culture is more than a branding opportunity, it is a developmental lever. Supporting cultural capital can enhance dignity, resilience, and unity across communities.
ENABLING ARTISTIC ENTREPRENEURSHIP
To unlock Africa’s creative potential, enabling conditions must be strengthened. These include:
• Access to finance: Flexible funding models suited to creative project lifecycles
• Intellectual property protection: Legal frameworks that safeguard creators’ rights and ensure fair compensation
• Market access: Platforms, festivals, and trade missions that connect creatives to global audiences
• Capacity building: Incubators, mentorship, and training programmes that integrate business skills with artistic talent
Standard Bank continues to engage with partners and platforms that advance these goals, particularly those that
elevate women-led ventures and foster inclusive growth.
WOMEN AS ARCHITECTS OF AFRICA’S CREATIVE FUTURE
Looking ahead, it is essential that women are not only participants in the creative economy, but they must also be its architects. The Standard Bank Top Women platform remains committed to spotlighting female creatives, supporting women-led enterprises, and building networks that empower women to shape Africa’s cultural narrative.
We envision a continent where a young girl in Soweto can aspire to be a filmmaker, designer, or tech innovator, and access the tools, mentorship, and opportunities to realise that vision. Where creativity is not a luxury, but a livelihood.
HONOURING VISIONARIES, DRIVING TRANSFORMATION
The 2025 Standard Bank Top Women Awards will celebrate those who have translated vision into impact, women who are building businesses, shaping culture, and driving inclusive growth. The platform will continue to champion gender empowerment as a cornerstone of sustainable development.
Since its inception in 2003, the Standard Bank Top Women Awards have championed trailblazers whose influence extends far beyond national borders. These awards have consistently recognised and elevated high-calibre leaders, women whose journeys exemplify global leadership, innovation, and transformative impact.
Standard Bank also recognises that creativity is not gender neutral. Women remain underrepresented despite being central to the sector’s vitality
AMONG THESE PHENOMENAL WOMEN:
• Linda Mabhena-Olagunju secured a landmark US$3.3-billion wind farm deal and earned a place on Oprah’s prestigious “Power List.”
• Mpumi Madisa broke barriers as the first Black woman CEO of Bidvest and was later named one of Forbes’ “World’s Most Powerful Women.”
• Phuti Mahanyele-Dabengwa was honoured as Forbes Woman Africa’s “Business Woman of the Year,” spotlighting her visionary leadership.
• Dr Thuli Madonsela, renowned for her integrity and advocacy, was featured on Time magazine’s “100 Most Influential People” list.
These women are not only celebrated for their achievements, but they also embody the enduring legacy of the Top Women platform: to inspire, empower, and shape a future where African women lead boldly on the global stage.
As Chairman of the Standard Bank Group, I reflect with pride on the journey thus far, and with optimism for the road ahead. Africa’s next chapter will be written not only in boardrooms and balance sheets, but in studios, stages, and stories. And women will be holding the pen.
Italia Mabula
EXECUTIVE GROUP HEAD OF BRAND AND MARKETING FOR STANDARD BANK
The new brand frontier: Navigating disruption with purpose
By Italia Mabula
BUSINESS AND COMMERCIAL BANKING WE BELIEVE THAT TECHNOLOGY SERVES ITS PURPOSE WHEN IT ENABLES US TO BE MORE HUMAN
As the Executive Group Head of Brand and Marketing for Standard Bank Business and Commercial Banking, my role is to navigate disruption on a massive scale. But in many ways, our challenges are a microcosm of the very disruption our entrepreneurial clients face every day. Just as they must adapt to shifting markets and new technologies, so too must we. The era of traditional marketing is over; today, success belongs to those who embrace strategic thinking, harness the power of data, and use cutting-edge technology to foster genuine human connection.
ITALIA MABULA
STRATEGIC THINKING IN AN ERA OF “NOISE”
In a world saturated with digital noise, a brand’s greatest asset isn’t its budget, it’s its clarity of purpose. Every financial institution claims to support small businesses, but our brand promise goes beyond a simple marketing slogan. We believe in being a partner in growth, and that promise guides every strategic decision we make.
We’re not aiming to be the loudest voice in the room; we’re focused on being the most relevant one. This means understanding an entrepreneur’s journey from a place of empathy and using that insight to build a brand that resonates on a deeper level.
Our brand strategy is built on a foundation of strategic clarity. We deliberately choose to focus on the moments that matter most to entrepreneurs: securing a loan to expand, managing cash flow during a crisis, or navigating the complexities of cross-border trade. By prioritising these specific needs, we transform a broad brand promise into a tangible value proposition. This laser-like focus allows us to cut through the clutter and create a brand that is not just seen but truly felt.
AI AND DATA: THE INVISIBLE ARCHITECTS OF RELEVANCE
Today, brand relevance is architected by data. We’ve moved from “big data” to “smart insights,” where AI and machine learning are no longer futuristic concepts, but essential tools that enable us to serve our clients with unparalleled precision.
For us, data isn’t just about segmenting audiences for advertising; it’s about building a living, breathing understanding of our clients. We use AI to analyse market trends, client behaviour, and even social sentiment to anticipate their needs before they do. For example, our algorithms can detect patterns in a client’s transaction data that might signal an upcoming need for a loan or a potential cash flow issue. This should enable our relationship managers to reach out with proactive, personalised advice, transforming a reactive banking service into a proactive partnership.
This data-led decision-making extends to our content strategy. Instead of guessing what content entrepreneurs need, data tells us. We analyse what topics resonate most, from articles on navigating supply chain challenges to webinars on digital marketing, and aim to use those insights to create a content ecosystem that is genuinely helpful and deeply relevant.
This approach ensures that every piece of communication we put out is a valuable resource that helps our community of entrepreneurs thrive.
COMMUNITY AND THE HUMAN TOUCH: WHERE TECH MEETS TRUST
In an age of automation, the human touch becomes even more valuable. Our technology isn’t designed to replace human connection; it’s built to amplify it. The goal of our data-driven strategy is to free up our teams to focus on what matters most: building trust and nurturing relationships.
We’re not aiming to be the loudest voice in the room; we’re focused on being the most relevant one
Our commitment to inclusive growth is where this blend of technology and humanity truly shines
We believe that technology serves its purpose when it enables us to be more human. Our AI-driven insights empower our brand team to craft more authentic stories, as well as to enable our bankers to have more meaningful conversations. It’s about using every tool at our disposal to ensure that when an entrepreneur interacts with Standard Bank, they feel seen, heard, and understood.
Our commitment to inclusive growth is where this blend of technology and humanity truly shines. We use data to identify and support women entrepreneurs, recognising that their success is a powerful driver of community and economic prosperity.
THE FUTURE IS A PARTNERSHIP
The brand frontier is no longer about one-way communication; it’s about a two-way partnership. By embracing strategic clarity, leveraging AI, and using data to fuel human connection, we are not just building a brand, we are co-creating a future where entrepreneurs have the tools and support, they need to turn disruption into opportunity. For us, this isn’t just marketing; it’s our purpose.
ITALIA MABULA
Nerintha Ryan
HEAD: PEOPLE AND CULTURE, BUSINESS AND COMMERCIAL BANKING, STANDARD BANK
Leading with purpose: Empowering women and driving inclusive growth across Africa
By Nerintha Ryan
MENTORSHIP IS A POWERFUL TOOL. IT ALLOWS SEASONED PROFESSIONALS TO SHARE WISDOM, BUILD CONFIDENCE, AND BROADEN PERSPECTIVES
In my role as Head of People and Culture for Business and Commercial Banking (BCB) at Standard Bank, I am entrusted with one of the most meaningful responsibilities, developing our most valuable asset: our people. Leadership development, to me, is not just about professional advancement - it is about cultivating leaders who embrace personal growth and understand the profound impact they have in unlocking the diverse potential of others. When our people feel seen, supported, and valued, we create a multiplier effect, growing careers, improving livelihoods, and inspiring the next generation.
REDEFINING SUCCESS THROUGH EMPOWERMENT
As a woman leading People and Culture, success is deeply personal. Women wear many hats - mother, sister, wife, daughter, aunt, leader - and each role shapes how we show up at work. True empowerment means creating a culture where women don’t have to choose between these roles but are supported to thrive in all of them. When women are valued in their wholeness, we move beyond narrow definitions of success and embrace the richness of our contributions, in our homes, communities, workplaces, and society.
ALIGNING PURPOSE WITH CONTINENTAL GROWTH
My passion has always been about unlocking human potential. That means helping people discover and realise their strengths, even those they didn’t know they had. Within BCB, this translates into creating conditions where our people can stretch, grow, and lead. Africa is on the cusp of a demographic transformation, poised to have the youngest population in the world. This presents an extraordinary opportunity. By investing in our youth and nurturing their potential, we are securing Africa’s future. That’s why Standard Bank’s purpose, “Africa is our home, we drive her growth”, resonates so deeply with me. When we invest in our people, we unleash growth for an entire continent.
PROGRESS AND POSSIBILITY FOR WOMEN IN BANKING
Having worked across various facets of human capital, I’ve witnessed the power of progress firsthand. More women are stepping into leadership roles. More diverse voices are shaping decisions, and there’s a growing recognition that gender equity is not optional, it’s essential. Yet, our greatest opportunities still lie ahead. Across Africa there is untapped potential among
women in emerging sectors, from agriculture and fintech to manufacturing and creative industries. My role is to ensure that we build a robust pipeline of talented women leaders and accelerate their progression.
TACKLING PERSISTENT CHALLENGES
Despite the progress, women continue to face persistent challenges in corporate environments. Gender bias, limited access to networks, and the pressure of juggling multiple roles are just a few. One of the most difficult realities is that women often feel they must adapt or dilute their identity to succeed.
That is not acceptable. True progress means creating workplaces that are inclusive, safe, and supportive, where women can be themselves and know their contributions are essential and valued. At Standard Bank, we are intentional about building environments where women are set up to succeed and can embrace the abundant growth opportunities available to them.
FINANCIAL INCLUSION AS A CATALYST FOR CHANGE
When women entrepreneurs succeed, the impact is exponential. In Africa, women make up around 58% of the continent’s self-employed population, yet they receive significantly less access to finance than men. And yet, when women do access capital, they are more likely to reinvest in their families, communities, and education, creating generational impact. We’ve seen this in action, from female clients driving agricultural innovation in Kenya to tech-enabled SMEs led by women in South Africa and Nigeria.
My role is to bridge these worlds, ensuring that the culture of inclusive growth we foster inside the Bank reflects the impact we want to see across the continent. BCB must be a place where women, whether employees or clients, can grow, lead, and thrive.
The future of leadership in Africa will be younger, more digital, more inclusive, and more human
THE POWER OF MENTORSHIP AND VISIBILITY
I stand where I am today because of leaders who believed in me, trusted me, and encouraged me to own my contribution. That’s why I’m passionate about doing the same for others. Mentorship is a powerful tool. It allows seasoned professionals to share wisdom, build confidence, and broaden perspectives. It also strengthens the practice of self-reflection and intentional leadership.
Leadership visibility is equally critical. In a post-pandemic world, employee engagement has become more complex. Progressive People and Culture practices are key to accelerating career growth and driving business performance. It starts with attracting diverse talent, creating equal development opportunities, and building environments of trust. Through mentorship, skills investment, and career development support, we ensure that women feel confident and equipped to make their best contribution.
BOLD ACTION FOR GENDER PARITY
Across Africa, we’ve made significant strides toward gender parity, but we still have a long way to go. Women make up half of the continent’s workforce yet hold only around 14% of executive roles and fewer than 7% of C-suite positions. The imbalance is clear. To change this, we need bold and consistent action, achieving pay equity, driving inclusive succession practices, and modernising our approach to people investments.
We also know that when women lead, the impact is profound. Global studies show that companies with higher representation of female leaders consistently outperform on innovation and profitability. Driving gender equity is not just a moral imperative, it’s a strategic advantage. It’s our responsibility to ensure that leadership in Africa reflects the vibrant, diverse, and dynamic nature of our continent.
CULTURAL SHIFTS THAT INSPIRE
Looking ahead, I’m excited by the cultural shifts that allow women to lead authentically. This means creating new spaces for women to thrive, hybrid work models that offer flexibility, digital platforms that break down traditional barriers, and cross-border collaboration that gives African women leaders a global stage. The future of leadership in Africa will be younger, more digital, more inclusive, and more human. I’m proud that our people strategy is preparing us for exactly that.
A MESSAGE TO EMERGING WOMEN LEADERS
To the emerging women leaders shaping the future of work, leadership, and impact across Africa, my message is simple: Africa needs you in all your fullness. As women, we wear many hats, and each role enriches our strength and resilience. Don’t ever feel that you need to shrink or choose between these roles. Lead with courage and authenticity. Every time you rise as your whole self, you make it easier for another woman to do so too.
This is a pivotal moment for Africa. The choices we make today in how we invest in people, how we shape culture, and how we empower women, will define the future of our continent. At Standard Bank, we are committed to driving inclusive growth, unlocking human potential, and building a future where every woman can lead, thrive, and make her mark. Let’s rise together!
Zoya Sisulu
HEAD: FINANCIAL INSTITUTIONS, CLIENT COVERAGE CORPORATE AND INVESTMENT, BANKING STANDARD BANK
Creating pathways for women to thrive
By Zoya Sisulu
Over the course of my career in banking and finance, spanning more than two decades, I have witnessed significant transformation. When I entered the industry, the presence of women, particularly Black women, in leadership was rare. Today, I am proud to be part of a different reality, one where formidable women lead from the frontlines and redefine what leadership in African finance looks like.
Women are central to African communities, not only as caregivers but as economic contributors
But this shift didn’t happen by accident. It took intention, courage, and the generosity of those who invested in me. And now, it is my responsibility, and my deep privilege, to do the same for others.
PAYING IT FORWARD
I am acutely aware that I stand where I am today because others made the time to teach, mentor, and guide me. That sense of grace has stayed with me and fuels my commitment to open doors for women, especially younger professionals coming into the industry.
I make it a priority to engage with women in a meaningful way, not only to understand their ambitions but also their origin stories. That context helps me support them in ways that are both formal, like creating development opportunities, and informal, such as being a sounding board. Despite the progress we’ve made, the attrition rate for women in finance remains troublingly high, especially as they move through different life phases. I try to offer encouragement and perspective during these moments, sometimes just showing up as someone who sees them and understands.
Returning to Standard Bank has been particularly rewarding. I now lead a team that includes some very impressive women. It brings me joy when clients comment, often with surprise, on the strength of the all-woman teams they encounter across the Bank. It’s a far cry from the early days of my career, when walking into a meeting as the only woman, or person of colour, was the norm.
REDEFINING SUCCESS: WHEN INCLUSION BECOMES STANDARD
To me, true success is not found in titles or accolades. It’s when the representation of women becomes so integrated into the fabric of our organisations that it no longer feels novel. It’s just how we operate.
I’ve loved watching the transformation in banking over the years, from a space that once struggled with diversity to one where cohorts of young women support and uplift each other. It is deeply encouraging. But we’re not done yet. Success will be when we no longer have to design gender-specific interventions, create “special” programmes, or incubate women’s leadership as a separate exercise.
That future is possible, but it requires that we embed representation across every level and every function as a core business standard. And while gender is important, this commitment to inclusion must extend across all forms of identity and background.
ANCHORED IN PURPOSE: THE VALUES THAT GUIDE ME
My leadership journey has always been underpinned by a sense of community and responsibility to the greater good. This is something I inherited from my family, many of whom were deeply involved in the struggle for a just and free South Africa. I grew up watching the daily sacrifices they made for the sake of others, and that sense of mission stayed with me.
I’ve carried that into my professional life, ensuring that the work I do has broader social relevance. Much of my focus has been on financing projects that support sovereign and social infrastructure, solutions that tangibly improve people’s lives. When I reflect on Standard Bank’s slogan, “Africa is our home, we drive her growth”, I see it not just as a corporate vision, but as a personal call to action.
THE PROGRESS WE’VE MADE, AND THE WORK AHEAD
Looking back on the early years of my career, I remember the deep sense of isolation that came with being one of the only young Black women in the room. I would sit in meetings mentally tallying how many women, how many people of colour, how many people under 30 were present. It was my way of searching for a sense of belonging.
Over time, as I built relationships and earned trust, I realised that many people genuinely supported my journey. Today, I
see so many more women who look like me, not only at Standard Bank but across the industry. This gives me hope. Still, a major challenge remains: the drop-off of women from mid-career to leadership. We must find better ways to support women through life transitions, especially motherhood, so that the talented young women we hire as graduates are still with us in the boardroom ten or twenty years later. This is both a systemic and societal issue, and we all have a role to play in fixing it.
CHANGING THE SYSTEM: WHAT NEEDS TO SHIFT
There’s no single solution to the systemic barriers women face in banking, but there are areas we can target. On a societal level, we need to challenge outdated norms around family responsibilities and advocate for a more equitable division of labour at home.
Institutionally, while we’ve made progress in fostering inclusive cultures, we still need to expand women’s networks beyond their immediate teams. These connections are crucial for mentorship, sponsorship, and ultimately visibility. It’s also time to reframe how we support women during key life stages, especially as flexible working arrangements become more widespread.
Importantly, we must examine the data. Where are we losing women? How are
What
promotions being managed? Are we encouraging diverse candidates to step into the process, and are we transparent in how we do so? And let’s not forget the gender pay gap. We have to be honest about where disparities exist and take action to eliminate them.
INCLUSION AS A DRIVER OF GROWTH
Women are central to African communities, not only as caregivers but as economic contributors. Yet, they remain underrepresented in formal employment.
We need targeted policies, financial education, and product innovation to better serve women, particularly those in informal employment or with inconsistent income due to family duties. Studies have shown time and again that financial inclusion of women leads to economic growth, better household stability, and stronger financial institutions. Inclusion isn’t just good ethics, it’s good economics.
THE POWER OF MENTORSHIP AND SPONSORSHIP
In banking, we often speak about the apprenticeship model, and with good reason. No one climbs the ladder alone. Mentorship and sponsorship are critical, not just for women, but for anyone aspiring to lead. When I mentor, I encourage women to identify key influencers in their ecosystems and develop a plan to engage and build a
gives me the most hope for the future is the confidence and boldness I see in the younger generations
relationship with them. Visibility matters. But we also need to challenge our current leaders to expand their sponsorship beyond their comfort zones. We need sponsors who are intentional about knowing and advocating for the full talent pool, not just the familiar faces and loud voices.
HOPE IN THE NEXT GENERATION
What gives me the most hope for the future is the confidence and boldness I see in the younger generations. African women are no longer waiting to be invited into the room, they’re walking in, speaking up, and taking up space across business, science, technology, the arts, and beyond.
Their courage makes it just a little easier for the women who will follow. And that’s how progress is made layer by layer, voice by voice.
A MESSAGE TO YOUNG AFRICAN WOMEN
To every young African woman aspiring to lead, disrupt, and redefine the world: know that you have something meaningful to contribute. The demographics of our continent favour us, we are not a minority, and our perspectives matter.
Be brave. Participate fully. Speak your truth. Don’t shrink to fit the space. Don’t edit yourself for the comfort of others. And most importantly, take control of your story. Our continent needs your voice, your ideas, and your leadership. Let’s create a future where those who come after us walk through doors we have held open with pride and purpose.
Keep
growing.
Getting there isn’t always easy. But it’s worth it.
PROUD LEAD SPONSOR
CELEBRATING
OF GENDER EMPOWERMENT 20 years
JOIN US IN CELEBRATING 20 YEARS OF GENDER EMPOWERMENT WITH OUR COVER ICON CATCH UP!
For 2 decades we have steadfastly dedicated these pages to celebrating those who have contributed to building a future of equality, empowerment, opportunity, diversity and dignity in our country. What better way to reflect on this journey - which continues to be neither easy nor straightforward - than to summon up a selection of our icons who have graced the publication’s cover over the years – and who epitomise the road we are on together. Wendy Appelbaum, Maria Ramos, Glenda Gray, Caster Semenya, Leila Fourie, Dr Anna Mokgokong – what a collective powerhouse of empowerment. We wish to thank our icons and honour every person who has been part of this journey.
WENDY IS A MEMBER OF HARVARD UNIVERSITY’S WOMEN’S LEADERSHIP BOARD AND HARVARD’S GLOBAL ADVISORY COUNCIL AND IS ALSO A MEMBER OF THE INTERNATIONAL WOMEN’S FORUM AND BOARD MEMBER OF SYNERGOS AFRICA
By Fiona Wakelin and Koketso Mamabolo
Wendy Appelbaum continues to be deeply involved in strategic philanthropy, focusing on meaningful investments and social impact.
“I’m still very involved with women’s organisations - like the International Women’s Forum and Women Moving Millions. I love to fight the good fight. As a social activist, I really find the world an unfair place to be. And I think women still need that leg up. So I do quite a bit of mentoring and go to conferences to see what’s happening around the world in terms of women. And slowly but surely I think we are moving up in the world. I must say I still find South Africa to be ahead of the game more than most of them. To which we can really thank Nelson Mandela who put women into the forefront.
“I’m a fighter. I know I was born like that. I’m going to die like that, I promise you. I’m going to go down fighting, making things happen and getting things done. In the wine industry we started this Cape wine auction where we put back into the education of the kids so that we can actually take them out of poverty. Because there’s a terrible cycle. So it’s schooling and feeding programmes and extra murals and trying to keep the kids stimulated and educated. So, that takes quite a bit of time, which I really do enjoy. And I think we’re having great success.”
She holds various directorships, trusteeships and is a member of numerous organisations registered both in South Africa and abroad including the Wits Donald Gordon Medical Centre (Pty) Ltd, a postgraduate teaching hospital of the University of the Witwatersrand which trains doctors from around the continent; The Donald Gordon Foundation, the largest private charitable foundation in Africa; the World Wide Fund for Nature South Africa (WWF-SA). She is a director of Sphere Holdings (Pty) Ltd, a black empowerment company focused in the financial services and mining sectors and a Director of WESGRO (Western Cape Tourism, Trade & Investment). Wendy is a member of Harvard University’s Women’s Leadership Board and
Harvard’s Global Advisory Council and is also a member of the International Women’s Forum and Board member of Synergos Africa. She was previously the Deputy-Chairman of Women’s’ Investment Portfolio Limited (Wiphold Limited), the first women controlled company to list on theJSE with then-assets in excess of R1-billion.
“One of my favourite things is leaving a ding in the universe and making a difference - and it takes an enormous amount of my energy and time.”
MARIA HAS SERVED ON SEVERAL INTERNATIONAL BOARDS, INCLUDING SANLAM LTD, REMGRO LTD, AND SABMILLER PLC. SHE WAS A NON- EXECUTIVE DIRECTOR OF SAUDI BRITISH BANK, AND CHAIR
OF ANGLOGOLD ASHANTI PLC
By Fiona Wakelin
Maria Ramos M
aria was appointed as Group Chair of Standard Chartered PLC in May 2025.
She was previously appointed an independent non-executive director of Standard Chartered PLC and to the Court of Standard Chartered Bank in January 2021. She was appointed Senior Independent Director of Standard Chartered PLC in September 2022, stepping down prior to becoming Group Chair in 2025.
Maria served as chief executive officer of Absa Group Limited (previously Barclays Africa Group), a diversified financial services group serving 12 African markets, from 2009 to 2019. Before joining Absa, Maria was the group chief executive of Transnet Ltd, the state-owned freight transport and logistics service provider, for five years. Prior to her CEO career, Maria served for seven years as director-general of the National Treasury (formerly the Department of Finance) where she played a key role in transforming the National Treasury into one of the most effective and efficient state departments in the postapartheid administration.
Maria has served on several international boards, including Sanlam Ltd, Remgro Ltd, and SABMiller plc. She was a nonexecutive director of Saudi British Bank, Public Investment Corporation Limited and Chair of AngloGold Ashanti PLC before stepping down in May 2024. She was also a nonexecutive director of Compagnie Financière Richemont SA before stepping down in March 2025.
GLENDA IS THE
CO-PRINCIPAL
INVESTIGATOR OF THE
INTERNATIONAL
NIH-FUNDED HIV VACCINE TRIALS NETWORK, RESPONSIBLE FOR THE MAJORITYOF HIV VACCINES CONDUCTED AT A GLOBAL LEVEL
Glenda Gray A
f ter two terms (10 years) as the SAMRC President and CEO, I am now a Distinguished Professor and Director of the Infectious Disease and Oncology Research Institute at the Faculty of Health Sciences at University of Witwatersrand. I am the Co-Principal Investigator of the International NIH-funded HIV Vaccine Trials Network, responsible for the majority of HIV vaccines conducted at a global level. I led the Sisonke COVID-19 vaccine trial, that enabled almost half a million front line health care workers to get their COVID-19 vaccines at a time when the government’s vaccine programmme faltered.)
I am an NRF A rated scientist (international recognised).
This next phase of my career is to build on African solutions for vaccine discovery and manufacturing.
MESSAGE
Women have made tremendous strides in the area of Science, Technology, Engineering and Mathematics. In the area ofmedical research in South Africa, women predominate as the lead scientists.
In some areas of science we see that the glass ceiling is being broken. We must continue to ensure that women develop as leaders in science and address the structural issues that impede progress.
Caster Semenya
MY ROLE IS TO BECOME A VOICE FOR THOSE WHO CANNOT SPEAK OUT
By Fiona Wakelin
In July 2025, The European Court of Human Rights, sitting as Grand Chamber, ruled that a Swiss court had not given Caster a fair trial regarding testosterone regulations and the Swiss were ordered to pay her R1.6-million for expenses.
The Grand Chamber were reviewing the case which concerned statutory requirements adopted by the International Association of Athletics Federations (IAAF, now World Athletics) requiring Caster to decrease her testosterone level below a certain threshold.
This has been a long battle – Caster has been unable to compete in her preferred 800m category since 2018 after refusing to take the drugs to reduce testosterone levels. She was Olympic 800m champion in 2012 and 2016 and world gold medallist in 2009, 2011 and 2017.
Speaking to BBC Sport after the verdict, Caster said: “This is bigger than we ever thought. I don’t think this is about competition. It’s about human rights. It’s about the protection of the athletes.
“My role is to become a voice for those who cannot speak out.”
And Caster has done just that in her book “The race to be myself”, published in 2023.
THESE WORDS APPEAR ON THE FLYLEAF:
“For those who are born different and feel they don’t belong in this world, it is because you were brought here to help create a new one”.
CASTER’S MESSAGE FOR YOUNG GIRLS:
“You can achieve anything. Have passion, love and respect for yourself. Build your own empire – then you can create opportunities for others.”
“For those who are born different and feel they don’t belong in this world, it is because you were brought here to help create a new one”
HERE ARE SOME OF THE CRITICS’ REVIEWS:
‘A compelling insight into her towering resilience and determination.’ Telegraph, Best Sports Books of 2023
‘A story which makes us all interrogate our humanity and the world we build with our actions every day.’ Trevor Noah
‘Her defiance bleeds onto the page.’ Elle
‘For sports lovers and avid readers alike, The Race to Be Myself is as illuminating as it is enjoyable.’ Gay Times
‘An inspirational tale; what it inspires is compassion.’ Guardian
‘Reading Semenya’s story, it’s impossible not to come to admire her.’ Telegraph
‘Her resilience is remarkable given what she faced, and her defiance surely saved her.’ i Newspaper
‘Told with candour, Semenya’s story reminds readers to treat all humans with dignity and that being different does not mean being wrong.’ Lit Hub
Leila Fourie
IN ESSENCE, THE JSE’S MISSION REMAINS UNWAVERING — TO BE A WORLD-CLASS, AFRICAN STOCK EXCHANGE THAT CONNECTS INVESTORS TO GROWTH, AND BUSINESSES TO CAPITAL
As part of our tech enablement journey, we have embarked on a strategic collaboration with Amazon Web Services (AWS) to modernise our core systems. Great inroads have been made over the past year, and we have successfully met several milestones within this journey including the delivery of the AWS cloud foundations, to name a few.
We recently announced a collaboration with Nasdaq to further modernise our technology ecosystem. This collaboration is centred around the development of services for colocation – a service that allows clients to place their trading equipment in the JSE’s data centre to enable faster access to all its markets, data intelligence and insights. Joining forces with Nasdaq, with whom we have a long-standing relationship, will serve to further entrench our tech enablement journey, allowing us to leverage edge computing infrastructure, explore AI to deliver innovative market solutions and drive operational efficiencies. The Nasdaq / AWS market infrastructure will open the door to greater global market interconnectivity with minimal latency, which will support increased liquidity and capital flows between the US and South African capital markets. We will be setting new standards for the industry through innovation and technology that create value for market participants. On the SME front, we are continuing with our commitment to drive the JSE SME Rise initiative, our comprehensive development solution designed to fuel growth in the sector. The programme offers a range of initiatives, including growth solutions, funding readiness, international expansion and capital access.
This year, the JSE has joined forces with the United Kingdom (UK) government’s UK-South Africa Tech Hub to deliver services for the JSE Enterprise Acceleration Programme, an arm of our SME Rise initiative. This collaborative venture aims to support high-potential, tech-focused and tech-enabled medium-sized companies in scaling up their businesses, attracting investment and expanding into new markets. In February we launched the Claim It initiative, a collaborative effort between the JSE and some of the largest companies listed on the JSE to return unclaimed dividends to their rightful owners. This campaign addresses a challenge brought to light by the Financial Sector Conduct Authority’s (FSCA), research indicating that there’s nearly R88.56 billion in unclaimed assets across the financial sector, with R4.5bn in unclaimed dividends. Since the start of the campaign in March, we have received nearly 60 000 applications with over 7 000 already successfully matched to unclaimed dividends — and more matches are being made every day as applications continue to be processed.
We encourage South Africans to visit the Claim It portal to verify whether they are owed unclaimed dividends. People can visit the portal on www.jse.co.za/claimit and complete the online form or contact the JSE Claim It call centre on 0861 401 105 to find out if they are entitled to unclaimed dividends. Moreover, we will be hosting our annual women-focused investment and empowerment initiative, the JSE #SheInvests on 23 August at the Sandton Convention Centre. The event was initiated to create a holistic approach to make the investment landscape accessible for women. It was born out of a need to further women’s economic empowerment and broaden financial literacy.
In essence, the JSE’s mission remains unwavering — to be a world-class, African stock exchange that connects investors to growth, and businesses to capital. We are guided by our commitment to driving a diversified, innovative and inclusive marketplace that fosters resilience and shared prosperity.
As we look forward, I’m reminded that leadership in today’s financial world is no longer defined solely by returns or rankings—but by relevance, resilience and responsibility.
The global spotlight will shine on South Africa this November as we host the G20 Leaders’ Summit for the first time in Africa. Not only is this event symbolic for the continent, but it also represents a strategic opportunity to elevate Africa’s voice on the global stage and showcase our continent’s readiness to lead in shaping the global agenda.
At the Johannesburg Stock Exchange, we are continuing to reimagine the role of capital markets as engines of inclusive and sustainable growth. Whether through green and social bonds, expanding access for emerging issuers, or building frameworks that fund clean energy, education, and affordable housing, our focus remains clear: to move capital with purpose.
From a fiscal perspective, the 2025 National Budget reaffirmed government’s commitment to long-term economic transformation, placing infrastructure and productivity growth at the heart of its strategy. These priorities not only boost investor confidence but also reinforceour role in enabling South Africa’s economic future.
The months ahead will demand agility and ambition. But they will also require empathy, collaboration and a long-term view. Like summiting a mountain, progress is not about reaching the top alone; it’s about creating a path others can follow.
That’s why we are investing in people, mentoring the next generation and reshaping the narrative of whatleadership in finance looks like.
As we navigate the rest of 2025, I invite you to ask not just how we perform, but why we lead. Because when purpose drives performance, the impact endures far beyond the bottom line.
Dr Anna Mokgokong
A RENOWNED ENTREPRENEUR, HUMBLE AND SELFLESS, DR MOKGOKONG, A STANDARD BANK TOP WOMEN LIFETIME ACHIEVER AWARD WINNER, JOINING THE LIKES OF DR PHUMZILE MLAMBO-NGCUKA AND THE LATE JUSTICE YVONNE MOKGORO, IS AN ETERNAL OPTIMIST WHO IS USING THAT PHILOSOPHY OF SERVICE TO CONTRIBUTE TO THE VISION THE COUNTRY HAS ASPIRED TO IN THE LAST THIRTY YEARS OF DEMOCRACY.
Iam currently busy focussing on the energy space, with our energy companies honing in on:
• Green energy - developing infrastructure at the port of Ngqura, a project that I commenced with almost 15 years ago and is now about to reach fruition. This is an impactful project both for society and also the economic and energy landscape of South Africa.
• Partnerships with traditional leaders as well as the North West province and the University of the North West, involving community and economic transformation, looking at:
1. Agriculture
2. Tourism
3. Logistics and infrastructure
LOOKING FORWARD TO
1. Pacing myself. At my age I need to work smarter, create more “me relaxation time”, which is therapeutic in one’s holistic balance to enrich one’s soul.
2. Seeing the economic upliftment of South Africa that brings forth diversity, equality, and poverty alleviation through job creation - this is my dream and wish.
3. Education of the youth, so that they can have a purpose in life and also contribute meaningfully to the growth and development of our country.
A MESSAGE OF INSPIRATION FOR OUR READERS. Let us all enjoy the fruits of our democracy.
My message of inspiration for our readers: “Pray not to lose hope and be pessimistic, but rather to have faith and hope”. This was said by the late Pope Francis - that we must live in hope.
MICHELLE DAVID
Chairperson and Director, Norton Rose Fulbright South Africa Inc.
Michelle David is one of South Africa’s foremost financial services regulatory lawyers and the Chairperson of Norton Rose Fulbright South Africa. With over 20 years of experience, she is widely respected for her strategic legal insight, technical precision, and influence on the country’s regulatory landscape. Michelle advises on the Pension Funds Act, Medical Schemes Act, and FAIS Act, and is frequently called upon to guide high-stakes transactions, resolve complex governance issues, and advise regulators on critical legislative reforms.
She has played a key role in nationally significant legal matters, including providing input to the Health Market Inquiry and the State Capture Commission. Her leadership includes serving as former Chairperson of the Dispute Committee of the Government Employees Medical Scheme (GEMS) and as former National President of the Pension Lawyers Association.
A recognised thought leader and frequent media commentator, Michelle is listed in Who’s Who Legal and has been named an Acritas Star. Her qualifications include a BA, LLB (cum laude), LLM in Pension Law, and a Certificate in Pension Law.
NORTON ROSE FULBRIGHT SOUTH AFRICA INC. CELEBRATING OUR TOP WOMEN
MICHELLE’S FIVE TIPS ON THRIVING IN BUSINESS
1. Build your credibility through consistent excellence
2. Learn to listen — it’s the sharpest tool in any leader’s kit
3. Hold integrity as your north star
4. Nurture talent and invest in your team’s growth
5. Stay curious. The law — and the world — never stop evolving
RAGHEMAH HENDRICKS Director – Norton Rose Fulbright South Africa Inc.
Raghemah leads the real estate finance practice in the Banking & Finance and Projects team in Norton Rose Fulbright South Africa Inc. Known for her clarity of thought, commercial intuition, and solution-oriented style, Raghemah is
widely recognised for her extensive experience advising major commercial banks on high-value real estate transactions across South Africa and other African jurisdictions.
She is deeply committed to mentorship and transformation in the legal profession, playing an active role in the recruitment and development of candidate attorneys. Her academic credentials include a BCom Honours in Business Finance and Investment, and an LLB (cum laude) from the University of the Witwatersrand.
Raghemah has been recognised by Legal 500 as a “Next Generation Partner in Projects and Infrastructure”, and named a “Rising Star Partner”, among other accolades — testament to her growing influence in the legal and finance sectors.
RAGHEMAH’S FIVE TIPS ON THRIVING IN BUSINESS
1. Find a mentor – and be one. Strong relationships are the foundation of great leadership
2. Lead with humility and integrity –they leave the most lasting impression
3. Build a brand that speaks confidently for you, even in your absence
4. Embrace change – innovation lives outside your comfort zone
5. Boundaries are basic rules – you can thrive in every role without sacrificing yourself
ROSALIND LAKE, OF CONSUMER MARKETS AND DIRECTOR, NORTON ROSE FULBRIGHT SOUTH AFRICA INC.
Recognised by Lawdragon as the only South African in its 2025 Leading Global Cyber Lawyers list, she has built a formidable reputation in cyber-breach response, data privacy, competition and consumer-protection law. Rosalind heads up the NRFSA cyber security and data privacy team. Over a two-decade career she has steered clients through some of the most complex data breaches and regulatory investigations, leading multidiscipli nary teams to investigate, contain and remediate incidents while preserving stakeholder trust. Her competitive edge lies in continuously adapting her skill set to emerging areas of law, ensuring she stays ahead of the curve in shifting regulatory and threat landscapes. Rosalind designs governance frameworks, incident-response programmes and bespoke workshops that hard-wire resilience and compliance into organisations. She is noted for her pragmatic and commercial advice.
In a crisis situation, she is the first person CEOs phone to gui them through with clarity and composure. Educated at Rhodes University with a BA LLB LLM, she pairs deep technical insight with strategic acumen and an empathetic leadership style that inspires diverse teams. Beyond practice she mentors young lawyers, speaks widely on competition, consumer protection, data privacy, and cyber law issues, and champions inclusive workplaces where innovation flourishes.
ROSALIND’S FIVE TIPS ON THRIVING IN BUSINESS
1. We all bring our unique perspective. Own it and try to be as authentically you as you can be. This will bring out your very best
2. Learn how to set healthy boundaries for yourself as early as possible. This includes whether you will allow someone else’s opinion about you to impact you
3. Be the leader you wish you had. Use your position to correct the things you were powerless to change before. Be an ally for other women. We achieve great things when we work together
4. Kindness is a superpower, use it wisely and it will take you far. Being kind is not the same as being nice
5. Learn to trust yourself to show up whatever situation presents itself. You cannot control anything or anybody else, but you can control how you respond. Embrace failure as an opportunity for learning and part of life
JACKIE MIDLANE, DIRECTOR AND HEAD OF BANKING & FINANCE AND PROJECTS, NORTON ROSE FULBRIGHT SOUTH AFRICA INC.
Jackie Midlane is the Head of Norton Rose Fulbright South Africa’s Banking & Finance and Projects practice. With over two decades of experience, she is recognised as one of South Africa’s top banking and finance and projects lawyers. Jackie leads complex, cross-border transactions across Africa in project finance, development finance, and asset-backed deals — with particular expertise in the energy, infrastructure, telecoms, and mining sectors.
She is ranked in various legal directories, including Chambers Global, IFLR1000, and Legal500, and was recently recognised in the Hall of Fame for Banking & Finance in Legal 500 2024 — an honour reserved for “lawyers at the very top of the profession, widely known and respected by peers and clients for their longstanding involvement in market-leading work.”
Jackie also serves on the firm’s South Africa management committee.
Her qualifications: BCom, LLB, and postgraduate diplomas in Corporate and Tax Law, from the University of the Witwatersrand.
JACKIE’S FIVE TIPS ON THRIVING IN BUSINESS
1. Think commercially — provide legal advice with commercial solutions
2. Be prepared - Bring practical, workable solutions to the table
3. Leadership – Lead from the front and be decisive and consistent
4. Be Present - Invest in developing teams — it strengthens the whole team
5. Don’t wait for change. Drive it
CANDICE PILLAY, DIRECTOR AND HEAD OF SOCIAL IMPACT LAW, NORTON ROSE
FULBRIGHT SOUTH AFRICA INC.
Candice Pillay leads Norton Rose Fulbright South Africa’s Social Impact practice, which encompasses Pro Bono, Impact Litigation, and Corporate Social Investment. A passionate advocate for access to justice, Candice plays a pivotal role in mobilising legal resources to support the disenfranchised and amplify the voices of vulnerable communities.
She works closely with grassroots entrepreneurs, NPOs, public interest groups, and individual clients to deliver free legal services, governance training, and legal education. Under her leadership, the firm’s partnerships with organisations such as ProBono.Org have flourished, delivering critical legal interventions in matters such as domestic violence, child custody, and community rights. She also acts as the firm’s spokesperson in the media on social justice issues.
Candice has spearheaded several national legal education campaigns and governance training programmes, ensuring legal empowerment is not only accessible but sustainable. Her work reflects a deep commitment to using the law as a tool for transformation and inclusion.
CANDICE’S FIVE TIPS ON THRIVING IN BUSINESS
1. Be your authentic self, businesses are built on trust and relationships. Being yourself, builds trust with your business partners, stake holders and staff
2. It is okay to not know everything, learning is growth and learning slowly and organically helps you grow stronger. This is true for you as well as your business
3. Celebrate small wins. Business is daunting so reward yourself and your team. An appreciated team will work harder to reach new goals
4. Surround yourself with people who match or exceed your passion and potential. If you want to run with the pack, you have to train with the pack
5. Rest
CONTACTS
Address: 15 Alice Lane, Sandhurst, Sandton, 2196
Tel: 011 685 8500
Email: info@nortonrosefulbright.com
Website: www.nortonrosefulbright.com
ABB’S WOMEN REDEFINING POWER, PERFORMANCE & PURPOSE
NATALIE VENTER
Country Holding Officer –ABB South Africa, Corporate Leadership & Governanc e
From governance, legal integrity, to tax matters to engineering innovation, #ABBWomen South Africa are at the forefront of transformation with courage, expertise, and vision for future-fit business strategy.
A CATALYST FOR CHANGE WHILE DRIVING TRANSFORMATION AND GOVERNANCE WITH COURAGE
As Country Holding Officer (CHO), Natalie Venter is driven by her strong leadership ethos of making a positive impact in her various areas of responsibility. Natalie’s position is not only defined by her title but by responsibility, resilience, and a bold commitment to honest leadership. Her role carries significant fiduciary and governance responsibility as it demands precision, accountability, and integrity, all of which Natalie brings with clarity and conviction.
Her leadership has been tested in times of significant organisational change and complexity. During these periods of
uncertainty, Natalie provided calm, principled guidance. She played a key role in reinforcing governance structures, instilling accountability, and re-establishing a culture grounded in ethical oversight and responsible direction. Together with the South African senior management team, they helped foster renewed confidence, positioning the business for long-term resilience and sustainable growth.
Natalie’s professional journey reflects both depth and purpose. Having been in the engineering field for almost 20 years, she has carved out ways in which to work in a male-dominated industry. Her journey spans across various roles from performance and project controlling in the energy and infrastructure sectors, to special projects in business development and strategy. Her journey at ABB began as a Divisional Controller, later she was promoted to Chief Financial Officer in 2020, and soon thereafter she was appointed as the Country Holding Officer (CHO). She is known for leading with authenticity, ownership, and collaborative impact. During challenging times, she did not hesitate to step forward. She engaged in honest dialogue, brought clarity to ambiguity, and fostered transparency. Today, she leads a team dedicated to continuous improvement and ethical business practices, with a strong emphasis on inclusion and accountability.
Natalie’s leadership is not limited to policy and process; it’s reflected in the culture she cultivates, where people feel empowered to act with integrity. She believes that good governance begins with human connection, trust, and the understanding that every decision has an impact.
Beyond the boardroom, Natalie is equally committed to creating change. Her passion for impact extends to helping others
discover their purpose, which is showcased by her sponsoring the in-house coaching programme that is available for all ABB employees. In so doing, Natalie believes that this form of giving back resonates with her motto of “bloom where you’re planted,” which echoes the sentiment that it isn’t just about surviving, it’s about thriving.
Looking to the future, Natalie’s vision is clear. She aims to expand ABB’s local impact through commitment to STEM programmes, ensuring a healthy working environment, and building a legacy.
In summary, Natalie embodies the principles of the Authenticity Paradox as described by Ibarra—balancing personal values with adaptive leadership. Her grounded approach creates a secure, supportive environment that empowers her team to excel and contribute meaningfully toward ABB South Africa’s strategic goals.
“Her leadership has been tested in times of significant organisational change and complexity. During these periods of uncertainty, Natalie provided calm, principled guidance. She played a key role in reinforcing governance structures, instilling accountability, and re-establishing a culture grounded in ethical oversight and responsible direction.”
Corporate Counsel ABB South Africa and SSA-IMEA Region
CHAMPIONING LEGAL INTEGRITY AND INCLUSION ACROSS BORDERS
With over three decades of legal experience and a firm grasp of the nuances that define engineering-led industries, Vilashika de la Guerre brings rare insight and quiet authority to her role as Corporate Counsel and Director at ABB South Africa. Since joining the company in 2020, during the height of a global pandemic, she has provided strategic legal guidance not only locally but across a complex and evolving sub-Saharan landscape.
Her journey at ABB began as Senior Legal Counsel. However, her aptitude for navigating high-stakes legal matters and cross-border regulatory frameworks swiftly elevated her into the leadership fold. Today, her role spans multiple jurisdictions and technical portfolios, which she embraces with trademark clarity and confidence. “No day is the
same, and I love that,” she reflects. “It keeps me sharp and always learning.”
What sets Vilashika apart is her unique blend of legal precision and profound emotional intelligence. As a mother, mentor, and seasoned professional, she brings a lived understanding of the structural challenges women face in highly specialised, often male-dominated fields such as engineering and energy. She is keenly aware that the playing field remains uneven, and she is resolute in her mission to change that.
Vilashika’s commitment to advancing inclusion is not just talk. It’s an action. Through her leadership within ABB’s global women’s development initiative, #ABBWomen, she actively supports high-potential women in navigating pathways to senior leadership. For her, leadership is not about titles, but about legacy: “It’s about creating space for others, driving meaningful change, and ensuring that the women who come after us face fewer barriers.”
This ethos of empowerment extends beyond ABB’s walls. Vilashika is a vocal supporter of the ABB Education Trust, which funds the tertiary studies of black female students in science, technology, engineering, and mathematics (STEM). “This isn’t charity; it’s transformation,” she says. “By investing in women’s education, we’re not only changing individual lives—we’re strengthening the future of our industry.”
Her impact is also personal. Vilashika credits ABB’s flexible work model for enabling her to thrive professionally while remaining present for her daughter, especially during the critical final years of school. “It’s a culture of trust,” she notes. “When women are given the space to deliver without compromise, everyone wins.”
“Vilashika de la Guerre brings more than legal expertise to the table—she brings lived experience. As a mother and mentor, she understands firsthand the challenges women face in specialised, maledominated industries like engineering and energy. Her journey fuels her passion for change, and she’s determined to make the path smoother for those who follow”
Asked what continues to draw her to the legal profession within such a technical setting, her answer is swift and sure: “The people, and the challenge. Especially in South Africa, where change is part of our national DNA, I truly believe we’re uniquely placed to lead the next chapter of gender transformation in STEM.”
For Vilashika, the path forward is clear. Progress demands visibility. “We need to see more women in hard hats, at the helm of boardrooms, on plant sites and on policy panels. The talent is already there. What’s needed now is consistent support.”
As ABB deepens its commitment to ethical, inclusive leadership, Vilashika de la Guerre is not merely steering legal operations. She is helping shape a more equitable, future-focused industry. Her voice is calm, her resolve unshakable, and her vision expansive: integrity across borders and inclusion without exception.
VILASHIKA DE LA GUERRE
MIKATEKO MTSETWENI
Africa Regional Tax Manager – ABB South Africa, Electrification and Automation
REDEFINING LEADERSHIP IN A TECHNICAL WORLD
In a landscape dominated by transformers, turbines, and industrial automation, Mikateko Mtsetweni brings a different but equally essential voice to the table. As the Africa Regional Tax Manager for ABB South Africa, she navigates the intricate terrain of tax strategy, risk governance, and regulatory compliance across multiple African markets. Her role sits at a critical junction where finance meets engineering. She is instrumental in driving ethical business conduct while fortifying ABB’s global tax framework.
Mikateko’s career began in financial services, far from the industrial corridors she now calls home. “Engineering was foreign to me,” she reflects. “But ABB’s culture of global collaboration pulled me in.” Reporting to a tax leader based in Egypt, she quickly became part of a dynamic network that transcends borders and silos, where horizontal and vertical collaboration is not only encouraged but embedded in the way business is done.
What has kept her engaged and growing? “The people,” she says without pause. “And the projects. There’s something powerful about seeing the tangible impact of our work. That, and knowing that tax is taken seriously here. In many companies, it’s often an afterthought, but not at ABB.”
As her leadership journey has unfolded, Mikateko has developed a deep appreciation for the influence and responsibility that come with her role. “We are central to business integrity,” she explains. “We ensure ABB operates with ethics and compliance in every country we touch. That is leadership that goes far beyond spreadsheets. It is about safeguarding reputation and building trust.”
“Mikateko Mtsetweni brings a different but equally essential voice to the table. As the Africa Regional Tax Manager for ABB South Africa, she navigates the intricate terrain of tax strategy, risk governance, and regulatory compliance across multiple African markets.”
However, succeeding in a technically driven and male-dominated space comes with its own set of challenges. “It’s not just about gender. It’s about navigating deeply entrenched technical norms,” she says. “Convincing someone to rethink their approach, especially when it’s worked for decades, requires empathy, clarity, and strategic intent.” She has learned to communicate in a way that resonates with engineers, translating complex tax principles into practical, accessible insights.
Mikateko is also a vocal champion of ABB’s inclusive culture. She points to measurable progress in gender representation, with women in leadership roles globally reaching 21.3% in the most recent reporting period. “We are just 3.7% away from the 25% target
by 2030. Diversity here isn’t a token gesture. It’s a strategy for innovation and sustainable growth.”
That strategy is evident in ABB’s internal initiatives, including global finance leadership programmes, career coaching, and community efforts such as Coding with Your Kids. These programmes are not symbolic. They are intentional investments in developing future-ready women and fostering diverse talent pipelines.
Outside of work, Mikateko is pursuing her MBA while raising a young family. “It’s been a tough but rewarding season,” she admits. “But ABB’s flexibility and real support for education make it manageable.” Her story expands the definition of leadership. It is not limited to titles or boardrooms. It can be found at a tax desk, in negotiation rooms, or in everyday moments that quietly reshape culture.
“Every encounter is an opportunity to build trust and elevate the role of tax,” she concludes. “That is how we move forward. One bridge at a time.”
Global Project Manager, Research & Development – ABB South Africa, Electrification and Automation
THELMA RAMUTLA
ENGINEERING INNOVATION THROUGH INCLUSIVE LEADERSHIP
Thelma Ramutla’s career at ABB is a study in purpose-driven innovation. From spearheading business development in smart buildings to leading global New Product Development (NPD) innovation projects from concept to market within ABB’s Building Automation Business Line, she has established a formidable presence at the intersection of engineering, sustainability, and inclusive leadership. Today, as a Project Leader in Research & Development, she is shaping the future of intelligent, energy-efficient solutions worldwide —proving that leadership is not defined by hierarchy but by influence, clarity, and service. “My leadership is rooted in service,” she says. “To teams, to customers, and to the planet we share.” It’s this ethos that guides her work across functions and time zones, coordinating diverse teams to develop technologies that help meet climate goals and drive energy efficiency across sectors.
Thelma’s journey has been marked by challenges that became catalysts for growth. “In the early days, I often found myself as the lone woman in the room,” she recalls. “Site visits, engineering reviews, planning meetings—I had to assert my voice more firmly just to be heard.” Yet, she remained steadfast in her focus on outcomes, demonstrating that competence, consistency, and courage are the pillars that sustain progress in even the most technically demanding spaces. Thelma’s leadership extends beyond delivery. As a fervent advocate for inclusion in STEM, she actively mentors emerging professionals, currently guiding over five
individuals across industries. “Innovation thrives when everyone belongs,” she says. Her mentorship is not just a formality—it is rooted in shared growth, visibility, and the belief that diverse teams produce more effective solutions.
Thelma highlights ABB’s progress toward its global goal of achieving 25% women in leadership by 2030. “South Africa is gaining momentum,” she notes. “Through mentorship, inclusive hiring practices, and development programmes, we are not just ticking boxes—we’re reshaping what leadership looks like.”
Her advocacy extends into communities. Through ABB’s Corporate Social Investment programme, led by Cynthia Khoali, Thelma plays an active role in ensuring young women see themselves in STEM careers. Whether hosting coding workshops, mentoring future engineers, or speaking at local schools, she understands the transformative power of representation. “These moments shift perceptions,” she says. “They tell girls their place is not just in the classroom, but in the lab, the boardroom, and at the helm of innovation.”ABB’s work in underserved communities is especially meaningful to her. Projects like transforming mobile classrooms into robotics labs or investing in schools such as Mahlenga Secondary School and Minerva Secondary School are not simply corporate initiatives. “They are declarations,” Thelma affirms. “They say to young women: STEM is for you.”
Her vision is unapologetically bold. “I want women’s leadership in engineering to be the norm, not the exception. We need to
“Today,
as a Project Leader in Research & Development, she is shaping the future of intelligent, energyefficient solutions worldwide—proving that leadership is not defined by hierarchy but by influence, clarity, and service. “
move from representation to real inclusion —where capability defines leadership, not gender.”
Quoting Miss Universe 2019, Zozibini Tunzi, she adds: “We should be teaching young girls to take up space. Nothing is as important as taking up space in society and cementing yourself.” And Thelma is doing precisely that—taking up space in boardrooms, laboratories, communities, and conversations that shape the future.
In a world driven by technology and transformation, Thelma Ramutla stands as a potent reminder that authentic leadership is not only about creating solutions but also about creating space for others to thrive. She is building a legacy defined by quiet confidence, bold innovation, and a leadership style that leaves the door open for others to follow.
Website: new.abb.com/africa
Email: contact.center@za.abb.com
Tel: +27 10 202 5000 / +27 10 202 6995
Linkedin: ABB
Facebook: ABB
Twitter: @ABBgroupnews
Instagram: @abbgroup
YouTube: ABB
Nicqui Galaktiou is the Founder and Managing Director of Nicqui Galaktiou Inc., a boutique all female law firm based in Sandton. She is a highly regarded attorney with over two decades of experience in complex commercial litigation, corporate law, media law, and constitutional matters. Nicqui has represented high-profile individuals, corporates, and institutions in precedent-setting cases before the Constitutional Court and the Supreme Court of Appeal. Recognised for her strategic litigation skills and sharp business acumen, she has consistently been ranked among South Africa’s leading legal practitioners. She serves on various boards and is actively involved in mentorship and initiatives empowering women in law. Her ability to blend legal excellence with leadership vision sets her apart as a formidable force in the profession. Nicqui’s advice: Be resilient. Always prepare thoroughly and never underestimate your opponent. Lead with integrity and transparency. Invest in mentorship and uplift others along the way. Finally, embrace innovation and remain fearless in pursuing bold opportunities.
ABOUT THE ORGANISATION
Nicqui Galaktiou Inc is a boutique law firm founded in 2016 and based in Sandton. As a 100% female-founded and led practice, we pride ourselves on delivering specialised legal services with a personal and strategic approach. We are registered with the Legal Practice Council, and our attorneys are members of SARIPA and SAPOA. The firm also serves on various company and bank panels, including the Public Investment Corporation panel. Nicqui Galaktiou Inc is a Level 3 B-BBEE Contributor and actively participates in
NICQUI GALAKTIOU INC.
NICQUI GALAKTIOU – MANAGING DIRECTOR AND FOUNDER OF NICQUI GALAKTIOU INC ATTORNEYS
initiatives such as For Women in Law, gender-based violence platforms, and leadership and mentorship programmes. Nicqui is a member of the Board of the International Women’s Forum South Africa (IWFSA) and the firm supports its various initiatives including Young Leaders Connect. Committed to continuous learning, empowerment, and transformation, Nicqui Galaktiou Inc combines legal excellence with a strong focus on advocacy, and women in law.
CONGRATULATIONS ON WINNING
THE 2024 STANDARD BANK TOP WOMEN LEADERS IN PROFESSIONAL AND SUPPORT SERVICES AWARD. WHAT HAS WINNING THIS AWARD MEANT TO YOU?
Winning this award is more than a personal achievement - it is a testament to the vision, resilience, and collective dedication of our firm. At Nicqui Galaktiou Inc Attorneys, we have always aimed to redefine what leadership in law represents: a blend of excellence, innovation and empowerment. This achievement validates our commitment to winning complex legal battles, advising on intricate corporate matters. It inspires us to remain unapologetically bold, expand opportunities for women in leadership, and encourage future leaders to thrive without compromising authenticity or integrity.
PLEASE SHARE THE SERVICES PROVIDED BY NICQUI GALAKTIOU INC.
We are a boutique law firm specialising in several areas including litigation, commercial law, property law, media law, forensic investigations, employment law, insolvency, and business rescue. Our practice also
extends to mergers and acquisitions, shareholder disputes, alternative dispute resolution, tender disputes, constitutional law, administrative law, company secretarial, and conveyancing. We practice in numerous industries such as telecommunications, engineering, construction, banking and investments as well as mining to name a few.
HOW WOULD YOU DESCRIBE YOUR LEADERSHIP STYLE?
I lead with intuition, passion and fearlessness. I believe leadership is not about being the loudest voice in the room but creating space for others to contribute, grow, and sometimes even fail safely. Leading an all-female team has reinforced for me that leadership also involves showing that you can hold your own in high pressure situations while nurturing others. I see leadership as a continuous dialogue, evolving as I learn from the brilliant women I work alongside.
IN YOUR OPINION WHERE DOES YOUR SECTOR STAND IN TERMS OF GENDER EMPOWERMENT – AND WHAT CAN BE DONE TO IMPROVE?
The legal sector has made progress in opening doors for women, but the upper echelons remain disproportionately male. Representation at partnership and board level is still lacking, often due to entrenched structures rather than ability. To shift this, firms must move beyond token inclusion to real structural change: equitable briefing patterns, transparent pay scales, and intentional mentorship programmes. Women must be trusted with complex, high-value work early, not only once they have already “proven themselves.”
Empowerment in law requires decisive institutional choices that redefine merit in ways that recognise both excellence and diversity.
WHAT ARE YOU LOOKING FORWARD TO IN THE NEAR FUTURE?
I am excited about expanding our firm’s footprint both locally and internationally, particularly in specialised areas like forensic investigations and business crime, data protection, cybercrime and AI . But beyond growth, I am looking forward to deepening our mentorship work - broadening the pipeline for young women who may not yet see themselves reflected in law firm leadership. The near future also holds space for further thought leadership:
contributing to policy discussions, industry panels, and academic spaces where law intersects with gender equity.
PLEASE SHARE A MESSAGE OF INSPIRATION WITH OUR READERS.
Authenticity is your greatest asset - do not shrink it to fit into structures that were not designed for you. Success is not about becoming someone else’s idea of a leader, but about rewriting what leadership looks like for you. There is power in refusing to apologise for ambition and leading with authenticity. Dare to be unique. Dare to be brave. Dare to be YOU!
TURBOREP (PTY) LTD SUPPORTING CUSTOMERS IN THE PETROCHEMICAL,
MINING, OIL AND GAS, RAIL, AND TURBO MACHINERY INDUSTRIES
TurboRep Pty Ltd specialises in the manufacture and supply of mechanical components used on rotating equipment. TurboRep has also expanded its service offerings to include boiler maintenance.
TurboRep Top Woman
Krishalia Pathroo CEO
At TurboRep, we believe in making a positive impact beyond our business. We are dedicated to environmental responsibility by harnessing solar energy to reduce our carbon footprint and practicing responsible waste management through monthly recycling initiatives, with dedicated bins to ensure proper disposal.
Supporting communities and uplifting those in need is central to our mission. Recently, we participated in a blanket drive for the Home of Hope for Girls, providing warmth and comfort to young girls in need. Additionally, we contributed to the North Coast Orphan Courier Fund, demonstrating our commitment to empowering vulnerable children and families.
Safety is at the core of everything we do. We prioritise creating a secure work environment so our employees can return home safely to their loved ones every day. Our organisation has established comprehensive safety protocols and procedures, fostering a culture of care and vigilance.
Compliance is fundamental to our operations. All requests and procurement processes adhere to strict protocols, guided by our “Three-Eye” principleeach step is reviewed and approved to maintain high standards. We continuously monitor market trends, regulations, and competition laws to stay ahead and ensure responsible business practices.
At TurboRep, employee welfare and diversity are fundamental values. We are committed to fostering an inclusive workplace where everyone is valued, respected, and given equal
opportunities to thrive. We believe that empowering our employees, especially women, is key to building a stronger, more equitable future. Gender policies:
WHAT PRODUCTS AND SERVICES DO YOU OFFER?
TurboRep offers the design, manufacture and repair of mechanical components, specialising in model-based definition & topology optimisation for additive, casting, milling, manufacturing, repairs and maintenance. TurboRep (Pty) Ltd has extensive experience in reverse engineering, 3D scanning, general mechanical design, drafting, manufacturing, repairs and maintenance on boilers. We have supported customers in the aviation, mining, oil & gas, rail, and turbo machinery industries.
HOW HAVE YOU IMPLEMENTED GENDER-DRIVEN DEVELOPMENT IN THE WORKPLACE?
At Turborep, we are dedicated to fostering a gender-inclusive workplace that promotes equal opportunities and empowers women at all levels. Our initiatives include:
Leadership Development Programmes: We offer targeted training and mentorship opportunities for women to develop their leadership skills and prepare for advancement within the organisation.
Inclusive recruitment practices: We ensure our hiring processes are unbiased, actively encouraging applications from women and underrepresented groups to build a diverse workforce.
Flexible work arrangements: Recognising the importance of work-life balance, we provide flexible schedules to support employees with diverse needs, including women balancing family responsibilities. On a Friday all staff leave at 1pm to encourage family time. Creating a supportive culture: We promote awareness and sensitivity training to foster a respectful and inclusive environment, addressing
gender biases and encouraging open dialogue. Gender pay equity: We regularly review compensation practices to ensure pay equity across genders, reinforcing our commitment to fairness.
Employee resource groups: We facilitate women’s networks and support groups that provide mentorship, networking opportunities, and a platform for voices to be heard. We also offer loans for women in the organisation for example if they want to buy a home , car etc.
Through these initiatives, TurboRep aims to create a workplace where gender-driven development is not just a policy but a core value, ensuring all employees can thrive and contribute to our shared success.
WHAT SETS YOUR COMPANY APART FROM THE COMPETITION?
TurboRep (Pty) Ltd is fully capable of developing products with similar tool sets used by large OEM’s thereby enabling both our clients and us the ability to get to market faster. TurboRep (Pty) Ltd offers a turnkey solution from conceptualisation phase all the way to successful manufacture and repairs.
WHAT HAVE BEEN YOUR GREATEST CHALLENGES AND SUCCESSES?
The biggest challenge is trying to get business in the rotating equipment sector which is male dominated and requesting them to give TurboRep a chance
DO YOU HAVE A MESSAGE OF INSPIRATION FOR OUR READERS?
My greatest challenge has been breaking into the male-dominated rotating equipment sector and convincing potential clients to give TurboRep a chance. Despite the obstacles, I have also achieved success in establishing relationships and gaining trust within the industry. Lastly, never give up, the challenge is worth it.
MEET KRISHALIA PATHROO - CEO AT TURBOREP PTY LTD
I am Krishalia Pathroo, the CEO of Turborep (Pty) Ltd. Turborep specialises in the design and repair of mechanical components in the rotating equipment division. With over 10 years of experience in procurement and customer service, I have developed a keen understanding of the industry and a passion for delivery of a turnkey solution.
Throughout my career, I have transitioned from customer service roles at Woolworths to becoming a Contract Specialist at Sasol. In 2019 I saw an opportunity to start Turborep, which has experienced significant growth in the rotating equipment sector.
I graduated with an NQF Level 5 in Banking in 2010 and pursued a degree in Supply Chain and Operations Management, which I completed in 2024. My education has provided a strong foundation in business principles and operational efficiency.
My expertise lies in procurement processes, customer relationship management, and strategic sourcing in the rotating equipment sector. I possess a deep understanding of market dynamics and technical requirements, enabling me to provide tailored solutions to clients.
My competitive edge stems from my commitment to fostering diversity in the workplace and my hands-on experience in both corporate and entrepreneurial environments. I believe in empowering women in the industry, which enhances team dynamics and innovation.
I am the only black women owned company in the rotating equipment industry.
FIVE TIPS ON THRIVING IN BUSINESS FROM YOUR TOP WOMAN
Embrace continuous learning
Keep up with industry changes and aid your team to do the same.
Prioritise customer relationships
Build strong relationships with your customers by understanding their needs. This leads to loyalty, repeat business, and positive referrals.
Foster an inclusive work environment
Promote diversity and inclusion within your organisation.
Leverage technology
Utilise technology to streamline operations and enhance efficiency.
Stay resilient and adaptable
Cultivate resilience by staying adaptable and open to change.
CONTACTS
Tel: 010 500 0631
Address: 32 Ingwe Road, Sebenza, Edenvale 1609
Email: info@turborep.co.za
Website: www.turborep.co.za
Inspiring Women
Princess of Africa
By Fiona Wakelin
Yvonne Chaka Chaka
CELEBRATING 20 YEARS! IT’S A MILESTONE FOR YOU GUYS. CONGRATULATIONS.
For me to be associated with these phenomenal women is wonderful.
I’ve just turned 60. So this whole year we’ve been busy with celebrations called 60/40, which is my 60th birthday combined with my 40th anniversary in the creative industry. I contacted a couple of retail shops because I wanted it to be a celebration with some meaning.
Shoprite came through for me: 60 + 40 = 100 - so we delivered 100 food parcels to the community.
It was beautiful, you know, because they were also celebrating their 60 sixty minutes.
Obviously going forward I wanted to celebrate the whole year so I asked people not to bring me presents but to bring me school shoes – and I now have about 250 pairs of school shoes in my garage which I’m going to be distributing to needy children in different places. I want to do a campaign of 10 000 shoes. I’ve also got somebody else who is eager to join me to give out some sanitary pads. I want to do the distribution on the outskirts of Polokwane.
If anyone would like to contribute they can email us at Yvonne@princessofafrica.co.za
LATEST ACCOLADE
My latest accolade was being named one of the 100 most powerful women in Africa at a ceremony in Nigeria to celebrate “Power of 100 Africa”.
MESSAGE
GBVF continues to be a national tragedy and we need to tackle this scourge head on.
Women are the gateway to everything and on WOMan Radio we share their voices and celebrate what they do.
(WOMan Radio is a digital radio station founded by Yvonne in 2019. The radio station commenced broadcasting in October 2020 – and is a radio station for women, by women, with women).
Zinzi Mgolodela
A LEGACY OF LEGACIES
How Zinzi Mgolodela is bringing soul to business at Woolies
By Fiona Wakelin & Koketso Mamabolo
For Zinzi Mgolodela, business has never been only about numbers. On her LinkedIn profile is a statement which reflects her purpose. She is “on a mission to bring soul to the world of business”, and she brings an understanding of the role of business in society as Director of Corporate Social Justice at Woolworths South Africa.
It was while studying for a business degree at the University of the Western Cape - an institution which gave her valuable insight into the impact of the country’s challenges - that her outward looking business philosophy was formed.
“And that was it. That made sense for me. And over time, I think my whole career has been focused on driving socio-economic issues in business and making them make business sense,” explains Zinzi.
Moreover, she has been defining business as a social enterprise. “And I think we’ve seen how people really want to connect with brands that have a ‘soul’. And I think my work does that.”
Her role as Director of Corporate Social Justice at Woolies is a fairly new one, which she is still refining. “But it feels like an organic evolution for Woolies,” says Zinzi.
She explains that Woolworths has a very clear vision of being one of the most responsible retailers, having its foundations rooted around people and values. This makes a corporate social justice unit a natural progression.
“And it’s an exciting space because it really dials up the ‘S’ of our ESG commitments,” says Zinzi, referring to the company’s ESG strategy called the ‘Good Business Journey’ which the corporate social justice unit gives more impetus in terms of the ‘social’ aspect.
It’s about embedding human rights and ethical practices into the ethos of how business is done.
“So my role is therefore to facilitate that for the business, define the strategy, facilitate it, and make sure that it spins across all our spheres of influence.”
LEAVING NO ONE BEHIND
The evolution into IJI was pivoted by a pilgrimage experience at The Castle of Good Hope in Cape Town by the leaders of the business in attempt to deepen the conviction to transformation and crafting a collective vision.
One of the significant outcomes of the reflections at the Castle was a labour force wage commitment premised on the belief that a “minimum wage is not a living wage and a living wage is not a just wage.”
It is about real socio-economic impact which pushes the business forward in a sustainable way and contributes to a more sustainable economy
Through the reflections came the vision and mission for their corporate social justice programme. Even the IJI logo itself tells a story of three unequal letters (representing people) striving for equality, shaded in different tones to represent diversity. The Inclusive Justice Institute was set up as a separate entity to enable the work of inclusive justice within the business.
The Institute has two NPCs: one which runs Woolies’ community impact programmes and another focused on SMME development. The work of these NPCs is about fostering economic inclusion.
“We reflected on how best to do this work with credibility, with good governance and also creating a space where this work could really, truly thrive almost outside, away from the business and commercial operations. And that’s the reason we set up the Institute.”
Through the Inclusive Justice Initiative, Woolworths is providing a platform for employees to “make a meaningful impact and rethink their roles through the lengths of humanity, which is quite exciting,” explains Zinzi.
From the supplier base, to the workplace, to the stores, Zinzi says they have an opportunity to show up in a way that acknowledges that they are cognisant of injustices. This will also require a shift in thinking about what they are offering customers, how they can acknowledge the diversity in their customer base, and how they even use their buying power to foster economic inclusion in their supplier base.
A COMMITMENT TO JUSTICE
What they’re doing might seem abstract, and some question whether Social Justice has a place in business becasue giving meaning to this type of work is a challenge -
How do we invite people in, acknowledging their identity and their life choices, and give them a sense
but this is a challenge she and the leadership of the organisation are prepared to tackle, admits Zinzi.
In doing this work, we’re tracking customer sentiment, particularly certain groups or sectors in our customer base that didn’t feel - according to research and focus groupsa sense of belonging with our brand. And we’re starting to see the positive impact on customer sentiment”
And in all of this authenticity is key. It is about real socio-economic impact which pushes the business forward in a sustainable way and contributes to a more sustainable economy. The company’s Inclusive Justice committee tests that authenticity, ensuring integrity is maintained in all endeavors.
This requires difficult conversations and knowing how to have them and ultimately grow on the other side.
“It’s quite complex, it’s quite emotional. It’s deeply human,” she says, further explaining how no matter the extent that the process is done within an institutional framework it always becomes very human and “messy” and the growth which comes from this is borne out of conviction.
She refers to the work as a “legacy of legacies.”
“It acknowledges that we as an organisation, we’re going to leave a legacy, but as we do that, it gives everyone who works at Woolies an opportunity to leave a legacy. We’ve got beautiful individual stories.”
“I get calls from people being excited about doing something and having to
think differently about their work in the context of inclusivity, ensuring there is no marginalisation and ensuring there’s equity and a sense of belonging. So those for me are the ‘aha’ moments and people get a lot of fulfillment. And I think when I’ve had a story like that, I go home really excited and really fulfilled.”
They unpack access and belonging in a deeper way, says Zinzi.
“What does access mean? Access is beyond making spaces and seeks to use language, tone and acknowledgment of difference as some of the other ways of inviting people and creating a sense of belonging.
And it’s not just in the workplace. Zinzi highlights how consciousness on power dynamics is important in this work. For example, an interaction between a big corporate like Woolworths and a SMME or an NGO requires consideration of what is inherent authority that the business has. They continuously reflect on the unconscious bias and stereotypes that emanate in different interactions.
“We are a microcosm of the world as such need to be able to deal with issues of marginalisation, discrimination and inequality. In fact, we’ve enabled through this work, leadership and people at Woolies to have difficult conversations.”
PERFORMANCE WITH PURPOSE
Parmi Natesan
The easiest thing isn’t always the right thing
By Koketso Mamabolo
PARMI NATESAN, A LEADING VOICE IN EMPOWERMENT
“I didn’t set out to build a career in governance – it was more something I discovered along the way,” says Parmi Natesan, the youngest ever CEO of the Institute of Directors SA (IoDSA) and its first CEO of colour.
“I always knew I had a strong aptitude for finance and business, so it was natural for me to pursue my CA(SA). During my time at an audit firm, I was exposed to governance in the technical department, and that was where the spark was lit. But the real passion came when I joined the IoDSA 15 years ago as a Senior Governance Specialist.”
She says that being a part of the IoDSA gave her vital learning experiences, access to networks and exposure to structures like the King Committee. Indra Nooyi, the business executive is a particular inspiration for Parmi. The former CEO of PepsiCo almost doubled the multinational’s revenue in her 11 years there and implemented a “Performance with Purpose” vision.
Parmi admires how Indra Nooyi showed that you can be both compassionate and tough. “Her ability to combine high performance with authenticity and care is something I admire and try to emulate with my own leadership.”
Parmi is passionate about empowering the next generation of leaders and is a valuable mentor to young women in the organisation. Having introduced new company values and improved the financial results of the IoDSA, she has also driven significant investment in training and development, while also being instrumental in the implementation of ESD, employment equity programmes and employee wellness initiatives.
● Top Empowered Business Leader of the Year 2024
● Top Women Business Leader of the Year finalist 2021, 2022, 2023 & 2024
● Appointed Adjunct Associate Professor at UFS in 2023
● Youngest person to attain Chartered Director designation
● Businesswoman of the Year finalist 2021 and 2022
● SAICA Difference Maker Award for Ethical Leadership 2022
● Top Empowered Business Leader of the Year finalist 2022
● Global Woman Achiever 2022
The IoDSA’s demographic profile reflects the excellent work being done to ensure the organisation prioritises recruitment of women and people of colour at all levels.
While she didn’t plan for it, the multiple award-winning Chartered Accountant and Chartered Director has become one of the country’s leading voices for transformation and has written and spoken extensively on empowerment.
Her advocacy is particularly important in a time when the global conversation around diversity, equity, inclusion and belonging have shifted. In the South African context, that conversation has to be viewed with our history in mind.
“What has changed is that diversity is no longer seen just as a compliance exercise – it’s recognised as a driver of better decision-making, innovation and long-term sustainability,” says Parmi.
“Boards and organisations are starting to embrace the idea that inclusion is about creating space where diverse voices are not just present but actually heard and valued.”
“Diversity only adds value if those different perspectives are actively drawn out and considered in decision-making.”
CHOOSING THE RIGHT THING
“Over time, I realised that ethical and effective governance isn’t just a technical matter – it’s essential for every sphere of
our society, from government and SOEs to listed companies, SMEs, and NPOs. The impact is so broad that if we get governance right, we can truly transform our country.”
And getting government right is exactly what the IoDSA is striving to do by advancing good corporate governance and directorship by developing ethical and effective leadership. Being vocal is not easy says Parmi, who often speaks out against weak leadership which can make those referenced unhappy.
“What I’ve learnt is that if you want to be recognised as a thought leader, you will ruffle feathers. You can’t please everyone,” says Parmi, explaining that you have to put facts over emotions and stand with conviction for what is right, even when it’s uncomfortable.
“The easiest thing isn’t always the right thing – and leadership is about choosing the right thing.”
“My aspiration is simple but profound: a country where ethics and accountability are non-negotiable. I want to see a governance culture deeply embedded in all sectors – government, SOEs, corporates, SMEs, and NPOs – because good governance improves service delivery, builds investor confidence and ultimately makes life better for ordinary citizens. If we can achieve that, South Africa can truly realise its potential.”
PARMI NATESAN
Terashni Pillay
THE PRODUCT OF GRIT, CURIOSITY, AND COURAGE
By Koketso Mamabolo
“Perfection is not the standard of great leadershiphumanity is”
“W
hen women are empowered it uplifts economies, businesses and society at large creating ripple effects of impact and opportunity for us all,” says Terashni Pillay, the trailblazing CEO of Swiss RE Corporate Solutions South Africa and one of the three South African women chosen as part of the 2025 cohort of the WEF’s Forum of Young Global Leaders.
This network of exceptional individuals features over a 1 000 members and alumni including heads of state, business and NGO leaders, educators, artists, journalists and more.
For Terashni being a Young Global leader is an honour which she’s able to share with family, mentors, and sponsors who have supported and believed in her, offering encouragement and upliftment.
She also sees it as a tribute to the organisations, teams, and people who she has served and led.
“What excites me most about the YGL platform is the chance to learn from, and collaborate with, exceptional minds from across the world, each dedicated to tackling global challenges and unlocking new possibilities.”
Rapid change in the world requires bold ideas and a constant reimagining of leadership. The Forum of Young Global Leaders is a place for that. What also makes it important, says Terashni, is that African voices are not only present but influential, bringing solutions to the table which reflect the realities and aspirations of the continent’s people.
“For me, this recognition is a powerful reminder that leadership has never been about titles alone. It is about influence, action and the privilege of creating meaningful impact on a global scale — while inspiring others to believe in what is possible.”
The experience has been transformative and one of the lessons she’s learnt is that leaders don’t have to have all the answers, they must create “environments where curiosity, generosity, and collaboration can thrive.”
“It is about convening diverse voices, listening actively and supporting conditions where the best ideas can take root and scale. I have seen first hand how much impact is unlocked when leaders focus on enabling collective progress.”
Over the next three years she will go on a journey of learning through the programme which includes international conferences, forums, and collaborative initiatives which aim to address some of the world’s biggest challenges.
“Being part of the Young Global Leaders community means joining forces with pioneering leaders who are committed to shaping a better, more sustainable future for us all.”
WHAT LEADERSHIP IS ABOUT
When one hears who she looks to for inspiration both personally and professionally, one begins to understand the mindset that has led to her being one of the country’s most inspiring young executives.
They say home is where the heart is and it is no surprise that the woman she looks up to the most is her mother, who wore many hats and excelled in all of them.
“What has always inspired me is her determination, selflessness and relentless drive to be the best she could be for her family but I am equally in awe of how she balanced her life with kindness, love and service to others,” explains Terashni. “She showed me that true leadership is not just about what you achieve but how you uplift and care for those around you.”
On a professional level she’s inspired by South African business icon Wendy Appelbaum, former PepsiCo CEO Indra Nooyi, computer scientist and entrepreneur Rapelang Rabana, Swiss Re Group Digital Transformation Officer Pravina Ladva, and social entrepreneur Naadiya Moosajee.
“Each of them, in their own way, embodies the pursuit of excellence – they are unstoppable in breaking barriers, redefining leadership and proving that courage and vision can reshape entire industries. Their journeys remind me of the importance of persistence, purpose and never losing sight of the bigger impact we can create.”
As a Young Global Leader, Terashni is clearly writing her name in the story of South African business excellence. Her success is the result of a willingness to challenge herself and she believes that truth growth comes with stepping into unfamiliar territory.
“For me, failure has never been something to fear, it has been a teacher. Every setback has been an opportunity to learn, adapt, and rise stronger.”
She has also learnt the importance of not only believing in yourself but also knowing that nothing great can be done alone. Everyone needs help, guidance and there are always people who have walked the road before. It’s taken grit, curiosity, courage and good old discipline.
“Ultimately, my career has been defined by a growth mindset: focusing on opportunities rather than obstacles, staying curious, and leaning into challenges with resilience and purpose.”
The financial and insurance industry is shaping the way societies and economies prepare for the future and it’s fitting that a young leader who is one of the people defining our future works in it. She says the industry benefits from different perspectives, diverse skills and fresh ways of problem-solving which, as an engineer by training, she is well placed to bring.
Like any leader she’s had her moments of self-doubt.
“What matters is not the absence of doubt but the courage to keep moving forward despite it.”
“Your leadership journey is uniquely yours and it will not look like anyone else’s. Do not measure your worth against someone else’s highlight reel.”
Her advice to young women doubting themselves when stepping into leadership roles is to focus on their progress, their impact, and the growth they experience on the journey.
“Mistakes are not failures, they are the fuel that shapes better leaders.”
“Allow yourself to lead imperfectly, because perfection is not the standard of great leadership — humanity is.”
“Touch a heart before you ask for a hand. The leaders who leave the greatest legacy are those who lead with empathy, humility, and courage. So when self-doubt whispers that you are not enough, answer it with this truth: you are already on the path of leadership simply by choosing to step up.”
LEADING WITH HEART
The importance of compassionate leadership in Higher Education
by Prof Hester C. Klopper
Prof KlopperHester
Universities are currently standing at the crossroads of two worlds. We find ourselves at an extraordinary moment in human history – a moment that demands us to confront an uncomfortable truth.
Artificial intelligence capabilities are advancing exponentially, doubling in power every few months. However, our educational systems remain largely unchanged from their industrial-era origins. In an era where artificial intelligence can pass medical board examinations and quantum computing promises to revolutionise our understanding of complex problems, we might be forgiven for believing that the future of leadership lies in mastering algorithms and data analytics. Yet, as I reflect on my journey as the 15th Vice-Chancellor and Principal of the University of the Free State and the first woman in its 121-year history to lead the university, I am convinced that the most transformative leadership – particularly in higher education – emerges not from harnessing technology, nor from a clinical emulation of what works elsewhere. It stems from the tried and tested, age-old, irreplaceable capacity to lead with heart. The heart, both as organ and metaphor, represents the vital centre from which life flows. In institutional leadership, leading with heart encompasses far more than emotional intelligence or empathetic decision-making. It embodies a profound understanding that universities are fundamentally human enterprises, requiring leaders who recognise the dignity and potential inherent in every individual who walks through our campus gates.
THE TRANSFORMATIVE POWER OF HEART-CENTRED LEADERSHIP
Leading with heart means creating psychological safety. This implies environments where students dare to ask the questions that challenge conventional wisdom, where researchers feel empowered to pursue seemingly impossible discoveries, and where a conducive and fearless environment exists where psychological safety prevails and our staff members and allowed to innovate and experiment – where there is room to fail, but to fail forward. Amy Edmondson, Professor in Leadership at Harvard Business School, reminds us that “for knowledge work to flourish, the workplace must be one where people feel able to share their knowledge—including their concerns, questions, mistakes, and half-formed ideas”. This approach becomes particularly crucial when we consider the seismic shifts reshaping higher education.
Universities worldwide are grappling with exponential technological advancement while simultaneously addressing persistent inequalities and evolving student needs. In such turbulent times, leaders who operate solely from analytical frameworks risk creating institutions that function efficiently but fail to inspire. Heart-centred leadership, on the other hand, recognises that transformation occurs not merely through strategic planning, but through igniting passion and purpose in the communities we serve.
WOMEN IN LEADERSHIP: REDEFINING STRENGTH IN ACADEMIA
Women’s leadership in higher education brings unique perspectives that are particularly vital in our current reality. Women leaders often embody what is termed ‘collaborative strength’ – the ability
Leading with heart is not an approach we adopt during stable times and abandon during crises
to build consensus while maintaining clear vision, to demonstrate vulnerability while exercising authority, and to prioritise relationships alongside results. This is not to suggest that leadership qualities are strictly gender-determined, but rather to acknowledge that women often bring particular approaches that enrich institutional culture.
Women continue to be underrepresented in senior leadership positions across universities globally. Yet, when women do assume leadership roles, research consistently demonstrates their effectiveness in fostering inclusive environments and promoting interdisciplinary collaboration.
Women leaders frequently demonstrate what researchers call ‘transformational leadership’ – inspiring others through vision and individual consideration rather than relying solely on positional authority. At the University of the Free State, there is a number of focused development initiatives aimed at tapping into this potential and addressing historical disadvantages of women in academia. One of these is the Women Influencing Scholarship and Education (WISE) Programme, which recognises the unique challenges that mid-career women academics face, and provides targeted support and strategic career planning. This initiative forms part of our Transformation of the Professoriate Mentorship Programme.
My own journey has taught me that leading with heart as a woman in higher education requires particular courage. It means refusing to suppress natural inclinations towards nurturing and collaboration in favour of more traditionally ‘masculine’ leadership styles. It involves demonstrating that strength can manifest through
compassion, that decisiveness can coexist with consultation, and that vulnerability can enhance rather than undermine authority.
THE HEART AS INSTITUTIONAL DNA
Universities with hearts become magnets for exceptional talent – for both students and staff who seek environments where their contributions matter. When institutions prioritise care alongside excellence, they create cultures where innovation flourishes naturally. People take intellectual risks when they feel supported. They pursue ambitious research when they believe their institutions value discovery alongside publication figures. And when they experience institutional commitment to their own development.
This heart-centred approach proves particularly essential in addressing higher education’s sustainability challenges. As government funding decreases proportionally and institutions face pressure to diversify income streams, the temptation exists to prioritise short-term financial gains over long-term mission integrity. Leading with heart means maintaining unwavering commitment to educational access and quality while pursuing financial sustainability. It means recognising that our most valuable assets are not our buildings or facilities, but the relationships we build and the trust we earn.
RESPONSIBLE SOCIETAL FUTURES
At the UFS, the most profound expression of leading with heart lies in our commitment to our North Star – ‘Responsible Societal Futures’ – using our knowledge and resources to build a more just, sustainable, and humane society. This concept recognises that universities cannot exist as ivory towers disconnected from the pressing challenges facing our communities and world. Instead,
we must embrace our role as catalysts for positive social transformation.
Leading with heart means accepting responsibility for addressing the ‘wicked problems’ of our time: climate change, inequality, technological disruption, and social fragmentation. It requires that we channel our research excellence towards solutions that serve not merely academic curiosity, but genuine human need. When university leaders operate from this heart-centred perspective, they create institutions that measure success not only by publication counts or research rankings, but by the tangible impact their work has on improving lives and strengthening communities.
THE COURAGE TO CARE
Perhaps most importantly, leading with heart requires extraordinary courage – the courage to prioritise long-term institutional health over short-term gains, and to have a wider, society-focused vision. It demands that we believe in our capacity to create positive change.
As we navigate an uncertain future, universities need leaders who combine analytical precision with emotional wisdom, and strategic thinking with genuine care. The heart provides the moral compass that ensures our institutions remain true to their fundamental purpose: serving humanity’s highest aspirations through the pursuit and dissemination of knowledge.
Leading with heart is not an approach we adopt during stable times and abandon during crises. It is precisely during our most challenging moments that heart-centred leadership becomes most essential. And the double-edged sword presented by the burgeoning of AI in higher education constitutes precisely such a challenging moment. It is only when we lead with a people-centred approach that we create institutions worthy of the trust society places in us – institutions that not only adapt to change but lead change towards a better future for all.
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“One must remain humble enough to realise there will always be something to learn, others who know more, and inquisitive enough to learn from those who you admire and have gone ahead of you,” says Dr Mutshidzi Mulondo, one of the brilliant young academics who is a testament to South Africa, and the continent’s, contribution to research and innovation.
“I stand on the shoulders of selfless mentors and an enabling environment. I have benefitted from the saying, “lift as you rise,” as my mentors have been generous with both information and their knowledge.”
She says her journey into academia began as swiftly as the completion of her PhD, which only took two and a half years and made her the youngest in the Faculty of Health Sciences at the University of the Free State (UFS), working within the Division of Public Health.
Dr MulondoMutshidzi
The brilliant young academic lifting as she rises
By Koketso Mamabolo
● Zenith Global Health Award for Mental Health and Well-being 2024
● Member of UNESCO AG for Women in Science
● Council member on the Golden Key International Council of Advisors
● South African Health Excellence Award- Emerging Leader (1st runner up- 2024)
● One Young World Ambassador (2023)
● Novartis Reimagining Healthcare Scholar (2023)
● Mandela Washington Fellow (2022)
● Mail & Guardian Top 200 Young South Africans (2021)
● Visiting Scholar at the Beaver College of Health Sciences at Appalachian State University
This is especially significant given that she obtained an interdisciplinary Doctoral degree, the first of its kind at UFS, in Community Health and Health Professions Education, along with a Masters degree in Psychology from the University of Pretoria.
“With brilliant supervisors who encouraged my ingenuity and curiosity, I joined academia as a lecturer where as a part of a pioneering team, we established the very first Division of Public Health at the University of Free State,” she explains. “Since then the new Division has continued to attract funding, support and top local and international public health students.”
Dr Mulondo, who in 2024 participated in the 79th United Nations General Assembly’s Summit of the Future, is a shining example of this success. She is part of the G20 Research & Innovation Working Group and earlier was named as part of the 2025 cohort of the Global Young Academy (GYA) which was inaugurated in Hyderabad, India.
GLOBAL YOUNG ACADEMY
The GYA, established in 2010, is a network institution for brilliant young scientists, like Dr Mulondo - the first at the University of Free State to be
inaugurated - to collaborate and contribute to global policy and agendas. It emerged from discussions between young scientists at the Annual Meeting of New Champions of the World Economic Forum in 2008 and 2009 and is a network institution of the United Nations Scientific Advisory Board.
It operates under the vision of “science for all; science for the future,” and features around 200 members from six continents who are under the age of 40 and in the early stages of their academic careers. Besides working groups the members engage in strategic projects and collaborate with international partner organisations.
The members serve for five years and are chosen based on scientific excellence and a commitment to engaging with society and the network aims to bridge socio-cultural gaps and connect new and established academics.
“Each day is filled with a new opportunity to learn, grow and touch more lives and shape the future,” says Dr Mulondo, an advocate for greater prioritisation of mental health services in public healthcare.
The inauguration ceremony, under the theme of “Confluence of visionaries:
Empowering science for global change”, was an opportunity for the incoming members of this year’s cohort to meet each other, interact with other older scientists and international organisations. United Nations Secretary General Antonio Guterres offered words of encouragement.
They also got to answer serious questions such as how academics and entrepreneurs can collaborate to solve the challenges which will come with the next billion people.
“As we continue to collaborate, we close gaps and silos, created by borders we find ourselves in, as we forge new relationships of understanding underscored by respect and mutual understanding.”
“Collaboration is a necessary ingredient to succeeding in academia as a young academic,” explains Dr Mulondo. “Realising that to go fast you go alone but to go far you must go with others.”
The value Dr Mulondo places on collaboration and her willingness to “lift as you rise” was inspired by the late academic Professor Bongani Mayosi, who she sees an example of excellence and who showed her the value of mentoring young researchers, which she now has the opportunity to do herself.
“I see more of Africa’s public health and science interests reflected in the international agenda through efforts such as Science Diplomacy,” says Dr Mulondo, mentioning how she is also looking forward to more collaborations for the betterment of people’s lives. “We can go far if we are catapulted by the spirit of Ubuntu.”
INTERVIEW
WITH MARIAN VAN DER WALT , CHIEF CORPORATE OFFICER
75 YEARS OF HARMONY’S LEGACY
The operations of South Africa’ largest gold mining company, Harmony Gold Mining Company Limited (“Harmony”) with a market capitalisation of almost $10-billion, span the full value chain of gold mining with their international copper projects continuing to expand. With an emphasis on responsible resource extraction and the safety and wellbeing of their workforce, Harmony - which has a primary listing on the JSE and an American depositary receipt programme on the NYSE - uses a stakeholder-inclusive approach that drives their strategy.
The mining giant has nine underground mines and one open-pit operation in the country, along with its surface retreatment operations. Abroad the company has been operating for over two decades and has expanded its presence in Australia with the acquisition of a copper mine and is also involved in a gold mine and a copper-gold project in Papua New Guinea.
TO WHAT DO YOU ATTRIBUTE HARMONY’S SUCCESS?
Our people, our values, and our vision have shaped Harmony’s legacy. Harmony is led by an experienced and dedicated management team, committed to delivering sustainable growth, maintaining robust corporate governance, and creating long-term value for all stakeholders. We care for, protect and empower our employees; we are stewards of the environment; and mine with social conscience, sharing value with our host communities and contributing to the economic development of our host countries. The company turned 75 on the 25th of August 2025 – testament to Harmony’s resilience, purpose, and principled leadership.
AS CHIEF CORPORATE OFFICER, WHAT ARE YOUR CORE RESPONSIBILITIES – AND WHAT HAVE BEEN SOME OF YOUR MOST MEMORABLE MOMENTS?
My role includes enterprise risk management, compliance, legal, combined assurance and investor relations. In short,
I help drive Harmony’s strategy by embedding a culture of risk-based decision-making that protects our people and our business. My team equips Harmony employees to make safe, informed choices, achieve their KPIs, and remain accountable - all while ensuring our story is clearly and transparently told to investors and stakeholders. As a team we shape Harmony’s future, one safe, profitable ounce at a time. Among the most memorable moments in my tenure are those that reflect the heart of Harmony: standing alongside our teams during times of transformation, celebrating milestones that mark not just progress but perseverance, and witnessing the power of shared values in action. Whether it’s launching our values or packaging our results to investors or commemorating 75 years of Harmony’s legacy, these moments remind me that leadership is not just about direction - it’s about connection.
I believe in leading with a teachable spirit and a servant heart. None of us are perfect, and that’s why kindness, especially to ourselves, matters. I strive to lead with transparency, listen with intent, and act with courage. In times of change, purpose becomes our anchor. It is not just about making decisions – it is about making a difference, together.
HOW DO YOU ENSURE GENDER
EMPOWERMENT IS PART OF THE COMPANY’S DNA?
At Harmony, gender empowerment is not a programme – it is a principle. We embed it into our culture, our policies, and our leadership practices. From inclusive recruitment and development pipelines to gender-sensitive policies, safety protocols and community engagement, we ensure that empowerment is systemic, not symbolic.
Some of the targeted initiatives that we have implemented are:
• Women in Mining Leadership Programme – designed to accelerate the development of female leaders across
operational and corporate roles
• Safe and Inclusive Workplace Audits – ensuring that our sites are not only compliant but actively supportive of women’s safety and dignity
• Active women in Mining Forums across all operations to serve as advocates and ground surveillance on gender diversity matters
• Being intentional about increasing women representation across all our developmental programmes, serving as a pipeline for succession and talent management, particularly in core technical roles
• Community Upliftment Projects – focused on empowering women in mining communities through education, entrepreneurship, and access to healthcare
WHAT ARE YOU LOOKING FORWARD TO IN THE NEAR FUTURE?
At Harmony, I have learned that true leadership is about more than outcomes – it is about impact. Every day is a chance to lead with purpose and integrity, to listen deeply, and to build something that lasts. Our future is being shaped by the same values that have carried us this far: integrity, care, and shared value. I feel privileged to be part of a team that is not only driving progress, but doing it the right way - with heart, with courage, and with a vision that includes everyone.
CONTACTS
Website: harmony.co.za
Tel: +27 11 411 2000
Address: Randfontein Office Park, Corner Main Reef Road & Ward Avenue, Randfontein, 1759, South Africa
LinkedIn: Harmony Gold Mining Company Limited
X: @HarmonyGoldNews
Facebook: Harmony Gold Mining Company Limited
Instagram: @official_harmonygold
YouTube: Harmony Gold
NISSAN SOUTH AFRICA
CREATING SPACES FOR WOMEN TO DEVELOP, GROW AND THRIVE
Nissan South Africa’s recognition as one of the finalists in this year’s edition of the Standard Bank Top Women awards is a wonderful affirmation of the work that the company has done to crush glass ceilings in an industry that has traditionally been a byword for male domination ever since the first motor vehicles rolled off the assembly lines.
The Top Women certification recognises the months of research that went into the benchmarking of the company’s structure, its women-focused skills development programmes throughout the organisation, Nissan South Africa’s local suppliers, the technical positions in its assembly plant, and ultimately senior management. The adjudicating panel also scrutinised the company’s female-empowered policies and calibrated this against the number of female directors, senior management, and employees.
Creating an environment where women do more than survive, they thrive, breaking glass ceilings has to be intentional, says Nissan Africa Human Resources Director Kholo Kunene.
KHOLO KUNENE HUMAN RESOURCES DIRECTOR: AFRICA
“We can’t just open the door to women to access the industry, we must create spaces where they can develop, grow and thrive. When women hold positions of influence, they provide new perspectives, introduce diverse ideas and help drive overall business success.”
KGAUGELO MOGANO
TRIM AND CHASSIS PROCESS ENGINEERING MANAGER
Trim and Chassis Process Engineering Manager Kgaugelo Mogano is a wonderful example of precisely that. She started working at Nissan SA as an engineering graduate in 2012, becoming an engineer on the marque’s legendary Hardbody bakkie in 2015. From there she segued to Lead Trim Engineer on the Hardbody’s replacement, the Nissan Navara in 2018 ahead of its South African launch, before becoming Trim and Chassis engineering manager in 2024.
Growing up, she always wanted to be an engineer, balancing practicality with innovation. Kgaugelo found it at the Nissan plant in Rosslyn.
“Every day in this role brings new challenges and opportunities to grow. The biggest lesson I’ve learned is the importance of people skills - interacting with colleagues from different backgrounds, ages, and cultures has taught me to appreciate diversity. Nissan has supported me by seeing past my gender and recognising my individual strength and capability within.”
TIISETSO KWAPE EXTERNAL AND GOVERNMENT AFFAIRS MANAGER
Tiisetso Kwape is another up-and-coming young executive who ascribes her success to the culture within the organisation.
“I started at Nissan as an eager professional in a junior role within Finance. Over the years Nissan afforded me exposure to various roles, ranging from Marketing, Corporate Planning and Strategy. Today I am currently responsible for External and Government Affairs Nissan Africa.”
She has been supported on her journey by the company:
“Nissan invests in my education and growth through fuelling both my professional development and our collective success. The face of our factory floors has changed over the years, to currently having women leading both strategic and engineering roles, which has been wonderful to experience.”
“Gender empowerment is personal because in the auto manufacturing sector, women are underrepresented, and I’ve learned how vital it is to not only claim my own space but to also support others in finding theirs. Empowerment is about
lifting others as I climb, mentoring and making sure the barriers I’ve faced are a little lighter for the women who come after me.” These are sentiments that gladden Kholo’s heart. These are sentiments that gladden Kholo’s heart.
“At Nissan South Africa, we are continuously working to build a diverse, equitable and inclusive workplace where every individual is valued, respected and empowered. Our company prides itself on being daring and exceptional. We are changing the face of the industry, impacting lives, shaping careers and building a future together. We will change the status quo, we will defy ordinary, and we will continue to dare.”
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The merSETA leads the charge in skills, innovation, and gender empowerment in shaping South Africa’s future
The Manufacturing, Engineering and Related Services Sector Education and Training Authority (merSETA) continues to position itself as a leading catalyst for innovative skills development. Established under the Skills Development Act of 1998, the merSETA plays a pivotal role in bridging the gap between education and the evolving needs of industry. With a focus on empowering individuals and communities, alleviating poverty and building a globally competitive workforce, the organisation leads transformative training interventions that respond to the country's pressing socioeconomic and industrial needs.
The Manufacturing, Engineering and Related Services Sector Education and Training Authority (merSETA) continues to position itself as a leading catalyst for innovative skills development. Established under the Skills Development Act of 1998, the merSETA plays a pivotal role in bridging the gap between education and the evolving needs of industry. With a focus on empowering individuals and communities, alleviating poverty and building a globally competitive workforce, the organisation leads transformative training interventions that respond to the country's pressing socioeconomic and industrial needs.
With the goal of being a top force in innovative skills development, the merSETA has consistently worked to enhance skills that meet changes in technology, job market trends and national needs. Its mission reflects a deep commitment to empowering communities and addressing skills shortages.
With the goal of being a top force in innovative skills development, the merSETA has consistently worked to enhance skills that meet changes in technology, job market trends and national needs. Its mission reflects a deep commitment to empowering communities and addressing skills shortages.
Major Milestones and Achievements
Major Milestones and Achievements
Over the years, the merSETA has enabled thousands of learners across all nine provinces through bursaries, apprenticeships, learnerships and skill programs aligned with industry demand. By funding these programmes accrediting providers, registering assessors and monitoring quality, the organisation ensures that training is effective and relevant.
Over the years, the merSETA has enabled thousands of learners across all nine provinces through bursaries, apprenticeships, learnerships and skill programs aligned with industry demand. By funding these programmes accrediting providers, registering assessors and monitoring quality, the organisation ensures that training is effective and relevant.
The organisation has consistently pioneered approaches that prepare learners for the Fourth Industrial Revolution (4IR). Strategic partnerships with higher education institutions, TVET colleges and industry players ensure that the training facilitated is both cutting-edge and practical. Through this model, the merSETA supports learners in gaining exposure to emerging technologies and acquiring the competencies that modern workplaces demand.
The organisation has consistently pioneered approaches that prepare learners for the Fourth Industrial Revolution (4IR). Strategic partnerships with higher education institutions, TVET colleges and industry players ensure that the training facilitated is both cutting-edge and practical. Through this model, the merSETA supports learners in gaining exposure to emerging technologies and acquiring the competencies that modern workplaces demand.
Partnerships that Matter
Partnerships that Matter
Central to the merSETA’s mandate is the strengthening of partnerships with Technical and Vocational Education and Training (TVET) colleges, Higher Education Institutions (HEIs), employers and technology providers. These collaborations ensure that training and qualifications remain relevant to both current and future industry demands. A flagship initiative in this regard is a Public-Private Partnership which has seen the establishment of state-of-the-art 4IR Skills Centres across the country. The Free State, Gauteng and Limpopo already have operational centres, and the Western Cape, KwaZulu-Natal and Mpumalanga are in the process of rolling out additional facilities.
Central to the merSETA’s mandate is the strengthening of partnerships with Technical and Vocational Education and Training (TVET) colleges, Higher Education Institutions (HEIs), employers and technology providers. These collaborations ensure that training and qualifications remain relevant to both current and future industry demands. A flagship initiative in this regard is a Public-Private Partnership which has seen the establishment of state-of-the-art 4IR Skills Centres across the country. The Free State, Gauteng and Limpopo already have operational centres, and the Western Cape, KwaZulu-Natal and Mpumalanga are in the process of rolling out additional facilities.
Complementing these efforts is the TVET 4.0 Applied Research and Innovation Project, which involves five colleges and focuses on institutional readiness to deliver occupational qualifications in key growth areas, such as solar photovoltaic technologies. By supporting curriculum innovation and applied research, the project equips TVET institutions to align with the rapid technological changes reshaping the workplace.
Complementing these efforts is the TVET 4.0 Applied Research and Innovation Project, which involves five colleges and focuses on institutional readiness to deliver occupational qualifications in key growth areas, such as solar photovoltaic technologies. By supporting curriculum innovation and applied research, the project equips TVET institutions to align with the rapid technological changes reshaping the workplace.
The merSETA’s partnership with Tshwane University of Technology (TUT) has established a Strategic Research Chair dedicated to integrating emerging technologies and new models of teaching and assessment into TVET education. In collaboration with the University of Cape Town (UCT), the merSETA also funds 18 postdoctoral and the master’s fellowships, driving product innovation and industrialisation through academic-industry collaboration.
The merSETA’s partnership with Tshwane University of Technology (TUT) has established a Strategic Research Chair dedicated to integrating emerging technologies and new models of teaching and assessment into TVET education. In collaboration with the University of Cape Town (UCT), the merSETA also funds 18 postdoctoral and the master’s fellowships, driving product innovation and industrialisation through academic-industry collaboration.
Recognising the importance of digital readiness, the merSETA invests in ICT infrastructure, digitisation of internal processes, and e-learning platforms to expand access and efficiency in skills delivery. These investments help achieve specific goals in its Annual Performance Plan (APP), such as the number of learners trained for in-demand jobs, the use of digital tools in training, and partnerships that promote smart manufacturing and digital skills.
Recognising the importance of digital readiness, the merSETA invests in ICT infrastructure, digitisation of internal processes, and e-learning platforms to expand access and efficiency in skills delivery. These investments help achieve specific goals in its Annual Performance Plan (APP), such as the number of learners trained for in-demand jobs, the use of digital tools in training, and partnerships that promote smart manufacturing and digital skills.
A Gender Lens on Transformation
A Gender Lens on Transformation
Transformation in South Africa’s skills landscape is not only technological - it is also about inclusion. While women remain underrepresented across the manufacturing, engineering and related services sectors, the merSETA provides Discretionary Grants and enables programmes that prioritise women, creating meaningful opportunities for skills development and workplace exposure.
Transformation in South Africa’s skills landscape is not only technological - it is also about inclusion. While women remain underrepresented across the manufacturing, engineering and related services sectors, the merSETA provides Discretionary Grants and enables programmes that prioritise women, creating meaningful opportunities for skills development and workplace exposure.
Guided by Vision, Mission and Values
Guided by Vision, Mission and Values
Looking ahead, the merSETA remains steadfast in its purpose to enable skills development, innovation and transformation that will shape a stronger, more competitive South Africa.
Looking ahead, the merSETA remains steadfast in its purpose to enable skills development, innovation and transformation that will shape a stronger, more competitive South Africa.
The newly refreshed Vision, Mission and Values (VMV) anchor the merSETA's work and serve as a compass for the organisation's future direction. These values reinforce a culture of excellence, integrity, inclusivity and innovation, necessitating that every programme and partnership contribute to its long-term impact.
The newly refreshed Vision, Mission and Values (VMV) anchor the merSETA's work and serve as a compass for the organisation's future direction. These values reinforce a culture of excellence, integrity, inclusivity and innovation, necessitating that every programme and partnership contribute to its long-term impact.
LYRA SOUTHERN AFRICA
CREATING A CULTURE OF DIVERSITY
Lyra
Southern Africa (formerly ICAS Southern Africa) is part of ICAS World, a Lyra Health company - the world’s leading provider of behavioural risk management services to the business community.
Since its local launch in 1999, Lyra Southern Africa has established itself as Africa’s foremost specialist in the provision of behavioural risk management and employee wellbeing programmes - contributing to the health and performance of employees and organisations in all sectors of the economy. With operations spanning the continent, Lyra Southern Africa supports more than 1000 000 employees in over 1000 companies, 24 hours a day, 365 days a year.
We are aligned to Lyra Health’s global vision of diversity. We have a director in charge of Diversity, Equity, Inclusion and Belonging (DEIB), and we even have an internal channel dedicated to this where staff can access up-to-date information relating to DEIB, best practice guidelines and training. DEIB is at the heart of our organisation. It is part of who we are not only in the strictest definition of the words but also creating a culture of diversity of thought (neurodiversity).
Navlika Ratangee Managing Director
OUR CSI INITIATIVES:
• Nelson Mandela’s Children’s Fund - Black Beneficiary Percentage of 100% whereby EWP services are rendered at no cost
• Reach for a Dream - Black Beneficiary Percentage of 91.01% whereby EWP services are rendered at no cost
• SmartStart - Black Beneficiary Percentage of 99.8% whereby EWP services are rendered at no cost
• POWA - Black Beneficiary Percentage of 97% whereby EWP services are rendered at no cost
• BT Football Sponsorship for a black female towards her career development in sport
WE ARE ALL DIFFERENT AND SO ARE OUR CUSTOMERS
We value diverse cultures, ideas,people and perspectives as a core part of our DNA. We are passionate about creating an environment where there are equal opportunities for everyone, so all our employees can succeed and bring 100% of themselves to work.
Although Lyra Southern Africa has overall responsibility for having policies to ensure there is no discrimination in our workplace, creating and sustaining our culture of diversity and inclusion is everyone’s responsibility. Ways in which we can all sustain this include:
• Using our policies and procedures to support diversity and inclusiveness
• Treating all colleagues fairly and without discrimination
• Informing your line manager or HR if you feel discrimination has taken place,
• Respecting cultural differences,
• Fair recruitment based on ability
WE ARE ALL RESPONSIBLE FOR TREATING EACH OTHER WITH RESPECT AND DIGNITY.
Management control systems are essential tools for Lyra Southern Africa to align their activities and resources with their strategic objectives and goals, particularly in the context of empowering women in the workplace.
Here, are some of the key components and strategies that we implement to advance diversity and gender empowerment goals:
1. Diversity and inclusion policies: We have a comprehensive diversity and inclusion policy that explicitly outlines the commitment to gender equality and empowerment. These policies guide the company’s stance on hiring, promotion, compensation, and workplace practices that support women
2. Regular reporting: The organisation should institute a regular reporting mechanism to monitor progress toward gender empowerment goals. This may involve quarterly or annual reports that provide data and insights on the status of women in the workplace, as well as any improvements or setbacks
3. Training and education programmes: We have training and educational initiatives that promote gender sensitivity, unconscious bias awareness, and inclusive leadership. These programs are for all employees and leaders
ENTERPRISE DEVELOPMENT
As part of our enterprise supplier development programme, we have worked with many female-owned businesses to provide business coaching, mentoring, business skills and work with them to build their businesses and create employment. Few examples below, success stories where women’s lives have been turned around due to financial security and skills development:
Healing Hands
We have helped an unemployed woman with skills in massaging to set up her business on our premises. We gave her a massage room and did not charge her any rent. We have advocated to work for our clients as well for additional income. We have contributed to the equipment she needed and offer her skills developments whilst she is in the office with other office administrative jobs. We help her with money management and general business skills, like how to invoice, etc. She has been eternally grateful for all the support over a decade which has contributed to the betterment of her and her family’s life. During COVID, when no-one was going into the office, we agreed to continue to pay her invoice even though she didn’t do any massages for staff to support her over the lockdown period. We continue to contribute towards direct costs and exposure to potential clients whilst assisting with business sustainability.
We have helped set up a female professional with her private practice business (social worker), and used her as a preferred ‘supplier’, helping to grow her business headcount due to the business we sent her way by spreading her geographical reach.
We also set up an unemployed woman with a fruit business, Maverick Fruit Suppliers. We assisted in locating a supplier, taught her business management skills, invoicing, etc. This effectively started her business of delivering fruit to our offices for an income. Business coaching and financial skills were imparted to enable the set up and sustainability of her business.
Learning Exchange – we supported this initiative through a direct cost contribution towards assisting with overall business sustainability.
INTERVIEW WITH TIA VAN DER SANDT ,
CHIEF EXECUTIVE
Tia van der Sandt is the Chief Executive at the South African Institute of Professional Accountants (SAIPA). With over three decades of IT governance and financial services experience, her expertise spans several sectors including auditing, assurance, telecommunications, information and communications technology (ICT), government, medical and automotive. Her financial leadership experience encompasses roles such as Head of Finance at both Telkom Business Mobile and Alcan International Network, as well as CEO at Equity Assure, a position she held before joining SAIPA as Acting CE in late 2023.
In her role at SAIPA, Tia spearheads the Institute’s strategic direction, executive leadership, and governance implementation. She is responsible for the smooth running of operational management, ensuring the organisation’s stakeholders derive the highest value from its services and initiatives. Tia together with the Chairperson of the SAIPA Board Ms Prem Govender and the Deputy Chairperson Ms Lynne Smith spearhead the leadership of SAIPA as a unified, robust and powerful female leadership team, the first all-female led leadership team in over 40 years.
Tia is also a longtime member of the Institute of Directors South Africa (IoDSA) and is certified in Risk and Information Systems Control by the Information Systems Audit and Control Association (ISACA). She served as the Acting Chairperson of SAPO. Tia holds an MBA from the Edinburgh Business School at Heriot-Watt University in Scotland, as well as a BCompt degree with Honours, Postgraduate Diploma in Auditing, and Bachelor of Science degree in Information Technology Management, all from the University of South Africa.
TIA’S FIVE TIPS FOR PROFESSIONALS ASPIRING TO SUCCEED AND THRIVE IN BUSINESS:
ETHICAL BEHAVIOUR AS THE CORNERSTONE OF LEADERSHIP Ethical behaviour is non-negotiable. Success cannot come at the expense of integrity. People often think it can’t be bad
to make a quick buck, but the longterm repercussions are just not worth it. True leadership requires looking inward and consciously deciding what type of behaviour to demonstrate, always mindful that others are watching, even when you are unaware of it. By cultivating integrity, leaders create trust, which becomes the foundation for lasting influence.
SURROUND YOURSELF WITH THOSE WHO KNOW MORE THAN YOU
Having people around you who know more than you is critical, not only for your own development but for cultivating a growth mindset and sustainability within your environment. Importantly, leaders must also foster relationships where colleagues feel safe to speak up. It is in this dynamic exchange of knowledge and perspective that innovation and resilience flourish.
EMBRACE RISK WITH COURAGE AND COMMITMENT
Risk-taking is often painted as reckless but I frame it as calculated courage. Don’t do things half-heartedly. If you’ve done your research, weighed the pros and cons, then make a decision and go full steam ahead. Even risks that don’t pan out bring value, offering lessons that strengthen wisdom and experience. It is this fearless yet thoughtful approach that allows leaders to seize opportunities others might miss.
EXCEED EXPECTATIONS AND FOCUS ON LEGACY
Excellence is about more than ticking boxes, it’s about creating meaningful experiences and leaving a legacy. It doesn’t matter where you are in the organisation or who you serve - clients, colleagues or staff. Always do your best to exceed expectations. This mindset requires patience, self-compassion, and clarity about the kind of person one aspires to be. Leadership is ultimately defined by the mark you leave on others.
STAY GROUNDED IN WHO YOU ARE
It links back to integrity. Know the fundamentals of who you are, what has shaped you, and how those lessons guide the space you choose to occupy in your environment and society at large.
You have to assess whether your organisation aligns with its values, a critical step in sustaining authenticity and purpose.
ABOUT SAIPA
SAIPA is recognised by the Department of Social Development (DSD) and is one of the largest and oldest professional accountancy bodies in South Africa. Established in 1982, SAIPA is a non-profit organisation committed to advancing, regulating, and supporting the accountancy profession in the public interest with over 13 000 members. The organisation is also acknowledged by the South African Revenue Service (SARS) as a Recognised Controlling Body for tax professionals and is registered with the South African Qualifications Authority (SAQA).
Ms Rochelle Bates - Marketing, Sales & Communications Executive
Mr Quentin Green - Acting Chief Financial Officer
Ms Angy Mokgethwa - Human Resources Manager
Postal address: SAIPA House, Howick Close, Waterfall Office Park, Bekker Road, Midrand 1685
Telephone: 011 2077840
Email: info@saipa.co.za
Website: www.saipa.org.za
Hon. Solly Malatsi, gives his Ministral Address at Topco Media’s annual Sentech Africa Tech Week 2025
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For more information Contact: emlyn.dunn@topco.co.za marketing@topco.co.za
Joleen is the Managing Director of the Masthead Group, where she leads with a strong belief in collaboration, empathy and purpose. She joined the company in 2022, drawn by its commitment to helping financial advisors and other professionals build resilient, sustainable businesses.
With a background in finance and a career spanning both corporate and advisory environments, Joleen brings a thoughtful approach to leadership. She values diverse perspectives, encourages open dialogue and believes good decisions are made by listening, learning and working together. A crucial ingredient for any business to succeed, she says, is creating space for others to contribute while staying focused on making a meaningful impact for clients.
Since joining, Joleen has overseen key changes to help Masthead adapt to a shifting regulatory environment – growing the business while staying aligned to the needs of its clients. Her focus on staff wellbeing and continuous learning also reflects her people-first approach to leadership.
JOLEEN’S 5 TIPS FOR THRIVING IN BUSINESS
1. Use effective channels to communicate clearly and frequently with staff and clients.
2. Continuously assess whether you’re making an impact and delivering value to your clients.
3. Diverse thinking fuels innovation – embrace it!
4. Empower decision-making at all levels to boost business efficiency.
5. Encourage your team’s learning and growth.
MASTHEAD JOLEEN JOHN, GROUP MANAGING DIRECTOR
ABOUT MASTHEAD
Initially founded to support financial advisors with regulatory compliance and practice management, Masthead (Pty) Ltd has grown over the past 20 years to include business development services and now assists sectors such as legal and property practitioners, credit providers and crypto asset service providers. Our goal is to help clients manage risk across legislation such as the FAIS Act, FICA, POPIA and the NCA to build compliant, sustainable businesses. As a trusted authority, we work closely with regulators and stay up to date with industry developments. Masthead (Pty) Ltd is part of the Masthead Group, alongside Masthead Financial Planning (Pty) Ltd – a licensed FSP dedicated to supporting financial advisors with streamlined operational and regulatory solutions, while giving them the freedom to shape their business on their terms – from client engagement to product choice.
• Year founded: 2004
• Number of employees: 112 (as of end of April 2025)
• Percentage of female staff members (overall in company): >50.1% female staff
GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT
Masthead’s approach to gender empowerment and corporate social investment combines internal development with industry-wide impact.
Internally, we promote equity through structured training, mentoring and internship programmes that ensure women have equal opportunities to advance into leadership and specialist compliance roles. Our Leadership Programme currently includes seven participants, six of whom are women,
reflecting the inclusive nature of our talent development initiatives. We also see strong representation and ongoing participation of women in our Compliance Training and Internship Programmes, which were established to fast-track the skills development of youth and previously disadvantaged individuals within our organisation.
Flexible working arrangements, maternity support and internal wellness initiatives further promote equity and wellbeing.
Externally, through our various Enterprise and Supplier Development programmes –delivered in partnership with corporate partners – we have empowered numerous Black financial advisors, many of them women, to build and grow independent practices. In addition, the Masthead Learning Centre supports professional development in the broader industry by offering CPD-accredited training, free courses and webinars for financial advisors at all career stages, helping to build a more inclusive and skilled sector.
We take care of compliance – so you can focus on driving business success.
Compliance doesn’t have to be complicated.
At Masthead, we make it seamless.
Masthead (Pty) Ltd is part of the Masthead Group, alongside Masthead Financial Planning (Pty) Ltd – a licensed FSP dedicated to helping financial advisors retain their freedom of choice and spend more time with clients, with the support of streamlined operational and regulatory solutions.
We simplify the complex world of regulation –including FAIS, FICA, POPIA and the NCA –so you can focus on growing your business and serving your clients.
From tailored solutions to hands-on guidance, we take the burden off your shoulders. Our holistic approach combines compliance, practice management and business development, helping you reduce risk and operate with confidence.
We support a wide range of businesses across multiple sectors, including financial services, legal, property, crypto and more.
By Jacqui Cantwell, Commercial Director, C Steinweg Logistics (CSL)
A TALE OF TWO TARIFFS
At first glance, the global shift in tariff policy should be good news for Africa. As trade tariffs ease between certain markets, it seems the path for African exports should clear. But trade today doesn’t flow on paper alone - it flows through ports, roads, rail lines and real-time decision-making. And these physical and operational arteries are currently blocked.
The recent rerouting of cargo from China to the United States, driven by American tariff policies, has created a ripple effect across the globe. Ocean freight rates have surged as importers scramble to front-load shipments ahead of new tariff deadlines. The result is congested ports, overstretched carriers and unprecedented unpredictability in freight pricing.
As African nations focus on trade policy and preferential access agreements, it’s worth asking: “If we waive the toll, but the road is still broken, who can pass?”
THE REAL BOTTLENECKS AREN’T AT THE BORDER
Trade barriers don’t begin or end at customs desks. They stretch inlandthrough crumbling roads, delayed port clearances and legacy infrastructure that can’t support modern demand.
While policy frameworks may champion growth, the daily reality for most African businesses lies in navigating outdated systems and fragmented coordination between agencies. The cost and complexity of moving goods within borders often dwarfs the challenges of crossing them.
This is where the policy-practice gap becomes painfully visible. And it’s here that meaningful reform must focus - not only on headline trade deals, but on the logistical lifeblood that moves goods.
TRADE AGREEMENTS VS TRADE ENABLEMENT
The African Growth and Opportunity Act (AGOA), set to expire in September 2025, still offers a critical bridge for African exports to the United States. Yet uncer-
tainty around its renewal under the current US administration adds anxiety for exporters — and discourages investment in long-term capacity.
Beyond AGOA, other frameworks like the African Continental Free Trade Area (AfCFTA) show promise. But uptake remains slow. Without harmonised customs protocols, digitised platforms and regional alignment, these policies risk becoming a paper framework rather than catalysts.
Meanwhile, global shifts, including increased United States tariffs on Chinese goods, are forcing supply chains to pivot in unpredictable ways. For African businesses, this often means longer lead times and higher input costs, even if they’re not directly targeted by new policies.
ADAPTABILITY BEATS PREDICTABILITY
Resilience often outperforms rigidity. Businesses that build adaptable logistics systems, including diversified routing and contingency planning, are proving more capable of weathering disruption than those focused solely on predictability.
One such example is the Red Sea crisis. When shipping lane disruptions halted movement and sent container rates soaring, many operators were immobilised. Several C Steinweg Logistics clients were able to reroute cargo within hours, not days, but only because we had already designed agility into their logistics planning.
Adaptability is no longer optional. It’s an asset class.
THE AFRICA LAYER: COMPLEXITY IS THE CONSTANT
Africa is not one market. It is a mosaic of regulatory frameworks, languages, standards and infrastructure capabilities. The companies that thrive here are those that understand this complexity, and engage with it at street level.
Multinational logistics providers cannot simply import a global model and expect results. They must operate like regional
players - with local networks, bilingual teams, cultural fluency and eyes on the ground. This is the only way to unlock the real potential of intra-African trade.
ENABLE THE ENABLERS
For African trade to truly flourish, policy reform must be matched by logistics enablement. That means investment in physical infrastructure, skilled personnel, risk management systems and enforcement mechanisms - not just agreements at diplomatic tables.
Governments must recognise logistics providers not merely as vendors, but as growth enablers that are deeply embedded in the success or failure of national trade ambitions.
As leaders in logistics, our role is to build pathways that can adapt, endure and uplift. Because until the infrastructure is as robust as the ambition, policy alone won’t deliver the promise of African trade.
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KwaNgwane Holdings (Pty) Ltd is a holding company for a group of companies owned by Joy Hlongwane and is a reputable and innovative leader in the contract mining industry, providing a comprehensive range of mining services to clients across various sectors. With a commitment to safety, efficiency, and sustainable practices, KwaNgwane Holdings (PTY) LTD has established itself as a trusted partner for delivering top-quality mining solutions.
Our mission at KwaNgwane Holdings (PTY) LTD is to revolutionise the contract mining landscape by consistently delivering exceptional services while prioritizing safety, sustainability, and stakeholder value. We aim to be the preferred choice for clients seeking reliable and responsible mining solutions.
We envision a future where mining operations are seamlessly integrated with environmental stewardship, community engagement, and technological advancement. We strive to set new industry standards for excellence, efficiency, and ethical mining practices.
OUR 5 CORE VALUES
SAFETY FIRST
We prioritise the safety and well-being of our employees, contractors, and the communities in which we operate. Our goal is zero harm, and we uphold the highest safety standards.
We conduct our business with honesty, transparency, and ethical practices. Trust is the foundation of our relationships with clients, employees, and partners.
EXCELLENCE
We are dedicated to delivering outstanding results through continuous improvement, innovation, and the pursuit of excellence in all aspects of our operations.
We are committed to minimizing our environmental footprint and contributing positively to the communities we serve. We adhere to responsible mining practices that prioritise environmental conservation and community development.
We believe in the power of collaboration – with our clients, partners, and employees. By working together, we can achieve mutually beneficial outcomes and drive success.
Companies under KwaNgwane Holding are 100% black female youth owned and we are a level 1 BBBEE contributor:
1.) KwaNgwane Consulting:
Contract mining, earth moving equipment rentals and conveyor belts maintenance. Providing valuable insights and solutions for sustainable resource extraction and development.
2.) Kwangwane Plant Solutions:
Dezzi’s national dealer, selling of earth moving equipment - offering a wide range of plant solutions, providing top-quality equipment for all your construction and earthmoving needs.
3.) KwaNgwane Consulting:
Contract mining, earth moving equipment rentals and conveyor belts maintenance. Providing valuable insights and solutions for sustainable resource extraction and development.
4.) KwaNgwane Advisory:
We pride ourselves in advisory services across different sectors, but more focused in all but not limited to the automotive and mining sectors. KAS facilitates accessibility to the government incentives. We provide expert guidance and recommendations to help individuals and organisations make informed decisions.
5.) KwaNgwane Manufacturing:
We are a company that has established itself in the manufacturing industry. We seek to run a successful manufacturing business that involves a combination of careful planning, effective execution, and adaptability to market changes within the Yellow Equipment space.
5 AFRICAN LEADERS NAMED ON THE FORBES WORLD’S 100 MOST POWERFUL WOMEN LIST
BLAZING THE TRAIL FOR THE CONTINENT
By Shumirai Chimombe
Five African women have been featured on The World’s 100 Most Powerful Women list announced by Forbes in December 2024.
The prestigious magazine described the list as the definitive ranking of the female CEOs, entertainers, politicians, philanthropists and policymakers who wield significant power and are creating lasting impact around the world.
In a statement after the announcement, Forbes highlighted that as traditional power structures are being tested and transformed, these women demonstrate that influence extends far beyond conventional authority. “From finance and technology to policy and culture, these women are driving transformation where industries and economies are being reinvented, proving their collective impact has never been greater”, said Executive Vice President of the magazine Moira Forbes.
Meet the powerful African trailblazers on the list:
1MPUMI MADISA
CEO Bidvest(South Africa)
Mpumi Madisa made history in 2020 as the first black woman to lead a top 40 company on the Johannesburg Stock Exchange when she was appointed CEO of Bidvest. A leading services, trading and distribution Group with nearly 130,000 employees, Bidvest operates in various business sectors including financial services, pharmaceuticals and freight management. She sits on the boards of 16 of the company’s subsidiary companies.
Mpumi has a Masters in Finance and Investment degree, a BCom Honours in Economics and a BSc in Economics and Mathematics.
Under her leadership, Bidvest has consistently achieved remarkable financial success as highlighted by the Group’s solid performance for the year ended 30 June 2024. In their statement, Bidvest reported that trading profit grew by 8.5% to R12.4 billion, with acquisitions boosting growth by 2.9%. Revenue grew 6.7% to R122.6-billion (FY2023: R114.9-billion). The Group declared a final dividend of 447 cents per share, bringing the year’s total to 914 cents, which is 4.3% higher than the previous year. This impressive performance highlighted Mpumi’s strategic acumen and focus on operational resilience.
Billionaires Africa wrote that beyond her financial success, Mpumi is a strong advocate for diversity and inclusivity in corporate South Africa. Her leadership extends beyond Bidvest, playing a key role in shaping South Africa’s corporate governance and broader business landscape. Her commitment to inclusivity
and her determined drive for change are inspiring a new generation of leaders across Africa, cementing her legacy as a transformative force in business.In response to a question she was asked on the podcast CEO Nights with Nyimpini earlier this year on how a female CEO can navigate an environment in which they are undermined and disrespected, she said:
“People will treat you the way that you allow them to treat you. When you’re building your career there’s an age and a level where it’s difficult to push back and we do a lot of absorbing. But there comes a time when you have to teach the system how to treat you.”
She stressed that it was important to have a conversation with the person or people involved, and address the issue head on to ensure that the behaviour does not repeat itself.
“I think that one of the things we as women have to be able to do - and it’s hard to find your voice sometimes when you feel like you’re being drowned out - you have to find your voice and find the inner strength. It’s the first conversation that’s the hardest; the second one is easier, the third one is easier, and the fourth one is easier. Eventually they will stop, then they will tell each other and the word spreads very quickly.”
Mpumi Madisa
2NGOZI OKONJO-IWEALA Director-General, World Trade Organization (WTO) (Nigeria)
In March 2021, Dr Ngozi Okonjo-Iweala became the first woman and the first African to serve as Director-General of the World Trade Organisation. She is the seventh Director-General at the helm of the WTO, and on 29 November 2024, she was reappointed for a second four-year term, set to begin on 1 September 2025. This is the eighth time she has been listed on the Forbes list.
A global finance expert, economist and international development professional Dr Ngozi Okonjo-Iweala has over 40 years of experience working in Asia, Africa, Europe, Latin America and North America. Earlier in her career she served two terms as Nigeria’s Finance Minister, from 20032006 and 2011-2015. She also briefly acted as Foreign Minister in 2006 - the first woman to hold both positions.
Dr Okonjo-Iweala co-authored the book Women and Leadership: Real Lives. Real Lessons with Julia Gillard, who had served as the 27th Prime Minister of Australia, the first and only woman to do so. For this inspirational book, they interviewed eight women leaders who shared the challenges they had experienced as women in influential positions and their advice on how to navigate these challenges. In addition to the authors’ own experiences, the book features Jacinda Ardern, Hillary Clinton, Ellen Johnson Sirleaf, Theresa May, Michelle Bachelet, Joyce Banda, Erna Solberg, and Christine Lagarde.
its Secretariat where for the first time 50% of her management team - the DDGs (Deputy Director-Generals)are women.
She indicated that the WTO had found that women who trade internationally, across borders, earn three times more than those who trade domestically, and also that the number of women trading digitally is rising. “I was excited because it’s not just women in developed countries. When you go to developing countries you find that women are really very much involved in digital trade. Sometimes they’re successful but don’t know how to scale and I’m tired of little pilot things here and there.”
Forbes Africa reported that the second tenure as WTO Director-General comes during a period of complex global trade disruptions, where she has been instrumental in pushing for equitable reforms and addressing the needs of developing nations.
Speaking at the World Woman Davos Agenda meeting in January this year, Dr Okonjo-Iweala said that from the beginning she had been committed to making sure that the WTO’s work empowers women. This included within the workforce of
Ngozi Okonjo-Iweala
As a result the $50-million WTO-ITC Women Exporters in the Digital Economy (WEIDE) Fund was launched in February 2024 to empower women entrepreneurs by helping them grow their businesses through international trade and digitalisation. The Fund aims to give them access to grants and financial support; technical assistance and training related to digital skills; export markets to connect more women to digital market platforms; as well as access to networks and support services.
“Digitally delivered services trade today is worth $4.25-trillion of the $30.4-trillion of global trade, and it’s growing the fastest. But it’s growing in developing countries. That’s what’s exciting. I see it as an opportunity to really empower women to improve their lives, their households and their economies, and to lift them up and give them the power and strength they need. When you increase the wealth of one woman it just ripples and resonates.”
H.E. JUDITH SUMINWA TULUKA
Prime Minister, Democratic Republic of the Congo
A seasoned economist with a distinguished background in international diplomacy and development, H.E. Judith Suminwa Tuluka made history on 1 April 2024 when she became the DRC’s first female prime minister. She was appointed by President Felix Tshisekedi. Her appointment was a historic milestone in Congolese politics, bringing into the spotlight the importance of gender equality and women’s empowerment in national leadership.
Originally from her home town Kimpese in Kongo-Central, Her
Excellency obtained a master’s degree in applied economics at the Université Libre de Bruxelles in Brussels, Belgium and a diploma of additional studies in Work in developing countries. She worked in the banking sector before joining United Nations agencies including the United Nations Development Programme (UNDP) as coordinator of the ‘Peacebuilding and Strengthening Democracy’ pillar. During that time, her work focused on eastern Congo, a region that’s faced ongoing violence and instability.
While on a high-level visit to meet with WTO Director-General Dr Ngozi OkonjoIweala in February this year (a meeting of
two formidable African women leaders), Prime Minister Tuluka said that she believed that the DRC is at a turning point in its development, and that the government is keen to move towards diversifying the economy and establish transformation with a complete value chain.
“We discussed with the Director-General the possibility of moving towards this transformation. And how we could improve the DRC’s trade and what emphasis we can give to young people and women who are already engaged in trade, but who want to enhance their performance with, for example, digitalisation.”
H.E. Judith Suminwa Tuluka
4
H.E. SAMIA SULUHU HASSAN
President of Tanzania
Her Excellency Samia Suluhu Hassan became Tanzania’s sixth president and first-ever female leader in March 2021, following the death of President John Magufuli. She had been vice-president, a role to which she was first elected in 2015. In September 2021, she became the fifth female African leader to address the U.N. General Assembly. Her previous roles in Government included serving as Minister of State in the VicePresident’s Office, responsible for Union Affairs (2010-2015) and Minister in the semi-autonomous government of her home region of Zanzibar (2000-2010).
During the pandemic, under her leadership the Government appointed an expert committee to advise on Tanzania’s COVID-19 response. She launched the country’s vaccination programme in August 2021 and continued to champion safe public health protocols. Her Government has also taken major strides to elevate the private sector as an engine of growth in the economy, giving priority to addressing major constraints on private investment. In another significant step the government announced the removal of barriers to access to education, including those that had prevented pregnant girls and young mothers from attending formal school.
In an exclusive interview with BBC
“But there are people who don’t believe that women can be better presidents. And we are here to show them. Just implement the development plans and see what you can do for them, and they will come to terms. Definitely.”
5MO ABUDU Media mogul, philanthropist, Founder of EbonyLife Media (Nigeria)
Mo Abudu is one of the most powerful women in global media. She is the Founder and CEO of EbonyLife Media with offices in Lagos, London and Los Angeles. The conglomerate comprises EbonyLife Films and EbonyLife Studios, EbonyLife Creative Academy, a school aimed at developing filmmaking skills, and EbonyLife Place, Nigeria’s first luxury entertainment resort in Lagos with an array of restaurants, an events hall, meeting rooms, a boutique hotel and luxury cinemas.
Her latest ambitious project, EbonyLife Place London is set to open during 2025. Set in the heart of London, it will be a first-of-its-kind cultural and creative hub celebrating the very best of African film, theatre, music, food, art, and fashion.
Mo was born in London but was sent by her parents to live with her grandmother in Nigeria when she was seven. She returned to the UK four years later. She earned her MA in Human Resources Development from the University of Westminster. After a very successful career in HR in the UK and in Nigeria, Mo launched her media career with Inspire Africa, an edutainment company. Moments with Mo, the company’s anchor project was the continent’s first syndicated talk show, The show started airing in 2006 and later evolved to include
H.E. Samia Suluhu Hassan
a number of syndicated offshoot series, Moments Z and Moments in Nigeria, Ghana, Kenya and South Africa.
In 2013 Mo moved on to launch EbonyLife TV, Africa’s first global black entertainment and lifestyle network. Her primary goal for the channel was to create a more positive narrative around Africa.
Among Mo’s stellar achievements was the launch of Blood Sisters, Netflix’s first original Nigerian series. The deal with
Netflix marked the first time an African media company signed a multi-title film and TV agreement with the streaming giant. EbonyLife Media has since secured several production collaborations with international studios including Sony, AMC Networks (USA), Starz and Lionsgate, BBC, Westbrook Studios, and Will Packer Productions.
Mo has now partnered with Idris Elba’s Green Door Pictures to elevate African talent through new TV and film projects.
Speaking to Marie Claire Nigeria in March 2024, Mo explained that the international relationships she has built over time have been due to her taking the step to reach out. Finding the courage to step out of your comfort zone and conquering the fear of rejection is a key message that she emphasises.
“I’ve always said think big. If you don’t think big you’re not going to have big ideas and you aren’t going to have big relationships and build those contacts.”
Asked what the word power means to her she said: “For me the word power means to be able to realise my dreams but in a way and manner that doesn’t infringe on the well-being of others. It means that I can have a clear vision about what we need to achieve, and then I take it upon myself to go into the world to see how we’re going to achieve that vision. Power means I’m able to work with a team of people who respect and appreciate me knowing that they believe in the vision and are also part of the bigger dream. Their vision and their ideas are just as important as mine. Power for the sake of power is meaningless. You’ve got to be able to use it positively to create impact and to live a purposeful life.”
Sources: Africa.com, Africanews, Bidvest Group, Billionaires Africa, BBC News Africa, Forbes, Global Africa Business Initiative, IMDb, Marie Claire Nigeria, World Trade Organization (WTO), World Bank Live, World Woman Foundation
Mo AbuduMedia mogul
BOARD DIVERSITY IS
KEY TO BETTER OVERSIGHT AND DECISION-MAKING
If it is accepted that a board’s performance is directly linked to the performance of the organisation it governs, then the board’s composition is clearly a hugely important determinant of its effectiveness.
This is particularly true now that boards are in the spotlight for the quality of the decisions they make, and also now that the business environment has become so complex, and the stakeholders that need to be satisfied are so varied. In this environment, goes the argument, the insights offered by a diverse group of directors will make for better oversight and decision-making.
This makes intuitive sense, but it’s also broadly borne out by research. Now-
venerable research from the Boston Consulting Group’s Henderson Institute shows that companies with more diverse leadership teams report revenue from innovation that is higher than those with below-average diversity scores (45% to 26%). The same institute also showed that diversity is linked to future growth prospects.
For these reasons, as well as for fairness and moral redress, the JSE Regulations require a board diversity policy to be implemented, and King IV requires targets to be set for race and gender diversity on boards.
IS IT GENUINE?
Once it’s agreed that diversity is a good thing, it’s worth taking a moment to
By Professor Parmi Natesan, CEO, Institute of Directors in South Africa
consider what it actually looks like. And here, understandably but regrettably, there remains a tendency to take the easy way out - what I call the tick-box approach, the appearance of diversity.
In South Africa, and elsewhere too, diversity typically means more women (gender diversity) and more people of colour (racial diversity). Thus we hear about a “diverse appointment” being used to refer to a female or ACI (African, ‘Coloured’ or Indian) appointee, and companies proudly list the relative numbers of each on their boards and executive teams.
Greater representation of both women and people of colour is obviously a good start but, as the activist investor group
Barrington Capital Group argued in a 2020 paper for the Harvard Law School Forum on Corporate Governance, demographic diversity is not the same as cognitive (or experiential, for that matter) diversity.
In other words, an overemphasis on demographic criteria can rob a board of the skills, industry knowledge and experience it needs.
Additionally, the point is often made that this tick-box approach means that the same old names keep cropping up on boards, which means that corporates are potentially missing out on the growing pool of ACI and female candidates who are experienced and competent to serve as directors.
HOW ARE WE DOING?
So if there is a good case for diversity, how much progress has been made?
The short answer would probably be “slow but steady”. When it comes to
race, according to PwC’s Non-executive directors’ Practices and fees trends report (May 2023), black Africans now almost equal the percentage of white non-executive directors (47% to 44%), with Asians (5%) and ‘Coloureds’ (4%) corresponding fairly closely to national demographics. Excluding chairs, where whites continue to dominate (58%), black Africans (45% of non-executives) and whites (46%) are neck and neck for non-executive directorship positions.
As far as gender goes, females now make up 38% of non-executive positions, quite a way off their representation in the broader population, where women make up 51.1% of the total population.
For a deeper dive into the progress on gender diversity, reference can be made to the Business Engage report, 2021 - Status of gender on JSE-listed boards, published last year. (This report quotes the 2021 figures, which represent an improvement as compared to the previous four years unless otherwise stated.) Several points stand out.
One point is reporting and disclosure—if we can’t see what companies are doing, we can’t hold them to account. Even at this late stage, 17 of approximately 296 listed companies still don’t have their governance reporting easily available on their websites, and 41 did not report specifically on gender at board level. Only 10 listed a web address for their gender policy. There has been a big decline in the number of companies that set themselves voluntary targets for gender diversity on the board (27 as opposed to 2020’s 95).
All of this is unacceptable: the JSE requires listed companies to have a policy on the promotion of diversity at board level and also states that listed companies should apply King IV, which in turn requires them to set gender targets and disclose not only the targets, but also progress against them.
At the other end of the scale are the 33 companies that have appointed one woman to their boards and consider that box tickedthe “one and doners”. Twentyseven crops up again as the total of JSE-listed companies that have achieved gender parity, with a further 20 just one appointment away from this goal.
As regards female non-executive directors, the Business Engage report broadly correlates with the PwC figures quoted above. It’s interesting but disheartening to note that as regards board committees, women only achieve parity representation on the social and ethics committee.
At the executive level, women have a long way to go, with only 6% of listedcompany CEOs and 22% of CFOs being female.
In conclusion, then, I would tend to argue that while companies are making progress in becoming more diverse, it is happening rather too slowly. Given that women are graduating in greater numbers than men, and are thought to control the majority of consumer spending, one is surely forced to conclude that the undoubted benefits of true diversity have not yet been fully recognised.
ARE WOMEN LEADERS GIVEN A SEAT AT THE TABLE OR JUST A CHAIR IN THE ROOM?
Gender diversity within companies has improved over the last decade through initiatives like employment equity requirements, the Johannesburg Stock Exchange gender reports for listed companies and just the simple reason that gender equity makes business sense. The United Nations women’s call is that gender equality is a human right, not just a business imperative. So why do women still argue that their company presence is not based on true inclusion?
Historically, Organisations were set up for male factory workers and have not changed much since, despite the COVID-19 years. Women worked from home in cottage industries, taking care
of their families and engaged in work that could be undertaken at home, like spinning, weaving, and lace-making. This was the industrial revolution in the north. When organisational structures and work were exported worldwide, they largely kept the structures, rules and practices set up during the 1900s. As women started working outside the home, they felt that organisations were not welcoming to them. Research on women in corporations worldwide shows that not much has changed. The McKinsey and LeanIn.org Women in the Workplace annual report for 2024 notably states that ‘progress is not parity’.
The numbers look positive for women in executive and board positions, so businesses have progressed in
By Dr Michele RuitersGordon Institute of Business Science (GIBS)
addressing representation concerns. The promotion pipeline is healthy, but women often argue that when they get to ‘the top’, they must work even harder to be taken seriously and heard. This phenomenon is known as the ‘glass cliff’ because staying at the top requires grit and a survival strategy, as the rules for women are constantly changing.
Companies are providing coaching and ‘development’ training for women, which has aided the progression of women up the ladder. Still, there are more barriers that women face that go beyond training and promotions. Women in middle management, where most women find themselves in companies, report that their work is often more operational than strategic; therefore, once they get into
Biased (conscious or unconscious) organisational culture is the most significant barrier to women’s full participation in organisations
senior positions, they have not sufficiently been exposed to strategic processes or debates before making decisions. A 2020 paper refers to it as masculine defaults. They’ve been given a chair in the room where the culture disadvantages them.
Biased (conscious or unconscious) organisational culture is the most significant barrier to women’s full participation in organisations. Organisational culture is described as ‘the way we do things around here’. It goes beyond the culture evident on the walls and in the processes and policies. Culture appears to be very easy when one has been immersed in it for a time. At the same time, new entrants, through promotion or employment, feel excluded until they know how to navigate the systems, relationships and ways of being in the organisation.
Organisational culture can destroy a strategy for gender representation. The organisation has plans to improve the numbers at the top. Still, the maledominated culture makes it difficult for those women who achieve promotion to the executive and board rooms. For example, women say they don’t feel they belong in those rooms because the decisions are made outside the meetings. Male colleagues have done well in
networking outside the boardroom and making decisions on those occasions. Women feel they are not invited into those spaces and, therefore, are spectators rather than co-creators in the executive or board room. In an African Business article in 2023, Fhulu Badugela, the CEO of MultiChoice Africa Holdings, wrote, ‘Ensuring greater inclusion, acceptance and participation in leadership positions goes beyond hiring the legislatively determined number of women to fit a quota’.
The optics look good in companies, but what can be done to improve women’s experiences in the rooms where decisions are made? The most important question is to ask – who is not in the room or whose voice has not been heard yet? The first step is to acknowledge that there is a culture that may disadvantage women in senior positions. How, when and where are decisions made? Are women present in those spaces and at those times? What can be done to make decision-making more inclusive? This requires the senior executives to acknowledge that they have a bias.
Secondly, practice allyship. Support women in the executive ranks and pipeline to ensure they succeed in their leadership journeys. Research has
shown that women with male sponsors or mentors do well in their progression to senior leadership roles because men have access to those spaces and can support them in their absence. Allyship programmes can be introduced formally as part of a progression programme. This is generally a two-way relationship where the women can also provide their gendered perspectives on organisational culture to the men with whom they work.
Finally, policies, systems and procedures are gendered. A gender audit should be undertaken to assess an organisation’s policies, systems, and procedures. The masculine bias mentioned above is also evident in those parts of the business. The gender-blind approach to the workplace does not make it easy for women to belong; therefore, efforts should be directed at acknowledging that women have different social and physical needs in their career and workplace journeys. A gender-aware approach says we are different but have equal opportunities to excel in our careers.
1. Cheryan, S., & Markus, H. R. (2020). Masculine defaults: Identifying and mitigating hidden cultural biases. Psychological Review, 127(6), 1022–1052. https://doi.org/10.1037/rev0000209 see also Cheryan & Markus (2022). Rooting out the masculine defaults in your workplace. Harvard Business Review, October 21.
2. African Business (2023). Women in the boardroom: more than a number. https:// african.business/2023/03/infocus/women-inthe-boardroom-more-than-a-number
3. Johns Hopkins University (2024). Allyship for gender equity at work. https://carey.jhu. edu/articles/allyship-gender-equity-work
EMBRACING DIVERSITY, EQUITY AND INCLUSION (DEI)
HOW IT PLAYS A VITAL ROLE IN DRIVING BUSINESS GROWTH IN SOUTH AFRICA
In today’s competitive business landscape, diversity, equity, and inclusion (DEI) are no longer just nice-to-have elements – they are critical tools for achieving sustainable growth. Forward-thinking businesses understand that DEI goes beyond fulfilling legal obligations or meeting quotas. It’s about harnessing the unique perspectives,
skills, and ideas of diverse teams to foster innovation, enhance customer experiences, and drive overall business success.
In South Africa, a country rich in cultural diversity, embracing DEI is especially vital. It empowers businesses to not only reflect the society in which they operate but also
By Nelly Mohale, Head of Human Capital, Decusatio
to stay ahead in an increasingly globalised and dynamic marketplace. DEI is not simply about compliance; it’s a strategic approach to building more resilient, agile organisations poised for future growth.
Here are four compelling reasons why businesses should fully embrace DEI and use it as a strategic advantage:
1. ATTRACT TOP TALENT AND IMPROVE CUSTOMER EXPERIENCE
The fight for top talent is fierce, and research shows that DEI plays a critical role in recruitment. According to Glassdoor for Employers, 67% of job seekers prioritise diversity when choosing where to work, and more than 50% of current employees want to see their workplace do more to foster inclusion.
Beyond attracting high-calibre employees, having a diverse workforce allows businesses to connect with a broader range of customers. Diverse teams bring different perspectives, enabling organisations to better understand and meet the needs of an increasingly globalised and multicultural marketplace. In today’s economy, where customers demand to be understood and represented, a diverse workforce can be the difference between merely surviving and thriving.
2. FUEL INNOVATION AND SECURE A COMPETITIVE EDGE
Diversity and inclusion are proven drivers of innovation. According to Josh Bersin’s research in Why Diversity and Inclusion Has Become a Business Priority, inclusive companies are 1.7 times more likely to be innovation leaders. When people from different backgrounds collaborate, their varied experiences and viewpoints lead to more creative and effective solutions.
By fostering an environment where everyone feels valued and empowered to contribute, businesses can unlock fresh ideas that keep them ahead of the competition. DEI not only strengthens problem-solving within teams but also ensures that these solutions are relevant to a broader audience, ultimately sustaining long-term competitive advantage.
3. TAP INTO NEW MARKETS
Expanding into new markets can be a daunting task, but a diverse workforce provides the insights and knowledge necessary to navigate these environments successfully. Employees with different cultural, geographic, and professional backgrounds bring valuable insights into how best to approach customers in new regions, industries, or demographics.
By leveraging the experiences and expertise of a diverse team, businesses are better equipped to tailor their products, services, and marketing strategies to meet the needs of new markets. This cultural intelligence allows for more meaningful connections with potential customers, making it easier to penetrate new areas of growth and increase market share.
4. BOOST EMPLOYEE ENGAGEMENT AND RETENTION
A company’s culture directly influences employee engagement and retention, particularly among younger generations.
Beyond attracting high-calibre employees, having a diverse workforce allows businesses to connect with a broader range of customers.
A study by the Billie Jean King Leadership Initiative and Deloitte found that 83% of millennials are more engaged at work when they believe their organisation promotes inclusivity.
Engaged employees are more productive, creative, and loyal. They contribute actively to team discussions, are more motivated to deliver excellent customer service, and serve as positive ambassadors for the company both online and offline. This not only enhances internal morale but also improves the organisation’s reputation, attracting further top talent and solidifying the business’s position as an employer of choice.
ACT NOW: DEI AS A STRATEGIC IMPERATIVE
In light of the Employment Equity Amendment Bill, businesses cannot afford to delay implementing DEI strategies. But beyond compliance, companies should view diversity, equity, and inclusion as essential ingredients for growth, innovation, and long-term success.
By fostering a workplace culture that champions DEI, South African businesses can future-proof themselves, ensuring they are better prepared to navigate the challenges of the modern marketplace and to capitalise on the opportunities that come with a diverse, engaged workforce.
The bottom line? DEI is no longer just an HR priority - it’s a business imperative.
KEY TAKEAWAYS FOR BUSINESSES:
• Don’t wait for the law: Actively embrace | DEI to gain a strategic advantage before mandates come into force
• Go beyond compliance: Use DEI to fuel creativity, improve customer experiences, and access new markets
• Engage your workforce: Inclusivity is key to fostering loyalty, innovation, and sustained growth in the modern business landscape
FROM ISOLATION TO CONNECTION
THE POWER OF NETWORKING: BUILDING MEANINGFUL BUSINESS CONNECTIONS AND PARTNERSHIPS
By Shumirai Chimombe
Running a business - and a small business in particular - can be an isolated and lonely enterprise. For many women entrepreneurs the opportunities to reach out for support can be limited, or they don’t know where to start. And without the necessary support, the inevitable challenges of building a business can be tantamount to navigating choppy waters with no compass to indicate which direction you are heading.
Building a strong support network allows you to share experiences with other likeminded entrepreneurs, discuss common challenges and receive moral support. Networking can open new doors to establishing new partnerships and unlock the potential for successful collaboration.
An NWU study titled ‘Exploring networking between women entrepreneurs in the business environment in South Africa’ indicated that the rise of female entrepreneurship has been referred to as one of the most important human resources in the 21st century, contributing towards global
economic and social development. However, most female entrepreneurs in South Africa are experiencing growth and development challenges due to inadequate access to formal entrepreneurial networks among women.
The study revealed that formal networks are greatly important when it comes to assisting women entrepreneurs with financial, moral and other material support. However, most women entrepreneurs are not aware of such networks which makes it difficult for them to enhance their business performance. It recommended that policymakers should
formalise networking at a national level as a supporting tool for women in business as it is an excellent link for unlocking business opportunities, growth and running a successful business.
LEVERAGING BUSINESS NETWORKS
The study highlighted some key benefits to networking for women entrepreneurs keen to build and grow their businesses.
• Business networks provide entrepreneurs with the opportunities to identify, develop and take advantage of economic opportunities, build relationships, share information and search for potential associates for business ventures.
• Creating supportive relationships among women entrepreneurs can play a significant role in helping more women advance in making a success of their businesses.
• Associating with other female entrepreneurs through entrepreneurial networks who understand business ventures can contribute significantly to business performance and success.
• Networks provide entrepreneurs with opportunities to obtain resources at a lower cost as well as gain access to resources that could not be accessed otherwise.
• Entrepreneurial networks are the means through which businesswomen may communicate vital information as well as gain access to essential resources to enhance business success.
• Women entrepreneurs with an extensive range of diverse networks are more likely to create contacts that link them to better opportunities such as financial resources, access to supplies, new clientele, acquiring knowledge and support.
• Networks and networking activities have processes and structures that female entrepreneurs can use to build credibility and trust for themselves in the business environment.
• Women networks respond to fighting gender discrimination, gender inequality, stereotypes, and traditional
expectations in the business and societal stages. In literature.
• Networking organisations advocate for women to participate in networking events relating to business activities for advice, free information, business support and working to increase their numbers, sustainability and success, training and to make women visible.
SPREADING YOUR BUSINESS WINGS THROUGH COLLABORATIONS
Being an entrepreneur can be overwhelming. Managing daily operations and administration, securing funding, marketing, communications, finding clients, and perhaps managing your employees, the list seems endless.
In their article titled ‘The Power of Collaboration Among Women Entrepreneurs’, the USA-based Women’s Business Network (WBN) advised that one of the most impactful and often underutilised strategies for success is collaboration. This is because collaboration goes beyond just working with others - it’s about forming strategic partnerships, sharing resources, and learning from each other to achieve mutual growth. They shared some of the advantages of finding the right women entrepreneurs to work with.
Diverse perspectives lead to innovation
Women entrepreneurs come from diverse backgrounds, industries, and experiences. Collaborating with others allows you to gain fresh perspectives that spark innovative solutions. Brainstorming with like-minded individuals can often lead to creative breakthroughs that you might not achieve alone.
Shared resources reduce costs
Collaboration can mean pooling resources such as office space and marketing. By teaming up with other entrepreneurs, you can cut costs and make better use of your limited budget, especially in the early stages of your business.
Stronger networks mean greater opportunities
Collaboration naturally expands your professional network. By working with other women entrepreneurs, you gain access to their connections, whether that means potential clients, investors, or media contacts.
Mutual support builds resilience Entrepreneurship can be lonely and stressful. Having a collaborative partner or group provides emotional and professional support. They understand your struggles and can offer advice, encouragement, and accountability.
STEPPING OUT AND MAKING CONNECTIONS
Often it’s about taking the first step to start building your network. There are various ways to do so this including:
Networking events: These include women entrepreneur gatherings, business conferences, or joining business associations. These are all excellent places to meet like-minded women and potential collaborators.
Online communities: Platforms such as LinkedIn, Facebook groups, and women-focused entrepreneur forums are filled with individuals eager to connect and collaborate.
Mentorship programmes: Joining programmes for women entrepreneurs can introduce you to experienced professionals who can mentor you and steer you in the direction in growing your business.
There can be magic when women entrepreneurs network and collaborate. This is because it goes beyond your success only. It is a shared victory. Because when women uplift each other, the world feels their impact.
Sources: NWU, WBN (Women’s Business Network)
CREATING OPPORTUNITIES FOR THE NEXT GENERATION IT STARTS WITH US
Leadership is a privilege that in my view carries the responsibility to create opportunities for others. Each of us has something unique to offer - be it advice, connections, or simply providing a seat at the table for those who might not otherwise have the chance. As corporate leaders, we possess tools and experience that can support the next generation’s growth. The important question is: are we using these resources effectively?
Many of us have had our careers shaped by mentors and advocates who believed in us and opened doors. Now, we find ourselves in a position to give back, especially in South Africa, where talent is abundant but access to opportunity remains uneven.
The statistics speak volumes: according to the Spencer Stuart 2023 South Africa Board Index, only 36% of executive and non-executive directors in the JSE top 50 come from historically disadvantaged backgrounds. Alarmingly, 14.3% of these companies have no HDSA directors on their boards at all.
On the other hand, the potential for growth is remarkable. The United Nations reports that 70% of subSaharan Africa’s population is under the age of 30. This generation represents our continent’s greatest resource, capable of driving innovation and reshaping industries. However, without inclusion and empowerment, this potential risks going unrealized.
By Suraya Hamdulay, Director of Corporate Affairs, Mars Sub-Saharan Africa
WE MUST GET PERSONAL
The conversation around empowering young, diverse leaders can extend beyond corporate rhetoric; it can become more personal. As leaders, we have the opportunity to ensure that those who follow us have better chances than we did.
In my own career, I have witnessed the profound impact that mentorship can have. The guidance I received was instrumental in my journey. Consequently, I strive to prioritise mentoring young professionals, particularly women and individuals from disadvantaged backgrounds. Mentorship goes beyond just offering advice; it involves listening, investing in growth, and demonstrating that they deserve a place at the table.
Yet mentorship alone seems only to be part of the story. Sponsorship is important too. As executives, we can advocate for young talent in ways that significantly impact their careers. I have been fortunate to have sponsors who supported me in spaces where I was not present, facilitating access to opportunities that might have seemed unattainable. I hope to do the same for others.
This is a possibility for every leader. We each have varying degrees of access to networks, resources, and knowledge that can positively influence the lives of young professionals in our industries. Sometimes, the difference between potential and success is simply an open door. Together, we can work to open more doors for others.
CREATING PATHWAYS FOR TALENT
If we genuinely want to build a more inclusive future, we must go beyond conventional leadership development methods. Simply focusing on the talent pipeline is insufficient if the pathways to leadership remain inaccessible.
At Mars, we have taken steps toward fostering inclusive leadership teams. Our commitment to gender-balanced leadership has yielded results; between 2020 and 2022, we increased gender-balanced leadership teams from 43% to 46%, which has led to greater innovation and progress.
The challenge now is to extend this intention and support to young, diverse leaders. We need to create environments where their voices are heard, where they have the space to grow, and where their ideas can shape the next wave of innovation.
I believe the answer may lie in establishing structured systems of mentorship, sponsorship, and coaching that are integral to our leadership models. We must actively seek out and nurture talent from all corners of society.
COACHING: THE BRIDGE BETWEEN POTENTIAL AND LEADERSHIP
Coaching also plays a vital role in this
process. As a qualified executive coach, I see coaching as more than just skill development; it’s about illuminating possibilities. In my experience leading teams across various industries, I’ve found that young professionals often possess immense potential but may lack direction. They need leaders who will challenge them to think differently, act boldly, and take ownership of their growth.
Each leader can make a difference today. We don’t need formal programmes to integrate coaching into our culture; it can begin with simple conversations - checking in on junior staff’s career aspirations, sharing expertise, or providing constructive feedback that empowers them.
In every sector I’ve been part oftelecommunications, consumer goods, and beyond - I’ve seen how diverse perspectives lead to better outcomes. Businesses that succeed over the long term cultivate inclusive leadership cultures where every voice is valued. Through coaching, we can help ensure the next generation of leaders is equipped with the confidence and resilience to navigate an ever-changing world.
ADVOCACY: THE BROADER RESPONSIBILITY
While personal mentorship and sponsorship are crucial, we must also embrace a broader responsibility. Advocacy for policy change represents the intersection of individual action and systemic transformation. Promoting diversity within our organisations is important, but we must also advocate for industry-wide changes that level the playing field for historically disadvantaged groups.
At Mars, we have woven this advocacy into our diversity and inclusion strategy. All companies can strive for policies that create lasting change, whether through preferential procurement, leadership quotas, or initiatives that directly benefit underrepresented communities.
Advocacy begins within our own organisations. It involves ensuring that
company policies reflect the values of inclusion and opportunity, and that young talent - especially those from marginalised backgrounds—have fair access to promotions and leadership roles. Each executive should take a moment to assess whether their organisation is doing enough to uplift the next generation.
The real value of inclusive leadership Diversity is not just a box to check; it’s a driver of innovation, creativity, and growth. By investing in young, diverse leaders, we invest in the future of our organisations and our continent. The most successful companies are those that mirror the societies they serve, understanding that diverse perspectives lead to better decision-making and stronger outcomes.
From my career experiences, I know that diverse voices at the table lead to better, more resilient businesses. However, this doesn’t happen by chance. It requires a conscious effort from leaders to mentor, sponsor, coach, and advocate for young talent - especially those historically excluded from leadership.
A CALL TO ACTION
I have seen firsthand how invaluable strong support and guidance can be in developing emerging leaders. As leaders, our diverse experiences enable us to provide mentorship, access opportunities, and challenge biases that hinder young people. By fostering inclusive workplaces where innovation and growth can thrive, we help shape the leaders of tomorrow, benefiting both our companies and society.
Today’s youth represent a powerful resource for the continent’s growth. However, this potential can only be realised if we ensure they are equipped with the right skills, leadership opportunities, and support. The work is ongoing, but the power to effect change is within our reach. By taking action, we can not only enhance our companies but also contribute meaningfully to the future.
HARNESSING AI ALLIES: NAVIGATING ETHICS, ACCESSIBILITY, AND
INNOVATION
When I first began exploring AI, I was not guided by formal training or expert credentials. I am self-taught, curious, and sometimes stubborn. This journey has allowed me to encounter AI on my own terms, filled with excitement, confusion, frustration, and wonder. It quickly became clear that AI is not merely a new tool to learn; it is a powerful force reshaping how we live, connect, and understand the world around us.
I view AI as my ally, something to collaborate with, challenge, and learn from. Yet, I am acutely aware of the significant questions AI raises, along with the shadows it casts on society, the environment, and ethics. These
issues are not abstract; they are real and urgent.
THE DIGITAL DIVIDE: WHO GETS LEFT BEHIND?
One of my foremost concerns is the widening gap between those who have access to AI’s best tools and those who do not. Wealthy individuals and corporations gain timely access to innovative models, rapid data connections, and powerful computing resources. Meanwhile, many people around the globe struggle with slow internet, limited devices, or no access at all. This digital divide is not merely a technological issue, it exacerbates existing inequalities between the Global North and South, urban and rural, rich and poor.
By Rehana Rutti
I often reflect on the undersea cables powering global data flows, these invisible lifelines that enable AI, while also considering their environmental toll and the power dynamics involved. AI infrastructure is built and maintained by a handful of powerful players, and the environmental costs are substantial. These data centres demand enormous electricity and water to stay operational—hidden costs that quietly accelerate climate change and deepen our dependence on extractive systems.
ETHICS, BIAS, AND THE NEED FOR ACCOUNTABILITY
AI models learn from data collected across the internet and society. However, this data carries human biases such as racism, sexism, and economic prejudice, which AI
can absorb and amplify if we are not vigilant. I have witnessed how AI can produce unfair or harmful outputs, reinforcing stereotypes instead of challenging them.
The question I grapple with daily is how we build AI systems that serve everyone fairly. Transparency is crucial: understanding what data feeds these models, who is responsible for decisions, and how technology is governed. Voices like Geoffrey Hinton, one of AI’s pioneers, have cautioned against the risks of rapid, unchecked AI development without proper oversight.
AI DECEPTION: DEEPFAKES, HALLUCINATIONS, AND TRUST
AI’s ability to generate realistic text, images, and videos creates remarkable opportunities but also poses significant risks. Deepfakes can convincingly mimic real people to spread misinformation or commit fraud. AI hallucinations produce false information with confidence, making it increasingly difficult to discern what is true.
The question I grapple with daily is how we build AI systems that serve everyone fairly
This reality makes fact checking more essential than ever. I have had to become my own fact checker, questioning AI’s responses and consulting multiple sources to verify the information I receive. Universities and companies continue to grapple with AI misuse, as even advanced tools like Turnitin, now equipped with AI detectors—struggle to reliably identify nuanced or lightly edited AIgenerated content.
ENVIRONMENTAL IMPACT: THE HIDDEN COST
Training large AI models is energy intensive. Every query I make to an AI platform is supported by complex computations running in massive data centres that consume enormous amounts of electricity and water. The sustainability of AI is a pressing concern that I hold dear. Climate change is the defining challenge of our time, and any technology that accelerates energy consumption must be scrutinised.
I advocate for more research and investment in green AI, models that require less energy, utilise renewable power, and reduce environmental harm. We cannot build the future on the backs of a depleted planet.
THE JOB LANDSCAPE: ADAPTATION OVER REPLACEMENT
Many people fear that AI will take their jobs. I do not believe AI replaces jobs; rather, it replaces outdated
skills. Those who learn, innovate, and adapt will thrive. The real competition lies between humans, those who can think critically, question, and learn continuously, and those who cannot or will not.
Outsourcing your cognitive processes to AI without active engagement risks intellectual stagnation. The true value lies in the collaboration between human creativity and AI’s computational power.
NAVIGATING AI: MY APPROACH
I thoughtfully blend different AI tools, aware of their strengths and flaws. ChatGPT sparks my creativity, Perplexity AI aids my research, Claude supports my reasoning, Copilot boosts my productivity, Canva Pro brings ideas to life visually, and Meta’s AI serves as a quick fact checking friend.
However, I never surrender my judgment. I question outputs, verify facts, and remain curious. I understand that AI does not possess empathy or the nuanced understanding of context that humans do. It is polished and fast, yet it lacks our messy, emotional, intuitive heartbeat.
WHY I KEEP AI AS AN ALLY
My AI allies amplify my curiosity and creativity. They do not replace my values or voice. We are in this together, technology and humanity intertwined, not at odds.
For AI to be a force for good, it requires responsible use, thoughtful governance, and a commitment to equity and sustainability. The future depends on us, how we shape, guide, and coexist with these tools.
I urge us to move beyond fear and hype to engage in real conversations about power, responsibility, and possibility. This is how we can harness AI not just to automate, but to elevate what it means to be human.
Rehana Rutti
THE RIPPLE EFFECT OF EMPATHY AND COMPASSION - A LAWYER’S LESSON
By Nomlayo Mabhena-Mlilo, Director in
the Dispute Resolution Practice at Cliffe Dekker Hofmeyr (CDH)
In the fast-paced, high-stakes world of law, the qualities of empathy and compassion are often overshadowed by the pursuit of career growth. Yet, these very qualities are foundational to the true success of any lawyer.
As a director of my own practice at a leading law firm, I have witnessed first-hand the transformative power of kindness. It is this ripple effect of empathy and compassion that I believe can elevate our profession to new heights.
Legal professionals are often celebrated for their analytical prowess, meticulous attention to detail, and strategic acumen. However, the human element (empathy and compassion) plays a crucial role in our effectiveness as attorneys.
Clients come to us not just for legal solutions but for reassurance that their concerns will be handled with dignity and understanding. The ability to empathise with them, to truly grasp their fears and aspirations, enables us to provide more than just legal advice – it allows us to offer solace and support during their most challenging times.
A PERSONAL TESTAMENT TO KINDNESS
My journey in the legal profession is a testament to what compassion can achieve. Graduating at the age of 21 and becoming South Africa’s youngest attorney, notary, and conveyancer at 23 were milestones made possible by the unwavering support of my community. Growing up, my family faced significant financial challenges, and it was the collective kindness of my community that ensured I had the education and resources needed to succeed. This outpouring of compassion laid the
foundation for my career and instilled in me the importance of giving back.
GIVING THE GIFT OF GUIDANCE
Mentorship is one of the most powerful manifestations of compassion in the legal profession. As a young attorney, I benefited immensely from mentors, who all guided me with both technical expertise and empathetic support. Their mentorship extended beyond professional training; they genuinely cared about my wellbeing, often asking if I had eaten, if I had safe transportation to get home late at night or needed assistance with personal challenges.
This holistic approach to mentorship made a profound difference in my career, helping me navigate the complexities of the legal field with confidence and resilience.
CREATING A CULTURE OF EMPATHY
The ripple effect of kindness extends beyond individual acts of mentorship. It has the potential to transform the culture of entire organisations. In our organisation, we strive to foster an environment where empathy and compassion are integral to our daily interactions. This culture not only enhances our professional relationships but also improves client satisfaction and outcomes.
A BROADER IMPACT FOR A BETTER SOCIETY
The ripple effect of kindness in the legal profession extends far beyond individual careers. When we practise empathy and compassion, we contribute to a more just and humane society. By supporting our colleagues and serving our clients with genuine care, we help create a legal system that is more accessible, fair, and effective. This, in turn, benefits
The ripple effect of kindness extends beyond individual acts of mentorship. It has the potential to transform the culture of entire organisations
the broader community, as individuals and businesses can navigate their legal challenges with greater confidence and peace of mind.
EMBRACING THE RIPPLE EFFECT
The qualities of empathy and compassion are not just complementary to legal expertise; they are essential to the true success of most professions. By embracing kindness in our interactions with clients, colleagues, and mentees, we can create a ripple effect that elevates the entire community. It is through these acts of compassion that we can leave a lasting positive impact, honouring the noble essence of our profession and inspiring future generations to do the same.
As we continue to navigate the complexities of the legal field and life in general, let us remember that our greatest strength lies not just in our technical skills, but in our capacity for empathy and compassion. A culture of kindness is long overdue, so let’s hurry it along and ensure that the ripple effect of our actions extends far and wide, making the world a better place for all.
THE ‘SECOND’ PANDEMIC: ADDRESSING GENDER-BASED VIOLENCE AND FEMICIDE
STEMMING THE TIDE - POLICY RESPONSES TO GBVF
By Shumirai Chimombe
South Africa continues to grapple with the ongoing scourge of gender-based violence and femicide (GBVF), and women and children remain under constant threat in their homes and also their schools and communities. The government has acknowledged this as a national crisis which President Cyril Ramaphosa has described as the country’s ‘second pandemic’. It is a widespread and entrenched socio-economic problem caused by the unequal distribution of power and privilege between men and women.
It is within this context that the government developed the National Strategic Plan (NSP) on Gender-based Violence and Femicide. The NSP is a society-wide, multi-sectoral, and strategic policy aimed at providing a coordinated national response to this crisis. Since its launch in 2020, the policy has led to some significant interventions being implemented.
PRESENTING AN OVERALL NATIONAL PICTURE THROUGH EVIDENCE-BASED DATA
The Human Sciences Research Council (HSRC) and its collaborators conducted the First South African National GenderBased Violence Study, 2022 to assess the extent and nature of GBV and its impact
across the country. The study, funded by the Department of Science, Technology and Innovation (DSTI), UN Women, the European Union Delegation to the UN, the Ford Foundation, the Bill and Melinda Gates Foundation and the HSRC, was released and handed over to the Department of Women, Youth and Persons with Disabilities (DWYPD) on 18 November 2024.
The findings of the study provide new evidence and testimony of the patterns of violence against women. It has become a vital source of evidence-based research on GBV in South Africa contributing to understanding the life course of victimisation and perpetration in the country.
The HSRC explained that the study outlines the prevalence of physical, sexual, emotional, and economic violence, and psychological abuse such as controlling behaviours among youth and adults 18 years and older. It also examines the perpetration of violence by men against their female partners and the underlying role of gender norms in driving GBV. The data collected serves as a crucial source of information for government, researchers, academics, civil society, developmental partners, policy makers, and practitioners for reporting and tracking progress in addressing GBV in South Africa, as outlined in the NSP.
A SNAPSHOT OF SOME OF THE FINDINGS
33.1% of women aged 18 years and older regardless of partnered status had experienced physical violence in their lifetime. This translates to an estimated 7 310 389 women.
9.8% of women regardless of their partnered status had experienced sexual violence in their lifetime translating to 2 150 342 women.
35.5% of women regardless of their partnered status reported experiencing lifetime physical and/or sexual violence during their lifetime. This translates to an estimated 7 847 438 women.
Lifetime physical violence was significantly higher among Black African women compared to women of other race groups, and higher among those cohabiting but not married, compared to married women and women who were not currently in a relationship. It was also significantly higher among women aged 35 to 49 years than those aged 50 years and older.
In addition to measuring lifetime experiences of violence, the survey also measured recent experiences of GBV in the past 12 months.
6.1% of women reported that they had experienced physical violence in the past 12 months translating to an estimated 1 338 336 women.
2% of women reported that they had experienced sexual violence in the past 12 months. This translates to 432 525 women. who have been sexually violated in the past 12 months.
7.0% of women reported that they had experienced either physical and/ or sexual violence in the past 12 months oversall, translating to an estimated 1 536 729 women.
For the first time, the HSRC looked at the prevalence of GBV victimisation among women with disabilities. The study found that
CONVICTION RATES OF GBV CASES
The National Prosecuting Authority (NPA) has played a critical role in prosecuting GBV cases and being the voice of vulnerable groups.
91.9% in femicide prosecutions (475/517 cases)
92.2% in intimate partner femicide prosecutions (356/386 cases)
74.8% in sexual offences (3 460/4 627 cases)
among ever-partnered women (women who have had a former or a current partner), those with disabilities faced higher risks of violence than those without disabilities.
29.3% of women with disabilities had experienced overall lifetime physical abuse at a rate higher than women without disabilities (21.7%).
14.6% of women with disabilities had experienced twice as much sexual violence as women without disabilities (7.2%).
In an interview with SABC News after the launch, Research Associate of Southern Centre for Inequality Studies at Wits University, Lisa Vetten commented that the study is important because there hadn’t been any recent research that gave a national picture. There have been other studies that gave provincial or localised insights. Now the national one confirms what many of the smaller studies have been saying.
The GBVF Response Fund launched its flagship RESPECT messaging campaign in 2023.
RESPECT has provided an overarching prevention framework that defines roles and actions that can be employed by individuals and organisations as a pragmatic response to GBVF. This campaign aims to catalyse prevention and behavioural change, directly confronting GBVF.
With a simple yet powerful message – “In a world with respect, there is no GBVF” – it implores ordinary South Africans to revert to our core value of UbuntuGBVF Response Fund
“What is really significant about this study is the figures it gives in relation to violence against women with disabilities. We’ve long known this as a problem but we haven’t had the statistics to understand this, and I think this is the first study to give us that kind of picture and to show that violence towards women with disabilities has been very neglected.”
She added that the report should be a wake up call to the Department of Health to turn their attention to supporting mental health services. GBV has a serious impact on women’s mental health yet there is limited access to assistance.
EXTENSIVE LEGAL REFORMS
INTRODUCED TO IMPROVE SUPPORT FOR VICTIMS
In 2022 President Cyril Ramaphosa signed into law legislation aimed at protecting women and children from abuse and violence. The legislation aims to ensure that cases are successfully prosecuted, survivors are protected, and that there are more effective deterrents in place.
The Criminal and Related Matters Amendment Act expands the circumstances in which a complainant can give evidence through an intermediary, and provide for evidence to be given through audio-visual links in proceedings other than criminal proceedings. It further regulates the granting and cancellation of bail; the giving of evidence by means of closed circuit television or similar electronic media; the giving of evidence by a witness with physical, psychological or mental disability; and the
right of a complainant in a domestic related offence to participate in parole proceedings.
The Domestic Violence Amendment Bill includes new definitions, such as “controlling behaviour” and “coercive behaviour”, and expands existing definitions, such as ‘domestic violence’ to include spiritual abuse, elder abuse, coercive behaviour, controlling behaviour, and/or exposing/subjecting children to certain listed behaviours. It also introduces online applications for protection orders against acts of domestic violence and imposes obligations on functionaries in the Departments of Health and Social Development to provide certain services to victims of domestic violence.
The Criminal Law (Sexual Offences and Related Matters) Amendment Bill has the primary goal to improve the country’s prevention of sex crimes, particularly paedophilia. It also expands the definition of the crime of incest and introduces a new offence of sexual intimidation. Furthermore the law expands the scope of the National Register for Sex Offenders (NRSO) to include the particulars of all sex offenders and not only those against children and persons who are mentally disabled and, increases the periods for which a sex offender’s particulars must remain on the NRSO before they can be removed from the Register.
On 24 May 2024 the National Council on Gender-Based Violence and Femicide Bill was signed into law to establish a statutory body charged with providing strategic leadership in the fight against gender-based violence and femicide in South Africa.
This multi-sectoral council will draw on the expertise of all stakeholders which includes civil society, labour and business, to further strengthen national efforts to combat genderbased violence, using a more inclusive, focused and better resourced approach.
THE GBVF RESPONSE FUND - OFFERING SUPPORT ON THE GROUND
The GBVF Response fund was launched by President Ramaphosa in February 2021. The Fund plays a critical role in making change happen based on research, awareness and giving practical support to organisations that are actively working in the fight against GBVF.
Their approach, supported by their private sector partners and stakeholders, is guided by the NSF’s comprehensive framework, which includes prevention, justice, response, and care.
In its 2023-2024 Annual Report, the Fund reported that “this framework has informed strategies and programmes, allowing us to make significant strides in various areas. We have supported grassroots organisations in implementing evidence-based interventions aimed at stopping violence before it starts. This includes working with children in schools on issues such as abuse, safety, consent, violence, engaging parents to address violence at home, and collaborating with faith-based and traditional leaders to foster community-wide change.”
The community-based organisations (CBOs) have been instrumental in providing legal assistance and advocacy, helping survivors open cases with the police, ensuring proper investigations, and pushing for justice in the courts. These efforts are crucial in holding perpetrators accountable and enhancing the legal response to GBVF.
The Fund’s programmes strongly emphasise supporting key populations, including women, children, the LGBTQIA+ community, elderly women, and persons with disabilities. By addressing the unique challenges faced by these groups, the Fund ensures that its interventions are inclusive and effective.
FAIRSURE A LEGACY OF INTEGRITY. A FUTURE OF EMPOWERMENT
Established in 1979, Fairsure has evolved from a specialist in employee benefits to a comprehensive financial solutions group serving clients across South Africa. Over four decades later, we remain committed to personal service, innovation, and integrityvalues that continue to shape our identity and growth.
OUR VISION
To be the leading black-owned financial solutions provider in South Africa.
This vision underpins our mission to deliver independent, cost-effective services that respond to the changing financial needs of our clients and their employees. Our group includes four specialised entities - Fairsure Administration, Fairsure Consulting, Fairsure Risk Solutions, and Fairsure Investment Managers - working seamlessly to offer retirement, investment, consulting, and insurance solutions.
What sets Fairsure apart is our owner-managed structure, which allows us to maintain agility and personal client relationships. With offices in Cape Town (HQ), Johannesburg, Durban, Gqeberha, Tshwane, and Bloem-
fontein, we are both local and nationalensuring accessibility and responsiveness.
Our values of Integrity, Accountability, Continuous Improvement, Collaboration, and Excellence are not simply wordsthey’re embedded in our daily operations. Whether adapting to legislative reforms like the two-pot system or growing new business lines like Fairsure Risk and Investment Managers, we do so with purpose and professionalism.
As a Level 1 B-BBEE company with a 40% female executive committee, Fairsure champions inclusive leadership and gender equity. Our team of 75 women and 35 men reflects our belief that diversity drives innovation. Internally, we cultivate a culture of leadership, ownership, and continuous learning - ensuring that each staff member contributes meaningfully to our shared success.
Social responsibility is also core to our purpose. We offer reduced fees to CSI partners and are actively exploring sustainable business initiatives that deliver longterm value beyond profit.
OUR MESSAGE TO SOUTH AFRICA’S BUSINESS COMMUNITY
Success is rooted in trust, integrity, and shared values. As the financial landscape evolves, so must we - but without compromising who we are. At Fairsure, we believe in empowering people, leading with excellence, and always doing what’s right - even when no one is watching.
Whether you’re a fund, employer, or individual member, Fairsure is your trusted partner in navigating the future of financial well-being.
Tel: +27 860 004 400
Address: 11th Floor, 117 on Strand, 117 Strand Street 8001
News Editor Mmanaledi Mataboge steers live television in a deadline-driven environment. Assignments Editor Faith Daniels sets the agenda that shapes the national conversation. Their leadership sharpens judgement, broadens sourcing, and deepens story development
From reaction to rigour
Where some newsrooms chase instant reaction, eNCA prioritises comprehensive sourcing: community voices, domain experts, and analysis that links events to broader systems. In coverage of municipal failures, reporters pair testimony from residents with budget documents and audit findings to reveal cause, consequence, and accountability. The result is journalism that explains rather than merely observes. This rigour reflects something deeper: the impact of diverse leadership on news priorities.
What changes when women lead
When leadership reflects audience diversity, sourcing expands, credibility grows, and relevance deepens among underserved viewers. Representation in decision-making improves access to hard-to-reach communities, strengthens relationships with sources, and produces stories that resonate across demographic lines. This is not aspirational rhetoric; it is a concrete newsroom advantage that drives engagement and sustains viewership.
When success is visible, it’s
possible
Visibility matters. eNCA’s approach creates “possibility modelling”: when professional success becomes visible, it becomes achievable. Early-career journalists who watch Mataboge manage complex live decisions, or Daniels weigh competing angles, see leadership as an attainable path they can step into. Through coaching and accountability, we reinforce a culture where speed never compromises verification, fairness or follow-through. This leadership philosophy translates directly into editorial decisions that elevate journalism’s role in society.
Setting the standard
eNCA’s women leaders are not only changing who tells the story; they are expanding which stories receive attention, how investigations develop, and why certain narratives matter. Their coverage places affected communities alongside official sources, tests implementation as well as policy, and sustains attention on under-reported issues long enough to reveal systemic patterns.
The future of news demands speed and rigor while remaining authoritative and accessible. Newsrooms delivering on all four principles - and reflecting the communities they serve - create coverage where audiences recognise their experiences. eNCA’s lesson is straightforward: when newsrooms mirror the societies they serve, they report not just more fairly, but more fully and with greater impact.
Cape Town Physical Address: 4 Stirling Street (cnr. De Villiers Road and Stirling Street), Zonnebloem, Cape Town 7925
Mmanaledi Mataboge-Mashetla (News Editor)
As News editor at eNCA, what does leadership in the newsroom mean to you?
Leadership in the newsroom means guiding and managing a team of hardworking journalists to deliver an excellent product for our discerning viewers. It also means shaping a strong editorial strategy while navigating the modern digital media landscape, with its constantly shifting patterns of news consumption.
What role does female leadership play in shaping eNCA’s editorial authority and newsroom culture?
In a country where women have long been under-represented, female leadership ensures that we set inclusive agendas and cover stories in ways that amplify the voices of women leaders, everyday women, and young women, while securing a seat at the decision-making table. In the newsroom, women leaders bring empathy and deeper insight into women viewers, underscoring why their perspectives are essential to eNCA’s mission. Just as importantly, we reject the outdated notion that newsrooms are only for the “tough” woman who can travel nonstop and work extreme hours. Women can build and succeed in their careers while also raising families, and we shape our culture and expectations accordingly.
My vision is simple: that women can make decisions without being doubted or second-guessed. I want to see women leading South Africa’s newsrooms at the highest levels—across both editorial and operations.
What advice would you give to young women aspiring to lead in the media industry?
Be prepared to work ten times harder than your male counterparts. Push the door open - kick it down if you have to. The glass ceiling in newsroom leadership has been slow to shatter because of patriarchal norms and structural inequalities, but take pride in being one of the women leaders who chip away at it.
Looking ahead, what is your vision for women in leadership in South Africa’s newsrooms, and how does eNCA set that example?
My vision is simple: that women can make decisions without being doubted or second-guessed. I want to see women leading South Africa’s newsrooms at the highest levels—across both editorial and operations. At eNCA, a seat at the table comes with the mandate and support to make decisions, implement them, and see them through. It also comes with regular opportunities to upskill and grow into new strengths—often discovering capabilities you didn’t know you had.
Faith Daniels (Assignments Editor)
What does it mean for you, as a woman leader, to hold that gatekeeping role in South Africa’s most influential news channel?
I never take this role for granted. It carries the responsibility to tell the stories that matter, to reflect society to itself, and at times to influence how people think, feel, and act on issues of importance. For me, it is an immense privilege—one I never lose sight of. It is a daily gift to stand in my truth as a woman and lead from the front.
How do you ensure diversity of voices and perspectives in the stories eNCA covers?
Diversity doesn’t happen by accident; it must be deliberate and intentional—never taken for granted on any story. If an issue affects all of us, all of us should be represented. Audiences must see themselves reflected in the voices and stories on screen. Otherwise, we risk alienating parts of our viewing public—something we would never accept. Our responsibility is to tell the stories not only of those with the loudest platforms but also of those who are too often unheard, whose circumstances may have left them silent.
Our responsibility is to tell the stories not only of those with the loudest platforms but also of those who are too often unheard, whose circumstances may have left them silent.
What lessons have you learned about resilience and leadership from working in such a demanding editorial role?
I’ve learned to trust my news sense and instincts. I’ve learned to keep an open mind when confronted with difficulties, differing opinions, or clashing views. Balancing family, work, and friendships is crucial. Our children deserve the best of us, yet in a 24-hour news cycle that isn’t always possible. I make the time—intentionally—to be with the people I love, and I’m grateful for their understanding and, most of all, their grace in sharing me with my passion: news. Above all, I’ve learned to be kinder to myself when I can’t please everyone or get to everything. I apologise, schedule better, and keep moving forward.
Looking ahead, what is your vision for women in leadership in South Africa’s newsrooms, and how does eNCA set that example?
My vision is for more women to hold positions of power— to sit at decision-making tables and lead. Our voices aren’t just needed; they are fundamental.
Independent media, shaping South Africa’s story
eMedia Investments is South Africa’s leading independent broadcaster and integrated ecosystem that informs, entertains and empowers audiences at national scale. From free-to-air television and satellite to streaming, radio and world-class studios, we deliver credible content and distinctive local storytelling that creates shared moments for millions of South Africans.
Our story is one of access and innovation. We pioneered free-to-air commercial television with e.tv and evolved that success into a complementary family of channels - eExtra, eMovies, eMovies Extra, eReality, eToonz, eSeries and ePlesier - so that South Africans can find themselves on screen across languages and genres. Openview extends the promise even further. As the country’s first free-to-air satellite platform that is Wi-Fi-enabled and free forever, it carries the eFamily and partner brands into more than 3.7 million homes through over 20 television channels and 28 radio services.
eNCA stands as the country’s most trusted 24-hour news authority, available on DStv and on eNCA.com, where live streaming, explainers and investigative features deepen public understanding. eVOD, our fast-growing free streaming platform for exclusive local films and premium series,
expands to Android TV, and now offers our weekly dramas to download and watch offline. We connect with South Africa’s youth through YFM, while our studios and post-production facilities power industry-leading content from concept to delivery.
Our business philosophy is clear: serve audiences, uphold standards and create long-term value. We invest where it matters most - in original entertainment, rigorous journalism and reliable information - with success measured by impact and returns, not reach alone. We comply fully with regulation, steward resources carefully and partner with advertisers and creators who share our commitment to ethical practice. In everything we do, access and excellence move together.
Women’s leadership is central to our performance and to the future of South African media. Across editorial, production, technology, commercial and on-air roles, women hold decision-making authority that influences both our organisational culture and the national conversation.
We build pipelines deliberately through equitable hiring, mentorship and development, ensuring that talent rises, influence compounds and role models remain visible
to the next generation. The outcomes are tangible: richer perspectives, deeper credibility and broader storytelling that authentically reflects South African realities. From control rooms and edit suites to boardrooms and anchor chairs, women drive editorial excellence, ignite innovation and champion inclusive decision-making. They also expand what leadership looks like for emerging talent, demonstrating that diversity is not a corporate slogan but a sustained competitive advantage.
eMedia remains independent, inventive and values-driven, committed to elevating local voices, broadening participation and raising industry standards across evolving platforms.
CONTACTS
Telephone: + 27-11-537-9300
Email: info@mediaholidings.co.za
Website: www.emediaholdings.co.za
At Old Mutual Insure, two trailblazing women are driving change, ensuring that female sponsorship, mentorship and executive succession are more than just buzzwords – they’re a reality.
THABILE NYABA, FORMER CHIEF RISK AND SUSTAINABILITY OFFICER AT OLD MUTUAL INSURE
You’re the chair of the Old Mutual Women Network (OWN) at Old Mutual Insure. What does it entail?
OWN was established in 2019 as part of Old Mutual’s broader commitment to women’s empowerment. Each subsidiary has its own forum. The vision for OWN at Old Mutual Insure is to advocate for women’s leadership and career development, provide a platform for women to discuss challenges and opportunities, and support women holistically by recognising the multiple roles they play in society.
What are the four pillars of OWN?
SHE Connects hosts monthly sessions on topics like financial literacy and career growth, creating a space for learning and discussion. Her Journey supports women with side businesses through market days and mentorship, including the She Series (SheAspires, SheThrives, SheExcels) in collaboration with Human Capital. She Makes a Difference links women involved in social initiatives with funding and support,
OLD MUTUAL INSURE UNAPOLOGETICALLY CHAMPIONING WOMEN’S DEVELOPMENT
encouraging employee volunteerism. She Celebrates focuses on entertainment, organising summits, high teas and networking events. This year, OWN will host a women’s summit, bringing employees together for inspiration and connection. These pillars empower women at Old Mutual Insure both professionally and personally.
PALESA NTOAGAE, HUMAN CAPITAL EXECUTIVE AT OLD MUTUAL INSURE
What female empowerment initiatives are you currently spearheading?
We’re very intentional about developing women. Of our R18 million learning budget, 57% is spent on women. This has resulted in a 19% promotion rate among women who’ve benefited from our apex develop-
ment programme that started in 2022. We’ve also spent R250,000 towards external study bursaries for female matric students under the OMI Empowered Girls Programme.
Sponsorship is also important to us. While mentorship provides guidance, sponsorship goes a step further by actively championing talented women in key decision-making spaces. Out of the eight people chosen for our bespoke Executive Development Programme, three are women. They are sponsored by current executives and groomed for leadership opportunities, as well as board readiness.
Already, we’re seeing improvement. In 2024, the number of women in senior management roles increased from 63 in January 2024 to 69 by December 2024.
What role does mentorship play in advancing women?
Mentorship plays a key role in driving transformation in what is still a male-dominated industry. We believe in the power of mentorship to give opportunities to women and pave the way for their success. I’m eternally grateful for the two mentors I’ve had in my professional journey - Schalk Grobler and Hannes Smith. As a result, I’m determined to pay it forward to other women.
Established in 2018, BoNo Property Group (Pty) Ltd empowers communities through property development while creating shared value through our property investment. We offer affordable, fit for purpose accommodation to the majority of South Africans, especially students and first-time home buyers.
We focus on both Greenfields and brownfield developments located near tertiary institutions with access to retail and transport hubs. Our designs have the end user in mind to ensure fit for purpose and beautiful living spaces. We don’t cut corners; we meticulously follow all local authority regulations and by-laws and ensure that only qualified project professionals are on board to make sure that the end product is of high standard but at affordable costs.
OUR VISION
To be a reliable provider of quality, affordable and fit for purpose residential properties
OUR MISSION
• Our customers are our assets
• We do not compromise on quality, good design and affordability
• We provide life enhancing living spaces that is fit for purpose
• We provide value for money solutions to affordable housing
OUR STRATEGY
To continuously seek and acquire investment properties that meet the following criteria:
Properties with redevelopment potential Land with development potential
WHAT WE DO A GLANCE:
• Property redevelopment and sale
• Land purchase and holding
• Acquire, develop and manage properties.
OUR PORTFOLIO
BoNo Property Group, under the guidance of award-winning CEO and co-founder, Patricia Tshitema, has expanded its offering to include property and facilities management services to ensure our clients receive quality service at affordable prices. Our portfolio, which exceeds R100-million in value, includes BoNo Village, OpaL Student Apartments and Primula House.
The OpaL Student Apartments in Naturena, in the south of Johannesburg, is a newly-developed R60-million property catering to almost 400 students. This state-of-the-art development offers a secure environment with outdoor gym facilities and solar power to mitigate the effects of power outages, among other things. Our student brand “OPAL STUDENTS” has grown drastically in recent times and is amongst the most recognised students’ accommodation in South Africa with a total of 645 student beds in 3 years. BoNo Property Group’s plans for expansion include a build-and-sell development, called Angel Oak Apartments, in the south of Johannesburg. The Group offers investment opportunities with remarkable ROI to those who want to invest in property without the day-to–day management of their portfolio.
Bono Property Group (Pty) Ltd is a holding company with multiple special purpose vehicles including Bono Property Investment (Pty) Ltd which owns OpaL Students Accommodation in Johannesburg and Primula House (Pty) Ltd which owns OpaL Students Accommodation in Pretoria which is valued at R35 million amongst others.
Our vision 2030 is to achieve a property portfolio of half a billion.
BONO PROPERTY GROUP ACHIEVEMENTS
• CEO named Overall Winner: SA Investor of the Year 2024
• CEO named Leading Woman SA 2024 by SAIBPP
• CEO named in the 50 Most Memorable Women 2023 by Feature Magazine
• Company Winner: SA Property Investor of the Year 2021 in the Big-League Category
ABOUT PATRICIA TSHITEMACO-FOUNDER AND CEO
Patricia is the co-founder and CEO of Bono Properties and Investments. She has extensive experience in project management and leading organisations. As a co-founder, she brings a unique set of skills to the business such as leadership, training, consulting, and project management.
Having also come from humble beginnings, Patricia understands the vision of Bono Property Group of building sustainable, quality, and affordable properties. She not only focuses on bringing return on investment for shareholders but she actively engages with the communities to leave them better than how she found them. When Opal Student Accommodation was launched, she made sure that Bono Property Group became involved in charity work around the community
ICEBOLETHU GROUP DR NOMFUNDO MCOYI, FOUNDER AND GROUP CEO
Dr Nomfundo Mcoyi is a visionary entrepreneur and philanthropist who transitioned from a career in education to establish the Icebolethu Group in 2009. Under her leadership, the company has grown from a single funeral parlour into a conglomerate comprising 13 companies, with over 150 branches across KwaZulu-Natal, Gauteng, Eastern Cape, Mpumalanga, and the United Kingdom, employing more than 2 200 individuals and serving over 500 000 policyholders.
Her dedication to community upliftment led to the creation of the Icebolethu Foundation, focusing on education, sports, economic empowerment, and elderly care.
Dr Mcoyi’s contributions have been recognised with numerous accolades including;
Standard Bank KwaZulu-Natal Top Brand Award (2022)
Three awards at the Commonwealth Business Excellence Awards (2023): Best Organisation led by a Woman; Best Customer Excellence; Fastest Growing Organisation led by a Woman Business Woman of the Year at the African Women in Business Conference (2024)
Business Leader Award at the Sebenza Women’s Awards
FIVE TIPS ON THRIVING IN BUSINESS
Embrace adaptability: Like cooking, business flexibility and a willingness to experiment
Prioritise community impact: Success is measured by the positive change you bring to others
Invest in continuous learning: Attend global conferences to stay ahead of industry trends
Build a strong support network: Surround yourself with a dedicated team to share responsibilities
Balance roles with intentional planning: time management is key to multiple commitments
DEDICATED TO THE CARE OF THOSE WE SERVE
ABOUT ICEBOLETHU GROUP
“Dedicated to the care of those we serve”
Icebolethu Group is one of South Africa’s leading Funeral Assurance Groups providing a centre of excellence and a leading provider of dignified burial solutions.
Icebolethu Group has a 15-year history in the funeral industry, with the goal of becoming the leading funeral parlour group in South Africa and the SADC region. With over 2 200 employees with various
skills servicing approximately 500 000 members in South Africa, SADC, and the United Kingdom, the multi-skilled Icebolethu team ensures that all investments made by our members remain in safe hands. The services of the 13 subsidiary divisions under Icebolethu Group are centered around the company motto of being “dedicated to the care of those we serve”.
To ensure clients have a full suite of services, Icebolethu Group has various divisions catering to each component of the business to ensure service excellence.
CONTACT
Onelisiwe Sotshongaye
Media Liaison
Icebolethu Group
Tell: 081 313 8551
Email: onie@kenakosa.co.za
MTHENTE RESEARCH AND CONSULTING SERVICES
CELEBRATING
20 YEARS AND THE WOMEN WHO MADE IT POSSIBLE
We’re thrilled to celebrate a remarkable milestone at Mthente Research and Consulting Services — our 20th anniversary! This achievement highlights the incredible impact small businesses can have on South Africa’s economy. We take great pride in our role as a boutique firm, dedicated to producing quality research, creating jobs, and supporting emerging researchers. We remain exceptionally committed to empowering women and black professionals.
At Mthente, our passion for big data analysis drives us to help organisations make informed decisions and assess their impact. The name “Mthente,” which means “thorn tree,” symbolises our innate strength and resilience, while its delicate leaves reflect our attentiveness to the unique contexts we encounter. Our focus centres on four main areas: monitoring and evaluation, stakeholder intelligence and relationship management, leadership and executive coaching, and strategy. We take pride in our dynamic work across various sectors, including banking, government, healthcare, startups, and multinational corporations, expanding
our reach into Africa, Europe, and the United States. For the past two decades, we have been committed to driving innovative research. Our focus on inclusive stakeholder engagement has allowed organisations to align with the King IV Report and ensure effective board governance. We are proud to have collaborated with respected clients, including Thungela, Rustmo, the Liberty Group, and Assupol. Additionally, we have played a significant role in developing impactful corporate social investment (CSI) strategies alongside partners like the Oceana Group, the Old Mutual Foundation, and Engen. We have also been involved in measuring brand awareness and impact for various entities, including FCB, South African Tourism, ARMSCOR, and Trade and Investment KwaZulu-Natal.
We have actively participated in assessing project impacts and conducting monitoring and evaluations for various clients, including the Nelson Mandela Children’s Fund, the International Labour Organisation, the National Lotteries Commission, Tshikululu
Social Investments, and World Vision. Our efforts have involved developing and implementing monitoring and evaluation frameworks for organisations such as the Institute of Security Studies, the National Prosecuting Authority, and the Engineering Council of South Africa. Additionally, we have carried out extensive research through multiple studies, including a three-year project that examined the state of small businesses and cooperatives in South Africa for the Department of Small Business Development and an assessment of the gambling landscape in the Western Cape for the Western Cape Gambling Board.
All our work is made possible by our passionate and agile team, which embraces diversity and truly reflects the vibrant global community we serve. With 80% of our management team comprising women, we’re excited to create an inclusive and innovative environment that drives impactful solutions together. In celebrating Women’s Month, Mthente uses this opportunity to celebrate the women of Mthente, who make it all possible!
Mthente Research and Consulting Services team
Heidi Villa-Vicencio is the soul of Mthente - our Founder and Managing Director. With 25 years of rich professional experience, she holds an MBA from the University of Warwick and an MA from the University of Cape Town and was featured in the April 2025 edition of the Global Woman Leader publication as one of the “Top 10 Women Corporate Consultants from South Africa.” As a certified coach with the International Coaching Federation, Heidi is passionate about empowering others. She believes in building a talented team by hiring individuals who have diverse skills and insights. At Mthente, Heidi fosters a culture of solutions, consistently seeking answers to challenges, because she knows that true innovation thrives on overcoming obstacles. We’re excited about the journey ahead under her enthusiastic leadership!
Diane Oaker is our incredible Operations Manager! She started her career with us right after finishing high school, where she gained invaluable experience before exploring other opportunities for a couple of years. Diane rejoined the Mthente team over five years ago and has excelled in various roles, including that of a Junior Researcher. Her keen attention to detail and commitment to perfection truly set her apart. Diane is the heart of our team; she brings us together and inspires us all to reach new heights. Whenever we have any doubts, we turn to Diane for guidance.
Ishreen Ismail is our talented Research Director who keeps Mthente running smoothly! She joined the organisation in 2020 and holds a master’s degree in research psychology. She is also registered with the Health Professions Council of South Africa (HPCSA) as a Research Psychologist. Currently, Ishreen is pursuing a PhD in Psychology, which is further enhancing her expertise in the field. With over 10 years of experience in research, she has built a strong foundation in both academic and applied settings. Her work is driven by a passion for challenging conventional approaches and embracing innovative, pragmatic research methodologies that create real-world impact.
Jill Masters is our dedicated Research Fieldwork Manager. She joined our team full-time last year, having accumulated valuable experience as an Associate Researcher at Mthente for several years. With a master’s degree in research psychology and her pursuit of a PhD, Jill brings a wealth of knowledge and insight to our team. She excels in data management, utilising her keen attention to detail and strong analytical skills. Interestingly, her research journey was unexpected, but this unique path has fuelled her passion for the field and strengthened her commitment to data integrity at Mthente. Jill ensures that all our events are meticulously tracked and that there is photo documentation for everything.
Now, as Mthente enters its exciting third decade, we are thrilled to share that this year marks the launch of the Mthente Foundation! Our guiding principles of listening, learning, and responding continue to inspire us as we strive for innovative and high-quality research for our clients. We are equally committed to addressing the deep-rooted challenges in our country with purpose and passion. While we finalise the details of the Foundation, we envision it focusing on education, echoing Nelson Mandela’s belief that education is “the most powerful weapon that you can use to change the world.” We look forward to embarking on this journey together and creating meaningful change in our communities while continuing to produce innovative research.
CONTACT DETAILS
Address: Mthente House, Lynfrae, Claremont, Cape Town, Western Cape, 7708
Website: mthente.co.za
Tel: +27 21 674 0504
Email: info@mthente.co.za
LinkedIn: Mthente Research and Consulting Services (Pty) Ltd
CHAMPIONING WOMEN EMPOWERMENT, SHAPING CULTURE BRIAN
ANDREW – MANAGING DIRECTOR,
RS SOUTH AFRICA
In a world where progress hinges on inclusive leadership, Brian Andrew, Managing Director of RS South Africa, stands out for his purposeful approach to empowering others, particularly women. Under his guidance, RS South Africa has built a leadership culture where accountability, resilience, and gender equity are more than values, they’re lived realities.
LEADING BY EXAMPLE
With over 25 years of executive experience, Brian has led high-performing teams through transformation and growth, grounded in a philosophy of extreme ownership, taking full accountability for both wins and setbacks. But what sets his leadership apart is how it creates space for others to lead confidently, especially in an environment where women are enabled to thrive.
“At RS, we believe diverse perspectives make us stronger. Empowering women isn’t just the right thing to do, it’s a strategic imperative,” says Andrew.
“
” My role is to create the environment that allows leadership to flourish at every level.
WOMEN LEADING WITH IMPACT
Today, 57% of RS South Africa’s executive committee are women, including key portfolios such as Finance, HR, Customer Experience, and Marketing. These leaders not only shape the company’s growth, but they also reflect the intentional leadership pipeline Brian has cultivated.
We asked the women in the executive team to reflect on the impact of working under a leader who actively supports women in leadership:
AYANDA KOTOBE Finance Director
“Being part of a leadership team that encourages women to lead with confidence has been both inspiring and empowering. Intentional support, open dialogue, and a focus on ownership have created space for me to grow and lead authentically.”
DANISE SMIT Customer Experience Director
“Working within a leadership culture that genuinely supports women has been empowering. It’s inspiring to be part of a team where diverse perspectives are not only welcomed but seen as essential to driving innovation and delivering exceptional experiences for our customers.”
PERRY People Director
“Leadership at RS is about trust, support and impact. Over the years, I’ve been empowered to take ownership, grow, and lead with purpose, not because I had to prove myself, but because I was genuinely backed to succeed.”
PHUMELELE ZULU Marketing Director
“Contributing to a leadership team that values inclusion and innovation has empowered me to lead with purpose. It’s encouraging to work in an environment where diverse ideas are embraced, and where women are trusted to drive meaningful change.”
LEADERSHIP BEYOND THE BOARDROOM
Outside of work, Brian’s commitment to endurance cycling reflects the same resilience and purpose he brings to the business. Whether completing ultra-distance events like The Munga or riding in support of social causes, he remains grounded in a bigger vision: pushing limits, giving back, and inspiring others.
A CULTURE OF EMPOWERMENT
As RS South Africa grows across South and Sub-Saharan Africa, Brian is shaping more than just business results, he is building a legacy of empowered, inclusive leadership. The women in his team are not only testament to this legacy, but active contributors to a culture that balances performance with people, and inclusion with innovation.
JOANNE
DINEO
STIYANA, MANAGING DIRECTOR
PEUNEO (PTY) LTD - ACCREDITED SKILLS & DEVELOPMENT TRAINING
WHO WE ARE
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Added to these we offer a powerful suite of integrated business solutions designed to help you streamline communication, enhance customer engagement, and drive growth through smart technology. From bulk email campaigns with PeuMail, to customer relationship management via PeuCRM, workforce upskilling through PeuSkills, and scalable digital learning with PeuLMS — PeuNeo provides the tools businesses need to thrive in a fast-changing world.
OUR SOLUTIONS
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PeuCRM is an intuitive and customisable customer relationship management solution designed to streamline sales, marketing, and customer service operations. Whether you’re managing leads, tracking customer interactions, or optimising your sales pipeline, PeuCRM provides the tools needed to build stronger relationships and drive business growth.
Recruitment
As a proud member of APSO, our goal is to help you secure the right talent to drive your business forward while ensuring a seamless and efficient hiring process. We achieve this by aligning our recruitment strategies with industry best practices and South African employment regulations.
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Bulk Mail Solution
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What makes us different?
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Do get in touch with us for more information on the courses and other solutions for your specific needs Peuneo exists to propel you to reach your goals.
CONTACT DETAILS
Phone: Dineo - 083 508 8210
Email: md@peuneo.co.za/ info@peuneo.co.za
Website: www.peuneo.co.za
W omen across the board
- Agents of change
BANKING ON CHANGE: WOMEN DRIVING EQUITY IN SOUTH AFRICA’S FINANCIAL SECTOR
By Jessie Taylor
South Africa’s banking sector exhibits signs of progress in gender representation, yet considerable imbalances persist. The Banking Association of South Africa (BASA) reported that in 2023 there were 62 junior managers, 38 middle managers, 25 senior, and only 11 topsenior bank managers who are women, while board representation included 24 black female directors. These figures reflect both the pipeline and ceiling phenomena: women enter the sector in large numbers but are less present in senior and executive tiers.
A survey of 307 Africanlisted firms showed that South Africa’s female board membership is 17.4%, roughly mirroring continental averages. Turning to executive leadership, only 4 of the top 40 JSE-listed companies had a female CEO in recent years, and in South African banks, women held just 32% of executive positions in 2019.
However, there are notable success stories. The South African Reserve Bank’s senior female staff comprised 35%. Private banks are also making strides. In May 2025, the Minister for Women, Youth and Persons with Disabilities, Sindisiwe Chikunga, urged the banking sector to design inclusive systems for underserved women, especially rural, young, and disabled. The FSCA’s financial
inclusion strategy also prioritises women via literacy initiatives and regulatory support aimed at closing gender-based financial gaps.
South Africa’s banking sector demonstrates both promise and limitations in gender equality for women. While female presence is strong in entry-level roles and increasingly visible in middle management, serious shortcomings remain in senior leadership and pay equity.
These three women are championing gender equality in the sector:
KEDIBONE CHUENE
Kedibone Chuene leads Liberty’s Corporate Benefits division, spearheading the delivery of group risk and employee benefit solutions to businesses across South Africa. With more than 16 years of insurance-sector expertise, she steers a
team dedicated to safeguarding employees and sustaining organisational resilience through tailored, scalable corporate solutions.
Under her leadership, Liberty has received consecutive PMR.africa Golden Arrow Awards for excellence in Group Life and Risk product innovation. Ms Chuene has placed a firm emphasis on closing insurance gaps, especially among female professionals.
Ms Chuene’s approach is client-centred and data-driven. She partners with HR departments to integrate digital tools and analytics into benefits administration - streamlining claims, wellness interventions, and employee education. By aligning product design with workforce demographics, she has elevated the relevance and uptake of benefit schemes among modern employees.
Her work directly strengthens Liberty’s value proposition in a competitive corporate landscape. Her division’s 2022 corporate payouts alone totalled R2.58 billion, underscoring the division’s impact. Ms Chuene is also an internal advocate for female leadership, mentoring emerging women professionals within the company.
FUNDI TSHAZIBANA
Professor Nomfundo “Fundi” Tshazibana holds the position of Deputy Governor of the South African Reserve Bank (SARB). She also serves as CEO of the Prudential Authority, tasked with regulatory oversight of banks, insurers, credit providers and market infrastructures.
An economist by training, Prof Tshazibana showcased her academic brilliance early - matriculating at 15, earning a BCom at 18, and completing a Master’s in Commerce (Economics) at the University of KwaZuluNatal, followed by a Master’s in Business Leadership. Her professional impact commenced at the National Energy Regulator (NERSA), followed by 12 years at National Treasury. Between 2015–2018, she represented SubSaharan Africa as Alternate Executive Director at the IMF. At the Reserve Bank, Prof Tshazibana initially joined as an advisor to the Governor in 2018 before her elevation to Deputy Governor and head of the Prudential Authority. She plays a pivotal role on the Monetary Policy, Financial Stability, and Prudential committees. In 2024, she was appointed vice-chair of the Network for Greening the Financial System—solidifying her commitment to embedding climate risk into financial supervision.
REANA STEYN
Reana Steyn has served as Ombudsman for Banking Services since 2017, overseeing consumer banking complaints and alternative dispute resolution for
member banks. She was also appointed as Lead Ombudsman for the newly-formed National Financial Ombud Scheme (NFO) in 2023.
Ms Steyn earned a BCom (Law) and LLB before joining as an attorney at Norton Rose Fulbright, specialising in insurance, aviation, and medical negligence. She transitioned into regulatory compliance roles - including senior positions at KPMG and as Deputy Ombud at the Credit Ombud - before ascending to the top banking ombudsman role.
Her office resolves thousands of cases annually - at no cost to consumers - and has recovered millions of rand for individuals. Ms Steyn also holds leadership in the International Network of Financial Ombudsman, ensuring global collaboration on best practices. Under her stewardship, the Ombudsman’s Office has sharpened focus on safeguarding consumers from fraud and scams. She has issued public warnings against phishing, vishing and SIM-swapping threats, and established education campaigns to empower banking customers . Her role in the NFO underscores her influence in harmonising dispute resolution across financial sectors.
These exemplary leaders embody South Africa’s evolving financial landscape. Through innovative benefits, macroeconomic stewardship, and consumer protection, they champion robust, inclusive systems. Their achievements signal a future where financial leadership aligns with resilience, equity and ethical governance.
Sources: MyBroadband, Bizcommunity, LinkedIn, SARB, Blue Chip Digital, News24 IOL, BASA, Statista, SARB, FSCA, PwC, Department for Women, Youth and Persons with Disabilities
WOMEN IN RETAIL AND E-COMMERCE: CHARTING A NEW FRONTIER IN THE DIGITAL ECONOMY
South Africa’s e-commerce sector is booming, reshaping how business is done and unlocking unprecedented opportunities for women entrepreneurs. From beauty and tech to sustainability and solar solutions, women are at the forefront - building scalable businesses, crafting niche markets, and promoting inclusive innovation.
Fuelled by rapid digital adoption, the sector has grown from R90-billion pre-pandemic to nearly R200-billion in 2023, with projections estimating it will surpass R400-billion this year. The rise of online shopping, mobile commerce, and digital platforms has allowed businesses -particularly small and women-led ventures - to transcend geographical limitations and connect directly with consumers nationwide.
South African women are reshaping industries through e-commerce and innovation
This growth has levelled the retail playing field. Female entrepreneurs no longer require extensive infrastructure to reach markets; they need digital savvy, compelling products, and strategic storytelling. Flexible working structures also make online retail appealing for women, balancing entrepreneurship with family and caregiving roles.
Women are leading in digital entrepreneurship but remain underrepresented in formal business sectors.
Around 63% of e-commerce businesses in South Africa are founded by women. This is unsurprising, as women entrepreneurs adopted digital tools faster: 45% of women vs 35.2% of men integrated digital solutions into their businesses during Covid19. However, female-led businesses comprise only 22% of all registered enterprises, and only 21% of formal SMEs are run by women.
Visionary women are already shaping this new frontier. These women are not just navigating e-commerce - they are defining it.
CAROL BOUWER
Carol Bouwer has transformed her career in television into a thriving business portfolio rooted in African luxury, female empowerment and sustainability. Best known for her early work in South African broadcasting - including her iconic tenure on Generations and as host of Motswako – Ms Bouwer’s focus shifted to entrepreneurship, where she has made equally powerful strides.
Her retail expansion is a celebration of African craftsmanship, offering a curated range of homeware, handbags and lifestyle accessories under her own brand. These items are not only elegant - they are imbued with the ethos of supporting artisans and women-owned supply chains.
Her online retail platforms have made luxury more accessible to discerning clients around the globe, blending heritage aesthetics with modern design. As e-commerce grew, so did her reach, with Ms Bouwer strategically leveraging social platforms and digital stores to showcase her products internationally.
Her work is deeply values-driven. She launched the Mbokodo Awards to celebrate women in the arts and has served as a UNODC Goodwill Ambassador, focusing on human rights and justice for women and children.
RAPELANG RABANA
Rapelang Rabana is redefining the online learning landscape with Rekindle Learning, a mobile-first platform designed to personalise and democratise access to education. As a serial tech entrepreneur with a computer science background, Ms Rabana has long recognised the untapped potential of technology to solve Africa’s most persistent learning challenges.
These trailblazers prove that with vision, purpose and digital strategy, women can lead the next chapter of economic transformation
Rekindle Learning provides bite-sized, adaptive learning modules across corporate, academic and youth-focused sectors. By using e-commerce-like features such as user analytics and real-time tracking, Ms Rabana’s platform delivers measurable, user-friendly educational outcomes. It also addresses the digital divide by prioritising mobile compatibility - a key consideration across the continent.
Her entrepreneurial journey began with Yeigo, one of South Africa’s first VoIP mobile startups, which was acquired by a Swiss firm. This early success marked Ms Rabana as a tech pioneer and ignited her mission to build scalable digital tools with meaningful social impact.
A World Economic Forum Young Global Leader and a Forbes Africa 30 under 30 alumna, Ms Rabana’s leadership continues to influence public policy, business strategy and tech innovation. She is often called upon to speak about the future of work and the critical role of education in Africa’s development.
NTHABISENG MOSIA
Nthabiseng Mosia is illuminating lives through Easy Solar, a pioneering energy company she co-founded to provide affordable, clean electricity to underserved communities across West Africa. As CFO, she has played a critical role in transforming the company into a scalable e-commercedriven solution for energy access.
Born in Ghana and raised in South Africa, Ms Nthabiseng combines technical knowledge with business acumen. After studying at the University of Cape Town and earning a Master’s in Public Policy at Harvard Kennedy School, she turned her research on energy access into real-world innovation.
Easy Solar’s pay-as-you-go solar systems are distributed through online channels, agent networks and partnerships with mobile money platforms. Customers can browse, select, and pay for solar kits digitally - making energy access as seamless as buying goods online. This e-commerce strategy enables the company to reach even the most remote customers while reducing traditional infrastructure costs.
Since its launch, Easy Solar has brought electricity to over 700 000 people across Sierra Leone and Liberia. Under Ms Nthabiseng’s leadership, the company has also secured millions in investment funding and won multiple awards, including the SEED Low Carbon Award.
South African women are reshaping industries through e-commerce and innovation. These trailblazers prove that with vision, purpose and digital strategy, women can lead the next chapter of economic transformation.
Sources: Business Tech, Rekindle Learning, Easy Solar, Forbes, Women’s Report, News24, UNDOC, Xneelo, Business Live, IFC, BizCommunity
TECH WOMEN - BUILDING AN INCLUSIVE DIGITAL FUTURE
By Jessie Taylor
The tech sector continues to be a key driver of innovation and economic growth, yet gender disparities remain stark. In South Africa, women occupy just 23% of technology roles - out of 236 000 ICT positions, only 56 000 are held by women.
The gap is apparent in emerging fields like Artificial Intelligence, where women comprise only 30% of roles.
A significant underrepresentation persists at every level - education, employment, and senior leadership. Limited digital access at the school level further hinders long-term gender equity. Just 13% of STEM graduates in South Africa are female, against a global average of 35%, and estimates show women make up less than a third of AI and machine-learning
professionals in South Africa. Critical drop-offs occur early in the education pipeline and worsen at promotion junctures. At the leadership level, only 5% of CEOs in ICT companies are women (compared to 22.5% in the US). For every 100 men promoted to management roles, only 52 women in tech make the jump and women leave tech roles at a higher rate.
Despite this, a wave of South African women are leading a quiet revolution in technology—creating accessible pathways, transforming mindsets, and dismantling systemic barriers. Through coding boot camps, mentorship programmes, and advocacy, they are cultivating a more inclusive and futureready tech landscape.
BARATANG MIYA
Baratang Miya is a pioneer in South Africa’s tech education space, best known as the founder and CEO of GirlHype. For more than two decades, she has been a relentless advocate for gender inclusion in technology, long before it became a mainstream cause.
Founded in 2003, GirlHype is one of the earliest South African initiatives dedicated to introducing girls to coding, software development, and digital literacy. The organisation has trained over 10 000 young women, many from underserved communities, in a range of digital skills - from HTML and JavaScript to entrepreneurship and cybersecurity. Ms Miya’s mission is simple yet profound: equip women with the skills they need to participate meaningfully in the digital economy.
Her influence extends beyond GirlHype. Ms Miya has represented South Africa at the UN’s Commission on the Status
These women are not just closing the gender gap in tech - they’re changing the narrative
A wave of South African women are leading a quiet revolution in technology—creating accessible pathways, transforming mindsets, and dismantling systemic barriers
of Women and was selected as an Ashoka Fellow for her work as a social entrepreneur. She is also a Mozilla Open Leader and serves as an advisor to international bodies focusing on open education and digital empowerment. What sets Ms Miya apart is her holistic approach. She understands that teaching women to code is just the beginning. Real impact happens when women are supported to become creators, innovators, and leaders in tech. Her work breaks cycles of poverty, reduces inequality, and uplifts communities.
TUMI SINEKE
Tumi Sineke is the visionary behind Tech Women South Africa, an initiative committed to building a future where women are active creators and decisionmakers in the digital economy. With a social impact and youth development background, Ms Sineke brings a unique, intersectional lens to the tech inclusion conversation.
Founded in 2018, Tech Women South Africa exists to connect, inspire and equip women in tech through leadership programmes, networking events, and industry partnerships. At its core, the organisation is about access - creating safe, supportive spaces where women,
particularly women of colour, can explore careers in technology, gain hands-on experience, and find mentorship. Ms Sineke’s work is grounded in systemic change. She believes that real transformation in the tech industry can’t occur without addressing the social and structural challenges that exclude women in the first place. Her programmes go beyond technical training to include leadership coaching, public speaking workshops, and career development, helping women build skills, confidence, and community.
In 2021, Ms Sineke was recognised by Mail & Guardian as one of South Africa’s Top 200 Young People for her work in innovation. She is also a regular speaker and panellist on topics related to gender equity, inclusive innovation, and youth empowerment.
ZANDILE MKWANAZI
Zandile Mkwanazi is the CEO of GirlCode, one of South Africa’s leading organisations focused on empowering women through technology. Under her leadership, GirlCode has grown into a national movement offering coding boot camps, hackathons, and digital skills programmes to help women succeed in the Fourth Industrial Revolution.
Ms Mkwanazi’s tech journey began with a realisation: women were significantly underrepresented in tech spaces. Determined to change this, she joined GirlCode in its early days and helped transform it into a fullyfledged non-profit that has now trained thousands of women and girls in coding, data science, and cloud computing.
GirlCode’s programmes are designed to reach women from marginalised communities, including those in rural areas, equipping them with the technical and soft skills needed to thrive in the job market. The organisation also partners with tech giants and educational institutions to provide mentorship, internship placements, and job readiness support.
In 2022, she was selected for the Forbes Africa 30 Under 30 list in the technology category, a testament to her impact on the continent’s digital inclusion agenda. Mkwanazi is also an advocate for STEM education reform and regularly engages with policymakers to advance gender equality in tech.
These women are not just closing the gender gap in tech—they’re changing the narrative. By equipping and inspiring the next generation of female coders and tech leaders, they are proving that South Africa’s digital future must be inclusive to be successful.
Sources: Girl Code, Tech Women SA, UNESCO, Mail and Guardian, PWC, LinkedIn, IITPSA ICT Skills Survey, BusinessTech
DRIVING TRANSFORMATION IN SOUTH AFRICA’S PUBLIC SECTOR
By Jessie Taylor
South Africa has made notable strides in promoting gender equality within the public sector, building on the progressive values enshrined in the Constitution and reinforced by legislation such as the Employment Equity Act and the Public Service Act.
As of 2024, women constitute 42.8% of the National Assembly and 44.4% of the National Council of Provinces, maintaining one of the highest levels of parliamentary representation for women globally. However, challenges remain. Female representation in the Cabinet has declined slightly to 43.8%, and women currently occupy 43% of senior management positions in the public service - a dip from
45.3% in 2022. These figures highlight the persistent barriers to upward mobility in leadership and executive roles, particularly for women of colour.
Despite these setbacks, women continue to be powerful agents of change across all levels of public administration. Their impact is visible in policy reform, institutional transformation, digital governance, and inclusive service delivery. These
leaders are reshaping the demographics of leadership and its culture - one that increasingly values collaboration, accountability, and social justice.
Notable appointments in recent years include Advocate Shamila Batohi, South Africa’s first female national director of public prosecutions, and Phindile Baleni, director-general in the presidency, who was the first woman to hold that role. These trailblazers join a growing cohort of women driving performance, integrity, and citizen-centric governance across departments and state institutions. These three dynamic leaders are redefining what leadership looks like in South Africa’s public sector through
their dedication, strategic foresight, and commitment to transformation.
UNATHI SITHEBE
Unathi Sithebe plays a pivotal role in shaping how the South African government communicates with its citizens. As the Chief Operating Officer of Government Communication and Information System (GCIS), she is responsible for strategic planning, operational management, and ensuring consistent, transparent messaging across all government departments. Her leadership supports the vision of a government that is both people-centred and information-driven.
Ms Sithebe brings over two decades of experience in government operations, having served in various senior roles in communication and policy implementation. Since joining GCIS, she has focused on enhancing citizen engagement through improved coordination of government messaging and the integration of digital communication platforms. Her efforts have been critical in driving campaigns that address public health, education, and gender equality.
Ms Sithebe’s approach is deeply rooted in collaboration. She works with departments, the media, and civil society to ensure government communication is accurate, accessible, and inclusive. She is also known for championing mentorship and development programmes for young professionals in the public service, especially women and youth.
She has spearheaded key reforms to align government communication with the National Development Plan and the District Development Model. Her leadership has strengthened public trust and helped to modernise South Africa’s approach to governance in the digital age.
YOLISWA MAKHASI
Yoliswa Makhasi is the Director-General of the Department of Public Service and Administration (DPSA), a central institution that builds a capable, ethical, and developmental state. Appointed in 2020, Ms Makhasi leads a team tasked with driving service delivery transformation, professionalising the public sector, and embedding a culture of accountability within government institutions.
With a public administration and social policy background, Ms Makhasi has held numerous leadership roles, including in local government and labour relations. Her experience enables her to bridge high-level policymaking with practical implementation - a skill critical in a country grappling with service delivery backlogs and governance challenges.
At DPSA, Ms Makhasi has overseen the rollout of initiatives such as the Public Administration Ethics, Integrity and Disciplinary Technical Assistance Unit, and the ongoing implementation of the Batho Pele Principles. Her leadership has been instrumental in introducing digital governance tools to increase transparency and service efficiency.
She advocates for youth and women in government, often calling for increased training and career progression investment. Through her efforts, the DPSA is modernising the public sector to meet 21st-century demands while reaffirming public service values.
BUSISIWE MAVUSO
Busisiwe Mavuso is the CEO of Business Leadership South Africa (BLSA), a key organisation that represents the country’s most influential corporations. Ms Mavuso’s work directly intersects with public policy, economic governance, and national
Women continue to be powerful agents of change across all levels of public administration
development strategies - placing her at the nexus of public-private collaboration.
Appointed CEO in 2019, Ms Mavuso is a qualified accountant with extensive experience in finance, corporate strategy, and governance. Prior to BLSA, she served as Managing Director of the Black Management Forum and held senior roles at Eskom and the Association of Black Accountants of South Africa. Her expertise makes her a trusted voice on issues ranging from state-owned enterprise reform to economic transformation.
At BLSA, Ms Mavuso advocates for inclusive growth, ethical business practices, and structural reforms that improve the public sector’s efficiency. She has worked closely with the government on key initiatives, including Eskom’s unbundling, infrastructure investment strategies, and youth employment programmes.
Ms Mavuso is known for her fearless commentary and public accountability. She uses her platform to challenge corruption and poor governance, often defending the private sector’s role in economic recovery while demanding higher standards from state institutions. Her work exemplifies the kind of bridge-building leadership needed to transform South Africa’s economy.
From communication and policy to governance and accountability, these women are reshaping South Africa’s public sector. Their leadership not only reflects progress in gender equity but also ensures that transformation is both people-centred and future-focused — an essential path forward for the country’s development.
Sources: Stats SA, GCIS, Vital Voices, Mining Indaba, New South Institute
BREAKING GROUND: FEMALE TRAILBLAZERS DRIVING CHANGE IN MINING
By Jessie Taylor
Mining remains a cornerstone of South Africa’s economy, but its sustainability now hinges on transformationparticularly in advancing women’s participation. While women were only legally permitted to work underground in 1996, the number of women in mining has steadily grown. As of 2025, women make up approximately 14% of the total mining workforce in South Africa, equating to more than 64,500 employees, according to Minerals Council South Africa.
Women in the sector are not only contributing operationally but are also leading innovation, driving ESG compliance, and modernising outdated processes. The Minerals Council, under the leadership of Nolitha Fakude - the first woman president in its 132-year history - aims to achieve 30% to 40% representation over the next decade. Increasingly, women occupy executive and ownership roles in mining — redefining a traditionally male-dominated industry. They are advocating for safer, more equitable workplaces and proving that gender diversity enhances innovation, governance, and sustainability.
Three pioneering women are highlighted below, with stories that reflect resilience, vision, and a commitment to change that extends far beyond the mine shaft.
LINDIWE NAKEDI
Lindiwe Nakedi is a trailblazer in South Africa’s mining sector, known for her unwavering commitment to transformation, safety, and the inclusion of women in mining operations. As the director of Gubhani Exploration - a 100% black woman-owned drilling company – Ms Nakedi has helped redefine the narrative around mining entrepreneurship. She entered the industry through her family’s business and quickly identified a gap in supporting women and SMEs in upstream mining services. Gubhani
Exploration, under her leadership, has become a trusted service provider in core drilling, safety training, and geological consulting. But beyond technical services, Ms Nakedi has positioned her company as a change agent for diversity in mining.
As the Deputy Chairperson of Women in Mining South Africa (WiMSA), she has championed policies to improve gender equity, safety standards for women underground, and access to capital for black women in the sector. Ms Nakedi is vocal about issues of harassment, equipment design for women, and mentorship as key barriers and enablers of gender transformation.
She is also a graduate of the Wits Business School Leadership Development
Programme and has been recognised in numerous industry forums for her leadership in sustainable mining.
DAPHNE MASHILE-NKOSI
Daphne Mashile-Nkosi is a pioneering force in South African mining. As Executive Chairperson of Kalagadi Manganese, she is the first black woman to lead a major manganese mining operation and one of the most influential voices in shaping an inclusive, locally-owned mining industry.
Ms Mashile-Nkosi co-founded Kalagadi Manganese in the early 2000s with a bold vision: to ensure that South Africa’s mineral wealth benefits black communities and women. Despite facing financial hurdles, resistance from large corporations, and even attempts to derail the project, she persisted. Today, Kalagadi operates a state-of-the-art underground mine and sinter plant in the Northern Cape, employing hundreds and contributing significantly to local economic development.
Often referred to as “The Iron Lady of Manganese,” Ms Mashile-Nkosi has consistently advocated for beneficiationadding value to raw minerals before export - and for broader community participation in mining value chains. Her leadership has earned her numerous accolades, including the 2014 CEO Global Most Influential Woman in Business and Government Award.
She is also committed to social impact, with Kalagadi funding educational initiatives, housing, and enterprise development in host communities.
PULANE TSHABALALA-KOKOME
Pulane Tshabalala-Kokome is reshaping the face of South African mining as the Founder and CEO of PK Mining Group, a 100% black woman-owned firm focused on minerals, beneficiation, and logistics. Her entrepreneurial journey reflects
determination, foresight, and a desire to create long-term socioeconomic value through mining.
Ms Tshabalala-Kokome founded PK Mining Group in 2015 after identifying an opportunity to bridge operational inefficiencies and unlock value across the mining value chain. Her company operates in areas such as chrome and manganese mining and has built strategic partnerships across the SADC region. Under her leadership, PK Mining is increasingly focused on ESG compliance, community engagement, and inclusive procurement practices.
Beyond mining, Ms Tshabalala-Kokome is a strong advocate for youth empowerment and skills development. Through PK Mining’s youth programmes, she mentors aspiring geologists, engineers, and entrepreneurs — with a strong focus on black women entering STEM and extractive industries. She also serves on industry panels and contributes to policy discussions on transformation and sustainable development.
In 2022, she was honoured at the South African Women in Mining Awards for her contributions to enterprise development and black ownership in mining.
The women leading South Africa’s mining sector are not just transforming operations — they are shaping policy, uplifting communities, and mentoring future leaders. Their work demonstrates that gender diversity is essential to building a resilient and sustainable mining future.
Sources: Minerals Council South Africa, Mandela Mining Precinct, Stats SA, Mining Weekly, Mail & Guardian, Business Day, Wits Business School, Mining Indaba
WOMEN BREAKING GROUND: SHAPING THE
FUTURE OF SOUTH AFRICA’S BUILT ENVIRONMENT, ENGINEERING & CONSTRUCTION LANDSCAPE
By Jessie Taylor
Gender equality in South Africa’s engineering and construction sectors remains a significant challenge. Women constitute over half of the nation’s population, but they represent only about 13% of professionals in the built environment. The disparity in engineering is even more pronounced, with women comprising only 11% of registered engineers and only 4% of professional engineers.
Several factors contribute to this underrepresentation.
Societal attitudes and structural barriers hinder gender equality in engineering. Additionally, women often face challenges such as a lack of mentorship and limited opportunities for advancement. These issues are compounded by the fact that approximately 70% of women who graduate with engineering degrees leave the industry shortly after starting their careers, often due to feelings of isolation and inadequate support in the workplace. The Council for the Built Environment (CBE), which oversees the regulation of professions in the built environment, has recognised the urgent need to accelerate change. In response, it established the Women Empowerment and Gender Equality Transformation Collaborative Committee (WEGE TCC).
This initiative focuses on creating pathways for women through policy reform, support for female-led enterprises, and capacity-building programmes. By driving collaboration among stakeholders - including government, academia, and industry - WEGE TCC aims to foster a more inclusive and equitable professional landscape.
At the forefront of this movement are the following female leaders:
NAADIYA MOOSAJEE
Naadiya Moosajee is a South African engineer and social entrepreneur renowned for co-founding Women in Engineering (WomEng), a non-profit organisation dedicated to developing engineering talent among girls across Africa. Born in Cape Town, she holds a BSc in Civil Engineering, an MSc in Transport Engineering from the University of Cape Town, and an MBA from the University of Edinburgh.
Motivated by the lack of female role models during her studies, Ms Moosajee established WomEng in 2005 to inspire and support women in engineering. The organisation operates in multiple African countries, offering educational programs, mentorship, and networking opportunities.
Beyond WomEng, Ms Moosajee has held various roles, including project engineer at GIBB Engineering and VIP transport coordinator for the 2010 FIFA World Cup. Her commitment to gender equality in STEM fields has earned her recognition as one of Forbes’ 20 Youngest Power Women in Africa.
The Council for the Built Environment (CBE), which oversees the regulation of professions in the built environment, has recognised the urgent need to accelerate change
YAMKELA MAKUPULA
Yamkela Makupula is a prominent figure in South Africa’s construction sector and is known for her leadership and advocacy for economic growth. As CEO of Diaz Reus Africa, she has played a pivotal role in bridging the gap between African markets and global investors.
Ms Makupula’s journey began with a strong academic foundation, leading to various roles that honed her expertise in economic development and infrastructure projects. Her strategic vision has been instrumental in driving initiatives that promote sustainable development and inclusivity in the construction industry. Recognised for her contributions,
Ms Makupula continues to mentor young professionals, emphasising the importance of resilience and innovation. Her work exemplifies the impact of female leadership in transforming traditionally male-dominated sectors.
NOLITHA FAKUDE
Nolitha Fakude is a trailblazer in South Africa’s mining and construction industries. In 2021, she became the first female president of the 131-year-old Minerals Council South Africa. She also serves as Chairman of Anglo American’s Management Board in South Africa and holds positions on various boards, including the JSE Limited. Born in the Eastern Cape, Ms Fakude earned a BA(Hons) in Psychology from the University of Fort Hare and completed the Senior Executive Programme at Harvard Business School. Her career spans multiple industries, with significant roles at Sasol Limited and the Black Management Forum.
In 2023, she received the Brigadier Stokes Memorial Award, the highest honour in South Africa’s mining and metallurgical industry, recognising her contributions to the sector. Her memoir, “Boardroom Dancing,” chronicles her journey and commitment to transformation in corporate South Africa
The achievements of Naadiya Moosajee, Yamkela Makupula, and Nolitha Fakude underscore the transformative impact of women in engineering and construction. Their leadership challenges industry norms and inspires future generations to pursue and excel in these fields.
Sources: News24, Judicial Service Commission, Legal Practice Council of South Africa, Transnet, Mail & Guardian, Business Day
LEADING THE CHARGE IN SOUTH AFRICA’S LEGAL LANDSCAPE
By Jessie Taylor
South Africa’s legal sector continues to evolve, with women increasingly taking centre stage in shaping the country’s justice system. As of 2024, women represent approximately 44.5% of judges across the nation’s courts - a significant milestone that reflects ongoing efforts to improve gender representation within the judiciary. Additionally, women account for around 38% of practising attorneys and advocates, a figure that continues to grow steadily, signalling progress in the traditionally male-dominated legal profession.
Despite these advances, barriers remain, especially for women of colour seeking senior leadership roles in legal institutions. Systemic challenges such as unequal access to mentorship, implicit bias, and slower career progression persist, underscoring the need for continued reform. These issues affect not only career opportunities but also the overall inclusivity and diversity of the legal sector.
Nonetheless, women leaders in law have become powerful agents of change. They drive reforms that enhance transparency, uphold the rule of law, and fight corruption - all while navigating complex political and social landscapes. Their impact is felt across public prosecutions, private practice, corporate governance, and legal academia.
These three remarkable women embody the resilience, expertise, and dedication to transforming South Africa’s legal sphere, demonstrating leadership that is vital to the country’s pursuit of justice and equality, inspiring future generations of women lawyers and legal professionals.
ADVOCATE ANDREA JOHNSON
Advocate Andrea Johnson was appointed Head of the Investigating Directorate at the NPA in early 2022, charged with leading investigations into corruption, including high-profile cases of state capture.
With over 25 years of legal experience, Advocate Johnson is renowned for her unwavering commitment to justice and accountability in one of South Africa’s most challenging prosecutorial roles. Under her leadership, the Investigating Directorate was granted permanent status in 2024, ending years of uncertainty and
securing the unit’s future. Advocate Johnson has steered the Directorate through considerable political pressure and resource constraints, earning respect for her integrity and determination to uphold the law.
Her role involves not only spearheading investigations but also ensuring the Directorate’s operations comply with legal standards, strengthening the country’s fight against corruption.
Johnson’s leadership exemplifies the vital role of women in transforming South Africa’s justice system through resilience, courage, and legal expertise.
NOMGCOBO JIBA
Nomgcobo Jiba is a veteran legal professional with decades of experience in South Africa’s criminal justice system.
Serving as Deputy National Director of Public Prosecutions between 2010 and 2016, Ms Jiba was a key figure in overseeing the prosecution of complex criminal cases at the national level. Her career has been marked by involvement in several high-profile and controversial matters, attracting both commendation and criticism. Despite facing scrutiny related to certain prosecutions, Ms Jiba remains a respected figure within legal circles, known for her deep understanding of prosecutorial processes and legal governance.
Currently, she acts as senior legal counsel, offering expertise in legal compliance and governance. Ms Jiba’s career illustrates the complex realities women leaders face in the public legal sector, particularly women of colour navigating politics, law, and public opinion.
TEBOGO MALEBYE
Tebogo Malebye is a prominent legal executive overseeing the legal and governance functions of Transnet, South Africa’s state-owned freight and logistics giant. In this capacity, she ensures the organisation complies with statutory and regulatory requirements, supports corporate governance frameworks, and manages legal risk.
Ms Malebye’s leadership is instrumental in aligning Transnet’s operational strategy with legal best practices, particularly amid ongoing efforts to stabilise the company and improve service delivery. She combines extensive legal expertise with a strong commitment to ethical governance, advancing transparency within one of South Africa’s most critical state enterprises.
Her role reflects women’s increasing presence and influence in corporate legal leadership, especially women of colour who are breaking barriers in traditionally male-dominated sectors.
Women leaders in South Africa’s legal sector continue to break barriers and redefine leadership norms. Their dedication to justice, governance, and ethical standards drives critical transformation, inspiring future generations to pursue impactful careers in law. Progress continues, with women playing increasingly pivotal roles at the highest levels.
Sources: News24, Judicial Service Commission, Legal Practice Council of South Africa, Transnet, Mail & Guardian, Business Day
REDEFINING REAL ESTATE: WOMEN AT THE FOREFRONT OF THE PROPERTY SECTOR TRANSFORMATION
By Jessie Taylor
In South Africa’s dynamic real estate landscape, women are stepping up as key players — not only as homeowners and investors but also as leaders and disruptors.
Recent data highlights a significant rise in female property buyers in South Africa, reflecting a broader global trend of increasing women’s participation in real estate.
According to Lightstone statistics from July 2024, women-only homeowners account for 38% of all properties owned and coown an additional 33% as part of a couple, surpassing the 29% owned solely by men. This marks a notable shift from previous
years, indicating a growing influence of women in the property market.
Further supporting this trend, BetterBond reports that female buyers now constitute almost 43% of their successful home loan applications, a significant increase from just 14% in 2010. This surge is attributed to factors such as improved financial stability, career advancement, and a focus on long-term investment strategies among women.
Despite this upward trend in ownership, structural transformation in the property industry remains slow. Research from the Women’s Property Network (WPN) and Rand Merchant Bank (RMB) reveals that female representation at the executive level in the property sector has stagnated at around 15%, with non-executive positions only slightly better at 25%. Yet the winds of change are stirring. Powerful voices and visionary women are demanding space at the table — and building new tables altogether. From policy advocacy to entrepreneurship and inclusive property development, South African women are transforming real estate into a platform for economic empowerment and social equity. These three pioneering women are reshaping the property landscape.
PORTIA TAU-SEKATI
Portia Tau-Sekati stands at the forefront of transformation in South Africa’s property sector. As CEO of the Property Sector Charter Council (PSCC), she leads efforts to drive inclusive growth by ensuring compliance with the Property Sector Transformation Charter - a critical tool for benchmarking B-BBEE performance. With a background in development finance and strategic leadership, Ms Tau-Sekati’s mission is clear: to create a more diverse and accessible property sector that reflects South Africa’s demographic makeup. Under her stewardship, the PSCC has released annual transformation reports that hold the industry accountable and identify areas for systemic improvement. Her work is data-driven, policy-focused, and deeply committed to empowering historically marginalised groups.
Ms Tau-Sekati believes transformation must be measurable, not rhetorical. “The property sector cannot remain an enclave for the privileged few. We must embrace meaningful inclusion in ownership, leadership, and procurement,” she says. Her advocacy extends beyond boardrooms. She frequently engages with industry bodies, government stakeholders, and emerging property entrepreneurs to build shared vision and accountability. She also champions education and mentorship programmes as key enablers of transformation.
Recognised for her influence, Ms TauSekati is a member of several advisory boards and is often called upon to provide insight into equitable urban development.
MALIBONGWE MDLULI
Malibongwe Mdluli is the co-founder of Black Women in Property (BWIP), a game-changing initiative aimed at creating visibility and opportunity for black women in an industry that has long excluded them. A driven entrepreneur and property
From executive boardrooms to grassroots development, women are transforming South Africa’s property sector with vision, courage, and collaboration
developer herself, Ms Mdluli launched BWIP to amplify the voices, stories, and needs of women like her - ambitious, underrepresented, and ready to lead. BWIP’s mission is multifaceted: to break down barriers to entry, facilitate investment, and foster networking and mentorship for black women across the property value chain. The organisation hosts events, webinars, and investor roundtables that are purpose-built to demystify the industry and make it more accessible.
Ms Mdluli believes that economic liberation and property ownership go hand in hand. “Real estate is one of the most powerful tools for generational wealth creation. Black women must be active participants — not spectators — in this space,” she explains.
Her career is grounded in practical experience. As a property developer, Mdluli has overseen residential and mixeduse projects that cater to underserved communities. She brings a community-first ethos to everything she does, believing that development must uplift, not displace.
REFILWE MOLOTO
Refilwe Moloto wears many hats — economist, broadcaster, strategist, and property developer. Her cross-disciplinary insight brings a fresh, analytical approach to property development, grounded in macroeconomic trends and inclusive urban policy.
Ms Moloto’s property work focuses on affordable housing and mixed-use developments that prioritise sustainability, accessibility, and dignity. With her background in economics, she takes a holistic view: “Property isn’t just about bricks and mortar. It’s about mobility, infrastructure, and the broader economic ecosystem,” she says. Her current developments aim to bridge the spatial divide created by apartheid-era planning - connecting people to work opportunities, transport, and community infrastructure. She is a vocal proponent of government-private sector partnerships to accelerate inclusive development.
As a public intellectual, Ms Moloto is uniquely positioned to influence both opinion and policy. She regularly speaks at conferences and contributes to think tanks on topics such as gendered economics, urban resilience, and equitable access to capital.
From executive boardrooms to grassroots development, women are transforming South Africa’s property sector with vision, courage, and collaboration. These trailblazers are not only redefining leadership — they are building the inclusive cities of tomorrow.
EMPOWERED TO LEAD: WOMEN DRIVING TRANSFORMATION IN SOUTH AFRICA’S BPO SECTOR
By Jessie Taylor
The Business Process Outsourcing (BPO) sector in South Africa stands out among industries for its relatively high gender representation. Women currently account for approximately 65 to 67% of the workforce in global business services (GBS), reflecting the sector’s inclusivity of female labour. This contrasts sharply with the national labour force, female labour force participation stands 13.7 percentage points below male participation.
While entry-level roles in BPO are predominantly filled by women, a leadership gap remains. BPESA reports that, although women make up two-thirds of contact centre agents, they occupy only around 30% of managerial positions. This mirrors broader labour trends: only 26.5% of top management roles nationwide are held by women, despite women constituting 45.5% of the economically active population.
Career progression remains a key hurdle. Many women enter BPO roles via social impact or impact-sourcing programmes, which predominantly train women from under-resourced backgrounds. While these initiatives open the door, advancement beyond middle management is often constrained by lack of mentorship, professional networks, and flexible working arrangements.
The sector has responded through targeted development programmes. The Amara Leadership Programme, a BPESA initiative, equips women with leadership and personal branding skills; its graduates from 2020–2022 saw over 50% promoted to roles such as operations managers,
directors, and compliance managers. The economic impact of these efforts is significant. Between 2015 and 2023, South Africa’s BPO/GBS sector created over 112 000 jobs. In 2023 alone, around 19 307 roles were added. Importantly, 60% of new positions are classified as empowerment roles, with a high proportion - 88% - going to youth. Women are a core demographic in this empowerment strategy.
The following women are leading transformation in the industry:
LYNETTE MAGASA
Lynette Magasa is the visionary leader behind Boniswa Corporate Solutions, founded in 2004. Under her guidance, this telecoms powerhouse has expanded across southern Africa and the US, now boasting over 200 employees and servicing more than 5000 cellular sites. The company delivers turnkey telecoms infrastructure - ranging from RF installations to tower co-location—earning ISO 9001, ISO 14001, and OH&S certifications.
In May 2023, Boniswa was crowned Africa Tech: Technology Company of the Year at the Sentech Africa Tech Week Awards, and Ms Magasa herself was runner-up for Africa Tech CEO of the Year - a testament to her leadership in bridging the digital divide. Later that year, she was honoured as the inaugural African Awards Business Leader of the Year 2023, reflecting her commitment to innovation, resilience, and female empowerment. Ms Magasa is active on the global stage, engaging in UN and WTO dialogues and participating in B20 task forces across Germany, India, Italy, Argentina, and Japan. Her journey from humble beginnings to continent-spanning entrepreneur is rooted in education, determination, and a vision—Boniswa being a Siswati word for “vision”. Ms Magasa’s leadership combines commercial success with social impact, inspiring women in tech to pursue their ambitions beyond boundaries.
NOLUVUYO MPEKELANA
Noluvuyo Mpekelana is CEO of The Business Place eKapa, a Cape
Town-based incubator and enterprise development hub supporting small and medium enterprises (SMEs). Under her leadership, eKapa empowers women and youth entrepreneurs through mentorship, business support, and funding connections, driving inclusive economic growth in the Western Cape.
Prior to this role, Ms Mpekelana built extensive experience in SME development, strategy, and community upliftment within the financial services and public sectors. She is recognised for her skill in weaving economic development with social justice - a synergy evident in her commitment to forging inclusive ecosystems that address unemployment and poverty.
At eKapa, Ms Mpekelana has overseen flagship programmes such as “SheGrows” and “Youth Launchpad”, which provide participants with training in financial literacy, digital marketing, and product development, combined with access to markets, networks, and blended finance. Her approach centres on creating opportunities beyond traditional support - connecting entrepreneurs to corporates and investors to ensure SME resilience and growth.
Ms Mpekelana is also a vocal advocate for female leadership in business. She regularly speaks at national forums on gender equity in entrepreneurship and has helped to advance policy discussions on how to remove barriers for women-owned businesses. Through her work, she is redefining enterprise development in eKapa - showing that economic empowerment can be coached, structured, and scaled, especially for women and youth.
RESHNI SINGH
Reshni Singh leads Business Process Enabling South Africa (BPESA) as its CEO, steering South Africa’s Business Process Outsourcing (BPO) and contact centre sector onto the global stage. In this role, she is instrumental in elevating local businesses as fourth industrial revolution-ready
partners through advocacy, investment facilitation, and skills development.
Under Ms Singh’s stewardship, BPESA promotes export growth through global engagements, trade missions, and international partnerships, positioning South African BPO services as world-class. She has championed ground-breaking initiatives to upskill over 15 000 young professionals - with a focus on women and marginalised groups - in areas such as robotic process automation, AI, and customer experience. Her strategy emphasises not only competitive pricing but also digital excellence and diversity.
Ms Singh’s rise through the professional services and consulting world provided her with insights into global operational standards, change management, and emerging technologies. She has been invited to speak at international conferences, sharing the BPESA vision for socially responsible outsourcing, inclusive growth, and digital transformation. A strong advocate for women’s economic empowerment, Ms Singh has supported gender-sensitive policies within the sector, including recruitment practices, career development, and leadership visibility. By forging public-private partnerships and promoting ethical business models, Ms Singh ensures BPESA members contribute meaningfully to job creation.
These three women exemplify bold, transformative leadership - rooting business success in vision, inclusion, and global competitiveness. They demonstrate how women at the helm of enterprise, SME incubation and digital services can rewire South Africa’s economic fabric to be more equitable, innovative and internationally respected.
Sources: BPESA, Investec, CareerBox Africa, Department of Employment and Labour, World Bank, International Labour, Organization, IT-Online, Mail & Guardian, ITEdgeNews, Daily Entrepreneur, Boniswa Group, Construction News, ITOnline, African Awards
REDEFINING HEALTH LEADERSHIP: SOUTH AFRICAN WOMEN AT THE FOREFRONT OF SCIENTIFIC INNOVATION
By Jessie Taylor
Gender equality in South Africa’s healthcare sector has seen progress, yet significant disparities persist, particularly in representation, leadership, and working conditions.
Between 2000 and 2019, the number of female doctors per 10 000 population increased from 1.2 to 3.2. However, male doctors still outnumber female (comprising 59.4%) registered medical doctors. Projections indicate that achieving gender parity by 2030 would require an additional 2 300 female doctors. Women are underrepresented in senior management within the public health sector. Women’s representation in senior and middle management positions is estimated at below 44%, and women
remain underrepresented in medical scheme leadership roles.
During the COVID-19 pandemic, women accounted for over 55% of infections in South Africa, with female healthcare workers comprising 67% of healthcare worker hospital admissions. The pandemic also exacerbated psychosocial stress among female healthcare workers due to increased workloads, longer hours, and heightened exposure to gender-based violence -PubMed Central.
While strides have been made towards gender equality in South Africa’s healthcare sector, challenges remain in achieving equitable representation, leadership opportunities, and safe working conditions for women. Continued policy interventions and oversight are essential to address these disparities and promote a more inclusive healthcare environment.
In South Africa, several women are challenging this status quo, leading groundbreaking research and transforming healthcare delivery.
DR GLENDA GRAY
Dr Glenda Gray is a renowned South African paediatrician and HIV researcher. She co-founded the Perinatal HIV Research Unit at the University of the
Witwatersrand, based at Chris Hani Baragwanath Hospital. Her work has been instrumental in preventing mother-to-child transmission of HIV, significantly reducing infant infection rates in South Africa.
Dr Gray became the first female President and CEO of the South African Medical Research Council (SAMRC). Under her leadership, the SAMRC has advanced research in HIV vaccines and interventions, positioning South Africa at the forefront of global health research. Her contributions have been recognized internationally. She was awarded the Order of Mapungubwe (Silver), South Africa’s highest honour, for her outstanding achievements in medical research. Time magazine named her one of the “100 Most Influential People” in 2017, and Forbes Africa listed her among “Africa’s 50 Most Powerful Women” in 2020.
Dr Gray’s commitment to public health extends beyond research. She has been a vocal advocate for equitable healthcare access and has played a pivotal role in shaping health policies in South Africa. Her leadership during health crises, including the COVID-19 pandemic, has been marked by transparency and scientific integrity. Through her work, Dr Gray continues to inspire a new generation of scientists and healthcare professionals, emphasizing the importance of research in addressing public health challenges.
PROFESSOR QUARRAISHA
ABDOOL KARIM
Professor Quarraisha Abdool Karim is a distinguished South African epidemiologist whose research has significantly
advanced the understanding of HIV transmission among women. She holds positions as Associate Scientific Director of CAPRISA, Professor in Clinical Epidemiology at Columbia University, and Pro-Vice Chancellor for African Health at the University of KwaZulu-Natal.
Her groundbreaking study, the CAPRISA 004 trial, demonstrated for the first time that antiretroviral drugs could prevent HIV infection in women. This research laid the foundation for pre-exposure prophylaxis (PrEP) and was recognised by the journal Science as one of the top scientific breakthroughs in 2010.
Professor Abdool Karim’s work has earned her numerous accolades, including the Order of Mapungubwe, the L’Oréal-UNESCO Award for Women in Science, and the Canada Gairdner Global Health Award. She is also a Fellow of the Royal Society and a member of the National Academy of Medicine in the USA. Beyond her research, she serves as the UNAIDS Special Ambassador for Adolescents and HIV and co-chairs the UNAIDS Advisory Group to the Executive Director. Her advocacy emphasises the importance of women-initiated HIV prevention technologies and the integration of HIV prevention into sexual and reproductive health services.
DR NOLUTHANDO NEMATSWERANI
Dr Noluthando Nematswerani is a seasoned medical doctor with over two decades of experience in the healthcare sector. She serves as the Chief Clinical Officer at Discovery Health, South
While strides have been made towards gender equality in South Africa’s healthcare sector, challenges remain in achieving equitable representation, leadership opportunities, and safe working conditions for women
Africa’s largest private health insurer. In this role, she oversees Health Technology Assessments, Surgical Risk Management, Clinical Policy Development, and the Clinical Research Unit.
Dr Nematswerani holds a Master’s degree in Clinical Pharmacology and an MSc in Biostatistics and Clinical Epidemiology. Her academic background equips her with a robust foundation to drive evidence-based clinical policies and innovations in healthcare delivery.
A passionate advocate for equitable healthcare, Dr Nematswerani believes in health as a fundamental human right. She is committed to improving access to affordable, high-quality healthcare services for all South Africans. Her leadership has been instrumental in shaping Discovery Health’s response to public health challenges, including the COVID-19 pandemic.
Dr Nematswerani’s contributions extend beyond her executive role. She is an active member of various committees within Discovery Health, including the Executive Committee and the Risk Executive Committee. Her insights and expertise continue to influence healthcare policies and practices within the organisation and the broader healthcare landscape.
These remarkable women exemplify the transformative power of female leadership in science and healthcare. Their contributions not only advance medical research and public health but also pave the way for future generations of women scientists and healthcare professionals.
Sources: News24, SA Presidency, International Science Council, Commission for Gender Equality, Department of Public Service and Administration
EMPOWERING ACADEMIA: WOMEN LEADING THE FUTURE OF HIGHER EDUCATION
By Jessie Taylor
South Africa’s higher education sector stands at a pivotal juncture, striving to balance its historical legacy with the pressing need for transformation and inclusivity. Despite notable strides, gender disparities remain evident, particularly in leadership roles.
The Commission for Gender Equality’s 2023 report highlighted that women constitute only 43% of permanent academic staff in public higher education institutions. More strikingly, a mere 18.5% of professors and 29.8% of associate professors are women. This underrepresentation persists
even though women often boast strong publication records and high qualifications. However, amidst these challenges, several trailblazing women are reshaping the academic landscape. Their leadership not only challenges the status quo but also paves the way for a more inclusive and equitable academic environment. By championing transformative policies, fostering inclusive curricula, and mentoring the next generation of scholars, these women are instrumental in steering South Africa’s higher education towards a more equitable future.
The following influential figures exemplify resilience, vision, and a commitment to fostering academic excellence and inclusivity.
PROFESSOR
PULENG LENKABULA
In January 2021, Professor Puleng LenkaBula made history by becoming the
first woman to assume the role of Principal and Vice-Chancellor at UNISA, Africa’s largest open distance learning institution. Her appointment marked a significant milestone in the university’s nearly 150-year history, reflecting a broader shift towards inclusivity in academic leadership.
A trained feminist ethicist, Professor LenkaBula holds a Doctorate in Social Ethics from UNISA. Her academic pursuits have been deeply rooted in exploring the intersections of ethics, economy, ecology, and politics. Her doctoral research critically examined bioprospecting and intellectual property rights concerning African plant knowledge, highlighting concerns about neo-colonial exploitation.
Before her tenure at UNISA, she served as Vice-Rector for Institutional Change, Student Affairs, and Community Engagement at the University of Free
State. Her leadership there was characterised by a commitment to transformation and inclusivity, laying the groundwork for her current role. At UNISA, Professor LenkaBula has been instrumental in steering the institution towards a more inclusive and socially responsive trajectory. She emphasises the importance of decolonising curricula, promoting African scholarship, and ensuring that the university remains accessible to diverse student populations. Her vision encompasses not only academic excellence but also the cultivation of a university environment that is reflective of South Africa’s diverse society.
PROFESSOR SIBONGILE MUTHWA
Professor Sibongile Muthwa serves as the Vice-Chancellor of Nelson Mandela University, bringing a wealth of experience from both academic and public sectors.
Holding a PhD from the School of Oriental and African Studies, University of London, and an MSc in Development Policy and Planning from the London School of Economics, her academic credentials are complemented by a deep commitment to social development.
Her career spans various roles, including deputy vice-chancellor for institutional support at Nelson Mandela University and positions in development and public sector institutions both in South Africa and internationally. This diverse background has equipped her with a holistic understanding of the challenges and opportunities within higher education. As Vice-Chancellor, Professor Muthwa has been a driving force behind initiatives aimed at fostering inclusivity, social justice, and academic excellence. She emphasises the university’s role in addressing societal challenges and advocating for curricula responsive to the community’s needs and the broader African context.
Under her leadership, Nelson Mandela University has strengthened its commitment to transformation, emphasizing the importance of diversity in academic staff and student bodies. Her vision aligns with the university’s ethos of being in service of society, ensuring that higher education contributes meaningfully to social and economic development.
PROFESSOR MPINE MAKOE
Professor Mpine Makoe holds the esteemed position of Commonwealth of Learning Chair in Open Education Practices and Resources at the University of South Africa (UNISA). As an NRF-rated research professor in Open Distance eLearning (ODeL), she has been at the forefront of integrating technology and pedagogy to enhance access to education.
Her academic journey is marked by a commitment to leveraging open educational resources to democratise learning. Through her research and practice, Professor Makoe has explored innovative methods to make education more accessible, particularly for marginalised communities. Her work emphasises the importance of culturally relevant and context-specific educational materials, ensuring that learners from diverse backgrounds can engage meaningfully with content.
Beyond her research, she plays a pivotal role in shaping policy and practice in distance education across Africa. As a director of the African Council for Distance Education (ACDE), she contributes to developing frameworks that support quality assurance and the effective implementation of open and distance learning initiatives.
Professor Makoe’s dedication to open education extends to her involvement in capacity-building programmes, where she mentors educators and administrators in adopting and adapting open educational practices. Her work enhances the quality of distance education and ensures that it remains inclusive and responsive to the needs of diverse learner populations.
While women remain underrepresented in academic leadership, figures like Professors LenkaBula, Muthwa, and Makoe exemplify the transformative impact of inclusive leadership. Their commitment to equity, innovation, and empowerment reshapes higher education, paving the way for a more inclusive and dynamic academic landscape.
Sources:Unisa, Nelson Mandela University, ORCID, University of Pretoria
We built our company to be bold. To think simply in a world that celebrates noise. To welcome contradiction, tension and diversity — not to smooth the edges, but to sharpen the work. We built it on collaboration. On gut and grit and generosity. And we’re still building it. With ideas that move people, and people who move us. With a way of thinking that made us one of the most awarded and respected creative agencies in the country.
At Isilumko, talent is at the centre of business success. Through Isilumko Staffing, we provide recruitment solutions across industries, from entry-level to executive placements, ensuring high-quality talent and meaningful careers. Isilumko Industrial supplies large-scale blue-collar and industrial staffing across warehousing, logistics, supply chain, and manufacturing, with a national footprint that enables rapid deployment of vetted workers. Isilumko
Activate, our brand activation agency (BTL), connects brands with consumers through in-store promotions, activations, digital amplification, and events. With Isilumko Learn, we empower youth through managed Learnerships and Graduate Programmes, delivering accredited training that enhances workplace skills while supporting transformation and B-BBEE objectives.
ISILUMKO STAFFING (PTY) LTD NRITIKA SINGH MANAGING DIRECTOR
WHAT HAVE BEEN YOUR GREATEST CHALLENGES AND SUCCESSES?
Over 30 years, we’ve faced challenges that built our resilience. The global pandemic brought the staffing industry to a standstill, with retrenchments across the sector. Determined to retain our people, we explored every avenue to remain operational. Our marketing unit, built on live engagement, also halted for 24 months, testing our adaptability.
In 2020, after a five-year partnership with a listed entity, our leadership team made the bold decision to buy back the business. Becoming a women-led, privately owned company empowered us to take full ownership of our future. Despite global disruption, we reported a net profit that same year, driven by strong leadership, innovation, and discipline. Our growth reflects this resilience: 85% in 2021, 139% in 2022, and 30% in 2025. Beyond numbers, these results affirm our belief that people are at the heart of everything we do.
At Isilumko, we are proud to have received numerous accolades that recognise our commitment to empowerment, diversity, and excellence. We were honoured to be finalists at the Top Empowerment Awards for Entrepreneur of the Year and Diversity, Equity and Inclusion, and to win the Top Women Awards twice as a Gender Empowered Company. We have also been recognised by the Oliver Top Empowerment Awards for Job Creation and Diversity, the Future of HR Awards for Workplace Diversity, and three National Business Awards for Diversity and Customer Focus.
DO YOU HAVE A MESSAGE OF INSPIRATION FOR OUR READERS?
As women, we carry within us something truly powerful - the ability to lead with both strength and empathy. Over the years, in business and life, I’ve seen just how far consistency, resilience, collaboration, and a clear sense of purpose can take us. Sometimes courage looks like breakthroughs; other times it’s simply refusing to give up.
At Isilumko, we believe in the power of ownership – taking charge of our dreams, journeys, and the impact we leave with our stakeholders. To every woman reading this: your voice, perspective and presence matters. Embrace your potential, even when it feels uncomfortable. Surround yourself with people who uplift and challenge you and remember - we are shaping the future. Let’s lead with heart, uplift each other, and keep changing lives - starting with our own.
CONTACTS:
Address: 321 Main Road, La Rocca Business Park, Unit G, Bryanston, Johannesburg, 2191
Email: marketing@isilumko.co.za
Phone number: 011 267 2920
Social media links: LinkedIn: https://www.linkedin.com/ company/isilumko-activate-staffingindustrial/ Instagram: https://www.instagram.com/ isilumko.activate/
WURTH SOUTH AFRICA
Welcome to Würth, where diversity drives us and innovation defines us.
The Würth Group is a world market leader in its core business, the trade of quality products within the automotive, cargo, metal, mining, construction, wood, and installation industries. It currently consists of over 400 companies in more than 80 countries.
At Würth South Africa, we offer over 6000 products comprising of technical chemicals, tools, fasteners, abrasives, anchor technology, PPE and more.
Our commitment extends beyond delivering professional products. We are dedicated to world class customer service through a sophisticated nationwide delivery network, ensuring swift and efficient delivery and seamless project execution. With a network of 14 shops, E-commerce solutions, an efficient call centre, and a team of over 290 customer service consultants in the field, we strive to provide multiple channels for our customers to access our premium quality Würth products in various locations and just in time.
Our sophisticated systems and storage solutions, as well as the possibilities of paperless integrations with our customers’ procurement systems, make us the preferred supplier in the market, not just for the quality products but also for technology that backs up the customer. Understanding our customers’ needs lies at the core of our ethos.
We strive to be the number one supplier in the eyes of our customers and are dedicated to building long-term partnerships to ensure mutual success.
At the Würth Group, while we take pride in being world leaders in our industry, we also recognise that we operate in a traditionally male-dominated space. Given South Africa’s diverse customer base, we understand that different perspectives, backgrounds, and needs require us to adapt in order to serve our customers more effectively.
To bridge this gap and meet these demands, we believe it’s essential to challenge the status quo by actively promoting the inclusion of powerful women in this male-dominated industry. This isn’t just an initiative for diversity - it’s a strategic necessity for success. By empowering women and promoting diversity, we’re building a stronger, more innovative company - one that reflects the needs and values of our customers and the communities we serve.
At Würth South Africa, we focus on finding the best candidate for the job based on their skills, experience, and alignment with our core values. While we champion diversity, we remain committed to balancing gender representation, ensuring that both men and women have equal opportunities to thrive in our company. A closer look at Würth South Africa reveals that every team,
from telesales to E-business, even our sales representatives, is composed of both men and women. Our commitment to diversity extends into leadership roles as well, where women are represented at every level. We are inspired by top leadership within the Würth Group itself, where Bettina Würth serves as Chairwoman of the Advisory Boarda clear testament to the value of female leadership. In fact, one of our proudest initiatives was our Power Tool Girls campaign, where our trainers took the time to empower our female staff by teaching them practical skills, such as using power tools and fixing electrical plugs. We look forward to launching more initiatives like this in the future, continuing our commitment to equipping all employees with the tools they need to succeed.
Würth is committed to fostering an inclusive and diverse workforce, knowing that it strengthens our ability to serve a wide range of customers. By breaking barriers in a male-dominated industry and empowering women at all levels, we are not only ensuring a balanced and dynamic team but also driving innovation and growth. Our dedication to hiring the right talent, regardless of gender, is what allows us to continue leading the market and delivering the best solutions for our customers. At Würth South Africa, diversity isn’t just a goal - it’s our strength.
A pioneering global leader
While The Particle Group was only established in 2022, the group owns two independent businesses who have a combined global presence of over 60 years in the mining industry, offering mission critical services and products. With strong and experienced management and operational teams, these two businesses have a well-established customer base, and offers globally competitive margins, that allow organisations within the TIC sector to further improve their efficiencies and guarantee accuracy and precision in their reporting.
Quality is incorporated into our DNA, with the highest levels of productivity and services offered to all our stakeholders.
We are proud of our Level 2 BBBEEE Accreditation and believe in fostering community and localisation in all regions where we have presence. People are our pride and we foster a culture that is built on empowerment, diversity and inclusion
OUR TOP WOMAN
Lelané Bezuidenhout is the Chief Executive Officer of the Financial Planning Institute of Southern Africa (FPI), where she leads a team committed to upholding ethical and professional standards within the financial planning profession. With over 26 years of experience, she has played a pivotal role in shaping the financial services industry & financial planning profession through the development of robust certification programmes, regulatory compliance frameworks, and strategic advocacy.
ABOUT THE ORGANISATION
The Financial Planning Institute of Southern Africa NPC (FPI) is a prominent professional membership organisation dedicated to the promotion and advancement of the financial planning and advice profession in South Africa. It is recognised as a leading authority in the profession, with a strong focus on setting high professional competency standards, providing education and training, and fostering professional development. FPI reached over 5 000 CFP professionals at end 2024 and it is the 6th largest affiliate of the FPSB worldwide (i.e. South Africa has the 6th most CFP professionals in the world). Full company profile can be found here.
Business sector – products and services:
SAQA Recognised Professional Body (Education)
Year founded: 1981
Number of employees: 44
Membership: +/- 5 500 (This includes CFP, FSA and RFP professionals).
FINANCIAL PLANNING INSTITUTE OF SOUTHERN AFRICA OVER FIVE THOUSAND
MEMBERS AND COUNTING
Strategic partnerships: FPI collaborates with a range of strategic partners to uphold professional standards and promote financial literacy. These include regulators like the FSCA and SARS, global affiliates such as the Financial Planning Standards Board (FPSB), and academic institutions like the University of the Free State. FPI also works closely with other professional bodies like CISA, IISA and ACFE as well as industry associations such as ASISA, FIA and ABSIP. We also have strategic relationships with our corporate partners like Sanlam, Momentum, Liberty Life and Old Mutual, as well as our Professional Practices.
Revenue: R50 020 208 (2024)
GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI)
Empowerment policies:
FPI has a robust culture of continuous professional development and skills empowerment. All employees, but mostly females (73% female staff complement) have access to LinkedIn Learning, and we support formal studies through our Sector Education and Training Authority (INSETA). As a non-profit professional body, we place a high value on developing and retaining skilled talent internally.
Our Employment Equity Plan is actively monitored and aligns with our B-BBEE strategy. We also offer mentoring and coaching opportunities across all departments. In support of women in the workplace, FPI provides paid maternity leave, flexible working arrangements, and a hybrid working model. Many of our
employees are single mothers, and we recognise the unique challenges they face, particularly during school holidays. Our hybrid model enables them to work from home during these periods, reducing stress and supporting work-life balance.
Empowerment-related CSI initiatives/ programmes:
FPI supports youth empowerment through internships, bursaries, and its Unemployed Youth Support Programme (INSETA programme), assisting +-25 students. We fund studies for Black female staff, including postgraduate qualifications, and donate furniture to under-resourced schools. All current interns are female, with most progressing toward permanent employment within the organisation.
It all began with Marcel Guerbet’s discovery of the first iodinated organic contrast medium in 1901. The company was later founded in 1926 by André Guerbet.
Guerbet South Africa (Pty) Ltd was established in 2015 after the acquisition of Mallinckrodt’s Contrast Media and Delivery Systems (CMDS) business globally, establishing a global footprint.
In 2025, Guerbet South Africa will celebrate 10 years of striving towards providing the highest level of safety, quality and efficiency in the medical imaging market since our registration. We are passionate about our healthcare mission; it is at the very heart of our company.
At Guerbet, we build lasting relationships so that we enable people to live better. That is our purpose. We are a leader in medical imaging worldwide, offering a comprehensive range of pharmaceutical products, medical devices, and digital and AI solutions for diagnostic and interventional imaging. Innovation irrigates all our decisions and
actions hence we devote 10% of our revenue to research and development annually. To improve our existing products and create new ones to meet unmet medical needs. We want to be a spearhead in developing new concepts in the world of healthcare.
Guerbet launched a strategic initiative in digital technologies and artificial intelligence, to improve radiologists’ productivity and facilitate and secure diagnosis, decision making and therapeutic followup in medical imaging.
Innovation is in our DNA. Guerbet partnered with NUCLIDIUM who leads in pioneering a new generation of targeted radiotheranostics that present a significant advancement in cancer treatment. This strategy presents a promising approach to enhancing patient access and improving disease staging and treatment.
We are committed to ethical business practices, and it is instilled in every employee’s daily activities. It is our
responsibility to conduct business using high quality and ethical standards. Guerbet strives to ensure sustainable development while minimising the Group’s environmental impact across all its activities, from production to customer delivery.
We seek to make their lives better, through a diagnosis or a treatment that we aim to be ever more effective. We are attentive to each human being in our environment which is why we make the utmost effort to achieve this goal.
CONTACT INFORMATION
Physical address: Hertford Office Park, Building, 90 Bekker Road, Vorna Valley Midrand, Gauteng, 1682
Each of our conveyancers has over twelve years property experience offering expertise in residential transfers, sectional title developments, subdivisions, town planning matters and private bonds. We also attend to estate, liquidation and divorce transfers and endorsements of title deeds and the removal of restrictive title deed conditions.
Commercial Property Law
Included in our service offering is the drafting of commercial sale agreements, lease agreements, subscription and shareholders agreements, loan agreements, cessions, guarantees and other security agreements.
Company secretarial work and corporate governance fall within our day to day practise areas.
Notarial Work
Getting married? Need a Notary Public for your Antenuptial contract or to certify documents for use in South Africa or overseas? Our notaries can assist.
We further attend to servitudes, long leases, notarial bonds and notarial deeds of cession.
Litigation
Our skilled Litigators offer a full range of Commercial and General Litigation Services, including but not limited to Commercial, Property and Family Law.
We strive for success and follow a holistic approach, always putting the needs of our client’s first.
In 2023 two giants in the flavour, ingredients, nutrition and fragrance industry, DSM and Firmenich, came together through a merger with a common goal and vision to bring progress to life - by combining the essential (health & nutrition), the desirable (taste & fragrance), and the sustainable. That was the formation of dsm-firmenich.
dsm-firmenich is a Swiss company with dual heaquarters in Kaiseraugst, Switzerland and Maastricht, Netherlands. As innovators in nutrition, health, and beauty the company reinvents, manufactures, and combines vital nutrients, flavors, and fragrances for the world’s growing population to thrive. The business operates in almost 60 countries with revenues of more than €12 billion and nearly 30,000 employees globally.
dsm-firmenich is built on a rich legacy of scientific innovation, creative excellence, and purpose-driven sustainability. From roots in coal mining and perfumery, the business now stands as a unified leader across food, fragrance, and health sectors driven by a vision to transform diets to be healthier for people and the planet.
ACHIEVEMENTS
New appointments for 2024-2025 were balanced between male and female candidates with notable promotions for women in our supply chain. We were also proud to have our country leader promoted to VP.
SOCIAL RESPONSIBILITY INITIATIVES
• Logistic and transportation partnerships
• Food vendor partnership on site
GENDER
POLICIES
We pride ourselves on being an inclusive organization that values diversity. Our policies emphasise this approach to our people by providing benefits that
dsm-firmenich IMAAN GAFFORE,
VP, TASTEAFRICA, MIDDLE EAST AND TURKEY
consider the needs of the individual. A few examples are:
• Parental leave benefits – we provide leave benefits for diverse family compositions. Flexible working arrangements are made to accommodate care for infants
• Recruitment – our approach to recruitment provides equal opportunities for all
• A specialised youth programme
WHAT SETS YOUR COMPANY APART FROM THE COMPETITION?
dsm-firmenich values diversity and belonging. We strive to build a culture that gives opportunities for career growth to all with the goal of equal gender representation at all leadership levels
WHAT HAVE BEEN YOUR GREATEST CHALLENGES AND SUCCESSES?
One of my greatest challenges as a business leader was steering the business through a period of major organisational change – restructuring teams, adopting new technologies and shifting our strategy to stay competitive. The most difficult part was not the operational side – it was managing people’s resistance to change and keeping morale high while pushing for performance. I tackled it by being transparent in my communication, involving key stakeholders in the planning process and investing heavily in training and support. This experience taught me that leadership is not just about making the right decisions, but also about carrying people with you – creating a shared vision, and being empathetic through uncertainty. Now, I place a much greater emphasis on culture and communication, especially during periods of transformation.
My greatest success was leading the company through a period of accelerated growth while maintaining our core values and team culture. We expanded into new markets, increased revenue significantly and
restructured to improve efficiency without downsizing. What I am most proud of is that we achieved this by empowering our team, improving internal communication and placing a strong focus on client relationships. This success reinforced my belief that sustainable growth is not just about strategy, it’s about people, purpose and execution. It shaped the way I lead today: with clarity, accountability and long-term vision.
DO YOU HAVE A MESSAGE OF INSPIRATION FOR OUR READERS?
Leadership today is no longer just about making decisions at the top, it’s about inspiring belief at every level. As the VP for the Africa, Middle East and Turkey (AMET) region, I’ve learned that true growth happens when people feel seen, empowered, and trusted to lead in their own space. We are operating in a world that’s constantly evolving, technology is faster, expectations are higher and challenges are more and more complex. But, within these challenges lies incredible opportunity. Our greatest advantage isn’t just what we do – it’s how we think, how we adapt, and how we stay rooted in purpose.
The future belongs to those who dare to keep moving forward, together!
LYAF Property Services was founded with the vision of providing integrated property and cleaning solutions that enhance the way people live and work. Starting with a small portfolio of projects, the company expanded into estate agency services to meet the growing demand for trusted, full-spectrum property support.
ACHIEVEMENTS
• Launching LYAF’s estate agency services and providing holistic solutions that combine property management with lifestyle-enhancing services.
• Developing bespoke cleaning and property maintenance programmes for corporate clients and high-end residential properties.
• Training and empowering staff to deliver consistently high-quality service, fostering both career growth and operational excellence.
FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS
• Stay true to your vision - Never lose sight of your “why”, it’s what keeps you grounded in tough times.
• Embrace discipline - Success requires consistency, structure, and accountability in everything you do.
LYAF PROPERTY SERVICES
TINA LUBOYA, FOUNDER & EXECUTIVE DIRECTOR
• Invest in people - Your team is your greatest asset; empower them and they’ll grow the business with you.
• Adapt quickly - Markets shift, challenges arise; resilience and agility are key to staying ahead.
• Lead with integrity - Honesty and transparency build trust, and trust is the foundation of lasting success.
WHAT PRODUCTS AND SERVICES DO YOU OFFER?
We offer property sales, rentals, and management as well as end-to-end cleaning, sanitation, maintenance, and facilities support.
HOW HAVE YOU IMPLEMENTED GENDER-DRIVEN DEVELOPMENT IN THE WORKPLACE?
Gender balance isn’t a policy at LYAF Property Services; it’s our DNA because we believe in gender-based development. Women lead across the business, and we open real pathways for young women in property. We build lasting legacies for families by guiding them to invest in homes that build generational wealth.
WHAT HAVE BEEN YOUR GREATEST CHALLENGES?
LYAF Property Services operates in a competitive market. The company overcame this by differentiating itself through tailored services, exceptional client care, and combining estate agency expertise with property services. We also had resource constraints in our early growth stages. We navigated this by prioritising strategic partnerships, efficient operations, and careful financial planning.
WHAT HAVE BEEN YOUR GREATEST SUCCESSES?
Successfully expanding from a small cleaning and maintenance business into a full-service real estate firm with value added services. Building a loyal client base across residential and corporate sectors, consistently earning referrals and repeat business. Developing bespoke cleaning and property maintenance programmes for corporate clients and high-end residential properties.
DO YOU HAVE A MESSAGE OF INSPIRATION FOR OUR READERS?
Success in business comes from vision, resilience, and the courage to make a difference and build a legacy. Stay committed to your goals, treat every client and team member with respect, and remember that the spaces you create - in property and in life - can inspire and transform. We transact not just for profit but with Purpose in every move; resilience in every result, the LYAF way.
Tina Luboya, Founder & Executive Director LYAF Property Services
Award Winners
The IoDSA
Developing female leaders, education and purpose
By Shumirai Chimombe
“We are delighted to share that the IoDSA has been awarded the prestigious Business of the Year title at the Standard Bank Top Women Awards”.
The Institute of Directors
South Africa (IoDSA) made this announcement on their Facebook page after they received the award, sponsored by BMW South Africa, in December.
A cornerstone of the IoDSA’s empowerment strategy is the focus on developing female leaders within the organisation.
REACHING OUT BEYOND THE BUSINESS: GROWTH IN ENTERPRISE AND SUPPLIER DEVELOPMENT
“The IoDSA has launched specific mentorship and sponsorship programmes aimed at supporting women in their career advancement ensuring they are well prepared for leadership roles,” said Louisa Netshiombo who is the Project Manager: Thought Leadership. “Further to this the organisation supports females outside of our business through driving growth in enterprise and supplier development. The business contributes significantly to its black female-owned businesses totaling R375 000 in 2023, and ultimately resulting in job creation and community upliftment.”
A LEADING PROPONENT OF GENDER EQUALITY - IN THE BOARDROOM AND BEYOND
There are several ways in which the IoDSA supports gender equality. The organisation is the custodian of the King IV Report on Corporate Governance in South Africa, which recommends that governing bodies should set targets for race and gender representation in its membership. It is a member and active participant on the 30% Club, a global business campaign that aims to boost the number of women in board seats and executive leadership. The organisation also partners on the Status of Gender on JSE-Listed Boards research.
In 2023 and 2024 the IoDSA hosted an international women in governance conference, and it hosts an extremely popular women’s month webinar - ‘The
Journey to the Boardroom and Beyond’ during August each year.
FACILITATING EMPOWERMENT THROUGH EDUCATION
Education is one of the pillars of the business and the IoDSA has implemented a strategy which specifically focuses on educational programmes.
They launched the first Women on Boards Foundation programme in early 2023 with great success. In September 2024 they launched a second women focus programme called Exceptional Women on Boards. The return on investment from these strategies is evident in the financial results where the IoDSA has consistently exceeded their business plan and budgeted profit.
STEPPING INTO THE FUTURE FOR FEMALE
LEADERSHIP
CEO Prof Parmi Natesan maps out the organisation’s goals and plans for the next five years.
“With regards to leadership - to continue to grow our female leadership skills within the business. Then in training - to train to be innovative in our programme offerings so that we can equip more and more women to be ready for the boardroom. On the media side - to be the voice of hope for women in our country. To build a country with better directors, better boards and ultimately better business.”
Navlika Ratangee
Standard Bank Haley Fletcher Top Women Business Leader of the Year 2024
By Shumirai Chimombe
Navlika Ratangee, Managing Director of Lyra Southern Africa (formerly (ICAS), prides herself with a wealth of experience in human capital management, behavioural risk, change management, and organisational strategy. A GIBS MBA graduate and clinical psychologist, her focus is very much centred around mental health in the workplace. She is committed to empowering women through her much sought after awareness talks and mentoring, addressing issues such as gender-based violence, pay gaps, and holistic wellbeing. She is a guest lecturer at GIBS and has contributed to multiple publications on workplace mental health.
Over the years Lyra SA has been recognised as a Top Gender Empowered Company under her leadership, receiving numerous accolades including being the winner of the Top Women in Business for Diversity, Equity, and Inclusion 2022, winner of the Top Women in Business: Health and Pharmaceuticals 2023, and she was also named as one of Africa’s Top 10 Leaders to Follow in 2024.
In her latest achievement, she received the prestigious Haley Fletcher Top Women Business Leader of the Year 2024 sponsored by Standard Bank. Recognised widely as one of South Africa’s most distinguished celebrations of women’s leadership and excellence, the awards ceremony was held on 4 December 2024 at the Sandton Convention Centre.
HER GROWTH TRAJECTORY TO THE TOP
Starting at ICAS as a telephone clinician, Navlika progressed through various leadership roles over 15 years, ultimately becoming Managing Director. During her tenure, she led the company through the challenges of the Covid-19 pandemic supporting over 600 corporate clients and nearly 2 million lives in South Africa.
An advocate for women’s leadership, Navlika was recognised by McKinsey & Company for the WomEnpower event and she actively mentors future female leaders.
“It is my approach and objective to create meaningful workspaces and inspire as many people along the way as possible.”
With Navlika at the helm, Lyra Southern Africa grew its corporate client base from 942 in 2021 to 1129 in 2023; and the company’s revenue grew from approximately R193 million in 2020 to R292 million in 2024.
CHANGING THE FACE OF EXECUTIVE WELLBEING
Lyra Southern Africa is changing the narrative around executive wellbeing. Their holistic Corporate Athlete Support Programme offers a comprehensive, distinctive, and tailored package for senior leadership in companies. The programme focuses on enhancing the balance within physical, emotional, psychological, and spiritual health, while providing the support needed to ensure sustainability in the executives’ individual growth. The final touch added by the programme is to ensure that individual growth is demonstrated within the overall wellbeing of the organisation.
CULTIVATING A CULTURE OF GENDER EMPOWERMENT
“At Lyra Southern Africa, our vision for gender empowerment is to cultivate a culture where gender equity is the norm. We are committed to empowering every team member to reach their full potential, irrespective of gender, while actively promoting awareness and championing gender equity in our external engagements,” explains Navlika.
“Our company culture is rooted in diversity, equity, inclusion, and belonging, challenging the status quo wherever we can influence and drive change. Starting with the tone we set internally, we extend our mission outward to create meaningful impact. Through a commitment to education, economic independence, leadership opportunities, and equal representation, we foster an environment where every voice is valued, talents are celebrated, and everyone is free to contribute to a flourishing, equitable future.”
Lyra SA’s culture of women advancement: shows in their impressive employee representation – with 74.49% of the staff being women, 75% of the Board, and a proudly all-women Exco.
“I am dedicated to empowering women to pursue their dreams and achieve their goals. By providing mentorship, resources, and a supportive community, I help them build confidence and develop essential skills. I am part of Jasiri Angels, an angel investor programme that invests in, guides and supports women entrepreneurs and early-stage startups that benefit society. I am part of YPO Women’s Global Network. It has been proposed that I will take on being the Africa representative for Health on this forum. Together, we create pathways to success, ensuring we elevate, support and empower women in business.”
CHAMPIONING MENTAL HEALTH IN THE WORKPLACE
Navlika spearheaded the inaugural Lyra / GIBS Mental Health in the Workplace Conference to drive real change in mental health at work. The highly successful event was attended by 95 delegates.
“The theme of mental health in the workplace wasn’t just a title – it was a living, breathing narrative that threaded through every conversation,” she says.
Ronald Abvajee, CEO and Founder of Healthy Living Consulting has nothing but words of praise for Navlika’s leadership and passion.
“She is not just a leader by title but a leader by action. Navlika embodies what it means to consciously and mindfully champion mental health in the workplace. She has built a culture at Lyra where individuals can thrive – and that thriving doesn’t stop at her own team. It extends to the client organisations and beyond, to communities across South Africa. Navlika’s leadership is about rolling up her sleeves, being in the trenches with her team, and driving both business and social impact. With her giving heart and sharp mind, she exemplifies what true leadership is in today’s world – one that resonates not only with high performance but also with deep, authentic care for people. She’s crafted an environment where giving, thriving, and excellence coexist in perfect harmony.”
Brenda Khumalo
Standard Bank Top Women Entrepreneur of the Year 2024
By Shumirai Chimombe
As the founder and Managing Director of Lobengula Advertising, Brenda’s career is a story of purpose-driven achievement, and her passion for positive change was recognised when she was named the Standard Bank Top Women Entrepreneur of the Year 2024.
“The award represents the culmination of years of hard work, dedication, and passion for the work we do,” she said in an interview with BizCommunity. “For me, it symbolises values I hold dear – innovation, resilience, and a commitment to making a positive impact. It is also a validation of the agency’s growth and the strides we’ve made in the industry, particularly as a female-led business in a competitive space. I also feel the recognition will bolster our reputation, open new doors for collaborations and partnerships, and demonstrate our agency’s ability to lead and innovate.”
HER SUCCESS TRAJECTORY IN THE ADVERTISING INDUSTRY
Brenda’s journey into the world of advertising started at a young age when she was in high school, curious about the people who worked behind the scenes of her favourite TV shows, the creative process of advertising, and what made good radio. This love of all things communication and marketing took her to IMM Graduate School to study marketing. From there, she stepped into her first role in the advertising world at Ogilvy Durban.
It wasn’t long before her ambitious spirit was noticed, and she was chosen to represent her company at the Ogilvy Africa Training Programme.This week-long conference gave her the opportunity to rub shoulders with representatives from other countries and set her entrepreneurial trajectory on a new course.
“This is a journey of love because if you are given only one word to describe Brenda Khumalo, it’s ‘passion’. Passion for advertising, passion for people, passion for creativity, and passion for life.” – LobengulaAdvertising
She transferred to Ogilvy Johannesburg and after only five years she had earned an impressive reputation in the industry and within the WPP agency network for her hard work and trailblazing attitude. This resulted in her promotion to the position of Managing Director. Adding to the accolade, she was the youngest black woman in her region to achieve this level of success.
THE REALISATION OF A DREAM
In 2020 Brenda realised that if she wanted to change the landscape of advertising in a radical way, she would have to create it herself, and live her vision for the industry and for women. She took the bold and courageous step of opening her own advertising agency. This was her opportunity to step out of the shadow of the people who had guided her, and to start something new, change how things are done and write her own set of rules.
Lobengula Advertising opened its doors as a 70% black female-owned company. It has over 60% of employees in female senior management roles and, overall, there is a 67% female employee complement – a game changer in an industry that is still very much male-dominated.
Under her leadership, Lobengula, which started with six employees, has seen exponential growth over the past three years. It now comprises over 30 employees and has four JSE-listed clients in its portfolio. The agency’s clients include the Standard Bank Group, Mercedes-Benz South Africa, the Industrial Development Corporation (IDC), Old Mutual and Redefine Properties.
Since Brenda launched Lobengula Advertising, the company has experienced phenomenal growth. Between 2021 and 2024, the company achieved a remarkable 3506% increase in revenue growth. Today, the agency is thriving under her leadership
and innovative thinking, especially in advertising, where she has significantly impacted employee engagement and internal communications. In 2024 the business expanded and launched LA Truth, a strategy consultancy business and the film production business LA Films.
A RESPECTED AND MUCH-LOVED LEADER
According to her team at Lobengula, Brenda has built a reputation as a beloved mentor, friend, and leader.
“She leads with strength, intellect, compassion, and joy, creating an environment where people feel valued, supported, and empowered to bring their best selves to the table. Brenda’s commitment to lifting others up and her positive outlook on life bring light to those around her, inspiring her team and peers to approach their work with the same dedication and enthusiasm she brings every day.
Her journey is one of vision, drive, and a heartfelt commitment to the values that define her. As a leader, she has transformed her workplace; as a creative force, she has redefined industry standards; and as an advocate for women and cultural diversity, she has made an indelible impact on the advertising landscape.
“In Brenda we see a leader and a visionary, someone whose work continues to inspire a brighter, more inclusive future for the advertising industry. She has shown that through creativity, empathy, and determination, we can create work that is purpose-driven and that, together, we can build a world where everyone has a seat at the table. With each milestone, Brenda reminds us all of the extraordinary power of purpose and the boundless potential of resilient, compassionate leadership.”
Matshidiso Gama
Standard Bank Top Women Young Achiever Award
2024
By Shumirai Chimombe
Her passion to make a difference further grew when she started her career and became part of various women-led forums which focused on the development of women within the mining industry
The Standard Bank Top Women Awards 2024 is one of South Africa’s most prestigious celebrations of women’s leadership and excellence. And the Top Women Young Achiever Award was presented to Matshidiso Gama, a mining engineer at Kumba Iron Ore.
The awards honoured women who have made remarkable contributions to their industries, communities, and beyond. Matshidiso, a section manager: Drill & Blast at Kumba Iron Ore, is making her mark in her industry.
She completed her mining engineering degree at the University of Johannesburg, and also holds a diploma in explosive engineering from the University of Pretoria. She then completed her postgraduate diploma and MBA with GIBS Business School.
In the years that she has spent in the mining industry, she has gained experience in both underground and opencast mining in various commodities, platinum, coal and currently in iron ore. She has taken on roles mainly in the production stream, managing large teams and ensuring the safe execution of production.
In a male-dominated world, she has taken on roles such as shift boss, mine overseer, production manager and currently as section manager: Drilling and Blasting in one of the biggest mines in Africa. Her team is made up of drilling and blasting engineers and technicians who are responsible for the design and compliance for all blasts at the mine, ensuring safe execution and meeting desired outcomes of the blasts.
Matshidiso’s desire to be an example in leading mining women began when she was part of the Mining Forum at the University of Johannesburg, and as its Chairperson she worked together with institutions and mining houses to help students get practical training and bursaries before completing their studies.
Her passion to make a difference further grew when she started her career and became part of various women-led forums which focused on the development of women within the mining industry. These organisations from various mining companies collaborate to create a safe and conducive working environment for all women working within the industry. This meant working together with the Department of Mineral Resources, employers and unions to address underlying concerns that women have within the workplace, including creating safe working conditions, hygiene, mentorship, and women representation and development.
Matshidiso also provides mentorship to high school students within her community, giving them career guidance and ensuring that they gain insight on how to navigate the university world.
She has a very impressive list of portfolios that she has held including being a Women in Mining Deputy Chairperson, addressing women development, inclusion and diversity within different levels of management in mining, ensuring that women are given fair opportunities and equal representation in the workforce.
Matshidiso’s track record in all her roles has placed her as one of the few emerging young black females in the industry who show the potential to reach greater heights. She is among the few in the mining industry who have broken stereotypes around females taking on traditionally male-dominated roles. She has remained focused on ensuring that she remains a role model and an example to those who come after her.
Looking to the future, she hopes to continue to inspire and bring about change within her community and at work. She always encourages young children to go to school and get an education, read more books and empower themselves with knowledge. She believes in the notion that “Change begins with me – that if I want to see change in the world, I must be the change.”
Faith & Fear
THE BOLD PURSUIT OF GROWTHTHE POWER BEHIND MARKETING AND COMMUNICATIONS AGENCY
Standard Bank Top Women-Owned Business SMME Award
By Shumirai Chimombe
With a mission centered on enabling South Africans to act boldly in the face of uncertainty, the ‘growth hacking’ agency Faith & Fear provides innovative solutions and tailored marketing and advertising strategies that foster growth and resilience.
Founded by two women Taryn Sharman & Perri King in 2016, Faith & Fear has not only generated R20-million in direct revenue in the last financial year alone, but has created an R80-million network effect, with over 25 female job opportunities directly tied to their ecosystem.
O“ur innovative approach isn’t just about business, it’s about building a sustainable future that empowers women, disrupts outdated models, and amplifies collective impact.”
This pioneering business has transformed the traditional communications agency model into a sustainable modular ecosystem, proving that impactful business can thrive without a conventional structure. And for this, they were awarded the Top Women-Owned Business SMME Award 2024, sponsored by Standard Bank.
“This incredible achievement is not just a win for us but a victory for everyone who has been part of our journey,” the agency said in response to this recognition. “Over the past decade, we’ve strived to build a business that empowers, inspires, and redefines what it means to lead with purpose. Winning this award is a reflection of the courage, collaboration, and resilience that we all share.”
A BOLD AND PURPOSE-DRIVEN AGENCY
Faith & Fear has strategically partnered with flagship South African businesses over the last three years and their innovative communications methodologies have impacted their clients’ business objectives. These include Profmed - the country’s
“Nothing great takes place in comfort zones. Stepping out, facing the fear, and having faith in the outcomes that the right team and strategy can achieve is where the magic happens.”
largest restricted medical scheme (+70 000 members supported and growing annually); Liberty/Standard Bank Group Insurance and Asset Management (+5 000 internal employees’ strategic communications culture curated); and Talent10 Holdings - the largest entertainment and gaming studio (billions of rands of capital secured).
Their unique approach focuses on merging business prowess - namely; growth-hacking (the rapid experimentation and repeated testing within any discipline to make improvements to a product or service), business strategy, and marketing - with the often neglected soft-skills such as self-discovery, leadership, and personal empowerment. This helps their suppliers, clients and collaborators unlock their full potential in both business and life.
“We are not a conventional agency. Faith & Fear goes beyond traditional moulds to become true business partners for our contractors and our clients, offering more than just marketing services. Our approach is fearless, rooted in creativity, data, and close collaboration with clients.”
Faith & Fear thrives on boldness, pushing boundaries to drive real change. They do this by disrupting norms and embracing out-of-the-box thinking and taking calculated risks that set them apart. They also support clients in navigating changes confidently and embracing innovation.
BUILDING A THRIVING NETWORK OF WOMEN-OWNED BUSINESSES
“The growth of Faith & Fear can be directly attributed to the success and expansion of our women-centered contractor approach. By delivering value to both our contractors and the wider female community, we have built a reputable, sustainable brand. This growth has enabled us to reach a larger audience and facilitate scalability.”
As a 100% female-owned enterprise, Faith & Fear are committed to empowering women in tangible ways. Annually the business invests
R10-million in its network of women contractors, ensuring that they have the resources and support they need to grow their businesses sustainably. “This investment reflects our belief in the value women bring to the business world and has allowed our contractors to create lasting impact within their own ventures, while driving economic growth in their communities.”
The investment has translated into increased revenue and growth for these contractors, who benefit from a steady flow of work, resources, and mentorship. In turn, they have created job opportunities for other women, amplifying the positive ripple effect within local economies.
The contractor model has grown by over 40% in the last three years, with a workforce that is 90% women from diverse backgrounds. Faith & Fear empowers each contractor by providing flexible opportunities that allow them to lead initiatives and pitch innovative ideas.
The business plans to scale the programme by an additional 25%, bringing even more talented women into its ecosystem and creating new opportunities for job creation and skill development.
THE BRAVE COLLECTIVEEMPOWERING WOMEN IN BUSINESS AND IN LIFE
“As women in business and mothers ourselves, we quickly realised that there wasn’t a space addressing the unique, holistic needs of women - not only in business or corporate environments but across every facet of life. Women needed a place to have brave conversations about money, wealth, business, and the personal aspects that shape us.”
Understanding that net worth is directly linked to self-worth, the business launched The Brave Collective, a dedicated women’s empowerment Corporate Social Investment (CSI) initiative.
This powerful not-for-profit community serves as an essential platform for women’s advancement, focusing on economic independence, leadership development, and wealth-building. The Brave Collective offers specialised events, networking opportunities, skills development, personal growth and practical resources designed specifically for women in the workplace. By creating a safe and inclusive environment it allows women to tackle hard topics, build wealth, and invest in what truly matters to them.
From financial literacy workshops to leadership seminars, The Brave Collective empowers women with the knowledge and tools they need to make confident, impactful decisions in both their personal and professional lives. So far its initiatives have reached over 1,000 women across South Africa, empowering more women to achieve financial independence, grow their businesses, and build thriving communities across South Africa.
“Our dedication to empowering women and fostering gender equality is not only reflected in our organisational growth but also in the tangible impact we have made on countless lives. Through innovative programmes, sustainable initiatives, and a vision that aligns with the advancement of women in business, we are building a legacy that uplifts women across South Africa. We are passionate about creating a future where women have equal opportunities, voices, and support networks.”
In this journey, Faith & Fear stands as a beacon of change - built to make a real difference by leading with courage, driving client success, and generating meaningful impact for women and businesses alike.
“We look forward to continuing our journey and contributing to the economic empowerment of South African women for many years to come. We are more motivated than ever to continue breaking barriers, driving innovation, and uplifting those around us. Here’s to celebrating bold moves, building brighter futures, and continuing this journey of impact - together.”
Cleopatra Van Ster
TRANSFORMING PASSION INTO PURPOSE AND TURNING IT INTO A BUSINESS
“A nurse entrepreneur is basically a person who took her passion for nursing and made it a business.”
Standard Bank Top Women EmpowHER
Entrepreneur of the Year
By Shumirai Chimombe
Cleopatra Van Ster took her passion and 21 years of experience in nursing to embark on her entrepreneurship journey seven years ago. She started her business Nurseit Primary and Occupational Healthcare Services with one clinic and has expanded to operating three clinics. The business currently employs two professional staff, three receptionists, two carers and one driver. Her focus is on providing affordable healthcare services to underserved communities, aiming to bridge the gap in healthcare coverage and offer accessible healthcare without the need for medical insurance.
In her pitch at the Standard Bank EmpowHER conference in Cape Town last year, she said: “We all know that healthcare cannot be carried by the public healthcare system alone. And we all know that even the private healthcare system has a shortage of people. Nobody can service everyone. So that’s where we come in. Our service aims to ease the burden of disease by making healthcare more accessible and affordable to all.”
Cleopatra’s passion and her pitch impressed the judges so much that she was recognised with the Top Women EmpowHER Entrepreneur of the Year Award 2024, sponsored by Standard Bank at the awards ceremony in December.
Nurseit Primary and Occupational Healthcare Services offer all basic primary and occupational healthcare services, including making diagnoses, prescribing, and dispensing medication. Some of their wide-range of services include basic medications, chronic care, Pap smears; injections B12, Bco; immunisations, family planning; wound care; minor suturing; HIV counselling and testing; antenatal clinic and wellness screening.
“I’m the person who will do your blood pressure. I am the person who will listen to your lungs. I’m the person who will diagnose you with pneumonia and give you medication.”
So what does a clinical nurse practitioner do? A primary healthcare nursing specialist has the qualification to make a diagnosis and can dispense and prescribe medication until Schedule 4, making her service cost effective and accessible to the public at a reasonable cost, explained Cleopatra.
Nurse entrepreneurs bring sustainable healthcare to South Africa. They provide convenient and affordable access to private healthcare services, often servicing areas that will be overlooked by other healthcare practitioners. “Nurse entrepreneurs provide long-term employment and financial futures, stimulating economic growth in their wider community.”
The company’s target market is the low to middle-income with or without medical aid. This population has a stable income and wants to access affordable private healthcare near their community.
“We are based in the community because our service is of quality, it is relevant, and it is much needed.”
THE WOMAN BEHIND THE BUSINESS Cleopatra started her career as an undergraduate student at the Western Cape College of Nursing in 2003 and completed a Diploma in Nursing, Midwifery, Psychiatry, and Community. She holds a master’s degree in nursing, Postgraduate diplomas in Primary Health Care and Nursing Education, and a BTech in Occupational Health Care.
She worked in medical emergency, primary healthcare, and ICU settings between 2007 and 2013. She has been involved in the public sector for more than eight years specifically focusing on the comprehensive management of HIV/AIDS patients, and antiretroviral and Tuberculosis treatment. Since 2010 has been involved in clinical mentoring and training of peers as part of the government’s strategy to equip nurses for Nurse-initiated and Managed Antiretroviral therapy (NIMART).
During her undergraduate training, she was known to be an excellent nurse and received an award for clinical practical excellence in 2007. She also received a prize for best oral research presentation at the University of Stellenbosch during their 50th Nursing
research day in 2013. She was also a lecturer at Cape Peninsula University of Technology in the Nursing Department where she did a lecture and clinical training for undergraduate and postgraduate students until the end of February 2020.
Cleopatra comes from a background of informal trading. Growing up as the eldest of five children, with parents working as a machinist and a construction worker, she learned the value of hard work and determination. She is married to Dr. Ngoie and together they have five children.
HOW DOES SHE SEE HER BUSINESS FIVE YEARS FROM NOW?
“We would like to expand our brand and increase our revenue, to expand our brand nationally and not only be based in Cape Town. We are planning to make this expansion possible through partnerships and/or franchises. Our immediate goal is to take our current services to more locations all over Cape Town and to grow into a more comprehensive healthcare service that includes other medical and clinical services.”
Her expansion plan is also in response to one of the biggest challenges she has been facing in running her business. Although the business has successfully grown to three practices, their service is running at full capacity at each site, making her a full-time employee as well as the owner/manager. “I would like to move to a place of working in and on my business. This will be possible by employing more staff and adding a clinic that will run at a lower capacity which will be my working site until it reaches full capacity.”
She adds that they would like to incorporate dentistry, eye care and pharmaceutical services, all aimed at giving access to quality cost-effective healthcare services. To address more needs of the community the business would also like to add counselling services. They have a virtual doctor but intend to add virtual nursing healthcare services.
“Our business is to grow.”
“Nurses running their practices are not a common practice in South Africa. To do what you love every day, impacting so many lives positively while earning a living and creating jobs - I consider it successful.”
Mpumi Maesela is a visionary leader who transitioned from a successful development finance career - most notably at the Women’s Development Bank and on high-impact enterprise development funds - to founding SE Holdings in 2014.
With a Bachelor of Commerce (Accounting & Tax) from the University of KwaZulu-Natal, aPostgraduate Diploma in Tax from the University of the Witwatersrand, a Master’s in Leadership and Strategy from IE Business School (Madrid), and completed studies in Business Strategy and Transformation via the Stanford Seed Programme at Stanford Business School, she has blended financial acumen with strategic leadership. Under her guidance, SE Holdings has become a 100% black-woman-owned, Level 1 B-BBEE agriculture innovator, securing offtake agreements with major corporates like Tiger Brands, Unilever and Woolworths. The firm has created thousands of jobs across the agricultural value chain, supported more than 1 000 emerging farmers, and implemented regenerative agriculture across sites.
Mpumi’s competitive edge lies in her ability to aggregate smallholders into scalable, sustainable value chains - turning agriculture into profitable, inclusive, and climate-conscious enterprises.
SE HOLDINGS MPUMI MAESELA - CHIEF EXECUTIVE OFFICER OF SE HOLDINGS (SERVICIOS EMPRESAVIALES HOLDINGS)
ABOUT THE COMPANY
SE Holdings envisions an Africa where smallholder farmers, especially women and youth, drive food security, economic development, and climate resilience.
WHAT PRODUCTS AND SERVICES DO YOU OFFER?
SE Holdings offers end-to-end services in agriculture including:
• Aggregation of smallholder farmers into formal supply chains
• Mechanisation and on-site support
• Agricultural consulting and feasibility studies
• Climate-smart input supply and crop planning
• Training and mentorship
• Access to offtake markets through corporate partnerships
• Rehabilitation of degraded land for food production
HOW HAVE YOU IMPLEMENTED GENDER-DRIVEN DEVELOPMENT IN THE WORKPLACE?
We’ve embedded gender equity into the DNA of our operations. Over 70% of our workforce are women, and we ensure they are not limited to administrative roles. Womenlead operations, manage field teams, and participate in strategic decisions. Our mentoring, flexible work policies, and leadership programmes are designed to empower women across the entire agricultural value chain.
WHAT HAVE BEEN YOUR GREATEST CHALLENGES AND SUCCESSES?
Our greatest challenge has been navigating funding constraints while scaling across a fragmented and inequitable agricultural sector. Yet, our greatest success is exactly that: forming corporate offtake partnerships, and creating long-term, scalable models that improve lives and land. We’ve also built trust in previously neglected communities - turning them into sustainable agribusiness hubs.
DO YOU HAVE A MESSAGE OF INSPIRATION FOR OUR READERS?
The future of Africa lies not in its cities, but in its soil - and the women who farm it. If we equip and empower our rural entrepreneurs, we don’t just feed our people - we grow economies, regenerate our planet, and rewrite the story of poverty and inequality. Don’t wait for change - plant it.
CONTACT
Address: 27 Buchner Crescent Lone Hill, Sandton.
Telephone: 010 900 5420
Email: mpumi@seholdings.co.za
Website: www.seholdings.co.za
LinkedIn and Facebook: SE Holdings
Mpumi Maesela, Chief Executive Officer of SE Holdings (Servicios Empresaviales Holdings)
As a passionate advocate for social justice and a seasoned executive leader, Siva brings 30 years of distinguished experience in the legal services and corporate governance fields. A qualified attorney, admitted conveyancer, and notary public, she holds a B. Proc and LLB from the University of Natal, complemented by advanced studies in labour law, criminal law, corporate governance, and compliance.
Siva’s expertise encompasses alternative dispute resolution, compliance management, and strategic decision-making. She is also recognised for her leadership in initiatives that promote mentorship, gender equity, and social justice. As an accredited mediator and registered debt counsellor, she exemplifies integrity and compassion, delivering impactful legal solutions while championing critical causes such as combating gender-based violence and advancing the empowerment of women.
Her competitive edge lies in her ability to seamlessly align strategic legal operations with exceptional service delivery, fostering resilience and driving innovation within her teams and the broader community.
WHAT ARE YOUR FIVE TIPS FOR THRIVING IN BUSINESS?
• Lead with integrity by upholding transparency and ethical standards
• Embrace lifelong learning to stay adaptable and relevant
• Empower others through mentorship, collaboration, and shared success
• Cultivate resilience by facing challenges with determination and strategy
• Foster innovation by adapting and investing in continuous growth
WHAT IS LEGALWISE?
LegalWise is a pioneer in the legal insurance and services industry, dedicated to empowering individuals with access to justice and the ability to uphold their rights. By providing affordable legal assistance, advice, and representation, LegalWise enables its members to confidently navigate civil, criminal, and labour matters. With a strong commitment to social justice, LegalWise aims to be the preferred choice for individuals seeking to break barriers, protect their rights, and bring justice to life in a democratic society.
Founded in 1984, the firm has 30 service centres and 15 red phone attorney branches.
With over 70% of our workforce made up of women, LegalWise recognises the dual societal roles many women carry. We support gender empowerment through inclusive employment equity policies, hybrid working models, and flexible leave benefits. Our Employee Value Proposition (EVP) extends family responsibility leave to include aunts, uncles, nieces, and nephews, and our Goodwill Policy offers support during significant life events. We promote self-mastery through our Time to Think™ programme and provide growth opportunities via structured mentoring and coaching. Our Payroll Giving Programme and matched funding model empower employees to support social causes. Our focus on flexibility allows our employees, mostly women, to balance their personal and professional commitments. In our facilitation of impact litigation we have been tackling the issue of blocked identity documents, where innocent citizens are stripped of their citizenship arbitrarily. An issue disproportionately impacting our most vulnerable citizens championing systemic change, equity, and empowerment.
LegalWise’s #BeyondMentorship Programme empowers personal and professional growth through mentorship, webinars, and dialogue. In partnership with organisations like Woza Women in Law, we explore gender equity, leadership, and resilience. Campaigns such as 16 Days of Activism further promote awareness and drive meaningful change in society.
These initiatives tackle gender inequality, limited mentorship, and professional development gaps. They empower women, young professionals, and communities by providing skills, guidance, and support. Participants gain confidence and leadership capabilities, helping them overcome entry barriers into the workforce and creating a lasting, positive impact on both individuals and society.
Our top strategies include mentorship, fostering personal mastery and leadership through coaching and dialogue; digital platforms that amplify empowerment narratives; and an asset-based community development approach that honours women’s multifaceted roles, meeting partners where they are to build capacity and sustainable, purpose-led impact.
Postal address: P.O. Box 6144, Weltevreden Park 1709
Phone: 010 271 2255
Email: shervarnig@legalwise.co.za
Website: www.legalwise.co.za
Twitter handle: https://x.com/legalwiseZA
Facebook: https://www.facebook.comlegalwise
DAVHADUMELA TRADING TRANSFORMING KIDNEY CARE THROUGH INNOVATION AND PURPOSE
Founded in 2016, Davhadumela Trading is a proudly South African, woman-led healthcare organisation that is redefining how kidney disease is detected, managed, and prevented. Under the visionary leadership of Boitumelo Vusani Mudumela, a Clinical Nephrology Technologist and finalist in two categories at the 2024 Standard Bank Top Women Awards, the company is setting a new standard for
renal healthcare through technology, community outreach, and gender empowerment.
With operations in both the North West province and Gauteng, Davhadumela provides specialised renal services including in-centre haemodialysis, peritoneal dialysis, and comprehensive early detection programmes. Recognising that 85% of South Africans rely on the public health system, Davhadumela’s mission is to bring equitable, proactive kidney care to underserved communities through scalable solutions.
Boitumelo herself is a mentor to emerging healthcare entrepreneurs and an advocate for compliance and business excellence in the nephrology sector.
Its unique model integrates artificial intelligence, digital health tools, and value-based care principles to improve clinical outcomes and reduce longterm costs.
Among its standout initiatives is the partnership with Nova Biomedical, a global leader in point-of-care testing, to offer free kidney screenings across the country. Davhadumela has also partnered with traditional leadership under Kgosi Nyalala Pilane of Bakgatla ba Kgafela to bring mobile screening services to rural populations in the North West. These efforts are complemented by a growing team of trained community health workers, many of them women, who serve as both health educators and early intervention agents.
At the heart of the company is a deep commitment to gender empowerment. With over 50% of its workforce and leadership made up of women, Davhadumela actively fosters leadership development, mentorship, and flexible work environments that support women’s success.
Corporate social investment is embedded into the business model. Beyond free screenings, Davhadumela runs education programmes for at-risk individuals, collaborates with nephrologists for continuity of care, and is currently developing a digital kidney health platform tailored to the African context. Boitumelo’s work on AI in nephrology was presented at the 2024 South African Renal Congress and is set to expand across the continent.
Looking ahead, Davhadumela aims to scale its impact through additional branches, franchise partnerships, and value-based kidney care programmes. By aligning incentives with outcomes, this model prioritises patient-centred care and long-term wellness. With purpose at the centre of its mission, the organisation is building more than a healthcare company — it’s building a movement.
Zelda is a seasoned Chartered Accountant (CA(SA)) with a Master’s degree in financial management from the University of Pretoria. Her 30-year career spans the insurance, mining, construction, and banking sectors, where she has been pivotal in numerous mergers and acquisitions. At just 33, Zelda became the CFO of Great Basin Gold Limited, listed on the NYSE Alternext, JSE, and TSX.
She has also served as Harmony Gold Limited’s representative on the Board of Rand Mutual Assurance and as a non-executive director of Keaton Energy Holdings Limited. In 2013, Zelda joined Chubb in South Africa as CFO and was promoted to Country President in 2023. Known for her strategic vision, she excels in forming cross-functional alliances and driving corporate objectives. Zelda leads by example, fostering stakeholder collaboration and upholding uncompromised values to achieve bottom-line success.
ABOUT THE ORGANISATION
Chubb is a world leader in insurance. With operations in 54 countries and territories, Chubb employs approximately 43 000 people worldwide.
Chubb Insurance South Africa Limited (“Chubb”) is an authorised FSP and licenced non-life insurer, focusing on Accident & Health Corporate business (Group Personal Accident and Business Travel) and
CHUBB A LEADER IN INSURANCE AND A LEADER IN EMPOWERMENT
Consumer, Leisure Travel and Affinity lines of business. We also support the Chubb global network through servicing local multinational policies. Chubb’s South Africa office is in Sandton, Johannesburg.
GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI)
Empowerment policies:
In our journey to become a more equitable workplace, Chubb aims to create more opportunities for women, enhancing both individual growth and the company’s overall success.
As a corporate member of the Gauteng Women in Insurance, we encourage our female employees to attend training sessions offered by them.
Zelda was among 60 women nominated from Chubb’s global operations to attend the 2024 SHRM Linkage Women in Leadership Institute in Orlando, Florida. This prestigious event, sponsored by Chubb, gathers over 1 000 women from various industries for a three-day immersive learning experience.
Empowerment-related CSI initiatives/programmes:
In South Africa, Chubb supports external organisations like Compass, which offers a safe haven and resources for abused women and children (www.compass.org. za) , and MathU Society, which provides educational resources in mathematics and science to disadvantaged communities, focusing on empowering women and girls to address gender inequality (www.mathu-society.co.za).
Our internship programme focuses on empowering women through technical and soft skills training. To date, we have permanently employed five female interns following their internship, with one transferring to Chubb in Dubai to gain international experience. More information can be found at https://about.chubb.com
CONTACT
Country President: Zelda Mostert
Financial Director: George Mazis
Human Resources: Teresa Brown
Physical address: The Towers, 5th Floor, 15 Alice Lane, Sandton, Johannesburg, 2196 Postal address: PO Box 1192, Saxonwold, 2132
Zelda Mostert, Country President, Chubb (South Africa)
“We have a strong brand identity that helps our clients understand what we stand for and be able to trust us with their needs,” says Phumzile Queen Siqubudu, the Founder and CEO of Focus Travel and Tours, a travel and destination management company offering services for business travel, events and conferences. An enthusiastic traveller, she has turned her passion for exploring the world into helping others do the same with her strong foundation in tourism and customer service.
Their vision is a clear one, focusing on innovation and exceeding customer expectations while building a sustainable and profitable business in Africa’s leisure and business travel sector. Focus Travel &
FOCUS TRAVEL AND TOURS INTERVIEW
WITH FOUNDER AND CEO, PHUMZILE
QUEEN SIQUBUDU
Tours has seen exponential growth since pivoting to the corporate travel space, driven by partnerships and commitment to efficiency.
“Our services include providing full-ground handling services, from accommodation bookings, car rental, chauffeur drive and airport transfers. We also provide fasttrack immigration & protocol services, tours, safaris, activities, meetings, incentives and conferences.”
Focus Travel and Tours has also been empowering individuals through its skills development and training programmes which provides them with marketable skills, increasing their employability. That sense of self-reliance which is gained through the programme is an example of some things that Phumzile believes can help entrepreneurs thrive in business: Self-belief and a willingness to learn.
WHAT SETS YOUR COMPANY APART FROM THE COMPETITION?
We offer exceptional client service, and we provide our clients with personalised, attentive and responsive support throughout the clients’ journey, from inquiry to post-trips and follow-ups. When a client is stranded, we are always available to the client and offer quality service. We have a
Physical address: 25 Owl Street Braamfontein Werf 2092
Postal address: 25 Owl Street Braamfontein Werf 2092
Telephone: 010 143 9135 / 083 702 7988
Email: queen@focustt.co.za
Website: www.focustt.co.za
Facebook page: Focus Travel and Tours
strong brand identity that helps our clients understand what we stand for and be able to trust us with their needs. We have a strong vendor relationship with the hotels, airlines and tour operators we work with, which enables us to get better rates.
HOW HAVE YOU IMPLEMENTED GENDER-DRIVEN DEVELOPMENT IN THE WORKPLACE?
We offer flexible working hours and have leave policies in place that accommodate women’s responsibilities in caregiving and family life, and we conduct salary reviews that ensure women receive equal pay for work of equal value, and most of our leadership positions are filled by women.
We also offer mentorship, training programmes and networking opportunities for women to enhance their skills and career advancement in different business spheres within the tourism sector.
DO YOU HAVE A MESSAGE OF INSPIRATION FOR OUR READERS?
Believe in your own abilities and step into leadership roles with confidence. Recognise that your unique perspective contributions and contributions are valuable and essential and remember that your actions can inspire and empower others to rise above challenges and achieve their own potential. Focus on creating positive influence and driving change.
The Wellness Dialogue Group (WDG), initially launched as Kids Dialogue during the 2020 COVID-19 lockdown, was founded by Candice Lambert and Kim Bergh. Motivated by concerns for their families and communities, they aimed to counteract the adverse effects of the lockdown on the health and well-being of children and families in South Africa.
Recognising the importance of resilience and coping skills, Candice and Kim sought to equip children not just to survive the massive changes but to thrive in all areas of life. Since its inception, the organisation has expanded its focus beyond children to include employee wellness, women’s wellness (Women’s Dialogue), and men’s wellness (Men’s Dialogue), as well as collaborative projects with various schools in Gauteng aimed at boosting the health and well-being of both staff and students.
Drawing on their extensive expertise— with the support of a knowledgeable and experienced multidisciplinary team—the founders remain dedicated to cultivating health, wellness, and inclusivity across South Africa. Their ultimate objective is to prevent and diminish both physical and mental illness through tailor-made, evidence-based interventions and programmes, continuously informed by
WELLNESS DIALOGUE GROUP
INTERVIEW WITH CEO CANDICE LAMBERT
up-to-date research on topics such as neuroscience, neurodiversity, inclusion, stress, burnout and trauma.
What is different about WDG, a 100% black woman-owned business, is that they don’t just do wellness, they do research and knowledge in neuroscience sensory projects around workplace sensory understanding coupled with individualised sensory awareness, profiles and integration and processing sensory information in order to prevent burnout and reduce stress in order to increase overall well-being and productivity.
The Wellness Dialogue Group’s commitment to employing mostly female staff members is evident in their 9:1 female-male staff ratio as well as in their work on inclusivity with the corporations and organisations they work with.
PLEASE SHARE WITH US SOME OF YOUR ACHIEVEMENTS
We’ve collaborated closely with three Gauteng schools in 2024 to develop programmes that nurture resilience and compassion in the next generation. Additionally, the group created several measurably impactful wellness programmes for corporations and individuals. Although the Wellness Dialogue Group is still small, our outreach is significant, and many of our programmes will have a long-lasting, broad impact on individuals, their families, and ultimately their communities and society as a whole. The group believes in making small, effective, powerful impacts that initiate larger ripple effects in communities and ultimately society as a whole.
WHAT ARE SOME OF YOUR SOCIAL RESPONSIBILITY INITIATIVES?
Our partnership with the Teddy Bear Clinic has resulted in impactful workshops involving schools and corporations. We continuously partner with like-minded businesses and organisations. For example, we have critical research on child mental health in the pipeline in partnership with the Health Systems Research Unit at the SAMRC, pending an honorary appointment of one of our researchers to the unit. The Wellness Dialogue is also currently in the process of setting up The Healthy Future Kids Foundation which aims to increase access to education and protective factors in communities while not neglecting basic needs like food and housing.
CONTACT DETAILS
Address: Design Quarter, Corner Leslie Avenue and William Nicol Drive, Johannesburg
Phone: +27 071 561 3813
Email: hello@welnessdialoguegroup.com
Website: wellnessdialoguegroup.com
LinkedIn: Wellness Dialogue Group | Kids Dialogue | Medical & Mental Health Services
Facebook: Kids Dialogue Wellness Dialogue Group
UIS ANALYTICAL SERVICES
UIS Analytical Services is an ISO/IEC 17025 accredited laboratory set up to provide you with a one-stop service for all your laboratory analysis needs. We specialise in customised and personal service to ensure the suite of analysis methods selected are optimal and best for your analysis needs.
UIS Analytical Services (Pty) Ltd is an independent testing laboratory company offering a wide range of analytical techniques and consulting services, with focus on analysis for the mining industry and environmental samples (water analysis).
Many of our methods are SANAS (South African National Accreditation System) ISO/IEC 17025 accredited, comparable with international standards and procedures. In specific, the company can provide a comprehensive set of analysis according to SANS 241 for drinking water and has extensive experience in other effluents.
The laboratory provide analytical services and expertise unrivalled by other laboratories in Southern Africa, as it is staffed with advanced degree chemists, technicians and highly trained laboratory assistants to provide an exemplary and personalised service. The personnel’s strong multi-skilled technical backgrounds, combined with high personal
standards and experience in a variety of analytical specialities, ensure that our laboratories stay in the forefront of technology to provide superior results.
Our scope of analysis focuses on the inorganic analysis of a wide range of commodities, which include:
• Geological exploration and mineral ores
• Production samples (feed stock, raw material, slag, metals and alloys)
• Water analysis (SANS 214 Drinking water standard, borehole water, potable water, ground water, surface water, irrigation water, effluent, sewage)
• Waste analysis (waste classification for landfill)
Our modern facilities, comprising over 1500 square meters at the head office in Centurion and a laboratory in Kimberley include centrally situated laboratories with ample sample preparation, analysis and storage space.
UIS Analytical Services was incorporated in 2000, with the intent to provide specialist analysis and consulting services for
environmental, water, soil, rock, materials and agricultural samples.
The company has grown over the years, expanding its services, scope, staff, shareholding and geographic footprint.
We are proudly B-BBEE Level 3.
For a truly South African service by a fully South African company, contact us for your analytical needs.
CONTACT DETAILS
Address: Centurion Laboratory
Central Park, 13 Esdoring Nook,Highveld Technopark, Centurion 0157
Tel: 012 665 4291
Email: quote@uis-as.co.za samples@uis-as.co.za
Website: https://www.uis-as.co.za/
WHAT PRODUCTS AND SERVICES DO YOU OFFER?
Health with Heart is a business founded on friendship and a shared vision for making exemplary and holistic health care accessible and affordable to everyone, from the tea lady to the CEO.
We’re an all-female team rich in talent, insight, and resources. We’re both intuitive and incisive, compassionate and clinically minded. This is our strategic advantage: we build a bridge for the body between different medical modalities and disciplines, and there is nothing we won’t investigate and pioneer in the interests of our patients and clients’ employee groups. We’re willing to go inward, constantly re-evaluating our own service offerings, challenging our own assumptions, and adding to our armamentarium.
To this end, we offer a full suite of medical services that focus on:
• Acute and chronic conditions including paediatric care
• Men’s and women’s hormonal health
• Minor surgical procedures and contraceptive device insertions
• Travel medicals, vaccinations, and advice
• Sexual health, family planning and HIV counselling
• Mental health management, scripting, and counselling
And, in addition, our corporate wellness services span:
• Occupational health screening programmes
• Executive medicals with personalised dashboards and management plans
• Executive and team retreats for restoration and connection
• Ergonomic programme risk assessment and development
HEALTH WITH HEART MELINDA WHITFIELD
AND SKYE SCOTT - FOUNDERS AND MEDICAL DOCTORS
• Emergency response teams
• Telemedicine, and in-person consultations with an online booking system
• An online dispensary and supplements portal with nationwide delivery
• Electronic health records, data-tracking, and health trend analysis
• Preventative care initiatives and wellness drives (e.g. breast cancer/ testicular cancer awareness days; self-examination tutorials)
• Focused wellness workshops and talks (online and in-person)
• Monthly newsletters, podcasts, social media content, and blogs
• A strong and trusted referral network
WHAT SETS YOUR COMPANY APART FROM THE COMPETITION?
Success is often a reflection of the company you keep, and our inspiring team of like-minded women with a diversity of skill sets and specialist interests strengthens and emboldens us. Unlike conventional, cookie-cutter corporate wellness programmes, we take a flexible and adaptable approach, catering to businesses of all sizes with fresh, inspiring solutions.
We believe medicine and healthcare are deeply emotional sites and, as such, we’re sensitive to the psychological barriers that hold our patients back from their best selves. At Health with Heart, we believe that true wellness is a constellation of mind-body-spirit-environment. We blend evidence-based, clinical excellence with genuine care and whole-heartedness.
We embrace technology, streamlining processes to make patient’s healthcare more accessible, efficient, and continuous - because we know that time is precious. But we never let innovation replace human connection. Our technology enables us to
report on large populations and get nuanced insights into your employees’ wellbeing - physical and psychological. Through these insights, we are able to curate content, experiences, and learnings for teams in need.
Our focus on customer experience and empowerment, our attention to detail, and our continuity of care through follow-up and patient education set us apart.
We are healthcare providers before we are business people, and this is reflected in the work that we deliver. You can feel the care.
DO YOU HAVE A MESSAGE OF INSPIRATION FOR OUR READERS?
We are privileged that our work feels purposeful and important to building a healthy community, preventing disease, supporting mental dis-ease, and ameliorating pain. Finding ways to make your life’s work meaningful is a step towards optimum health. If you can bring a sense of fulfillment, community, and purpose to your own life, data supports that you will care for your body better, reduce your risk of chronic disease, and live a happier and longer life.
For more information, Scan the QR code below.
Tips & Advice
INTERVALS AND INTERVENTIONS
T
he guide
to balance and brilliance for businesswomen
For many, Monday mornings are the epicentre of fatigue and stress. But for the career-driven, for the quintessential businesswoman on the rise it’s Game Time, a chance to solve problems, connect the elusive dots, and take bold steps forward. That said, even high performers aren’t immune to the toll of imbalance. The 24 hours we all get can feel painfully insufficient when career, family, health, and relationships are all vying for your attention.
Over the past five years, topics like mental health, mindfulness, and burnout have taken center stage and for good reason. The Harvard Business Review reports that “burnout affects nearly 50% of top-performing professionals who lack deliberate recovery routines. Even more alarming, the ICAS 2023 Report ranks South Africa 5th in the world for burnout.
That’s why I’ve spent the last few years developing strategies to counter these trends. One such strategy is the concept of
By Lucia Dramat
Intervals and Interventions, a powerful duo that can help you maintain energy, clarity, and joy as you build the life and business you desire.
Interventions challenge your comfort zone, allow for nerves and excitement but reward you with renewed perspective
THE POWER OF INTERVALS
Intervals are the rhythm and routine in your life that not only create structure but also actively fuel your energy and clarity. They’re the small, consistent habits that compound over time. And they work - even when they only take a few minutes.
In fact, McKinsey & Co. found that “people who engage in regular micro-wellness routines show 25% higher decision-making capacity.” I see this firsthand through my programmes like 21 Days In Full Bloom and The Elevated Mindset Series. After just 10 minutes a day of structured
motivation, participants report higher confidence, happiness, and resilience in challenging situations.
Here’s what adding Intervals to your life could look like:
10-minute morning movement: Walking outside or doing a short stretch boosts blood flow and endorphins. “Just 10 minutes of physical activity improves focus and mood for up to two hours.” (Iowa State University)
Morning gratitude practice: A 5-minute reflection on three to five things you’re grateful for reduces stress and boosts optimism. UC Davis found that daily gratitude journalling led to 25% higher energy levels and 23% more optimism.
Other impactful intervals might include:
• Drinking more water throughout the day
• No screens 30 minutes before bed
• Exercising 3–5 times per week
• Regular nature walks
• Relaxed time with friends or loved ones
To get the most out of Intervals, you need to customise them to your time, goals, and needs. It may require setting boundaries and realigning priorities but the reward is a more balanced, present and vibrant version of you.
THE IMPACT OF INTERVENTIONS
If Intervals are the rhythm of a song, then Interventions are the crescendos, the high notes, the chorus, the unexpected bridge. They are the bold, planned disruptions that energise you, reset your vision, and spark your creativity.
Without interventions, life can feel mundane and stuck on autopilot. Interventions challenge your comfort zone, allow for nerves and excitement but reward you with renewed perspective. One of my most memorable interventions was a solo trip to Paris for a speaking engagement. Going on
my own and not knowing anybody outside of a few online interactions to finalise the booking. I juggled the excitement of exploring this romantic and dreamy city while simultaneously feeling out of my comfort zone not knowing if the audience would relate to me and being unfamiliar with my surroundings.
The trip to Paris, albeit for work, was an intervention that turned out to be the highlight of my year. The entire experience energised me and elevated my zest for work and life. Interventions are great for fresh perspective, renewed energy and serve as a celebration of your milestones.
Unlike intervals, interventions may take more planning and investment. But when chosen wisely, their effects can last months, even years.
Examples of transformative Interventions:
• Creative escapes (Art, dance, writing, or music retreats): “People who engage in creative retreats report 20 - 30% greater life satisfaction for months afterwards.” (University of Westminster)
Whether you’re building a business, leading a team, or chasing a dream, your energy is your most valuable asset. As I tell my clients, take time to take stock and reflect on your life, energy, and vision and create your own plan of Intervals and Interventions.
What would your life look like if you intentionally added rhythm and highlights?
Plan your Intervals. Book your Interventions. Your brilliance deserves a balanced, energised, and elevated version of you.
BUSINESS SUCCESS ADVICE FROM LEADING WOMEN ENTREPRENEURS -10 TIPS
By Tara Turkington, Founder of Flow Communications
PERSEVERANCE IS KEY
Starting a business is like taking the first step on a long hike that will have many peaks and valleys. Running a successful business is all about the route, the experience, getting lost and refinding your way, forging new paths, interacting with the people you encounter on your journey, and persevering through all the ups and the downs.
Statistically, most businesses fail within the first two years, so it’s only the fittest, most tenacious and most resourceful that will survive.
LEARN FROM THE BEST
Here are 10 tips from leading South African women entrepreneurs to help you along your journey.
Know your “why”. If you know what value you are wanting to add to the world through your offering, you always have your guiding direction. – Kim Potgieter, Chartered Wealth Solutions
Rather than worrying about finding a particular niche or a “new” idea (it’s been said there is no such thing), rather know what problem you want to solve with your business. Do you want to help people, as Kim Potgieter does, with planning for a successful retirement? Do you want people to enjoy a healthier yet delicious way of eating chicken as Robbie Brozin and Fernando Duarte did when they founded Nando’s? It doesn’t have to be something huge and unique – it can be as simple as helping people to communicate better with one another or offering quality products or services in a particular field.
People will view you as you portray yourself. If you project confidence and passion, people will believe in you and your business. – Vimala Ariyan, Southern African Institute of Learning
As an entrepreneur, you need to believe in yourself and your ability to succeed.
There are plenty of times you will doubt yourself, which is fine (it’s also important to remain humble and never be arrogant), but deep down, you need to believe you can. It’s usually best to ooze confidence towards potential customers, suppliers and employees. If you ever don’t feel confident in front of these people, quite frankly, you need to fake it.
Listen to advice given and take action where you feel it will benefit your business; you don’t have to take action on all advice given. – Peta-Lynn Pope, PwC
You’ll get loads of advice as an entrepreneur. Use what’s useful and lose the rest. No situation and no business are the same. When in doubt, listen to your gut. As the saying goes, “if the plan doesn’t work, change the plan, but not the ultimate goal”.
Taking one step forward and three steps back is not necessarily a bad thing. Taking three steps back allows you to reassess, realign, refocus and regain your balance to restart with renewed power and purpose. – Zaida Enver, Pure Grit
If starting and building a successful business was easy, a lot more people would do it. You are going to go backwards and get lost, and that’s okay. Always remember, you’re in it for the long haul.
Find your tribe – it makes the very complex entrepreneurship journey easier to navigate. – Ayanda Mzondeki, Liyema Consulting.
Build a small circle of trust of advisors whose opinion you value. If possible, do this with other entrepreneurs, who will understand your journey.
Network, network and network. Linked to finding your tribe – put yourself out
there to meet different people to expand your network, expand your insights, see what others are doing and understand business trends. Make sure you meet other business owners and join business associations.
Running a successful business is all about the route, the experience, getting lost and refinding your way, forging new paths
Organisations like WEConnect South Africa (for women-owned businesses of all sizes, including start-ups) and the Women Presidents’ Organisation (for businesses with over $1-million in annual revenue) should be on top of your list. – Jean Chawapiwa, Win Win Solutions 4 Africa, and head of WEConnect South Africa≥ Networking gives you support and affirmation (managing a business is a lonely walk), and helps to scaffold you by learning through the mistakes and experiences of others.
Most problems in business, whatever your industry, are similar. They revolve around cash flow, sales, staff, and growing revenue and profitability. You might not be experiencing a particular problem, but understanding the issue from someone else’s perspective will help to prepare you for if or when you do.
Don’t be afraid to fail, remember that we all do at times. The success comes in recognising it and “failing fast”. – Judy Sunasky, Prime Cleaning
Ask any successful entrepreneur about their failures, and they’ll have stories to tell. Those who haven’t failed, haven’t tried
much. Failure and tough times will teach you far more about yourself and your business than the times when you’re flying along.
Do not rush through laying the foundations of your business and attend to cracks before they grow.
– Helen Williams, CleanAll Services
It’s often said about parenting, “Small children, small problems. Big children, big problems.” Businesses are much the same. Problems don’t necessarily go away with growth. Don’t be afraid to confront conflict and do what’s right for the business.
Build a roadmap to success – know your purpose, have a vision and be disciplined enough to follow through.
– Christi Maherry, LAWTrust, V3 Foundation Your business efforts need to be intentional. Life is short; make sure you live it wisely by having an idea of where you want to go on your business journey. That includes the way you’d like it to end.
Entrepreneurship is like space exploration. Small steps are big leaps. Too often, people chase the single silver bullet (the one, great, game-changing idea …), but the reality is, it is much more activity focused. Don’t underestimate things like preparation, taking advantage of timing and opportunities and, of course, backing yourself, even in situations you’ve never explored before. If you’re uncomfortable, you’re learning. –Genevieve Allen, Sherpa Kids South Africa
One of the great things about starting and growing a business is that you’ll never be bored. It will challenge you every step of the way. Enjoy the journey, allow yourself to enjoy the sights along the way and, hopefully in the future, you’ll be able to look back and marvel at just how far you’ve come.
By Amber Sambo, Founder of StrategiWorks
As a woman entrepreneur building from the ground up, I’ve learned that success isn’t just about hustle – it’s about alignment, clarity, and staying true to what matters most. From navigating cash flow challenges and raising a child, to launching multiple income streams and partnering with purpose-driven brands, I’ve picked up a few lessons worth sharing. If you’re a fellow woman entrepreneur — or aspiring to be one — these are the insights that have helped me the most. One thing you learn quickly? Resilience should be your middle name. Entrepreneurship is a battlefield — and when you’re a woman, the obstacles are often doubled. But you keep going, because the vision is worth it.
1. Know your values — they’re your compass
Before you brand, pitch, or plan — get clear on your values. They will guide everything: the clients you serve, the projects you take on, the people you partner with. When the business landscape feels uncertain, your values become the anchor that helps you navigate with confidence and integrity.
2. Don’t wait to be ‘ready’ — start where you are
Many of us feel unqualified when we start. I did. I used free tools, borrowed resources, and offered my skills where I could. But here’s what I’ve found: action builds clarity. You don’t need perfection to begin — you just need momentum.
3. Structure your business around your life, not the other way around
Whether you’re a mom, caregiver, or juggling multiple roles — your business should serve your life, not drain it. For me, flexibility is power. I’ve learned to build models that allow for parenting, rest, and creative freedom without sacrificing purpose or income.
4. Collaborate, don’t compete
There is room for all of us. Some of my best wins have come from collaborating with other women-owned businesses.
Whether I’m outsourcing services or co-creating campaigns, I’ve seen how much more sustainable business becomes when we build together. The only person you should be competing with is yourself.
Always strive to be a better version of who you were yesterday — in mindset, leadership, and action. When we focus on growth rather than comparison, we all rise.
5. Have multiple income streams — but be intentional
I run a strategy consultancy, a nail brand, and launching a holiday club business. But I didn’t start them all at once. Every stream was built with a clear purpose and audience in mind. Diversify but don’t dilute. Be intentional about every move you make.
Whether you’re a mom, caregiver, or juggling multiple roles — your business should serve your life, not drain it
6. Strategy first, always
As a strategist, I can confidently say: execution without strategy is expensive. Whether you’re launching a brand or posting on social media, ask yourself: what’s the goal? Who am I serving? What’s the long-term plan? Clarity on these questions saves time, money, and stress. And this doesn’t just apply to business – it works for your life too. Live it with strategy. Have a plan for achieving your goals. It becomes your personal roadmap – the thing that guides your daily decisions and actions. That’s what intentionality truly looks like.
7. Lead with purpose, not just profit Profit matters but purpose sustains. And when things get tough (because they will), purpose is what pulls you through. My deepest motivation is to create jobs and
unlock opportunities for other women and the youth of South Africa. When we build with purpose, we build legacies that go far beyond ourselves.
8. Network like it’s your best business tool
Networking isn’t just about exchanging business cards, it’s about learning. Every conversation is an opportunity to hear what’s working for others, get exposed to new strategies, and spot gaps you didn’t know existed. Some of my best insights and partnerships came from simply showing up and listening.
9. The 1% mindset: Your only competition is who you were yesterdaySteven Bartlett often speaks about the 1% mindset –the idea that small, consistent improvements compound over time to create extraordinary results. I live by this. It’s not about quantum leaps or overnight success. It’s about showing up, reflecting, learning, and improving – little by little, every day.
THE BIGGER PICTURE
According to the 2024 GEM SA report, women own just 21.9% of businesses in South Africa – and yet, the majority of those businesses hire others and contribute directly to job creation. Over 70% of women entrepreneurs employ at least one person, with many making their first hire in the first two years.
These aren’t just statistics — they are proof that women-led businesses are building the backbone of our economy. And while youth unemployment remains staggeringly high (45.5% in early 2024), fewer than 12% of young South African women are engaged in entrepreneurship.
Imagine the ripple effect if we empowered even a fraction more. We don’t just need more women in business. We need more women building businesses that matter — and doing it with resilience, vision, and purpose.
By Keshni Morar
Standard scaling advice: build systems, hire smart, watch your cash flow. But after years of helping founders navigate exponential growth, I’ve discovered that sustainable scaling requires something deeper than just tactical execution.
HERE ARE FIVE PRACTICAL – YET OFTEN OVERLOOKED – STRATEGIES THAT HAVE HELPED MY MOST SUCCESSFUL CLIENTS SCALE EFFECTIVELY:
1. Strategic pause points
Most businesses try to scale by doing more. The counter-intuitive secret? Building intentional assessment windows into your growth strategy.
Practical implementation:
• Schedule quarterly strategic review days to assess market shifts
• Build 48-hour analysis periods into major pivot points
• Create weekly deep-work blocks for strategic thinking
Real impact: One of my clients implemented mandatory assessment periods before any investment over R100K. Result? Better decision-making and 40% faster execution on approved initiatives.
2. The performance matrix
While everyone knows about prioritising tasks, few apply systematic performance tracking during scaling. The key is identifying which activities create the highest return on time invested.
Action steps:
• Track your highest-impact activities for 4 weeks
• Schedule critical meetings/tasks during optimal windows
• Delegate or batch lower-value operations
Case study: A founder I worked with reduced her working hours by 30% while doubling revenue by strictly protecting her core revenue-generating activities.
3. Systematic feedback loops
Most scaling strategies focus on output. But sustainable growth requires building systematic input channels first.
Implementation framework:
• Create monthly customer deep-dive sessions
• Establish bi-weekly team feedback rounds
• Set up automated market monitoring systems
Measurable results: Companies using this approach consistently spot market opportunities 3-4 months before competitors.
4. The constraint advantage
Instead of fighting limitations, successful scalers use constraints as accelerators.
Practical application:
• Set artificial time limits on project phases
• Create clear boundary conditions for new initiatives
• Use resource constraints to force innovation
Example: One tech startup limited their feature development sprints to 72 hours. Rather than limiting growth, it increased their speed-to-market by 60%.
5. Strategic integration cycles
High-performance scaling isn’t about constant acceleration. It’s about intentional oscillation between growth spurts and consolidation periods.
Implementation strategy:
• Build 2-week stabilization phases after each major growth initiative (adjust to the size and impact of the initiative)
• Schedule quarterly strategy review sessions focusing on actual results and adjusting or pivoting where necessary
• Create clear focus blocks for intensive project work
ROI evidence: Teams using this approach show 35% higher sustained productivity
compared to traditional “always-on” scaling models.
KEY PERFORMANCE METRICS TO WATCH
When implementing these strategies, track:
• Team retention rates
• Decision-making speed
• Innovation pipeline health
• Customer feedback velocity
• Cash flow stability
THE COMPETITIVE EDGE NOBODY SEES
While your competitors focus solely on external metrics, this integrated approach to scaling creates compounding advantages:
• More accurate market sensing
• Faster strategic adaptation
• Higher team performance
• Sustainable growth patterns
• Reduced operational waste
IMPLEMENTATION TIMELINE
Month 1:
• Audit current operational patterns
• Identify key leverage points
• Set up initial measurement systems
Month 2-3:
• Implement strategic pause points
• Begin performance tracking
• Launch first feedback loops
Month 4-6:
• Fine-tune integration cycles
• Optimise constraint frameworks
• Measure initial results
THE BOTTOM LINE
Sustainable scaling isn’t just about working harder or moving faster. It’s about building systems that multiply your effectiveness while preserving your resources.
By implementing these strategies, you’re not just building a bigger business –you’re building one that’s designed to thrive long-term.
Remember: The goal isn’t just to reach the next level. It’s to arrive there stronger than when you started.
WHAT DRIVES YOUFEAR OR FOCUS?
Most business owners start their businesses for the same reason. They have a passion for something they want to do, which drives them to come up with an idea and take action. This passion is powerful. It gets the owner to take the risks that many others would not dare take. They leave a secure job to start up their own business.
At the start, this passion helps them overcome obstacles and motivates them to work long hours to succeed. However, as time goes by, the business owner starts losing some of that passion. They will tell you that they get up every day and work tirelessly, trying harder than anyone else, and they are exhausted and often unfulfilled at the end of the day. The business owner now loses the passion that ignited them to start the business in the first place. They stop loving their
By Sonja Shear
business and wonder why they work so hard and still can’t get the financial results and business growth they want. They now start considering if they should go back to their old jobs.
Are entrepreneurs just delusional? If what you’re doing feels like a struggle, is that how it should always feel? Based on real-world research and case studies from groups of successful entrepreneurs, entrepreneurs driven by fear debunk the
idea that success and happiness go hand in hand.
Do you want to know why so many entrepreneurs, people that are usually fearless in life, are driven by fear when they start their own business? They are not driven by a focused desire to succeed and make a lot of money. They want the safety of a regular salary but the freedom of their own business. Because most of us seek security in our lives, unfortunately, we do the same when we go into business. We miss out on opportunities by being scared off and focusing on failures instead of looking at what the potential rewards could be if something is successful.
The fear of failure drives many entrepreneurs. It keeps them up at night, causing them to second-guess every decision and spread themselves too thin on multiple fronts. But the truth is, entrepreneurs who are driven by a fear of failure are not focusing on what should be their focus: the success that could result from their business ventures.
Entrepreneurs driven by fear of their failing businesses will often make poor business decisions, burn through cash and ultimately fail in two years. Others who are operating under the fear of putting in the effort and facing rejection with new ventures fail to stay focused on what matters most to them, also leading to failure.
Imagine being held back and missing out on many opportunities and successes because of your fears. Success doesn’t happen overnight, and it doesn’t come easy. The more you know about a successful business and how to start one, the more likely you will succeed. So what if you could turn the tables? What if there was a way to make your business
more successful than ever? What if your business wasn’t driven by fear but by focus and rewarded for its successes?
The moment you take the stance that your business will succeed, you start creating opportunities for yourself. You no longer think about failures but look at what rewards are possible when something does happen. We become more stable and secure when we accept that there are no guarantees in life and instead seek opportunities. Creating a vision for your business and planning your business success is crucial if you want it to succeed over the long term, but it may be hard for some entrepreneurs to take a step back and have a big-picture view.
Entrepreneurs driven by fear of their failing businesses will often make poor business decisions b
Entrepreneurs driven by fear will get caught up in the day-to-day running of their business rather than developing plans for long-term profitability or other goals. Recognising this difficulty can help you become more aware of your behaviour and drive you towards planning and creating a vision for where you want your business to go.
It is important to remember that business development is a process, not an event. One cannot expect complete success after a single attempt at launching a company. We are all afraid at the beginning. It is perfectly normal to be frightened by
failure and uncertainty. But many entrepreneurs, driven primarily by fear and worry, jeopardise their business by behaving irrationally.
Just think about it, why do entrepreneurs spend over 70 percent of their time working in their business versus on their business? They are driven by fear, and as a result, they cannot turn their ideas into reality because the fear of the unknown paralyses them. You can eliminate the risk of failure and drastically increase your chances of success. If you switch to focus, set goals for the short and long term, and then develop a plan to achieve these goals. When things go off track, get back on track and do not give in to fear.
It all starts with you, the entrepreneur and visionary behind a new venture. Learn how to produce more than expected by working smarter, taking calculated risks, knowing your strengths and using others to assist you in doing what you can’t.
With a vision in place for your business, you will be driven by a focus, not by fear of failure. Focus gives you the confidence to know that you are on the right path, that your product or service will deliver value to your customer and that you have so much more to offer than your competition. Imagine running a business with a solid foundation of independence, accountability and financial security. That is the difference an inspired vision makes.
A business start-up can be very rewarding. There are many reasons to start your own business, everything from control over the work environment to managing your time. No matter what your business entails, you have to focus on success and not lose sight of your end goals and dreams.
ARE YOU TRULY THRIVING OR SIMPLY SURVIVING
By Lindiwe Msiza, Founder and Managing Director, Transform Leadership Consulting
It is not surprising that women in leadership are expected to balance multiple roles while delivering peak performance. But with the mounting pressures of the workplace, coupled with personal responsibilities and societal expectations, it’s no wonder that mental wellbeing often takes a back seat. It’s time to change that narrative. Mental health should be at the heart of success, not an afterthought.
BENEATH THE SURFACE: WOMEN’S HIDDEN STRUGGLES
As female professionals, we carry invisible burdens that go far beyond our job descriptions. Grief from the loss of loved ones, divorce, betrayal, and personal setbacks can weigh heavily, yet many of us are expected to keep going without pause, maintaining a veneer of strength. These experiences need time and space to heal, but workplaces often overlook the real emotional toll they take.
We fostered a culture that embraced openness, prioritised mental wellness, and transformed the work environment into one of empathy and support ab
It’s crucial to understand that healing is not a linear process. Whether it’s grieving, recovering from trauma, or facing significant life changes, true healing requires patience, professional support, and a compassionate environment. Let’s acknowledge that vulnerability and mental wellness are not signs of weakness.
True resilience lies in embracing our full, authentic selves and giving ourselves the grace to heal.
A PERSONAL CALL FOR CHANGE: A ROAD WELL TRAVELLED
In 2022, I made a bold decision: it was time to challenge for change. During a meeting with female executives, I asked them, “What is it that truly matters to you?” Their response was unanimous - they wanted to create a workplace where it’s okay to be vulnerable. And together, we made that vision a reality. We fostered a culture that embraced openness, prioritised mental wellness, and transformed the work environment into one of empathy and support.
This isn’t a concept; it’s a transformation I’ve coached many women to achieve. If you’re ready to navigate this transition in a trauma-informed workplace, let’s take that journey together.
THE POWER TO LEAD CHANGE: IT STARTS WITH YOU
Female leaders, you are the catalysts for change. You have the influence to reshape the work culture and make mental wellbeing a priority. Here’s how you can start:
1. Foster vulnerability: Encourage open dialogue about mental health. Normalise these conversations and create an environment where it’s safe to be vulnerable.
2. Provide resources: Ensure access to mental health professionals, support groups, and counselling services that employees can tap into when they need it.
3. Rethink expectations: Challenge outdated performance metrics. Recognise that personal challenges impact productivity and that true strength is found in acknowledging life’s ups and downs.
4. Lead by example: Demonstrate your own commitment to mental wellness. Take time off when you need it, set healthy boundaries, and show that self-care is not just permissibleit’s essential.
Vulnerability and mental wellness are not signs of weakness
HEALING, NOT JUST COPING
While self-care is important, it’s not a cure-all. Deep healing from grief, trauma, and life’s challenges often requires professional help. Seeking therapy isn’t a sign of failure - it’s an act of courage.
By investing in your mental health, you’re taking steps to truly heal, reclaim your strength, and grow into your full potential. Healing allows you to not just function, but to flourish and inspire those around you to do the same.
A NEW ERA OF WORKPLACES: THRIVING, NOT JUST SURVIVING
The time has come to revolutionise our workplaces. Imagine environments where women aren’t merely surviving but thriving. It requires a collective commitment to challenge the stigma around mental health and a recognition that wellbeing is a fundamental human right.
Let’s create workspaces where it’s okay to be vulnerable, where mental health is celebrated, and where women support each other in their journey toward healing. Striving for excellence doesn’t mean perfection - it means growth, resilience, and self-compassion.
YOUR WELLBEING MATTERS
Your time, energy, and mental health are invaluable. Don’t be afraid to:
1. Be patient with yourself.
2. Celebrate your progress.
3. Seek support when you need it.
Let go of unnecessary burdens and prioritise what truly matters - your wellbeing and happiness..
10 WAYS TO CONFRONT YOUR PROCRASTINATION PATTERNS
By Bukeka Mbam
The first step in overcoming procrastination is to confront your procrastination patterns head-on.
In this article, we explore how to find the triggers and behaviours that lead to procrastination in your own life. By shining a light on your tendencies, you can begin to understand why you procrastinate and take the necessary steps to address it.
Self-compassion helps you treat yourself with kindness and understanding
CULTIVATING SELF-AWARENESS
Self-awareness is a powerful tool in recognising when you’re procrastinating and understanding the underlying reasons behind it. Through mindfulness practices, journalling, and reflection, you can deepen your understanding of your patterns and begin to challenge them.
HERE ARE SOME 10 WAYS TO CULTIVATE SELF-AWARENESS AND OVERCOME PROCRASTINATION
1. Mindfulness meditation
Regular mindfulness practice helps you become more aware of your thoughts and emotions, allowing you to recognise when you’re procrastinating. It helps you develop greater control over your impulses, making it easier to resist distractions and stay
focused on your goals and priorities. This practice also helps to develop a growth mindset, viewing challenges as opportunities for growth and learning, rather than threats.
2. Journalling
Writing down your thoughts, feelings, and actions helps you identify patterns and triggers, and gain insight into your behaviour. Jotting down your goals and priorities helps you focus on what’s important, reducing procrastination caused by lack of direction. Writing down your progress and achievements can motivate you to continue working towards your goals. Regular journalling can hold you accountable for your actions and progress, helping you stay on track.
3. Self-reflection
Regularly take time to reflect on your actions, goals, and values, helping you understand what drives your procrastination. You develop self-regulation skills such as self-control and self-motivation, essential for overcoming procrastination.
4. Find your values
When you find and live in alignment with your values, you can overcome procrastination and achieve your goals with more purpose, motivation, and direction. This requires self-discipline, which can help you overcome procrastination and can boost your confidence, helping you tackle challenges head-on. Living in alignment with your values can bring a sense of fulfillment and purpose, reducing procrastination caused by feeling unfulfilled.
5. Recognise your emotions
Acknowledge and understand your emotions, rather than avoiding them, because emotions play a significant role in procrastination. Recognising and accepting your emotions reduces the need to avoid or deny them.
Label and process emotions: Classifying your emotions (e.g., “I’m feeling anxious”) helps you process and manage them, reducing their impact on your behaviour Increase motivation: This can help you identify what motivates you, allowing you to tap into positive emotions and boost your motivation.
6. Develop self-compassion
By developing self-compassion, you can cultivate a more supportive and encouraging relationship with yourself, helping you overcome procrastination and achieve your goals with greater ease and kindness.
Reduces self-criticism: Self-compassion helps you treat yourself with kindness and understanding, rather than judgement and criticism, which can lead to procrastination. Develops resilience: Self-compassion helps you develop resilience, enabling you to bounce back from setbacks and difficulties that might otherwise lead to procrastination.
Increases self-acceptance: Self-compassion promotes self-acceptance, helping you accept yourself as you are, rather than trying to meet unrealistic standards that can lead to procrastination.Fosters a sense of common humanity: Self-compassion helps you recognise that you are not alone in your struggles, reducing feelings of isolation and shame that can contribute to procrastination.
7. Practise Gratitude
Focusing on the good things in your life helps you develop resilience, enabling you to bounce back from obstacles and setbacks that might otherwise lead to procrastination. Gratitude practice can help you connect with your values and goals, giving you a sense of purpose and direction, and reducing procrastination caused by lack of clarity or direction.
8. Use self-awareness to challenge negative self-talk
Become aware of your inner dialogue. Notice the thoughts that come up, such as “I’m not good enough,” “I’ll never finish,” or “I’m so lazy.” Notice when you’re engaging in negative self-talk and reframe those thoughts in a more positive and supportive way. Replace negative thoughts with positive, empowering ones. For example, “I’m capable and competent,” “I’ll take it one step at a time,” or “I’m strong and resilient.”
Challenge their validity: Ask yourself if these thoughts are true. Are they based on evidence or just assumptions?
Focus on the present moment: Instead of dwelling on the past or worrying about the future, focus on what you can control in the present moment.
Use affirmations: Repeat positive affirmations to yourself regularly, such as “I am capable and motivated” or “I trust myself to make progress.”
9. Practise self-forgiveness
Let go of self-criticism and forgive yourself
for past procrastinating, allowing you to move forward with a clean slate. Selfforgiveness allows you to acknowledge that mistakes are a natural part of the learning process, reducing the need for perfectionism. It helps you to release feelings of guilt and shame, which can weigh you down and prevent you from taking action. Self-forgiveness helps you break the cycle of self-blame and negative self-talk. By practising self-forgiveness, you can develop a more compassionate and supportive relationship with yourself, helping you overcome procrastination and achieve your goals with greater ease and kindness.
10. Seek feedback from others
Asking for feedback from others is a crucial aspect of living a productive life, as it allows you to gain new perspectives, identify blind spots, and refine your strategies for success. By seeking feedback, you can gain a deeper understanding of your strengths and weaknesses, develop a growth mindset, and make informed decisions that drive progress towards your goals. Feedback from others can help you stay accountable, build resilience, and cultivate a culture of continuous learning and improvement, ultimately empowering you to achieve your full potential and live a more purposeful and fulfilling life.
CELEBRATING PROGRESS
Finally, overcoming procrastination is cause for celebration, and I encourage you to acknowledge and celebrate your progress along the way. Whether it’s reaching a milestone, overcoming a procrastination hurdle, or simply showing up and putting in the work, every step forward is worth celebrating. By taking the time to recognise your achievements, you reinforce positive habits and build momentum towards even greater success.
Excerpt from the book ‘The Productive Life: From Procrastination to Productivity’ by Bukeka Mbam
HOW BUSY WOMEN CAN NURTURE A LIFESTYLE THAT SUPPORTS WELLBEING
In today’s fast-paced world, the demands on working women are immense and can feel overwhelming. Balancing a career, personal life, and self-care can seem like a daunting task. However, creating a holistic balance that incorporates exercise and mental health practices is essential for overall wellbeing. A holistic balance refers to the integration of various aspects of
life, ensuring that mental, physical, emotional and spiritual health are all nurtured. For working women, achieving this balance requires conscious effort and strategic planning. The goal is not perfection but a sustainable lifestyle that supports overall wellbeing.
Here’s how busy working women can achieve this balance and thrive both personally and professionally.
By Sue Ramauthur
PRIORITISING SELF-CARE
The first step towards holistic balance is prioritising self-care. This means recognising the importance of taking time for oneself despite a hectic schedule. Self-care can take many forms, like taking a relaxing bubble bath, immersing yourself in a good book, or just taking a few minutes at the end of your day to sit down in a quiet place,with a cup of tea and reflect on the day that was.
By establishing a routine, we are able to make time for these important aspects of self-care and creating consistency is key to building habits that promote wellbeing. As women, we always feel the need to please those around us, often at the expense of our own personal priorities - learn to say “no” and set boundaries at work and in your personal life. This prevents burnout and ensures that there is time for rest and rejuvenation. Don’t be afraid to communicate your needs clearly and prioritise tasks that align with your goals and values.
GET ACTIVE
Regular physical activity is crucial for maintaining both physical and mental health. Exercise helps reduce stress, improve your mood, and boost energy levels. For busy working women, finding time for exercise might seem challenging, but it is essential. If time is a challenge, perhaps opt for short, high-intensity workouts that can be done in 15-20 minutes. Activities like HIIT (High-Intensity Interval Training), brisk walking, or even dancing can be highly effective. These workouts can be squeezed into a lunch break or early morning routine.
If possible, integrate physical activity into your daily commute. Walk or cycle to work or park your car further away and walk the rest of the way - this can add valuable movement into your day.
Make use of breaks during the workday to stretch, walk, or do simple exercises at your desk. There are numerous desk workout routines available online that can help keep you active even in a sedentary job.
PRACTICE MINDFULNESS
Mental health is a critical component of holistic balance. Managing stress
and maintaining a positive mindset are vital for overall wellbeing. Incorporate mindfulness practices such as meditation, deep breathing exercises, or progressive muscle relaxation into your daily routine.
These practices help reduce stress and improve focus and emotional regulation. Take a few minutes each day to journal your thoughts and feelings. This can be a powerful tool for processing emotions, setting goals, and reflecting on achievements. Journaling helps in maintaining mental clarity and emotional balance.
SEEK HELP WHEN YOU NEED IT
Don’t hesitate to seek professional support when needed. Therapy or counselling can provide valuable insights and coping strategies. Many workplaces offer employee assistance programmes that provide access to mental health resources. A supportive environment is crucial for maintaining holistic balance. Surround yourself with people who encourage and support your goals.
Cultivate a network of friends, family, and colleagues who understand and support your self-care practices. Share your goals with them and seek their encouragement and understanding. Whenever possible, negotiate for flexible working arrangements. Remote work, flexible hours, or job-sharing can provide the balance needed to manage work and personal responsibilities effectively. Use technology to your advantage. Fitness apps, meditation apps, and online wellness communities can provide guidance, motivation, and support. Virtual fitness classes and mental health resources are readily available and can be accessed from the comfort of your home. Incorporating holistic practices into daily life requires commitment and creativity.
The first step towards holistic balance is prioritising self-care
HERE ARE SOME PRACTICAL TIPS:
1. Meal planning
Prepare healthy meals and snacks in advance to ensure you’re fueling your body with the right nutrients. Balanced nutrition supports both physical and mental health.
2. Time management
Use time management tools and techniques to organise your day effectively. Prioritise tasks, delegate when possible, and break large tasks into manageable chunks.
3. Enjoying hobbies
Make time for hobbies and activities that bring you joy. Whether it’s reading, gardening, or painting, engaging in activities you love is essential for emotional wellbeing.
Achieving a holistic balance as a busy working woman is challenging but entirely possible with conscious effort and strategic planning. By prioritising self-care, incorporating regular exercise, fostering mental health, and creating a supportive environment, you can achieve a sustainable lifestyle that promotes overall wellbeing. Remember, the goal is not perfection but progress. Small, consistent steps can lead to significant improvements in your physical, mental, and emotional health, enabling you to thrive both personally and professionally.
Sue Ramauthar is a Wellness Ambassador and Physiotherapist at SuedeWellness
NOMVUYISO BATYI CHIEF EXECUTIVE OFFICER
ACHIEVEMENTS
Among Nomvuyiso’s achievements are her being appointed as a councillor at ICASA, leading the Presidential 4IR commission, and serving as acting Director of Department of Communications and Digital Technologies. She also served as the inaugural CEO of ACT operating in a predominantly male dominated space, mentoring over 10 women both formally and informally. She is currently serving as the current Deputy Chairperson of the SABC Board.
FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS
1. Stay purpose-driven In ICT, our purpose goes beyond connectivity because our work is about inclusion. Businesses that align profit with impact, especially in empowering women and youth, create sustainable value that resonates with society and shareholders alike.
2. Adapt relentlessly Technology evolves faster than regulation. To survive, businesses must remain agile by embracing innovation, anticipating policy shifts, and re-skilling teams to stay relevant in a digital-first economy.
3. Invest in people
Transformation is not possible without people. Prioritising women’s participation in technical roles, leadership, and entrepreneurship unlocks untapped potential and builds a future-ready workforce.
ASSOCIATION OF COMMUNICATIONS AND TECHNOLOGY (ACT)
4. Build trust, not just networks In our sector, trust is the foundation of public–private partnerships. Transparent leadership and genuine stakeholder engagement ensure that industry and government move together, not in silos.
5. Use your supply chain process to empower True resilience in ICT comes from strengthening the supply chain. By deliberately opening opportunities for smaller enterprises especially those led by women we diversify risk, localise value creation, and build ecosystems that can thrive even in uncertainty.
ABOUT THE ORGANISATION
ACT was founded in June 2021 by the Chief Executive Officers (CEOs) of South Africa’s six largest telecommunications operators. Its formation was driven by the need to create a stronger, more coordinated voice on critical matters impacting the efficiency and effectiveness of the telecommunications industry and the broader Information and Communications Technology (ICT) ecosystem in South Africa. ACT advocates for regulatory compliance, transformation and innovation within the ICT sector. It focuses on enhancing connectivity, driving socio-economic development, and fostering stakeholder collaboration.
WHAT PRODUCTS AND SERVICES DO YOU OFFER?
The Association of Comms and Technology is an industry body that collaborates with ecosystem stakeholders to advocate for a thriving communications and telecommunications sector by conducting leading practice research and analysis to inform the development of a conducive strategic, policy and regulatory environment in SA
HOW HAVE YOU IMPLEMENTED GENDER-DRIVEN DEVELOPMENT IN THE WORKPLACE?
We prioritise the employment of young black females in our recruitment processes and ensure that they partake in training activities throughout each financial year. We also try by all means to ensure gender representation in our supplier database with our accounting firm, research consultant, photographer and company secretariat all being female owned businesses.
WHAT HAVE BEEN YOUR GREATEST CHALLENGES AND SUCCESSES?
Our greatest challenge has been navigating a fast-changing regulatory landscape while ensuring that the voices of industry and citizens remain aligned. Issues such as OTT regulation, spectrum management, climate resilience, and B-BBEE compliance have required careful balancing between industry realities and developmental priorities.
Our successes lie in how we have risen to these challenges:
• Driving dialogue with the Department, Parliament and regulators that has led to more evidence-based policymaking.
• Pioneering sector-wide initiatives on transformation through our representation on the B-BBEE ICT Sector Council.
• Establishing ACT as a trusted convener that builds consensus across government, industry, and civil society.
CONTACTS:
Email: ceo-office@actforsa.co.za
Address: Eco Court Office Park, Mezzanine floor, Suite C5, 340 Witch-Hazel Street, Highveld Ext 70, Centurion, 0157
At CHEP South Africa, part of the Brambles Group, we’re committed to building supply chains that are not only smarter and more sustainable but also more inclusive. As a global supply chain solutions business, our strength lies in the diversity of our people and the environments we create for them in which to thrive. Recognising the historic gender imbalance in our industry and markets, we have made significant strides - 48% of our management roles are now held by women. To support this progress, we launched the “Women of Impact”, an employee resource group and the “Women in Supply Chain” programme, offering mentorship, skills development and bespoke leadership opportunities. These initiatives strengthen our diverse talent pipeline and foster gender diversity across the business.
Featured in this edition are four remarkable women from CHEP whose leadership is driving innovation, resilience and cultural transformation. In a traditionally male-dominated industry, they are rising and lifting others as they climb, redefining what leadership looks like at every level. Their leadership stories reflect the power of purpose-driven careers and the undeniable impact of women who lead boldly and intentionally.
Here are the women reimagining leadership at CHEP:
Thandeka Ziqubu, Global
Director, Safety Development:
With over 25 years of experience and an MBA to her name, Thandeka is a global force in Health and Safety leadership. As Global Safety Development Director and a board member for CHEP South Africa, she has pioneered strategies that make safety a shared value across borders. Her legacy? Empowering women in critical safety positions through her “Women in Safety SA” platform. This is where mentoring, advocating and building pathways for the next generation happens. Strategic yet deeply human in her leadership, Thandeka leads with conviction, knowing that every empowered leader can make the world a safer place, one decision, one workplace, one conversation at a time.
EMPOWERED WOMEN EMPOWERING WORKPLACES MEET THE GAME-CHANGING WOMEN LEADERS OF CHEP
A 20-year CHEP veteran and multi-awardwinning leader, Yolandi is proof that resilience and vision open doors. Her people-first, data-informed approach powers commercial excellence. Her belief in representation and empathetic leadership drives her daily commitment to create spaces where women are heard, valued and inspired to lead. For Yolandi, empowerment is more than a principle, it’s a lived practice that begins with showing up authentically and helping others do the same.
Kerosha
Jaipath,
Senior Manager, Commercial Finance:
A Chartered Accountant and finance trailblazer, Kerosha is known for delivering results with integrity, insight and heart. With over 15 years of industry experience, she’s advanced through the ranks by blending technical excellence with people-focused leadership. From humble beginnings, Kerosha understands the power of opportunity and now uses her platform to mentor others. Her advice for women stepping into male-dominated spaces: “Stay focused, work hard and let feedback shape your growth.”
Jeanine Majiera, HR Business Partner: With a background in Industrial Psychology and more than a decade in HR, Jeanine has become a trusted voice in people strategy. Her strength lies in marrying empathy with business acumen, cultivating cultures where people grow, belong and thrive. A pivotal piece of advice that reshaped her leadership: “You don’t have to carry it all.” That insight led her to empower others, build trust in teams and unlock shared success. Jeanine’s approach is rooted in generosity, proving that leadership is most powerful when it’s shared.
These women are more than leaders; they are catalysts for change. At CHEP, we continue to build a more inclusive, equitable workplace. We remain inspired by the women who lead boldly, uplift others and shape the future of supply chain.
For more information: Visit www.chep.com. Follow CHEP on LinkedIn. Physical Address: 7 Westville Road, Dawncliffe, Westville, KwaZulu Natal, South Africa, 3629
Contact number: 080 0330 334
Email: za-info@chep.com
Yolandi Windt, National Sales Effectiveness Manager:
Nicole Sithole is the Executive Director of the company, with a Business Management & Project Management background. She has more than 14 years of experience in Business Management and administrative positions in various projects. Nicole is a pioneer and a founder of ISOLIYABONA Petroleum Pty Ltd, established in 2014.
ISOLIYABONA Petroleum (ISOL Petroleum) is a privately owned and black women-owned business and a level 1 Contributor, 135% procurement company with its core business areas in wholesale and supplying petroleum products. Its clients are in the automotive trade, energy generation, mining, tyre, milling and other industrial sectors
Her involvement in various businesses along the way has contributed to her vast experience that has enabled her to build ISOL Petroleum into the successful business it is today.
ABOUT THE COMPANY
ISOLIYABONA Petroleum Pty Ltd was established in 2014. Our vision is to be key role-players in the advancement, distribution & marketing of energy products. We are a licensed fuel wholesale and supplier of petroleum products, including storage and laboratory services. Our mission is to grow an empowered progressive business in the energy sector, serving clients promptly, efficiently and effectively.
ACHIEVEMENTS
One of ISOL Petroleum’s key achievements has been its listing with PetroSA as one of the few female-owned bulk diesel suppliers in the country. This milestone not only underscores our commitment to transforma-
ISOLIYABONA PETROLEUM PTY LTD
NICOLE N SITHOLE - EXECUTIVE DIRECTOR
tion and inclusion within the energy sector but also reflects our reputation for delivering consistently high-quality service to our clients.
Furthermore, ISOL Petroleum is an active member of the Durban Chamber of Commerce and works closely with the KwaZulu-Natal Provincial Office to advance sustainable energy solutions and development initiatives. These efforts are aimed at stimulating economic growth, strengthening the provincial GDP, and contributing to the broader socio-economic development of KwaZulu-Natal.
HOW HAVE YOU IMPLEMENTED GENDER-DRIVEN DEVELOPMENT IN THE WORKPLACE?
At ISOL Petroleum, we see gender-driven development as both an internal and external commitment. Internally, we are proud to be one of the few female-owned bulk diesel suppliers listed with PetroSA, which reflects our belief in representation and inclusion at leadership level. Externally, we’ve made a conscious effort to direct more of our procurement spend towards female-owned businesses. By doing this, it would help us to grow a stronger network of women suppliers and create more opportunities for female entrepreneurs in the energy sector. Over time, our goal is to build a solid database of female-owned businesses and give them a fair platform to thrive.
WHAT SETS YOUR COMPANY APART FROM THE COMPETITION?
Our USP is the relationships we have built with both our suppliers and our clients. This enables us to deliver quality service to our client base given that we fully understand their requirements and pain points. On the supplier side our relationships enable us to provide well needed feedback into the product cycle.
WHAT HAVE BEEN YOUR GREATEST CHALLENGES AND SUCCESSES?
One of the greatest challenges in this industry is navigating the layers of red tape
that are there. The industry is a highly regulated, strategy-driven environment, much like trading, where no two deals are ever the same. Success really depends on being able to identify your strengths early, stay consistent, and build resilience against the unpredictability of the sector.
As a female entrepreneur, another challenge has been accessing meaningful financial support. Unfortunately, even our own financial institutions often don’t provide the instruments needed to help us build competitive business models in this space. Despite this, i count it as a success that we’ve managed to establish Isol petroleum as one of the few female-owned bulk suppliers at both private and government level. These milestones prove that persistence and focus can create opportunities, even in an industry that’s tough to break into.
DO YOU HAVE A MESSAGE OF INSPIRATION FOR OUR READERS?
No one else will ever truly understand the fire that burns inside your heart, the Why, the drive that can’t always be explained or put into words. That’s the very thing that will get you up every single day and push you to keep going, even when it’s tough. And remember: never be afraid to ask questions, and never feel ashamed to admit when you don’t know something. Both are powerful steps toward success.
CONTACTS
Address: The YARD Office 5&6 71 Old Main Road, Hillcrest, KwaZulu-Natal
Digicall Group has been delivering worldclass outsourced and incident management services to its valued clients across various industries, globally, since 2003. Over the years, the business has expanded into multiple countries, including the UK in 2012 and Australia in 2015. We’ve also extended our specialised services into numerous sectors, while retaining the insurance industry as a core focus.
This growth has been due to the talents, insights, and expertise of an increasingly diversified workforce, management team, and board. What began as a relatively homogeneous team has evolved into one that embraces a wide range of backgrounds and perspectives – a shift that keeps us relevant and competitive in an everchanging world.
ADVANCING SOCIO-ECONOMIC TRANSFORMATION AND INCLUSIVE GROWTH
Digicall South Africa is a Level 1 BroadBased Black Economic Empowerment
DIGICALL GROUP DEBBIE VICTOR - CHIEF PEOPLE OFFICER, DIGICALL GROUP
contributor, and we genuinely embrace transformation in everything we do.
We harness our business success, resources, and influence to drive meaningful socio-economic transformation in South Africa.
To enhance their participation in the South African economy, we employ people from designated groups in terms of the Employment Equity Act, giving special consideration to women at all levels including management, executive and board positions. We operate in accordance with a system that is fair, equitable, transparent, and competitive and our policies and Code of Conduct prohibit any form of discrimination across all our operations.
We procure goods and services from companies with solid B-BBEE strategies, and we are also increasing our clients’ claims spend-through to black-owned and black-women-owned suppliers.
Through the Basadi supplier development programme, we partner with a leading banking sector insurer to support black women-owned businesses in electrical, plumbing and household services sectors.
DELIVERING MEANINGFUL AND SUSTAINABLE SKILLS DEVELOPMENT
At Digicall, we invest in our people with strong leadership potential in the form of management courses, leadership development and learnership programmes, improved career planning, and study bursaries. We ensure that we empower
people from designated groups to advance in their careers in a meaningful and sustainable manner.
Because we are committed to creating opportunities for all our employees and service providers to prosper, thrive and grow, we also invest in meaningful and sustainable skills development and are widely recognised as a top training hub in the broader insurance sector.
CONTRIBUTING TO OUR COMMUNITIES THROUGH FOCUSED IMPACT
Through our Corporate Social Responsibility programme, we identify and contribute to numerous NPO initiatives within our communities, and key focal points of our investment in socio-economic development are women, children, and youth.
CONTACTS
Group Head of Marketing & Communications: Adam Koekemoer
Physical address: 110 Conrad drive, Craighall Park , JHB
WHERE LEADERSHIP CAPACITY MEETS ORGANISATIONAL RESILIENCE
In today’s volatile business climate, the gap between high performance and high burnout is razor thin. Organisations need more than wellness initiatives or leadership training in isolation, they need integrated performance systems that align leadership vision, employee experience, and operational delivery. That’s exactly what The Glow Collective, founded by performance strategist Candice Adams, delivers.
“We design leadership and employee ecosystems where high performance is sustainable, measurable, and embedded,” says Adams. “That’s how you build cultures people want to join and leaders they want to follow.”
A MULTI-LAYERED APPROACH TO PERFORMANCE
The Glow Collective operates across every level of an organisation, from boardroom strategy to individual coaching, ensuring that change is not only designed but truly lived. The Glow Collective’s comprehensive services include organisational consulting and programme design, employee value proposition (EVP) development that aligns purpose with the real needs of employees, and employee wellbeing strategies that embed physical, mental, and emotional resilience into the work culture. They optimise employee assistance programmes (EAPs) to improve relevance, accessibility, and participation. Additionally, they design training and development architectures to build leadership pipelines and skills academies, alongside leadership development, culture transformation, and executive workshops.
THE GLOW COLLECTIVE
(THE GROUNDED LEADERSHIP & ORGANISATIONAL WELLBEING COLLECTIVE)
FULL-SPECTRUM HUMAN PERFORMANCE FOR ORGANISATIONS AND LEADERS
Their offerings also feature targeted leadership sprints, culture-shaping interventions supported by diagnostics and frameworks, as well as coaching and capacity-building for emerging leaders, helping them fast-track readiness for senior roles while enhancing resilience and performance in high-pressure environments.
IMPACT BY NUMBERS
Across private and public sector organisations, The Glow Collective’s integrated approach has delivered: 32% increase in leadership resilience scores after a 12-week intervention with a national client 28% uplift in employee engagement following an EVP refresh and leadership culture redesign 41% reduction in self-reported burnout indicators among senior managers in an NPO.
ADVANCING GENDER-FORWARD LEADERSHIP
Over 60% of programme participants in the past year have been female leaders. The Glow Collective creates high-performance environments where women can strengthen their influence, lead with authority, and thrive without sacrificing wellbeing.
BEYOND THE BOARDROOM: CREATING SOCIAL IMPACT
Through pro bono mentorship and coaching, The Glow Collective empowers young professionals, particularly women, to step into leadership early in their careers. A junior hospitality manager leveraged mentorship to lead an operational change and secure promotion to manage a 25-person team. An NGO project coordinator applied leadership coaching to pitch and lead a cross-border initiative.
LOOKING AHEAD
The Glow Collective is launching new diagnostic tools to help organisations measure leadership capacity, resilience, and
engagement at scale. These tools will complement the consultancy’s end-to-end offering in EVP design, EAP optimisation, wellbeing strategy, leadership development, and targeted coaching.
“The future of leadership isn’t just about delivering results,” says Adams. “It’s about building leaders, teams, and cultures that can sustain them — from the top floor to the front line.”
CAPABILITIES / SERVICES SPOTLIGHT:
• Organisational consulting
• EVP design & implementation
• Wellbeing strategy integration
• EAP review & optimisation
• Training & Development architecture
• Leadership development
• Frameworks, diagnostics & intervention design
• Program design & implementation
• Executive workshops & sprints
• Culture & leadership audits
• Coaching & mentorship services
• Emerging Leader programmes
• Diagnostics & Measurement
• Leadership Energy audit
• Organisational performance tracking
“We design leadership and employee ecosystems where high performance is sustainable, measurable, and embedded.”
As a recognised leader in IT Service Management (ITSM), consulting, training, and managed services, Pink Elephant South Africa (SA) continues to raise the bar, not only through its solutions but through its values-driven leadership and commitment to gender empowerment.
Today, the company is led by Managing Director Leith Collyer, whose appointment reflects a broader shift in the organisation’s journey. As the first woman to lead the business, Leith represents both progress and purpose. Her leadership is part of a larger transformation that is reshaping how Pink Elephant SA empowers its people, drives innovation, and promotes inclusivity across every level of the business.
Leith noted “We are building a culture that is future-focused, diverse, and deliberately inclusive. Empowering women is not a side initiative, it’s a central strategy for growth and resilience.”
Currently, more than 38% of Pink Elephant SA’s workforce is female, a figure that reflects years of consistent effort and the company’s belief that diverse teams deliver stronger outcomes.
LEGACY, SERVICES, AND MILESTONES
Pink Elephant SA forms part of the globally respected Pink Elephant brand, delivering solutions that help organisations evolve through better service, smarter processes, and stronger people capabilities. The company is known for its work in: ITSM
PINK ELEPHANT SOUTH AFRICA BUILDING A FUTURE OF EMPOWERMENT AND INNOVATION
consulting and advisory to modernise service delivery models, delivering Next Generation Service Desks, powered by AI, automation, and analytics and training thousands of professionals in frameworks such as ITIL, DevOps, AI for ITSM, and more.
From enterprise-wide digital transformation projects to targeted process optimisation engagements, the company is trusted by many of South Africa’s leading organisations.
WOMEN AT THE CENTRE
Under the leadership of Denise Pretorius, Head of Human Resources, Pink Elephant SA integrates gender empowerment into every aspect of its operations. The company actively champions initiatives that promote the advancement, inclusion, and visibility of women in technology and leadership positions
“Our focus is on building real pathways for women, through mentorship, targeted development, and a culture that values fairness,” Denise explains.
Pink Elephant SA’s key efforts focus on structured leadership and mentorship programmes for women at all levels, inclusive hiring and promotion practices aligned with long-term diversity goals, and internal recognition platforms to celebrate female excellence in technical and customer-facing roles.
CSI AND SOCIAL IMPACT
Pink Elephant SA’s corporate social investment efforts are closely aligned with its empowerment values. Many initiatives focus on providing digital skills and career access to young women, particularly in underserved communities, helping to close the gender and skills gap in South Africa’s technology sector.
EXCITING PLANS FOR THE FUTURE
As the company expands its advisory, training, and managed services portfolio, it remains deeply committed to cultivating an inclusive, future-fit workplace. For Pink Elephant SA, empowerment is not a campaign, it’s how the company operates, grows, and leads.
By placing people at the heart of its strategy and women at the table where decisions are made, Pink Elephant South Africa is not only transforming IT services but reshaping what leadership in tech looks like.
Tel: 011 656 0020
Address: Building 5, Country Club
Estate, 21 Woodlands Dr, Woodmead, Sandton, 2191
Email: info.africa@pinkelephant.co.za
Website: www.pinkelephant.co.za
DO YOU OFFER?
We offer AI-driven strategy, digital marketing and transformation, creative content, data architecture, and marketing science. We help brands design smarter experiences, build stronger data ecosystems, and drive measurable impact using technology, storytelling, and insight.
HOW HAVE YOU IMPLEMENTED GENDER-DRIVEN DEVELOPMENT IN THE WORKPLACE?
Beyond representation, we’ve embedded gender equity into how we hire, lead, and grow. We’ve launched mentorship programmes, ensured women are visible at the top, and created a culture that honours flexibility, inclusion, and psychological safety.
WHAT SETS YOUR COMPANY APART FROM THE COMPETITION?
We bring together top-tier data science, culturally resonant creativity, and a deeply human approach. Our remote-first model means lower costs for clients and higher pay for talent - without compromise on quality. We’re also deeply values-led and unafraid to challenge outdated norms.
WHAT HAVE BEEN YOUR GREATEST CHALLENGES AND SUCCESSES?
Our biggest challenge was launching and scaling across two continents during a time of global uncertainty - but that’s also been our greatest success. We’ve built a business that is resilient, diverse, and future-fit.
FREERANGE CREATIVES DANIELLE TIMMINS - CHIEF DIGITAL, DATA & AI OFFICER
DO YOU HAVE A MESSAGE OF INSPIRATION FOR OUR READERS?
There’s no one right way to lead. You don’t need to act like “one of the guys” or shrink yourself to fit the room. You belong - and the future will be built by those bold enough to do things differently. So lead with courage, care, and conviction.
ACHIEVEMENTS
• Top Women certified and named one of South Africa’s Top Gender Empowered Companies in our sector (2025)
• Shortlisted for Agency Leader of the Year at the 2025 Mark Awards (award show will take place in August 2025
• Presented at the AI Forum for Developing Countries at the United Nations Office in Vienna (July 2025) – selected from over 800 speaker applications globally. Session title: INVEST IN National AI Ecosystems
• Presented at AI4Africa Conference in Douala, Cameroon (June 2025) Session title: Why Everything You’ve Ever Learnt About AI Can Be Thrown in the Dumpster - If You’re Thinking About the Global South
• Mentorship partner in Women in AI –Creative Cohort (global) in collaboration with The Female Quotient and ATTN:
• Mentorship Women in Data (South Africa), a mentorship programme supporting early-career women in analytics and AI
SOCIAL
RESPONSIBILITY INITIATIVES
• 50%+ women in leadership and management roles
• Flexible, remote-first culture that supports work-life integration and caregiving responsibilities
• Transparent pay structures and a zero-tolerance policy for harassment or discrimination
• Ongoing mentorship and upskilling opportunities with a focus on underrepresented groups in data, tech and creative roles
FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS
• Don’t wait to be ready. Start before you feel ready –growth often comes from risk
• Back yourself. If you don’t believe in your ideas, no one else will
• Ditch perfection. Progress beats perfection, especially in fastmoving industries
• Know your values. They’ll guide your toughest decisions
• Build your circle. No one thrives alone – community is everything.
JOHANNA MAPONYA, MANAGING DIRECTOR, HEADWAY CONSULTING
“Empowerment is not an act; it’s a strategy for lasting transformation.”
ABOUT US
Headway Consulting is a 100% woman-owned management consulting, business development, and training company with offices in Middelburg and Pretoria. Since 2015, we have been helping executives break down complex problems, make decisive choices, and create sustainable change.
We deliver tailored advisory and implementation services that enhance strategy, improve organisational performance, and optimise operational processes. Acting as catalysts for change, we bring fresh perspectives, innovative thinking, and measurable results.
OUR PURPOSE
To provide realistic, executable recommendations that enable clients to make the best decisions for growth and expansion.
Vision: To be a globally recognised, woman-owned consulting firm renowned for impactful business transformation.
Approach: Empowerment-driven. Integrity and excellence in everything we do.
MILESTONES THAT MATTER
• Economic framework development
– Designed and implemented a strategic economic framework for Fetakgomo Tubatse Local Municipality, driving sustainable local development
HEADWAY CONSULTING WHERE STRATEGY MEETS IMPACT – AND EMPOWERMENT SHAPES THE FUTURE
• Entrepreneurial capacity building
– Facilitated business management training for ARNOT OPCO vendors, empowering local entrepreneurs with essential skills
• Financial literacy advancement
– Delivered financial literacy training for vendors supported by Absa within the Steve Tshwete Municipality, promoting sound financial practices
• Mining sector impact – Successfully managed community conflict resolution, stakeholder engagement, and vendor verification at Exxaro’s Grootgeluk Mine in partnership with RapidPulse (Samketsi)
• Infrastructure social facilitation
– Delivered community facilitation services for a road construction project in Delmas in partnership with Tlou Integrated Tech for Nkangala District Municipality
• SMME development through training
– Conducted basic business skills and cooperative governance training sessions for SMMEs under SEDA (now SEDFA) Mpumalanga, enhancing business sustainability and governance
• SMME mentorship – Provided hands-on mentorship to SMMEs under the Nkangala District Municipality, in partnership with Mmalethabo Consulting, nurturing growth and enterprise readiness
GENDER EMPOWERMENT IN ACTION
• Open conversations – Safe spaces for dialogue on gender equality
• Women in business – Partnering with women-led enterprises
• Strategic alliances – Collaborating with organisations that champion women’s advancement
LOOKING AHEAD
We are launching an Online Accredited Academy offering entrepreneurial, leadership, and public speaking skills—especially for women-owned businesses. We are building sustainable partnerships with the public and private sectors and expanding mentorship programmes for young women and entrepreneurs.
YOUR PARTNER IN TRANSFORMATION
In today’s fast-changing business landscape, Headway Consulting is more than a service provider—we are your strategic partner in transformation. Whether you’re an established organisation seeking operational excellence or a start-up ready to make your mark, we help you unlock potential, accelerate growth, and build a legacy that lasts.
Tractor Outdoor is a leading national out-of-home (OOH) media company in South Africa, specialising in connecting brands with consumers through an extensive network of traditional and digital OOH platforms.
With one of the country's largest digital OOH networks, we help people, places, and businesses grow stronger. Committed to sustainability, we actively invest in community development, making a positive impact on the environment and localcommunities.
THE FASTEST GROWING PLATFORM FOR WOMEN WHO LEAD:
EMPOWERING
TOP WOMEN IN AFRICA WHO RISE ABOVE THE NOISE
IN NUMBERS: The Conference
DELEGATES SHOWCASE SPEAKERS
INTERNATIONAL ATTENDEES
VOLUNTEERS
Our Speaker Lineup Elevating Perspectives:
Visionaries and Trailblazers Leading the Conversation at the Standard Bank Top Women Conference
CEO, Exxaro Resources
Dr. Nombasa Tsengwa
Head of Marketing and Communications Africa, Wipro
Financial Institutions Group Regional Industry Manager, Southern Africa, International Finance Corporation
Head, Africa China Banking, Business and Commercial Banking, Standard Bank
Head, Enterprise & Supplier Development, Business and Commercial Banking, Standard Bank
Head, Online Banking Platforms, Digital & eCommerce, Business and Commercial Banking, Standard Bank
Holmes Head Value Proposition and Client Experience, Standard Bank
Post-Doctoral Research Fellow based at the Centre for Women and Gender Studies, Nelson Mandela University Executive: Technology, Media, Telecommunications and Data, ENS CEO, South African National AIDS Council
Head, Agribusiness Platforms & Innovation, Business and Commercial Banking, Standard Bank
Neumann-Forder Deputy VC: Research, Innovation and Engagement, Tswane University of Technology
Papu-Zamxaka Global Speaker and Social Entrepreneur
