Videsha Proothveerajh, Director of Vodacom Business
Professor Bonang Mohale
Ravi Naidoo, CEO, Youth Employment Service
Eustace Mashimbye, CEO, Proudly SA
Monde Ndlovu, Managing Director, Black Management Forum
Reona Strydom, Technical Specialist, BEE Chamber
70 Employment equity compliance - Is your business inspection-ready? 72 Leadership lessons from success and failures of enterprise resource planning 76 Driving skills development for inclusive growth through strategic CSI
80 How ESD can change lives and make supply chains more resilient
82 Where is the “just” in the transition?
86 How Rassie Erasmus found strength in diversity
SECTOR OVERVIEWS
Agriculture 136 Insurance
AWARD WINNERS
140 Oceana Group, Top Empowered Business of the Year
144 Sindisiwe Dlamini, Top Empowered Business Leader of the Year
146 Patricia Tshitema, Richard Fletcher Entrepreneur of the Year
148 Honourable Minister Enoch Godongwana, Minister of Finance, Lifetime Achiever of the Year
152 Beverley Siwisa, Top Empowered Young Achiever of the Year
154 Vaxowave, Top Empowered Company: Digital Transformation of the Year
158 Listing of SA’s Top Empowered Companies 2026
176 Top Empowerment Conference and Awards 2025
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FEATURED CLIENTS
CONTRIBUTORS
Professor Bonang Mohale Chancellor of the University of the Free State
Matebe Chisiza-Asukile social investment specialist and team lead (SI Analytics) at Tshikululu Social Investment
Reona Strydom Technical Specialist, BEE Chamber
Frik Boonzaaier Human Capital Transformation Specialist, The BEE Chamber
Monde Ndlovu Managing Director, Black Management Forum
Thulani Dube Head of Innovation and AdvancementCornerstone Institute
Videsha Proothveerajh Director of Vodacom Business
As we mark this 25th edition of Top Empowerment, we celebrate more than just an annual publication — we honour a legacy rooted in vision, resilience, and transformation.
The Top Empowerment brand is Topco Media’s longest-standing brand, and its origin is one of profound significance. It was launched with the support of a powerful letter of endorsement from the late President Nelson Mandela, facilitated with the help of Cyril Ramaphosa. This foundational moment laid the path for a platform that continues to champion economic inclusion and the advancement of truly empowered organisations in South Africa.
Top Empowerment has come to represent the leading empowered companies in the country — those
TOP EMPOWERMENT REPRESENTS THE LEADING EMPOWERED COMPANIES IN THE COUNTRY
who not only drive economic value but also embody the principles of diversity, equity, and transformation in action.
South Africa’s journey is a testament to resilience. We are a nation rich in diversity, bound by a shared history, and united by a common purpose — to build a future that is inclusive, just, and empowering for all. Over the years, I’ve witnessed significant strides in transformation, and while challenges remain, the momentum is undeniable.
When South Africa took on the esteemed role of G20 Presidency in 2025, under the powerful theme “Solidarity, Equality, and Sustainability,” we were reminded of our collective responsibility to build a nation - and a worldwhere transformation is not only a goal, but a lived reality. These values are perfectly aligned with the mission of Top Empowerment, which for over two decades has celebrated the trailblazers who are actively reshaping the South African economy through inclusive and sustainable empowerment strategies.
At this pivotal moment in our nation’s history, we can proudly say that black-owned and -led businesses are not just surviving—they are thriving. Across sectors, from finance and telecommunications to education and energy, we are witnessing a new wave of empowered leadership that is bold, resilient, and globally competitive. This
progress reflects the fruits of years of commitment to economic transformation, enterprise development, and policy frameworks that intentionally support transformation.
Equality, as defined in the spirit of the G20 theme, means ensuring fair treatment, equal opportunities, and meaningful advancement for allregardless of race, gender, economic status, or geography. It also means actively confronting and correcting systemic disparities. In South Africa, that commitment is evident in the growing number of empowered enterprises now shaping our economy and society for the better.
The companies featured in this edition exemplify this ethos. These organisations are not only aligned with the United Nations Sustainable Development Goals, but are living proof that transformation is good for business, good for communities, and essential for national stability and innovation.
This year’s publication brings together thought leaders, pioneers, and changemakers who continue to redefine the landscape of transformation. It is a space for collaboration, celebration, and vision — and we are proud to walk this journey with all of you.
Let us continue to empower, uplift, and lead — together.
LEE-ANN BRUCE | HEAD OF BRAND
W#IT’S TOP EMPOWERMENT’S SILVER JUBILEE! ��
Turn three pages and there on a double page spread were messages of support from Madiba and now-President Ramaphosa:
e are 25 this year - please join us in celebrating our momentous silver anniversary in the pages of this bumper edition!
Sometimes to give perspective to the present, it is good praxis to take a look in the rearview:
In the year 2000, following a discussion with then-MP Cyril Ramaphosa on the importance of a publication to champion B-BBEE, the first volume of Impumelelo was published, focusing on South Africa’s Top 300 Blackempowered companies. Richard Fletcher, the founder of Topco Media, was still at the helm, and in his letter of thanks in the upfront section of the very first edition, he elucidated the purpose of the magazine – which still holds true today:
“Impumelelo has been designed to identify and recognise excellence among black companies and entrepreneurs in South Africa.”
“A rising generation of black businessmen and women is entering the marketplace, both in their own companies and as members of the more progressive white organisations. They are setting out to create a new business world, one both national and international in its scope. They have the freedom now to achieve ‘Impumelelo’, which is the isiXhosa word for ‘success’, and the subject of this publication. –Nelson Mandela
For 25 years Impumelelo: Top Empowerment Companies has tracked the changes, potential, growth, challenges and successes of transformation in South Africa – and while this is a journey with kilometres still to go, we have made momentous strides since 1994.
This celebratory 25th edition’s front cover icon is Minister of the Department of Trade, Industry and Competition, Honourable Parks Tau and our Foreword is penned by BEE Commissioner, Tshediso Matona. Inside we have an impressive array of thought leaders, including Professor Bonang Mohale, Chancellor of University of Free State; Livhuhani Mukhithi, Director: B-BBEE Policy, Advocacy and Institutional Management, dtic; Eustace Mashimbye, CEO, Proudly SA; Monde Ndlovu, Managing Director, Black Management Forum
Ravi Naidoo, CEO, Youth Employment Service; Reona Strydom, Technical Specialist, BEE Chamber; Thulani Dube, Head of Innovation and AdvancementCornerstone Institute; and Videsha Proothveerajh, Director of Vodacom Business.
For an in depth look at how key sectors in the economy are faring on their transformation journey, please turn to the important sector overviews and in keeping with our focus on celebrating success we bring you the winners of the headline Top Empowerment Awards.
The featured articles cover important topics such as Enterprise Supply Chain Development; Transformation in Sport; Digital Transformation; the Just Transition; Skills Training and Development; and Employment Equity.
Our publication would not be complete without the researched Index of Empowered Companies and a big thanks to the clients who share their success stories in these pages.
From the amazing team - we hope you enjoy the read and look forward to seeing you next year.
FIONA WAKELIN | GROUP EDITOR
Foreword
THE TRANSFORMATION FUND: REVISITING THE HISTORICAL PROBLEM OF ACCESS TO CAPITAL FOR BLACK BUSINESSES
BY TSHEDISO MATONA, B-BBEE COMMISSIONER
South Africa’s democratic transition was not only a political project, it was also an economic one. The promise of democracy carried with it the expectation that millions of black South Africans, long excluded from meaningful participation in the economy, would finally gain access to opportunities, ownership, finance, and productive economic activity. More than three decades later, the question of economic transformation remains one of the defining issues of our national discourse.
This 25th edition of Impumelelo: Top Empowerment provides an important opportunity to reflect on the progress made, the challenges that remain, and the work still required to build a more inclusive and equitable economy. It is fitting that this milestone edition is launched at a time when South Africa is once again engaged in a robust debate about the future of economic transformation and the instruments required to deepen inclusion.
Since the dawn of democracy one of the most persistent barriers confronting black businesses has been access to capital. This challenge did not emerge by accident. It is rooted in a historical system that systematically excluded black South Africans from ownership of productive assets, access to finance, participation in formal markets, and opportunities to accumulate intergenerational wealth. While democracy dismantled the legal architecture of exclusion, the structural effects of that exclusion continue to shape economic outcomes today. The injustice of the past still lives in the present, and its scars live the many gaps and different experiences of life in the country, and what it means to be a South African.
The difficulty of accessing affordable and sustainable funding remains a major obstacle for many black-owned enterprises, particularly small and medium-sized businesses, township enterprises, women-owned firms, youth entrepreneurs, and emerging industrialists. Many viable enterprises struggle not because of a lack of innovation, ambition, or capability, but because they remain locked out of the financial ecosystems that are critical for growth and sustainability.
Development financing institutions (DFIs) such as the National Empowerment Fund, Industrial Development Corporation and others play a critical role in advancing the B-BBEE project towards an inclusive economy “
Broad-Based Black Economic Empowerment policy and legislation must be understood against this history and the current lived experience of economc disadvantage and exclusion, and not as merely a compliance exercise or a narrow transactional arrangement. At its core, it was conceived as a mechanism to expand participation in the economy, foster the growth of enterprises and entrepreneurs who are innovators and job-creators, and advance social and economic justice. The broader objective has always been to build an economy that reflects South Africa’s demographics and shared aspirations, leveraging to the maximum our labour, human capital and natural endowments and talents.
Development financing institutions (DFIs) such as the National Empowerment Fund, Industrial Development Corporation and others play a critical role in advancing the B-BBEE project towards an inclusive economy. Over the years, they have contributed significantly to the development and financing of black-owned enterprises across a range of sectors. Increasingly, this has involved leveraging partnerships with private financial institutions to curate the “need-based” funding solutions as well as combining capital with mentorship, technical support, and long-term developmental partnerships. Transformation requires both policy intent and practical implementation mechanisms capable of addressing historical disadvantage in meaningful ways. For this reason, the role of DFIs needs to be strengthened for enhanced impact.
Current discussions about the proposed Transformation Fund have placed B-BBEE under the spotlight in a way that could be the opportunity for shared ambition for transformation, or otherwise default to a stagnant status quo. Much of the public debate has been about technical details and the role of the proposed Fund, and about governance concerns. These debates are both necessary and healthy on consultative grounds in a constitutional democracy. However, sight must not be lost of the underlying structural issue the proposal seeks to address: the continued disadvantage suffered by many black businesses from meaningful access to capital and economic opportunity.
The challenge before South Africa is therefore not whether economic transformation is necessary, but
“
Sustainable growth depends on widening participation, unlocking entrepreneurial potential, supporting productive investment, and ensuring that the economy draws on the capabilities of all its people
how best to achieve it in a manner that is effective, transparent, sustainable, and growth-enhancing.
Economic inclusion and economic growth are not contradictory objectives. In fact, sustainable growth depends on widening participation, unlocking entrepreneurial potential, supporting productive investment, and ensuring that the economy draws on the capabilities of all its people.
Globally, societies that succeed in broadening economic participation tend to build stronger and more resilient economies over time. South Africa cannot afford an economy in which opportunity remains concentrated in a narrow segment of society while millions remain excluded from meaningful participation. Such exclusion undermines not only social justice, but also long-term economic stability, investor confidence, and social cohesion.
At the same time, transformation policy must continually evolve in response to changing economic realities. South Africa faces a complex set of contemporary challenges, including slow economic growth, high unemployment, rising inequality, infrastructure backlogs, technological disruption, and growing fiscal constraints. These realities require innovation, collaboration, and policy approaches that are responsive to both economic inclusion and sustainable growth imperatives.
The private sector, government, development finance institutions, labour, and civil society all have a role to play in shaping a more inclusive economy. Transformation cannot succeed through legislation alone. It requires partnerships that mobilise investment, support entrepreneurship, expand industrial capacity, develop skills, and create pathways for new entrants into the economy. It also requires a national commitment to ethical leadership, accountability, and institutional integrity.
Importantly, transformation must also focus on economic expansion through enhancing production capacity, innovation and competitiveness, and not be simplistically viewed solely through a redistribution lens. The long-term success of empowerment lies in creating new industries, new enterprises, new opportunities and new wealth for future generations.
Top Empowerment’s celebration of its 25th edition is a source of inspiration and lessons learnt for the important ongoing national conversation about inclusion, opportunity and the future of South Africa’s economy. Over the years, the publication has contributed meaningfully to debates around transformation, leadership, enterprise development, and inclusive growth. It has provided a platform for reflection, engagement, and recognition of individuals and institutions committed to advancing empowerment in practice.
This milestone edition is therefore not only a celebration of progress achieved, but also a reminder of the responsibility we carry collectively to continue building an economy that is more inclusive, dynamic, and just. South Africa possesses extraordinary entrepreneurial talent, resilience, and potential. The task before us is to ensure that these capabilities are not constrained by the enduring legacies of exclusion.
The pursuit of economic transformation remains central to the broader democratic project envisioned in 1994. The work is unfinished, but the objective remains clear: to build a South Africa in which opportunity is genuinely accessible to all, and in which economic participation reflects both the diversity and the promise of our nation.
INTERVIEW WITH
Parks
HONOURABLE
TAU
MINISTER OF TRADE, INDUSTRY, AND COMPETITION
BY FIONA WAKELIN
“Transformation over the next decade will be measured not by scorecards but by household income data, by youth unemployment figures and by the proportion of value-adding exports that carry a black-owned stamp.”
As our country navigates a rapidly changing geo-political landscape, the conversation around transformation, industrialisation, inclusive growth and competition has taken on renewed energy.
Honourable Parks Tau’s Department of Trade, Industry and Competition carries the responsibility of driving both economic growth and meaningful participation in the South African economy.
Since his appointment to this crucial role in 2024, Minister Tau has consistently argued that economic transformation remains both a constitutional imperative and a critical component of South Africa’s growth agenda.
Under his leadership, the Department of Trade, Industry and Competition has sought to balance investment attraction, industrial expansion, localisation and
competitiveness with the broader objective of building a more inclusive economy.
For businesses, investors and empowerment practitioners, the challenge is no longer simply achieving compliance, but ensuring that Broad-Based Black Economic Empowerment translates into sustainable enterprise development, meaningful ownership, industrial participation and long-term wealth creation.
In this exclusive interview, Minister Tau reflects on the state of economic transformation in South Africa, the role of B-BBEE in driving inclusive growth, the opportunities and challenges facing black-owned businesses, and how South Africa can build a more competitive economy that delivers prosperity for all.
Memorable milestones – and challenges
We entered into office at a time when the world was facing unprecedented geopolitical challenges and still recovering from the Covid-19 health and economic pandemic. The economic consequences of these seismic shifts have impacted South Africa while also presenting opportunities to maximise the priorities our alignment with the Global South. Being the resilient and anti-fragile nation we are, we have relatively managed to whether the local and international storms to, ultimately, advance the policies and programmes of the 7th Administration.
Understandably, when we entered office, a number of sectors were under severe strain including Steel, Autos, Manufacturing and of course others impacted by the unilateral US Tariffs. As a result, our response was focused on placing these sectors on course for recovery, ensuring sustainability, and regaining industry goodwill in the short- to long-term.
Indeed, the work we have done in executing our trade and export strategy has been bearing fruit. Our newly signed trade agreements with China (The China-Africa Economic Partnership Agreement) and the European Union (Clean Trade and Investment Partnership), as well as shifting our export focus to diversification has proven successful. Our ongoing negotiations with nations such as India, Brazil and the Gulf Cooperation Council are providing much greater market access for South African goods. This is backed by strong data from the South African Revenue Services which indicates that South Africa’s year-to-date trade surplus reached R89.3 billion for the period January to April 2026.
This was more than double the R39.8 billion recorded during the same period the previous year.
Another important milestone, was focused on governance by stabilising the Department itself and its Entities. This involved filling in vacancies at both management and senior official levels plus reconvening platforms for engagements with labour unions, industry associations and provincial governments.
Key priorities in accelerating inclusive economic participation
Given the cumulative challenges in the country, an immediate challenge was identifying the areas of work that required improvement that would see immediate impact, while planning for South Africa’s long-term economic growth. On the policy front, spearheading Industrial Policy was a priority along with catalytic pillars of driving inclusive economic growth through reprioritising spatial development (special economic zones / industrial parks), our trade diversification and derisking strategy.
The reports of the B-BBEE commission highlighted some critical areas of immediate intervention. In the context of the dtic, the Enterprise and Supplier Development element of the scorecard stood out as an area of intervention. The Transformation Fund idea was birthed as a way to accelerate industrialisation linked ESD. Many non-compliant firms had little to no ESD plans and few were implementing any. The aggregation of potential ESD funds into a single fund would, according to our internal research, would be able to generate around R20 billion per annum, leading to
the R100 billion target for the Transformation Fund over the medium term.
“Engagement with the diplomatic corps is pivotal to our work”
Trade does not happen in a policy vacuum. Every market we enter, every preferential agreement we activate, every investment conversation we open — all of it is built on relationships that have to be cultivated deliberately and maintained consistently. The diplomatic corps is where those relationships live. Ambassadors and high commissioners offer more than simply being ceremonial figures; they are market intelligence assets, door-openers, and credibility signals in their home countries. Our inroads into the Middle East — with the UAE, Qatar, and Saudi Arabia — were not accidental. They were the product of coordinated engagement between the Presidency, DIRCO, and the dtic. When we speak of South Africa as a destination of choice, those are not words that land on their own. They have to be delivered through trusted channels. The diplomatic corps is one of those channels. When we hosted the Sixth South Africa\Investment Conference, fifteen source markets and five continents were represented — that reach does not happen without sustained diplomatic groundwork. So when I say engagement with the diplomatic corps is pivotal, I mean it in the most practical sense: it is part of our investment architecture.
How important is it for South Africa to strengthen ties with its BRICS partners?
Critically important — but the framing matters. South Africa does not align; South Africa diversifies. That is the distinction I want to be clear about. The share of world trade governed by WTO rules dropped from 80% to 72% in 2025. These shifts, driven by growing geopolitical tensions
and great-power competition, are creating uncertainty and weakening predictable rules-based trade. In that environment, no country can afford a single-track foreign economic policy.
BRICS now comprises more than a quarter of the global economy and nearly half the world’s population. Our partnerships with Brazil, India, China, and the extended BRICS membership are not ideological — they are strategic. China remains our largest single trading partner. India is among the fastest-growing economies on earth. Brazil shares our interests in multilateral reform, in agricultural trade, and in advancing the Global South’s voice in institutions that were designed without us in mind. We have the foundation of a preferential trade agreement with Mercosur — the SACU-MERCOSUR PTA — covering more than a thousand tariff lines. We see it as a platform with much greater potential than has yet been realised. The point is this: the world is multipolar whether we like it or not. South Africa’s task is to build density and resilience across all those poles — BRICS, the EU, Africa, the Middle East, ASEAN — so that no single disruption can knock us off course.
The B-BBEE Act
B-BBEE was born as a corrective instrument in a country where the racialised exclusion of the majority from the economy was by design. The Act of 2003 gave us the architecture: ownership, management control, skills development, enterprise and supplier development, preferential procurement. That architecture was necessary. But architecture is not the same as transformation.
Over two decades, we have seen real progress in certain dimensions. Black ownership of corporate equity has moved from under 5% in 1994 to roughly 30% today. The Black Industrialists Programme has backed over 1,200 ventures and mobilised meaningful capital into the manufacturing and productive sectors. B-BBEE transformation in 2026 extends beyond legislative compliance into ESG performance — investors and global clients now evaluate how companies contribute to equitable opportunity, fair pay and diverse leadership.
On the policy front, spearheading Industrial Policy was a priority along with catalytic pillars of driving inclusive economic growth through reprioritising spatial development (special economic zones / industrial parks), our trade diversification and derisking strategy
But I will be honest about what has not worked. Compliance became an industry unto itself. Fronting flourished. Scorecards were gamed. Skills development points were claimed for training that produced no economic mobility. The gap between the letter of the law and the lived experience of black South Africans remained unconscionably wide. For too long, Enterprise and Supplier Development efforts have fallen short of their potential.
Despite regulations requiring companies to allocate 3% of net profit after tax towards ESD, 39% of those funds do not reach their intended beneficiaries on an annual basis. According to analysis from independent analysts
BRICS now comprises more than a quarter of the global economy and nearly half the world’s population. Our partnerships with Brazil, India, China, and the extended BRICS membership are not ideological — they are strategic
and the B-BBEE Commission itself, that lends itself to lost value for black firms of over R20 billion a year. That is not transformation — that is leakage. The evolution of B-BBEE over the next phase must be defined by outcomes, not compliance certificates.
Steps to ensure transformation moves beyond compliance and becomes a genuine driver of economic growth
The first step is structural: we are closing the gap between ESD funding and impact. Through the Transformation Fund, we are maintaining the principle of partnership between established businesses and emerging businesses — but we want to see much more impact and spending on relevant ESD activities that lead to growth and sustainability of black-owned enterprises and SMMEs.
The second step is coherence. For too long, transformation instruments were scattered across departments, each running its own programme with its own reporting, its own metrics, its own definition of success. The Transformation Fund — administered through a Special Purpose Vehicle, with a board drawn from both government and the private sector, targeting R100 billion aggregated over five years — is an attempt to bring coordination and scale to what has historically been a fragmented effort.
The third step is integration with industrial policy. Transformation that is not tied to productive capacity is not transformation — it is redistribution at best, and charity at worst. Our Black Industrialists Scheme is deliberately designed to direct support toward manufacturing, toward the sectors identified in our industrial strategy. When a black-owned firm enters a value chain in green energy components or automotive parts, that is transformation doing double duty: it advances equity and builds the industrial base at the same time. That is the model we are scaling.
SMMEs are key to the department’s strategy for sustained, inclusive development They are the backbone of it. The National Development Plan is explicit: SMMEs are expected to contribute between 60% and 80% of GDP growth and create 90% of the
11 million new jobs South Africa needs by 2030. Those numbers define the structural role that small and medium enterprises must play.
The dtic’s industrial strategy is not built around large firms alone. Large anchor investments matter — they attract capital, they signal confidence, they create demand. But it is in the SMME ecosystem that jobs are actually created at scale, that local procurement becomes meaningful, that township and rural economies begin to breathe. Every Special Economic Zone we designate, including the proposed Vaal SEZ with its 817 hectares in the Sedibeng district, is an infrastructure investment in the environment that SMMEs need to operate and grow. Every SMME that enters a supplier development programme and makes it into a value chain is a data point that the model works. Our job is to multiply those data points.
Access to funding remains a major challenge
This is arguably the most persistent structural failure in the transformation project, and we have to name it plainly. A survey by FinMark Trust revealed that 87% of small enterprises in South Africa face disproportionate difficulties in securing funding. A well-capitalised banking sector exists in this country, yet it consistently prices black entrepreneurs out of credit markets or demands collateral that history has deliberately denied them. That is the gap government has an obligation to address.
The dtic’s instruments include the Black Industrialists Scheme, which provides both financial and non-financial support for black-owned manufacturing enterprises.
The NEF focuses on empowering majority black-owned businesses through equity investments, loans and business support. The Small Enterprise Finance and Development Agency at the department of Small Business Development provides funding to emerging businesses across various sectors. The Transformation Fund adds a new layer — aggregating ESD capital that has historically been dispersed and underutilised into a single, impact-oriented vehicle. The fund rests on five pillars: technical support and market access; improved accessibility for majority blackowned businesses, especially in townships and rural areas;
financial and non-financial support including grants and loans; dedicated focus on township and rural economies; and productive sectors. The test is how this is delivered. And we are tracking that delivery.
Industrialisation is central to South Africa’s economic strategy. How is the department ensuring that blackowned businesses are integrated into industrial value chains?
Through deliberate design. Our industrial policy is organised around three pillars — Decarbonisation, Diversification, and Digitalisation — and transformation is embedded in each of them, not bolted on as an afterthought.
In decarbonisation: the green economy is creating new value chains from scratch. Green hydrogen components, solar module assembly, battery storage systems — these are industries where no incumbent has a 30-year head start. That is a structural opportunity for black industrialists to enter at the ground floor, and we are designing our incentive programmes to ensure they do.
In diversification: the Black Industrialists Scheme specifically targets businesses that do business in the manufacturing sector, with particular reference to industrial policy focus areas, and that create and own value-adding industrial capacity. The emphasis on value-adding is deliberate — we are not interested in creating black-owned trading companies that sit at the edge of a value chain. We want ownership and control at the productive core.
The Omnibus Fast-Tracking Act and our SEZ programme are
further tools. A black-owned firm located in a designated SEZ, with access to infrastructure, tax incentives, and a pipeline of procurement from anchor investors, is a firm that can compete. The integration is structural; the incentive does the work.
Scaling
Scale requires three things that black entrepreneurs in South Africa have historically been denied: capital, markets, and networks. Government’s role is to address all three through strategic intervention.
On capital: the dtic is driving a R700 billion investment pipeline spanning critical sectors, including transformative energy projects worth R339 billion. That pipeline creates procurement demand. Where we can designate local content requirements and B-BBEE compliance standards in those projects, we create demand-side pull for blackowned suppliers to grow.
On markets: the Butterfly Strategy and our Export Support infrastructure are not only for large multinationals. We are working to ensure that black-owned firms — particularly those in agro-processing, manufacturing, and professional services — can access preferential trade frameworks like AfCFTA and SACU-MERCOSUR. An emerging exporter in Gauteng should be able to use those agreements.
On networks: the InvestSA One Stop Shops — including the recently launched facility in the Northern Cape — are intended to be entry points not just for large investors but for
any entrepreneur seeking to navigate the regulatory and support landscape. Access to information is itself a form of capital.
Public procurement
Public procurement represents an enormous and underutilised instrument of structural transformation. The Public Procurement Act seeks to create a single framework regulating public procurement across all organs of state, with the efficiency, cost-effectiveness and integrity needed — and explicitly to advance transformation and broadened economic participation. That last clause is important. Transformation is written into the purpose of the Act, not merely a secondary objective.
The dtic’s role is to ensure that the B-BBEE and localisation requirements built into the preferential procurement framework are coherent, consistently applied, and actually reach their intended beneficiaries. The dtic’s responsibilities include ensuring compliance with the role of B-BBEE and localisation in public procurement. We are working across government — with National Treasury, the Department of Public Works, the Department of Mineral Resources and Energy, among others — to align procurement conditions in major infrastructure and energy programmes with transformation objectives.
The key challenge is implementation consistency. The law exists. The framework exists. What we need is the machinery at every organ of state to enforce it with integrity and without the leakage that has historically characterised government procurement. That is a governance challenge as much as a policy challenge.
Sectors currently presenting the most promising opportunities for black-owned
businesses
Several are particularly compelling right now.
Green industrialisation is the first. The energy transition is creating demand for components, installation, maintenance, and professional services across the renewable energy value chain. It is a sector where infrastructure investment is guaranteed over the medium term and where the dtic is actively designing entry points for black industrialists.
Critical minerals and beneficiation is the second. South Africa holds the world’s largest known reserves of platinum group metals, manganese, chrome, and vanadium. The global race for battery materials and green steel inputs is South Africa’s opportunity — but only if we move up the value chain and ensure that black-owned firms participate not just in extraction but in processing and manufacturing.
Agro-processing is the third. Agriculture and mining have both shown strong growth in the current cycle. The opportunity is in processing that output into higher-value products for both domestic consumption and export — food manufacturing, malt, spirits, packaged goods. These are sectors where capital requirements are lower and market access through AfCFTA is expanding.
Digital services and ICT round out the picture. The growth of digitally deliverable services is outpacing goods exports globally. Black-owned tech firms, fintech startups, and digital service providers are positioned to participate in that growth, and the dtic is working to ensure that our IP and technology commercialisation infrastructure supports them.
Public-Private partnerships
The Renewable Energy Independent Power Producer Procurement Programme (REIPPPP) remains the model we hold up — and rightly so. It demonstrated that a well-structured, transparent, and predictable PPP
“
Public procurement represents an enormous and underutilised instrument of structural transformation
framework attracts substantial private and foreign investment, creates jobs, and delivers public goods. The lesson from REIPPPP is not unique to energy; it is replicable across sectors wherever government can offer long-term contractual certainty.
The Public Procurement Act confers on the relevant Minister the obligation to make regulations pertaining to PPPs, providing a unified legislative basis for partnership structures across government. The dtic is working to ensure that PPP models in industrial parks, SEZs, and manufacturing incentive programmes are structured to attract private capital while embedding transformation conditions from the outset. A PPP that does not include a genuine black equity participation requirement or a local supplier development component is, from our perspective, an incomplete instrument.
The broader point is that South Africa cannot industrialise at the required pace on public resources alone. The R700 billion investment pipeline we are driving requires private capital, domestic and foreign, to move alongside public catalytic investment. The policy framework — SEZs, incentives, the CTIP with the EU, bilateral investment frameworks across our priority markets — is the architecture within which that private capital can move with confidence.
AfCFTA
The African Continental Free Trade Area - AfCFTA - is the single largest market creation event in the post-Bretton Woods global economy. A market of 1.4 billion people, a combined GDP of over three trillion dollars, and preferential tariff treatment for qualifying goods and services — this is the terrain that black entrepreneurs now have a right to enter.
The trajectory is encouraging. South Africa’s exports under AfCFTA increased from R485-million in 2024 to R1.386-billion in the first seven months of 2025. By 2025, 24 African countries had begun trading preferentially under the agreement. The growth is real, and the momentum is building.
But for black-owned businesses to capture that growth, three things are needed. First, information: many SMEs do not know that AfCFTA preferences apply to them, what the rules of origin requirements are, or which markets are open. The dtic’s export support infrastructure has to reach them. Second, standards compliance: African markets increasingly require quality certification and standards alignment. Capacity building in this area is not optional — it is a precondition for market entry. Third, logistics: a competitive product cannot reach a customer in Nairobi or Lagos if port efficiency, customs processing, and transport corridors remain unreliable. Operation Vulindlela’s logistics reform work is therefore directly connected to AfCFTA realisation.
Looking ahead, what does meaningful economic transformation in South Africa look like to you over the next decade?
It looks like an economy in which the demographics of ownership, management, and income finally begin to reflect the demographics of the country — not as a matter of policy compliance, but as the natural consequence of structural change that has created genuine economic mobility.
Concretely, it means black industrialists producing green hydrogen components for export to Europe under the CTIP. It means black-owned agro-processors sending malted barley and packaged foods into West Africa under AfCFTA preferences. It means a generation of black technologists whose firms are not just funded by ESD grants but are scaling, hiring, and competing globally in the digital economy. It means township economies that are nodes of productive activity, not margins of consumption.
The just transition opens pathways for new black industrialists and designated groups — including black youth employment and black women’s leadership — in renewable energy and infrastructure. The digital economy must include black professionals, SMMEs and innovators, or we risk creating a new digital divide that simply replicates apartheid spatial and economic logic in a different register.
The honest answer is that transformation over the next decade will be measured not by scorecards but by household income data, by youth unemployment figures, by the proportion of value-adding exports that carry a black-owned stamp. We have the policy instruments. We have, for the first time in many years, a growth trajectory.
What is now required is execution with the same intensity that we have brought to the investment mobilisation work — and the same accountability.
THOUGHT LEADERSHIP
B-BBEE LANDSCAPE EVOLUTION: An opportunity for economic inclusion
As South Africa enters the 23rd year of legislated B-BBEE implementation, the architects of the B-BBEE institutional and legislative blueprint understood that it is not a silver bullet to remedy all socio-economic challenges bedeviling the fledgling post-apartheid democratic order, but an instrument for economic redistribution and inclusion. This noble undertaking gave us the legislative and institutional frameworks that anchor South Africa’s efforts to ensure economic inclusion that are explicitly backed by the equality principle (as contained in Section 9(2) of the Constitution of the Republic of South Africa).
The evolution of B-BBEE policy, legislative framework and institutional mechanisms has largely been triggered by the continuous test of its efficacy in the face of unrelenting scrutiny and opposition to its implementation. With the early iteration of BEE in the 1990s and early 2000s premised largely on ownership acquisition, was this focus not narrow and limited to the ideal of economic redistribution and inclusion. The gravitation towards Broad-Based BEE proved that fundamental transformation of the patterns of ownership of the mainstream of the country’s economy was necessary.
This change of approach appreciated the power of elements such as Management Control, Skills Development and Enterprise and Supplier Development (ESD). Also contained in these changes was the codification of these elements to enable measurement of contribution by mainstream
economic actors to the noble idea of economic transformation. The Amended Broad-Based Black Economic Empowerment (B-BBEE) Codes of Good Practice of 2013, which became effective in 2015, introduced a new scorecard that had five elements: ownership, management control, skills development, enterprise and supplier development (ESD) and socio-economic development. As B-BBEE advanced, other instruments of B-BBEE implementation were introduced, and that includes the Equity Equivalent Investment Programme (EEIP). EEIP has given practical impetus to ensuring that there is a tangible interface between B-BBEE and the country’s reindustrialisation efforts (with emphasis on emboldening elements such as skills development, ESD, research and innovation).
To this effect, R10-billion worth of investment has been made, with the major investment contributed by the automotive sector, a joint EEIP by vehicle manufacturers BMW, Ford, Isuzu, Mercedes-Benz, Nissan, Toyota and Volkswagen. This investment aims to facilitate transformation across the sector’s value chain through the provision of access to funding, markets and capacity development for qualifying black owned entities.
This undertaking has given birth to the Automotive Industry Transformation (AITF), From its commencement in 2020 until the end of 2024, the AITF had invested R600 million in 67 companies in the automotive value chain. There are other
For many organisations, this year represents a pivotal shift
large EEIPs by Caterpillar (R1.3-billion), Microsoft (R708-million) and IBM (R700-million) and most are focused on ESD, the development of critical skills and research and development.
These B-BBEE initiatives have taken from global best practices (learning from developmental states such as South Korea) to give applied stimulus to the significance of B-BBEE partnerships for inclusive growth and support to the country’s industrial development. This is consistent with the path traversed by other developmental states in South East Asia. In this context, countries such as South Korea have anchored their reindustrialisation drive on the close partnership between policymakers and sectoral participants to ensure that industrial development support considers innovation, research and development, ESD, and skills development to help drive the country’s economic growth.
According to Klinger- Vidra et al (2019: 7) these partnerships with policymakers value efforts to promote alternative forms of employment and economic output. At the same time, the support for high-technology entrepreneurship; policymakers should be compelled to adopt new tools (accelerators, funds of funds, building clusters and promoting risk-taking cultures) to encourage support for small firms.
In the South African context, the conception and development of the Transformation Fund intends to cover the support and finance gaps that are undermining the intensified uptake of black-owned enterprises in the mainstream economic sectors through availing of cheap low interest capital, support in the building of capabilities and access to markets. These B-BBEE driven investments solidifies the agility of this economically redistributive tool for economic inclusion as the country continues to massify its efforts to support industrial development and reindustrialisation.
The evolution of B-BBEE implementation is also anchored by an institutional setting whose sole mandate is to ensure its compliance and enforcement, Sectoral Transformation, B-BBEE accreditation and verification, B-BBEE advisory and B-BBEE financial support. These institutional mechanisms have given substance, content and form, and legislative control to our economic transformation interventions.
These statutory creations are critical to B-BBEE implementation, especially in these times where everyone can easily claim to be an expert (mostly churning out misleading commentary on B-BBEE and its implementation). Unfortunately, these tendencies fail to appreciate that B-BBEE has advanced substantially in terms of technical nature and it is now a niche area that has given birth to technically competent practitioners and policy custodians that are strewn across the country’s economic mainstream and the organs of state.
B-BBEE at a crossroads. Over the last few years, it has been compounded by a plethora of implementation challenges. These challenges are diverse and they undermine its implementation in different ways. A logical development to this implementation dilemma, will address the fundamental architecture of B-BBEE that is moored on its voluntary character in participation and contribution.
It is also important to update and strengthen the B-BBEE Codes of Good Practice to affirm its power in the realm of enforcement and compliance. The consideration of the legislative review should also affirm the current institutional mechanisms such as the B-BBEE Commission to sanction and impose penalties to those who are subverting its practice. Through the legislative review, the strengthening of the B-BBEE institutional setting should consider the practical challenges affecting existing B-BBEE institutions and create an ecosystem that will empower and ensure complementarities, and interdependencies amongst institutions of B-BBEE implementation and support.
The optimisation of economic inclusion remains sacrosanct as we traverse the path of unleashing the country’s economic potential. Partnerships between the country’s mainstream economic actors and policymakers stand to unlock the economic opportunities and drive inclusive growth as we continue to support our reindustrialisation efforts. As the mulling on the future of B-BBEE enters the national discourse, it should not be burdened to carry additional socio-economic imperatives as the current architecture is adequate in its support to economic redistribution and contributing to our industrial policy.
THOUGHT LEADERSHIP
THE CASE FOR AUTHENTIC PUBLIC-PRIVATE PARTNERSHIPS in building South Africa’s future
Videsha Proothveerajh, Director of Vodacom Business
South Africa faces challenges of unprecedented complexity. Our water systems are losing nearly 40% of supply through inefficiency and theft. Energy demand continues to outpace supply. Citizens need access to government services without visiting physical offices. Municipalities struggle to collect revenue while maintaining essential infrastructure. These aren’t problems that any single entity, whether government or private sector, can solve alone.
This reality has led to a growing recognition that public-private partnerships (PPPs) are no longer an option, but a necessity. We know that not all partnerships are equal. The difference between those that transform societies and those that disappoint lies in the fundamental shift of moving from transactional relationships to genuine collaboration built on shared purpose and mutual trust.
Why traditional approaches fall short
For decades, PPPs were often structured around a simple exchange: government identifies a need, the private sector provides a solution, a contract is signed, and both parties move forward separately. This transactional model
creates predictable outcomes, but rarely transformative ones. The private sector deploys technology, but without a deep understanding of Government’s operational constraints. Government benefits from innovation but lacks the ongoing partnership needed to adapt as circumstances change.
Disconnection inevitably emerges and promised benefits fail to materialise.
The most successful partnerships I’ve witnessed operate differently. They begin with an honest conversation about real challenges, followed by collaborative problem-solving where both parties share expertise, risk, and commitment to sustainable outcomes. Purpose comes before profit. Trust precedes contracts.
Vodacom business’s partnership approach in practice
Consider the Naledi Local Municipality smart metering project in the North-West Province. Naledi faced a crisis: electricity losses had reached 26%, far above the sustainable 5% threshold. Revenue collection
The difference between those that transform societies and those that disappoint lies in the fundamental shift of moving from transactional relationships to genuine collaboration
was declining, threatening the municipality’s ability to pay Eskom and maintain service delivery. Rather than Vodacom Business simply installing meters and withdrawing, we entered into a genuine partnership.
This meant understanding the municipality’s operational reality, including their existing relationships with other service providers. It meant co-designing solutions with their teams, rather than imposing ours. It meant training local community members creating sustainable employment while building local capability. The result wasn’t just technology deployment, but institutional transformation.
Naledi deployed more than 6000 tamper-proof smart meters and reduced electricity losses to below 5%, dramatically improving revenue collection. More importantly, the municipality now has the knowledge and confidence to manage this system independently and scale it further.
But perhaps most significantly, the partnership was a proof-point to a template that demonstrates viability and proves ROI thereby encouraging other municipalities to embrace similar approaches. This is how innovation scales in the public sector: through proven examples and partnerships built on genuine collaboration.
The digital utility layer: Partnership as Platform
Through our five-year partnership with the National Treasury, Vodacom Business is implementing an integrated digital layer across municipalities nationwide. This isn’t a series of isolated projects. It’s platform thinking recognising that energy, water, infrastructure, healthcare, education and citizen engagement cannot be managed in silos if we want to achieve sustainable outcomes.
This is how innovation scales in the public sector: through proven examples and partnerships built on genuine collaboration
Our smart utilities management system provides real-time consumption data that helps municipalities manage supply and reduce waste. Our Citizen Engagement app opens two-way communication between residents and local government, allowing citizens to log complaints and track progress while providing government with real-time feedback on service failures. Our Digital Water Tower initiative consolidates meter readings, consumption patterns and network maps into a single platform, enabling municipalities to detect leaks and manage supply proactively.
Individually, these technologies exist elsewhere. But their power emerges when they operate as an integrated system, supported by genuine institutional partnership between government and the private sector. This model survives budget cycles, leadership changes and regulatory evolution because it’s embedded in operational practice, not dependent on any single champion.
Trust as infrastructure
Effective PPPs recognise that technology is only part of the solution. Trust is equally critical infrastructure. Citizens need to believe that smart meters provide transparency, not control. Municipalities need confidence that their private sector partners understand the long-term public good, not just short-term commercial advantage. Government must trust that business partners will operate with integrity and resilience.
This trust is earned through transparency, through staying committed when initial results disappoint,
and through ensuring that benefits are shared equitably. When the Naledi Municipality integrated smart meters with a secure banking app for electricity purchases, that wasn’t just a technical solution, but a threeway public private partnership safeguarding citizen dignity and financial inclusion alongside operational efficiency for the municipality affected by Vodacom Business.
The path forward
South Africa’s future depends on recognising that our most pressing challenges, energy security, water scarcity, inclusive economic growth, service delivery excellence, cannot be addressed by government acting alone or by the private sector pursuing independent advantage. They require genuine partnerships where both parties bring their distinct strengths, share risk proportionally, and commit to outcomes that benefit society broadly.
At Vodacom Business, we remain committed to being more than a technology vendor. We’re committed to being a genuine partner listening as much as we lead, understanding constraints before proposing solutions, and staying invested in long-term transformation. When government and the private sector work together authentically, guided by shared purpose and built on trust, the results extend far beyond project timelines.
They reshape how societies function and create foundations for sustainable progress that works for all.
THOUGHT LEADERSHIP
SUCCESS MUST ALWAYS UPLIFT OTHERS
By Professor Bonang Mohale
Despite the Broad Based Black Economic Empowerment Act 53 of 2003, Liquid Fuels Charter of 2003, Mining Charter of 2018, Codes of Good Practice, etc. thirty two years into democracy, poverty in South Africa still has a black, feminine and rural face! The majority of cashiers, petrol attendants and waitrons are still black. While the rest of the world is seized with 21st century challenges, South Africa, despite its enormous potential, is not meeting basic needs like clean running water, freedom from hunger, or safety and security.
Even though South Africa has reclaimed the biggest economy in Africa status, our current $400-billion GDP is the same as it was in 2011 but the population has grown to 65 million people. It started right from the beginning when we were so eager to attain our political liberation that we did not think deeply and profoundly about how we were going to use this office to fundamentally transform the economic system to facilitate the participation of the majority of our people, in order for them to simply reach their (not even fullest) potential, and reclaim their self-worth and self-respect. Because there is no nobility in being poor.
As a result, we are the only African country that became free and did not both substantially increase our educational levels and exponentially increase the ownership of the economy by the indigenous people by at least double digits. History is replete with examples that privilege will only ever concede what it must to retain its pursuit of accumulation – it
is incapable of any other manner of future. White people will never voluntarily dismantle the system that privileges them. It is Assata Shakur who reminds us that, ‘nobody in the world, nobody in history, has ever gotten their freedom by appealing to the moral sense of the people who were oppressing them.’
Great Britain had three reasons for choosing to handover South Africa to white male Afrikaners (instead of to the black elite that was well educated and were much better farmers), namely, for the country to be a crucible of cheap labour, forever; for Great Britain to have the first right of refusal to the country’s raw gold and to forever determine the price of diamonds through the creation of De Beers’ historically London-based “Central Selling Organisation”. Hence the land was not restored back to its original owners who were violently and forcibly removed, as well as not reversing the impoverishing spatial apartheid planning that ensured that black people lived at least 40 kilometres from their places of work, hence towns are still named ‘Vergenoeg’ even to this day.
Apartheid was a brutal, vile and savage system that was violently enforced. Our most spectacular failure was squandering the absolute two thirds majority and not using it to, among others, dismantle the system that had been intentionally designed to impoverish black people. By failing to improve the education level of black people, we have condemned our people to a life of poverty.
Everyone has a choice, unless they are a victim, poor and have nowhere to go.
A reflection of pivotal moments in the struggle of black people is quite instructive:
The African National Congress (ANC) was formed on 8 January 1912, in Bloemfontein, as the South African Native National Congress (SANNC) to unite black (Africans, Coloureds and Indians) people, chiefs, and organisations against discriminatory laws and to fight for political, land, and civil rights. It was established primarily to challenge the exclusion of black people from political power following the creation of the Union of South Africa in 1910.
Later on, the Freedom Charter came into being in response to the unjust socio-political and economic status that persisted. It aimed at ushering a new course for South Africa by calling for security, and an end to segregation geographically, politically, economically, and educational. Adopted in 1955, it served as a foundational blueprint for a democratic, nonracial South Africa, uniting diverse anti-apartheid movements against white minority rule. It articulated popular demands for equality, land redistribution, and economic justice, aiming to replace the apartheid regime with a government representing all people.
These events, among others, culminated in our political but not economic liberation and birthed the Constitution of South Africa (1996) as the supreme law of the land, serving as the cornerstone of the country’s democracy by replacing 342 years of colonialism and apartheid’s parliamentary sovereignty with constitutional supremacy. The Constitution is premised on three pillars: constitutional democracy, social justice and fundamental human rights that ensure accountability, and guide society towards equality, dignity, and unity.
Released in 2013, the National Development Plan (NDP) 2030 was approved and adopted by the government and received strong endorsement from the broader society. Chapter 12 of the NDP, titled “Building Safer Communities,” is a strategic document meant to guide policymaking and budget allocation over twenty years; it frames safety as a fundamental human right and a prerequisite for social and economic development, aiming for a South Africa where
people ‘feel safe and have no fear of crime’ in all aspects of their lives.
The NDP offers a long-term perspective. Its goal is to eliminate poverty and to reduce inequality by 2030. The document tackles many of the issues that were identified in the National Planning Commission’s Diagnostic Report published in 2011. It identified nine challenges: too few jobs, poor education quality, inadequate infrastructure, a resource-intensive growth path, spatial challenges, an ailing public health system, poor performance of public service, corruption and deep divisions within society and proposed specific policies to address these. The Plan aims to ensure that all South Africans attain a decent standard of living through the elimination of poverty and reduction of inequality.
The NDP was not the first post-apartheid policy document that attempted to tackle South Africa’s high levels of poverty and inequality. The Reconstruction and Development Programme (RDP 1993), Growth, Employment and Redistribution Programme (GEAR 1996), and Accelerated and Shared Growth Initiative of South Africa (ASGISA 2006) were all designed to accelerate economic growth and reduce poverty.
The optimism generated by the ANC’s early successes must now, after 31 years of democracy, be tempered by a reality check – over the last 15 years in particular, the material welfare of South Africans has declined across large parts of the income distribution strata and the most damage was done to the poorest. It was the Nobel prize-winning economist Amartya Sen, in 1999, who defined development as the existence of three linked freedoms namely, political freedom, freedom of opportunity, and economic protection from abject poverty. When President Rolihlahla Nelson Mandela was inaugurated as the first democratically elected president of the Republic of South Africa on 10 May 1994, his and many South Africans’ ‘political freedom’ had been realised but not the ‘economic protection from abject poverty’.
We have all, collectively not succeeded in eradicating the long lasting legacy of apartheid! There is a need to establish the empirical and institutional baseline of where we currently are at with our transformative interventions, especially Broad Based Black Economic Empowerment (B-BBEE), to provide an authoritative account of the compliance
record and enforcement landscape, and a review of the research evidence on ownership diversification and structural outcomes in order to make a dispassionate assessment of what the framework must now do differently!
Only facts will allow us to objectively interrogate the degree to which B-BBEE has achieved broad-based redistribution of productive ownership, examine the concentration of empowerment gains, the conditions enabling elite capture and fronting, and the relationship between ownership transformation and productive investment, so as to better inform as to what institutional redesign is required for fundamental structural economic change. What will logically follow is to examine the role of development finance institutions in giving effect to the ownership and enterprise development objectives of B-BBEE, assess performance trends and portfolio impact, interrogate whether existing financing instruments adequately support the transformation of the means of production, and consider how impact financing can mobilise broad-based ownership at scale.
Imagine if we ALL genuinely focused on the principle of common purpose and greater good! What needs to be done is for all of us to assume a shared and collective ownership of the country’s future trajectory with a much more inclusive approach. We need to:
• Extend trust and show up as a united front
• Be explicit about how the problems of the country are going to be addressed
• Service delivery and citizens must be front and centre of actionable programmes
• Thoroughly discussed and debated Cabinet decisions that must usher in a fundamental change in both direction and pace
• Root out and defeat state capture, inappropriate cadre deployment and ubiquitous ‘irregular, fruitless and wasteful expenditure’
• Implement an economic strategy that must prioritise households and small businesses
• Pursue foreign policy based on the country’s best interest not beholden to ideology
• Give regulatory certainty and policy stability as well as localisation and beneficiation that must precede global investment initiatives, focused on agriculture and manufacturing which are urgently needed
• Reduce our cost of capital
• Increase our global competitiveness, investments (FDI >3%) and growth and implement frictionless Africa Continental Free Trade Agreement (AfCFTA). Operation Vulindlela (OV) 2.0 is urgent, critical and necessary as a prerequisite for growth.
All social partners must now play a new and different role, especially because this outcome has demonstrated beyond any shadow of doubt that democracy, capitalism and peace that do not benefit the majority, are themselves now at risk. Business must behave as a trusted advisor, a partner of choice that is doing everything in its power to ensure a capable state – business that is more objective, agile, independent, open, accessible, less arrogant, more accountable and responsive and not just demanding improved access and not just serving only business interests; together with other social partners, the sector must hold the government to account.
It is urgent to ensure that all DGs are appointed and confirmed to ensure more constructive engagement on, among others, a 7th administration that is committed to transformation; ethical leadership; good governance; service delivery; law and order; safety and security; decarbonisation; greener steel; and a just energy transition!
I am absolutely obsessed with education in the full understanding that academic certification and being educated will never make one rich. It was never meant to do that. Being educated simply makes one employable. If you want to be rich, you must start a business of whatever nature. You need to take some risks.
With big risks comes big rewards or sometimes mega pains. Former President Uhuru Kenyatta accentuates this point that, if you really love your children, get a business, not a job, because when you die your children cannot inherit your job, but they can definitely inherit your business. In fact, if you die on the job, your boss will replace you before your burial. If your family lives in a company house they will kick them out before they can say anything. So when you get home from work, don’t go and watch television. Go home and think of a business idea.
THOUGHT LEADERSHIP
YOUTH EMPLOYMENT
This is how South Africa will ultimately solve youth unemployment
By Ravi Naidoo, CEO, Youth Employment Service (YES)
When we consider our soaring youth unemployment figures, people often ask: where will the millions of jobs come from?
The answer is that, ultimately, they come from a growing economy. It is not about how much we spend on training or how many youth programmes we have.
But that’s not the end of the conversation. It’s where the more interesting question begins: how do we design youth employment programmes that actively help to grow the economy, rather than simply waiting for growth to arrive?
This is how we think of our work at YES – not as a youth jobs programme, but as a talent pipeline programme deliberately structured to support economic growth.
Preparing young people for the world of work is the best endowment any country can make to achieve a sustainable future.
What skills will emerging sectors need? Where are the leapfrogging opportunities? How do we get young people into workplaces where they can develop
technical competence as well as the entrepreneurial instincts and social networks that will make them job creators, not just job seekers?
But there’s another important point that tends to get lost: youth employment services would be necessary even in a fully employed economy. The jobs of the next decade will look very different to the jobs of today, and we need young people who are ready – and wellpositioned – to work in and lead that economy.
Within this challenge, though, there is genuine reason for optimism. If we can equip more young people to work confidently with AI and digital tools – through micro-credentials that are faster and cheaper than traditional training – South Africa has a real opportunity to benefit from the shifting patterns of global economic activity.
Government has broadly identified two sectors to prioritise: decarbonisation and digitisation. On the green side, South Africa needs to scale rapidly for electric vehicles, renewables and battery technology –the Eastern Cape’s entire economic future is tied to how well we manage the transition away from internal
Within this challenge, though, there is genuine reason for optimism
combustion engines, for instance. This is precisely why YES is written into the South African Renewable Energy Master Plan as the designated talent pipeline for the sector.
On the digital side, South Africa is very well placed: our time zone spans the gap between Western and Eastern hemispheres, we speak English, and we have a strong financial services foundation. Global business services and IT present enormous opportunities, and AI literacy is fast becoming a baseline requirement not just in technology roles, but across logistics, manufacturing, banking and agriculture.
Beyond these, both smart agriculture and mining – which sits on critical minerals the world urgently needs – offer further substantial opportunity. Across all these sectors, what is missing is a sustained pipeline of people prepared to meet it.
Paradoxically, South Africa spends more per capita on education than almost any country in the world, yet our outcomes sit near the bottom of international rankings. The reason is not a lack of investment; it’s a structural disconnect between what the education and training system produces and what employers need. Training, at present, produces certificates. What companies need is employability.
The consequences are visible at every level. More than 90% of TVET graduates struggle to find work, and the majority are not studying the trades the country most desperately needs – plumbers, electricians, water technicians. These are the very people who could fix the infrastructure constraints suppressing economic growth. Reconnecting the supply side of education with the demand side of the economy is foundational to any serious strategy for reducing unemployment.
The scale of the task demands clarity about what success requires. Approximately 800 000 to a million people enter the labour market each year, of whom somewhere between 300 000 and 400 000 find work. That means a structural backlog of around half a million people annually.
Global business services and IT present enormous opportunities, and AI literacy is fast becoming a baseline requirement not just in technology roles, but across logistics, manufacturing, banking and agriculture
Two relatively straightforward policy shifts could address that backlog. The first is to place youth employment at the centre of the B-BBEE codes. After all, is it not repeatedly stated by politicians that youth unemployment is our most critical challenge? If that is so, then it should be reflected as such in our actual policy priorities. Strengthening those incentives significantly – as countries like China and Brazil have done – could, for example, scale YES participation from 2 000 companies to 20 000, and annual placements from 40 000 to 400 000. Over a decade, that represents four million additional young people with formal sector work experience.
The second shift is to guarantee work for young people in whose skills development taxpayers are already investing. For example, redirect just 5% of the existing R500-billion annual education and training budget towards employment outcomes – using it to subsidise the first year of employment for any company that hires a TVET graduate in a priority trade. Done well, with one-to-one matching from the private sector, that 5% could generate a further four million jobs over 10 years.
That’s eight million additional youth jobs in total – and critically, every one of them is pro-growth.
South Africa’s young people are not the problem to be solved; they are the most powerful resource we have to future-proof this country. What they need is not sympathy or short-term interventions, but interventions with an economic logic, the kind that unlocks talent pipelines, strengthens companies and future-facing sectors that will set our economy and our youth up for success.
“Africa’s greatest asset is its people”
From short-term rentals to vehicle leasing and fleet management solutions Zeda’s service offering makes it a leader in integrated mobility solutions operating in 11 countries across sub-Saharan Africa. By adapting solutions to the diverse markets, Zeda is enabling access to mobility, using expertise and technology to provide customers with stellar service.
“Africa’s greatest asset is its people,” says Ramasela Ganda, the CEO of Zeda. The same is true at Zeda where the employees are brand ambassadors who embody the organisation’s customer-centric values.
“As leaders, our responsibility extends beyond building successful businesses; it is about creating opportunities that enable individuals, communities and future generations to grow, thrive and realise their full potential.”
How do you ensure diversity, equity and inclusion are at the heart of the company? At Zeda, diversity, equity, inclusion and belonging are embedded in how we operate, lead and grow the business. Our transformation journey is reflected across all levels of leadership and the broader workforce.
Notably, 60% of Zeda’s top management consists of African female executives, a significant achievement in a corporate environment where African female executive representation remains underrepresented nationally. Overall female representation at executive level sits at 80%, compared to just 11% in 2019. This demonstrates deliberate and sustained investment in advancing women into senior leadership roles. This transformation is the result of intentional succession planning, leadership development and a commitment to building a leadership team that reflects both the organisation
and the demographics of the country. Our workforce of approximately 2 000 employees reflects the diversity of the markets in which we operate, across race, gender and lived experience.
Within this context, we are also intentional about creating an inclusive environment for employees living with disabilities, who currently represent 2.7% of our workforce. These employees are integrated across different occupational and functional levels of the organisation, reflecting our belief that inclusion is not about concentration in specific roles, but about equitable access to opportunity across the business. Our focus remains on strengthening systems, accessibility and support to ensure that all employees can participate fully and meaningfully in the workplace.
Beyond representation, we focus on equitable access to opportunity. In Zambia, for example, we have extended employee benefits such as medical aid and retirement contributions to ensure consistent and fair employee value propositions across our African operations. Inclusion is further strengthened through learnerships, internships and structured skills development programmes.
As a mobility business, we also recognise that inclusion extends to access. Our emerging staff mobility subscription offering is designed to improve access to affordable mobility for our Brand Ambassadors, reinforcing our belief that mobility is a gateway to opportunity.
Message of inspiration Africa’s greatest asset is its people. As leaders, our responsibility extends beyond building successful businesses; it is about creating opportunities that enable
individuals, communities and future generations to grow, thrive and realise their full potential. My advice is simple: remain curious, embrace change and never stop investing in your personal development. The world is evolving rapidly, and those who continue learning, adapting and challenging themselves will be best positioned to lead in times of uncertainty and transformation. Most importantly, lead with purpose and integrity. True leadership is not measured solely by financial success, but by the positive impact we have on others. When you focus on creating value, empowering people and maintaining a long-term perspective, meaningful and sustainable success will follow.
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Ramasela Ganda Chief Executive Officer, Zeda
THOUGHT LEADERSHIP
THE INTERSECTION BETWEEN PUBLIC PROCUREMENT AND B-BBEE
By Eustace Mashimbye, Chief Executive Officer of Proudly South African
The landmark ruling by the Constitutional Court that declared the country’s procurement regulations, specifically the Preferential Procurement Regulations 2017, to be invalid and inconsistent with the Preferential Procurement Policy Framework Act (PPPFA), has inadvertently dealt a severe blow to efforts aimed at leveraging the state’s massive procurement war chest to drive local procurement and accelerate industrialisation in the designated economic sectors already earmarked for preferential procurement.
While admittedly this momentous verdict was precipitated by the inclusion of pre-qualification criteria as outlined in the Broad-based Black Economic Empowerment Act, we hope that the inclusion of local procurement in any request for quotations (RFQ) would provide impetus to the scaling up of local industries down the value chain and accelerate the inclusion of home-grown companies in the state’s supply chain.
This is borne by the fact that the Department of Trade, Industry & Competition (dtic) has designated certain
industries, sectors, and sub-sectors for local production with minimum local content thresholds. These sectors are identified to have a certain percentage of local content, meaning that goods from these sectors must be manufactured locally or a certain percentage of these goods must be manufactured locally, when considered for procurement by any organ of the state.
We are of the view that the colossal procurement expenditure that the public sector has at its disposal can be deployed to turbo-charge industrialisation in the designated sectors of the economy, where substantial investment has already been ploughed in anticipation of a windfall of procurement opportunities. By giving a bias to sectors and sub-sectors that have local content, the public sector will be putting these enterprises on an exponential growth trajectory, which in turn will stimulate industrialisation and generate much-needed job opportunities across the respective value and supply chains.
The state has a golden opportunity to enforce localised procurement across all spheres of government, at national, provincial, and local levels, including within state-owned entities. Currently, we are missing out on opportunities to
We are of the view that the colossal procurement expenditure that the public sector has at its disposal can be deployed to turbo-charge industrialisation
harness the state’s substantial procurement expenditure to spur economic growth and create much-needed jobs.
South Africa has embarked on expansive procurement undertakings in the past, including most notably the world’s biggest anti-retroviral drugs rollout to curb the HIV-AIDS pandemic. Despite proven local capacity and capabilities, local producers were not considered for substantial allocation of this lucrative contract. In hindsight, there was an opportunity to segment that contract to at least four leading local pharmaceutical companies, and the impact of this decision on production and job creation would have been enormous.
Despite these legal setbacks, we believe that all is not lost. We are mindful of the Constitutional Court ruling on the validity of the Preferential Procurement Act, however we are greatly encouraged by the enactment of the Public Procurement Act of 2024, which mandates the Minister of Finance to prescribe sector-specific local content thresholds and compel any state-owned enterprise, government department, or municipality to procure designated products and services with a minimum percentage of South African input.
As alluded to earlier, several forward-thinking entrepreneurs have already invested substantial capital expenditure to beef up their capacity in the designated sectors on the back of expectations of increased state-led local procurement, dating as far back as 2011 when the initial list of designated sectors was announced. These local entrepreneurs are now facing financial ruin and cannot recoup their investment due to the Constitutional Court ruling, which has resulted in many state entities not buying local anymore, despite the opportunity to do so being possible through introducing procurement policies that have these local content requirements at entity levels but opting against doing so. These investments had materially plugged the gap in local capacity.
By leveraging their procurement spend to support local manufacturers, the public sector can play an enabling role in economic growth through expanding the tax base
At Proudly South African, we believe that the public sector can support the efforts of the 2018 Presidential Jobs Summit by increasing levels of local content in our production processes and that the public sector and state-owned entities can absorb increased levels of localisation in the procurement of all goods and services.
Many of our industries are buckling under the strain of an unprecedented influx of cheap imports, dumping and unfair trade practices. By leveraging their procurement spend to support local manufacturers, the public sector can play an enabling role in economic growth through expanding the tax base and generating more revenue for the fiscus to fund service delivery and social development initiatives. By aggregating its demand in the previously designated sectors, the public sector will create enormous demand to meet both local and export demand and place the economy on a meteoric growth trajectory. It is now up to the National Treasury to ensure that when introducing the regulations aimed at giving effect to the enacted Public Procurement Act, this local procurement imperative is given the prominence it deserves as a catalyst to creating jobs in labour-intensive sectors of our economy, through the reintroduction of designate d sectors for local content as envisaged in the Act.
THOUGHT LEADERSHIP
THE ROAD LESS TRAVELLED A fifty year journey of transformation
By Monde Ndlovu, Managing Director, BMF
The Black Management Forum (BMF) has entered its 50th year of existence, and like most organisations that have stood the test of time, it also faces the test of the future. It is important to note, that the BMF does not act in singularity or purpose in the broader transformation ecosystem, but it is part of the many stars which brighten up the sky that has been darkened by many years of socio-economic oppression and subjugation.
It is therefore imperative to state the BMF was birthed by the cause of black people, in particular, the need to drive economic prosperity within the black community and break all barriers that impede economic progress. Therefore, the black economic empowerment movement was thus born as the engine of this cause, and overtime gave birth to different organisations that drove this agenda in their respective spaces.
The BMF entered the economic arena when black managers weren’t recognised by the apartheid government, in fact, it was unlawful to be called a black manager. At the same time, Reverend Sullivan in the
United States drafted codes that were intended to put pressure on US-based firms in South Africa to drive inclusion of black people into their organisations. These codes were then known as the Sullivan codes which were driven by six principles, namely: Non-segregation in the workplace, equal and fair employment practices, equal pay, initiation of training programmes, improving the quality of life of employees, and lastly, increasing the representation in management of black people.
These codes were highly contested by US-based firms, and the record of its impact during the era of disinvestment in the country remains in question. These codes were a forerunner to seeing black leaders working in international companies. Some of the leaders and members of the BMF at the time worked in these organisations, and in other international companies whose parent company was not in the US, the likes of Eric Mafuna, Dr Reuel Khoza, Don Ncube, Don Mkhwanazi, Lot Ndlovu, Cecilia Khuzwayo, just to mention a few. The impact of these codes gave the BMF impetus to organise around a unique cause to remove the curtain and cloak of systemic racism in the workplace, and deracialise management.
The BMF does not act in singularity or purpose in the broader transformation ecosystem
The challenges we still face today are many, and the road ahead will need clearer focus and more courage for us all to create and shape an economy that looks, thinks, talks, and walks like us
In the BMF submission to the Truth and Reconciliation Commission of 1996, we advanced a few arguments in removing the unjust cloak:
“There are very few companies, if any, who disinvested for reasons of justice and morality. In fact, foreign white companies and business people, especially from Europe, embraced apartheid almost upon arrival.
The isolated and ineffectual positive action taken by individual business leaders or their organisations, was largely motivated by the need to ensure that their businesses were able to operate and profits were achieved, in spite of apartheid and because of apartheid”.
We argued that the posture of business, despite a few isolated cases, was bereft of ethics and morality, and businesses did not genuinely care about the plight of black workers in their organisations. Black people who entered managerial roles were tightly managed and contained, not given authority and budget to make decisions. Others were “managers” in name but were violated and humiliated by top leaders in those organisations. Lot Ndlovu once told a story about how black managers were turned into ‘tea ladies’, who
would bring tea to their bosses and, at the same time, were the bridge between top leadership and workers on the ground. Black management was therefore sandwiched between being dehumanised by their superiors, and also called the ‘enemy’ by black workers on the ground.
The task was daunting, a radical shift in beginning to enter spaces previously reserved for white males and the predominant leadership culture perpetuated by them. During the state of emergency in the 1980s, the BMF began to think differently about how it should champion its cause in the country. The organsation argued that its existence was a direct response to the dominant political environment, and that the only way black leaders would thrive would be when the socio-economic environment changes and advances them.
We argued earnestly for an alternate economic order in South Africa, anchored in black economic empowerment. In the 1990s we crafted the Basotho Hat formula which would drive affirmative action, and created a blueprint to this effect. Today, the Employment Act and the Commission for Employment Equity is a direct result of the BMF efforts. The late Tito Mboweni, who was also a member of the BMF, invited the organisation – when he was the Minister of Labour – to assist the government in building the department’s architecture and drafting key legislation. The Basotho Hat Formula has been recognised as the
first human resources transformational model in South Africa, and companies that use the Patterson grading system have embraced this BMF model.
Challenges we still face today are many, but the road ahead will need clearer focus and more courage for us all to create and shape an economy that looks, thinks, talks, and walks like us. Africans in top management in the private sector still do not make up 50%, this number is still below 20%. The sectoral targets themselves remain an ongoing challenge and we have seen ongoing litigation. Top business leaders and the current dominant corporate culture seems to believe that transformation will happen organically yet the many black leaders we have seen are a result of these transformational laws and initiatives. Without the transformation imperatives, our country would be even further behind in development, and this needs to be acknowledged by business.
Business remains central to our society and its development, it cannot be a bystander when the objectives of transformation are to create a different business community in the country that does business differently than other parts of the world, which should be patriotic in its capitalistic sense. When we transform our organisations and businesses through ownership, management control, enterprise supplier development, skills development and socio-economic development, we are in effect creating markets of the future.
During the state of emergency in the 1980s, the BMF began to think differently about how it should champion its cause in the country
THOUGHT LEADERSHIP
2026 GOING FORWARD: Turning B-BBEE compliance into real business value
By Reona Strydom, Technical Specialist, the BEE Chamber
As we move through the second half of 2026, South African businesses are under increasing pressure to move beyond B-BBEE reporting and scorecards towards genuine, measurable transformation that supports both regulatory requirements and sustainable growth.
2025 was a year of intense discussion around Broad-Based Black Economic Empowerment (B-BBEE). Key developments included the rollout of the Employment Equity Act with its sectoral targets, ongoing debates about the practical implementation of the Codes of Good Practice, and the introduction of alternative empowerment models. While no wholesale restructuring of the B-BBEE framework was finalised, significant regulatory developments, particularly in Employment Equity, has signalled increasing enforcement. Looking to 2026 brings important developments. Draft amendments to the B-BBEE Codes of Good Practice were published for public comment earlier in the year (Government Gazette 54032, 29 January 2026). While these amendments are not yet finalised, they provide a clear indication of the policy direction being considered by government.
From compliance to strategic impact
For many organisations, this year represents a pivotal shift. The Employment Equity framework now ties representation targets more directly to consequences, including potential limitations on access to state contracts where compliance certificates
are not obtained. At the same time, B-BBEE verification processes are increasingly emphasising substance over form.
At The BEE Chamber, we support businesses in navigating these requirements pragmatically. Our role is not to advocate for every aspect of the legislation, but to help companies interpret and implement it in ways that minimise risk while unlocking real commercial opportunities. Key priorities for businesses in the second half of 2026 include:
• Aligning B-BBEE and Employment Equity strategies –ensuring recruitment, skills development, procurement, and ownership initiatives reinforce one another rather than operating in silos.
• Targeted skills investment – focusing on areas critical for future competitiveness, such as technology, renewable energy, digital transformation, AI and green economy skills.
• Robust Enterprise and Supplier Development – building genuine partnerships with Black-owned and Black women-owned businesses that strengthen supply chains and create long-term value.
• The draft amendments and emerging direction
• The 2026 draft amendments introduce several notable changes, with the most significant being the proposed Transformation Fund under the ESD element. This would allow qualifying contributions (potentially up to 3% of
For many organisations, this year represents a pivotal shift
Organisations that treat transformation as a strategic growth driver, rather than a pure cost of compliance, are better positioned to access new markets, talent pools, and innovation opportunities
NPAT for 20 points on the scorecard) as an alternative or complementary route to traditional ESD initiatives.
• Other elements under discussion include revised procurement recognition targets (emphasising 100% Black-owned, majority Black-owned, and Black womenowned suppliers) and adjustments to scorecard weightings. These proposals remain subject to finalisation following the public comment period, but they indicate a policy direction toward centralised funding mechanisms alongside direct supplier development. Businesses should monitor these developments closely. While the Transformation Fund may offer an additional compliance pathway with potential for collective impact, success will depend heavily on transparent governance, clear allocation criteria, and verifiable outcomes. As a consultancy, we advise clients to model both traditional ESD and fund contribution scenarios to understand the strategic and financial implications for their specific operations.
Integrating transformation with broader goals
Effective B-BBEE strategy in 2026 increasingly intersects with Environmental, Social and Governance (ESG) expectations, the Just Transition in the green economy, and digital inclusion. Investors and international partners are looking for credible evidence of inclusive growth, diverse leadership, and skills development that addresses South Africa’s structural challenges.
Organisations that treat transformation as a strategic growth driver, rather than a pure cost of compliance, are better positioned to access new markets, talent pools, and innovation opportunities. Those that delay risk not only regulatory penalties but also competitive disadvantage.
Practical accountability and mindset shift
Leadership ownership is essential. B-BBEE KPIs should feature on executive dashboards, with boards receiving regular, evidence-based updates on outcomes, not just points scored.
The core question is evolving from “Are we compliant?” to “What tangible economic participation and capability-building are we achieving?”
Education remains critical. Misunderstandings about the legislation often lead to inefficient or ineffective implementation. Organisations need to ensure they receive practical guidance, verification support and strategic advisory services to help them achieve compliant yet commercially sensible outcomes.
B-BBEE as a business imperative
B-BBEE is not without its challenges and legitimate criticisms. However, for companies operating in South Africa, proactive and intelligent engagement with the framework is a commercial reality. When implemented thoughtfully, it can drive productivity, open markets, strengthen supply chains and contribute to broader economic resilience.
The second half of 2026 will test whether businesses, supported by clear policy direction from government, can translate transformation commitments into sustainable results. BEE consultancy must continue to be focused on assisting clients to comply effectively, mitigate risks and where possible, turn regulatory requirements into sources of competitive advantage. South Africa’s economic future depends on inclusive participation. Businesses that approach B-BBEE strategically will be best placed to thrive in it.
BVI Consulting Engineers
The BVi Group’s growth since its inception in 1967 has been a remarkable one. It was established as a multi-disciplinary engineering firm offering “traditional” consulting services in the fields of civil, structural, electrical and mechanical engineering.
Today, the Level 1 BEE company has a 55% black ownership status and counts on its 300+ member team of professionals to deliver engineering excellence to private- and public-sector clients. The BVi Group prides itself in being a company well-rooted in Africa.
The journey from 1967 to the present has taken BVi from a small, two-office start-up business to a nationwide organisation with local and international offices. The group added to its portfolio by providing Engineering, Procurement, and Construction Management (EPCM) services to its clients and adding the mining industry to its client base. Expansion across South Africa’s borders into the Southern African Development Community (SADC) region became a strategic focus. Since then, BVi has successfully completed numerous projects on neighbouring African soil.
The BVi Group’s success is based on solid business integrity principles guided by our core values.
BVi’s corporate culture is founded on solid engineering principles. It combines quality and value for money to produce creative, target-related and effective solutions. Its professional services include:
Civil, structural, electrical and mechanical engineering Engineering, procurement and construction management (EPCM) Project and programme management BVi is experienced in the full life cycle of projects from conception, through bankable feasibility, to implementation.
With several offices already established around the country, BVi continues to develop its involvement in Africa and is constantly expanding internationally. Through intensive training, its Broad-Based Black Economic Empowerment policies, its management expertise and shareholding capacity, BVi endeavours to continue developing the company to become the market leader in the industry. BVi is a multi-disciplined company that offers efficient and professional services to the public and private sectors.
BVi supports the principles of Broad-Based Black Economic Empowerment and exudes a passion for creating sustainable opportunities for underprivileged South Africans through its Corporate Social Investment Policies.
In executing its services, the focus is placed on:
• Clients
• Employees
• Communities
• Quality
As a dynamic organisation, BVi focuses on controlled growth and on developing the knowledge and skills of its employees through ongoing training. In addition, management aims to be accessible and available to its employees at all times to ensure a motivated and goaloriented team.
PO Box 2967, Pretoria, 0001
www.bvi.co.za
+27 12 940 1111
pta@bvi.co.za
Menlyn Corporate Park, Garsfontein Road (M30), Menlyn, Pretoria, 0181
National Parks Fuel Prosperity in SA’s Rural Economy
By Thandeka Nkambule, Chief Transformation Officer at Sanlam
Entrepreneurs in the areas surrounding our country’s invaluable national parks have been benefitting from a powerful initiative, The Sanlam SANParks Rural SMME Support Programme. The programme is a partnership between the Sanlam Group and South African National Parks (SANParks) and is aimed at boosting financial resilience and driving economic growth in areas around parks. This is done by offering interest-free funding to boost those businesses supplying goods and services to national parks.
This support comes at an important time, as South Africa continues to rely on two powerful drivers of growth: small businesses and tourism. MSMEs – are the lifeblood of rural and local communities, injecting R900 billion into the economy. Yet, many still struggle to access affordable funding and larger supply-chain opportunities due to high-interest loans and rigid lending criteria. By helping bridge this gap, the programme is supporting inclusive and sustainable economic growth because when small businesses thrive and our national parks flourish, South Africa wins.
A Pioneering Solution for Rural Entrepreneurs
South Africa needs alternative funding sources to unlock the potential of rural-based MSMEs. Interest-free loans have emerged as a successful solution to bridge the financing gap. The Sanlam SANParks Rural SMME Support Programme offers short-term, zero-interest loans to businesses that supply goods and services to national parks. Initially launched in the Kruger National Park and the Garden Route Parks, the initiative has rolled out across multiple national parks nationwide.
National parks are economic lifelines – but many rural businesses are excluded from eco-tourism opportunities due to costly financing. This revolving fund bridges this gap, removing the burden of high-interest debt and enabling local entrepreneurs to secure contracts. By prioritising rural suppliers, it keeps value in the community – fuelling inclusive growth, conservation, and resilience. The partnership between Sanlam, with its expertise in financial risk management, and SANParks, with its platform and demand for services, highlights the power of public-private collaboration.
Making a Tangible Impact on the Ground
The programme has distributed more than
across multiple national parks, supporting and creating to
This includes a growing number of opportunities across regions, with funding continuing to scale year-on-year. In addition, the programme has generated R22.5 million in profits back into MSMEs and delivered R5.4 million in interest savings, enabling entrepreneurs to reinvest in their operations and expand sustainably. Notably, 34% of the funded businesses are women-owned, and 38% are youth-owned, helping to address societal inequalities.
One inspiring story is that of Cynthia Odwa Majova, owner of Sidomela Trading Enterprise in Plettenberg Bay. In 2025, she received a SANParks purchase order to refurbish staff houses at the Garden Route National Park. On the same day, she secured a zero-interest loan of R119 615, enabling her to complete the project and create 13 jobs in her community.
A Vision for Inclusive Growth
Sanlam’s mission is to empower all Africans to be financially confident, secure and prosperous. We encourage other corporates to join us in unlocking local business potential and building a more equitable South Africa.
Ownership
Control
Skills Development
Preferential Procurement
1 2 3 4
Transformation Highlights 2025
Overview by the Group CEO, Ms Nomsa Chabeli
“Life can only be understood backwards; but it must be lived forwards.”
- Søren Kierkegaard
In providing this overview to the SABC annual report, I am reminded of the philosopher Kierkegaard’s wisdom: the true value of experience lies not just in reflection, but in applying what we have learned to shape a better future. While our annual report contains comprehensive data on the year that was, my focus here is on four core insights, combining lessons learned with foresight to illustrate SABC’s current position and path forward:
Content – greatest challenge and opportunity
Business Model – no longer fit for purpose
Legislative and Regulatory – inertia is life-threatening
Our People – greatest asset and future-fit challenge
Content remains the single biggest opportunity and challenge for the SABC Content is central to attracting and retaining audiences whether it is across the radio waves or the numerous screens through which our video entertainment and digital content is consumed. Over the past years, we have seen that when we invest in quality content, our audiences grow. In radio, a deliberate focus on our content in underperforming stations has contributed significantly to our market resurgence and growth experienced during the past year. Our focus on reducing reruns and introducing fresh content on S3 has likewise met with success.
Our challenge however is that we have critical trade-offs to make regarding where to allocate our constrained finances. With no overdraft and a limited ability to borrow on financial markets, it is difficult to invest in compelling video entertainment content. Often these planned investments have to be delayed or shelved in accordance with
the reality of our financial position. This does not only impact us as a broadcaster, but it also has a knock-on effect on advertiser/market confidence and the economic fortunes of the creative sector providing much of the compelling content we flight. It impacts our ability to deploy resources to gather news and current affairs programming, as well as our ability to secure major sporting events of national importance.
Over the past year, we have worked with our content partners to develop value sharing arrangements that leverage our channel assets without requiring upfront content investment. This has had mixed results and while we are clear that this is an important element in our programming mix, it is no substitute for our own commissioned content.
Looking ahead, content remains a significant opportunity. The SABC ecosystem approach allows us to leverage content – initially aired on linear channels, then offered ondemand via SABC+, YouTube, social media and, where appropriate, sold to other broadcasters. This requires a nuanced view of a return on investment over time on the capital invested in content. With greater access to capital, we could invest in content and our own platforms that deliver optimal returns over time. Over the past year, we have had numerous conversations and engagements with financial institutions to strengthen the acquisition and development of content, ensuring we fulfil both our public service and commercial mandates. We are confident these efforts will deliver positive outcomes going forward.
Our business model is no longer fit for purpose in today or tomorrow’s world The SABC’s business model was developed for a world that existed fifty years ago. It assumed that captive radio and television audiences would generate substantial commercial
revenue which could then fund the SABC’s public service mandate. The reality however is that the world has shifted fundamentally. The market has opened to both global and local competitors, none of whom have the same public interest obligation (and associated cost) as the SABC. Most also have access to capital for their future because of shareholder commitments and investments. This means that the SABC must run hard to attract everdecreasing advertising and sponsorship revenue in a hyper-competitive market, often without the means to acquire the compelling content for the right audiences that advertisers seek out.
The shift of advertising spend from traditional broadcast to digital and social media has further eroded our revenue base.
In response, we spent much time and energy in the past year redesigning our sales operating model. The model allows us to deliver great value to advertisers and sponsors. We are confident that its implementation in the current year will enhance our relevance and value in the marketplace.
A major ongoing challenge is our limited access to funding and capital required by any large state or public sector organisation to finance the maintenance and replacement of obsolete, outdated or mission-critical assets. This includes our physical infrastructure (building, lifts, etc) and, critically, the digital infrastructure (including platforms, cameras, digital studios, outside broadcast units etc) vital for success in today’s world. Addressing this funding gap is a critical aspect of our business model innovation. It is essential that our shareholder responds to this issue in ways that provide us with the necessary support, including loan guarantees, to make access to financial markets possible. It has been clear for some time now that the current licence fee regime no longer has the legitimacy
or relevance to South Africans and, in line with shifts globally, needs to be replaced by sustainable and equitable and sustained revenue streams. We have continued to focus time and management attention on optimising licence fee collections with some positive outcomes. These efforts have now reached a point of diminishing returns.
The challenge is that the SABC cannot fully control or innovate its business model independently. Investing in high-impact content requires capital to stay ahead of audience demand. For us to change the licence fee amount and to shift to other sources of revenue requires both a new, innovative funding model and changes to the applicable legislation and regulations to make such a shift a reality. We welcome the DCDT initiating a process to develop an innovative funding model for the SABC and stand ready with our inputs to inform such deliberations. We also support the reintroduction of a new SABC Bill in parliament to make the necessary legislative changes.
The inertia in our legislative / regulatory reform is life-threatening During the past year, the SABC Bill was withdrawn from parliament and there is currently no clarity on the way forward for the resubmission of the Bill. While the withdrawal of the Bill may have been well-intentioned, it has resulted in further delays to the legislative and regulatory reforms essential to the ongoing survival and financial sustainability of the SABC. It is critical that a clear way forward is established to provide certainty on how the legislative environment will be reshaped.
The past year also saw the delay of the analogue switch off (ASO), this time due to a court application by broadcasters including the SABC. The SABC supports the ASO process and does not
intentionally seek to delay its progress. However, ASO requires that audiences have reliable alternatives to consume content, such as direct-to-home (DTH) and other technologies. Without these, the constitutional rights of South Africans to information will be infringed and that is not an action that the SABC can support. We call upon all role players to ensure that the resources are available to provide alternatives to South Africans impacted by ASO. The SABC is ready to help develop such solutions should it be called upon to do so but it does require access to the necessary funding to research further and deploy a necessary solution relevant to today and tomorrow’s world.
It is also true that global digital platforms use SABC content without providing fair or even any payment. It is for this reason that we also urge our partners, including regulators, to fast-track – in line with global best practice – the introduction of enabling legislation of this critical issue.
Our people remain our greatest asset and future challenge
Every day, I am reminded of the incredible contribution made by the hard working and talented people of the SABC. Despite limited resources, they continue to soldier on and fulfil the SABC’s mandate against the odds. This is a testament to their belief in the transformative purpose of the organisation and its commitment to improving the quality of lives of all South Africans.
For the SABC to rise to the challenges and opportunities of the future, it must ensure that its people are ready and able to perform. This means continuously reskilling and upskilling our staff for the rapidly evolving digital era. Over the past year, we SABC launched an important initiative to better understand the drivers of employee engagement and to assess how changes in our
management systems and practices can deliver greater engagement. This includes a better understanding of the skills, knowledge and tools required for success in the future world of work. We will continue to honour and recognise the important contribution of our people going forward and will do all we can to support their developmental journeys.
The past year has also seen much prominence given to government’s Medium Term Development Plan (MTDP) which requires public sector organisations to align with the noble direction it provides. This includes contributing to economic growth, job creation, improving quality of life and ensuring a capable state.
The SABC stands ready to contribute to all these objectives and has shaped its Strategy and Corporate Plan accordingly. We also look forward to playing a pivotal role in contributing to President Ramaphosa’s call for a National Dialogue. Few public sector organisations are as eager and capable of contributing value to the people of South Africa and to deliver on these important goals which enables and unleashes us to take on these important tasks. With the right support, we are ready to rise to the challenges and opportunities presented.
SCAN THE QR CODE to read the SABC Annual Report 2024/25
In South Africa’s evolving economic landscape, the role of small, medium and micro enterprises (SMMEs) has never been more critical. They are the heartbeat of job creation, innovation, and inclusive economic participation. Yet, despite their undeniable importance, one challenge continues to limit their growth potential: access to sustainable capital.
At Vantage Advisory, we believe that true empowerment is not only about opportunity — it is about ensuring that businesses have the financial resources and strategic guidance to scale, compete, and thrive. That is why capital raising for SMMEs stands as one of Vantage Advisory’s flagship service offerings, supporting enterprises that are shaping the future of South Africa’s economy.
Bridging the funding gap for high-potential enterprises
For many entrepreneurs, raising capital is more than securing funding, it is navigating complex investor requirements, structuring bankable proposals, and aligning growth ambitions with the right financial partners.
We play a pivotal role in bridging this gap by providing tailored capital raising solutions that connect SMMEs to:
Unlocking growth capital for South Africa’s SMMEs: Vantage Advisory’s flagship commitment to empowerment
• Development finance institutions (DFIs)
• Private equity and venture capital networks
• Commercial lenders and structured finance partners
• Impact investors focused on transformation
• Corporate enterprise and supplier development funding channels
Our approach ensures that SMMEs are not only funded, but positioned for long-term sustainability.
Strategic advisory beyond funding Capital alone is not enough. At Vantage Advisory, we recognise that SMMEs require strategic support to unlock meaningful growth.
Our capital raising offering is embedded within a broader advisory framework that includes:
• Investment readiness preparation
• Financial modelling and v aluation support
• Business strategy refinement
• Accounting , governance and compliance structuring
• Investor engagement and deal negotiation.
Driving transformation through access to capital
Economic empowerment is deeply linked to the ability of historically disadvantaged entrepreneurs to participate meaningfully in the economy. Vantage Advisory is intentional about advancing transformation by prioritising capital solutions that support:
Black-owned and women-led enterprises
Youth entrepreneurship
Township and rural business development
High-growth sectors aligned with national priorities
By unlocking funding pathways, we contribute directly to building a more inclusive and competitive economy.
A flagship service with national impact Vantage Advisory continues to strengthen its position as a trusted advisory partner in South Africa’s SMME ecosystem.
Our flagship focus on SMME capital raising reflects our mission to enable enterprises with the resources, strategy, and confidence to scale sustainably.
Because when SMMEs grow, communities prosper, jobs are created, and empowerment becomes measurable.
PARTNER WITH VANTAGE ADVISORY
Whether you are an entrepreneur seeking growth funding or an organisation looking to support enterprise development, Vantage Advisory offers the expertise, networks, and strategic insight to unlock real capital solutions.
Luncedo Mtwentwe, Host of the SAICABiz Impact Podcast and Managing Director at Vantage Advisory
Fixing Forward: How youth entrepreneurship is driving inclusive growth
Dr Nirmala Reddy, Head: Enterprise and Supplier
Development, Group Transformation, Nedbank
South Africa’s economic future depends on the meaningful participation of young people as builders of enterprise, employers of labour and contributors to inclusive growth. With youth unemployment remaining one of the country’s most urgent challenges, scalable and impactdriven interventions that move young people from dependency to entrepreneurship are no longer optional – they are essential.
Nedbank’s Youth Empowerment Programme, implemented in partnership with Fix Forward, is demonstrating what effective youth enterprise development can achieve when skills development, access to markets and financial support are aligned with real economic opportunity.
Launched initially in the North West Province, the programme was designed to equip youth-owned businesses operating in key trade and construction value chains with the tools required to formalise, grow and compete. Young entrepreneurs operating in sectors such as electrical work, plumbing, building, welding, paving and carpentry were taken through a comprehensive development journey that included entrepreneurship training, business plan development, compliance support, mentorship, supply-chain readiness and the procurement of essential equipment
through seed funding. The impact has been tangible. In its first phase, 80 youth-owned businesses supported through the programme created 180 jobs and achieved an average revenue increase of 71% by the end of the intervention. Encouraged by this success, Nedbank expanded the programme in 2025 to KwaZulu-Natal, Mpumalanga and the Western Cape, supporting a further 300 young entrepreneurs. To date, more than R13-million has been invested to develop 380 youth-owned businesses across four provinces.
At the heart of the programme’s success is Fix Forward, an incubation partner with deep experience in supporting contractors from low-income communities to transition from the informal to the formal economy. Over the past seven years, Nedbank has provided more than R20-million in enterprise development funding to Fix Forward, benefiting 596 SMEs. These businesses have gone on to create over 1,000 jobs and collectively secured new business opportunities valued at approximately R80-million.
Beyond the numbers, the programme has delivered meaningful social impact. Contractors have been able to invest in equipment and vehicles, reduce debt, improve household stability, fund tertiary education for family members and
strengthen governance and compliance within their businesses. Many have become mentors, community leaders and role models, challenging gender norms within traditionally male-dominated industries and uplifting others along the way.
Importantly, the programme demonstrates that youth empowerment is most effective when it is practical, market-linked and focused on long-term sustainability. By opening access to corporate supply chains and publicsector opportunities, young entrepreneurs are enabled not just to survive, but to scale and thrive.
As South Africa looks for solutions to unemployment and inequality, initiatives like the Nedbank–Fix Forward Youth Empowerment Programme show that with the right partnerships and intentional investment, youth entrepreneurship can be a powerful driver of economic renewal and shared prosperity.
Bongi Selloane Mahlako Managing Director
PLEASE DESCRIBE THE END-TO-END SOLUTIONS OFFERED BY YOUR COMPANY
We design and deliver integrated transformation solutions that move beyond compliance into lasting impact. Beginning with diagnostic assessments, we craft tailored strategies that combine skills development, leadership growth, and enterprise interventions. Our implementation is supported through accredited programmes and continuous measurement of outcomes. By working across individuals, enterprises, and corporates, we embed transformation into the way organisations grow and people thrive. Our focus is sustainable capability, expanded economic participation, and long term value creation, ensuring that transformation is practical, measurable, and deeply rooted in everyday performance.
CONSULTING BYBONGI IS APPROACHING ITS 10TH ANNIVERSARY. PLEASE UNPACK THE COMPANY’S JOURNEY AND HOW IT HAS EVOLVED
Consulting byBongi was born from a desire to bridge potential and opportunity. After two decades in corporate, my work in a business performance improvement environment exposed me to young graduates placed into high performance teams to learn through
observation and contribution. What stood out was their hunger and capability, alongside the realisation that many more existed beyond those structures without access. That moment clarified the need for a bridge; one that translates corporate standards into broader economic participation. What began as a one woman practice has evolved into a national network, unlocking capability and enabling individuals and enterprises to operate with confidence, excellence, and sustainable impact.
WHAT ARE THE MOST SIGNIFICANT CHANGES YOU HAVE SEEN IN THE TRANSFORMATION LANDSCAPE OVER THE LAST 10 YEARS?
The past decade has seen a meaningful shift from compliance driven approaches to more intentional, and impact focused transformation. Organisations increasingly recognise that scorecards alone do not deliver true inclusion or economic participation. The focus is moving towards measurable outcomes, sustainability, and building real capability. However, gaps still remain between policy and practice, with many initiatives still surface level. The opportunity lies in embedding transformation into systems, behaviours, and operations, while moving beyond transactional activity
and unlocking genuine economic value for individuals, enterprises, and communities.
“PEOPLE
GROWING, WORKPLACES
THRIVING” – WHAT ARE SOME OF YOUR MAJOR SUCCESS STORIES?
Our greatest successes are reflected in the shifts we see in individuals and enterprises. We have supported young professionals entering the workplace with uncertainty and seen them grow into confident contributors. In the enterprise space, we have worked with businesses that initially doubted their readiness for corporate opportunities, only to realise that small shifts in process, compliance, and communication can unlock access. These moments, where perception changes and possibility expands, are where transformation becomes real. They demonstrate that with the right alignment and support, growth is not only possible, but sustainable and far reaching.
WHAT GIVES CONSULTING BYBONGI THE EDGE OVER THE COMPETITION?
Our strength lies in addressing what often goes unseen; The gap between intention and execution. While transformation is frequently approached as a compliance requirement, we focus on the behaviours, systems, and standards that determine whether it works in practice.
Drawing from lived corporate experience, we translate highperformance environments into practical, accessible ways of working. We pay attention to critical details; how people communicate, how processes are structured, and how quality is maintained. These elements are often the difference between access and exclusion. This grounded, execution focused approach is what consistently sets us apart.
WHAT TRENDS HAVE YOU NOTICED IN THE UPTAKE OF YOUR COURSES?
We are witnessing a clear shift towards practical, application based learning that directly enhances workplace performance and employability. Organisations are prioritising programmes that deliver measurable outcomes rather than purely theoretical knowledge. There is
growing demand for integrated approaches that combine training with coaching, mentorship, and real world application. In addition, interest in entrepreneurship and enterprise development continues to rise, reflecting the need to expand economic participation beyond traditional employment. This signals a broader recognition of skills development as a strategic lever for both individual growth and long term economic sustainability.
HAS THERE BEEN A NOTICEABLE UPSWING IN THE INTEREST IN YOUR ESG OFFERING IN THE LAST 5 YEARS?
Interest in ESG has increased significantly as organisations recognise its alignment with transformation. The social pillar, in particular, connects directly with skills development, enterprise growth, and community
impact. More organisations are integrating ESG into their core strategies rather than treating it as a standalone initiative. This shift creates opportunities to design interventions that deliver both compliance and meaningful impact. Companies are becoming more intentional about contributing to broader societal outcomes while strengthening their own sustainability and long-term value.
TECHNOLOGY MUST HAVE BEEN A GAME CHANGER FOR YOUR OFFERINGS - HOW HAS IT CHANGED YOUR BUSINESS MODEL?
Technology has transformed our ability to scale and extend our reach. Through digital platforms, we deliver blended learning solutions that transcend geographic boundaries while maintaining quality and engagement. It has also strengthened our ability to
track and measure impact, providing clients with clearer insights into outcomes. While our work remains deeply human centred, technology is a powerful enabler, which is improving efficiency, increasing accessibility, and allowing learning and development to adapt to the evolving needs of individuals and enterprises.
WHAT DO YOU ENJOY MOST ABOUT WHAT YOU DO?
The most rewarding part of our work is witnessing transformation in real time; such as when an individual begins to see themselves differently, or when a business realises that what once felt out of reach is possible. These shifts, though subtle, carry profound meaning. Our work sits at the intersection of people, potential, and opportunity. It is not always simple, but it is deeply impactful. Contributing to
journeys that extend beyond immediate outcomes and shape long-term growth continues to inspire and ground the work that we do.
WHAT EXCITING PLANS DO YOU HAVE ON THE HORIZON FOR THE GROWTH OF THE COMPANY?
As Consulting byBongi approaches a decade of impact, our focus is on deepening and expanding our contribution. This includes scaling our digital learning capabilities, strengthening enterprise and community interventions, and further integrating our work across the transformation landscape. We are also intentionally growing our national footprint through teams and partnerships that extend our reach and relevance. What began as an individual practice has evolved into a broader ecosystem of contributors.
The next phase is about expanding this ecosystem in a way that remains grounded, purposeful, and aligned to enabling meaningful, sustainable economic participation.
www.consultingbybongi.co.za
+27 12 667 4462
info@consultingbybongi.co.za
SIOC COMMUNITY DEVELOPMENT TRUST
Building sustainable communities beyond mining
In South Africa’s rural communities, sustainable transformation requires more than corporate investment. It requires institutions with the vision to create lasting socio-economic value long after mining activity has ceased.
Community Relief
For years, the SIOC Community Development Trust (SIOC-CDT) has demonstrated what meaningful development looks like in practice — delivering measurable impact across healthcare, education, enterprise development, youth empowerment, infrastructure, and community resilience in the Northern Cape and Limpopo.
Established to uplift beneficiary communities beyond the lifespan of mining operations, SIOC-CDT has evolved into one of South Africa’s most impactful community development institutions — driven by accountable governance, strategic partnerships, and a commitment to inclusive growth.
At the core of the Trust’s model is sustainability. Seventy percent of Trust income is allocated directly to community development initiatives, while 30% is strategically invested to ensure long-term funding for future generations. This disciplined approach enables SIOC-CDT to create enduring impact while strengthening community resilience over time.
ADVANCING HUMAN DIGNITY THROUGH HEALTHCARE
Healthcare inequality remains one of South Africa’s most urgent development challenges, particularly in remote and underserved communities.
Through its integrated health and wellness programme, SIOC-CDT is improving access to accessible, effective primary healthcare while restoring dignity to thousands of vulnerable residents. The Trust’s mobile healthcare ecosystem combines technology-enabled healthcare delivery with specialist interventions in optometry, audiology, dental care, HIV and TB screening, mental healthcare, maternal health, and disability inclusion.
The impact over the past three years has been transformational:
• More than 16 000 healthcare screenings and treatments delivered
• 651 cataract patients regained their eyesight
• Over 4 400 beneficiaries received spectacles
• Reached more than 29,631 beneficiaries through HIV and TB interventions.
• Delivered over 16,000 health screenings and treatments through the Re a Fola Mobile Health Programme.
• Conducted 3,979 mammograms and 3,422 pap smears.
• Enhanced five healthcare facilities.
• Trained 40 healthcare professionals.
• Screened and supported 3,811 mental health beneficiaries.
• Restored vision and improved quality of life through comprehensive eye care interventions.
• Strengthened disability inclusion and rehabilitation support systems.
By strengthening healthcare systems, increasing the number of healthcare professionals, and prioritising preventative care, SIOC-CDT is helping address long-standing wellness inequalities across rural South Africa.
DRIVING INCLUSIVE ENTERPRISE DEVELOPMENT AND JOB CREATION
Economic inclusion remains central to sustainable community development. Through its SME development and job creation initiatives, SIOC-CDT is enabling entrepreneurs — particularly women and youth-owned enterprises — to move beyond survivalist business models into scalable, thriving enterprises capable of creating sustainable employment.
The SIOC-CDT business support programmes, Kgodiso Project and the Growth Fund has unlocked critical opportunities for emerging businesses through zero-interest purchase order funding, helping SMEs participate in larger supply chains and expand into new markets.
To date:
• Over R39 159 517 - million allocated to SMEs
• Over 57 businesses support through the Kgodiso Project and Growth Fund initiatives
• Significant local job creation achieved across beneficiary communities
Rural Health Intervention
Asbestos roof replacement project
One notable success story is Letsogo Trading Enterprise CC, which created 46 new jobs following support from the programme.
The Trust’s Thabazimbi Business Hub further strengthens local enterprise ecosystems through mentorship, incubation support, compliance assistance, business development training, and market access support in partnership with organisations such as SEDFA, NYDA, SARS, and CIPC. By reducing barriers to entrepreneurship and improving ease of doing business, SIOC-CDT is helping build resilient local economies capable of thriving independently over the long term.
TRANSFORMING EDUCATION THROUGH OPPORTUNITY
SIOC-CDT recognises that quality education remains one of the most powerful drivers of sustainable empowerment.
Its education strategy focuses on strengthening the full learning pipeline — from Early Childhood Development through to tertiary education and employment readiness.
Through strategic collaboration with education authorities and stakeholders, the Trust supports:
Impact Snapshot
• 7,000+ matric learners supported
• 1,210 bursary opportunities created
• 226 graduates produced through the bursary fund
• 650 students currently funded
• 50 artisan trainees supported
• 1,264 education practitioners developed (teachers, school leaders and ECD practitioners)
Initiatives such as Access4Success and SciMathUS continue to create pathways into STEM careers for rural learners who would otherwise remain excluded from higher education opportunities. The Trust’s investment in school Wi-Fi rollout programmes is also helping bridge the digital divide and prepare learners for an increasingly technology-driven future.
EMPOWERING YOUTH. STRENGTHENING COMMUNITIES
In communities where youth unemployment and social vulnerability remain significant challenges, SIOC-CDT has created safe and empowering platforms for young people to develop skills, confidence, and leadership capacity.
Through partnerships with loveLife and local stakeholders, youth centres established in Thabazimbi, Tsantsabane,
Rural Health Intervention - Re a Fola Mobile Clinic
Scholarship Programme Learners
Deben, and Olifantshoek provide:
• Skills and digital literacy training
• Leadership development
• Psychosocial support
• Driver’s licence support
• Health and GBV awareness programmes
• Sports and recreational initiatives
Impact Snapshot:
• More than 134 244 youth visits recorded across the for youth centres in the past three years
• Over 130 youth completed accredited skills programmes
• Thousands engaged in employability and wellness initiatives
• Over 148 learner’s and Drivers licenses facilitated across the centres, significantly increasing youth mobility and employability
These centres are helping shape resilient, confident young leaders equipped to contribute meaningfully to their communities and local economies.
RESPONDING TO EMERGENT COMMUNITY NEEDS
Beyond its primary focus areas, SIOC-CDT continues to invest in catalytic infrastructure and resilience initiatives that improve overall quality of life within beneficiary communities.
Projects include:
• School Wi-Fi rollout programmes
• Road and bridge upgrades
• The Babatas Water Project
• Postdene asbestos roof replacement initiatives
• Disaster relief response interventions
• Food security and climate resilience support
These interventions contribute to safer, healthier, and more connected communities while supporting broader sustainable development goals.
BUILDING SUSTAINABLE COMMUNITIES BEYOND MINING
At the heart of SIOC-CDT’s work lies a clear and compelling belief: sustainable development happens when communities are empowered to shape their own future.
Through strategic investment, measurable impact, strong governance, and collaborative partnerships, the Trust continues to build healthier, economically active, and socially resilient communities across South Africa’s rural landscape.
From restoring eyesight and supporting entrepreneurs to strengthening schools and empowering future leaders, SIOC Community Development Trust is demonstrating what impact driven sustainable community development looks like in practice.
As South Africa advances its journey toward inclusive growth and socio-economic transformation, SIOC-CDT remains committed to creating sustainable impact — beyond mining, beyond infrastructure, and beyond generations.
Address: Kathu Office – SIOC-CDT Office Park Block A, Ground Floor Corner Hendrick van Eck and, Ian Flemming St, Kameeldoring, Kathu, 8446 | Thabazimbi Office – 11 Jordan Street, Molies Building (Old Kumba Offices), Thabazimbi, 0380
Website: www.sioc-cdt.co.za
Email: stakeholder@sioc-cdt.co.za
Facebook: SIOC-CDT SA
LinkedIn: SIOC Community Development Trust (SIOC-CDT)
School Uniform Support
Teacher Professional Learning Programme
Apprenticeship Programme Bursary Fund programme
Feature STORIES
EMPLOYMENT EQUITY COMPLIANCE:
Enforcement is here - is your business inspection-ready?
By Frik Boonzaaier, Human Capital Transformation Specialist, The BEE Chamber
South Africa’s first reporting cycle under the amended Employment Equity Act, now incorporating sectoral numerical targets, has officially closed. This signals the beginning of a significantly intensified enforcement period for employers across the country.
The Department of Employment and Labour (DEL) has been explicit: additional inspectors are actively being trained, which means the chance of a compliance inspection has risen sharply. When an inspection takes place, failure to
comply will carry heavy consequences. Fines for initial contraventions begin at R1.5-million per offence and can climb as high as 2% of annual turnover.
Even more serious for many organisations, not meeting numerical goals and targets immediately, threatens a company’s Certificate of Compliance - a critical document that is often essential for tender eligibility and stakeholder expectations around transformation.
DEL’s position is clear: employment equity can no longer be treated as a once-a-year filing obligation. Inspectors are looking for evidence of sustained,
genuine advancement toward targets, not merely a neatly prepared annual submission. Businesses that approach the process on a reactive basis, postpone record-keeping, or fail to integrate monitoring into routine operations are placing themselves at considerable financial and reputational risk. The legal requirements are mandatory, and the implications of falling short are both swift and enduring.
To succeed in this stricter enforcement landscape, companies must approach employment equity with the urgency and structure it now demands. Responsibility for tracking progress toward numerical goals and targets should rest at executive level, be actively overseen by HR, and receive regular scrutiny from the Employment Equity Committee. This distributed accountability helps spot issues early and enables timely corrective steps before an inspection exposes shortcomings.
DEL places strong emphasis on genuine consultation. Quarterly Employment Equity Committee meetings are considered the minimum standard. Inspectors will look for concrete proof of these engagements: agendas, attendance registers, and detailed minutes of every meeting. Without this paper trail, even the most well-intentioned efforts can be deemed non-compliant during an inspection.
When justifying deviations from numerical goals and targets, documentation becomes critical. Accurate recruitment records must be kept for every cycle, broken down by race, gender, disability status and EE level.
These records should capture the total number of applicants, how many met the inherent requirements after initial screening, the number shortlisted, the number forwarded per round of the process, how many times recruiters searched externally for priority candidates, those from the most under-represented designated groups, clear reasons and evidence for appointing non-priority candidates, and the availability of priority candidates in the internal pipeline.
When inspectors arrive, there should be no frantic searching, no missing records, and no gaps in the documentation. Only calm, organised proof of good faith and progress
Similar detailed records are required for other justifications, including the number of planned versus actual vacancies, both for external recruitment and internal promotions, and any impact from restructuring, mergers, acquisitions, transfers, or broader economic factors that influenced outcomes.
Movement statistics in general, namely recruitments, promotions and terminations, must be tracked meticulously, with clear justification available for any deviations from planned targets. Inspectors will expect to see not just numbers, but a defensible narrative supported by evidence.
The most practical approach is simple: assume an inspection is coming. Build and maintain an up-to-date compliance folder containing all the evidence outlined above. When inspectors arrive, there should be no frantic searching, no missing records, and no gaps in the documentation. Only calm, organised proof of good faith and progress.
South African businesses now operate in an environment where employment equity compliance is actively policed and rigorously assessed. The cost of being unprepared is high – both financially through fines and lost opportunities, and reputationally through damaged stakeholder confidence.
Those that treat the process with the seriousness it demands, embedding monitoring, consultation and documentation into daily operations will pass inspections and position themselves as responsible employers fully aligned with the legislation’s requirements and the broader goals of economic transformation.
DIGITAL TRANSFORMATION: Leadership lessons from success and failures of enterprise resource planning
Thulani Dube, Head of Innovation and Advancement - Cornerstone Institute
Digital transformation in South Africa has moved beyond buzzword status to become a defining priority for organisations seeking relevance, resilience, and growth in a complex and rapidly evolving environment. For executive leaders, the question is no longer whether to embark on digital transformation, but how to do so in a way that delivers sustained value while avoiding costly missteps.
Leaders have to fundamentally rethink an organisation’s entire business model, operations, and culture through the use of digital technologies while ensuring that it is not about isolated improvements but rather systemic change.
Research consistently underscores that through such levels of innovative focus, leaders will reshape how value is created, delivered, and sustained across the business. An examination of the digital transformation successes
and failures within the South African retail sector offers critical evidence based insights for executive leaders. In particular, analysing the contrasting trajectories of Shoprite Group through its innovation arm ShopriteX against the well documented Enterprise Resource Planning (ERP) implementation challenges experienced by the SPAR Group provides a valuable foundation for understanding how to effectively design, execute, and sustain digital transformation initiatives within their own organisations. At its core, digital transformation is not about technology adoption in isolation. It is about fundamentally rethinking how an organisation creates and delivers value in a digitally enabled world. Many transformation efforts fail because they begin with systems rather than strategy.
Leaders often invest heavily in platforms, tools, and infrastructure without first aligning these investments to a clearly articulated business vision. In contrast, organisations that succeed tend to approach transformation as a holistic reconfiguration of their operating model. A model that must integrate technology, people, processes, and culture into a unified strategy.
Rather than treating technology as a support function, as did Shoprite, the company must ensure that it has embedded it at the centre of its business model. To ensure the cornerstone of success is laid, organisation leadership must consistently prioritise alignment between operational needs and technological capabilities, ensuring that digital investments are directly linked to measurable business outcomes. This approach will enable the organisation to move beyond incremental improvements and pursue transformative innovation across its value chain.
One critical enabler of success is the establishment of a strong digital core. Enterprise resource planning systems, often viewed as back office infrastructure, play a foundational role in enabling transformation at scale. Shoprite’s long term investment in ERP capabilities has provided the organisation with real time visibility into inventory, supply chains, pricing, and customer behaviour.
This level of integration allows for faster decision making, improved operational efficiency, and the ability to respond dynamically to market changes. Importantly, it also creates the platform upon which more advanced digital capabilities such as data analytics, artificial intelligence, and mobile commerce can be built.
However, the presence of an ERP system alone does not guarantee success. The implementation process itself is characterised with complexity, risk, and organisational disruption. This is where the experience of SPAR becomes particularly instructive. Its ERP rollout, particularly at the distribution centre level, encountered significant challenges that led to operational inefficiencies, supply chain disruptions, and substantial financial losses. These challenges were not simply technical in nature, they reflected deeper issues related to integration, change management, and execution strategy.
For leaders, one of the most important lessons from SPAR’s experience is the danger of underestimating the organisational impact of digital transformation. Implementing a new ERP system is not merely a technical upgrade. Leaders must consider a holistic needs assessment. It requires a fundamental shift in how people work, how processes are executed, and how decisions are made.
When executive leaders fail to adequately prepare their workforce, align their processes, or phase their implementation, the result can be severe disruption to core operations. In the case of the SPAR Group, the scope and velocity of the system rollout appear to have exceeded the organisation’s operational readiness and absorptive capacity. This points to a crucial lesson for strategic leadership. It reinforces a critical insight that effective digital transformation is contingent not merely on technological ambition, but on the disciplined alignment between implementation pace and organisational capability. Without such alignment, even well intentioned initiatives risk destabilising core operations rather than delivering strategic value.
Research consistently underscores that through such levels of innovative focus, leaders will reshape how value is created
In contrast, Shoprite’s approach to transformation has been characterised by a strong emphasis on internal capability building. The creation of ShopriteX represents a strategic decision to internalise digital innovation rather than rely solely on external vendors. This move reflects a broader shift in how leading organisations think about technology, not as a service to be procured, but as a capability to be developed and sustained. By building inhouse expertise in areas such as data science, software development, and digital product design, Shoprite has positioned itself to innovate continuously while adapting in real time to market shifts. Critically, this foundation has enabled downstream innovation. For example, through its on-demand delivery platform, Checkers Sixty60, benefits on accurate, real-time ERP data for inventory and pricing consistency.
This distinction is critical for executive leaders. Digital transformation is not a one time project with a defined endpoint. It is an ongoing process of adaptation, reinvention and pivoting. Organisations that treat it as a finite initiative often find themselves falling behind as technologies and market conditions evolve. Those that invest in building enduring capabilities, on the other hand, are better equipped to respond to inevitable change and seize new opportunities as they arise.
Another key dimension of successful transformation is the ability to balance innovation with operational stability. Digital initiatives inherently introduce a degree of risk, particularly when they involve changes to core systems and processes. The challenge for leaders is not to eliminate this risk, but to manage it effectively through careful planning, phased implementation, and continuous feedback. Shoprite itself has experienced periods of disruption during its transformation journey, particularly in the early stages of system integration. What sets it apart, however, is its ability to learn from these challenges, adapt its approach, and ultimately emerge stronger.
Leaders must always consider the customer during these digital transformation phases. Customer centricity
therefore plays a pivotal role in distinguishing successful transformation efforts. Technology should not be deployed for its own sake but it should be leveraged to enhance the customer experience and deliver tangible value. Shoprite’s digital initiatives have consistently focused on meeting evolving consumer needs, whether through improved convenience, greater accessibility, or more personalised offerings. The rapid growth of its on demand delivery services is a testament to this focus, demonstrating how digital capabilities can be harnessed to create competitive advantage.
For South African organisations, the broader context adds another layer of complexity to digital transformation. Infrastructure challenges such as load shedding, connectivity constraints, and economic inequality require leaders to
Without a shared vision and clear governance structures, even the most well funded initiatives can fall short
think creatively about how digital solutions are designed and deployed. At the same time, these challenges present opportunities for innovation. Mobile first strategies, for example, have the potential to reach more underserved populations, while cloud based solutions can provide flexibility and cost efficiency in resource constrained environments. A grasp on the environment is also extremely crucial for leaders in ensuring sustained success. Leadership becomes a factor that cannot be ignored in determining the success or failure of transformation initiatives. Executive alignment is essential. Without a shared vision and clear governance structures, even the most well funded initiatives can fall short. Leaders must possess strategic courage and a learning orientation that allows ease of pivoting. They must be willing to make difficult decisions, whether it involves reallocating resources, restructuring teams, or challenging entrenched ways of working. Equally important is the ability to foster a culture that embraces change, encourages experimentation, and views failure as an opportunity for learning rather than a setback.
The lessons from Shoprite and SPAR ultimately converge on a set of core principles that can guide executive leaders. First, digital transformation must be anchored in a clear and compelling business strategy. Technology investments should be driven by clearly defined objectives and measurable outcomes, not by trends or external pressure. Second, organisations must invest in building a digital foundation, ensuring that core systems are robust, integrated, and scalable. Third, transformation should be approached as an iterative process, with phased implementation and continuous refinement rather than a single large scale rollout.
Equally critical is the need to prioritise people. Technology does not transform organisations, people do. Investing in skills development, fostering cross functional collaboration, and engaging employees throughout the transformation journey are all essential components of success. Finally, leaders must maintain an unwavering focus on value creation. Every digital initiative should be evaluated based on its ability to enhance the customer experience, improve operational efficiency, or unlock new revenue streams.
As South Africa continues to navigate a rapidly changing economic and technological landscape, the importance of digital transformation will only intensify. Organisations that approach this challenge with clarity, discipline, and strategic intent will be well positioned to thrive. Those that do not risk falling behind in an increasingly competitive environment.
The contrasting experiences of Shoprite and SPAR serve as powerful reminders that digital transformation is neither inherently successful nor destined to fail. It is shaped by the choices that leaders make. It is directly aligned with strategy, execution, investment, and culture. For executive leaders, the mandate is clear, to move beyond viewing digital transformation as a technological upgrade and instead embrace it as a fundamental reimagining of how their organisations operate and compete. It is the heartbeat of the organisation. Leaders must frame digital transformation as a business strategy enabled by technology not a technology strategy searching for business relevance. Leaders who understand this will not only navigate the complexities of the present but also lay the foundation for sustained success in the future.
SKILLS DEVELOPMENT
Driving skills development for inclusive growth through strategic CSI
By Matebe Chisiza-Asukile, social investment specialist and team lead (SI Analytics) at Tshikululu Social Investment
Poverty, inequality and unemployment continue to deepen in South Africa, with nearly half of young people not in education, employment or training (NEET) .
In this context, skills development, especially for the green economy, has become a critical priority. Companies have an important role to play, not only through job creation and enterprise development but through social investment. When used strategically, corporate social investment (CSI) is a powerful lever to crowd in funding, address investment gaps, and drive systemic change.
Skills development and job creation are essential for driving inclusive economic growth. Despite ongoing efforts by government and other funders to increase investment in education and training, the country continues to experience acute skills shortages in critical areas, including mining and renewable energy. South Africa’s JET Investment Plan emphasises the need for reskilling and upskilling. In South Africa, skills development is a complex journey that begins with building foundational skills through basic education and developing these skills to meet anticipated labour force needs. A just transition also means building systems that consider gender, inequality and social exclusion. This means that skills development programmes must be specifically designed to be equitable to ensure that noone is left behind.
It’s no easy task, and achieving these objectives requires capital. CSI has been a crucial part of South Africa’s funding landscape for decades, and it remains a significant and resilient source of development capital, with a total CSI spend of R13.1-billion in 2025. However, government spend far outweighs CSI, and growth in CSI expenditure has been nominal in the years since
the COVID-19 pandemic. In the context of constrained resources, rising unemployment and deepening inequality, CSI should be playing a bigger role. To make a meaningful impact it has to be strategic.
There is a noticeable shift towards companies understanding CSI not only as a compliance or reputational function, but as a core element of social performance. We’re starting to see CSI’s enormous potential to support inclusive growth and strengthen the management of long-term social and operational risk.
Across sectors, CSI portfolios are increasingly prioritising systemic impact over surface-level change. Considered social investment by corporations can and does improve systems, which in turn are able to address economic ills. Strategic CSI treats social investment as disciplined, patient capital. It recognises social risks and prioritises opportunities where companies can influence outcomes through funding, partnerships, and sustained presence. Clear theories of change link activities to measurable results, enabling accountability and adaptive management. CSI is also increasingly being deployed as catalytic capital within blended finance approaches. By absorbing earlystage risk and strengthening delivery ecosystems, it can crowd in commercial or development finance while preserving social intent.
CSI has been a crucial part of South Africa’s funding landscape for decades, and it remains a significant and resilient source of development capital,with a total CSI spend of R13.1-billion in 2025
We take an integrated approach to social investment, integrating siloed programmes including, CSI, ESG and ESD into one social impact ecosystem
Taking CSI seriously as a funding lever emphasises the need for accountable delivery models that translate expenditure into sustainable community development.
Effectively developing, implementing and measuring the outcomes of social impact requires companies to be proactive and think beyond regulatory requirements and harm mitigation. Recognising that short-term, transactional giving is insufficient to address structural challenges, corporations are seeing the importance of impact measurement to prove sustainable outcomes.
Intentional design, impact measurement, and independent verification distinguish strategic CSI from discretionary spending. Clear roles between funder, intermediary, and implementing partners strengthen accountability. This approach aligns with the principles of the King V Report, which emphasise sustainable value creation, responsible leadership, and stakeholder inclusivity.
For companies looking to drive inclusive growth through strategic CSI, investing in education and skills development is a top priority. Because no single solution can address the full complexity of these challenges, corporations can invest across multiple touchpoints to further their impact.
At Tshikululu, for example, our clients invest in bursaries, capacity strengthening of tertiary institutions, vocational skills training and tailored support to young people to promote employability and work readiness. We take an integrated approach to social investment, integrating siloed programmes including, CSI, ESG and ESD into one social impact ecosystem. For strategic social investors, this means that, even in a development context with many competing priorities, investing in skills development for inclusive growth can easily align with existing strategies, budgets and programmes. This approach just makes them more effective.
Sustainable solutions are required to address poverty, inequality and unemployment in South Africa. CSI is an important part of the social impact ecosystem, and it still has untapped potential as a lever for lasting change. Corporate social investments do not need to be larger to be more effective. Instead, they must be intentional, wellgoverned, and aligned to systems-level outcomes. The Just Energy Transition is just one area where building future-fit skills is crucial to our economy and society. When executed strategically, CSI becomes a credible tool for investing in skills development to build a resilient workforce and drive inclusive growth.
References:
1. HSRC, 2025. Spatial Insights Edition 16 | Unpacking NEET youth in South Africa: from census and QLFS data.
2. Presidency of the Republic of South Africa, 2024. South Africa’s Just Energy Transition Investment Plan (JET IP) for the initial period 2023–2027.
3. Trialogue , 2025. Trialogue Business in Society Handbook 2025 – 28th Edition.
4. International Council on Mining and Metals, 2022. Mining Principles — Principle 9: Social Performance.
5. Institute of Directors South Africa (IoDSA), 2026. King V Code on Corporate Governance for South Africa
Governance Check SA (Pty) Ltd
Your Governance. Our Commitment.
In today’s complex regulatory environment, strong governance is no longer optional - it is essential.
At Governance Check SA (Pty) Ltd, we believe governance is more than compliance checklists and deadlines. It is the backbone of a resilient, ethical, and future-ready business. Based in South Africa, we partner with organisations to turn legislative compliance into a strategic business advantage.
We support businesses of all sizes - from ambitious startups and growing SMEs to well-established corporations - by helping them understand, implement, and maintain compliance with South Africa’s legislative and regulatory framework. Our approach is practical, hands-on, and tailored to your business realities. We simplify governance so you can focus on what matters most: running and growing your business with confidence.
What truly sets Governance Check SA apart is our commitment to walking the journey with you. Our experienced consultants don’t simply provide advice from a distance; we work alongside you, offering clear, step-by-step guidance grounded in real-world understanding. We empower your business with the
knowledge, systems, and tools needed to manage governance effectively and sustainably - now and into the future. Our consultants remain at the forefront of the governance landscape through continuous professional development and active industry engagement. This means you benefit from up-to-date insights, best practices, and regulatory changes - without the burden of tracking them yourself.
Our comprehensive service offering includes:
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Whether you require once-off assistance or long-term support, we offer flexible service models to suit your needs. Choose from ad-hoc services for specific challenges or monthly retainer options
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At Governance Check SA, we don’t just deliver a service - we build trusted partnerships. Our focus on education, upskilling, and client empowerment ensures you are not only compliant, but confident and in control. Let us take care of your governance and compliance equirements, so you can lead your business forward with clarity, confidence, and commitment.
How ESD can change lives and make supply chains more resilient
By Koketso Mamabolo
When Sabathile Tembe, mother of a chief in northern KwaZulu-Natal, is not performing her duties as Queen Mother, she is tending Eucalyptus trees which cover more than two dozen hectares of land. In her
three decades working in the forestry industry she has built a contracting business, employing up to 100 seasonal workers and making a tangible impact on the lives of the people in her community.
Mondi Zimele CEO Nelly Ndlovu accepting the ESD award from Nedbank CFO, Mike Davis
Her story is not unique. Across Zululand, thousands of small-scale timber growers are being drawn into formal value chains through one of South Africa’s most ambitious ESD programmes. In order for us to understand why it works, we need to understand what ESD is and why it exists.
The reforms to the B-BBEE scorecard over a decade ago made enterprise supplier development (ESD) the centrepiece of transformation policy with it accounting for more points than any other element. Companies with a turnover above R50-million are required to allocate 3% of their net profit after tax to this element, which is broken down into enterprise development and supplier development. Failure to meet at least 40% of the target can result in significant penalties and a loss of access to public and private sector supply chains.
The idea is to actively reshape the existing market instead of merely selecting from it. The execution has not been as straightforward. In 2022 the B-BBEE Commission noted that only 61% of set targets were reached. This was not an isolated phenomena either because research found a consistent trend of poor performance over a five-year period. Around a third of companies at the time had no clearly defined ESD strategy to begin with.
But some businesses have got it right. Mondi Zimele’s Small Growers Development Program is one of them.
Award-winning programme
At the 2025 Oliver Top Empowerment Awards, the programme’s success was recognised with Mondi Zimele taking home the Enterprise Supplier Development of the Year award. The journey began when Mondi South Africa, the leading paper and packaging company, decided to source more Eucalyptus pulpwood from small-scale growers in rural communities instead of relying solely on its own commercial forestry operations.
The programme has grown to include thousands of small-scale timber growers from across the Zululand region, from the Tugela River to Kosi Bay. What distinguishes it from many ESD initiatives is the level of detail and the integrated
The journey began when Mondi South Africa, the leading paper and packaging company, decided to source more Eucalyptus pulpwood from small-scale growers in rural communities instead of relying solely on its own commercial forestry operations approach. Mondi provides growers with free, high-quality seedlings and growers receive ongoing training in forest best practice, chainsaw management, and basic business operations. Black-owned and managed agency partners coordinate procurement, handle up-front payment to growers, and organise long-haul transport to the mill.
Since the programme began, it has generated over a billion rand in revenue for small growers. In 2024 alone, more than a thousand growers supplied 194 00 tons of timber, generating R229-million in revenue in areas with high youth unemployment. The programme has created almost 2 000 jobs and approximately 60% of the growers are women.
Mondi has taken its ESD programme even further by integrating environmental sustainability. In partnership with CMO Group, the programme has provided dual Forest Stewardship Council and PEFC certification to participating growers. By 2024, there were 991 growers who were dual-certified. By offering more for certified timber, the programme incentives responsible land management.
South Africa’s ESD framework has come a long way since the early days of B-BBEE. Mondi Zimele’s model shows what is possible when a business commits to genuine market integration. Such programmes provide small businesses with reliable income and the businesses which implement them gain by having supply chains that are resilient precisely because they are more inclusive.
LESSONS FROM KOMATI
Where is the “just” in the transition?
By Koketso Mamabolo
In the Place of the Rising Sun is a small town which has seen the sun set on a significant chapter of modern South Africa. A few years ago the residents around the Komati power station suddenly found themselves as the test subjects of a global project to secure our future. While Mpumalanga is home to the bulk of the country’s power stations, Komati is significant because it has brought to the fore the link between energy and empowerment.
Going green
The research is clear: South Africa is heading towards extreme events like drought, heatwaves and heavy rainfall. These events will be devastating, making it harder to end poverty, unemployment and food insecurity. Infrastructure will decay, incomes will be reduced, the cost of living will go up, and inequality will widen.
While it may not seem like it, South Africa is a wellresourced country. But climate change threatens to change that. Rural areas and the biodiversity economy have much to lose. In agriculture, for example, millions
A key player in the shift to green energy is the IPP Office which has a two-part mandate. The first is to “enhance private sector parti cipation in electrical power generation capacity.” The second part speaks to its role in contributing to national development objectives
of smallholder farms face greater risk than their commercial counterparts. Job losses in the sector, a significant employer, would have enormous knock-on effects for rural communities.
The marginalisation of the rural population has been a problem for the government since the dawn of democracy. The National Development Plan sought to address this with ambitious goals which are still as relevant today as they were more than a decade ago. By 2020, according to the plan, rural economies “will be supported by agriculture and, where possible, by mining, tourism, agro-processing, and fisheries.”
All of those sectors are affected by climate change. There is great potential in the socio-economic impact of ecotourism but this may not be realised. A study on the Kruger National Park, for example, found that it will see 4% less visitors by 2050 just because of extreme weather.
South Africa finds itself in the awkward position of being both victims of climate change and notable contributors. The bulk of our carbon emissions come from electricity generation, dominated by Eskom.
This is where renewable energy comes in with its potential to bring us to the green, low-carbon future we envision. We are in the midst of a transition, what is meant to be a ‘just; transition, and South Africa is perfect for exploring how to give meaning to the ‘just’ part.
A key player in the shift to green energy is the IPP Office which has a two-part mandate. The first is to “enhance private sector participation in electrical power generation capacity.”
The second part speaks to its role in contributing to national development objectives. Its most important initiative is the Independent Power Producers Procurement Programme which has attracted billions in private capital.
The economic development impact figures from the third quarter of 2025 are encouraging: B-BBEE spend was sitting at R122.7-billion; 38.6% of shares were held by black people; 9.2% of shares were held by local communities; R4.6-billion was spent on socio-economic development and ESD programmes.
While the addition of new, clean generating capacity and the empowerment figures are welcome, the plume stacks of Mpumalanga still loom large.
Energy meets empowerment
Eskom’s Generation Continued Operations (GCO) shutdown plan involves reducing coal capacity significantly over the next 50 years. Between 2029 and 2030 it will be reduced by 8 GW, followed by another 15 GW between 2034 and 2042. Eskom has committed itself to a “responsible, inclusive, and sustainable” process.
According to the Integrated Resource Plan 2025, as Eskom prepares “for this shift, the utility is focused on repurposing and repowering several coal-fired power stations to support cleaner energy solutions.”
Repowering stations with cleaner technologies has already begun at Hendrina, Arnot, Camden, and Grootvlei. So the environmental safeguards are being put in place. What about the socio-economic safeguards? What about Komati, which was shut down in 2022? What about the people of Komati?
In a 2024 study, researchers from the University of Johannesburg found that residents in Komati had concerns over “job security, livelihood, well-being, community development and energy provision.”
The researchers acknowledged that there are very few studies which have looked at the societal impact of the energy transition.
The Komati Just Energy Transition Community Engagement and Interventions and Co-Creation Project (K-JET
CEICC) offers a model on how going green can be coupled with development
“To be just, a transition must provide an atmosphere that encourages businesses, employees, investors, and consumers to support and drive the transition to ecologically sustainable and inclusive economies and societies.”
The study showed that the transition process failed to include the people in the area surrounding the power station. Community members were either against the decommissioning of the station or were unaware of plans and discussions about it.
Similarly, the Presidential Climate Commission’s report on the decommissioning of the Komati power station found that engagements with the community fell short of what was required, that the scope of the transition was too narrow,
the timing was off, and that more collaboration is needed between stakeholders.
Efforts to address these shortcomings are already underway. The Komati Just Energy Transition Community Engagement and Interventions and Co-Creation Project (K-JET CEICC) offers a model on how going green can be coupled with development. Funded by IKI JET in collaboration with Just SA, the project is implemented by Indalo Inclusive South Africa NPC.
“Structured awareness” and co-creation workshops resulted in five enterprises being established. Led by the community around the closed power station, the enterprises are involved in “integrated crop farming, water purification, eco-briquettes, and sustainable textiles.”
“The project is responding directly to calls for procedural justice, local economic diversification, and inclusive participation in just transition processes.”
K-JET CEICC brings NGOs together with local, provincial, and national government, including the Steve Tshwete Local Municipality, the Presidential Climate Commission, and the Department of Forestry, Fisheries and the Environment.
The methodology is described as an “asset-based community development approach” which considers what the community has to work with rather than what it lacks.
“It follows a structured four-stage process: awareness and exposure; innovation and co-creation; ownership and testing; sustainability and impact.”
Through the project 150 residents of Komati now have climate and just transition knowledge. For them the sun has not set yet, it has only begun to rise.
Sources: JET Knowledge Hub Presidential Climate Commission | Energy Research & Social Sciences Journal| DFFE | The Conversation | World Resources Institute | Environmental Development Journal | IPP Office | IRP 2025
Don Narasimoolu Chief Sales and Marketing Officer:
ARE YOU READY FOR THE NEXT PHASE OF DIGITAL TRANSFORMATION?
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Olika Connect
EVERYONE DESERVES A CHANCE How Rassie Erasmus found strength in diversity
By Koketso Mamabolo
On the 29th of June 1999, at the incomplete Millennium Stadium, mere months before the World Cup, Wales did something that would have been unthinkable a year before when they had lost 96 - 13 to the Springboks. This time out, they didn’t give Nick Mallet and his charges an easy day at the office. For the first time in their proud history Wales beat South Africa in a test match.
But the match was also significant for another reason. As Rassie Erasmus notes in his book, Rassie: Stories of Life and Rugby, it was also the last time the Springboks would field an all-white team. Western Province legend Breyton Paulse was on the bench and from then onwards every Springbok line-up has had at least one player of colour. But for many reasons the numbers have been a trickle and not a flood, despite the country’s demographics.
Little did he know that he would go on to play a pivotal role in the story by rewriting the script
The story of transformation in South African rugby features similar bumps in the road found in non-sporting domains. As a result there have been a disappointing number of nonwhite players who have made it to the top. Players such as Kaya Malotana, Thando Manana, Owen Nkumane, Eddie Andrews, Lawrence Sephaka, and Solly Tyibilika, were often exceptions in the late 90s and early 2000s. The pace of transformation has moved like a game on a muddy pitch.
Rassie remembers the game at the Millennium Stadium so clearly because he was at blindside flank that day. Little did he know that he would go on to play a pivotal role in the story by rewriting the script.
From the bottom-up
It all started in 2012 when the sport’s local governing body, the South African Rugby Union (now SA Rugby), appointed Rassie as high performance manager, part of his responsibilities being the development of young players with transformation as a key objective.
The next year he introduced the Elite Player Development (EPD) programme and roped in his long-time lieutenant and friend Jacques Nienaber. Together with a group of managers they appointed scouts across the country to help them identify players at the under-15 level who they could start working with.
“To make sure we were hitting transformation goals, we would pick three players for each position. If all three were white, we would keep picking until we had two black players,” explains Rassie in his book.
“And if we then ended up with five players in one position, that’s the number we would go with. Our final group varied from 75 to 100 players. If a promising black player missed out because he wasn’t quite good enough, we would
monitor him and follow his progress. We’d regularly check how his skills were developing, possibly get him placed at a better school, or find him a mentor, suggest a better diet, or help him at his school.”
A decade later, when those players were in their twenties, Rassie was reaping the rewards of the seeds he’d sown by winning with squads which included some of the players who had come through the EPD pathway. The likes of double World Cup winner Damian Willemse, 2023 World Cup winner Canan Moodie, and other Springboks like Salmaan Moerat and Jaden Hendrickse.
But their work also had an impact on older players through the SARU Mobi-Unit which brought together a group of specialist coaches who would travel around the country to impart their knowledge and skills. It was through this work that they came across future World Cup winners Lukhanyo Am and Makazole Mapimpi, who was already 23-years old at the time.
What’s notable about both players is that the former is a centre and the latter is a wing, much like many of the non-white players who have made it through to the top of the game. One of the old quips about South African rugby sides of the 90s and 2000s was that they were like albatrosses, white with black wings.
Jokes aside, one of the things that made Rassie different in his approach to transformation was that he was curious as to why non-white players were more likely to play certain positions. Another Western Province legend, Gio Aplon, pointed out to him that the tendency to have a skillset suited for the outside back positions came from how players of colour learned the game.
For kids from environments such as the ones Aplon, Mapimpi, and Am grew up in, rugby was coming together on a piece of grass or on the road, sometimes with a makeshift ball. Quite often they were playing the minimal-contact form of the game, touch rugby, which favours certain skills and traits like fancy footwork, spatial awareness, acceleration and top-end speed, whether the kids are big or small. As Rassie explains, these kids were not
What Rassie seems to understand that others before him have not is that a pure quota system at the top level has failed to transform the game because it focuses onthe end-goal instead of the pathway the players come through
learning how to jump in lineouts, how to scrum, how to maul, how to steal the ball at the breakdown. They were learning to be good wings and centres.
The exception has perhaps been in the front row (think: Sephaka, Nkumane, Andrews, Tendai Mtawarira, Brian Mujati, Ox Nche, and Trevor Nyakane), where physical traits can offset the need for skills up to a certain level. What they all have in common, which allowed them to breakthrough at the test level, was that they had coaches who taught them the techniques to match their physical traits, like Balie Swart who made Mtawarira into one of the most powerful scrummagers of his time.
It was the gap in skills and exposure which led to the mobiunit to rural areas, where young players did not have access to resources such as equipment and technical expertise. This development effort spread to coaches too. In 2018 SA Rugby began working to fast-track elite black coaches by providing them with support and training, including working with industrial psychologists.
Diversity wins
There is still a lot to be done in the men’s game. The Sharks and Stormers are the only two professional sides in the country which consistently field teams with significant numbers of players of colour. The Sharks also boast the only non-white head coach among the elite sides in former Springbok wing JP Pietersen.
But there are green shoots in the local game overall. The women’s game is finally getting the resources it needs and has for a long time been a better representation of the country’s demographics, with a black captain having been appointed when Siya Kolisi was still in primary school. The number of black coaches working at the professional level has also climbed considerably over the years
with notable examples being Springbok Men’s assistant coaches Mzwandile Stick and Deon Davids, as well Sharks defence coach Joey Mongalo, and Springbok Women’s assistant coaches Laurian Johannes-Haupt and Bafana Nhleko.
What Rassie seems to understand that others before him have not is that a pure quota system at the top level has failed to transform the game because it focuses on the end-goal instead of the pathway the players come through. Before a player can become a Springbok they need the foundation of skills, conditioning, and mentorship.
As he explains, the SA Schools squad needs to be representative, and if you get that right then the under-20 side, and eventually the Springbok side, will follow suit. Through the EPD pathway, Rassie and SA Rugby were securing the foundations, giving opportunities to players who may have otherwise slipped through the cracks.
“I did it not because I thought one day I’m going to coach the Springboks. I did it because I [wanted to] do something to give people an equal chance. Wouldn’t South Africa be a better place if everyone were given an equal chance?”
“When it started producing fruit, I didn’t have to worry about transformation targets, because the right players were ready for the big time. Transformation is not a matter of ‘white player out, black player in’. It’s about fair and equal opportunities. But first we had to create those opportunities.”
In Rassie’s opinion, other countries see transformation for what it is: change. And change can mean making space for more people with out pushing others out. It is about accommodating people from other backgrounds and offering them a fair chance.
“Transformation is not a matter of ‘white player out, black player in’. It’s about fair and equal opportunities. But first we had to create those opportunities”
When he became Springbok coach he continued his effort to transform South African rugby, by developing players like Am and Mapimpi, who he would go on to cap as Springboks; by giving players like Sbu Nkosi and Aphiwe Dyantyi an opportunity when no-one thought they were ready; by making the inspired choice of appointing Siya Kolisi as captain.
“We said, listen, we’re going to change, we’re going to call it ‘change,” he said after receiving an award from the FW De Klerk Foundation. “And that is how we operate, how we select the team team, how we train, how we select the management. It’s going to be [based] purely on what you
put out, and how you get better, how you take ownership. You might not be the best player coming into the system. But, hell, if you’ve got potential, we’re going to coach the hell out of you until you’re good enough.”
For Rassie, transforming the team and winning while doing it is a proof of concept; it proves diversity breeds success.
“I think if we understand [that] if we take the strength of our diversity, we are unbelievably blessed with different things that we can do but other countries can’t do.”
While Rassie said that he may not be able to appreciate his place in history, he will certainly be remembered not just as the coach who brought trophies home, but also as the coach who gave everyone a shot at representing their country.
Pamodzi Unique Engineering draws its primary strength from its diverse engineering expertise. Locally designed, engineered and manufactured products reach almost every sector of the industry, ranging from mining and rail to chemical, hygienic and agricultural.
WILFLO DOUBLE DIAPHRAGM PUMPS
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This range is also known as the ‘workhorse’ of the mining industry due to its robust and easy to operate design. The ‘lube free’ units have been designed to operate with no oil. This makes it environmentally friendly, non-hazardous and suitable in the general industry for vast and diverse applications. This hard wearing, cost effective range is capable of pumping substances such as sludge, slurry, water and sewage.
ECO PUMPS
... flexible transfer solutions
ECO range of ‘PD’ positive displacement, helical rotor pumps are used for various applications such as gold mining, explosive, chemical, pulp, paper and hygienic food transfer. The self priming pumps are designed to move viscous media or solutions with solids in suspension. This allows the product to fill a wide spectrum across various industries. ECO’s BG range of borehole pumps, designed to handle extremely deep boreholes, is ideal for agricultural, municipal and mining de-watering applications. The range comprises 10 models, which are capable of pumping up to 100 000 litres per hour. This rugged, reliable pump can be driven by all sources of energy thus making is highly suitable for the arduous African terrain.
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Pamodzi Unique Engineering
Pamodzi Unique Engineering’s vision is to be a leading and reliable global engineering company through innovative products and solutions and draws its primary strength from its diverse engineering expertise. Our locally designed, engineered and manufactured products reach almost every sector of the industry, ranging from mining and rail to chemical, hygienic, construction and agricultural.
Pamodzi Unique Engineering acquired its ISO 9001 accreditation in 1992 and has continued to manufacture in strict accordance with the specifications, thus achieving excellence and quality for its customer base.
Its renowned and established brands are ECO and Wilflo Pumps and BES Pantographs which are available locally and internationally.
B-BBEE is very close to Pamodzi Unique Engineering’s heart, and our 100% black ownership and proud B-BBEE Level 1 status cements our company’s commitment to transformation. As a subsidiary of the Pamodzi Group which is a B-BBEE Level 1 company and partly owned by the National Empowerment
Fund, we comply with all necessary legislatures. Our company also recognises the need for developing staff to their full potential and fulfils its annual training programme with due consideration of the formal equity plan, B-BBEE compliance, career and succession planning.
Pamodzi Unique Engineering’s commitment to quality is top priority and we acquired our ISO 9001 certification in 1992. We have continued to manufacture in strict accordance with the specifications, thus achieving excellence and quality for our customer base. This is supported by a well-structured Quality Management System certified to the ISO 9001: 2015 specification. Our company has ISO 3834-2 Welding certification.
Our manufacturing facility includes a fully equipped machine shop with CNC milling, turning, scrolling and a variety of other technologically advanced machinery. Its dedicated assembly and testing processes support its high-quality engineered products.
Pamodzi Unique Engineering operates as a stand-alone company with all the
necessary functional departments, including a technical hub. It uses the latest AutoCAD and Autodesk Inventor 3D computer modelling systems for research and development of customer solutions and product innovation, realising a concept from idea to final product.
Our Socio-Economic Development (SED) Strategic Plan is to empower the local community through sustainable investments in digital literacy, academic excellence, and holistic social support systems.
Proudly South African
We provide a steadfast commitment to a diverse marketplace through our creative packaging solutions, industry-leading customer service and award-winning innovations.
Services
Architecture
We maintain a solid reputation for delivering exceptional architectural plans and designs for various size corporates.
Interior design
We offer space planning, professional floor layouts and efficient service delivery.
Facilities management
Facilities management encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, processes and technology.
Tenant installation
Involves all stages of constructing and implementing plans from architects and interior designers.
Project management
We have a highly qualified and experienced team of management staff that coordinates and manages all projects from start to finish.
To produce premium practical corporate design solutions and set facilitiesmaintenance standards that will guarantee our path towards financial growth and sustainabilit
Our Mission
Putting the four pieces of our operations together
• Administration
• Service
• Finance
• Human Capital So that we can efficiently and successfully achieve our client satisfaction.
Pillars of our Vision
Our turnover will systematically increase year on year and maximize profits for our stakeholders.
To maintain the provision of a complete turnkey solution with exceptional quality, on time and within budget.
Developing intrapreneurship qualities within our key employees and retaining them to sustain the business culture.
Maintain our network of strategic partners and nurture our suppliers, subcontractors to enhance our vision.
Our Vision Sales Services Staff Strategy System
To constantly evaluate our well researched processes andsystems in order to maintain innovative solutions.
requirements at work, supports company’s primary processes and increases return on capital by economic use of facilities and services within the framework of planned, managed and controlled facility processes.
Professional facilities involves the permanent analysis and optimisation of cost-relevant processes relating to construction-related assets, facilities and services provided on businesses, except the core business. As assets become more and more sophisticated to manage, the challenges on FM are increasing, both in terms of services to be provided and relating to the responsibilities
Duduzile Morobe CEO, Zamani Chemicals
PLEASE DESCRIBE THE GOODS AND SERVICES OFFERED BY ZAMANI CHEMICALS
Zamani Chemicals is a South African chemical manufacturing company specialising in custom blending solutions, toll blending, and contract manufacturing. We manufacture a wide range of home care, industrial, and commercial chemical products, including detergents, cleaning solutions, powders, liquids, sachets, and tabletbased products. Our services extend beyond manufacturing to include packaging, repacking, warehousing, quality assurance, and supply chain support for our clients. We pride ourselves in offering tailored solutions that meet customer specifications while maintaining strict quality and safety standards. Our business model is built on reliability, operational excellence, innovation, and trusted long-term partnerships with both local and national customers.
WHAT IS THE BACKSTORY OF THE COMPANY? HOW HAS IT GROWN OVER THE LAST 20+ YEARS?
The story of Zamani Chemicals is one of resilience, courage, and determination. The company was founded in 2002 by five former Unilever employees who were retrenched and decided to take a leap of faith by investing their retrenchment packages into building a business of their own. What began as a small operation driven by hope, survival, and entrepreneurial spirit has grown into a respected South African chemical manufacturing company with a national footprint.
At the time, several groups were given similar opportunities to start businesses after leaving Unilever, but over two decades later, Zamani Chemicals remains the last man standing - a testament to the company’s resilience, adaptability, and unwavering
“Some of the most powerful journeys begin in the most difficult moments.”
commitment to excellence. Through difficult economic periods, industry changes, and operational challenges, Zamani continued to evolve, reinvest, and grow.
From humble beginnings in Ekurhuleni, the company expanded its capabilities across custom blending, toll manufacturing, packaging, warehousing, and supply chain support. Today, Zamani Chemicals is recognised not only for its manufacturing expertise but also for its commitment to transformation, empowerment, sustainability, and ethical business practices. The company’s journey reflects the power of perseverance, partnership, and the belief that setbacks can become the foundation for extraordinary success.
CONGRATULATIONS
ON BEING A BEE-LEVEL 1 SUPPLIER – WHAT MEASURES ARE IN PLACE TO ENSURE THIS LEVEL IS MAINTAINED?
Maintaining our BEE-Level 1 status is a strategic priority because transformation and inclusive growth are deeply embedded in our company culture and business philosophy. We actively support black-owned suppliers and SMEs within our supply chain while creating opportunities for skills
development, employment, and leadership advancement. Over the years, we have intentionally increased female representation across operational and leadership roles and invested in workforce development through training, mentorship, and upskilling initiatives. We also maintain strong governance, compliance, and ethical procurement practices to ensure alignment with B-BBEE requirements. For us, transformation is not simply about compliance; it is about creating sustainable economic participation and building a business that reflects the diversity and potential of South Africa.
YOU ARE ALSO ISO 9001:2015 CERTIFIED – PLEASE UNPACK WHAT THIS MEANS
Achieving ISO 9001:2015 certification through TÜV accreditation was a significant milestone for Zamani Chemicals. This certification confirms that our quality management systems meet internationally recognised standards and that our processes are structured, measurable, and continuously improved. It means our customers can trust that we operate with consistency, accountability, and strong quality assurance controls across all aspects of manufacturing and service delivery. The certification also reflects our commitment to compliance, customer satisfaction, risk management, and operational discipline. In a manufacturing environment, quality and reliability are critical, and ISO 9001:2015 reinforces our ability to deliver products and services that consistently meet both regulatory and customer expectations while positioning us alongside global manufacturing benchmarks.
WHAT HAVE BEEN YOUR MOST MEMORABLE MOMENTS THUS FAR?
One of the most memorable moments in my career was being recognised as the 2025 Business Woman of the Year
recipient at the Black Business Quarterly Awards. It was an incredibly proud and humbling moment, not only for me personally, but for the entire Zamani Chemicals team. It represented years of hard work, resilience, and the collective effort of people who believed in building something meaningful together.
Another major highlight was being nominated for both the Community Builder of the Year and Digital Transformation Award, where I received First Runner Up in both categories. Those recognitions were especially meaningful because they reflected not only business performance, but also our commitment to people development, innovation, transformation, and community impact. Being invited as a guest speaker at the 2025 Unilever Supply Chain Conference was also a defining moment in my journey. It was an opportunity to share our story, our challenges, and our vision for the future of South African manufacturing.
Internally, some of the most rewarding moments have been witnessing the growth of our employees, particularly women who have stepped into leadership roles and grown in confidence within the business. Seeing
Zamani evolve through operational transformation, sustainability initiatives, infrastructure investment, and workforce development has been deeply fulfilling and continues to inspire me every day.
IN YOUR OPINION, WHAT SETS ZAMANI
CHEMICALS APART FROM THE COMPETITION?
What sets Zamani Chemicals apart is our combination of agility, integrity, transparency, and people-centred leadership. We are not only focused on delivering quality products; we are focused on building trusted partnerships with our customers. Our ability to adapt quickly, customise solutions, and maintain high service levels gives us a competitive advantage. We also differentiate ourselves through our strong valuesdriven culture, commitment to transformation, and investment in sustainability and innovation. Not only do we value empowerment and long-term relationships, we live them.
WHAT EXCITING PLANS FOR GROWTH DO
YOU HAVE ON THE HORIZON?
The future for Zamani Chemicals is extremely exciting. We are focused on expanding our African footprint with regards to our manufacturing capabilities, strengthening automation and process efficiency, and continuing to invest in sustainable operations. Recent investments in advanced bulk silo infrastructure, electric forklifts, and expanded packing facilities are part of our long-term growth strategy. We also see significant opportunities in product innovation, contract manufacturing, and market expansion within Africa and beyond. Our vision is to continue building a future-forward manufacturing business that competes at world-class standards while contributing meaningfully to Africa’s industrial and economic growth.
PLEASE SHARE A MESSAGE OF INSPIRATION WITH OUR READERS
We believe that some of the most powerful journeys begin in the most difficult moments. At Zamani Chemicals, our story was born from uncertainty, courage, and the determination to build something meaningful despite the odds. People should never allow setbacks, fear, or limitations to define what is possible for their future.
Success is not built overnight. It is built through resilience, consistency, humility, and the willingness to keep showing up even when the path is difficult. There will always be challenges, especially when you are trying to grow, lead, or create change, but challenges often prepare us for opportunities we never imagined possible.
Every challenge is an opportunity to learn, improve, innovate, and grow. Every partnership is a chance to create lasting impact and shared success. We all have a responsibility, and ability to shape a more inclusive, resilient, and globally competitive future for African industry.
Established in 2013, TKY Engineering is a dynamic, black woman-owned business with a B-BBEE Level 1 rating. We specialise in the refurbishment and procurement of components for the mining and engineering sectors, delivering dependable, high-quality solutions tailored to meet the ever-evolving needs of our clients.
Our commitment to excellence is anchored in our ISO 9001:2015 certification, implementation of ISO 45001, and ongoing preparation for Integrated Management Systems (IMS) accreditation — a testament to our pursuit of the highest standards in quality, safety, and operational performance.
MANAGING DIRECTOR
Mamokiba Makuwa is a trailblazing business leader and CEO of TKY Engineering, with over two decades of experience in the mining industry.
TKY Engineering Thriving on collaboration
Mamokiba Makuwa, CEO of TKY Engineering
Holding a B Tech in Management and an ISO 9001 Quality Management Systems Certificate from SABS, she has also pursued academic accomplishments in internal auditing, finance, human resources, tendering, and more - giving her a robust, well-rounded foundation in business and operational excellence.
In 2013, she identified a critical gap in the engineering sector and turned it into an opportunity - establishing a business rooted in armature winding that has since flourished into a diversified and impactful enterprise. Through strategic growth and relentless determination, Mamokiba has built a powerful presence in the mining and engineering fields, creating a significant platform for women in mining, an industry historically lacking female representation.
Her journey is one of innovation, leadership, and resilience, and TKY Engineering stands as a testament to her vision, now offering an expanded range of services and celebrating a trajectory of sustained success. She’s not just building a business; she’s reshaping an industry.
TKY Engineering thrives on collaboration. Through strategic alliances with trusted suppliers and partners such as the SAB Foundation, SEDA, Sandvik Mining, Two Rivers Platinum, and TLT Turbo, we gain advanced knowledge, technical insights, and the support needed for smooth and sustainable business growth.
Driven by our vision to improve efficiency through reliable engineering services, and guided by our mission to be the one-stop engineering shop in the Eastern District Region and beyond, we continue to expand our capabilities and our impact.
Our team of qualified professionals is our greatest asset. Through ongoing training and upskilling initiatives supported by MERSETA, we ensure our people are equipped with specialised skills that keep us ahead of the curve.
At TKY Engineering, we don’t just provide parts - we provide progress.
SETTING INFORMAL MARKET FOOD VENDORS UP FOR SUCCESS
South Africa continues to face one of the highest unemployment rates globally, with youth unemployment remaining a critical concern. Sluggish GDP growth further compounds the challenge of creating meaningful job opportunities, particularly within township and informal economies.
In response, Lucky Star, a brand under the Oceana Group, launched the Lucky Chow Enterprise Development Programme in 2019 - a programme dedicated to growing township food businesses and creating jobs by developing entrepreneurs’ culinary expertise and business management skills.
In honour of the legacy of the late Minister Tito Mboweni, who shared a special connection with the brand and was a passionate advocate for entrepreneurship in local communities, the programme has subsequently been renamed The Tito Mboweni Enterprise Development Programme: Powered by Lucky Star.
Strategic Partnerships: Building Sustainable SMEs
The success of this programme relies on partnerships with two key collaborators: the Hotel Training Academy (HTA) and A2Pay. Whilst HTA delivers practical culinary and foundational business training, equipping participants with the skills needed to thrive in the food industry, A2Pay provides commercial training, mentorship, and digital tools to help entrepreneurs operate more efficiently. Together, these partnerships deliver the knowledge, support, and technology required to grow sustainable small businesses and stimulate local economic activity.
In South Africa, many young people face violence, poverty, and inequality. The resulting toxic stress, compounded by limited support, harms brain development, health, learning, and future opportunities, with its impact passing to future generations.
Founded in South Africa in 2009, Waves for Change (W4C) is a non-profit company that supports adolescents growing up in high-stress environments. From five beach sites across the Eastern and Western Cape, W4C has created safe, joyful “third spacesˮ where young people can practise coping skills, build resilience, and connect with caring peers and coaches.
Through research and collaboration with global partners, W4C created the Take 5 Model to extend the reach of Surf Therapy and strengthen youth mental well-being support worldwide.
Together, Surf Therapy and Take 5 advance one mission: empowering adolescents to thrive.
Healing through the ocean
Surf Therapy fuses the rush and therapeutic benefits of surfing with the Take 5 routine to create a structured, evidence-based programme
How it works:
Adolescents are referred through schools, hospitals, and child and youth care centres.
They attend weekly sessions for 10 months at one of five beach hubs
Each session combines surfing with the Take 5 five step routine: Energiser, Check in, Breathing, Play, Reflection
After 10 months, participants graduate into weekend Surf Clubs, maintaining lifelong connections with coaches, peers, and the ocean
Since 2011, Surf Therapy has supported more than 10,000 adolescents, trained 215 local coaches, and provided over 100,000 nourishing meals annually
OUR IMPACT
Scaling resilience through physical activity and play
Developed and rigorously refined within Surf Therapy, Take 5 is a teaching framework that helps organisations scale physical activity and play-based mental health programmes with confidence and ease
How it works:
Coaches and facilitators learn nine essential protective coaching skills for working with vulnerable youth
Coaches learn to integrate the Take 5 routine into their existing work.
Waves for Change is working with the Department of Arts and Culture to integrate Take 5 into after-school programmes across the Western Cape. The partnership will reach over 800 coaches and 100,000 children in the coming year Outside of South Africa, Waves for Change is working in partnership with UNICEF to integrate Take 5 into government-led after-school and in-school mental health programmes in 5 countries across the African continent
Peer-reviewed studies show that Surf Therapy improves stress management and social behaviour outcomes for youth. Where W4C has a presence, Surf Therapy programmes are now integrated with city-wide health referral systems
A Case Study with the Western Cape Government shows that Take 5 makes coaches more effective at building resilience with vulnerable youth There is increased demand from government ministries and civil society partners to use the Take 5 model in 2026
How can you help?
Sponsor a Surf Therapy site and connect hundreds of vulnerable children to the power of the ocean: R2,000,000 per year.
Sponsor the training of a partner to use the Take 5 model: R250,000
Liyema Consulting Group
Ayanda MzondekiFounder & MD
PLEASE SHARE THE BACKSTORY OF LIYEMA CONSULTING GROUP
Liyema didn’t start as a business idea in the traditional sense. It started as a shared belief between Nolundi and me - that access to meaningful work can change the trajectory of a family and entire communities. We built the business from our homes in Johannesburg with very little, but with a clear sense of what we wanted it to stand for. “Access to meaningful work can change a family’s trajectory, and that belief is what Liyema was built on.”
When she passed away within the first year, continuing wasn’t just about keeping the business going. It became about honouring what we had started. Today, the business has grown across multiple countries, but that original intent still guides how we work and how we treat people.
WHAT GOODS AND SERVICES DOES THE COMPANY OFFER?
At our core, we are a human capital partner. We support our partners with contractor management, payroll, HR systems and executive placements, but the work doesn’t stop there. We often step in to help structure how talent is managed, especially across different regions. In practice, that means helping organisations navigate complexity whether it’s compliance, onboarding, or managing teams across borders. The focus has never simply been on filling roles. It’s about helping organisations build people systems that are resilient, efficient, and able to support long-term growth.
HOW DO ESG PRINCIPLES INFLUENCE THE WAY LIYEMA OPERATES AND GROWS ACROSS DIFFERENT MARKETS?
As we’ve grown across different regions and client environments, ESG principles have become increasingly important in how we think about long-term business sustainability, governance, and operational responsibility. Because we operate within the people and workforce space, many of these considerations naturally intersect with our day-to-day work particularly around ethical business practices, workforce
management, inclusion, compliance, and long-term organisational resilience. We believe ESG should remain practical and embedded in how businesses operate, rather than treated as a separate exercise. For us, it is ultimately about building a business that is sustainable, responsible, wellgoverned, and able to create longterm value across the ecosystems it operates in.
LIYEMA CONSULTING GROUP SPANS AFRICA, EUROPE AND THE MIDDLE EAST WITH HEAD OFFICE IN JOHANNESBURG. WHAT ARE THE BENEFITS AND CONSTRAINTS OF OPERATING IN DIFFERENT REGIONS?
Operating across different regions has been one of the most valuable aspects of our growth because it constantly challenges you to think beyond a single way of working.
Every market comes with its own regulatory environment, business culture, pace, and expectations around talent. That requires a high level of adaptability, cultural intelligence, and operational discipline. We’ve learned to approach each region with respect for those differences, while still maintaining a consistent standard across the business. Strong local partnerships have also been critical. They help us remain grounded in each market, navigate complexity more effectively, and build solutions that are both commercially practical and culturally relevant.
HOW WOULD YOU DESCRIBE YOUR LEADERSHIP STYLE?
I would describe my leadership style as clear, grounded, and collaborative. People need to understand where the business is going, but they also need the space and trust to contribute meaningfully to that journey. I stay closely connected to both the work and the team because I believe strong businesses are built through consistency, communication, and shared accountability. I value open conversations, honest feedback, and creating an environment where people feel supported, while also understanding
the level of ownership and accountability that meaningful growth requires. Sustainable growth requires leaders to create space for others to lead, learn, and sometimes make mistakes. The important part is building a culture where teams can learn together, solve problems together, and continue growing together.
WHAT EXCITING PLANS DO YOU HAVE FOR THE FUTURE?
Looking ahead, our focus is on growing in a way that is intentional, sustainable, and impact-driven. That includes expanding into new markets, strengthening our technology capabilities, deepening strategic collaborations, and continuing to evolve how we support our partners across different environments.
We are also working on collaborative initiatives such as Sonke Khula, which focuses on creating more structured pathways to economic participation at a community level. For us, growth has never only been about scale. Growth is impact.
“The goal is not only to grow the business, but to grow the number of people, businesses, and communities that are able to participate meaningfully in the economy over time.”
Workshop17 Hyde Park Corner
Cnr Jan Smuts Avenue and William, Nicol Drive, Hyde Park, Johannesburg, 2196
www.liyemagroup.com
+27 11 484 9339
info@liyemagroup.com
In South Africa, true empowerment should be measured through the opportunities created for people. It should be seen in jobs, skills, leadership pathways and the confidence of young professionals who can imagine a future for themselves in the economy.
Founded in 2017 by Koko Khumalo, Founder and Chief Executive Officer of Motlanalo Chartered Accountants and Auditors Incorporated, the firm has grown from a small Limpopo-based practice of 12 professionals into a nationally recognised challenger firm with more than 100 professionals in Gauteng, Limpopo, Mpumalanga and the Western Cape, 80% of whom are female and 74% under the age of 35.
Motlanalo is a 99% black women-owned and managed professional services firm. Its growth reflects deliberate institutional choices made at the inception of the firm by its founder. Motlanalo was built to create access, develop talent and accelerate the transformation of South Africa’s audit profession. The firm produced its first Chartered Accountant (CA(SA)) within its first three years of business.
How Motlanalo is building South Africa’s next generation of audit professionals
Motlanalo is demonstrating that empowerment is most meaningful when it creates jobs, develops young professionals, strengthens institutional capability and earns trust in the market. Recognised as a Top Empowered Company, the majority black women-owned challenger firm is transforming South Africa’s audit landscape by focusing on quality, skills development and contributing to the country’s economy.
“Transformation must be lived to be meaningful,” says Koko. “It must show up in who we employ, who we teach, who we promote, who we trust with responsibility and how we hold ourselves accountable.”
CREATING ACCESS TO THE AUDIT PROFESSION
The audit profession plays a critical role in South Africa’s economy. It supports trust in capital markets and institutions, strengthens accountability, and gives confidence to boards, regulators, investors and the public.
Talent is widely distributed across the country, but opportunity is not. The barriers to professional development are still firmly standing in the way of transforming the audit profession. According to the South African Institute of Chartered Accountants, in 2026 African black, coloured and Indian CA(SA)s represent 39.4% of its CA(SA) membership base, with African black CA(SA)s accounting for only 21.3% of the total.
“Developing young professionals is not a sideline activity for Motlanalo,” says Koko. “It is one of the reasons the firm exists. Our responsibility is to ensure that our people become stronger, more confident and more capable professionals than when they arrived at Motlanalo.”
Since inception, Motlanalo has been deliberate about creating employment opportunities for young audit and business professionals. Through strategic partnerships and key client engagements, it provides training platforms and exposes emerging talent to complex business environments.
The firm serves clients across complex and highly regulated sectors, including financial services, mining, telecommunications, pharmaceuticals, retail, real estate, higher education, state-owned entities, member-based organisations and non-profit organisations. Motlanalo also conducts audits on behalf of the Auditor-General South Africa. Strategic collaborations with global professional services firms such as EY have helped strengthen its technical capability and market credibility, while opening access to engagements that build real professional depth. Motlanalo is also accredited with the Financial Sector Conduct Authority.
SKILLS DEVELOPMENT AS EMPOWERMENT IN ACTION
Motlanalo’s leadership believes that youth employment must do more than place people into jobs. It must build capability. Young professionals need supervision, coaching, feedback, technical exposure and ethical grounding.
Koko Khumalo Founder and CEO, Motlanalo Chartered Accountants and Auditors Incorporated
At Motlanalo, skills development is part of the firm’s identity. The firm’s values are Respect, Understanding, Trust and Accountability. Together, they form RUTA, which means “to teach” in Sepedi. At Motlanalo, teaching is not limited to formal training. It is embedded in how teams work, the hands-on guidance from the firm’s leaders, quality reviews and upholding professional and ethical standards.
“For us, empowerment is not only about representation,” says Koko. “It is about building a firm where black professionals, women and young people are developed, trusted with responsibility and held to the highest standards of quality.”
Motlanalo credits its growth to this principle. Compliance, governance, professional standards and audit quality are treated as non-negotiable by its leadership.
“Empowerment must strengthen confidence in the market. It must produce institutions that clients trust with work of consequence,” says Koko.
BUILDING CONFIDENCE THROUGH QUALITY
Motlanalo’s admission in 2025 as the first Sub-Saharan African member firm of PA Global marked an important milestone in its development as a professional services firm. PA Global is an international network of independent audit and consulting firms operating under a unified global quality and governance framework.
The PA Global network offers Motlanalo’s professionals exposure to best practice, cross-border collaboration and broader technical development. Through the PA Academy and access to tools such as PA Analytics, Motlanalo’s professionals have access to world-class training, insights and technology.
“Our people must know that the responsibility for delivering excellence is not on someone else’s shoulders,” says Koko. “It is built in the work we do every day, through discipline, preparation, accountability and care. We must never treat opportunity casually. Every step forward carries the effort, sacrifice and courage of those who opened the way before us.”
EMPOWERMENT THAT BUILDS INSTITUTIONS
The firm’s Naledi 2030 strategy sets out its ambition to become South Africa’s leading majority black women-owned challenger firm, which aims to position Motlanalo as a credible alternative to the big four and second-tier firms.
“In a profession built on trust, judgement and accountability, South Africa needs more firms that expand access to the young and unemployed majority. It needs institutions that can develop young talent, build black women leaders and contribute to audit quality at the same time,” says Koko.
Motlanalo’s growth story underscores the national importance of job creation, skills development and institutional transformation. Its vision is to promote cultural excellence in business, and its mission is to transform the audit landscape.
Motlanalo’s recognition as a Top Empowered Company affirms a business model that links empowerment to employment, skills development, quality and institutional growth.
“For Motlanalo, this is the real and hard work of transformation. It is the work of building a firm where young professionals and women leaders are developed with
purpose and given opportunities to demonstrate their abilities, and succeed. We are committed to strengthening South Africa’s audit profession through diligence, discipline and a duty of care,” says Koko.
TSL Lega l Anchored in purpose. Rooted in customercentric values
For nearly three decades, TSL Group has stood as a powerful example of what purpose-driven entrepreneurship can achieve. Proudly South African and 100% black woman-owned, the professional services company has been delivering credible, solutions-oriented business outcomes since its founding in 1998. What began as a specialist debt collection and legal advisory firm has evolved into a multifaceted organisation serving clients across diverse industries, both locally and beyond South Africa’s borders.
At the heart of TSL’s success is its founder and Managing Director, Vasi GovinderPadayachy. An entrepreneur guided by resilience, vision and unwavering authenticity, Vasi built the company from the ground up with a clear nonnegotiable value proposition: integrity in action. Starting with a small team in the Johannesburg CBD, she grew TSL yearon-year into a trusted organisation that today employs over 200 people and delivers solutions across the public and private sectors.
TSL’s reputation for excellence is deeply rooted in its people-first philosophy. Built on the values of professionalism, integrity and service, the company’s journey reflects the power of leadership anchored in purpose. As a full member of the Debt Collectors Council and ADRA, TSL has played a significant role in shaping South Africa’s debt collection landscape. Its approach challenges
traditional perceptions of the industry, focusing not on punitive measures, but on mediation, arbitration and rehabilitation, restoring dignity while ensuring sustainable recoveries.
This philosophy has delivered tangible results. To date, TSL has successfully collected substantial amounts in outstanding debt, proving that ethical, customer-centric practices can co-exist with commercial success. By re-imagining debt collection as a pathway to financial empowerment and independence, the company continues to set itself apart in a highly regulated and often misunderstood sector.
TSL’s national footprint includes head offices in Gauteng, regional offices in KwaZulu-Natal and Stellenbosch, and a newly established presence in Eastern Cape. Its comprehensive service offering spans data management, debt management, revenue enhancement, field services and legal advisory. These tailored solutions have earned TSL a diverse and impressive client portfolio, including leading financial institutions, telecommunications companies and municipalities.
Transformation and meaningful change are embedded in the company’s DNA. Guided by the principle of Batho Pele — putting people first — TSL actively supports over 120 women and 100 youth, many of whom gain their first formal work experience within the organisation. Investment in people has remained a
cornerstone of the business since its inception, extending beyond the workplace through TSL’s dedicated learning platform, iLearn. The platform equips young South Africans with critical skills development and training opportunities, reinforcing the company’s commitment to nation-building.
Looking ahead, innovation continues to drive TSL’s future. The company is investing in AI-powered tools, predictive analytics and real-time performance dashboards to enhance collection strategies and operational efficiency. At the same time, it remains firmly grounded in its founding vision. With a Level 1 B-BBEE rating, TSL’s commitment to transformation is not symbolic, but structural and sustained.
have been some of the highlights over the last 28 years?
TSL Legal’s growth over 28 years showcases its ability to adapt within South Africa’s legal and financial sectors while upholding strong ethical standards. Founded as a specialised collections firm, it has evolved into a reputable legal recoveries and compliance organisation serving major financial institutions, municipalities, and multinational companies. Its key achievements include expanding nationwide, adopting digital management systems, enhancing regulatory compliance frameworks, and consistently achieving strong recovery results. Equally important has been the firm’s focus on investing in staff through training, youth empowerment programmes, and leadership growth. TSL Legal is known not only for its successful outcomes but also for conducting business responsibly, transparently, and sustainably.
What gives TSL Legal the edge over the competition? What does “efficient and compassionate collection” mean in practice?
TSL Legal’s competitive advantage lies in delivering high recovery performance while maintaining ethical, human-
TSL Legal (Pty) Ltd. Bavesh Padayachy (AIIASA), Head of Department: Risk & Compliance
centred engagement. Efficient and compassionate collections use technology, legal expertise, and structured processes to resolve matters quickly and compliantly, while treating consumers with dignity and fairness. They recognise that sustainable recovery is built on integrity, transparency, and clear communication (our corporate values) rather than pressure-based tactics.
As Head of Department: Risk & Compliance, what are your key responsibilities?
My role involves developing governance systems that safeguard the business, clients, and consumers while supporting growth. This includes creating enterprise risk frameworks, ensuring compliance with POPIA and FICA, conducting internal audits, enhancing digital and operational controls, and fostering accountability across teams. I also handle vendor
TSL Legal’s competitive advantage lies in delivering high recovery performance while maintaining ethical, humancentred engagement. “ “
governance, facilitate compliance training, and lead ongoing improvement efforts aligned with global best practices.
How do you ensure transformation is measurable rather than symbolic?
Transformation gains significance only when it is integrated into performance systems and evaluated against tangible outcomes. At TSL Legal, this involves monitoring skills development, leadership cultivation, mentorship achievements, ROI on training investments, and supplier engagement, alongside operational metrics. These initiatives are connected to KPIs, reporting mechanisms, and ongoing reviews. Youth development efforts are judged based on career advancement rather than just attendance. Internal promotions are seen as evidence of structured growth rather than mere compliance. By embedding transformation into business strategies and accountability structures, it becomes sustainable and meaningful, enhancing organisational capacity and supporting broader economic inclusion.
Please share a message of inspiration with our empowerment community.
Empowerment is cultivated through consistency, discipline, and a proactive approach to responsibility early on. Don’t wait for senior titles to lead; instead, create value in every role you take. Develop technical skills, gain a clear understanding of how systems operate, and incorporate integrity into your daily choices. Growth occurs when you embrace discomfort and hold yourself accountable. Above all, never underestimate the influence of ethical leadership in fostering strong institutions within society.
Twenty years and counting
Interview with Nomalanga Skosana, Director at Sihlomile Security Services
The security services sector has been growing rapidly over the last two decades and with the proliferation of companies a business such as Sihlomile Security Services stands out for the reputation it has built for its commitment to transformation and professionalism. While the industry is still male-dominated, Nomalanga Skosana, Director at Sihlomile Security Services, has seen progress in bringing more women into it and the company has placed making a contribution to people and their communities at the heart of its work. “Our approach to transformation is practical and visible in how we recruit, train, promote, and support our people every day,” says Nomalanga, who in this interview shares some of their highlights over the past twenty years and how they have embedded transformation into the organisation.
YOU HAVE BEEN IN OPERATION FOR NEARLY 2 DECADES. WHAT TRENDS HAVE YOU NOTICED OVER THE LAST 20 YEARS?
Since establishing Sihlomile in 2006, I have seen the security industry become more competitive, more regulated, and more client-driven. Clients now expect more than just physical presence; they want guards who are professional, trained, alert, and able to communicate effectively. The importance of soft skills such as integrity, discipline, and problem-solving has grown significantly. We have also seen increased demand for integrated security solutions, where human guarding works alongside technology such as CCTV, alarms, access control, and monitoring systems. Despite these developments, physical guarding remains essential because there is still no substitute for a trained security officer on the ground.
PLEASE DESCRIBE THE SERVICES AND PRODUCTS PROVIDED BY SIHLOMILE SECURITY SERVICES.
Sihlomile Security Services provides professional security services designed to protect people, property, and assets. Our core focus is physical guarding, we deploy well-trained security officers to
residential, commercial, industrial, and government sites. In addition to guarding, our company also offers a broader range of security services including armed and unarmed officers, VIP protection, armed response, assetsin-transit services, security audits, and risk management support. We also provide auxiliary services such as technical surveillance, close protection, and security awareness seminars. Our offering is built around reliability, professionalism, and client-specific security needs.
WHAT HAVE BEEN YOUR MOST MEMORABLE SUCCESSES?
One of our greatest successes has been growing Sihlomile from a vision into a respectable security company that has served clients across multiple sectors for many years. We are proud of the trust placed in us by institutions such as government departments, Private sectors such as Eskom, and other major clients, which confirms our ability to deliver at a high level. Recognition at the Standard Bank Top Woman Awards has also been a meaningful milestone, because it acknowledges not only our business growth but also our role in transformation. Also, the fact that we have continued giving back to the poor by adopting an orphanage called Phehela which takes care of the orphans in the area we operate our business in. Building a sustainable company that serves disadvantaged communities and contributes to economic participation is something I value deeply.
HOW DO YOU ENSURE TRANSFORMATION IS EMBEDDED IN THE COMPANY?
Transformation is central to our identity, not something we do only for compliance. As a 100% black-owned woman company, we are committed to meaningful participation in the economy and to creating opportunities for black South Africans. We employ people from local communities and rural areas, and we ensure that women and men have access to employment, training, and growth within the
company. We also invest in skills development so that our employees can grow into stronger professionals and future leaders. Our approach to transformation is practical and visible in how we recruit, train, promote, and support our people every day. We also actively employ people living with disability in our office, because we believe transformation must include meaningful inclusion of all South Africans. We pride ourselves by giving new graduates internship opportunities and, where possible, absorb them into permanent positions so that they can gain experience and build long-term careers with us. By creating an environment where people are welcomed, supported, and given equal opportunity to contribute, we strengthen both our workplace culture and our commitment to social responsibility.
WHAT EXCITING PLANS DO YOU HAVE ON THE HORIZON FOR THE COMPANY?
We have exciting plans, especially as we continue to grow our security services and expand our impact. One of our most important projects is that we have now completed building our training school located in the rural area of KwaNdebele, Mpumalanga. This school is very close to my heart because it will create access for disadvantaged people who want to enter the security industry but lack proper opportunities. Through the school, we aim to offer learnerships, practical training, and a pathway into employment. This initiative reflects our long-term commitment to empowerment, skills development, and community upliftment.
649 Conrad Street, Silverton, Pretoria, 0184
012 023 4920
Sector OVERVIEWS
FINANCIAL SERVICES
Achieving growth and creating jobs through digital transformation
By Shumirai Chimombe and Jessie Taylor
South Africa has a robust financial services sector which is a cornerstone of the country’s economic landscape.
The finance, real estate, and business services sector consistently represents the largest single industry in South Africa’s economy, generating approximately 22% to 23% of the country’s total Gross Domestic Product (GDP)National Treasury.
2025 Economic Performance Overview:
• Annual Growth: The finance and real estate industry experienced a 1.9% year-on-year increase in real value-added output for the full year 2025.
• GDP Contribution: This sector’s expansion was the single largest driver of the overall economy,
contributing \(0.5\) percentage points to the overall annual national GDP growth rate of 1.1%.
• Quarterly Momentum: The sector saw strong momentum at the end of the year, with Q4 2025 economic activity in finance, intermediation, insurance, and real estate rising by 1.4% quarter-on-quarter - Statistics SA.
The sector also provides direct and indirect employment to nearly 3 million South Africans and contributes about 25% of corporate income tax revenues. The Johannesburg Stock Exchange (JSE) is Africa’s largest and most liquid exchange, with over R20-trillion in market capitalisation. The sector provides broad access to financial services with over 90% of the
adult population using formal financial services, with 81% holding bank accounts and 78% engaged with non-bank financial institutions, according to the African Development Bank (AfDB)
With the advent of digital transformation, the industry is experiencing a transformative
period fueled by technological advancements, digital adoption, and evolving consumer expectations. These changes have reshaped employment dynamics, increased demand for tech-driven skills, and highlighted the importance of transformation. As the sector embraces innovation and works to meet regulatory challenges, it holds the potential to drive inclusivity,
South Africa’s major banks navigated complex operating terrain to deliver solid results in 2025, as geopolitics and macro tensions weighed on domestic conditions.
9.4% Combined headline earnings growth against FY24 to R152.5-billion
20% Combined ROEexcluding Investec (FY24: 19.7%)
443 basis point (bps) - Net interest margin - Capitec and Investec (FY24: 451 bps)
182 bps Credit loss ratio (FY24: 187 bps)
51% Cost-to-income ratio (FY24: 50.4%)
17.3% Common equity tier ratio (FY24: 17.2%)
Source: Pwc South Africa
growth, and sustainability in South Africa’s economy.
Pwc South Africa reports that the major banks continue to compete intensely on digital growth, with client acquisition and transaction volumes steadily rising, driven by mobile-first platforms. To this end, the major banks’ spend and investment patterns remain focused on transitioning and refining their core systems toward cloud compute capability.
Digital adoption and innovation account for increased job opportunities
The shift towards digital platforms has led to a growing demand for professionals with advanced technological skills. Banks are increasingly seeking data scientists, behavioural economists, and engineers to support the integration of
artificial intelligence and other digital innovations.
Over the past decade, the financial sector has prioritised digitisation and customer self-service, resulting in the widespread adoption of banking apps and digital payment options. This investment has enabled banks to reduce costs associated with information management and has decreased the reliance on physical branch infrastructure. Between 2012 and 2019, traditional banks closed 695 branches, and this trend has continued, with further reductions in branch numbers observed in recent years.
Addressing greylisting compliance
South Africa was officially removed from the Financial Action Task Force (FATF) grey list, on 24 October 2025.
South Africa was placed on this list, formally called the list of “Jurisdictions under Increased Monitoring”, in February 2023 for not complying with international standards around the prevention of money laundering and proliferation financing.
In a statement in response to this significant move, National Treasury emphasised that although exiting the greylist is an important milestone and a demonstration of South Africa’s commitment to rebuilding the rule of law, it is only the start of a broader process to continue to strengthen key institutions, improve enforcement and governance processes, and ensure that such improvements are sustainable and that the country’s systems become increasingly effective in combating money laundering and proliferation financing.
Gross earnings paid to employees in the financial intermediation, insurance, real estate and business services industry
• R46.1-billion in September 2023
• R48.1-billion in September 2024
• R43.2-billion paid in wages in September 2024
• R2.3-billion paid in bonus payments in September 2024
• R2.6-billion paid in overtime in September 2024
Employment in the financial intermediation, insurance, real estate and business services industry
• 412 000 total employees in September 2024
• 395 000 full-time employees in September 2024
• 17 000 part-time employees in September 2024
CREATING TRANSFORMATION THROUGH FINANCE
The South African banking and financial sector is internationally recognised for its excellence, but it faces some domestic challenges in achieving overall transformation. With over 10 000 licensed entities, including small brokerages and individual financial advisers, transformation progress is uneven. According to the latest Sanlam Transformation Gauge, 1076 financial sector companies achieved level 2 B-BBEE recognition, an improvement from the previous year, with key areas like Enterprise and Supplier Development (ESD) and ownership having made significant progress.
The spotlight often falls on large institutions, such as banks and insurance companies, due to their economic impact and employment size.
Encouragingly, transformation within the sector continues.
Independent research by the Association for Savings and Investment South Africa (Asisa), which oversees R8-trillion in assets, shows members exceeding most FSC targets.
While progress is evident in areas like ESD and socioeconomic development, the sector must accelerate its transformation efforts to address inequality, expand inclusivity, and meet South Africa’s broader socioeconomic goals.
BBBEE scorecard performance for the financial sector
Black Ownership: 91.29% of the target (up from 81%).
Management Control: 61% of the target (stagnant).
Skills Development: 78% of the target (up from 76%).
Enterprise & Supplier
Development (ESD): 90.56% of the target (up from 71%).
Socioeconomic Development (SED): Exceeds target but declined slightly.
Sources: Sanlam Transformation Gauge | Statista | businesstech.co.za | National | Treasury | Lexology | Stats SA | Pwc South Africa | AfDB
Trinity Lekwetsé Ncala CEO, T&T Academy
T & T ACADEMY
Integrity ignites, excellence excels
T & T Academy is a black-female owned headhunting firm specialising in placing critical and scarce skills positions as well as people living with disabilities. We are a level 1 B-BBEE contributor with 135% procurement recognition. At T&T Academy, we recognise the need to stay competitive in today’s dynamic business landscape. Our comprehensive services are designed to help businesses achieve their goals and thrive:
OUR COMPREHENSIVE SERVICES
Tailored to meet each client’s unique needs, our recruitment services ensure the perfect fit for your team, enhancing productivity and success this including finding people living with disabilities and candidates with scarce skills.
ENTERPRISE DEVELOPMENT& BUSINESS ADVISORY
We offer strategic insights and actionable solutions to navigate growth and development complexities, ensuring your business thrives.
TRAINING & DEVELOPMENT
As an accredited provider, we deliver customised training solutions to upskill your workforce and maintain a competitive edge, with programmes led by industry experts.
HR CONSULTING
SERVICES
Our comprehensive HR Consulting Services focus on achieving organisational excellence effective HR management, including Workforce Planning, Performance Management, Employee Engagement, Compensation and Benefits, and Compliance as well as Risk Management.
At T&T our core values are the foundation of everything we do, guiding our actions and our culture. These values reflect our commitment to excellence, integrity and personalised service, ensuring we deliver the best outcomes for our clients and candidates. We believe in the power of innovation, transparency and professionalism to drive success and build lasting relationships based on mutual respect. By empowering individuals and organisations to reach their full potential, our values not only define who we are but propel us towards our mission of connecting extraordinary talent with remarkable opportunities.
CORE VALUES ARE
Our holistic approach to Recruitment, HR Consulting, Training and Development empowers individuals and organisations to reach their full potential, driving sustainable growth and innovation.
RETAIL
A dynamic landscape reshaped by an omnichannel boom
Shumirai
Chimombe and Jessie Taylor
Diversified retail is one of the most influential sectors of South Africa’s consumer economy, spanning clothing, food, health, household goods, and general merchandise. Its scale makes it a major driver of employment, supply chains, and everyday consumer access across the country.
Retail sales in South Africa increased by 2.6% year-on-year in March 2026, following a 1.6% increase in February.
Higher sales were also recorded for:
Household furniture, appliances and equipment (11.3% vs 8.8%)
Pharmaceuticals and medical goods, cosmetics and toiletries (5.4% vs 6.4%);
Textiles, clothing, footwear and leather goods (4% vs 4.2%).
Sales declined for food, beverages and tobacco in specialised stores (-5.6% vs -5.3%).
On a seasonally adjusted monthly basis, retail trade went up by 0.1%, after a revised 1.1% decline in the prior month. Retail trade sales grew by 2.8% in the first quarter of 2026 compared with the first quarter of 2025.
Source:StatsSA/TradingEconomic
A robust growth in FMCG
NielsenIQ (NIQ) South Africa has released its State of the Retail Nation analysis for the first quarter of 2026, reflecting robust above-inflation growth in retail sales value and volume. The data for the report is based on NIQ’s comprehensive Retail Measurement Service (RMS), which is the largest retail (grocery) data source in the country and the only currency used by all of South Africa’s major retailers. The analysis reports that South African consumers spent more than R173.6-billion on fast-moving consumer goods (FMCG) reflecting a sales value increase of 6.5% compared to the same quarter last year.
Food, the largest FMCG category, recorded a 4.5% increase in sales volume and a 7.2% increase in value terms, reaching sales of R28-1-billion year-over-year for the quarter. Snacking was among the fastest-growing segments, with volumes up 16.2% and sales value increasing 11.9% to R925-million. Baby food and care was the only category to record a decline, with sales value falling 2.1% to around R3.4bn
Other key categories that delivered respectable growth:
E-commerce and changing consumer trends have reshaped the sector
According to the Online Retail in South Africa 2025 report, produced by World Wide Worx in collaboration with Mastercard, Peach Payments and Ask Afrika, South Africa’s online retail sector has moved firmly into its next phase of growth and maturity.
Online retail in South Africa is expanding at more than ten times the rate of physical retail and is expected to account for at least 12% of the national market by 2027. Global entrants will add pressure, but regulatory changes and local resilience will limit their dominance.
Over the past three years, South Africa’s e-commerce market has expanded from crossing the R100-billion mark in turnover to being on track for R400-billion and more than 1-billion transactions. Driven by mobile adoption, alternative payments and SME participation, what began as a lockdown survival channel has become an everyday necessity and one of the fastest-growing engines of retail and financial inclusion in the country.
The report indicates that these findings align closely with the South African Reserve Bank’s Vision 2025, which calls for a modernised, secure and inclusive payments ecosystem. The rapid uptake of e-commerce and digital payments shows the sector is already moving in step with this vision.
Transformation challenges in the retail sector
When applying the Top Empowerment (B-BBEE Level 1–4) filter the qualifying group becomes limited. While large retail groups dominate the sector, not all consistently meet empowerment thresholds across their full operations. Some perform well in areas like employment or supplier development
but are weaker in ownership or overall compliance positioning. The sector is highly consolidated but not evenly transformed.
A smaller group of retailers sits within the Top Empowerment range, while others remain partially aligned or outside it altogether. What separates the leaders is not size but how consistently they embed empowerment into jobs, supplier access, and formal retail systems.
As a result, empowerment leadership is concentrated among a few retailers that integrate transformation into their operating models, not just compliance reporting. In this sector, empowerment is defined less by single metrics and more by how deeply inclusion is built into employment, procurement, supplier participation, and market access at scale.
The Employment Equity Amendment Bill of 2020, effective from 1 September 2023, introduces sector-specific employment equity targets, which apply to the retail sector. Employers are incentivised to meet these targets by receiving compliance certificates, which are essential for securing state contracts. Non-compliant companies could face fines ranging from R1.5-million to R2.7-million.
The retail and wholesale sectors in South Africa are facing significant challenges related to transformation targets, especially when it comes to the BroadBased Black Economic Empowerment (B-BBEE) scorecard. These sectors, along with manufacturing, are measured under the generic B-BBEE scorecard, which applies to industries that have not developed a specific sector charter. The retail and wholesale sectors are part of the broader group that faces the task of meeting sector-specific transformation targets, which have been difficult to achieve due to issues like inflation,
load-shedding, and weak economic growth. Companies in these sectors are working to meet BBBEE targets while also grappling with the constraints imposed by the broader economic environment. Despite the challenges, improvements have been seen in the transformation scorecard, with ownership rising from 75.2% to 81.52%, management control increasing from 58% to 71%, and skills development improving from 74.5% to 86.75%. However, Enterprise and Supplier Development (ESD) dropped to 73.65%, showing a slight decline.
The wholesale and retail sector achieved Level 4 on the generic BBBEE scorecard for 2023, with varying percentages of targets achieved across different categories.
Generic B-BBEE scorecard performance for wholesale and retail trade
Socio-economic development:
76% of the target achieved. Black ownership: 75% of the target achieved. Management control: 51% of the target achieved. Skills development: 72% of the target achieved. Enterprise and supplier development: 76% of the target achieved.
Sources: Trading Economics|NielsenIQ (NIQ) South Africa|World Wide Wox|Statista |Statistics South Africa|Retail Sector Report|Sanlam Transformation Gauge
Pivotal role in job creation and empowering growth
By Shumirai Chimombe
South Africa’s Global Business Services (GBS/BPO) market is well established and supported by world-class business infrastructure. Growing at 22% annually, the sector contributes significantly to the country’s GDP and is a major driver of economic growth.
South Africa has firmly established itself as a Global Business Services (GBS) destination, experiencing impressive year-on-year growth, and contributing significantly to job creation.
22% annual growth
$2 783 billion export revenue between 2010March 2025
The sector continues to attract international investments in sectors such as technology and communications, financial services, legal and healthcare and creating quality jobs. The sector supports several other high priority sectors including infrastructure, transport, hospitality and tourism.
The sector continues to attract international investments in sectors such as technology and The sector continues to attract international
investments in sectors such as technology and communications, financial services, legal and healthcare and creating quality jobs. The sector supports several other high priority sectors including infrastructure, transport, hospitality and tourism.
According to Business Processing Enabling South Africa - (BPESA), the national industry association for South Africa’s global business services sector, the GBS/BPO sector
has experienced transformative growth, with its workforce growing from 65 000 in 2019 to an estimated 150 000 in 2024. Market revenue grew from USD 1.04-billion (approximately R18.9-billion) to an estimated USD 2.91-billion (just under R53-billion), in the same period, driven by significant investment from global players in recent years. This growth has been driven by a business-friendly environment, exceptional quality standards and continuous job creation.
The UK remains South Africa’s largest source market for global business services delivery, with a 55% share in terms of headcount. The US market has grown rapidly, with 33% of globally focused workers servicing that market, up from just 1% in 2019. Australia and Europe – mainly Germany, France and Netherlandsare also important source markets for the sector.
The business services sector comprises companies that help other businesses function better - whether this is through research, compliance, HR, training, IT, or advisory services. They play a key role in improving decision-making, meeting B-BBEE requirements, building capability, and ultimately helping businesses run more efficiently and effectively.
It is a behind the scenes sector but a critical one when it comes to performance and transformation and supporting l ong-term sustainability.
According to BPESA, South Africa is globally recognised as a Centre
of Excellence for impact sourcing, championing transformation, diversity, equity, and inclusion (DEI).
South Africa’s offshoring locations are concentrated in Cape Town, followed by Durban, while Johannesburg. Tshwane, East London, and Gqeberha are also leading locations offering a significant pool of entry-level talent and fostering the development of future workforce potential.
According to InvestSA, with the anticipated drop intelecommunications costs, coupled with language skills capabilities and cultural compatibility, the offshoring services sector is expected to grow.
Investment opportunities in the sector include:
• Establishment of call centres
• Back-office processing facilities
• Provision of shared corporate services
• Enterprise solutions such as fleet and asset management services
• Legal process outsourcing
• Evolution of the industry from voice-driven towards omni-channel delivery of services
• Analytics solutions services enabled by South Africa’s skills capability, including root cause analysis, predictive analytics, knowledge process outsourcing and digital investment platforms
National Value Proposition for SA’s GBS sector - as an investment destination and job creation.
In its National Value Proposition, the sector has set a target of creating 500 000 cumulative jobs by 2030, leveraging investment, infrastructure, and talent to drive global competitiveness.
Launched in March 2025, the refreshed value proposition is part of BPESA’s drive to champion South Africa as a premier destination for Global Business Services, working alongside the Department of Trade, Industry and Competition (the dtic), InvestSA, Harambee Youth Employment Accelerator, and other government and industry stakeholders.
Some of South Africa’s GBS Value Proposition highlights include: Infrastructure and enabling environment
• One of the best ICT infrastructures in Africa, enabling seamless global connectivity
• Global contact centre standards (ISO 18295) are based on South African best practices
• Strong government support at national, regional, and sectoral levels
Mature industry and value-driven growth
• Expertise in voice, omnichannel CX, and complex process management, with a shift towards tech-enabled,
• high-value services
• Deep domain knowledge in financial services
People prowess
• Access to a large, young, and highly trainable workforce fluent in English, with neutral accents and strong empathy levels
• A leader in impact sourcing, a proven approach that boosts competitiveness while driving positive business and social outcomes
Tactical advantage
• Provides strategic access to the African continent through a
regional GBS hub-and-spoke delivery model
• Enables businesses to tap into Africa’s rapidly growing markets, unlocking new revenue opportunities and scalability
• A resilient and future-ready business environment, fostering long-term growth and global service excellence.
Source: South Africa’s GBS Value Proposition: Executive Summary, Everest Group, 2025
A major contributor to employment - particularly for young people
While contact centres remain the largest employers, the sector also benefits from an exceptional pool of multilingual, highly skilled professionals trained in areas such as finance and accounting, back-office processing and online tutoring, along with digital and Information Technology Outsourcing (ITO) services.
The latest BPESA GBS Sector Job Creation Report April to June 2025 reported that the industry added 8,180 new international jobs during this period.
A key driver of this growth is Impact Sourcing, an initiative that actively recruits individuals from marginalised communities, offering life-changing employment to young South Africans from low-income backgrounds. These inclusive hires made up 27.5% or 2,252 of the new jobs created during this quarter.
Consistent with previous quarters, youth workers (aged between 18 – 34 years of age) continued to make up the bulk of new hires in the quarter accounting for 90% of new jobs or 7,366 workers.
These new youth workers are based in Western Cape (50.3% or 3,709), KwaZulu-Natal (29.8% or 2,192), Eastern Cape (11% with 810 new youth jobs), and Gauteng with (8.9% or 655 youth jobs).
Diversity, Equity and inclusion (DEI) continues to be a key tenet of the South African GBS sector. This is reflected in the profile for new jobs created between 2020 and June 2025 where 61% of workers in the GBS sector are Black; 29% mixed race; 8% Indian; and 2% white.
These percentages shifted more diversely between April to June 2025 with 66% of workers noted as being Black, 27%; mixed race, 6% Indian and 1% white.
Women contact centre agents and knowledge workers continued to make up over half of the South African global business services sector
between April to June 2025 (68%) with the balance being men (32%). However, when looking at the entire reporting period between 2018 and June 2025, female workers consist of almost two-thirds of the workforce.
A supportive, enabling environment for GBS/BPO growth
South Africa provides a very strong enabling environment for the GBS/B{P industry, with various incentive programmes and key skills development initiatives to support the industry. One of the national incentive
programmes the sector enjoys is the Global Business Services (GBS) Incentive, administered by the Department of Trade Industry and Competition (dtic). This financial incentive is made available to companies that create jobs servicing international clients from South African operations, making South Africa a competitive destination for global business services.
The primary objective is to create sustainable employment in South Africa through the servicing of offshore (international) clients and activities. The secondary objectives include creating employment opportunities specifically for young people aged 18 to 34, and contributing to the country’s export revenue through offshoring service income.
“We believe the sector’s unique blend of cost-effectiveness, talent and infrastructure and its proven track record of success, competitiveness and maturity in this market will continue to attract foreign direct investment to our shores and drive inclusive growth for the country, As we work to attract significant investment and create substantial job opportunities, particularly for youth, developing a diverse, skilled, and future-proof workforce remains our highest priority to ensure sustained growth and long-term industry resilience.”BPESA CEO Reshni Singh.
Sources: BPESA | Cape Chamber of Commerce and Industry | Invest SA | Everest Group
Driving industrialisation and economic growth
By Shumirai Chimombe and Jessie Taylor
South Africa’s manufacturing sector remains a vital contributor to the nation’s economic growth and industrialisation initiatives, contributing approximately 13% to GDP and employing over 1.6-million people.
Despite challenges such as logistics constraints and energy disruptions, the sector continues to demonstrate resilience and adaptability, underpinned by strategic government support, technology adoption, and growing regional and global demand.
The African Continental Free Trade Area has also increased opportunities to expand the country’s industrial base
Manufacturing production increased by 0,9% in March 2026 compared with March 2025.
The largest positive contributions were food and beverages (3,5%); petroleum, chemical products, rubber and plastic products (1,8%); and electrical machinery (11,9%)
Seasonally adjusted
manufacturing production increased by 0,8% in March 2026 compared with February 2026. This followed month-on-month changes of -1,8% in February 2026 and 1,7% in January 2026.
Manufacturing production decreased by 1,0% Q1 2026 compared with the fourth quarter of 2025.
Source: Stats SA
13% contribution to GDP
1.6-million people employed
A cornerstone of the economy
The manufacturing sector’s nominal GDP is projected to grow at an average annual rate of 5.7% over the next decade.
Between 2024 and 2025, total market capitalisation fell by 13.55%, declining from R557.22-billion to R481.72-billion. The downturn was led by pharma, speciality chemicals, and paper and wood sectors. However, the farm products sector surged by 145%. The packaged food sector increased by over R29.6-billion, up 37.46% with the largest contributions coming from two leading diversified food producers.
Digital transformation is reshaping the manufacturing landscape, driving efficiency, reducing costs, and enhancing product quality. The adoption of Industry 4.0 technologies and smart factory solutions is unlocking new levels of operational efficiency and sustainability.
Sustainability remains a key focus as the sector intensifies efforts to lower its carbon footprint and adopt greener practices to maintain global competitiveness.
Meanwhile, procurement continues to play a pivotal role in advancing B-BBEE compliance. The government’s expenditure of R2.04-trillion in the 2022/2023 financial year underscores its commitment to inclusive growth and transformation in the sector.
Top
manufacturing
sectors in South Africa
Manufacturing Indaba 2026 highlights these four clusters as top manufacturing sectors
• Food & beverage - the largest sub-sector, comprising 22.3 % of total manufacturing sales in Q4 2023. It remains a consistent driver of growth with expanding domestic and regional market opportunities.
• Basic iron & steel, non-ferrous metals, metal products & machinerycomprises 20.9% of sectoral sales, including steel, aluminium, metal fabrication, and machinery. This sector supports key industries such as infrastructure, mining, and construction which are vital for Africa’s development
• Petroleum, chemical, rubber & plastic products - holds 20.1% of total manufacturing sales, with strong growth in petrochemicals and plastics. The sector is vital for South Africa’s industrial value chains and a significant export contributor.
• Automotive (motor vehicles, parts & accessories) - produces over 500,000 vehicles annually, contributing heavily to exports and value-added manufacturing. The sector is attracting significant investment in electric vehicle production through government incentives
According to Manufacturing Indaba, these four clusters collectively represent over 65 % of manufacturing sales in South Africa, with the Food & Beverage and Automotive sectors offering high investment and export potential. They also benefit from government incentives, including support for black industrialists and special economic zones, which are accelerating growth in strategic sectors.
Despite power disruptions and logistics inefficiencies continuing to impact manufacturing operations, the sector is poised for recovery through increased localisation, adoption of advanced manufacturing technologies, and growing African market access under the AfCFTA. Strategic partnerships, investment in green manufacturing, and infrastructure development will be critical in unlocking the sector’s full potential. South Africa’s top manufacturing sectors are central to driving industrialisation, job creation, and
economic growth while positioning the country as a manufacturing leader on the African continent.
Renumeration in the manufacturing sector
Total gross earnings in September 2024 were R94 471 000
The average monthly earnings in the manufacturing sector was R23 752 in September 2024
Working toward a transformed sector
Transformation in the sector remains a priority, with the generic Broad-Based Black Economic Empowerment (B-BBEE) scorecard reflecting improvements in areas like ownership and skills development.
However, the absence of a sectorspecific Manufacturing Charter limits the clarity and focus on industry-wide transformation targets. This, combined with the economic climate, has left the sector grappling with both operational and regulatory pressures, underscoring the need for sustained support and innovative strategies to ensure its recovery and growth.
In addition, the absence of a sectorspecific charter reflects the prioritisation of operational and survival strategies over long-term transformation frameworks.
B-BBEE Scorecard performance for manufacturing
Black Ownership: 72% of the target.
Management Control: 82% of the target.
Skills Development: 88% of the target.
Enterprise & Supplier Development: 83% of the target.
Socioeconomic Development: 93% of the target.
The underrepresentation of women, especially in top management positions, remains a challenge in the manufacturing sector.
According to the Department of Trade, Industry, and Competition, of the total number employed in the South African manufacturing sector, women made up less than 25%, a notable decline from 35.4% in 2002.
The manufacturing sector has historically been male-dominated, with barriers such as traditional gender roles, workplace culture, and limited access to technical training contributing to the low representation of women. Despite initiatives aimed at promoting gender equity, including skills development and empowerment programmes, the progress has been slow.
This data suggests that women are underrepresented not only in craft and trade roles but across other areas of manufacturing as well, reflecting broader systemic issues within the industry. Efforts to improve these figures would likely require a combination of targeted government policies, private sector initiatives, and community-level interventions.
Sources: Salam Gauge Report |Stats SA | DTIC | Manufacturing Indaba | PwC South Africa Manufacturing Analysis 2025
Local Stores Nation “House of Local Brands” was founded in 2025 by a self-made entrepreneur Nthabiseng Lillian Lamola. Rooted in the belief that local businesses are the backbone of economic sustainability and that by supporting and investing in local SMEs, we are not only creating jobs and stimulating economic growth, but also fostering a sense of community unity.
Local Stores Nation is a multivendor platform/movement aimed to bring local businesses into one space, creating a safe and convenient shopping experience for consumers. With over a billion active websites globally, the digital landscape has become increasingly competitive, making it challenging for businesses to stand out and get noticed, more especially SMEs. As a result, many businesses struggle to reach their target audience, build brand awareness, and drive sales. Local Stores Nation was born to tackle this very challenge, providing a platform for businesses to thrive in a crowded landscape - to empower and give hope to SMEs.
VISION AND MISSION
Our vision is to revolutionise the way local businesses connect with their customers
Local Stores Nation
by creating a thriving platform that showcases the best of our community’s offerings. Our mission is to empower small and medium businesses to succeed by providing a robust and user-friendly platform that fosters growth, innovation, and customer satisfaction. We aim to build a vibrant sphere where local entrepreneurs can showcase their unique products and services, and customers can discover and enjoy the best of what our community has to offer. By doing so, we strive to create a more connected, prosperous, and fulfilling community for all.
VALUES
At our core, we value community, integrity, and innovation. We believe in fostering a culture of trust, respect, and transparency, where every vendor and customer feels valued and supported. We prioritise quality, ensuring that every product and service meets the highest standards. We’re committed to empowering local businesses and promoting sustainable practices. Through continuous innovation and improvement, we strive to create a seamless and enjoyable experience for all users.
Our values drive us to build a platform that’s not just a marketplace, but a vibrant community that celebrates local excellence.
BRAND PROPOSITION
At Local Stores Nation vendors can choose from two flexible options: sell products or list services, tailoring their offerings to their strengths. Local Stores Nation also offers monthly Networking Sessions Memberships where entrepreneurs, professionals and individuals meet monthly to unwind, share their business and life challenges, building meaningful connections and collaborations in ways that enhance support, visibility, and credibility within
their industries and communities.What’s more, we ensure the integrity of our platform by thoroughly backgroundchecking all listed companies, providing an added layer of assurance for customers. This comprehensive approach creates a safe, reliable, and vibrant ecosystem where businesses can grow and customers can shop with confidence.
https://www. instagram.com/localstoresnation
Nthabiseng Lamola Founder and CEO, Local Stores Nation
TRANSPORT AND LOGISTICS
Connecting suppliers and clients across the SA’s provinces and international borders
By Shumirai Chimombe and Jessie Taylor
The transportation and logistics industry is integral to sustaining South Africa’s economy, The sector includes transportation, warehousing, distribution, freight forwarding, and supply chain management. It connects producers, distributors, and consumers across provinces and international borders and plays a critical role in enabling trade, driving industrial growth, and unlocking access to markets.
Land transport survey, March 2026 - Statistics SA
The volume of goods transported (payload) increased by 1,6% in March 2026 compared with March 2025. The corresponding income increased by 4,4% over the same period.
Income from freight transportation increased by 2,9% in the first quarter of 2026 compared with the first quarter of 2025. The main positive contributors to this increase were agriculture and forestry primary products (44,5%) and parcels (26,7%)
Seasonally adjusted payload increased by 1,0% in the first quarter of 2026 compared with the fourth quarter of 2025. Road freight increased by 0,7% and rail freight increased by 2,9%
The Quarterly Labour Force Survey (QLFS) - Q22025
1,12 million people employed in the transport sector
732 000 in the formal sector
384 000 in the informal sector
South Africa’s geographic position makes it a strategic logistics hub for the African continent. With access to key ports such as Durban, Cape Town, and Port Elizabeth, and an extensive road and rail network, the country serves as a gateway for regional and international trade.
The logistics industry contributes significantly to South Africa’s GDP and employment, and it supports diverse industries including manufacturing, mining, retail, and agriculture by moving goods efficiently from suppliers to markets.
According to Engineering News, South Africa’s freight and logistics industry is currently valued at USD 14.7-billion, and it is projected to grow at over 6% annually by 2030.
South Africa and the continent are standing at a defining moment, as the sector has evolved rapidly with the rise of digital commerce.
Although road freight remains the backbone of the transport sector, carrying over 70% of the country’s goods, the emergence of technological innovation, supply chain integration, and growing e-commerce is reshaping the industry, reflecting changing consumer preferences.
Several key drivers of growth in the industry include:
• Digital transformation: Advanced tracking, route optimisation, and real-time visibility have become essential.Emerging technologies such as AI, Internet of Things (IoT), and predictive analytics will further shape the future of logistics in South Africa enabling smarter forecasting, automated route planning, and enhanced safety standards.
• Newly introduced reforms introduced by 2023 Roadmap for the Freight Logistics System in South Africa - which sets out to reform the logistics system in the long run - have resulted in rail and port systems being opened to greater private sector participation. This included the move toward open-access rail and the licensing of private train operating companies on strategic corridors.
• The unprecedented growth of the Courier, Express and Parcel Services (CEP) market as a result of postal services - which was historically reserved for the South African Post Office - being open to competition. New players such as Amazon and Takealot have multiplied daily parcel flows.
• Cross-border expansion: As trade between South Africa and neighbouring countries continues to grow under the African Continental Free Trade Area (AfCFTA) compliant, efficient cross-border logistics has become an essential part of the industry.
A new impetus for transport sector transformation
The sector has benefitted from the formation of a new Integrated
Transport Sector B-BBEE (ITSB-BBEE) Charter Council. This event marked the start of a dialogue to align the sector’s codes with the national Codes of Good Practice and to develop a transformative action plan.
The sector’s progress has been hindered by a decade of delays in updating codes. The last effective work on the B-BBEE Charter occurred in 2009, and a previous council was dissolved in 2017 due to ineffectiveness. Subsequent efforts to re-establish oversight were repeatedly stalled, leading to a gap in monitoring and inconsistent measurement criteria.
The sector, operating under these outdated codes, maintains a Level 4 recognition in the 2024 Sanlam Transformation Gauge, consistent with the previous year.
The sector’s key performance elements revealed mixed results: ownership scores dropped to 61.08% of the target, while skills development and preferential procurement showed improvement. Socioeconomic development (SED), however, declined compared to last year.
Gender equality remains a challenge in the sector.
According to the Chartered Institute of Logistics and Transport: South Africa (CILTSA), women make up only 28% of the South African logistics and transport sector workforce.
Gross earnings paid to employees
Total Gross Earnings: R48.2-billion in September 2024
Basic Salary/Wages: R36.1-billion in September 2024
Bonus Payments: R1.2-billion in September 2024
Overtime Payments: R1.9-billion in September 2024
Transport sector performance metrics
B-BBEE Level Recognition: Level 4 (unchanged from 2023)
Ownership Score: 61.08% of target (down from 90% in 2023)
Management and
Employment Equity: 66.32% of target (up from 55% in 2023)
Skills Development: 80.07% of target (up from 66% in 2023)
Preferential Procurement & Enterprise Development: 65.41% of target (up from 59% in 2023)
Socioeconomic
Development (SED): 92.8% of target (down from above-target performance in 2023)
Sources: Bridgewater Logistics | Mordor Intelligence | Sanlam Gauge Report | South African Government | Statistics South Africa | Engineering News
For Braq Uni uniforms are an extension of a brand’s identity.
Founded by Gugulethu Zulu, the 100% female-owned uniform and manufacturing company was established nine years ago and has positioned itself as more than just a supplier. Braq Uni offers their clients quality and consistency, which is important to maintain standards of professionalism for any business which values presentation. Serving a range of organisations from schools to hospitality groups, Braq Uni boasts both retail and manufacturing operations which enable the business to control quality and ensure reliable turnaround times. Here Gugulethu explains what makes the business unique.
WHAT MAKES BRAQ UNI UNIQUE?
What makes Braq Uni unique is our understanding that uniforms are more than clothing — they form part of a brand’s identity and professional presentation. Our approach combines manufacturing, branding, quality control, and customer experience under one business, with strong attention to durability, fit, consistency, and presentation. Another key differentiator is our balance between commercial growth and community impact. Through our 10K Kids one vision, we aim to partner with corporates and other organisations to help provide school uniforms to learners in need, while our EduFund T-shirt initiative supports schools through fundraising opportunities linked to development projects and learner support initiatives.
Braq Uni Interview with Founder and CEO Gugulethu Zulu
WHAT HAVE BEEN SOME OF YOUR MAJOR SUCCESS STORIES?
One of our biggest success stories has been growing Braq Uni from a small business into a recognised uniform brand servicing schools, businesses, and organisations across multiple sectors. Since 2017, we have built a strong reputation for reliability, quality workmanship, and consistency in delivery. A major milestone was being selected as one of the top three winners in a corporate pitch competition hosted by one of the largest and most prominent global travel companies. We have also been recognised as a top empowered company and awarded the Collaborative Impact Award through the SAB Foundation Tholoana Enterprise Programme.
HOW DO YOU ENSURE DIVERSITY, EQUITY AND INCLUSION ARE PART OF YOUR EVERYDAY PRACTICE?
At Braq Uni, diversity, equity, and inclusion form part of our everyday culture and business operations. We are passionate about creating opportunities for individuals from different backgrounds, experiences, and skill levels, while building an environment where people feel valued and supported. We believe in developing people through practical exposure, skills development, and hands-on industry experience within our retail and manufacturing operations.
Our commitment to inclusion also extends beyond the workplace through initiatives focused on schools, youth support, and community upliftment. Internally, we encourage a culture built on communication, accountability, teamwork, and mutual respect while maintaining high professional standards.
WHAT ARE YOU LOOKING FORWARD TO IN 2026?
Looking ahead to 2026 and beyond, we are focused on strengthening Braq Uni’s position as a leading South African uniform manufacturing and branding company. Our vision is centered around expanding operational capacity, improving infrastructure, investing in equipment and logistics, and building strategic partnerships that support long-term growth.
We are also focused on growing our presence within the corporate, hospitality, and tourism sectors while continuing to deliver quality, consistency, and reliable service. Alongside business growth, we aim to further develop our community-driven initiatives through partnerships that support schools, youth development, and access to opportunities, while contributing meaningfully to local economic growth and job creation.
0117400220 /0788896327
info@braquni.co.za
braquni.co.za
Braq Uni. @braquni
A key driver of job creation and economic inclusion
By Shumirai Chimombe
The engineering and construction sectors sit right at the centre of infrastructure delivery for South Africa’s roads, water, energy, and cities. Because most of the work is tied to the government and large corporations, B-BBEE compliance and transformation are not optional; they directly influence who gets the work.
Employment creation
2% contribution to GDP
3%
average % growth for the last 10 years
R103,6-billion
Total sector Gross Value Added (GVA) in Q42024
1,359,074 people employed 14% women employees 16.5% registered women contractors
The government is the largest funder and employer in the construction sector: in 2021, it funded 68% of the value of total projects (approximately R42-billion).
The 2025/26 national budget projected that public-sector infrastructure expenditure would be allocated more than R1-trillion over the Medium-Term Expenditure Framework (MTEF). Focus areas of this investment include:
R402-billion Transport and logistics
R219.2-billion Energy infrastructure
R156.3-billion
Water and sanitation
The construction sector is a key driver of job creation, socio-economic development and economic inclusion as it remains a labour-intensive sector. The industry continues to be a significant pillar of the South African economy, contributing about 2% to the national GDP, and employing approximately 1 359 074 people, which makes it the fifth-largest employer in the country. The sector has an important role in job creation and economic inclusion as it offers work opportunities for both skilled and semi-skilled individuals.
The International Labour Organisation (ILO) reports that construction is the most male-dominated sector in the country with women representing only 14% of employees and 16.5% of registered contractors.
Government continues to drive large scale infrastructure projects
With the Government’s commitment to revitalising the sector, the sector shows strong signs for potential recovery and expansion. The sector showed signs of recovery in 2022 and is expected to grow steadily in upcoming years, which can be in part attributed to substantial investments from the government’s Economic Reconstruction & Recovery Plan which aims to unlock over R1-trillion in new infrastructure investments. The infrastructure programme will prioritise network industries and aims to attract private sector investment in the delivery of infrastructure through public-private partnerships and providing catalytic funding through blended finance instruments.
Infrastructure South Africa’s
Construction Book 2025/26 states that although the construction sector has faced a prolonged period of slow growth and is yet to return to pre-pandemic levels, it remains a cornerstone of South Africa’s long-term development strategy. Its critical role in driving sustainable economic growth is clearly outlined in strategic frameworks such as the National Infrastructure Plan 2050 (NIP 2050). The NIP is a strategic vision and plan for the country that promotes dynamism in infrastructure delivery, addresses institutional blockages and weaknesses, and develops a prioritised national portfolio of catalytic projects and programmes designed to close the infrastructure investment gap.
Advancing transformation and B-BBEE
The National Development Plan produced by the Department of Public Works and Infrastructure emphasises that public infrastructure investment is central to achieving greater productivity and competitiveness, reducing spatial inequality and supporting the emergence of new job creating sectors.
It is therefore one of the nonnegotiable foundations of transformation and inclusive growth. The construction of infrastructure generates employment and broadbased black economic empowerment opportunities, further contributing to the goals of the National Development Plan (NDP).
The leading companies in the construction sector have firmly embedded transformation into how they operate - not just through ownership, but also in skills development, local subcontracting, supplier development, and how much real participation they create on projects.
The sector is characterised by a small number of large-scale firms which lead infrastructure and building development, and a large number of micro, small- and medium- businesses that work as subcontractors to large contractors.
Sector recovery on the horizon
The data analytics and consulting company GlobalData anticipates that the South African construction industry will grow by 2.8% in real terms in 2026,
supported by the government’s favorable policies and investments in the infrastructure sector, along with allocations made in the country’s FY2026/27 Budget, which runs from April 2026 to March 2027.
GlobalData projects that the South African construction industry will achieve an average annual growth rate of 4.3% from 2027 to 2030, supported by public and private sector investments in industrial, infrastructure, and energy initiatives, aligning with the government’s goal to add 11.3GW of solar, 7.3GW of wind, 6GW of gas, and 5.2GW of nuclear power by 2030.
Furthermore, in February 2026, South Africa secured R144.2-billion ($8-billion) in financing from the African ExportImport Bank (Afreximbank) to support priority sectors, including energy, infrastructure, and mineral processing, marking a major boost to the country’s infrastructure funding capacity.
The agreement also includes an investment of R54.1-billion ($3-billion) in a Transformation Fund aimed at supporting business and industrial development. This financing is expected to significantly accelerate large-scale infrastructure projects, particularly in power generation, grid expansion, industrial facilities, and logistics infrastructure, addressing persistent energy shortages and underinvestment.
Sources: Department of Public Works and Infrastructure | Infrastructure South Africa | International Labour Organisation (ILO) | GlobalData
AGRICULTURE
A key driver of job creation and economic inclusion
By Shumirai Chimombe
The agriculture sector in South Africa is highly diverse and export-oriented and serves as a vital pillar of the national economy contributing significantly to food security, employment, and export earnings.
Agricultural sector employment Quarterly Labour Force Survey
30 000 - jobs added in the final quarter of 2025
950 000 - people employed
3.3% - quarterly jobs growth rate
Export markets
53%, - Africa
17% - Asia and Middle East
16% - EU
14% to the rest of the world including North America and South America
Export growth areas 2025
21% - UK
31% - BRIC+ countries
9% - EU
8% - SADC
Primary agriculture contributed about 2,8% of the GDP, but its value chain’s contribution was about 14% of the R7,34-trillion of the GDP during 2024.
Although the sector is vulnerable to challenges such as climate change with severe droughts and damaging
floods, as well as headwinds in the global trading environment, the sector continues to show its resilience.
This resilience was demonstrated by the sector’s record export performance in the fourth quarter of 2025. Total exports reached a record R581,5-billion
in the fourth quarter of 2025, and agriculture contributed R268,7-billion, the highest level since the COVID-19 pandemic. Agriculture exports grew year-on-year by an average of 9% when compared to the fourth quarter of 2024, which was R243,7-billion. This performance was achieved despite a strengthening Rand, tighter regulatory measures in some markets, and the impact of the United States 30% tariffs.
The strongest-performing export categories during 2025 included table grapes, maize, berries, wine, citrus, apples and pears; sugar, nuts, fruit juices, wool, apricots, cherries and peaches. Notably, fruits and nuts alone accounted for 26% of total agricultural exports in this quarter, according to the Department of Agriculture.
The agricultural sector is also set to benefit significantly from the zero tariffs treatment that China granted to 55 African countries on 1 May 2026 under the China-Africa Economic Partnership Agreement (CAEPA).
According to Agri News Industries that stand to gain from the duty-free status include stone fruit (plums, peaches, nectarines); citrus, apples, and pears; nuts (macadamias and pecans) - which will provide an immediate profit boost to growers in Mpumalanga and Limpopo; and wine, levelling the field with Chile and Australia.
The significant agricultural exports in 2025 highlighted the sector’s dual role as a generator of foreign exchange and a cornerstone of domestic food security, and about 950 000 jobs. The sector has experienced a 3.3% quarterly jobs growth rate placing it among the strongest job creators in the economy.
Horticulture:
The most significant income generator
According to Statistics SA the Citrus Growers’ Association of Southern Africa reported a record-breaking citrus season in 2025, driven by good weather, strong international demand and improved efficiency at South African ports. Horticultural crops accounted for the largest share of income from sales of goods in agriculture at 27% of the total. The field crops category was the second most significant contributor (24%), followed by animals (23%) and animal products (20%).
The impact of SMMEs
Stats SA’s agricultural survey 2024 reported that just over a third of the income generated in commercial agriculture was from SMMEs. These enterprises were well represented in activities related to field and horticultural crops, but less so in activities related to animals and animal products.
Government support boosting the sector’s growth
The agriculture sector’s solid performance stems from government support to export-oriented horticulture which has opened new markets, rapid deployment of precisionagriculture tools, and expanded value-chain finance. The sector has also embraced modernisation which is continuing to drive growth.
Adoption of new farming methods has led to commercial farms raising yield per hectare by embracing satellite-guided fertilisation, drone-based pest scouting, and soil-moisture sensors embedded in variable-rate irrigation rigs, reducing water utilisation by 18% to 25%.
The Department of Agriculture’s policy support in terms of the Agriculture and Agro-processing Master Plan (AAMP) has unlocked R1,2 billion from the public and private financial institutions for irrigation upgrades and packhouse expansion, resulting in a 15% reduction in post-harvest losses since 2024.
Challenges in achieving transformation
Compliance with Broad-Based Black Economic Empowerment (B-BBEE) remains a challenge in South Africa’s agricultural sector. In 2024 57 businesses voluntarily submitted BEE certificates, and an additional 21 certificates were gathered through research.
Despite over 30 000 commercial farmers in the country, this lack of data has left the transformation status of the sector inconclusive.
The Sanlam Transformation Gauge highlights improvements in ownership (75%, up from 68%), while skills development reached 74.5%, and socio-economic development scored 76%. Enhanced funding, including R986-million in levies, contributed to these initiatives. However, transformation remains uneven, particularly among smaller enterprises.
Despite progress, systemic issues such as limited capital, fragmented efforts, and market access constraints hinder the sector’s transformation and inclusivity.
Greater collaboration and long-term strategies are essential to foster sustainable growth and equity in South Africa’s agricultural industry.
B-BBEE Scorecard Performance for Agriculture Sector
Black Ownership: 75% of target (up from 68%).
Management Control: 66% of target (down from 71%).
Skills Development: 74.5% of target (up from 68%).
Enterprise & Supplier Development: 71% of target (up from 60%).
Socioeconomic Development: 76% of target (down from 87%).
Funding for Transformation Black Ownership: 91.29%
Statutory levies collected: R986-million (up from R60-million in previous years).
Transformation expenditure: R179-million (up from R63-million).
20% of statutory levies contributed by industry players goes to transformation initiatives.
Sources: Department of Agriculture | Agri News | Stats SA | Statista | AgriLand Reform SA | Reuters | Sanlam | Transformation Gauge | DALRRD | NAMC
INSURANCE
Maintaining a robust growth trajectory
Shumirai Chimombe and Jessie Taylor
The general insurance industry in South Africa is projected to grow at a compound annual growth rate (CAGR) of 7.4%, increasing from R207.7-billion ($10.8-billion) in 2026 to R276.1-billion ($13.2-billion) in 2030, in terms of gross written premiums (GWP), according to GlobalData, a leading data and analytics company.
South Africa continues to be a leader when it comes to insurance penetration. At 11.5%, the country far surpasses both the African average of below 3% and the global average of 6.8%.
GlobalData’s Global Insurance Database indicates that the general insurance market in South Africa is estimated to register an annual growth of 7.7% in 2025, driven by the growth in motor and property insurance, which together are expected to contribute 83.7% of the general insurance Gross Written Premiums (GWPs.). Factors such as robust premium price across lines, product innovation, technology-driven underwriting and claims processing,
rising sales of electric vehicles (EV), and climate change-led catastrophic events will support the growth of general insurance during 2026-30.
The key lines of business for the sector are:
Motor insurance - the largest line of business is expected to account for 42.8% of the general insurance GWP in 2026. During 2021-25, this line grew at a CAGR of 9.8%. The growth is attributed to a steady return to pre-pandemic mobility and rapid technology adoption across underwriting and claims.
Property insurance - the second largest line is expected to account for 41.1% of the general insurance GWP in 2026. Investment in infrastructure
development and the occurrence of natural disasters will support the growth of property insurance. The government plans to invest R11.8-billion in infrastructure through the Infrastructure and Development Finance Bond. In addition large economic losses due to natural disasters will boost demand for property insurance. Rising crime and climate risk are prompting more frequent home policy reviews, location-based repricing, and tailored underwriting that rewards risk mitigation (security systems, maintenance) while tightening terms in high-risk zones.
Other general insurance lines, such as liability, financial lines, and Marine, Aviation and Transport (MAT), are estimated to account for the remaining 16.1% share of the general insurance GWP in 2026.
According to the Kearney State of African Insurance in 2025 report, the South African insurance industry’s positive performance is attributed to factors including:
Strong regulation and solvency standards
Early adoption of risk-based solvency frameworks and alignment with international norms have underpinned market trust, safeguarded solvency, attracted investment, and enabled accurate capital modelling.
Digital leadership and AI integration
South Africa leads in digital transformation and enterprise-scale AI deployment. Some industry players in this industry have illustrated how technology can improve underwriting, claims management, and customer experience while reducing costs. AI is increasingly used for fraud detection, document intelligence, and customer support.
Product and ecosystem innovation Insurers are embedding protection into broader financial journeys – from mobile-driven microinsurance to health and wellness ecosystems. Integrating products across life stages and adjacent services has become a key differentiator in a competitive market.
Employment in the financial intermediation, insurance, real estate and business services industry
• 412 000 total employees in September 2024
• 395 000 full-time employees in September 2024
• 7 000 part-time employees in September 2024
Employment in the financial intermediation, insurance, real estate and business services industry
• R46.1-billion September 2023
• R48.1-billion September 2024
• R43.2-billion paid in wages September 2024
• R2.3-billion bonus payments in September 2024
• R2.6- billion overtime in September 2024
Striving towards transformation
The insurance sector in South Africa is part of the broader financial landscape, experiencing a gradual but steady transformation. In the 2023 Sanlam Transformation Gauge, the sector achieved a level 2 recognition, with notable improvements in enterprise and supplier development (ESD) reaching 90.56%, and ownership increasing to 91.29%. However, the pace of progress in management and skills development remains slower, with management at 61% and skills development slightly improving to 78%. Transformation challenges persist, particularly in management control and employment equity. Larger insurance firms typically achieve higher recognition levels, but the sector continues to face difficulties due to a shortage of skilled professionals, economic stagnation, and a lack of inclusivity for underserved populations. A 2017 parliamentary hearing raised concerns about monopolistic practices and financial exclusion, underscoring the need for the sector to address these issues.
Compliance with transformation targets has been under intense scrutiny, with both public and private sector players expected to meet specific B-BBEE requirements. The
Financial Services Conduct Authority (FSCA) and the proposed Conduct of Financial Institutions (COFI) Bill are expected to enforce these targets more effectively, although the COFI Bill has yet to be passed.
Despite these challenges, the insurance industry, with support from organisations like the Association for Savings and Investment South Africa (Asisa), remains committed to transformation. Asisa’s members, who manage a significant portion of South Africa’s assets, have exceeded many enterprise and socio-economic development targets. However, as is the case in the broader financial sector, the industry struggles to meet management control and employment equity targets due to a scarcity of qualified technical skills. Efforts are underway to address these gaps, ensuring a long-term commitment to transformation and inclusivity.
B-BBEE scorecard performance for the financial and insurance sector
Black Ownership: 91.29%
Black Ownership: 91.29% of the target (up from 81%).
Management Control: 61% of the target (stagnant).
Skills Development: 78% of the target (up from 76%).
Enterprise & Supplier Development (ESD): 90.56% of the target (up from 71%).
Socioeconomic Development (SED): Exceeds target but declined slightly.
TOP EMPOWERED COMPANY: BUSINESS OF THE YEAR AWARD SPONSORED BY NEDBANK Oceana Group
By Shumirai Chimombe
“Our empowerment journey is not a compliance exercise, it is a core part of our identity. We have embedded the principles of Broad-Based Black Economic Empowerment into every facet of our business, from ownership and management control to skills development, enterprise and supplier development, and socio-economic upliftment. What sets Oceana apart is our holistic, values-driven approach to empowerment. We don’t just meet the scorecard, we live it.”
It is this holistic, integrated approach to empowerment and transformation that earned the Oceana Group the Top Empowered Company: Business of the Year Award 2025 Sponsored by Nedbank. This is the second year that the company is the recipient of this award after it was honoured with the same award in 2024 - a reaffirmation of Oceana’s commitment and belief that “empowerment is a journey, not a destination.”
This award goes to an organisation that demonstrates excellence in implementing the pillars of empowerment - ownership, management control, skills development, enterprise development and socio-economic development (social responsibility).
The Oceana Group is a global fishing and food processing company with businesses that operate across the full value-chain – from catching or procuring, to processing, marketing, distributing and selling. It is Africa’s largest fishing company and has been listed on the Johannesburg Stock Exchange (JSE) for over 75 years, as well as being listed on the Namibian (NSX) and A2X stock exchanges.
Driving inclusive growth and sustainable development
Over the past year, Oceana has not only maintained its high standards in driving transformation, but has deepened its impact across its operations.
Enterprise Supplier Development (ESD): Through targeted support, Oceana has helped grow black-owned SMMEs within its supply chain, creating jobs and building sustainable businesses.
Socio-economic development: Projects like the Carp Project demonstrate Oceana’s commitment to using its core capabilities to uplift communities and protect the environment. Carp Project is a collaborative project that uses invasive carp harvested from Groenvlei Lake in Sedgefield to feed underprivileged communities in the Garden Route and Little Karoo. Oceana provided a custom-built fishing boat that increased harvest capacity, a refrigeration trailer for cooling and distribution of the fish, and bins for the fresh fish to be packed and transported.
Empowering employees through ownership Ownership and equity: The Group continues to champion inclusive ownership models that ensure meaningful participation by black South Africans, including employees andcommunity trusts
The Oceana Empowerment Trust (OET) has made a phenomenal impact by creating almost R1-billion in value for targeted beneficiaries over its lifetime. For many employees, this initiative has been life-changing, showing the significant benefits that ownership can bring.
Building on this success, Oceana launched its second scheme, the Saam-Sonke Trust, which is an employee share scheme created for all permanent employees in its South African operations. The trust has a shareholding value of R540-million. As of November 2021, it included approximately 2 523 beneficiaries holding 7.8-million shares in Oceana, which represents 6% of the company’s total issued shares.
“These initiatives reflect our commitment to promoting employee empowerment and ensuring that our employees can share in the success of the organisation.”
Zodwa Velleman, Group Executive Regulatory and Corporate Affairs
Leading in diversity representation in the workforce and management
Management control: The Group’s leadership reflects the diversity of the country, with strong representation of black professionals and women at executive and board levels
At Oceana there is 73% Black representation at board level, with 36% of that being Black females. The Executive Management comprises 43% Black individuals. There is a strong representation of African, Coloured, and Indian (ACI) individuals throughout the majority of the South African workforce.
“We are making consistent progress in diversifying our leadership and managerial roles. Our recruitment processes prioritise Black economic empowerment and gender equity, and we strive to include persons living with disabilities wherever possible.”
Investing in people. Investing in the future through skills development
Skills development: The company has expanded its investment in training, bursaries, and mentorship programmes, empowering the next generation of industry leaders.
After conducting a skills needs analysis, Oceana Group introduced the 5 E’s of Development and Culture framework to create a supportive, growth-oriented workplace providing every team member with a clear development path and an empowered role in Oceana’s future.
Elevate promotes leadership at all levels; Emerge equips junior employees with foundational leadership skills, Enhance builds technical expertise through the Oceana Maritime Academy; Engage strengthens the company’s culture and alignment with its values, and Explore helps employees chart their career paths through tools such as 360-degree feedback, creating a foundation for personal growth aligned with organisational needs.
This case study focuses on three of the five elements:
Elevate programme
Elevate is Oceana’s flagship leadership development initiative designed to empower leaders across the
organisation by sharpening their self- awareness, improving their coaching skills, and equipping them to lead more effectively. To date, more than 150 employees have completed the programme which has provided them with a deeper understanding of leadership and increased confidence.
Emerge programme
Emerge is designed to develop foundational leadership skills among junior employees, focusing on essential power skills for effective interpersonal interactions and problem-solving. The 6-month programme is structured around three core elements: People, Processes, and Technology. This targeted approach equips participants with a holistic understanding of leadership by enhancing their abilities to work with others, optimise processes, and leverage technology in their roles.
Enhance - Oceana Maritime Academy
The Oceana Maritime Academy secured accreditation with the FoodBev SETA and the Department of Higher Education and Training’s Quality Council For Trades & Occupations (QCTO), establishing itself as a recognised training provider capable of delivering formal qualifications. The Academy also inaugurated a SAMSA-accredited firefighting training facility in Hout Bay to provide fire prevention and firefighting training in collaboration with the Sea Safety Training Group. This facility supports Oceana’s seagoing employees and the public, addressing critical safety training needs for those entering the maritime industry.
Uplifting youth and preparing them for future employment opportunities
Through discretionary grants from FoodBev SETA and the Transport Education Training Authority (TETA) Oceana offers learnership, internship, and apprenticeship programmes for young people. These initiatives not only enhance the skills of its employees but also help to develop skilled young professionals who are ready to meet industry demands, playing a crucial role in combating youth unemployment in South Africa.
“We believe that empowering individuals with knowledge and expertise leads to transformative personal and economic growth. Moving forward we will continue to elevate both our employees and the communities around us, creating an ongoing impact and paving the way for a brighter, more skilled future for all.”
BEYOND THE BOARDROOM
REDEFINING THE STANDARD OF SUCCESS
Master the art of leadership and digital innovation with Ralf Fletcher, CEO of Topco Media, as he interviews and gains exclusive access to high-impact conversations with influential business leaders, politicians, and innovators redefining the future of business.
TOP EMPOWERED: BUSINESS LEADER OF THE YEAR AWARD Sindisiwe Dlamini
By Shumirai Chimombe
In her capacity as CEO for Pamodzi Unique Engineering, Sindisiwe Dlamini is firmly committed to empowering women and youth within the engineering and finance fields. Driven by her past experiences as a young board member in a male dominated environment, she is a true champion for transformation.
As a result, at the Nedbank Oliver Top Empowerment Awards 2025, Sindi was awarded the prestigious Top Empowered: Business Leader of the Year Award for her inspirational leadership and dedication to empowerment.
Pamodzi Unique Engineering (PUE) delivers innovative engineering solutions across a broad spectrum of industries. Their locally designed, engineered and manufactured products reach multiple sectors spanning mining and rail, chemical, hygienic, construction and agricultural.
A recruitment strategy rooted in empowerment PUE’s recruitment policy is centred on three pillars: helping to reduce the country’s unemployment rate; breaking the stereotype that the engineering/manufacturing industry is a male-dominated industry; and youth development and upskilling.
As CEO, Sindi has spearheaded transformation by focusing on recruiting black women into meaningful roles, where they have enough room to push boundaries and test their capabilities with proper mentorship. As a company, PUE works to empower women through employment, skills development and Enterprise and Supplier Development (ESD) initiatives.
As part of its ESD programme the company has afforded various women and youth-owned businesses opportunities to provide canteen services for its employees. They are provided with free floor space, utilities and start-up catering equipment.
“Hervisionistoharnessthepoweroftheyoungandinquisitivemindbycreating aninnovationhubforyoungengineerstoexperimentandcreateexcitingnew inventions without fear of failure”
Through this initiative, thesesmall businesses have been able to recruit other unemployed individuals.
PUE places youth development at the heart of its strategy, and this is implemented through apprenticeships, internships and learnerships. When Sindi stepped in as CEO, she issued a directive that none of the interns, apprentices and learners who have succeeded in their training should leave the company without having secured permanent employment elsewhere. Instead, measures should be taken to absorb them into the company.
Sindi also established a platform that offers unemployed youth apprenticeship in fitting and turning, welding and electrical trade. This is how the company is empowering youth and reducing youth unemployment under her leadership. She has also established learnership programmes for people with disabilities to open doors for them to be employable.
Being of service to the community
In addition to her work as CEO at Pamodzi Unique Engineering, Sindi serves as an Independent Non- Executive Director at the GBVF Response Fund where she is donating her time for the good of women and the good of the country. She was also a board member of the African Women Chartered Accountants which is responsible for the advancement and development of African women chartered accountants.
“Her commitment, dedication and resilience is what has made this company what it is. We are very proud to be associated with her and have learnt what servant leadership is. We still have leaders like her who do not look at the company just to see how they can enrich themselves but rather to empower those who are less fortunate. She doesn’t just talk, she walks the walk and we are all inspired by her.”- Pamodzi UniqueEngineering
RICHARD FLETCHER ENTREPRENEUR OF THE YEAR AWARD Patricia Tshitema
Patricia Tshitema is a business leader who embodies resilience, vision, and transformational leadership.
As the Co-Founder and CEO of Bono Property Group (Pty) Ltd, she has distinguished herself as a powerhouse in the property development sector, and a passionate advocate for youth empowerment, gender equity, and purpose-driven entrepreneurship.
Her vision and impact were recognised when she was awarded the RICHARD FLETCHER ENTREPRENEUR OF THE YEAR award at the prestigious Nedbank Oliver Top Empowerment Awards 2025 hosted by Topco. The award celebrates an inspirational individual who is passionate about empowerment and building an enterprise that reflects that.
The awards, which took place on 31 July at the Sandton Convention Centre, celebrated the exceptional individuals, companies, and organisations driving transformation and empowerment across South Africa.
Established in 2018, Bono Property Group (Pty) Ltd empowers communities by offering affordable, fit for purpose accommodation to the majority of South Africans, especially students and first-time home buyers.
Over the years Patricia’s dedication has built a high-growth, black-woman-owned business with a property portfolio exceeding R100-million in value, and revenues over R35-million. Beyond her financial and strategic acumen, she is building a platform for social change that is actively transforming lives across the country.
Patricia has successfully developed three property Special Purpose Vehicles (SPVs) consisting of BoNo Village (Westdene, Johannesburg - R5-million), OpaL Student Apartments (Johannesburg South R70-million) and Primula House (Pretoria Sunnyside - R35-million).
Through this portfolio she has created over 660 student beds that double as centres for youth development.
She has helped over 50 women and youth access training, mentorship, and leadership in property development, and mentored emerging entrepreneurs, sharing her blueprint for success with the next generation.
Patricia’s entrepreneurial journey was never just about property. Her founding vision was to use property development as a tool for youth empowerment. Through her leadership, Bono Property Group has become much more than a property company, it is a hub of opportunity, where students find safe, affordable homes and a chance at a brighter future.
From the start, she envisioned not simply investing in infrastructure, but building an enterprise that would uplift, educate, and develop future leaders. Through OpaL Students, the company’s flagship accommodation brand, and its non-profit arm, the OpaL Students Empowerment Foundation, she has created spaces where students can live, learn, and grow.
Patricia is not only building one of the fastest-growing black-owned enterprises in South Africa, she is building a legacy of empowerment that will endure long beyond her business success.
TOP EMPOWERED: LIFETIME ACHIEVER OF THE YEAR AWARD Honourable Minister Enoch Godongwana - Minister of Finance
The Honourable Minister of Finance Enoch Godongwana was awarded the 2025 Lifetime Achiever Award at the Top Empowerment Awards held in partnership with Nedbank in June.
This prestigious recognition celebrated his “exceptional leadership, unwavering commitment to public service, and enduring contribution to South Africa’s economic transformation.” Throughout his distinguished career, he has “played a pivotal role in advancing inclusive growth, strengthening fiscal governance, and championing policies that promote empowerment, equity and sustainable development for all South Africans.”
Minister Godongwana has served as Minister of Finance of the Republic of South Africa since August 2021.
He holds an MSc degree in Financial Economics from the University of London. He was also the chairperson of the ANC’s Economic Transformation sub-committee from 2009 to 2022.
Before his appointment as the Minister of Finance, Minister Godongwana was the Chairperson of the Board of the Development Bank of Southern Africa. His other previous achievements include being appointed to the Boards of the New Development Bank and Mondi plc, CEO of the Financial Sector Charter Council and Member of the Policy Board for Financial Services and Regulation.
He served in government as the Deputy Minister of Economic Development, Deputy Minister of Public Enterprises, Member of Parliament, Member of the Eastern Cape Provincial Legislature, and a Member of the Executive Council in the Eastern Cape responsible for Finance, Economic Affairs, Environment and Tourism.
During his tenure as the Minister of Finance, National Treasury focused on returning public finances to stability and stabilising debt. Minister Godongwana’s leadership contributed to National Treasury implementing significant financial sector reforms.
A prominent reform that he oversaw was the highly publicised two pot retirement system which came into effect in September 2024. This system was established to empower more South Africans to navigate financial hardship by allowing retirement fund members to make partial withdrawals from their funds before retirement, while preserving a portion that can only be accessed upon retirement.
electricity utility, Eskom. “We expect South Africa’s real GDP growth will rise to 1.1% in 2025 (after a subdued 0.5% in 2024) and average 1.5% over 2026-2028, as reforms to electricity and other sectors support growth. In the first half of fiscal 2025 (year ending March 31, 2026), fiscal revenue has outperformed budgeted targets, and we expect the government to post its third successive year of primary surpluses.”
In a statement in response to the upgrade, National Treasury said that the sovereign credit rating upgrade marked the first upgrade for South Africa by any of the major credit rating agencies in over 16 years.
“Raising South Africa’s growth trajectory depends on continuing to strengthen macroeconomic stability, accelerating structural reforms, building a capable state and improving public-sector infrastructure investment.”
The Presidency and National Treasury are jointly implementing Operation Vulindlela - a governmentwide initiative to fast-track the rolling out of high-impact structural reforms and support economic recovery. It aims to modernise and transform network industries that are fundamental to economic growth and creating a globally competitive economy. These include electricity, water, transport and digital communications. In addition it prioritised reforms to the visa regime to attract skills and promote growth in tourism.
Key impact milestones achieved between January and March 2026 include:
In the electricity sector
The Eskom Restructuring Task Team (ERTT) was established to lead the transition toward a fully independent state-owned transmission entity. This will ensure that the restructuring of Eskom is conducted in a manner that minimises financial, operational, and fiscal risk while maintaining energy security and investor confidence.
“Regulatory reforms in this sector have unlocked significant private investment, accelerating generation capacity and driving the transition towards cleaner, renewable power.”Minister Godongwana
In the freight logistics sector
A detailed implementation plan has been developed for consideration by the Minister of Transport, which will guide the process of establishing the National Ports Authority as an independent entity.
On 13 May 2026 the Transnet Rail Infrastructure Manager (TRIM) announced that 11 private Train Operating Companies (TOCs) were allocated slots to operate routes on Transnet’s rail network, marking a major milestone in opening South Africa’s rail infrastructure to private participation - a significant reform expected to improve export capacity for the mining, automotive and agricultural sectors.
“Our intention is to bolster public-private investment in rail operations while retaining state ownership of rail infrastructure. The objective is to move goods faster, cheaper and more reliably.” - Minister Godongwana
In the tourism sector
The Electronic Visa Authorisation (ETA) system has been fully implemented and now enables applicants from nonvisa waiver countries to apply online, capture biometrics, and receive approvals in real-time. The revised White Paper on Citizenship, Immigration and Refugee Protection was approved by Cabinet, formalising the changes introduced during the first phase of Operation Vulindlela, including the introduction of new visa categories for remote work, start-ups, and skilled workers (which combines the existing critical skills and general work visas into one category), and the introduction a new, merit-based points-based system for certain visas and permanent residency.
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TOP EMPOWERED: YOUNG ACHIEVER OF THE YEAR Beverley Siwisa
Beverley Siwisa is a shareholder and director of the Afrizan Group - a proudly black-owned and women-led collective of purpose-driven businesses comprising Afrizan People Intelligence; Afrizan Academy; Ryzan Technologies;LvLX Youth;Youth XLS; Ometrix.
At the core of each of these companies lies a shared mission: workforce transformation.
As the Executive Lead for the Afrizan Academy and Afrizan Special Projects, Beverley has successfully developed scalable, future-fit solutions that connect South Africa’s unemployed youth to long-term employment.
And she has accomplished all of this as a black female leader under 40.
At the Nedbank Oliver Top Empowerment Awards 2025, Beverley was announced as the Top Empowered: Young Achiever of the Year. This category recognises the achievements of young black executives under 40 years old, who have demonstrated their outstanding contribution to their organisation’s success and performance.
Over the last decade, through the Afrizan Group, Beverley has facilitated employment for more than 5
000 unemployed youth. She made this possible through initiatives including accredited training, YES placements, graduate programmes, and wraparound post-placement support. Her work encompasses supporting youth from diverse backgrounds - matriculants, graduates, rural and urban job seekers - and her interventions are designed to be structured, inclusive, and sustainable.
Her interventions go far beyond simple job matchingthey create measurable, human-centred transformation which positively impacts lives. Beverley leads Afrizan’s implementation of the Youth Employment Service (YES) Programme - a private sector-led programme that works with businesses to address the youth unemployment crisis by creating jobs for unemployed youth. Under her guidance more than 95% of candidates complete the programmes.
Her blended learning models combining digital content, in-person facilitation, mentorship, and workplace immersion ensure that each participant is work-ready and growthoriented. Her innovations include: post-placement digital engagement tools, rural onboarding frameworks, and targeted inclusion strategies for excluded communities.
A central enabler of her work is the Afrizan Group’s 400seat omni-channel BPO centre. Beverley has helped to elevate this facility as a talent development hub, integrating her youth programmes, onboarding systems,and learner support into a single, high-impact ecosystem.
In 2022, she was recognised by the Mail & Guardian as one of South Africa’s Top 200 Young South Africans in Civil Society.
A flagship platform is her “Ask Bev” digital career series which can be viewed at @bev_siwisa on the social media platform TikTok. In this series of short videos - which now reaches thousands of unemployed youth - she gives her young audience real-world, easy to understand guidance on job readiness. Her topics range from CV writing tips to how to conduct yourself in an interview.
Beverley’s contribution to Afrizan’s job creation model is well reflected in its impact.
This includes 6,803 individuals engaged through Afrizan’s employment pipeline; 34,015 lives positively impacted through employment opportunities; and 640 permanent jobs created through the Afrizan BPO.
In recommending her for the award, Elvira Riccardi, CEO at Afrizan People Intelligence highlighted Beverley’s notable achievements and contributions to the company’s job creation strategy.
• Youth employment innovation: Beverley’s incubator delivers a scalable pathway for disadvantaged Black youth to launch and sustain corporate careers
• Strategic growth: Her market insight and ability to mobilise cross-functional teams have driven record contract wins and accelerated Afrizan’s expansion
• Inspirational leadership: Through empathy, intellectual curiosity and high standards, she inspires both herself and her teams to innovate, learn and exceed every target
“Beverley believes that true empowerment begins when you equip someone to build their own future. She approaches every challenge with creativity, resilience and an unwavering commitment to uplift others.
Her leadership has not only fuelled our business success but also ignited ambition and confidence among the young people she champions.” - Elvira Riccardi
Through every programme, platform, and policy she leads, Beverley continues to reshape South Africa’s workforce one opportunity - and one young person - at a time. - Afrizan
TOP EMPOWERED COMPANY: DIGITAL TRANSFORMATION OF THE YEAR AWARD Vaxowave
Vaxowave is a service-oriented digital technology company specialising in multi-cloud solutions, technology transformations and consulting services which enables it to lead companies into the technological future. The company prides itself on being a unique organisation that brings a new perspective on the technology landscape, providing innovative solutions to age-old problems.
At the 2025 Nedbank Oliver Top Empowerment Awards, Vaxowave was honoured with the Top Empowered Company: Digital Transformation of the Year Award. This category celebrates a company that has developed technology-based innovation to improve productivity, price, quality, effectiveness, and efficiencies. At the heart of this company’s solutions is a drive to improve the competitiveness of the South African economy
We caught up with Vaxowave Co-Founder and Executive Director, Kume Luvhani for her insights into the company’s achievements and what drives her success.
Congratulations on receiving the Top Empowered: Digital Transformation of the Year Award at the Nedback Top Empowerment Awards. What does this accolade mean for you personally and for your company?
Thank you. This recognition is deeply meaningful because it affirms something we have always believed: that technology must not only be innovative, but transformative, inclusive and relevant to the society it serves.
Personally, this award is a moment of gratitude and reflection. It represents the sacrifices, the resilience, the difficult decisions and the faith required to build in an industry that is constantly evolving. It also reminds me that leadership is not only about personal success; it is about creating pathways for others, building institutions that outlive us, and proving that African technology companies can compete at the highest level.
For Vaxowave, this accolade is a powerful
endorsement of our vision. It tells our clients, partners and team that the work we are doing in Data, Artificial Intelligence, Finops, SRE and digital transformation as a whole is not just technically sound, but nationally significant. It validates our commitment to building solutions that improve efficiency, strengthen businesses and contribute meaningfully to South Africa’s digital economy.
Please tell us more about Vaxowave’s success and impact in South Africa
Vaxowave’s success has been built on a clear belief: digital transformation must be practical, secure, intelligent and sustainable. We work with organisations to modernise their technology environments, unlock the value of data, strengthen cloud adoption and responsibly integrate artificial intelligence into business operations.
Our impact lies not only in the systems we implement, but in the confidence we help organisations build. Many businesses understand that they must transform, but they need a trusted partner who can translate complexity into strategy, and strategy into execution. That is where Vaxowave has positioned itself.
We are proud to contribute to South Africa’s digital maturity by helping organisations become more agile, more resilient and more competitive. But beyond that, we are also intentional about empowerment. We believe a technology company in South Africa must be measured not only by revenue or technical capability, but by the doors it opens for young people, women and emerging talent.
The tech industry is known to be male-dominated. Do you believe that this is still the case or are women advancing more in this field?
The technology industry remains male-dominated in many respects, particularly in senior technical leadership, investment access and boardroom representation. However, I do believe we are seeing a meaningful shift. Women are no longer only
Vaxowave Co-Founder and Executive Director, Kume Luvhani
entering the industry; they are building companies, leading transformation programmes, driving AI adoption, shaping policy conversations and mentoring the next generation.
That said, progress should not be confused with parity. Representation matters, but influence matters even more. We need more women not only participating in technology, but owning platforms, leading innovation, accessing capital and making strategic decisions about the future of digital economies.
For me, the advancement of women in tech is not a diversity conversation alone. It is an economic imperative. When women are fully included in the technology value chain, we expand the range of problems being solved, the quality of leadership in the sector, and the social impact of innovation.
What challenges have you faced in tech in South Africa and how did you succeed in overcoming them?
One of the major challenges has been earning trust in a highly competitive and technically demanding sector. In technology, clients are not only buying a service; they are entrusting you with critical systems, sensitive data and strategic transformation. As a growing company, we had to prove that we could deliver with excellence, consistency and integrity.
Another challenge has been navigating the pace of change. Cloud, cybersecurity, artificial intelligence and data platforms are moving rapidly. To remain relevant, we have had to build a culture of continuous learning, certification, experimentation and disciplined execution.
There are also broader challenges in South Africa, including skills shortages, digital inequality and uneven access to opportunities. We overcame these by being intentional: investing in talent, building strong partnerships, focusing on measurable outcomes, and refusing to compromise on quality.
I have learned that resilience in business is not simply endurance. It is the ability to adapt without losing your values, to grow without losing your purpose, and to lead with both courage and humility.
Can you describe what it means for Vaxowave to be recognised as a Microsoft AI Specialisation Partner? Being recognised as a Microsoft AI Specialisation Partner is a significant milestone because it reflects a validated level of technical depth, delivery capability and credibility in artificial intelligence and Microsoft Azure-based solutions. Microsoft describes specialisations as a way for partners to demonstrate technical expertise aligned to Microsoft Cloud capabilities, particularly in areas such as Data and AI.
For Vaxowave, this recognition is not just a badge. It is a responsibility. AI is one of the most consequential technologies of our time, and organisations need partners who can help them adopt it responsibly, securely and strategically.
It means we are positioned to help clients move beyond curiosity about AI into real business value: improving decision-making, automating processes, strengthening customer experience and building intelligent platforms. But it also means we must lead with ethics, governance and accountability. AI must be implemented in a way that protects people, respects data and creates sustainable value.
Beyond business, you are committed and passionate about advancing literacy, youth development and women’s leadership in technology. Can you elaborate on this work you do?
I believe success carries responsibility. Business gives us a platform, but purpose gives that platform meaning.
My commitment to literacy, youth development and women’s leadership is deeply personal. I come from a place where I have seen first-hand that talent is everywhere, but opportunity is not. Many young people, especially young women, have intelligence, ambition and potential, but they often lack exposure, mentorship, resources or access to the right networks. I am passionate about helping to close that gap in practical and meaningful ways.
One of the ways I do this is by sponsoring the education of a few young women from my hometown out of my own pocket. For me, this is not charity; it is investment. It is an investment in human potential, in families, in communities and in the future leadership of our country. Education changes the trajectory of a life, and when
you educate a woman, the impact often extends far beyond the individual.
I also serve on the BCX Wired for Women Advisory Board, which advocates for the advancement of women in leadership. This work is important because women do not only need to be included in conversations about leadership; they need to be positioned, supported and empowered to lead with authority, confidence and influence. Representation matters, but structured advocacy and access matter just as much.
Mentorship is another area I am passionate about. I offer my time to mentor others because I believe that knowledge must be shared, and that leaders have a responsibility to help others navigate the path more wisely. However, I also believe mentorship is a two-way commitment. A mentee must come with self-awareness, intention and a willingness to do the work. Mentorship is most powerful when the mentee understands what they want, is clear about the areas in which they need guidance, and takes responsibility for their own growth.
Literacy is foundational because it gives people the ability to think critically, communicate effectively, interpret the world and participate meaningfully in the economy. Youth development is equally important because the future of technology, business and society will be shaped by the young people we empower today. Women’s leadership in technology matters because we cannot build inclusive digital economies while leaving half the population underrepresented.
Ultimately, my work in these areas is about creating confidence, visibility and access. Whether through education sponsorship, mentorship, advocacy, skills development or opening doors for others, I want to contribute to a generation that does not merely consume technology, but creates it, governs it and uses it to solve real African problems.
Please tell us what drives you to be a success in your business
I am driven by purpose, excellence and impact. I have never viewed business as merely a commercial activity. For me, business is a vehicle for solving problems, creating dignity through employment, advancing
innovation and contributing to national development on my own terms.
I am also driven by the responsibility to represent what is possible. As a woman in technology and as a leader, I understand that my journey is not mine alone. When we succeed, we expand the imagination of others. We make it easier for another young woman, another entrepreneur, another emerging leader to believe that they too can build, lead and succeed.
What keeps me grounded is faith, discipline and the people I serve: my family, my team, our clients and the communities we impact. Success, to me, is not only about reaching the top. It is about building something meaningful on the way there.
What advice or inspiration can you give to other tech entrepreneurs?
My advice to tech entrepreneurs is to build with depth, not just speed. Technology rewards innovation, but sustainable success requires discipline, credibility and execution.
Do not chase trends blindly. Understand the problem you are solving, know your customer deeply and build solutions that are relevant to your market. In a world fascinated by buzzwords, clarity is a competitive advantage.
I would also encourage entrepreneurs to invest in partnerships, governance and people. You cannot scale a serious technology company on talent alone; you need systems, ethics, financial discipline and a team that shares the vision.
Most importantly, do not disqualify yourself because the industry is difficult or because the room does not yet look like you. Many of us are building in spaces where we were once not expected to lead. That is precisely why we must lead well.
Entrepreneurship requires courage, but it also requires patience. Build consistently. Learn relentlessly. Stay humble. Protect your integrity. And remember that the greatest businesses are not only those that generate profit, but those that create progress.
INDEX THE TOP EMPOWERMENT
Empowerment is most visible among companies which sit at the centre of key economic infrastructure
By Veronique Andersen and Pelisa Sokomani
The Top Empowerment landscape in South Africa is concentrated among a group of organisations that combine scale, strong compliance, and real, measurable economic impact. Across sectors, empowerment is most visible among comapnies which sit at the centre of key economic infrastructure: financial services, logistics, construction, engineering, agriculture, and industrial supply chains.
What stands out is that empowerment is no longer contained within individual industries. It is deeply interconnected. These companies operate within a linked economic system where each sector depends on the next to function. Finance enables investment and trade. Logistics moves goods and connects markets. Engineering and construction build the infrastructure that keeps the economy running.
Manufacturing and agriculture sustain production and supply. Together they form a connected ecosystem where empowerment flows across value chains rather than sitting inside them.
Because of this, transformation is no longer only about individual company performance or B-BBEE compliance. It is about how the system brings others in, especially small businesses, local suppliers, and emerging operators and how opportunity is shared, not only through supply chains but also through enterprise development, skills programmes, and CSI initiatives that create longer term pathways into the economy.
Across the Top Empowerment Index a few clear patterns stand out. Financial services remain the foundation, as they control access to capital, credit, and investment. Infrastructure and engineering companies turn that capital into delivery through large scale projects. Logistics and transport show empowerment in the most practical way, where SMEs and independent operators are actively brought into supply chains. Agriculture is more concentrated but remains essential in supporting rural economies through inputs, services, and financing. Manufacturing and industrial sectors tend to focus on localisation, skills development, and workforce participation alongside broader transformation goals.
A key shift across the landscape is the growing focus on skills development and job creation, particularly for historically disadvantaged groups. Across leading organisations, empowerment is increasingly reflected in training programmes, internal development pipelines, and efforts to move people into more skilled and senior roles. This matters because it shifts
empowerment beyond ownership alone and into long term participation in the economy in a more meaningful way.
At the centre of all of this is financial services. Institutions such as Standard Bank Group, Absa Group Limited, Nedbank Group, Sanlam Limited, and Old Mutual Limited play a major role in shaping how the economy functions. They determine how capital moves and in doing so influence which businesses are able to grow, hire, and scale. Their involvement in SME funding, procurement, and financial inclusion makes them central to empowerment at scale.
That capital then flows into sectors like logistics and transport, where empowerment becomes very visible on the ground. Companies such as Cargo Carriers Limited, Bidvest International Logistics, and Transnet SOC Limited show how transformation is embedded through subcontracting systems, owner-driver models, and supplier participation. Here, empowerment is not abstract; it is reflected in how many smaller operators are actively earning within national supply chains.
What is consistent is that the strongest empowerment performers are not working in isolation. They are part of a broader system where each sector enables the next. At the centre, companies are not only meeting compliance requirements they are shaping how inclusive and accessible the economy really is.
The Top Empowerment Index is best understood not as a list of companies, but as a working economic ecosystem, one where empowerment and economic performance are increasingly linked, and where long term impact depends on how effectively value is shared across the system.
IMPUMELELO TOP EMPOWERMENT RESEARCH CRITERIA
SOUTH AFRICA’S
TOP EMPOWERED COMPANIES
At a time when South Africa is grappling with the implementations of rapid economic transformation, hats off to the top empowered companies in the country.
Companies are assessed on the seven pillars of empowerment as set out by the Department of trade, Industry and competition:
• Ownership
• Management Control
• Employment Equity
• Skills Development
• Preferential Procurement
• Enterprise Development
• Socio-Economic Development
Further, eligibility is determined by compliance with the following requirements. These criteria are:
• Black ownership as a share of total ownership
• Black executive directors as a share of all executive directors
• Black senior managers as a share of total senior management
• Black employees as a share of total employment
• Corporate social investment spend (in both absolute and relative terms)
• Expenditure on skills development focused on empowering historically disadvantaged individuals
• Procurement practices
Companies complying with the ownership and directorship requirements and exceeding the minimum turnover requirements are evaluated according to these criteria and points are allocated relative to their performance.
Impumelelo Top Empowerment does not, however, rank companies on the basis of the points scored, preferring rather to highlight all companies that perform above a certain level.
Key objectives of revised codes:
• Drive growth of SMME black-owned enterprises
• Encourage job creation
• Drive local manufacture and processing
• Accelerate representation of black women, rural and the youth in economic activities
• Eradicate fronting
Revised B-BBEE categories:
• Ownership
• Management Control
• Skills Development
• Enterprise & Supplier Development
• Socio-Economic Development
The full A-Z listing of South Africa’s Top Empowered Companies can be viewed at topempowerment.co.za
PRIMARY
RESOURCES
MINING COAL
Sasol Mining (Pty) Ltd
Salungano Group
OTHER MINERAL EXTRACTORS & MINES
Big Eye Minerals & Energy (Pty) Ltd
M84Geotech
Methano Group (Pty) Ltd
Provest Cementitious Products (Pty) Ltd
RCPM Industries (Pty) Ltd
Technique Drilling Services (Pty) Ltd
GENERAL MINING
Exxaro Resources Limited
Fraser Alexander (Pty) Ltd
Palabora Copper (Pty) Ltd
OIL & GAS
OIL & GAS - EXPLORATION & PRODUCTION
BP Southern Africa (Pty) Ltd
Easigas (Pty) Ltd
OIL & GAS - INTEGRATED
Engen Petroleum Limited
Sasol Gas (Pty) Ltd
Sasol Limited
Shell Downstream South Africa (Pty) Ltd
TotalEnergies South Africa
SECONDARY
BASIC INDUSTRIES
CHEMICALS
AECI Limited
African Oxygen Limited
Air Products South Africa (Pty) Ltd
Chemical Initiatives (Pty) Ltd
FFS Refiners (Pty) Ltd
Omnia Holdings Limited
Zamani Chemicals (Pty) Ltd
CHEMICALS - SPECIALITY
Ace Cleaners (Pty) Ltd
BASF South Africa (Pty) Ltd
Buckman Laboratories (Pty) Ltd
CJP Chemicals (PTY) LTD
FFS Refiners (Pty) Ltd
Hychem (Pty) Ltd
Improchem (Pty) Ltd t/a AECI Water
Integrated Chemical Solutions (Pty) Ltd t/a Intechem
Intertek Testing Services (South Africa) (Pty) Ltd
South African Broadcasting Corporation SOC Limited (SABC)
South African Bureau of Standards (SABS)
South African Civil Aviation Authority (SACAA)
South African Council for Educators (SACE)
South African Council for Natural Scientific Professions (SACNASP)
South African Council for Social Service Professions (SACSSP)
South African Council for the Architectural Profession (SACAP)
South African Council for the Landscape Architectural Profession (SACLAP)
South African Council for the Project and Construction Management Profession (SACPCMP)
South African Council for the Property Valuers Profession (SACPVP)
South African Council for the Quantity Surveying Profession (SACQSP)
South African Diamond and Precious Metals Regulator (SADPMR)
South African Forestry Company SOC Limited (SAFCOL)
South African Health Products Regulatory Authority (SAHPRA)
South African Heritage Resources Agency (SAHRA)
South African Institute for Drug-Free Sport (SAIDS)
South African Library for the Blind (SALB)
South African Local Government Association (SALGA)
South African Maritime Safety Authority (SAMSA)
South African Medical Research Council (SAMRC)
South African National Accreditation System (SANAS)
South African National Biodiversity Institute (SANBI)
South African National Council for the Blind
South African National Energy Development Institute (SANEDI)
South African National Parks (SANParks)
South African National Space Agency (SANSA)
South African Nuclear Energy Corporation (NECSA)
South African Post Office (SAPO)
South African Postbank (SOC) Ltd
South African Qualifications Authority (SAQA)
South African Reserve Bank (SARB)
South African Revenue Service (SARS)
South African Social Security Agency (SASSA)
South African Tourism
South African Veterinary Council (SAVC)
South African Weather Service
Special Investigating (SIU)
State Diamond Trader
State Information Technology Agency (SITA)
Takeover Regulation Panel (TRP)
Technology Innovation Agency (TIA)
Telkom
The South African National Roads Agency SOC Ltd (SANRAL)
Trans-Caledon Tunnel Authority (TCTA)
Transnet SOC Ltd
Umalusi - Council for Quality Assurance in General and Further Education and Training
Umgeni Water
uMlalazi Municipality
uMzimvubu Municipality
Unemployment Insurance Fund (UIF)
Universal Service and Access Agency of South Africa (USAASA)
Universities South Africa (USAf)
Water Research Commission (WRC)
NATIONAL GOVERNMENT DEPARTMENTS
Civilian Secretariat for Police Service (CSPS)
Department of Agriculture, Land Reform and Rural Development (DALRRD)
Department of Basic Education (DBE)
Department of Communications and Digital Technologies (DCDT)
Department of Cooperative Governance (DCoG)
Department of Correctional Services (DCS)
Department of Defence (DoD)
Department of Employment and Labour (DEL)
Department of Forestry, Fisheries and the Environment (DFFE)
Department of Health (DoH)
Department of Higher Education and Training (DHET)
Department of Home Affairs (DHA)
Department of Human Settlements (DHS)
Department of International Relations and Cooperation (DIRCO)
Department of Justice and Constitutional Development (DoJ&CD)
Department of Military Veterans (DMV)
Department of Mineral Resources and Energy (DMRE)
Department of Planning, Monitoring and Evaluation (DPME)
Department of Police (SAPS)
Department of Public Enterprises (DPE)
Department of Public Service and Administration (DPSA)
Department of Public Works and Infrastructure (DPWI)
Department of Science and Innovation (DSI)
Department of Small Business Development (DSBD)
Department of Social Development (DSD)
Department of Sport, Arts and Culture (DSAC)
Department of Tourism (DT)
Department of Trade, Industry and Competition (the dtic)
Department of Traditional Affairs (DTA)
Department of Transport (DOT)
Department of Water and Sanitation (DWS)
Department of Women, Youth and Persons with Disabilities (DWYPD)
NON-GOVERNMENT ORGANISATIONS
FOUNDATIONS
Dell Development Fund
Financial Sector Transformation Council
Good Work Foundation
Naspers Labs
National Film and Video Foundation
National Research Foundation
Road Accident Fund
SIOC Community Development Trust
Small Enterprise Foundation
Telkom Foundation
The Unlimited Child
Tshepiso Mokoena Foundation (TMF)
Vodacom Foundation
Youth Bridge Trust
Zenex Foundation
COMPANIES & ORGANISATIONS
Africa Bio
Business Against Crime South Africa
Business Unity South Africa (Busa)
Cape Chamber of Commerce and Industry
Centre For Early Childhood Development Npc
Cotlands
Durban KwaZulu-Natal Convention Bureau
Federated Hospitality Association of South Africa
Independent Examination Board
Independent Municipal & Allied Trade Union - Imatu
Mimi Women
National Arts Council of South Africa
National Association of Child Care Workers
National Gambling Board
National Home Builders Registration Council
National Small Business Chamber
Nelson Mandela Bay Science and Technology Center
Nelson Mandela Institute for Education and Rural Development
Ntataise ECD Network
Ombudsman for Banking Services
Potatoes SA
Public Servants Association of South Africa
Seda Ethekwini
Siyabonga Africa
Sonke Gender Justice Network
South African Association of Veterinary Technologists
South African Institute for Entrepreneurship
South African Institute of Black Property Practitioners - SAIBPP
South African Institute of Race Relations
South African Property Owners Association
Tshimologo Executive Group
World Wide Fund for Nature South Africa
UNIVERSITIES
Nelson Mandela Metropolitan University
North-West University
Rhodes University
Sefako Makgatho Health Sciences University
Sol Plaatje University
University of Cape Town
University of Fort Hare
University of Johannesburg
University of KwaZulu-Natal
University of Limpopo
University of Mpumalanga
University of Pretoria
University of South Africa (UNISA)
University of Stellenbosch
University of the Free State
University of the Western Cape
University of the Witwatersrand
University of Venda
University of Zululand
GRADUATE SCHOOLS
Henley Business School
IMM Graduate School of Marketing
Milpark Business School (Pty) Ltd
Regent Business School
UNISA Graduate School of Business Leadership
University of South Africa Graduate School of Business Leadership (UNISA SBL) University of Stellenbosch Business School (USB)
Wits Business School
COLLEGES
Boland TVET College
Buffalo City TVET College
Capricorn TVET College
Central Johannesburg TVET College
Coastal TVET College
College of Cape Town for TVET
Eastcape Midlands TVET College
Ehlanzeni TVET College
Ekurhuleni East TVET College
Ekurhuleni West TVET College
Elangeni TVET College
Esayidi TVET College
False Bay TVET College
Flavius Mareka TVET College
Gert Sibande TVET College
Goldfields TVET College
Ikhala TVET College
Ingwe TVET College
King Hintsa TVET College
King Sabata Dalindyebo TVET College
Lephalale TVET College
Letaba TVET College
Lovedale TVET College
Majuba TVET College
Maluti TVET College
Mnambithi TVET College
Mopani South TVET College
Motheo TVET College
Mthashana TVET College
Nkangala TVET College
Northern Cape Rural TVET College
Northern Cape Urban TVET College
Northlink TVET College
Orbit TVET College
Port Elizabeth TVET College
Sedibeng TVET College
Sekhukhune TVET College
South Cape TVET College
South West Gauteng TVET College
Taletso TVET College
Thekwini TVET College
Tshwane North TVET College
Tshwane South TVET College
Umfolozi TVET College
Umgungundlovu TVET College
Vhembe TVET College
Vuselela TVET College
Waterberg TVET College
West Coast TVET College
Western College for TVET
SETAS
Agricultural Sector Education and Training Authority (AgriSETA)
Banking Sector Education and Training Authority (BANKSETA)
Chemical Industries Education and Training Authority (CHIETA)
Construction Education and Training Authority (CETA)
Culture, Arts, Tourism, Hospitality and Sport Sector Education and Training Authority (CATHSSETA)
Education, Training and Development Practices Sector Education and Training Authority (ETDP SETA)
Energy and Water Sector Education and Training Authority (EWSETA)
Fibre Processing and Manufacturing Sector Education and Training Authority (FP&M SETA)
Finance and Accounting Services Sector Education and Training Authority (Fasset)
Food and Beverage Manufacturing Industry Sector Education and Training Authority (FoodBev SETA)
Health and Welfare Sector Education and Training Authority (HWSETA)
Insurance Sector Education and Training Authority (Inseta)
Local Government Sector Education and Training Authority (LGSETA)
Manufacturing, Engineering and Related Services Sector Education and Training Authority (merSETA)
Media, Information and Communication Technologies Sector Education and Training Authority (MICT SETA)
Mining Qualifications Authority (MQA)
Public Service Sector Education and Training Authority (PSETA)
Safety and Security Sector Education and Training Authority (SASSETA)
Services Sector Education and Training Authority (SSETA)
Transport Education Training Authority (TETA)
Wholesale and Retail Sector Education and Training Authority (W&RSETA)
It is my utmost pleasure to welcome you to the Nedbank Top Empowerment Conference 2024! As we gather under the theme “Africa Rising: Navigating the Path of Inclusive Transformation,” we celebrate a remarkable milestone -30 years of democracy in South Africa.
This achievement is a testament to our collective resilience, growth, and unwavering commitment to building an inclusive and equitable society.
Over the past three decades, we have made significant strides in economic empowerment, social justice, and inclusive growth. The Nedbank Top Empowerment Conference has been at the forefront of this progress, driving meaningful change and fostering a culture of collaboration and innovation.
For over 20 years, Topco has been at the forefront of monitoring transformation in South Africa. It all began with a conversation between our founder, my father, Richard Fletcher, and our current President, Cyril Ramaphosa. Two decades ago, the President challenged us to identify and celebrate the Top 300 black empowered companies.
Now, more than ever, we must echo the words of Ubuntu, “together we can”, and recognise that quality education is synonymous with freedom.
It is time for us to reevaluate the future we envision for our country - we must transition from democratic freedom to economic freedom.
As we look to the future, we recognise that our journey is far from over. The path ahead requires continuous effort, creative solutions, and collective action. Today, we come together as leaders, visionaries, and change-makers to share insights, forge partnerships, and develop strategies that will propel Africa forward. We have prepared a stellar lineup of passionate speakers who have dedicated
themselves to transformation and will inspire and enlighten you.
I would like to express my heartfelt congratulations and gratitude to our partners who brilliantly navigate the path of inclusive transformation. Your unwavering dedication to transformation has paved the way for the success of this momentous event. I extend my sincerest thanks to our Platinum partner, Nedbank, as well as Merchants, Sanlam, NTT DATA, Sanofi, Fasset Seta, SE Holdings, Hloba Clothing, BEE 123, Secondment, Orzoflash Pty Ltd, GRIPP Advisory, TicketCore, Aurik Enterprise Development and Tractor Outdoor. Without your invaluable support, this event would not be possible.
A special mention to our strategic partners Primedia Out of Home, Good Governance Africa, Association of BBBEE Professionals, BPESA, YFM, Mail and Guardian, Channel Africa, Tractor, Simodisa Start-Up, and Business Tech Africa. Thank you for all of your support.
I extend my heartfelt gratitude to our partners, speakers, and delegates for joining us in this critical conversation on navigating the path of inclusive transformation. Together, we can navigate the challenges and seize the opportunities that lie ahead, ensuring that the promise of an empowered and inclusive Africa is realised.
Enjoy the conference and enjoy making new connections.
Brought to
elcome to the Nedbank Top Empowerment Conference.
This year’s theme, “Africa Rising: Navigating the Path of Inclusive Transformation,” provides an opportunity to reflect on the complexities that exist both locally and abroad as we transform from the inequities of the past and foster and strengthen the partnerships we need to create an equitable future.
This year’s theme is particularly meaningful, as Africa is a strategic focus for investment given its growth potential. However, we remain determined to ensure that this growth transforms, for the better, the lives of our continent’s people. Of the more than 1 billion people in Africa, about 60% are under the age of 30, with the population across the continent projected to exceed that of China by 2025. This shared home, our continent, has not only vast untapped natural resources and agricultural opportunities that can make Africa one of the key breadbaskets of the world, but we also have significant opportunities in sectors such as renewable energy, mining, agriculture and financial services.
On the trading front, the African Continental Free Trade Area Agreement (AfCFTA), ratified by South Africa earlier this year, is one of the broadest trade agreements signed since the World Trade Organisation was established in 1994. While we have made significant strides in economic development and social justice, we still face substantial challenges in closing the gaps of inequality and unemployment and in providing opportunities for wealth creation to more people. As such, conferences such as the Nedbank Top Empowerment Conference serve as necessary opportunities to collaborate and innovate. By bringing together thought leaders, policymakers and
industry experts, this conference will generate actionable strategies and plans to drive and achieve meaningful change. Now is the time to accelerate our progress towards creating a more equitable society for all. This year’s theme also resonates strongly with our vision at Nedbank, which is centred on purpose led, inclusive transformation. We use our financial expertise to do good, and this underpins all that we do. We believe that true transformation can be achieved only through joining hands.
Nedbank’s commitment to our purpose is steadfast. We direct significant resources to financing projects that promote renewable energy, sustainable agriculture, and green infrastructure – facilitating a Just Transition towards a low-carbon economy. Through innovative products and digital banking solutions, we strive to make financial services accessible to all segments of society, empowering individuals and small businesses to participate fully in the economy.
As we gather at the 2024 Nedbank Top Empowerment Conference, let’s celebrate our successes, confront our challenges head-on, and seize the potential that lies ahead. Together, we can chart a course for a more inclusive and prosperous South Africa and indeed a better sustainable future for the continent as a whole. n
Jason Quinn Nedbank Chief Executive
“EMPOWERMENT
THROUGH BOLD TRANSFORMATION”
MEET OUR TITANS OF
TRANSFORMATION
Meet our esteemed speakers, visonaries, & thought leaders who inspire and empower you with their expertise and insight, shaping the future of Afrika’s inclusive transformation
SPEAKERS
Ciko Thomas
Jacky Molisane Acting Director-General, Department of Employment and Labour
Group Managing Executive: Personal & Private Banking, Nedbank
Join the #TopEmpowerment family and be part of the movement shaping economic transformation! Whether it’s through our Conferences, Awards, or Publications, we celebrate trailblazing leaders and organisations making an impact.
Dr. Simamkele Dlakavu Research Fellow, Nelson Mandela University Centre for Women and Gender Studies & Executive Director, Dlakavu Impact Strategies
Bongiwe Kunene
Tsholo Mogotsi Chief Partnerships Officer, Youth Employment Service (YES)
Programme Head: Governance Insights & Analytics, Good Governance Africa - Good Governance Africa
JOY-MARIE LAWRENCE
Founding Director: Boardvisory
Founder and Chief Executive Officer: Siyakha Consulting
ANDREW TSURO
Managing Director: The eHub
Executive Director: Oprah Winfrey Leadership Academy for Girls
Chief Executive Officer: Institute of Directors in South Africa (IoDSA)
GUGULETHU “GUGU” NDEBELE
DIONNE KERR
PARMI NATESAN
ASHIKA KIRPAL
Director: Transformation and Naspers Labs - Naspers
THANDI KUNENE
Head: Corporate Affairs and Engagement South Africa - L’Oréal
GAVIN FITZMAURICE
Managing Partner: Webber Wentzel
WEZI KHOZA
Past Board Chairperson of CHIETA and NonExecutive Director: Chemical Industries Education and Training Authority (CHIETA)
LESEGO CHARLIE
Head of Communications: VISA
ZANDILE MPOSELWA
Corporate Affairs Director: Kellanova
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C-SUITE DELEGATES |
Hon. Inkosi Mzamo Buthelezi, Minister of Public Service & Administration
CORPORATE SHOWCASE COUNTERS
SUMMIT 2026
Celebrating excellence across government.
The Public Sector Leaders Summit is a premier platform that celebrates the contributions of organisations and individuals, across both the public and private sectors, who continue to invest in South Africa’s growth with resilience and optimism.
The 2nd Annual PSL Summit will provide the ideal environment for engaged networking, collaboration and knowledge sharing between stakeholders who are committed to building a thriving and inclusive economy.
For more information Contact: emlyn.dunn@topco.co.za marketing@topco.co.za
