Issuu

NOMALANGA SKOSANA Director, Sihlomile Security Services

www.topcomedia.co.za www.topcomedia.co.za 2 5 TH E D I T I O N

IMPUMELELO TOP EMPOWERMENT

#Celebrating 25 years

CONTENTS

REGULARS 6

Featured organisations

Contributors

Lee-Ann Bruce letter

Editor’s Letter

Foreword

COVER STORY 14

Honourable Parks Tau, Minister of Trade, Industry, and Competition

THOUGHT LEADERSHIP 22

Livhuhani Mukhithi, Director: B-BBEE Policy, Advocacy & Institutional Management, dtic

14 10

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

FEATURES 70

Employment equity compliance - Is your business inspection-ready?

Leadership lessons from success and failures of enterprise resource planning

Driving skills development for inclusive growth through strategic CSI

How ESD can change lives and make supply chains more resilient

4 IMPUMELELO TOP EMPOWERMENT 25 EDITION TH

Where is the “just” in the transition?

How Rassie Erasmus found strength in diversity

CONTENTS

CREDITS

CEO Ralf Fletcher

SECTOR OVERVIEWS

Director Van Fletcher

112 Financial Services 116 Retail

Head of Brand Lee-Ann Bruce

118 Business Services

Project Manager Justin Daniels

122 Manufacturing 126 Transport and Logistics

Key Account Managers McDonald Katema Dipuo Moagi Mickayla Abrahams Thulani Nhlapo Anneline Mohammedt

130 Construction 132 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

TOPCO STUDIO Group Editor Fiona Wakelin Deputy Editor Koketso Mamabolo Assistant Editor Shumirai Chimombe Designers Tashwell Brown Artizan Traffic Manager Daniël Bouwer Marketing Samila Nkhohla

INDEX

Research Manager Veronique Anderson

158 Listing of SA’s Top Empowered Companies 2026

Researchers Pelisa Sokomani Gary Petersen

POST-EVENT REPORT

Images iStock, Freepik, Unsplash

176 Top Empowerment Conference and Awards 2025

DISCLAIMER All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written consent of Top Media & Communications (Pty) Ltd T/A Topco Media. Reg. No. 2011/105655/07. While every care has been taken when compiling this publication, the publishers, editor and contributors accept no responsibility for any consequences arising from any errors or emissions.

Head Office Top Media & Communications (Pty) Ltd T/A Topco Media Elkay House, 186 Loop St Cape Town Tel: +27 86 000 9590 Email: info@topco.co.za Website: www.topco.co.za

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UPFRONT | FEATURED CLEINTS

FEATURED CLIENTS BR AQ U NI

135

BV I C O NS U L TING EN G I N E E RS

C O NS U L TING B Y B O N GI

G O V E R NANC E C H E C K S A

LER ATO M R E AL E S T A T E

129

LI YE M A C O NS U L TI N G GROU P

102

LO C AL S TO R E S NAT I O N

125

M O TL ANAL O C H AR T E RE D A C C OU N T A N T S AND AU D ITO R S INC O RP O RA T E D

104

NE D B ANK

O C E ANA G R O U P

O L I K A C O NNE C T

P AM O D Z I U NIQ U E E N G I N E E RI N G

SAE L TR AD ING

SAL G A

100

SANL AM

SI HL O M I L E S E C U R I T Y S E RVI C E S

108

SI O C C O M M U NITY DE VE LO P M E N T T RU S T

T & T AC AD E M Y

115

T K Y E NG I NE E R I NG

T SL L E G AL

106

V ANTAG E AD V I S O R Y

ZA M ANI C H E M I C AL S

ZED A

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CONTRIBUTORS | UPFRONT

CONTRIBUTORS

Professor Bonang Mohale Chancellor of the University of the Free State

Eustace Mashimbye CEO, Proudly SA

Frik Boonzaaier Human Capital Transformation Specialist, The BEE Chamber

Livhuhani Mukhithi Director: B-BBEE Policy, Advocacy & Institutional Management, dtic

Matebe Chisiza-Asukile social investment specialist and team lead (SI Analytics) at Tshikululu Social Investment

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 Advancement Cornerstone Institute

Videsha Proothveerajh Director of Vodacom Business

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UPFRONT |HEAD OF BRAND

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 world where 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.

s 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.

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

Top Empowerment has come to represent the leading empowered companies in the country — those

8 IMPUMELELO TOP EMPOWERMENT 25 EDITION TH

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 all regardless 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

ED’S LETTER | UPFRONT

#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 Advancement Cornerstone 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.

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FIONA WAKELIN | GROUP EDITOR

IMPUMELELO TOP EMPOWERMENT

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I ONNEERR | F O R E W O R D T TSSHHEEDDI SI SOO MMAAT TOONNAA, , BB- -BBBBEEEE CCOOMMMMI SI SSSI O

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.

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AWARD WINNERS | ZINHLE THUPANA

his 25th edition of Impumelelo: Top

Broad-Based Black Economic Empowerment policy and

Empowerment provides an important

legislation must be understood against this history and

opportunity to reflect on the progress made,

the current lived experience of economc disadvantage

the challenges that remain, and the work still

and exclusion, and not as merely a compliance exercise

required to build a more inclusive and equitable economy.

or a narrow transactional arrangement. At its core, it was

It is fitting that this milestone edition is launched at a time

conceived as a mechanism to expand participation

when South Africa is once again engaged in a robust

in the economy, foster the growth of enterprises and

debate about the future of economic transformation and

entrepreneurs who are innovators and job-creators,

the instruments required to deepen inclusion.

and advance social and economic justice. The broader objective has always been to build an economy that

Since the dawn of democracy one of the most persistent

reflects South Africa’s demographics and shared

barriers confronting black businesses has been access to

aspirations, leveraging to the maximum our labour,

capital. This challenge did not emerge by accident. It is

human capital and natural endowments and talents.

rooted in a historical system that systematically excluded black South Africans from ownership of productive assets,

Development financing institutions (DFIs) such as the

access to finance, participation in formal markets, and

National Empowerment Fund, Industrial Development

opportunities to accumulate intergenerational wealth. While

Corporation and others play a critical role in advancing

democracy dismantled the legal architecture of exclusion,

the B-BBEE project towards an inclusive economy. Over

the structural effects of that exclusion continue to shape

the years, they have contributed significantly to the

economic outcomes today. The injustice of the past still lives

development and financing of black-owned enterprises

in the present, and its scars live the many gaps and different

across a range of sectors. Increasingly, this has involved

experiences of life in the country, and what it means to be a

leveraging partnerships with private financial institutions

South African.

to curate the “need-based” funding solutions as well as combining capital with mentorship, technical

The difficulty of accessing affordable and sustainable funding

support, and long-term developmental partnerships.

remains a major obstacle for many black-owned enterprises,

Transformation requires both policy intent and practical

particularly small and medium-sized businesses, township

implementation mechanisms capable of addressing

enterprises, women-owned firms, youth entrepreneurs, and

historical disadvantage in meaningful ways. For this

emerging industrialists. Many viable enterprises struggle not

reason, the role of DFIs needs to be strengthened for

because of a lack of innovation, ambition, or capability, but

enhanced impact.

because they remain locked out of the financial ecosystems that are critical for growth and sustainability.

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

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

12 I M P U M E L E L O T O P E M P O W E R M E N T 2 5

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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

TSHEDISO MATONA, B-BBEE COMMISSIONER

| FOREWORD

“

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,

Importantly, transformation must also focus

transparent, sustainable, and growth-enhancing.

on economic expansion through enhancing

Economic inclusion and economic growth are not

production capacity, innovation and

contradictory objectives. In fact, sustainable growth

competitiveness, and not be simplistically

depends on widening participation, unlocking

viewed solely through a redistribution lens. The

entrepreneurial potential, supporting productive

long-term success of empowerment lies in creating

investment, and ensuring that the economy draws on the

new industries, new enterprises, new opportunities

capabilities of all its people.

and new wealth for future generations.

Globally, societies that succeed in broadening economic

Top Empowerment’s celebration of its 25th edition

participation tend to build stronger and more resilient

is a source of inspiration and lessons learnt for the

economies over time. South Africa cannot afford an

important ongoing national conversation about

economy in which opportunity remains concentrated in a

inclusion, opportunity and the future of South

narrow segment of society while millions remain excluded

Africa’s economy. Over the years, the publication

from meaningful participation. Such exclusion undermines

has contributed meaningfully to debates around

not only social justice, but also long-term economic

transformation, leadership, enterprise development,

stability, investor confidence, and social cohesion.

and inclusive growth. It has provided a platform for reflection, engagement, and recognition of

At the same time, transformation policy must continually

individuals and institutions committed to advancing

evolve in response to changing economic realities. South

empowerment in practice.

Africa faces a complex set of contemporary challenges, including slow economic growth, high unemployment,

This milestone edition is therefore not only a

rising inequality, infrastructure backlogs, technological

celebration of progress achieved, but also a

disruption, and growing fiscal constraints. These realities

reminder of the responsibility we carry collectively

require innovation, collaboration, and policy approaches

to continue building an economy that is more

that are responsive to both economic inclusion and

inclusive, dynamic, and just. South Africa possesses

sustainable growth imperatives.

extraordinary entrepreneurial talent, resilience, and potential. The task before us is to ensure that these

The private sector, government, development finance

capabilities are not constrained by the enduring

institutions, labour, and civil society all have a role to play

legacies of exclusion.

in shaping a more inclusive economy. Transformation cannot succeed through legislation alone. It requires

The pursuit of economic transformation remains

partnerships that mobilise investment, support

central to the broader democratic project

entrepreneurship, expand industrial capacity,

envisioned in 1994. The work is unfinished, but the

develop skills, and create pathways for new entrants

objective remains clear: to build a South Africa in

into the economy. It also requires a national

which opportunity is genuinely accessible to all, and

commitment to ethical leadership, accountability,

in which economic participation reflects both the

and institutional integrity.

diversity and the promise of our nation.

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MINISTER PARKS TAU, DTIC | COVER STORY

Parks TAU IN T ERVIEW WIT H

HONOURABLE

MINISTER OF TRADE, INDUSTRY, AND COMPETITION

B Y FIONA W AKELIN “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.”

s 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.

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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.

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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

MINISTER PARKS TAU, DTIC | COVER STORY

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

“

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

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. 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

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“

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

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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;

MINISTER PARKS TAU, DTIC | COVER STORY

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

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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.

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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

MINISTER PARKS TAU, DTIC | COVER STORY

“

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.

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LIVHUHANI MUKHITHI | THOUGHT LEADERSHIP

B-BBEE LANDSCAPE EVOLUTION:

An opportunity for economic inclusion By Livhuhani Mukhithi, Director: B-BBEE Policy, Advocacy & Institutional Management, dtic

s South Africa enters the 23rd year of legislated

economic actors to the noble idea of economic

B-BBEE implementation, the architects of the

transformation. The Amended Broad-Based Black Economic

B-BBEE institutional and legislative blueprint

Empowerment (B-BBEE) Codes of Good Practice of 2013,

understood that it is not a silver bullet to remedy

which became effective in 2015, introduced a new

all socio-economic challenges bedeviling the fledgling

scorecard that had five elements: ownership, management

post-apartheid democratic order, but an instrument for

control, skills development, enterprise and supplier

economic redistribution and inclusion. This noble undertaking

development (ESD) and socio-economic development.

gave us the legislative and institutional frameworks that

As B-BBEE advanced, other instruments of B-BBEE

anchor South Africa’s efforts to ensure economic inclusion

implementation were introduced, and that includes the

that are explicitly backed by the equality principle (as

Equity Equivalent Investment Programme (EEIP). EEIP

contained in Section 9(2) of the Constitution of the Republic

has given practical impetus to ensuring that there is a

of South Africa).

tangible interface between B-BBEE and the country’s reindustrialisation efforts (with emphasis on emboldening

The evolution of B-BBEE policy, legislative framework and

elements such as skills development, ESD, research

institutional mechanisms has largely been triggered by the

and innovation).

continuous test of its efficacy in the face of unrelenting scrutiny and opposition to its implementation. With the early

To this effect, R10-billion worth of investment has been

iteration of BEE in the 1990s and early 2000s premised largely

made, with the major investment contributed by the

on ownership acquisition, was this focus not narrow and

automotive sector, a joint EEIP by vehicle manufacturers

limited to the ideal of economic redistribution and inclusion.

BMW, Ford, Isuzu, Mercedes-Benz, Nissan, Toyota and

The gravitation towards Broad-Based BEE proved that

Volkswagen. This investment aims to facilitate transformation

fundamental transformation of the patterns of ownership of

across the sector’s value chain through the provision of

the mainstream of the country’s economy was necessary.

access to funding, markets and capacity development for qualifying black owned entities.

This change of approach appreciated the power of elements such as Management Control, Skills Development and

This undertaking has given birth to the Automotive Industry

Enterprise and Supplier Development (ESD). Also contained

Transformation (AITF), From its commencement in 2020 until

in these changes was the codification of these elements

the end of 2024, the AITF had invested R600 million in 67

to enable measurement of contribution by mainstream

companies in the automotive value chain. There are other

For many organisations, this year represents a pivotal shift

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THOUGHT LEADERSHIP | LIVHUHANI MUKHITHI

large EEIPs by Caterpillar (R1.3-billion), Microsoft (R708-million)

These statutory creations are critical to B-BBEE

and IBM (R700-million) and most are focused on ESD, the

implementation, especially in these times where everyone

development of critical skills and research and development.

can easily claim to be an expert (mostly churning out misleading commentary on B-BBEE and its implementation).

These B-BBEE initiatives have taken from global best practices

Unfortunately, these tendencies fail to appreciate that

(learning from developmental states such as South Korea) to

B-BBEE has advanced substantially in terms of technical

give applied stimulus to the significance of B-BBEE partnerships

nature and it is now a niche area that has given birth to

for inclusive growth and support to the country’s industrial

technically competent practitioners and policy custodians

development. This is consistent with the path traversed

that are strewn across the country’s economic mainstream

by other developmental states in South East Asia. In this

and the organs of state.

context, countries such as South Korea have anchored their reindustrialisation drive on the close partnership between

B-BBEE at a crossroads. Over the last few years, it has been

policymakers and sectoral participants to ensure that

compounded by a plethora of implementation challenges.

industrial development support considers innovation, research

These challenges are diverse and they undermine its

and development, ESD, and skills development to help drive

implementation in different ways. A logical development to

the country’s economic growth.

this implementation dilemma, will address the fundamental architecture of B-BBEE that is moored on its voluntary

According to Klinger- Vidra et al (2019: 7) these partnerships

character in participation and contribution.

with policymakers value efforts to promote alternative forms of employment and economic output. At the same time, the

It is also important to update and strengthen the B-BBEE

support for high-technology entrepreneurship; policymakers

Codes of Good Practice to affirm its power in the realm of

should be compelled to adopt new tools (accelerators, funds

enforcement and compliance. The consideration of the

of funds, building clusters and promoting risk-taking cultures)

legislative review should also affirm the current institutional

to encourage support for small firms.

mechanisms such as the B-BBEE Commission to sanction and impose penalties to those who are subverting its practice.

In the South African context, the conception and

Through the legislative review, the strengthening of the

development of the Transformation Fund intends to cover the

B-BBEE institutional setting should consider the practical

support and finance gaps that are undermining the intensified

challenges affecting existing B-BBEE institutions and

uptake of black-owned enterprises in the mainstream

create an ecosystem that will empower and ensure

economic sectors through availing of cheap low interest

complementarities, and interdependencies amongst

capital, support in the building of capabilities and access to

institutions of B-BBEE implementation and support.

markets. These B-BBEE driven investments solidifies the agility of this economically redistributive tool for economic inclusion

The optimisation of economic inclusion remains sacrosanct

as the country continues to massify its efforts to support

as we traverse the path of unleashing the country’s

industrial development and reindustrialisation.

economic potential. Partnerships between the country’s mainstream economic actors and policymakers stand

The evolution of B-BBEE implementation is also anchored

to unlock the economic opportunities and drive inclusive

by an institutional setting whose sole mandate is to ensure

growth as we continue to support our reindustrialisation

its compliance and enforcement, Sectoral Transformation,

efforts. As the mulling on the future of B-BBEE enters the

B-BBEE accreditation and verification, B-BBEE advisory and

national discourse, it should not be burdened to carry

B-BBEE financial support. These institutional mechanisms have

additional socio-economic imperatives as the current

given substance, content and form, and legislative control to

architecture is adequate in its support to economic

our economic transformation interventions.

redistribution and contributing to our industrial policy.

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VIDESHA PROOTHVEERAJH | THOUGHT LEADERSHIP

THE CASE FOR AUTHENTIC PUBLIC-PRIVATE PARTNERSHIPS in building South Africa’s future Videsha Proothveerajh, Director of Vodacom Business

outh Africa faces challenges of unprecedented

creates predictable outcomes, but rarely transformative

complexity. Our water systems are losing nearly

ones. The private sector deploys technology, but without

40% of supply through inefficiency and theft.

a deep understanding of Government’s operational

Energy demand continues to outpace supply.

constraints. Government benefits from innovation but

Citizens need access to government services without

lacks the ongoing partnership needed to adapt as

visiting physical offices. Municipalities struggle to collect

circumstances change.

revenue while maintaining essential infrastructure. These aren’t problems that any single entity, whether

Disconnection inevitably emerges and promised benefits

government or private sector, can solve alone.

fail to materialise.

This reality has led to a growing recognition that

The most successful partnerships I’ve witnessed operate

public-private partnerships (PPPs) are no longer an

differently. They begin with an honest conversation about

option, but a necessity. We know that not all partnerships

real challenges, followed by collaborative problem-solving

are equal. The difference between those that transform

where both parties share expertise, risk, and commitment

societies and those that disappoint lies in the fundamental

to sustainable outcomes. Purpose comes before profit.

shift of moving from transactional relationships to genuine

Trust precedes contracts.

collaboration built on shared purpose and mutual trust.

Why traditional approaches fall short

Vodacom business’s partnership approach in practice

For decades, PPPs were often structured around a simple

Consider the Naledi Local Municipality smart metering

exchange: government identifies a need, the private

project in the North-West Province. Naledi faced a

sector provides a solution, a contract is signed, and both

crisis: electricity losses had reached 26%, far above

parties move forward separately. This transactional model

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

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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.

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VIDESHA PROOTHVEERAJH | THOUGHT LEADERSHIP

This is how innovation scales in the public sector: through proven examples and partnerships built on genuine collaboration Our smart utilities management system provides

and through ensuring that benefits are shared

real-time consumption data that helps municipalities

equitably. When the Naledi Municipality integrated

manage supply and reduce waste. Our Citizen

smart meters with a secure banking app for

Engagement app opens two-way communication

electricity purchases, that wasn’t just a technical

between residents and local government, allowing

solution, but a threeway public private partnership

citizens to log complaints and track progress while

safeguarding citizen dignity and financial inclusion

providing government with real-time feedback on

alongside operational efficiency for the

service failures. Our Digital Water Tower initiative

municipality affected by Vodacom Business.

consolidates meter readings, consumption patterns and network maps into a single platform, enabling

The path forward

municipalities to detect leaks and manage

South Africa’s future depends on recognising

supply proactively.

that our most pressing challenges, energy security, water scarcity, inclusive economic

Individually, these technologies exist elsewhere.

growth, service delivery excellence, cannot be

But their power emerges when they operate as an

addressed by government acting alone or by

integrated system, supported by genuine institutional

the private sector pursuing independent

partnership between government and the private

advantage. They require genuine partnerships

sector. This model survives budget cycles, leadership

where both parties bring their distinct strengths,

changes and regulatory evolution because it’s

share risk proportionally, and commit to outcomes

embedded in operational practice, not dependent

that benefit society broadly.

on any single champion.

Trust as infrastructure

At Vodacom Business, we remain committed to being more than a technology vendor.

Effective PPPs recognise that technology is

We’re committed to being a genuine partner

only part of the solution. Trust is equally critical

listening as much as we lead, understanding

infrastructure. Citizens need to believe that

constraints before proposing solutions, and

smart meters provide transparency, not control.

staying invested in long-term transformation.

Municipalities need confidence that their private

When government and the private sector work

sector partners understand the long-term public

together authentically, guided by shared purpose

good, not just short-term commercial advantage.

and built on trust, the results extend far beyond

Government must trust that business partners will

project timelines.

operate with integrity and resilience. They reshape how societies function and This trust is earned through transparency, through

create foundations for sustainable progress that

staying committed when initial results disappoint,

works for all.

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30 I M P U M E L E L O T O P E M P O W E R M E N T 2 5

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PROFESSOR BONANG MOHALE | THOUGHT LEADERSHIP

SUCCESS MUST ALWAYS UPLIFT OTHERS By Professor Bonang Mohale

espite the Broad Based Black Economic

is incapable of any other manner of future. White people

Empowerment Act 53 of 2003, Liquid Fuels Charter

will never voluntarily dismantle the system that privileges

of 2003, Mining Charter of 2018, Codes of Good

them. It is Assata Shakur who reminds us that, ‘nobody in

Practice, etc. thirty two years into democracy,

the world, nobody in history, has ever gotten their freedom

poverty in South Africa still has a black, feminine and rural

by appealing to the moral sense of the people who were

face! The majority of cashiers, petrol attendants and waitrons

oppressing them.’

are still black. While the rest of the world is seized with 21st century challenges, South Africa, despite its enormous

Great Britain had three reasons for choosing to handover

potential, is not meeting basic needs like clean running water,

South Africa to white male Afrikaners (instead of to the

freedom from hunger, or safety and security.

black elite that was well educated and were much better farmers), namely, for the country to be a crucible of cheap

Even though South Africa has reclaimed the biggest

labour, forever; for Great Britain to have the first right of

economy in Africa status, our current $400-billion GDP is

refusal to the country’s raw gold and to forever determine

the same as it was in 2011 but the population has grown to

the price of diamonds through the creation of De Beers’

65 million people. It started right from the beginning when we

historically London-based “Central Selling Organisation”.

were so eager to attain our political liberation that we did not

Hence the land was not restored back to its original owners

think deeply and profoundly about how we were going to use

who were violently and forcibly removed, as well as not

this office to fundamentally transform the economic system

reversing the impoverishing spatial apartheid planning

to facilitate the participation of the majority of our people, in

that ensured that black people lived at least 40 kilometres

order for them to simply reach their (not even fullest) potential,

from their places of work, hence towns are still named

and reclaim their self-worth and self-respect. Because there is

‘Vergenoeg’ even to this day.

no nobility in being poor. Apartheid was a brutal, vile and savage system that As a result, we are the only African country that became

was violently enforced. Our most spectacular failure was

free and did not both substantially increase our educational

squandering the absolute two thirds majority and not

levels and exponentially increase the ownership of the

using it to, among others, dismantle the system that had

economy by the indigenous people by at least double digits.

been intentionally designed to impoverish black people.

History is replete with examples that privilege will only ever

By failing to improve the education level of black people,

concede what it must to retain its pursuit of accumulation – it

we have condemned our people to a life of poverty.

Imagine if we ALL genuinely focused on the principle of common purpose and greater good!

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Everyone has a choice, unless they are a victim, poor and

people ‘feel safe and have no fear of crime’ in all aspects of

have nowhere to go.

their lives.

A reflection of pivotal moments in the struggle of black

The NDP offers a long-term perspective. Its goal is to eliminate

people is quite instructive:

poverty and to reduce inequality by 2030. The document

The African National Congress (ANC) was formed on 8

tackles many of the issues that were identified in the National

January 1912, in Bloemfontein, as the South African Native

Planning Commission’s Diagnostic Report published in 2011.

National Congress (SANNC) to unite black (Africans,

It identified nine challenges: too few jobs, poor education

Coloureds and Indians) people, chiefs, and organisations

quality, inadequate infrastructure, a resource-intensive growth

against discriminatory laws and to fight for political, land,

path, spatial challenges, an ailing public health system, poor

and civil rights. It was established primarily to challenge the

performance of public service, corruption and deep divisions

exclusion of black people from political power following the

within society and proposed specific policies to address these.

creation of the Union of South Africa in 1910.

The Plan aims to ensure that all South Africans attain a decent standard of living through the elimination of poverty and

Later on, the Freedom Charter came into being in response to

reduction of inequality.

the unjust socio-political and economic status that persisted. It aimed at ushering a new course for South Africa by calling

The NDP was not the first post-apartheid policy document

for security, and an end to segregation geographically,

that attempted to tackle South Africa’s high levels of poverty

politically, economically, and educational. Adopted in 1955,

and inequality. The Reconstruction and Development

it served as a foundational blueprint for a democratic, non-

Programme (RDP 1993), Growth, Employment and Redistribution

racial South Africa, uniting diverse anti-apartheid movements

Programme (GEAR 1996), and Accelerated and Shared Growth

against white minority rule. It articulated popular demands

Initiative of South Africa (ASGISA 2006) were all designed to

for equality, land redistribution, and economic justice,

accelerate economic growth and reduce poverty.

aiming to replace the apartheid regime with a government representing all people.

The optimism generated by the ANC’s early successes must now, after 31 years of democracy, be tempered by a reality

These events, among others, culminated in our political but

check – over the last 15 years in particular, the material welfare

not economic liberation and birthed the Constitution of

of South Africans has declined across large parts of the income

South Africa (1996) as the supreme law of the land, serving

distribution strata and the most damage was done to the

as the cornerstone of the country’s democracy by replacing

poorest. It was the Nobel prize-winning economist Amartya

342 years of colonialism and apartheid’s parliamentary

Sen, in 1999, who defined development as the existence of

sovereignty with constitutional supremacy. The Constitution

three linked freedoms namely, political freedom, freedom of

is premised on three pillars: constitutional democracy,

opportunity, and economic protection from abject poverty.

social justice and fundamental human rights that ensure

When President Rolihlahla Nelson Mandela was inaugurated

accountability, and guide society towards equality, dignity,

as the first democratically elected president of the Republic

and unity.

of South Africa on 10 May 1994, his and many South Africans’ ‘political freedom’ had been realised but not the ‘economic

Released in 2013, the National Development Plan (NDP)

protection from abject poverty’.

2030 was approved and adopted by the government and received strong endorsement from the broader society.

We have all, collectively not succeeded in eradicating

Chapter 12 of the NDP, titled “Building Safer Communities,”

the long lasting legacy of apartheid! There is a need to

is a strategic document meant to guide policymaking and

establish the empirical and institutional baseline of where

budget allocation over twenty years; it frames safety as a

we currently are at with our transformative interventions,

fundamental human right and a prerequisite for social and

especially Broad Based Black Economic Empowerment

economic development, aiming for a South Africa where

(B-BBEE), to provide an authoritative account of the compliance

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record and enforcement landscape, and a review of the

•

Reduce our cost of capital

research evidence on ownership diversification and structural

•

Increase our global competitiveness, investments

outcomes in order to make a dispassionate assessment of

(FDI >3%) and growth and implement frictionless

what the framework must now do differently!

Africa Continental Free Trade Agreement (AfCFTA). Operation Vulindlela (OV) 2.0 is urgent, critical and

Only facts will allow us to objectively interrogate the degree

necessary as a prerequisite for growth.

to which B-BBEE has achieved broad-based redistribution of productive ownership, examine the concentration of

All social partners must now play a new and different

empowerment gains, the conditions enabling elite capture

role, especially because this outcome has demonstrated

and fronting, and the relationship between ownership

beyond any shadow of doubt that democracy, capitalism

transformation and productive investment, so as to better

and peace that do not benefit the majority, are

inform as to what institutional redesign is required for

themselves now at risk. Business must behave as a trusted

fundamental structural economic change. What will logically

advisor, a partner of choice that is doing everything in its

follow is to examine the role of development finance

power to ensure a capable state – business that is more

institutions in giving effect to the ownership and enterprise

objective, agile, independent, open, accessible, less

development objectives of B-BBEE, assess performance trends

arrogant, more accountable and responsive and not just

and portfolio impact, interrogate whether existing financing

demanding improved access and not just serving only

instruments adequately support the transformation of the

business interests; together with other social partners, the

means of production, and consider how impact financing can

sector must hold the government to account.

mobilise broad-based ownership at scale. It is urgent to ensure that all DGs are appointed Imagine if we ALL genuinely focused on the principle of

and confirmed to ensure more constructive

common purpose and greater good! What needs to be done

engagement on, among others, a 7th administration

is for all of us to assume a shared and collective ownership

that is committed to transformation; ethical leadership;

of the country’s future trajectory with a much more inclusive

good governance; service delivery; law and order; safety

approach. We need to:

and security; decarbonisation; greener steel; and a just

•

Extend trust and show up as a united front

energy transition!

•

Be explicit about how the problems of the country are

• •

•

• • •

going to be addressed

I am absolutely obsessed with education in the full

Service delivery and citizens must be front and centre of

understanding that academic certification and being

actionable programmes

educated will never make one rich. It was never meant

Thoroughly discussed and debated Cabinet decisions

to do that. Being educated simply makes one

that must usher in a fundamental change in both

employable. If you want to be rich, you must start a

direction and pace

business of whatever nature. You need to take some risks.

Root out and defeat state capture, inappropriate cadre deployment and ubiquitous ‘irregular, fruitless and

With big risks comes big rewards or sometimes mega pains.

wasteful expenditure’

Former President Uhuru Kenyatta accentuates this point

Implement an economic strategy that must prioritise

that, if you really love your children, get a business, not a

households and small businesses

job, because when you die your children cannot inherit

Pursue foreign policy based on the country’s best interest

your job, but they can definitely inherit your business. In

not beholden to ideology

fact, if you die on the job, your boss will replace you before

Give regulatory certainty and policy stability as well

your burial. If your family lives in a company house they will

as localisation and beneficiation that must precede

kick them out before they can say anything. So when you

global investment initiatives, focused on agriculture and

get home from work, don’t go and watch television. Go

manufacturing which are urgently needed

home and think of a business idea.

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YOUTH EMPLOYMENT | THOUGHT LEADERSHIP

YOUTH EMPLOYMENT This is how South Africa will ultimately solve youth unemployment By Ravi Naidoo, CEO, Youth Employment Service (YES)

hen we consider our soaring youth

technical competence as well as the entrepreneurial

unemployment figures, people often ask:

instincts and social networks that will make them job

where will the millions of jobs come from?

creators, not just job seekers?

The answer is that, ultimately, they come

from a growing economy. It is not about how much we

But there’s another important point that tends to get

spend on training or how many youth programmes

lost: youth employment services would be necessary

we have.

even in a fully employed economy. The jobs of the next decade will look very different to the jobs of today, and

But that’s not the end of the conversation. It’s where

we need young people who are ready – and well-

the more interesting question begins: how do we design

positioned – to work in and lead that economy.

youth employment programmes that actively help to grow the economy, rather than simply waiting for growth

Within this challenge, though, there is genuine reason

to arrive?

for optimism. If we can equip more young people to work confidently with AI and digital tools – through

This is how we think of our work at YES – not as a youth

micro-credentials that are faster and cheaper than

jobs programme, but as a talent pipeline programme

traditional training – South Africa has a real opportunity

deliberately structured to support economic growth.

to benefit from the shifting patterns of global economic activity.

Preparing young people for the world of work is the best endowment any country can make to achieve a

Government has broadly identified two sectors to

sustainable future.

prioritise: decarbonisation and digitisation. On the green side, South Africa needs to scale rapidly for

What skills will emerging sectors need? Where are the

electric vehicles, renewables and battery technology

leapfrogging opportunities? How do we get young

– the Eastern Cape’s entire economic future is tied to

people into workplaces where they can develop

how well we manage the transition away from internal

Within this challenge, though, there is genuine reason for optimism

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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

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

IT present enormous opportunities, and AI literacy is fast becoming a baseline requirement not just in technology roles, but across logistics, manufacturing, banking

Two relatively straightforward policy shifts could address

and agriculture.

that backlog. The first is to place youth employment at the centre of the B-BBEE codes. After all, is it not repeatedly

Beyond these, both smart agriculture and mining – which sits

stated by politicians that youth unemployment is our most

on critical minerals the world urgently needs – offer further

critical challenge? If that is so, then it should be reflected

substantial opportunity. Across all these sectors, what is

as such in our actual policy priorities. Strengthening those

missing is a sustained pipeline of people prepared to

incentives significantly – as countries like China and Brazil

meet it.

have done – could, for example, scale YES participation from 2 000 companies to 20 000, and annual placements

Paradoxically, South Africa spends more per capita

from 40 000 to 400 000. Over a decade, that represents

on education than almost any country in the world,

four million additional young people with formal sector

yet our outcomes sit near the bottom of international

work experience.

rankings. The reason is not a lack of investment; it’s a structural disconnect between what the education and

The second shift is to guarantee work for young people

training system produces and what employers need.

in whose skills development taxpayers are already

Training, at present, produces certificates. What companies

investing. For example, redirect just 5% of the existing

need is employability.

R500-billion annual education and training budget towards employment outcomes – using it to subsidise the first year of

The consequences are visible at every level. More

employment for any company that hires a TVET graduate in

than 90% of TVET graduates struggle to find work,

a priority trade. Done well, with one-to-one matching from

and the majority are not studying the trades the country

the private sector, that 5% could generate a further four

most desperately needs – plumbers, electricians, water

million jobs over 10 years.

technicians. These are the very people who could fix the infrastructure constraints suppressing economic

That’s eight million additional youth jobs in total – and

growth. Reconnecting the supply side of education

critically, every one of them is pro-growth.

with the demand side of the economy is foundational to any serious strategy for reducing unemployment.

South Africa’s young people are not the problem to be solved; they are the most powerful resource we have to

The scale of the task demands clarity about what success

future-proof this country. What they need is not sympathy or

requires. Approximately 800 000 to a million people enter

short-term interventions, but interventions with an economic

the labour market each year, of whom somewhere

logic, the kind that unlocks talent pipelines, strengthens

between 300 000 and 400 000 find work. That means a

companies and future-facing sectors that will set our

structural backlog of around half a million people annually.

economy and our youth up for success.

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ZEDA | CLIENT INTERVIEW

“Africa’s greatest asset is its people”

rom 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.

Ramasela Ganda Chief Executive Officer, Zeda

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.

Scan The QR Code

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 2 5 th E D I T I O N

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PUBLIC PROCUREMENT | 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.

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

hile admittedly this momentous verdict

of a windfall of procurement opportunities. By giving a bias

was precipitated by the inclusion of

to sectors and sub-sectors that have local content, the

pre-qualification criteria as outlined

public sector will be putting these enterprises on

in the Broad-based Black Economic

an exponential growth trajectory, which in turn will

Empowerment Act, we hope that the inclusion of local

stimulate industrialisation and generate much-needed

procurement in any request for quotations (RFQ) would

job opportunities across the respective value and

provide impetus to the scaling up of local industries

supply chains.

down the value chain and accelerate the inclusion of home-grown companies in the state’s supply chain.

The state has a golden opportunity to enforce localised procurement across all spheres of government, at national,

This is borne by the fact that the Department of Trade,

provincial, and local levels, including within state-owned

Industry & Competition (dtic) has designated certain

entities. Currently, we are missing out on opportunities to

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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

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

leading local pharmaceutical companies, and the impact of this decision on production and job creation would have been enormous.

At Proudly South African, we believe that the public sector can support the efforts of the 2018 Presidential

Despite these legal setbacks, we believe that all is not lost.

Jobs Summit by increasing levels of local content in

We are mindful of the Constitutional Court ruling on the

our production processes and that the public sector

validity of the Preferential Procurement Act, however we

and state-owned entities can absorb increased

are greatly encouraged by the enactment of the Public

levels of localisation in the procurement of all

Procurement Act of 2024, which mandates the Minister

goods and services.

of Finance to prescribe sector-specific local content thresholds and compel any state-owned enterprise,

Many of our industries are buckling under the strain of

government department, or municipality to procure

an unprecedented influx of cheap imports, dumping

designated products and services with a minimum

and unfair trade practices. By leveraging their

percentage of South African input.

procurement spend to support local manufacturers, the public sector can play an enabling role in

As alluded to earlier, several forward-thinking entrepreneurs

economic growth through expanding the tax base

have already invested substantial capital expenditure

and generating more revenue for the fiscus to fund

to beef up their capacity in the designated sectors on

service delivery and social development initiatives. By

the back of expectations of increased state-led local

aggregating its demand in the previously designated

procurement, dating as far back as 2011 when the initial

sectors, the public sector will create enormous demand

list of designated sectors was announced. These local

to meet both local and export demand and place the

entrepreneurs are now facing financial ruin and cannot

economy on a meteoric growth trajectory. It is now up

recoup their investment due to the Constitutional Court

to the National Treasury to ensure that when introducing

ruling, which has resulted in many state entities not buying

the regulations aimed at giving effect to the enacted

local anymore, despite the opportunity to do so being

Public Procurement Act, this local procurement

possible through introducing procurement policies that

imperative is given the prominence it deserves as a

have these local content requirements at entity levels but

catalyst to creating jobs in labour-intensive sectors of

opting against doing so. These investments had materially

our economy, through the reintroduction of designate d

plugged the gap in local capacity.

sectors for local content as envisaged in the Act.

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THOUGHT LEADERSHIP

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MONDE NDLOVU | THOUGHT LEADERSHIP

THE ROAD LESS TRAVELLED A fifty year journey of transformation By Monde Ndlovu, Managing Director, BMF

he Black Management Forum (BMF) has

United States drafted codes that were intended to put

entered its 50th year of existence, and like most

pressure on US-based firms in South Africa to drive inclusion

organisations that have stood the test of time, it

of black people into their organisations. These codes were

also faces the test of the future. It is important to

then known as the Sullivan codes which were driven by

note, that the BMF does not act in singularity or purpose

six principles, namely: Non-segregation in the workplace,

in the broader transformation ecosystem, but it is part of

equal and fair employment practices, equal pay, initiation

the many stars which brighten up the sky that has been

of training programmes, improving the quality of life of

darkened by many years of socio-economic oppression

employees, and lastly, increasing the representation in

and subjugation.

management of black people.

It is therefore imperative to state the BMF was birthed

These codes were highly contested by US-based firms, and

by the cause of black people, in particular, the need to

the record of its impact during the era of disinvestment

drive economic prosperity within the black community

in the country remains in question. These codes were a

and break all barriers that impede economic progress.

forerunner to seeing black leaders working in international

Therefore, the black economic empowerment movement

companies. Some of the leaders and members of the BMF

was thus born as the engine of this cause, and overtime

at the time worked in these organisations, and in other

gave birth to different organisations that drove this agenda

international companies whose parent company was not

in their respective spaces.

in the US, the likes of Eric Mafuna, Dr Reuel Khoza, Don Ncube, Don Mkhwanazi, Lot Ndlovu, Cecilia Khuzwayo, just

The BMF entered the economic arena when black

to mention a few. The impact of these codes gave the BMF

managers weren’t recognised by the apartheid

impetus to organise around a unique cause to remove the

government, in fact, it was unlawful to be called a black

curtain and cloak of systemic racism in the workplace, and

manager. At the same time, Reverend Sullivan in the

deracialise management.

The BMF does not act in singularity or purpose in the broader transformation ecosystem

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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

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MONDE NDLOVU | THOUGHT LEADERSHIP

would bring tea to their bosses and, at the same

first human resources transformational model in

time, were the bridge between top leadership

South Africa, and companies that use the Patterson

and workers on the ground. Black management

grading system have embraced this BMF model.

was therefore sandwiched between being dehumanised by their superiors, and also called the

Challenges we still face today are many,

‘enemy’ by black workers on the ground.

but the road ahead will need clearer focus and more courage for us all to create and

The task was daunting, a radical shift in beginning

shape an economy that looks, thinks, talks, and

to enter spaces previously reserved for white

walks like us. Africans in top management in the

males and the predominant leadership culture

private sector still do not make up 50%, this

perpetuated by them. During the state of

number is still below 20%. The sectoral targets

emergency in the 1980s, the BMF began to think

themselves remain an ongoing challenge and we

differently about how it should champion its cause

have seen ongoing litigation. Top business leaders

in the country. The organsation argued that its

and the current dominant corporate culture

existence was a direct response to the dominant

seems to believe that transformation will happen

political environment, and that the only way

organically yet the many black leaders we have

black leaders would thrive would be when the

seen are a result of these transformational laws and

socio-economic environment changes and

initiatives. Without the transformation imperatives,

advances them.

our country would be even further behind in development, and this needs to be acknowledged

We argued earnestly for an alternate economic

by business.

order in South Africa, anchored in black economic empowerment. In the 1990s we crafted the

Business remains central to our society and its

Basotho Hat formula which would drive affirmative

development, it cannot be a bystander when

action, and created a blueprint to this effect.

the objectives of transformation are to create a

Today, the Employment Act and the Commission

different business community in the country that

for Employment Equity is a direct result of the

does business differently than other parts of the

BMF efforts. The late Tito Mboweni, who was also

world, which should be patriotic in its capitalistic

a member of the BMF, invited the organisation

sense. When we transform our organisations and

– when he was the Minister of Labour – to assist

businesses through ownership, management

the government in building the department’s

control, enterprise supplier development, skills

architecture and drafting key legislation. The

development and socio-economic development,

Basotho Hat Formula has been recognised as the

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

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REONA STRYDOM | THOUGHT LEADERSHIP

2026 GOING FORWARD: Turning B-BBEE compliance into real business value By Reona Strydom, Technical Specialist, the BEE Chamber

s we move through the second half of 2026,

are not obtained. At the same time, B-BBEE verification

South African businesses are under increasing

processes are increasingly emphasising substance

pressure to move beyond B-BBEE reporting

over form.

and scorecards towards genuine, measurable

transformation that supports both regulatory requirements

At The BEE Chamber, we support businesses in navigating

and sustainable growth.

these requirements pragmatically. Our role is not to advocate for every aspect of the legislation, but to help

2025 was a year of intense discussion around Broad-Based

companies interpret and implement it in ways that minimise

Black Economic Empowerment (B-BBEE). Key developments

risk while unlocking real commercial opportunities.

included the rollout of the Employment Equity Act with

Key priorities for businesses in the second half of

its sectoral targets, ongoing debates about the practical

2026 include:

implementation of the Codes of Good Practice, and the

•

Aligning B-BBEE and Employment Equity strategies –

introduction of alternative empowerment models. While

ensuring recruitment, skills development, procurement,

no wholesale restructuring of the B-BBEE framework was

and ownership initiatives reinforce one another rather

finalised, significant regulatory developments, particularly in

than operating in silos.

Employment Equity, has signalled increasing enforcement.

•

Targeted skills investment – focusing on areas critical

Looking to 2026 brings important developments. Draft

for future competitiveness, such as technology,

amendments to the B-BBEE Codes of Good Practice were

renewable energy, digital transformation, AI and

published for public comment earlier in the year (Government

green economy skills.

Gazette 54032, 29 January 2026). While these amendments

•

Robust Enterprise and Supplier Development – building

are not yet finalised, they provide a clear indication of the

genuine partnerships with Black-owned and Black

policy direction being considered by government.

women-owned businesses that strengthen supply chains and create long-term value.

From compliance to strategic impact

•

The draft amendments and emerging direction

For many organisations, this year represents a pivotal shift. The

•

The 2026 draft amendments introduce several notable

Employment Equity framework now ties representation targets

changes, with the most significant being the proposed

more directly to consequences, including potential limitations

Transformation Fund under the ESD element. This would

on access to state contracts where compliance certificates

allow qualifying contributions (potentially up to 3% of

For many organisations, this year represents a pivotal shift

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THOUGHT LEADERSHIP | REONA STRYDOM

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

Practical accountability and mindset shift

complementary route to traditional ESD initiatives.

Leadership ownership is essential. B-BBEE KPIs should feature

Other elements under discussion include revised

on executive dashboards, with boards receiving regular,

procurement recognition targets (emphasising 100%

evidence-based updates on outcomes, not just points scored.

Black-owned, majority Black-owned, and Black womenowned suppliers) and adjustments to scorecard

The core question is evolving from “Are we compliant?”

weightings. These proposals remain subject to finalisation

to “What tangible economic participation and

following the public comment period, but they indicate a

capability-building are we achieving?”

policy direction toward centralised funding mechanisms Education remains critical. Misunderstandings about

alongside direct supplier development. Businesses should monitor these developments closely. While

the legislation often lead to inefficient or ineffective

the Transformation Fund may offer an additional compliance

implementation. Organisations need to ensure they receive

pathway with potential for collective impact, success will

practical guidance, verification support and strategic advisory

depend heavily on transparent governance, clear allocation

services to help them achieve compliant yet commercially

criteria, and verifiable outcomes. As a consultancy, we advise

sensible outcomes.

clients to model both traditional ESD and fund contribution scenarios to understand the strategic and financial

B-BBEE as a business imperative

implications for their specific operations.

B-BBEE is not without its challenges and legitimate criticisms. However, for companies operating in South Africa, proactive

Integrating transformation with broader goals

and intelligent engagement with the framework is a

Effective B-BBEE strategy in 2026 increasingly intersects

commercial reality. When implemented thoughtfully, it can

with Environmental, Social and Governance (ESG)

drive productivity, open markets, strengthen supply chains and

expectations, the Just Transition in the green economy, and

contribute to broader economic resilience.

digital inclusion. Investors and international partners are looking for credible evidence of inclusive growth, diverse

The second half of 2026 will test whether businesses, supported

leadership, and skills development that addresses South

by clear policy direction from government, can translate

Africa’s structural challenges.

transformation commitments into sustainable results. BEE consultancy must continue to be focused on assisting clients

Organisations that treat transformation as a strategic

to comply effectively, mitigate risks and where possible,

growth driver, rather than a pure cost of compliance, are

turn regulatory requirements into sources of competitive

better positioned to access new markets, talent pools,

advantage. South Africa’s economic future depends on

and innovation opportunities. Those that delay risk not only

inclusive participation. Businesses that approach B-BBEE

regulatory penalties but also competitive disadvantage.

strategically will be best placed to thrive in it.

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BVI | ADVERTORIAL

BVI Consulting Engineers

he 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.

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.

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. 2 5 th E D I T I O N

Menlyn Corporate Park, Garsfontein Road (M30), Menlyn, Pretoria, 0181 PO Box 2967, Pretoria, 0001 www.bvi.co.za +27 12 940 1111 pta@bvi.co.za

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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

This includes a growing number of opportunities across regions, with funding

excluded from eco-tourism opportunities due to costly financing. This

continuing to scale year-on-year. In addition, the programme has generated

revolving fund bridges this gap, removing the burden of high-interest

R22.5 million in profits back into MSMEs and delivered R5.4 million in interest

debt and enabling local entrepreneurs to secure contracts. By prioritising

savings, enabling entrepreneurs to reinvest in their operations and expand

rural suppliers, it keeps value in the community – fuelling inclusive

sustainably. Notably, 34% of the funded businesses are women-owned, and

growth, conservation, and resilience. The partnership between Sanlam,

38% are youth-owned, helping to address societal inequalities.

with its expertise in financial risk management, and SANParks, with its platform and demand for services, highlights the power of public-private collaboration.

One inspiring story is that of Cynthia Odwa Majova, owner of

Making a Tangible Impact on the Ground

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

The programme has distributed more than

R50M+ to

212 MSMEs across multiple national parks, supporting and creating

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.

419 jobs Sanlam Life is a Licensed Life Insurer, Financial Services and Registered Credit Provider (NCRCP43)

Transforma Equity Ownership Excercisable voting rights

Black people

Black women

53.11%

Economic interest

19.85% Black women

Black people

45.65%

19.85%

Management Control Black

Voting Rights

Black female

52.94% board

29.41% board members

members

Total employee base

26 722

South African employees

Black

83.73% employees

members

Black

Black employees

54.57% female

1.75% with disabilities

employees

Skills Development Spend

R131 million

on Black people

R8.2 million

on people with disabilities

R20.3 million

on unemployed Black people

Preferential Procurement Procurement spend on SMEs

R5.6 billion

Procurement spend on black-owned suppliers

R8 billion

Procurement spend on black women-owned

R4.8 billion

ation Highlights 2025 Enterprise and Supplier Development

R36 million

Grant funding and direct costs provided to Enterprise and Supplier Development beneficiearies

R372.5 million

Loan funding and investments provided to black-owned SMEs

Empowerment Financing

R27 billion

Investment in empowerment financing

Socio-Economic Development and Consumer Education

Spend on socio-economic development

R91 million

Spend on consumer financial education

R58 million

Access to Financial Services

725 000

policies provided to lower-income policy holders

SCO1202 5/2026

SABC Annual Report Overview by the Group CEO, Ms Nomsa Chabeli “Life can only be understood backwards; but it must be lived forwards.” - Søren Kierkegaard

SABC | ADVERTORIAL

n 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

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ADVERTORIAL| SABC

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.

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.

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.

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.

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

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

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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

VANTAGE ADVISORY | ADVERTORIAL

Unlocking growth capital for South Africa’s SMMEs: Vantage Advisory’s flagship commitment to empowerment • • • • Luncedo Mtwentwe, Host of the SAICABiz Impact Podcast and Managing Director at Vantage Advisory

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:

•

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.

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.

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:

COMPANY DETAILS B012 Innovation Worx, 88 Richards Drive, Halfway House, Midrand, 1685 +27 11 312 2639

Black-owned and women-led enterprises

Luncedo Mtwentwe: luncedo@vantageadvisory.co.za

Youth entrepreneurship

Vantage Advisory: info@vantageadvisory.co.za

Township and rural business development

www.vantageadvisory.co.za

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NEDBANK | ADVERTORIAL

Fixing Forward:

How youth entrepreneurship is driving inclusive growth

Dr Nirmala Reddy, Head: Enterprise and Supplier Development, Group Transformation, Nedbank

outh 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

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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.

For more information visit: business.nedbank.co.za

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CONSULTING BYBONGI | CLIENT INTERVIEW

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.

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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

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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.

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The next phase is about expanding this ecosystem in a way that remains grounded, purposeful, and aligned to enabling meaningful, sustainable economic participation.

1011 Pretorius Avenue, Lyttelton Manor, 0157 www.consultingbybongi.co.za +27 12 667 4462 info@consultingbybongi.co.za

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SIOC COMMUNITY DEVELOPMENT TRUST

Building sustainable communities beyond mining

Community Relief

n 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.

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SIOC COMMUNITY DEVELOPMENT TRUST

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.

| ADVERTORIAL

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

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Rural Health Intervention - Re a Fola Mobile Clinic

Scholarship Programme Learners

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.

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.

Its education strategy focuses on strengthening the full learning pipeline — from Early Childhood Development through to tertiary education and employment readiness.

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 strategic collaboration with education authorities and stakeholders, the Trust supports:

Through partnerships with loveLife and local stakeholders, youth centres established in Thabazimbi, Tsantsabane,

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SIOC COMMUNITY DEVELOPMENT TRUST

School Uniform Support

Apprenticeship Programme

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

Teacher Professional Learning Programme

| ADVERTORIAL

Bursary Fund programme

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.

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.

CONTACT Tel: Kathu Office – +27 (0)53 723 1479 | Thabazimbi Office — +27 (0)14 772 1739 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)

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EDITION

Feature

STORIES 2 5 TH E D I T I O N

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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.

comply will carry heavy consequences. Fines for initial

a company’s Certificate of Compliance - a critical

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 document that is often essential for tender eligibility

he Department of Employment and Labour

and stakeholder expectations around transformation.

(DEL) has been explicit: additional inspectors are actively being trained, which means

DEL’s position is clear: employment equity can no

the chance of a compliance inspection has

longer be treated as a once-a-year filing obligation.

risen sharply. When an inspection takes place, failure to

70 I M P U M E L E L O T O P E M P O W E R M E N T 2 5 E D I T I O N TH

Inspectors are looking for evidence of sustained,

EMPLOYMENT EQUITY COMPLIANCE | FEATURE

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.

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,

To succeed in this stricter enforcement landscape,

including the number of planned versus actual

companies must approach employment equity with the

vacancies, both for external recruitment and internal

urgency and structure it now demands. Responsibility for

promotions, and any impact from restructuring, mergers,

tracking progress toward numerical goals and targets

acquisitions, transfers, or broader economic factors that

should rest at executive level, be actively overseen by HR,

influenced outcomes.

and receive regular scrutiny from the Employment Equity Committee. This distributed accountability helps spot

Movement statistics in general, namely recruitments,

issues early and enables timely corrective steps before an

promotions and terminations, must be tracked

inspection exposes shortcomings.

meticulously, with clear justification available for any deviations from planned targets. Inspectors will expect to see not just numbers, but a defensible narrative supported

DEL places strong emphasis on genuine consultation.

by evidence.

Quarterly Employment Equity Committee meetings are considered the minimum standard. Inspectors will look

The most practical approach is simple: assume an

for concrete proof of these engagements: agendas,

inspection is coming. Build and maintain an up-to-date

attendance registers, and detailed minutes of every

compliance folder containing all the evidence outlined

meeting. Without this paper trail, even the most

above. When inspectors arrive, there should be no

well-intentioned efforts can be deemed non-compliant

frantic searching, no missing records, and no gaps in the

during an inspection.

documentation. Only calm, organised proof of good faith and progress.

When justifying deviations from numerical goals and targets, documentation becomes critical. Accurate

South African businesses now operate in an

recruitment records must be kept for every cycle, broken

environment where employment equity compliance

down by race, gender, disability status and EE level.

is actively policed and rigorously assessed. The cost of being unprepared is high – both financially through

These records should capture the total number of

fines and lost opportunities, and reputationally through

applicants, how many met the inherent requirements

damaged stakeholder confidence.

after initial screening, the number shortlisted, the number forwarded per round of the process, how many times

Those that treat the process with the seriousness it

recruiters searched externally for priority candidates, those

demands, embedding monitoring, consultation and

from the most under-represented designated groups,

documentation into daily operations will pass inspections

clear reasons and evidence for appointing non-priority

and position themselves as responsible employers fully

candidates, and the availability of priority candidates in

aligned with the legislation’s requirements and the

the internal pipeline.

broader goals of economic transformation.

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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.

eaders 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

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DIGITAL TRANSFORMATION | FEATURE

and failures within the South African retail sector offers

This level of integration allows for faster decision making,

critical evidence based insights for executive leaders. In

improved operational efficiency, and the ability to respond

particular, analysing the contrasting trajectories of Shoprite

dynamically to market changes. Importantly, it also creates

Group through its innovation arm ShopriteX against the

the platform upon which more advanced digital capabilities

well documented Enterprise Resource Planning (ERP)

such as data analytics, artificial intelligence, and mobile

implementation challenges experienced by the SPAR

commerce can be built.

Group provides a valuable foundation for understanding how to effectively design, execute, and sustain digital

However, the presence of an ERP system alone does not

transformation initiatives within their own organisations.

guarantee success. The implementation process itself is

At its core, digital transformation is not about technology

characterised with complexity, risk, and organisational

adoption in isolation. It is about fundamentally rethinking

disruption. This is where the experience of SPAR becomes

how an organisation creates and delivers value in a digitally

particularly instructive. Its ERP rollout, particularly at the

enabled world. Many transformation efforts fail because

distribution centre level, encountered significant challenges

they begin with systems rather than strategy.

that led to operational inefficiencies, supply chain disruptions, and substantial financial losses. These challenges

Leaders often invest heavily in platforms, tools, and

were not simply technical in nature, they reflected deeper

infrastructure without first aligning these investments to a

issues related to integration, change management, and

clearly articulated business vision. In contrast, organisations

execution strategy.

that succeed tend to approach transformation as a holistic reconfiguration of their operating model. A model that must

For leaders, one of the most important lessons from

integrate technology, people, processes, and culture into a

SPAR’s experience is the danger of underestimating

unified strategy.

the organisational impact of digital transformation. Implementing a new ERP system is not merely a technical

Rather than treating technology as a support function,

upgrade. Leaders must consider a holistic needs assessment.

as did Shoprite, the company must ensure that it has

It requires a fundamental shift in how people work, how

embedded it at the centre of its business model. To ensure

processes are executed, and how decisions are made.

the cornerstone of success is laid, organisation leadership must consistently prioritise alignment between operational

When executive leaders fail to adequately prepare

needs and technological capabilities, ensuring that digital

their workforce, align their processes, or phase their

investments are directly linked to measurable business

implementation, the result can be severe disruption to core

outcomes. This approach will enable the organisation to

operations. In the case of the SPAR Group, the scope and

move beyond incremental improvements and pursue

velocity of the system rollout appear to have exceeded

transformative innovation across its value chain.

the organisation’s operational readiness and absorptive capacity. This points to a crucial lesson for strategic

One critical enabler of success is the establishment

leadership. It reinforces a critical insight that effective digital

of a strong digital core. Enterprise resource planning

transformation is contingent not merely on technological

systems, often viewed as back office infrastructure, play

ambition, but on the disciplined alignment between

a foundational role in enabling transformation at scale.

implementation pace and organisational capability.

Shoprite’s long term investment in ERP capabilities has

Without such alignment, even well intentioned initiatives

provided the organisation with real time visibility into

risk destabilising core operations rather than delivering

inventory, supply chains, pricing, and customer behaviour.

strategic value.

Research consistently underscores that through such levels of innovative focus, leaders will reshape how value is created 2 5 TH E D I T I O N

IMPUMELELO TOP EMPOWERMENT

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. therefore plays a pivotal role in distinguishing successful Another key dimension of successful transformation

transformation efforts. Technology should not be deployed

is the ability to balance innovation with operational

for its own sake but it should be leveraged to enhance the

stability. Digital initiatives inherently introduce a degree

customer experience and deliver tangible value. Shoprite’s

of risk, particularly when they involve changes to core

digital initiatives have consistently focused on meeting

systems and processes. The challenge for leaders is not

evolving consumer needs, whether through improved

to eliminate this risk, but to manage it effectively through

convenience, greater accessibility, or more personalised

careful planning, phased implementation, and continuous

offerings. The rapid growth of its on demand delivery

feedback. Shoprite itself has experienced periods of

services is a testament to this focus, demonstrating

disruption during its transformation journey, particularly in

how digital capabilities can be harnessed to create

the early stages of system integration. What sets it apart,

competitive advantage.

however, is its ability to learn from these challenges, adapt its approach, and ultimately emerge stronger.

For South African organisations, the broader context adds another layer of complexity to digital transformation.

Leaders must always consider the customer during

Infrastructure challenges such as load shedding, connectivity

these digital transformation phases. Customer centricity

constraints, and economic inequality require leaders to

Without a shared vision and clear governance structures, even the most well funded initiatives can fall short 74 I M P U M E L E L O T O P E M P O W E R M E N T 2 5 E D I T I O N TH

DIGITAL TRANSFORMATION | FEATURE

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 think creatively about how digital solutions are designed

of digital transformation will only intensify. Organisations that

and deployed. At the same time, these challenges present

approach this challenge with clarity, discipline, and strategic

opportunities for innovation. Mobile first strategies, for

intent will be well positioned to thrive. Those that do not risk

example, have the potential to reach more underserved

falling behind in an increasingly competitive environment.

populations, while cloud based solutions can provide flexibility and cost efficiency in resource constrained

The contrasting experiences of Shoprite and SPAR serve

environments. A grasp on the environment is also extremely

as powerful reminders that digital transformation is neither

crucial for leaders in ensuring sustained success. Leadership

inherently successful nor destined to fail. It is shaped by

becomes a factor that cannot be ignored in determining

the choices that leaders make. It is directly aligned with

the success or failure of transformation initiatives. Executive

strategy, execution, investment, and culture. For executive

alignment is essential. Without a shared vision and clear

leaders, the mandate is clear, to move beyond viewing

governance structures, even the most well funded initiatives

digital transformation as a technological upgrade and

can fall short. Leaders must possess strategic courage and a

instead embrace it as a fundamental reimagining of

learning orientation that allows ease of pivoting. They must

how their organisations operate and compete. It is the

be willing to make difficult decisions, whether it involves

heartbeat of the organisation. Leaders must frame digital

reallocating resources, restructuring teams, or challenging

transformation as a business strategy enabled by technology

entrenched ways of working. Equally important is the ability

not a technology strategy searching for business relevance.

to foster a culture that embraces change, encourages

Leaders who understand this will not only navigate the

experimentation, and views failure as an opportunity for

complexities of the present but also lay the foundation for

learning rather than a setback.

sustained success in the future.

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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

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SKILLS DEVELOPMENT | FEATURE

Poverty, inequality and unemployment continue to deepen in South Africa, with nearly half of young people not in education, employment or training (NEET) .

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

n this context, skills development, especially

understanding CSI not only as a compliance or

for the green economy, has become a critical

reputational function, but as a core element of social

priority. Companies have an important role to

performance. We’re starting to see CSI’s enormous

play, not only through job creation and enterprise

potential to support inclusive growth and strengthen the

development but through social investment. When

management of long-term social and operational risk.

used strategically, corporate social investment (CSI) is a powerful lever to crowd in funding, address investment

Across sectors, CSI portfolios are increasingly prioritising

gaps, and drive systemic change.

systemic impact over surface-level change. Considered social investment by corporations can and does improve

Skills development and job creation are essential for

systems, which in turn are able to address economic ills.

driving inclusive economic growth. Despite ongoing

Strategic CSI treats social investment as disciplined, patient

efforts by government and other funders to increase

capital. It recognises social risks and prioritises opportunities

investment in education and training, the country

where companies can influence outcomes through

continues to experience acute skills shortages in

funding, partnerships, and sustained presence. Clear

critical areas, including mining and renewable energy.

theories of change link activities to measurable results,

South Africa’s JET Investment Plan emphasises the

enabling accountability and adaptive management.

need for reskilling and upskilling. In South Africa, skills

CSI is also increasingly being deployed as catalytic capital

development is a complex journey that begins with

within blended finance approaches. By absorbing early-

building foundational skills through basic education and

stage risk and strengthening delivery ecosystems, it can

developing these skills to meet anticipated labour force

crowd in commercial or development finance while

needs. A just transition also means building systems that

preserving social intent.

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 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

CSI expenditure has been nominal in the years since

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FEATURE | SKILLS DEVELOPMENT

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

We take an integrated approach to social investment, integrating siloed programmes including, CSI, ESG and ESD into one social impact ecosystem

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, well-

Taking CSI seriously as a funding lever emphasises

governed, and aligned to systems-level outcomes. The Just

the need for accountable delivery models that translate

Energy Transition is just one area where building future-fit

expenditure into sustainable community development.

skills is crucial to our economy and society. When executed strategically, CSI becomes a credible tool for investing in

Effectively developing, implementing and measuring the

skills development to build a resilient workforce and drive

outcomes of social impact requires companies to be

inclusive growth.

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.

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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

GCSA | ADVERTORIAL

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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.

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.

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2 5 th E D I T I O N

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IMPUMELELO TOP EMPOWERMENT

Mondi Zimele CEO Nelly Ndlovu accepting the ESD award from Nedbank CFO, Mike Davis

THE POWER OF INCLUSIVITY

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

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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.

ESD | FEATURE

er 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

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

a turnover above R50-million are required to allocate 3% of their net profit after tax to this element, which is

approach. Mondi provides growers with free,

broken down into enterprise development and supplier

high-quality seedlings and growers receive ongoing

development. Failure to meet at least 40% of the target

training in forest best practice, chainsaw management,

can result in significant penalties and a loss of access to

and basic business operations. Black-owned and

public and private sector supply chains.

managed agency partners coordinate procurement, handle up-front payment to growers, and organise

The idea is to actively reshape the existing market instead

long-haul transport to the mill.

of merely selecting from it. The execution has not been as straightforward. In 2022 the B-BBEE Commission noted

Since the programme began, it has generated over a

that only 61% of set targets were reached. This was not

billion rand in revenue for small growers. In 2024 alone,

an isolated phenomena either because research found

more than a thousand growers supplied 194 00 tons

a consistent trend of poor performance over a five-year

of timber, generating R229-million in revenue in areas

period. Around a third of companies at the time had no

with high youth unemployment. The programme has

clearly defined ESD strategy to begin with.

created almost 2 000 jobs and approximately 60% of the growers are women.

But some businesses have got it right. Mondi Zimele’s Small Growers Development Program is one of them.

Mondi has taken its ESD programme even further by integrating environmental sustainability. In

Award-winning programme

partnership with CMO Group, the programme has

At the 2025 Oliver Top Empowerment Awards, the

provided dual Forest Stewardship Council and PEFC

programme’s success was recognised with Mondi Zimele

certification to participating growers. By 2024, there

taking home the Enterprise Supplier Development of the

were 991 growers who were dual-certified. By offering

Year award. The journey began when Mondi South Africa,

more for certified timber, the programme incentives

the leading paper and packaging company, decided

responsible land management.

to source more Eucalyptus pulpwood from small-scale growers in rural communities instead of relying solely on its

South Africa’s ESD framework has come a long way

own commercial forestry operations.

since the early days of B-BBEE. Mondi Zimele’s model shows what is possible when a business commits to

The programme has grown to include thousands of

genuine market integration. Such programmes provide

small-scale timber growers from across the Zululand region,

small businesses with reliable income and the businesses

from the Tugela River to Kosi Bay. What distinguishes it from

which implement them gain by having supply chains that

many ESD initiatives is the level of detail and the integrated

are resilient precisely because they are more inclusive.

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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

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ENVIRONMENTAL EMPOWERMENT | FEATURE

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 of smallholder farms face greater risk than their commercial

The economic development impact figures

counterparts. Job losses in the sector, a significant

from the third quarter of 2025 are encouraging:

employer, would have enormous knock-on effects for

B-BBEE spend was sitting at R122.7-billion; 38.6% of shares

rural communities.

were held by black people; 9.2% of shares were held by local communities; R4.6-billion was spent on

The marginalisation of the rural population has been

socio-economic development and ESD programmes.

a problem for the government since the dawn of democracy. The National Development Plan sought to

While the addition of new, clean generating capacity

address this with ambitious goals which are still as relevant

and the empowerment figures are welcome, the plume

today as they were more than a decade ago. By 2020,

stacks of Mpumalanga still loom large.

according to the plan, rural economies “will be supported by agriculture and, where possible, by mining, tourism,

Energy meets empowerment

agro-processing, and fisheries.”

Eskom’s Generation Continued Operations (GCO) shutdown plan involves reducing coal capacity

All of those sectors are affected by climate change. There

significantly over the next 50 years. Between 2029

is great potential in the socio-economic impact of eco-

and 2030 it will be reduced by 8 GW, followed by

tourism but this may not be realised. A study on the Kruger

another 15 GW between 2034 and 2042. Eskom has

National Park, for example, found that it will see 4% less

committed itself to a “responsible, inclusive, and

visitors by 2050 just because of extreme weather.

sustainable” process.

South Africa finds itself in the awkward position of being

According to the Integrated Resource Plan 2025, as

both victims of climate change and notable contributors.

Eskom prepares “for this shift, the utility is focused on

The bulk of our carbon emissions come from electricity

repurposing and repowering several coal-fired power

generation, dominated by Eskom.

stations to support cleaner energy solutions.”

This is where renewable energy comes in with its potential

Repowering stations with cleaner technologies has

to bring us to the green, low-carbon future we envision. We

already begun at Hendrina, Arnot, Camden, and

are in the midst of a transition, what is meant to be a ‘just;

Grootvlei. So the environmental safeguards are

transition, and South Africa is perfect for exploring how to

being put in place. What about the socio-economic

give meaning to the ‘just’ part.

safeguards? What about Komati, which was shut down in 2022? What about the people of Komati?

A key player in the shift to green energy is the IPP Office which has a two-part mandate. The first is to

In a 2024 study, researchers from the University of

“enhance private sector participation in electrical

Johannesburg found that residents in Komati had

power generation capacity.”

concerns over “job security, livelihood, well-being, community development and energy provision.”

The second part speaks to its role in contributing to national development objectives. Its most important initiative is the

The researchers acknowledged that there are

Independent Power Producers Procurement Programme

very few studies which have looked at the societal

which has attracted billions in private capital.

impact of the energy transition.

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FEATURE | ENVIRONMENTAL EMPOWERMENT

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

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

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

“To be just, a transition must provide an atmosphere

what it lacks.

that encourages businesses, employees, investors, and consumers to support and drive the transition to ecologically

“It follows a structured four-stage process: awareness and

sustainable and inclusive economies and societies.”

exposure; innovation and co-creation; ownership and testing; sustainability and impact.”

The study showed that the transition process failed to include the people in the area surrounding the power

Through the project 150 residents of Komati now have

station. Community members were either against the

climate and just transition knowledge. For them the sun

decommissioning of the station or were unaware of plans

has not set yet, it has only begun to rise.

and discussions about it. Sources: JET Knowledge Hub Presidential Climate Similarly, the Presidential Climate Commission’s report on the

Commission | Energy Research & Social Sciences

decommissioning of the Komati power station found that

Journal| DFFE | The Conversation | World Resources

engagements with the community fell short of what was

Institute | Environmental Development Journal | IPP

required, that the scope of the transition was too narrow,

Office | IRP 2025

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OLIKA CONNECT | PROFILE

Olika Connect

Different by Design. Connected by Innovation. WHAT WE BRING

Don Narasimoolu Chief Sales and Marketing Officer: Olika Connect

ARE YOU READY FOR THE NEXT PHASE OF DIGITAL TRANSFORMATION? In today’s rapidly evolving digital world, organisations need more than just technology - they need a trusted partner that understands their business challenges, skills competency, reduces operational risk, and delivers innovative solutions that create measurable impact.

WHY ORGANISATIONS CHOOSE OLIKA CONNECT:

Strategy, innovation, and technical expertise to deliver solutions that are: • • • • • •

We simplify technology:

Reliable Secure Cost effective Scalable Easy to understand Built for the future

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PROVEN MULTI-SECTOR FOOTPRINT A comprehensive, referenceable history of Advisory and Consulting Services, Deploying Managed IT Services, Cloud Architecture, and Automation Systems within both highly regulated public institutions and competitive commercial markets.

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WHAT WE DO

We ensure that every digital transformation project we deploy directly serves your operational efficiency, compliance requirements, and bottom-line growth. The word “Olika” - a Swedish adjective means diverse, distinct, and different - and that is exactly how we approach every client engagement. We do not believe in one-size-fits-all solutions. We design intelligent, scalable, and cost-effective ICT strategies tailored to your unique operational and business requirements. We help businesses, municipalities, and government institutions modernise their ICT environments through strategic consulting, cybersecurity, digital transformation, cloud solutions, DevOps, AI-driven services, and specialised engineering expertise.

We provide end-to-end ICT solutions that help organisations: • • • • • • •

Improve operational efficiency Strengthen cybersecurity posture Modernise infrastructure Accelerate digital transformation Reduce downtime and risk Improve service delivery Enable smarter decision-making through technology

Our solutions are aligned to operational goals, compliance requirements, and long-term growth strategies

We understand the public & enterprise sector:

WHO WE ARE Olika Connect is a B-BBEE Level 1 ICT Service Partner that helps private and public sector organisations adopt technology and drive innovation — with business KPIs in mind. By bridging the gap between advanced technology and tangible corporate metrics.

We make complex ICT environments simple, manageable, and business-focused

We work with organisations that require secure, scalable, and compliant technology environments capable of supporting critical operations

We focus on partnerships: •

We believe in building long-term relationships based on trust, reliability, accountability, and consistent delivery excellence.

Our core services include: • • • • • • • • • •

ICT strategy and advisory – EXCO, MANCO, OPCO, BizOps ICT skills evaluation and deployment Cybersecurity risk assessments AI as a service (AIaaS) Cloud and infrastructure solutions DevOps and specialised engineering Managed ICT services Hybrid and on-site ICT resources Procurement & technology consulting Connectivity solutions – mobile, fixed, wireless, satellite, IoT (Internet of Things) 2 5 th E D I T I O N

For more information Scan the QR code

Contact: 0817771081 WhatsApp: 0817771081 Email: don@olika-connect.com

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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.

ut 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.

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TRANSFORMATION IN SPORT | FEATURE

Little did he know that he would go on to play a pivotal role in the story by rewriting the script

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

The story of transformation in South African rugby features

winning with squads which included some of the players

similar bumps in the road found in non-sporting domains. As

who had come through the EPD pathway. The likes of

a result there have been a disappointing number of non-

double World Cup winner Damian Willemse, 2023 World

white players who have made it to the top. Players such as

Cup winner Canan Moodie, and other Springboks like

Kaya Malotana, Thando Manana, Owen Nkumane, Eddie

Salmaan Moerat and Jaden Hendrickse.

Andrews, Lawrence Sephaka, and Solly Tyibilika, were often exceptions in the late 90s and early 2000s. The pace of

But their work also had an impact on older players through

transformation has moved like a game on a muddy pitch.

the SARU Mobi-Unit which brought together a group of specialist coaches who would travel around the country to

Rassie remembers the game at the Millennium Stadium so

impart their knowledge and skills. It was through this work

clearly because he was at blindside flank that day. Little did

that they came across future World Cup winners Lukhanyo

he know that he would go on to play a pivotal role in the

Am and Makazole Mapimpi, who was already 23-years old

story by rewriting the script.

at the time.

From the bottom-up

What’s notable about both players is that the former is

It all started in 2012 when the sport’s local governing

a centre and the latter is a wing, much like many of the

body, the South African Rugby Union (now SA Rugby),

non-white players who have made it through to the top

appointed Rassie as high performance manager, part of

of the game. One of the old quips about South African

his responsibilities being the development of young players

rugby sides of the 90s and 2000s was that they were like

with transformation as a key objective.

albatrosses, white with black wings.

The next year he introduced the Elite Player Development

Jokes aside, one of the things that made Rassie different in

(EPD) programme and roped in his long-time lieutenant

his approach to transformation was that he was curious as

and friend Jacques Nienaber. Together with a group of

to why non-white players were more likely to play certain

managers they appointed scouts across the country to help

positions. Another Western Province legend, Gio Aplon,

them identify players at the under-15 level who they could

pointed out to him that the tendency to have a skillset

start working with.

suited for the outside back positions came from how players of colour learned the game.

“To make sure we were hitting transformation goals, we would pick three players for each position. If all three were

For kids from environments such as the ones Aplon,

white, we would keep picking until we had two black

Mapimpi, and Am grew up in, rugby was coming

players,” explains Rassie in his book.

together on a piece of grass or on the road, sometimes with a makeshift ball. Quite often they were playing the

“And if we then ended up with five players in one position,

minimal-contact form of the game, touch rugby, which

that’s the number we would go with. Our final group varied

favours certain skills and traits like fancy footwork, spatial

from 75 to 100 players. If a promising black player missed

awareness, acceleration and top-end speed, whether the

out because he wasn’t quite good enough, we would

kids are big or small. As Rassie explains, these kids were not

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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

with notable examples being Springbok Men’s assistant

maul, how to steal the ball at the breakdown. They were

coaches Mzwandile Stick and Deon Davids, as well Sharks

learning to be good wings and centres.

defence coach Joey Mongalo, and Springbok Women’s assistant coaches Laurian Johannes-Haupt and Bafana

The exception has perhaps been in the front row (think:

Nhleko.

Sephaka, Nkumane, Andrews, Tendai Mtawarira, Brian Mujati, Ox Nche, and Trevor Nyakane), where physical

What Rassie seems to understand that others before him

traits can offset the need for skills up to a certain level.

have not is that a pure quota system at the top level

What they all have in common, which allowed them to

has failed to transform the game because it focuses on

breakthrough at the test level, was that they had coaches

the end-goal instead of the pathway the players come

who taught them the techniques to match their physical

through. Before a player can become a Springbok they

traits, like Balie Swart who made Mtawarira into one of the

need the foundation of skills, conditioning, and mentorship.

most powerful scrummagers of his time. As he explains, the SA Schools squad needs to be It was the gap in skills and exposure which led to the mobi-

representative, and if you get that right then the under-20

unit to rural areas, where young players did not have

side, and eventually the Springbok side, will follow suit.

access to resources such as equipment and technical

Through the EPD pathway, Rassie and SA Rugby were

expertise. This development effort spread to coaches too.

securing the foundations, giving opportunities to players

In 2018 SA Rugby began working to fast-track elite black

who may have otherwise slipped through the cracks.

coaches by providing them with support and training, including working with industrial psychologists.

“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

Diversity wins

to give people an equal chance. Wouldn’t South Africa be

There is still a lot to be done in the men’s game. The Sharks

a better place if everyone were given an equal chance?”

and Stormers are the only two professional sides in the country which consistently field teams with significant

“When it started producing fruit, I didn’t have to worry

numbers of players of colour. The Sharks also boast the

about transformation targets, because the right players

only non-white head coach among the elite sides in

were ready for the big time. Transformation is not a matter

former Springbok wing JP Pietersen.

of ‘white player out, black player in’. It’s about fair and equal opportunities. But first we had to create those

But there are green shoots in the local game overall. The

opportunities.”

women’s game is finally getting the resources it needs and has for a long time been a better representation of

In Rassie’s opinion, other countries see transformation for

the country’s demographics, with a black captain having

what it is: change. And change can mean making space

been appointed when Siya Kolisi was still in primary school.

for more people with out pushing others out. It is about

The number of black coaches working at the professional

accommodating people from other backgrounds and

level has also climbed considerably over the years

offering them a fair chance.

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TRANSFORMATION IN SPORT | FEATURE

“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”

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

When he became Springbok coach he continued his effort

doing it is a proof of concept; it proves diversity

to transform South African rugby, by developing players

breeds success.

like Am and Mapimpi, who he would go on to cap as Springboks; by giving players like Sbu Nkosi and Aphiwe

“I think if we understand [that] if we take the

Dyantyi an opportunity when no-one thought they were

strength of our diversity, we are unbelievably

ready; by making the inspired choice of appointing Siya

blessed with different things that we can do but

Kolisi as captain.

other countries can’t do.”

“We said, listen, we’re going to change, we’re going to call

While Rassie said that he may not be able to

it ‘change,” he said after receiving an award from the FW

appreciate his place in history, he will certainly be

De Klerk Foundation. “And that is how we operate, how

remembered not just as the coach who brought

we select the team team, how we train, how we select the

trophies home, but also as the coach who gave

management. It’s going to be [based] purely on what you

everyone a shot at representing their country.

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Pamodzi Unique Engineering Strength in diversity

Sindisiwe Dlamini, CEO, Pamodzi Unique Engineering

amodzi 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.

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PAMODZI UNIQUE ENGINEERING | ADVERTORIAL

Product range

WILFLO DOUBLE DIAPHRAGM PUMPS ... safe, simple and environmentally friendly 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.

PANTOGRAPHS ..... always on track BES has been servicing the Southern African rail industry and open cast mines with its specialist range of pantographs for more than 25 years. The range comprises railway, high speed railway and off-road pantographs. Units are specially designed for aerodynamic, higher traction efficiency,

Our renowned and established brands are distributed through an extensive network of local and international distributors.

PROFILE | PAMODZI UNIQUE ENGINEERING

Pamodzi Unique Engineering

amodzi 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.

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.

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.

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 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.

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.

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

Pamodzi Unique Engineering operates as a stand-alone company with all the

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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

Our Vision

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.

To produce premium practical corporate design solutions and set facilitiesmaintenance standards that will guarantee our path towards financial growth and sustainability.

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 Sales Our turnover will systematically increase year on year and maximize profits for our stakeholders.

SAEL Trading defines facilities management (FM) as a management discipline which fulfils people’s basic 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

Services

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 maintain the provision of a complete turnkey solution with exceptional quality, on time and within budget.

Our Clients Include

Staff Developing intrapreneurship qualities within our key employees and retaining them to sustain the business culture.

Strategy Maintain our network of strategic partners and nurture our suppliers, subcontractors to enhance our vision.

System To constantly evaluate our well researched processes andsystems in order to maintain innovative solutions.

PARTNER WITH US

+27 (10) 263 8810

www.sael.co.za

+27 (76) 336 2111

9 Peltier Drive, Sunninghill, Sandton 2195

info@sael.co.za

Duduzile Morobe

CEO, Zamani Chemicals 94 I M P U M E L E L O T O P E M P O W E R M E N T 2 5 E D I T I O N th

ZAMANI CHEMICALS | CLIENT INTERVIEW

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

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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

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CLIENT INTERVIEW | ZAMANI CHEMICALS

Zamani evolve through operational transformation, sustainability initiatives, infrastructure investment, and workforce development has been deeply fulfilling and continues to inspire me every day.

“Manufacturing Capabilities Meets Strategic Partnerships”

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.

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.

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.

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

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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.

+ 27 11 914 1941 + 27 11 914 1961 info@zamani.co.za salesmanager@zamani.co.za www.zamani.co.za

TKY ENGINEERING

ADVERTORIAL

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.

stablished 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.

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.

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.

For more information Scan the QR code

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.

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TITO MBOWENI ENTERPRISE DEVELOPMENT PROGRAMME

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.

THE TRIPLE DIVIDEND: WHY ADOLESCENT MENTAL HEALTH IS SOUTH AFRICA’S SMARTEST INVESTMENT 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

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

programme.

and play-based mental health programmes with confidence and ease.

How it works:

Adolescents are referred through schools, hospitals, and child and youth care centres.

How it works:

Coaches and facilitators learn nine essential protective coaching skills for working with vulnerable youth.

They attend weekly sessions for 10 months at one of five beach hubs.

Coaches learn to integrate the Take 5 routine into their existing work.

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.

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

Since 2011, Surf Therapy has supported more than 10,000

children in the coming year. Outside of South Africa, Waves for Change is working in partnership with UNICEF to integrate Take 5 into

adolescents, trained 215 local coaches, and provided over

government-led after-school and in-school mental health programmes

100,000 nourishing meals annually.

in 5 countries across the African continent.

OUR IMPACT

How can you help?

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

Sponsor a Surf Therapy site and

now integrated with city-wide health referral systems.

connect hundreds of vulnerable children to the power of the ocean:

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.

Learn more: www.waves-for-change.org | www.take-5.org

R2,000,000 per year. Sponsor the training of a partner to use the Take 5 model: R250,000.

March 2026 | Public Sector Leaders 31

Liyema Consulting Group Ayanda Mzondeki Founder & MD

LIYEMA CONSULTING GROUP | CLIENT INTERVIEW

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.

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.”

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

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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

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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.

Koko Khumalo

Founder and CEO, Motlanalo Chartered Accountants and Auditors Incorporated

n 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.

“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.”

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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.

MOTLANALO | ADVERTORIAL

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.

“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.”

“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.”

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.

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.

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.

“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

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TOP

EMPOWERED COMPANY QUALIFIED COMPANY

2025

CONTACT INFORMATION: +27 (0)10 448 7793 info@motlanalo.co.za https://www.linkedin.com/ company/motlanalochartered-accountantsauditors-inc/ www.motlanalo.co.za

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ADVERTORIAL | TSL LEGAL

TSL Legal

Anchored in purpose. Rooted in customercentric values

or 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

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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.

COMPANY DETAILS TSL House, 23 Republic Road, Randburg, Johannesburg 011 339 1467 info@tsllegal.co.za www.tsllegal.co.za

TSL LEGAL | CLIENT INTERVIEW

TSL Legal (Pty) Ltd.

Bavesh Padayachy (AIIASA),

Head of Department: Risk & Compliance

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-

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.

“

The company was started in 1998. What have been some of the highlights over the last 28 years?

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.

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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. IMPUMELELO TOP EMPOWERMENT

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Twenty years and counting Interview with Nomalanga Skosana, Director at Sihlomile Security Services

SIHLOMILE SECURITY SERVICES | CLIENT INTERVIEW

he 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

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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

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Sector

OVERVIEWS 2 5 TH E D I T I O N

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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.

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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

FINANCIAL SERVICES

| SECTOR OVERVIEW

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 ROE excluding 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. 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,

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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

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SECTOR OVERVIEW

FINANCIAL SERVICES

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

Gross earnings paid to employees in the financial intermediation, insurance, real estate and business services industry •

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.

R48.1-billion in September 2024

•

R43.2-billion paid in wages in September 2024

•

R2.3-billion paid in bonus payments in

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.

September 2024 •

R2.6-billion paid in overtime in September 2024

Employment in the financial intermediation, insurance, real estate and business services industry

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.

R46.1-billion in September 2023

•

The spotlight often falls on large institutions, such as banks and insurance companies, due to their economic impact and employment size.

•

412 000 total employees in September 2024

•

395 000 full-time employees in September 2024

•

17 000 part-time employees in September 2024

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).

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.

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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.

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:

Trinity Lekwetsé Ncala CEO, T&T Academy

OUR COMPREHENSIVE SERVICES 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. OUR CORE VALUES ARE

Integrity

Excellence

Professionalism

Trust

Respect

Our holistic approach to Recruitment, HR Consulting, Training and Development empowers individuals and organisations to reach their full potential, driving sustainable growth and innovation.

Thank you for considering T&T Academy as your trusted partner. We look forward to contributing to your success.

(+27) 71 628 6534 (+27)81 360 1666

info@tandtacademy.co.za

www.tandtacademy.co.za

A dynamic landscape reshaped by an omnichannel boom

RETAIL

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/Trading Economic

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: Sector

Value

Sales value growth Sales volume growth

Personal care and health

R52.9bn

4.9%

6.4%

Liquor

R25.9bn

9.7%

10.6%

Home and pet

R42.6bn

5.4%

4.7%

Beverages

R12.6bn

9.1%

19.9%

Tobacco

R7bn

11.5%

16.3%

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RETAIL | SECTOR OVERVIEW

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,

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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.

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BUSINESS SERVICES

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 2010 March 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

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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

THE BUSINESS PROCESS OUTSOURCING (BPO) | SECTOR OVERVIEW

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 Netherlands are 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.

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Employment creation 173 944 new jobs created (2010 - March 2025) 500 000 projected jobs created by 2030 8,180 new jobs created ( FY Q3 - April to June 2025) 5,928 (72.5%) traditionally hired jobs 2,252 (27.5%) inclusive hiring jobs

Total 2020 – June 2025 headcount profile By ethnic group 61% Black 29% Mixed Race 8% Indian 2% White

By gender 5 588 (68%) Female

2 592 (32%) Male

Source - BPESA GBS Sector Job Creation Report April to June 2025

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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

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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 BUSINESS PROCESS OUTSOURCING (BPO) | SECTOR OVERVIEW

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.

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.

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.

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.

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

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“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

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Driving industrialisation and economic growth

MANUFACTURING

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

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MANUFACTURING INDUSTRY | SECTOR OVERVIEW

13%

contribution to GDP

1.6-million

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

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.

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SECTOR OVERVIEW

•

MANUFACTURING INDUSTRY

Basic iron & steel, non-ferrous metals, metal products & machinery comprises 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

Skills Development: 88% of the target. Enterprise & Supplier Development: 83% of the target.

Total gross earnings in September 2024 were

Socioeconomic Development:

R94 471 000

93% of the target.

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

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Black Ownership:

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.

72% of the target. Management Control: 82% of the target.

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Sources: Salam Gauge Report |Stats SA | DTIC | Manufacturing Indaba | PwC South Africa Manufacturing Analysis 2025

PROFILE | LOCAL STORES NATION

LOCAL STORES NATION | PROFILE

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.

Nthabiseng Lamola Founder and CEO, Local Stores Nation

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 COMPANY 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.

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

VISION AND MISSION Our vision is to revolutionise the way local businesses connect with their customers

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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.

Tel: + 27 12 140 0861 WhatsApp: +27 68 189 3706 admin@localstoresnation.co.za support@localstoresnation.co.za 10 Amarand Avenue Menlyn Maine Pengasus Building 1 Pretoria 0181 www.localstoresnation.co.za INSTAGRAM: https://www. instagram.com/localstoresnation TIKTOK: @localstoresnation Local Stores Nation (PTY) LTD (2025/291057/07)

WE ARE HOUSE OF LOCAL BRANDS

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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.

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TRANSPORT AND LOGISTICS | SECTOR OVERVIEW

The Quarterly Labour Force Survey (QLFS) - Q22025

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.

1,12 million

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%

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.

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SECTOR OVERVIEW | TRANSPORT AND LOGISTICS

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)

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BRAQ UNI | CLIENT INTERVIEW

Braq Uni

Interview with Founder and CEO Gugulethu Zulu

or 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.

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.

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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

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CONSTRUCTION

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

contribution to GDP

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).

Total sector Gross Value Added (GVA) in Q42024

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:

1,359,074

R402-billion

average % growth for the last 10 years

R103,6-billion

people employed

Transport and logistics

14%

R219.2-billion

Energy infrastructure

women employees

R156.3-billion

16.5%

Water and sanitation

registered women contractors

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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.

CONSTRUCTION | SECTOR OVERVIEW

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,

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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

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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

Export markets

30 000 - jobs added in the final quarter of 2025 950 000 - people employed 3.3% - quarterly jobs growth rate

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Export growth areas 2025

53%, - Africa

21% - UK

17% - Asia and Middle East

31% - BRIC+ countries

16% - EU

9% - EU

14% to the rest of the world including North America and South America

8% - SADC

AGRICULTURE | SECTOR OVERVIEW

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.

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

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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.

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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.

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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.

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%.

Source: Kearney State of African Insurance in 2025 report.

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

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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.

INSURANCE | SECTOR OVERVIEW

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

•

R46.1-billion September

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.

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.

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.

395 000 full-time employees in September 2024

•

Employment in the financial intermediation, insurance, real estate and business services industry

7 000 part-time employees in September 2024

Compliance with transformation targets has been under intense scrutiny, with both public and private sector players expected to meet specific B-BBEE requirements. The

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Award

WINNERS 2 5 TH E D I T I O N

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TOP EMPOWERED COMPANY: BUSINESS OF THE YEAR AWARD SPONSORED BY NEDBANK Oceana Group By Shumirai Chimombe

“O

ur empowerment journey is not a

This award goes to an organisation that demonstrates

compliance exercise, it is a core part

excellence in implementing the pillars of empowerment

of our identity. We have embedded

- ownership, management control, skills development,

the principles of Broad-Based Black

enterprise development and socio-economic

Economic Empowerment into every facet of our business,

development (social responsibility).

from ownership and management control to skills development, enterprise and supplier development, and

The Oceana Group is a global fishing and food processing

socio-economic upliftment. What sets Oceana apart is our

company with businesses that operate across the full

holistic, values-driven approach to empowerment.

value-chain – from catching or procuring, to processing,

We don’t just meet the scorecard, we live it.”

marketing, distributing and selling. It is Africa’s largest fishing company and has been listed on the Johannesburg Stock

It is this holistic, integrated approach to empowerment and

Exchange (JSE) for over 75 years, as well as being listed on

transformation that earned the Oceana Group the Top

the Namibian (NSX) and A2X stock exchanges.

Empowered Company: Business of the Year Award 2025 company is the recipient of this award after it was honoured

Driving inclusive growth and sustainable development

with the same award in 2024 - a reaffirmation of Oceana’s

Over the past year, Oceana has not only maintained its

commitment and belief that “empowerment is a journey,

high standards in driving transformation, but has deepened

not a destination.”

its impact across its operations.

Sponsored by Nedbank. This is the second year that the

A renewed purpose and an even deeper commitment to transformation

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OCEANA GROUP | AWARD WINNER

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

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AWARD WINNER | OCEANA GROUP

Leading in diversity representation in the workforce and management

organisation by sharpening their self- awareness, improving

Management control: The Group’s leadership reflects the

effectively. To date, more than 150 employees have

diversity of the country, with strong representation of black

completed the programme which has provided them

professionals and women at executive and board levels

with a deeper understanding of leadership and increased

their coaching skills, and equipping them to lead more

confidence. At Oceana there is 73% Black representation at board level, with 36% of that being Black females. The Executive

Emerge programme

Management comprises 43% Black individuals. There is a

Emerge is designed to develop foundational leadership skills

strong representation of African, Coloured, and Indian

among junior employees, focusing on essential power skills

(ACI) individuals throughout the majority of the South

for effective interpersonal interactions and problem-solving.

African workforce.

The 6-month programme is structured around three core elements: People, Processes, and Technology. This targeted

“We are making consistent progress in diversifying our

approach equips participants with a holistic understanding

leadership and managerial roles. Our recruitment processes

of leadership by enhancing their abilities to work with others,

prioritise Black economic empowerment and gender

optimise processes, and leverage technology in their roles.

equity, and we strive to include persons living with disabilities Enhance - Oceana Maritime Academy

wherever possible.”

The Oceana Maritime Academy secured accreditation with

Investing in people. Investing in the future through skills development

the FoodBev SETA and the Department of Higher Education

Skills development: The company has expanded

(QCTO), establishing itself as a recognised training provider

its investment in training, bursaries, and mentorship

capable of delivering formal qualifications. The Academy

programmes, empowering the next generation of

also inaugurated a SAMSA-accredited firefighting training

industry leaders.

facility in Hout Bay to provide fire prevention and firefighting

and Training’s Quality Council For Trades & Occupations

training in collaboration with the Sea Safety Training Group. After conducting a skills needs analysis, Oceana Group

This facility supports Oceana’s seagoing employees and

introduced the 5 E’s of Development and Culture

the public, addressing critical safety training needs for those

framework to create a supportive, growth-oriented

entering the maritime industry.

workplace providing every team member with a clear development path and an empowered role in

Uplifting youth and preparing them for future

Oceana’s future.

employment opportunities Through discretionary grants from FoodBev SETA and the

Elevate promotes leadership at all levels; Emerge equips

Transport Education Training Authority (TETA) Oceana offers

junior employees with foundational leadership skills,

learnership, internship, and apprenticeship programmes

Enhance builds technical expertise through the Oceana

for young people. These initiatives not only enhance the

Maritime Academy; Engage strengthens the company’s

skills of its employees but also help to develop skilled young

culture and alignment with its values, and Explore helps

professionals who are ready to meet industry demands,

employees chart their career paths through tools such as

playing a crucial role in combating youth unemployment in

360-degree feedback, creating a foundation for personal

South Africa.

growth aligned with organisational needs. “We believe that empowering individuals with knowledge This case study focuses on three of the five elements:

and expertise leads to transformative personal and economic growth. Moving forward we will continue to

Elevate programme

elevate both our employees and the communities around

Elevate is Oceana’s flagship leadership development

us, creating an ongoing impact and paving the way for a

initiative designed to empower leaders across the

brighter, more skilled future for all.”

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“ B R A I N F O O D

F O R

B U S I N E S S ”

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TOP EMPOWERED: BUSINESS LEADER OF THE YEAR AWARD Sindisiwe Dlamini By Shumirai Chimombe

n her capacity as CEO for Pamodzi Unique

A recruitment strategy rooted in empowerment

Engineering, Sindisiwe Dlamini is firmly committed

PUE’s recruitment policy is centred on three pillars:

to empowering women and youth within the

helping to reduce the country’s unemployment rate; breaking

engineering and finance fields. Driven by her

the stereotype that the engineering/manufacturing industry is

past experiences as a young board member in a male

a male-dominated industry; and youth development

dominated environment, she is a true champion

and upskilling.

for transformation. As CEO, Sindi has spearheaded transformation by focusing As a result, at the Nedbank Oliver Top Empowerment

on recruiting black women into meaningful roles, where

Awards 2025, Sindi was awarded the prestigious Top

they have enough room to push boundaries and test their

Empowered: Business Leader of the Year Award for her

capabilities with proper mentorship. As a company, PUE works

inspirational leadership and dedication to empowerment.

to empower women through employment, skills development and Enterprise and Supplier Development (ESD) initiatives.

Pamodzi Unique Engineering (PUE) delivers innovative engineering solutions across a broad spectrum of industries.

As part of its ESD programme the company has afforded

Their locally designed, engineered and manufactured

various women and youth-owned businesses opportunities to

products reach multiple sectors spanning mining and rail,

provide canteen services for its employees. They are provided

chemical, hygienic, construction and agricultural.

with free floor space, utilities and start-up catering equipment.

“Her vision is to harness the power of the young and inquisitive mind by creating an innovation hub for young engineers to experiment and create exciting new inventions without fear of failure”

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SINDISIWE DLAMINI | AWARD WINNER

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 Unique Engineering

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RICHARD FLETCHER ENTREPRENEUR OF THE YEAR AWARD Patricia Tshitema By Shumirai Chimombe

A vision beyond property: Empowerment through enterprise

atricia 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.

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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).

PATRICIA TSHITEMA | AWARD WINNER

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.

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TOP EMPOWERED: LIFETIME ACHIEVER OF THE YEAR AWARD

Honourable Minister Enoch Godongwana - Minister of Finance By Shumirai Chimombe

A commitment to driving economic reforms, building investor confidence and mobilising private investment

he Honourable Minister of Finance Enoch

Before his appointment as the Minister of Finance,

Godongwana was awarded the 2025 Lifetime

Minister Godongwana was the Chairperson of the

Achiever Award at the Top Empowerment

Board of the Development Bank of Southern Africa. His

Awards held in partnership with Nedbank in June.

other previous achievements include being appointed to the Boards of the New Development Bank and

This prestigious recognition celebrated his “exceptional

Mondi plc, CEO of the Financial Sector Charter Council

leadership, unwavering commitment to public service,

and Member of the Policy Board for Financial Services

and enduring contribution to South Africa’s economic

and Regulation.

transformation.” Throughout his distinguished career, he has “played a pivotal role in advancing inclusive growth,

He served in government as the Deputy Minister of

strengthening fiscal governance, and championing policies

Economic Development, Deputy Minister of Public

that promote empowerment, equity and sustainable

Enterprises, Member of Parliament, Member of the

development for all South Africans.”

Eastern Cape Provincial Legislature, and a Member of the Executive Council in the Eastern Cape responsible

Minister Godongwana has served as Minister of Finance of

for Finance, Economic Affairs, Environment and Tourism.

the Republic of South Africa since August 2021. During his tenure as the Minister of Finance, National He holds an MSc degree in Financial Economics from the

Treasury focused on returning public finances to stability

University of London. He was also the chairperson of the

and stabilising debt. Minister Godongwana’s leadership

ANC’s Economic Transformation sub-committee from 2009

contributed to National Treasury implementing

to 2022.

significant financial sector reforms.

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HONOURABLE MINISTER ENOCH GODONGWANA - MINISTER OF FINANCEI | AWARD WINNER

A prominent reform that he oversaw was the highly

electricity utility, Eskom. “We expect South Africa’s real

publicised two pot retirement system which came into

GDP growth will rise to 1.1% in 2025 (after a subdued

effect in September 2024. This system was established

0.5% in 2024) and average 1.5% over 2026-2028, as reforms

to empower more South Africans to navigate financial

to electricity and other sectors support growth. In the first

hardship by allowing retirement fund members to make

half of fiscal 2025 (year ending March 31, 2026), fiscal

partial withdrawals from their funds before retirement,

revenue has outperformed budgeted targets, and we

while preserving a portion that can only be accessed

expect the government to post its third successive year

upon retirement.

of primary surpluses.”

A legacy extending beyond the award South Africa has continued to experience some significant fiscal milestones under Minister Godongwana’s leadership. In a landmark development on 24 October 2025, South Africa was officially removed from the Financial Action Task Force (FATF) grey list, after successfully implementing key reforms to combat money laundering and the financing of terrorism. The FATF leads global action to combat money laundering, terrorist and proliferation financing, as well as other threats to the integrity of the international financial system. Another significant milestone was in November 2025 when S&P Global Ratings upgraded South Africa’s sovereign credit rating, raising the longterm foreign currency rating to ‘BB’ from ‘BB-’ and local currency to ‘BB+’ from ‘BB’. According to S&P Global, the rating upgrade reflected South Africa’s improving growth and fiscal trajectory, alongside a reduction in contingent liabilities tied to performance improvements at the state-owned

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AWARD WINNER | HONOURABLE MINISTER ENOCH GODONGWANA - MINISTER OF FINANCE

In a statement in response to the upgrade, National Treasury

In the freight logistics sector

said that the sovereign credit rating upgrade marked the

A detailed implementation plan has been developed for

first upgrade for South Africa by any of the major credit

consideration by the Minister of Transport, which will guide

rating agencies in over 16 years.

the process of establishing the National Ports Authority as an independent entity.

“Raising South Africa’s growth trajectory depends on continuing to strengthen macroeconomic stability,

On 13 May 2026 the Transnet Rail Infrastructure Manager

accelerating structural reforms, building a capable state

(TRIM) announced that 11 private Train Operating

and improving public-sector infrastructure investment.”

Companies (TOCs) were allocated slots to operate routes on Transnet’s rail network, marking a major

The Presidency and National Treasury are jointly

milestone in opening South Africa’s rail infrastructure to

implementing Operation Vulindlela - a government-

private participation - a significant reform expected to

wide initiative to fast-track the rolling out of high-impact

improve export capacity for the mining, automotive and

structural reforms and support economic recovery. It

agricultural sectors.

aims to modernise and transform network industries that are fundamental to economic growth and creating a

“Our intention is to bolster public-private investment

globally competitive economy. These include electricity,

in rail operations while retaining state ownership of rail

water, transport and digital communications. In addition

infrastructure. The objective is to move goods faster,

it prioritised reforms to the visa regime to attract skills and

cheaper and more reliably.” - Minister Godongwana

promote growth in tourism. In the tourism sector Key impact milestones achieved between January and

The Electronic Visa Authorisation (ETA) system has been

March 2026 include:

fully implemented and now enables applicants from nonvisa waiver countries to apply online, capture biometrics,

In the electricity sector

and receive approvals in real-time. The revised White

The Eskom Restructuring Task Team (ERTT) was established to

Paper on Citizenship, Immigration and Refugee

lead the transition toward a fully independent state-owned

Protection was approved by Cabinet, formalising the

transmission entity. This will ensure that the restructuring of

changes introduced during the first phase of Operation

Eskom is conducted in a manner that minimises financial,

Vulindlela, including the introduction of new visa

operational, and fiscal risk while maintaining energy security

categories for remote work, start-ups, and skilled workers

and investor confidence.

(which combines the existing critical skills and general work visas into one category), and the introduction a

“Regulatory reforms in this sector have unlocked significant

new, merit-based points-based system for certain visas

private investment, accelerating generation capacity and

and permanent residency.

driving the transition towards cleaner, renewable power.” Minister Godongwana

Source: National Treasury | The Presidency

“Steady structural reform and responsible public finances are the bedrock of a prosperous and more inclusive South Africa.” - Minister Godongwana 2026 budget speech

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TOP EMPOWERED: YOUNG ACHIEVER OF THE YEAR Beverley Siwisa By Shumirai Chimombe

Transforming lives, not just hiring. Passionate about addressing youth unemployment everley Siwisa is a shareholder and

000 unemployed youth. She made this possible through

director of the Afrizan Group - a proudly

initiatives including accredited training, YES placements,

black-owned and women-led collective

graduate programmes, and wraparound post-placement

of purpose-driven businesses comprising

support. Her work encompasses supporting youth from

Afrizan People Intelligence; Afrizan Academy; Ryzan

diverse backgrounds - matriculants, graduates, rural and

Technologies;LvLX Youth;Youth XLS; Ometrix.

urban job seekers - and her interventions are designed to be structured, inclusive, and sustainable.

At the core of each of these companies lies a shared mission: workforce transformation.

Her interventions go far beyond simple job matching they create measurable, human-centred transformation

As the Executive Lead for the Afrizan Academy and

which positively impacts lives. Beverley leads Afrizan’s

Afrizan Special Projects, Beverley has successfully

implementation of the Youth Employment Service (YES)

developed scalable, future-fit solutions that connect

Programme - a private sector-led programme that works

South Africa’s unemployed youth to long-term

with businesses to address the youth unemployment crisis by

employment.

creating jobs for unemployed youth. Under her guidance more than 95% of candidates complete the programmes.

And she has accomplished all of this as a black female Her blended learning models combining digital content,

leader under 40.

in-person facilitation, mentorship, and workplace immersion At the Nedbank Oliver Top Empowerment Awards

ensure that each participant is work-ready and growth-

2025, Beverley was announced as the Top Empowered:

oriented. Her innovations include: post-placement digital

Young Achiever of the Year. This category recognises

engagement tools, rural onboarding frameworks, and

the achievements of young black executives under 40

targeted inclusion strategies for excluded communities.

years old, who have demonstrated their outstanding contribution to their organisation’s success and

A central enabler of her work is the Afrizan Group’s 400-

performance.

seat omni-channel BPO centre. Beverley has helped to elevate this facility as a talent development hub, integrating

Over the last decade, through the Afrizan Group,

her youth programmes, onboarding systems,and learner

Beverley has facilitated employment for more than 5

support into a single, high-impact ecosystem.

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In 2022, she was recognised by the Mail & Guardian as

Her leadership has not only fuelled our business success but

one of South Africa’s Top 200 Young South Africans in

also ignited ambition and confidence among the young

Civil Society.

people she champions.” - Elvira Riccardi

A flagship platform is her “Ask Bev” digital career series

Through every programme, platform, and

which can be viewed at @bev_siwisa on the social

policy she leads, Beverley continues to reshape

media platform TikTok. In this series of short videos - which

South Africa’s workforce one opportunity - and one

now reaches thousands of unemployed youth - she gives

young person - at a time. - Afrizan

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.

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TOP EMPOWERED COMPANY: DIGITAL TRANSFORMATION OF THE YEAR AWARD Vaxowave By Shumirai Chimombe

Placing digital transformation at the centre of technology-based innovation

companies into the technological future. The company

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?

prides itself on being a unique organisation that brings a

Thank you. This recognition is deeply meaningful

new perspective on the technology landscape, providing

because it affirms something we have always

axowave is a service-oriented digital technology company specialising in multi-cloud solutions, technology transformations and consulting services which enables it to lead

innovative solutions to age-old problems.

believed: that technology must not only be innovative, but transformative, inclusive and

At the 2025 Nedbank Oliver Top Empowerment Awards,

relevant to the society it serves.

Vaxowave was honoured with the Top Empowered Company: Digital Transformation of the Year Award. This

Personally, this award is a moment of gratitude

category celebrates a company that has developed

and reflection. It represents the sacrifices, the

technology-based innovation to improve productivity,

resilience, the difficult decisions and the faith

price, quality, effectiveness, and efficiencies. At the

required to build in an industry that is constantly

heart of this company’s solutions is a drive to improve the

evolving. It also reminds me that leadership is not

competitiveness of the South African economy

only about personal success; it is about creating pathways for others, building institutions that outlive

We caught up with Vaxowave Co-Founder and Executive

us, and proving that African technology companies

Director, Kume Luvhani for her insights into the company’s

can compete at the highest level.

achievements and what drives her success.

For Vaxowave, this accolade is a powerful

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VAXOWAVE | AWARD WINNER

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

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155 155

transformation programmes, driving AI adoption, shaping

Can you describe what it means for Vaxowave to be recognised as a Microsoft AI Specialisation Partner?

policy conversations and mentoring the next generation.

Being recognised as a Microsoft AI Specialisation Partner is

entering the industry; they are building companies, leading

a significant milestone because it reflects a validated level That said, progress should not be confused with parity.

of technical depth, delivery capability and credibility in

Representation matters, but influence matters even more.

artificial intelligence and Microsoft Azure-based solutions.

We need more women not only participating in technology,

Microsoft describes specialisations as a way for partners to

but owning platforms, leading innovation, accessing capital

demonstrate technical expertise aligned to Microsoft Cloud

and making strategic decisions about the future of

capabilities, particularly in areas such as Data and AI.

digital economies. For Vaxowave, this recognition is not just a badge. It For me, the advancement of women in tech is not a

is a responsibility. AI is one of the most consequential

diversity conversation alone. It is an economic imperative.

technologies of our time, and organisations need partners

When women are fully included in the technology value

who can help them adopt it responsibly, securely

chain, we expand the range of problems being solved, the

and strategically.

quality of leadership in the sector, and the social impact of innovation.

It means we are positioned to help clients move beyond curiosity about AI into real business value: improving

What challenges have you faced in tech in South Africa and how did you succeed in overcoming them?

decision-making, automating processes, strengthening

One of the major challenges has been earning trust

accountability. AI must be implemented in a way

in a highly competitive and technically demanding

that protects people, respects data and creates

sector. In technology, clients are not only buying a

sustainable value.

customer experience and building intelligent platforms. But it also means we must lead with ethics, governance and

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.

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?

Another challenge has been navigating the

I believe success carries responsibility. Business gives us a

pace of change. Cloud, cybersecurity, artificial

platform, but purpose gives that platform meaning.

intelligence and data platforms are moving rapidly. To remain relevant, we have had to build a culture

My commitment to literacy, youth development and

of continuous learning, certification, experimentation

women’s leadership is deeply personal. I come from a

and disciplined execution.

place where I have seen first-hand that talent is everywhere, but opportunity is not. Many young people, especially

There are also broader challenges in South Africa,

young women, have intelligence, ambition and potential,

including skills shortages, digital inequality and uneven

but they often lack exposure, mentorship, resources or

access to opportunities. We overcame these by being

access to the right networks. I am passionate about helping

intentional: investing in talent, building strong partnerships,

to close that gap in practical and meaningful ways.

focusing on measurable outcomes, and refusing to compromise on quality.

One of the ways I do this is by sponsoring the education of a few young women from my hometown out of my

I have learned that resilience in business is not simply

own pocket. For me, this is not charity; it is investment. It is

endurance. It is the ability to adapt without losing your

an investment in human potential, in families, in

values, to grow without losing your purpose, and to lead

communities and in the future leadership of our country.

with both courage and humility.

Education changes the trajectory of a life, and when

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VAXOWAVE

| AWARD WINNER

you educate a woman, the impact often extends far

innovation and contributing to national development on

beyond the individual.

my own terms.

I also serve on the BCX Wired for Women Advisory Board,

I am also driven by the responsibility to represent what

which advocates for the advancement of women in

is possible. As a woman in technology and as a leader,

leadership. This work is important because women do

I understand that my journey is not mine alone. When

not only need to be included in conversations about

we succeed, we expand the imagination of others.

leadership; they need to be positioned, supported

We make it easier for another young woman, another

and empowered to lead with authority, confidence

entrepreneur, another emerging leader to believe that

and influence. Representation matters, but structured

they too can build, lead and succeed.

advocacy and access matter just as much. What keeps me grounded is faith, discipline and the Mentorship is another area I am passionate about. I

people I serve: my family, my team, our clients and the

offer my time to mentor others because I believe that

communities we impact. Success, to me, is not only

knowledge must be shared, and that leaders have a

about reaching the top. It is about building something

responsibility to help others navigate the path more

meaningful on the way there.

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

What advice or inspiration can you give to other tech entrepreneurs?

is most powerful when the mentee understands what

My advice to tech entrepreneurs is to build with

they want, is clear about the areas in which they need

depth, not just speed. Technology rewards innovation,

guidance, and takes responsibility for their own growth.

but sustainable success requires discipline, credibility and execution.

Literacy is foundational because it gives people the ability to think critically, communicate effectively,

Do not chase trends blindly. Understand the problem

interpret the world and participate meaningfully in the

you are solving, know your customer deeply and

economy. Youth development is equally important

build solutions that are relevant to your market. In

because the future of technology, business and society

a world fascinated by buzzwords, clarity is a

will be shaped by the young people we empower today.

competitive advantage.

Women’s leadership in technology matters because we cannot build inclusive digital economies while leaving

I would also encourage entrepreneurs to invest in

half the population underrepresented.

partnerships, governance and people. You cannot scale a serious technology company on talent alone; you

Ultimately, my work in these areas is about creating

need systems, ethics, financial discipline and a team that

confidence, visibility and access. Whether through

shares the vision.

education sponsorship, mentorship, advocacy, skills development or opening doors for others, I want

Most importantly, do not disqualify yourself because the

to contribute to a generation that does not merely

industry is difficult or because the room does not yet look

consume technology, but creates it, governs it and uses it

like you. Many of us are building in spaces where we

to solve real African problems.

were once not expected to lead. That is precisely why we must lead well.

Please tell us what drives you to be a success in your business

Entrepreneurship requires courage, but it also requires

I am driven by purpose, excellence and impact. I

patience. Build consistently. Learn relentlessly. Stay

have never viewed business as merely a commercial

humble. Protect your integrity. And remember that the

activity. For me, business is a vehicle for solving problems,

greatest businesses are not only those that generate

creating dignity through employment, advancing

profit, but those that create progress.

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

THE TOP EMPOWERMENT

INDEX

E mpowerment is most visible among companies which sit at the centre of key econom ic infrastructure By Veronique Andersen and Pelisa Sokomani

he Top Empowerment landscape in

What stands out is that empowerment is no

South Africa is concentrated among a

longer contained within individual industries. It is

group of organisations that combine scale,

deeply interconnected. These companies operate

strong compliance, and real, measurable

within a linked economic system where each

economic impact. Across sectors, empowerment is

sector depends on the next to function. Finance

most visible among comapnies which sit at the centre

enables investment and trade. Logistics moves

of key economic infrastructure: financial services,

goods and connects markets. Engineering and

logistics, construction, engineering, agriculture, and

construction build the infrastructure that keeps the

industrial supply chains.

economy running.

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empowerment beyond ownership alone and into

supply. Together they form a connected ecosystem

long term participation in the economy in a more

where empowerment flows across value chains rather

meaningful way.

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Manufacturing and agriculture sustain production and

than sitting inside them. At the centre of all of this is financial services. Because of this, transformation is no longer only

Institutions such as Standard Bank Group, Absa Group

about individual company performance or B-BBEE

Limited, Nedbank Group, Sanlam Limited, and Old

compliance. It is about how the system brings others

Mutual Limited play a major role in shaping how the

in, especially small businesses, local suppliers, and

economy functions. They determine how capital

emerging operators and how opportunity is shared,

moves and in doing so influence which businesses are

not only through supply chains but also through

able to grow, hire, and scale. Their involvement in SME

enterprise development, skills programmes, and CSI

funding, procurement, and financial inclusion makes

initiatives that create longer term pathways into

them central to empowerment at scale.

the economy. That capital then flows into sectors like logistics and Across the Top Empowerment Index a few clear

transport, where empowerment becomes very visible

patterns stand out. Financial services remain the

on the ground. Companies such as Cargo Carriers

foundation, as they control access to capital, credit,

Limited, Bidvest International Logistics, and Transnet

and investment. Infrastructure and engineering

SOC Limited show how transformation is embedded

companies turn that capital into delivery through

through subcontracting systems, owner-driver models,

large scale projects. Logistics and transport show

and supplier participation. Here, empowerment is not

empowerment in the most practical way, where SMEs

abstract; it is reflected in how many smaller operators

and independent operators are actively brought

are actively earning within national supply chains.

into supply chains. Agriculture is more concentrated but remains essential in supporting rural economies

What is consistent is that the strongest empowerment

through inputs, services, and financing. Manufacturing

performers are not working in isolation. They are part

and industrial sectors tend to focus on localisation,

of a broader system where each sector enables the

skills development, and workforce participation

next. At the centre, companies are not only meeting

alongside broader transformation goals.

compliance requirements they are shaping how inclusive and accessible the economy really is.

A key shift across the landscape is the growing focus on skills development and job creation, particularly

The Top Empowerment Index is best understood not

for historically disadvantaged groups. Across leading

as a list of companies, but as a working economic

organisations, empowerment is increasingly reflected

ecosystem, one where empowerment and economic

in training programmes, internal development

performance are increasingly linked, and where long

pipelines, and efforts to move people into more

term impact depends on how effectively value is

skilled and senior roles. This matters because it shifts

shared across the system.

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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

Companies complying with the ownership and

empowerment as set out by the Department of

directorship requirements and exceeding the

trade, Industry and competition:

minimum turnover requirements are evaluated according to these criteria and points are allocated

•

Ownership

•

Management Control

•

Employment Equity

•

Skills Development

•

Preferential Procurement

•

Enterprise Development

•

Socio-Economic Development

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:

Further, eligibility is determined by compliance

• Drive growth of SMME black-owned enterprises

with the following requirements. These criteria are:

• Encourage job creation

• Black ownership as a share of total ownership

• Drive local manufacture and processing

• Black executive directors as a share of all

• Accelerate representation of black women,

executive directors • Black senior managers as a share of total

rural and the youth in economic activities • Eradicate fronting

senior management • Black employees as a share of total employment • Corporate social investment spend

Revised B-BBEE categories: • Ownership

(in both absolute and relative terms) • Expenditure on skills development focused

• Management Control

on empowering historically disadvantaged

• Skills Development

individuals

• Enterprise & Supplier Development • Socio-Economic Development

• Procurement practices

The full A-Z listing of South Africa’s Top Empowered Companies can be viewed at topempowerment.co.za

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RESOURCES MINING COAL Sasol Mining (Pty) Ltd Salungano Group

BUILDING & CONSTRUCTION MATERIALS

TotalEnergies South Africa

Afrisam (South Africa) (Pty) Ltd

SECONDARY

Debar Ceramics

BASIC INDUSTRIES

Enza Construction (Pty) Ltd

CHEMICALS

Pretoria Portland Cement Company Limited

Malaka Supplies cc

AECI Limited

Servicios Empresaviales Holdings (Pty) Ltd

African Oxygen Limited Air Products South Africa (Pty) Ltd

OTHER MINERAL EXTRACTORS & MINES Big Eye Minerals & Energy (Pty) Ltd M84Geotech Methano Group (Pty) Ltd Provest Cementitious Products (Pty) Ltd

Chemical Initiatives (Pty) Ltd

Winclo Spray Painters CC

HEAVY CONSTRUCTION

FFS Refiners (Pty) Ltd

Adenco Construction (Pty) Ltd

Omnia Holdings Limited

AEL Mining Services Ltd t/a AECI Mining Explosives

Zamani Chemicals (Pty) Ltd

AfriSam (South Africa) (Pty) Ltd

CHEMICALS - SPECIALITY

Edwin Construction (Pty) Ltd

Ace Cleaners (Pty) Ltd

ELB Equipment

BASF South Africa (Pty) Ltd

Esor Construction (Pty) Ltd

Buckman Laboratories (Pty) Ltd

Technique Drilling Services (Pty) Ltd

CJP Chemicals (PTY) LTD

G4 Civils (Pty) Ltd

FFS Refiners (Pty) Ltd

Motheo Construction Group (Pty) Ltd

Hychem (Pty) Ltd

Power Construction (Pty) Ltd

Improchem (Pty) Ltd t/a AECI Water

Power Group (Pty) Ltd

OIL & GAS

Integrated Chemical Solutions (Pty) Ltd t/a Intechem

Raubex Group Limited

OIL & GAS - EXPLORATION & PRODUCTION

Intertek Testing Services (South Africa) (Pty) Ltd

RCPM Industries (Pty) Ltd Technique Drilling Services (Pty) Ltd

GENERAL MINING Exxaro Resources Limited Fraser Alexander (Pty) Ltd Palabora Copper (Pty) Ltd

BP Southern Africa (Pty) Ltd Easigas (Pty) Ltd

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

PRIMARY

Laser Chemicals (Pty) Ltd

Turner & Townsend

NCP Chlorchem (Pty) Ltd Protea Chemicals

Engen Petroleum Limited

Sasol Limited

Sasol Gas (Pty) Ltd

Twenty-Four Zeroes (Pty) Ltd

SMEC South Africa (Pty) Ltd Tiber Bonvec Construction (Pty) Ltd

Minema Chemicals (Pty) Ltd

OIL & GAS - INTEGRATED

Rumdel Construction (Pty) Ltd

Waco Africa (Pty) Ltd WBHO Construction (Pty) Ltd WK Construction (Pty) Ltd

Sasol Limited

OTHER CONSTRUCTION

Shell Downstream South Africa (Pty) Ltd

Applied Mineral Technologies (Pty) Ltd

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Aveng Africa (Pty) Ltd

Reinforcing & Mesh Solutions

B & E International (Pty) Ltd

T-PAK Distributors CC

CV Projects SA (Pty) Ltd

Tea Time Distributors CC

ELECTRONIC & ELECTRICAL EQUIPMENT ELECTRICAL EQUIPMENT AAW Electronic Enterpries CC

Elmandi Road Maintenance Cc Eris Property Group (Pty) Ltd Sael Trading (Pty) Ltd ST Africa Trading Enterprises CC

FORESTRY

ACTOM (Pty) Ltd

SC Forestry Contractors

ARB Electrical Wholesalers (Pty) Ltd

Timber 24 Forestry Solutions (Pty) Ltd

Diversified Power and Systems Integration (Pty) Ltd

Timrite (Pty) Ltd

DIVERSE MANUFACTURING AECI Mining Solutions Limited ALDANED CC t/a Super Airbrake Systems

PAPER

Elen Electrical Enclosures (Pty) Ltd

Mondi South Africa (Pty) Ltd

Elvey Security Technologies a division of Hudaco Trading (Pty) Ltd

Mondi Zimele (Pty) Ltd

Ambesha Africa (Pty) Ltd

Sappi Southern Africa Limited

Barno (Pty) Ltd Becker Mining South Africa (Pty) Ltd Brakpan Uniforms (Pty) Ltd C.V Projects SA

Dosco Precision Hydraulics Dunlop Belting Products (Pty) Ltd

EP Electrical Distributors (Pty) Ltd Malesela Taihan Electric Cable (Pty) Ltd

STEEL & OTHER METALS

Mega High Voltage Technologies (Pty) Ltd

IRON & STEEL

ELECTRONIC EQUIPMENT

Aveng Manufacturing

Capital Lab Supplies CC

Edison Power Electrical (Pty) Ltd

Dartcom (Pty) Ltd

Macsteel Service Centres SA (Pty) Ltd

Delba Electrical CO 1980 (Pty) Ltd

Steel and Engineering Industries Federation of Southern Africa (SEIFSA)

Electronic Touch Systems (Pty) Ltd Kolok (A Division of Bidvest paper plus)

Elegant Plastics Displays CC First National Battery

GENERAL INDUSTRIALS

Kyocera Document Solutions South Africa (Pty) Ltd

GB Bearings (Pty) Ltd

DIVERSIFIED INDUSTRIALS

Sasol Limited

Barloworld Limited

Schneider Electric (Pty) Ltd

Beier Envirotec (Pty) Ltd

SGT Solutions

Green Office (Pty) Ltd HCA Hydraulics Integrity Control Systems (Pty) Ltd

Imperial Holdings Limited

Jendamark Automation (Pty) Ltd

KAP Industrial Holdings Limited

MM&G Mining and Engineering Services (Pty) Ltd

The Bidvest Group Limited

Mondi Zimele (Pty) Ltd

Hitech-Gregfor (Pty) Ltd

Pamodzi Unique Engineering (pty) Ltd

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ENGINEERING CONTRACTORS Barloworld Equipment

H&I Construction (Pty) Ltd Invicta Holdings Limited Arksun Fire Equipment t/a Fire Equipment

EDITION

John Thompson (a division of Actom (Pty) Ltd)

Vea Road Maintenance and Civils (Pty) Ltd

Bearing Man Group (Pty) Ltd Dibama Supplies cc

R Bullen (Pty) Ltd t/a Ramatheola Tyres

CYCLICAL CONSUMER GOODS AUTOMOTIVE & PARTS

enX Group Limited

Barloworld Motor Retail South Africa

Fabchem Mining (Pty) Ltd

BMW South Africa (Pty) Ltd

Hudaco Trading (Pty) Ltd

Kia Motors South Africa (Pty) Ltd

Liquid Automation Systems (Pty) Ltd

Tavcor Motor Group (Pty) Ltd

NTGR Engineering Projects

PSA Africa

TKY Engineering (Pty) Ltd

Volkswagen South Africa

CONSULTING ENGINEERS

AUTO PARTS

Arup (Pty) Ltd

Abes Technoseal

Bigen Africa Group Holdings

Alfred Teves Brake Systems (Pty) Ltd

BVI Consulting Engineers (Pty) Ltd

Auto Industrial Group (Pty) Ltd

Exigo Sustainability (Pty) Ltd

Deutz Dieselpower

Geosure (Pty) Ltd

EC Panel Beaters BK T/A Durban South Panel Beaters

Kantey & Templer (Pty) Ltd

VEHICLE DISTRIBUTION

Freeway Toyota

AUTOMOBILES

HHO Consulting Engineers (Pty) Ltd

Tyre Corporation-Cape Town

Bidvest McCarthy

Dupleix Liquid Meters DLM

Gibb (Pty) Ltd

TYRES & RUBBER Bridgestone SA (Pty) Ltd

WSP Group Africa (Pty) Ltd

Rodecon Engineering cc

ENGINEERING - GENERAL

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

ENGINEERING FABRICATORS

Momentum Logistics (Pty) Ltd

CLOTHING & FOOTWARE Curviro Trading cc Deneb Investments Corporation Limited TFG - The Foschini Group (Pty) Ltd

FURNISHINGS & FLOOR COVERINGS BidOffice (Pty) Ltd Cecil Nurse a Division of Bidvest Office (Pty) Ltd CV Projects

Grorap Autobody 818 CC

Ukhuni Business Furniture (Pty) Ltd EAST RAND CLEANERS CC

Carpet and Decor Centre Holdings (Pty) Ltd

Lumotech (Pty) Ltd

Home of Living Brands (Pty) Ltd

Major 2 AutoBody Repairs CC

Malani Padayachee and Associates (Pty) Ltd

Metair Investments Limited

Naidu Consulting

PMA Auto Spares CC t/a Prima Panelkloppers en Insleepdiens

Royal Mndawe Holdings (Pty) Ltd T/A ROMH Consulting

TCTS AUTOBODY (Pty) Ltd

SCIP Engineering Group (Pty) Ltd

Top Car Panelbeaters Vryburg (Pty) Ltd

BEVERAGES Kings Tea & Coffee CC Pureau Fresh Water Company (Pty) Ltd t/a Aquazania

SMEC South Africa (Pty) Ltd SRK Consulting (South Africa) (Pty) Ltd

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

BEVERAGES - DISTILLERS & VINTNERS

Foodcorp (Pty) Ltd

PACKAGING

Illovo Sugar (Pty) Ltd

APL Cartons (Pty) Ltd

Premier FMCG (Pty) Ltd

DBC Packaging (Pty) Ltd

Rhodes Food Group (Pty) Ltd

Future Packaging & Machinery (Pty) Ltd

SOFT DRINKS

Tiger Brands Limited

Isanti Glass

Appletiser South Africa (Pty) Ltd

Willowton Group

Lufil Packaging (Pty) Ltd

South African Breweries (SAB) Heineken Beverages SA (Pty) Ltd

Coca Cola Beverages South Africa (Pty) Ltd

HEALTH

Pepsico South Africa (Pty) Ltd

AGRICULTURE

HEALTH MAINTENANCE ORGANISATIONS

Omnia Holdings Limited

Discovery Health (Pty) Ltd

KAL Group Limited

Discovery Holdings Limited

AFGRI Holdings (Pty) Ltd

Medscheme Holdings (Pty) Ltd

Metropolitan Health (Pty) Ltd

FARMING

RCL Foods Limited

Amawandle Hake (Pty) Ltd

FOOD PROCESSORS

PERSONAL CARE & HOUSELHOLD PRODUCTS

Netcare Limited

HPCB (a division of Tiger Brands Ltd)

MEDICAL EQUIPMENT & SUPPLIES

Sea Harvest Group Limited

Transpaco Limited

Amka Products (Pty) Ltd

Blue Continent Products (Pty) Ltd

Pioneer Fishing (Pty) Ltd

Pride-Pak Packaging (Pty) Ltd

HOSPITAL MANAGEMENT & LONG-TERM CARE

Mediclinic Southern Africa Limited

Oceana Group Limited

Mpact Limited

PERSONAL PRODUCTS

Life Healthcare Group Holdings Limited

FISHING

Mondi South Africa (pty) ltd

Life healthcare Group Holdings

Crookes Brothers South Africa (Pty) Ltd Oceana Limited

Mauser Packaging Solutions previously NCG - Container Solutions SA (Pty) Ltd

Green Logik SA

PHARMACEUTICALS & BIOTECHNOLOGY PHARMACEUTICALS Adcock Ingram Limited

Delta Health & Safety Equipment (Pty) Ltd

Aspen Pharmacare Holdings Limited

Safetymate Cape Town (Pty) Ltd

Sanofi-Aventis South Africa (Pty) Ltd

The Kahma Group

Van Heerden Pharmacy Rosslyn

OTHER MEDICAL SERVICES

BIOTECHNOLOGY

AND 310 EMS Projects (Pty) Ltd

Southern RX Distributors

Migraine Wellness Clinic

The Scientific Group (Pty) Ltd

Ciro Beverage Solutions (Pty) Ltd Compass Group Southern Africa (Pty) Ltd Empact Group

Excellent Meat Corporation (Pty) Ltd

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EDITION

LEISURE, ENTERTAINMENT & HOTELS

Graylink Media (Pty) Ltd Introstat (Pty) Ltd

INDUSTRIAL GOODS

Leitam Business solutions

GAMING

HIRING SUPPLY

R & S Timber and Hardware CC

Afrisun Gauteng (Pty) Ltd

Anglo V3 Crane Hire (Pty) Ltd concord cranes

Tape and Allied Supplies

Turner Morris Manufacturing (Pty) Ltd

DIVERSIFIED RETAILERS

ELECTRONICS EQUIPMENT RENTAL CCTV Security Surveillance Gauteng (Pty) Ltd Media Film Service (Pty) Ltd

Akani Egoli (Pty) Ltd

Emnotweni Casino Emperors Palace

Clicks Group Limited

Garden Route Casino (Pty) Ltd

Local Stores Nation

Monte Casino

Pepkor Holdings Limited

SunWest International (Pty) Ltd

Spar Group Limited

Tsogo Sun Caledon (Pty) Ltd

Woolworths Holdings Limited

GENERAL RETAILERS Kayd 8 Property Investments CC T/A Jewellery Replacement Consultants Pictorial Press (Pty) Ltd

SHOPPING CENTRES Canal Walk Shopping Centre Cresta Shopping Centre Menlyn Park Shopping Centre Tyger Valley Shopping Centre Westgate Shopping Centre

RETAILERS - HARDLINES AJM Sales & Services cc Astore Africa Bison Mining Supplies CMH Holdings (Pty) Ltd Forms Media Independent Africa (Pty) Ltd

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

TERTIARY

Tsogo Sun Holdings Limited

WHOLESALE

HOTELS

EP Electrical Distributors (Pty) Ltd Malls Tiles (Pty) Ltd

City Lodge Hotels Limited Sandton Sun Hotels (Pty) Ltd Southern Sun Hotels (Pty) Ltd

DISTRIBUTORS

Sun International Limited

Bearings International Denver Auto Body Repairers CC Drager South Africa (Pty) Ltd

Tsogo Sun Hotels

TRAVEL & RELATED SERVICES

Fuchs Lubricants South Africa (Pty) Ltd Imperial Fast n Fresh a Division of Imperial Logistics South Africa Group (Pty) Ltd

City of Choice Travel & Tours (Pty) Ltd Flight Centre Travel Group (Pty) Ltd t/a FCTG Corporate

HG Travelling Services (Pty) Ltd

K.H. Distributors cc

Rennies BCD Travel

Intombi Promotional Gifts cc

Thompsons Travel

Page Automation (Pty) Ltd

Tourvest Travel Services

Pop Warehouse Cc RS South Africa/ RS Components South Africa Limited

Travel Connections (Pty) Ltd

Travel With Flair (Pty) Ltd Zimasa Travel

Gem Midas Parts Centre CC

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

RESTAURANTS & PUBS

Multichoice South Africa (Pty) Ltd

Famous Brands Limited

MEDIA AGENCIES

Milly's Restaurant and Chalets (Pty) Ltd

360 Degrees Production House (Pty) Ltd

Mugg & Bean Franchising (Pty) Ltd

LEISURE FACILITIES Caledon Casino Hotel & Spa Grand Gaming KZN Slots (RF) (Pty) Ltd Mangwanani Private African Day Spa Mmabatho Palms umAfrika Gaming Technologies (Pty) Ltd

Alphabet Soup Advertising (Pty) Ltd

Cheadle Thompson & Haysom Inc.

Dentsu Creative Cape Town (Pty) Ltd

Cliffe Dekker Hofmeyr Inc

Fizz Marketing cc

DKVG Attorneys

HWB Communications (Pty) Ltd

DMO Attorneys

Ince (Pty) Ltd

Garlicke & Bousefield Inc

Media 24 Limited

Goldberg de Villiers and Myburgh (Pty) Ltd t/a Global Business Solutions

Tractor Outdoor (Pty) Ltd

Limpop Tourism & Parks

Urban Brew Studios

Mpumalanga Tourism and Parks Agency ( MTPA)

Adams & Adams Attorneys Bowmans

Tiso Blackstar Group (Pty) Ltd

Gauteng Tourism Authority

LEGAL SERVICES

A Plus Communications

Network BBDO

TOURISM BODIES

Eureka Facilities Management Solutions (Pty) Ltd

Y-Brand Marketing Agency (Pty) Ltd

North West Parks Board

Hogan Lovells Mlambo & Associates (Pty) Ltd NT Mdlalose Inc

Phatshoane Henney Attorneys Spoor & Fisher Strauss Daly Incorporated

Northern Cape Tourism Authority

SUPPORT SERVICES

South African National Parks ( SANParks)

CATERING SERVICES

Webber Wentzel

South African Tourism

Bidfood (Pty) Ltd

Werksmans Attorneys

Table Mountain Aerial Cableway (Pty) Ltd

Sodexo Southern Africa (Pty) Ltd

Woodhead Bigby Attorneys

Vulcan Catering Equipment (Pty) Ltd

Table Mountain National Park

Trade and Investment Kwa-Zulu Natal

FACILITIES MANAGEMENT Altitude Facilities Management (Pty) Ltd

MEDIA & PHOTOGRAPHY

TSL Legal (Pty) Ltd

EXHIBITION & CONFERENCE FACILITIES & FACILITATORS Atterbell Investments (Pty) Ltd CSIR International Convention Centre

Bidvest Facilities Management (Pty) Ltd

ICC Durban (Pty) Ltd

Morena Corporate Services (Pty) Ltd

Sandton Convention Centre

East Coast Radio (Pty) Ltd

Tsebo Facility Solutions (Pty) Ltd

ShoCraft Exhibition and Shopfitting

Kagiso Media Limited

Bono infrastructure facilities and project management

BROADCASTING CONTRACTORS

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EDITION

Afrigis (Pty) Ltd

MCT Distributors

Enviroserv (Pty) Ltd

Altarplus

Mindcor (Pty) Ltd

Allabout Xpert (Pty) Ltd

Aneshent Stationers CC

Motswako Office Solutions (Pty) Ltd

Palmer Development Group (Pty) Ltd

ANS Fire Protection Services (Pty) Ltd

Ntiyiso Consulting Group (pty) Ltd

PRP Solutions (Pty) Ltd

Bioss International Southern Africa (Pty) Ltd

Purchasing Consortium Southern Africa T/A Purco SA

Chrisyd Advisory Services

RED Management Consultants CC T/A Red Learning Solutions

Siyakha Consulting (Pty) Ltd WGS Consulting and Project Management Pty Ltd

Craison Hygiene

KPMG Services (Pty) Ltd

CSG Holdings Limited

SGS South Africa (Pty) Ltd

D & J Stationers CC

Knowledge Integration Web (Pty) Ltd

Denise Sonny (Pty) Ltd

Sebenzana Consulting (Pty) Ltd

Durban Chamber Of Commerce And Industry

MCI Consultants (Pty) Ltd

BUSINESS PROCESS OUTSOURCING CallForce Direct (Pty) Ltd Merchants SA (Pty) Ltd Sigma Connected South Africa (Pty) Ltd

VERIFICATION AGENCIES AQRate (Pty) Ltd

Ardent Business Partners (Pty) Ltd BEESA Business Services (Pty) Ltd Empowerdex (Pty) Ltd EmpowerLogic (Pty) Ltd MSCT BEE Services (Pty) Ltd Honeycomb BEE Ratings (Pty) Ltd

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

MANAGEMENT CONSULTING

Reid and Mitchell Safety and Allied Products SGS South Africa (Pty) Ltd Shared Value Africa

EconoBEE (Pty) ltd

Shared Value Africa (SVA) & Shift Impact Africa Signa Group

ENRA Technologies CC

The Particle Group (Pty) Ltd

Goldberg, de Villiers & Myburgh (Pty) Ltd

TMS Group Industrial Services

Gordon Carbon Solutions (PTY) Ltd

TotalServe Group (Property and Facilities Management)(Pty)Ltd

Governance Check SA (Pty) Ltd Greymatter & Finch (Pty) Ltd

Trans4mation Consulting (Pty) Ltd Tshinwelo Innovative Business Solutions (Pty) Ltd

HomeComing Events (Pty) Ltd

Uwin Iwin Incentives (Pty) Ltd

In2IT Technologies (Pty) Ltd

Yourself Events Management Cc

Ipsos (Pty) Ltd Itec Tiyende LexisNexis (Pty) Ltd

EDUCATION & BUSINESS TRAINING

Liyema Consulting Group (Pty) Limited

Geeks4Learning (Pty) Ltd

LRMG

Institute of Directors in South Africa (IoDSA)

Magosi Distributors (Pty) Ltd

Omni HR Consulting

Maribe (Pty) Ltd

Production Management Institute of Southern Africa (Pty) Ltd

BUSINESS SUPPORT SERVICES

Marthinusen & Coutts

A-Z Vending Solutions (Pty) Ltd

Mashudu Tinyiko Consulting (Pty) Ltd

Achievement Awards Group (Pty) Ltd

Master Movers

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

EMPLOYMENT AGENCIES Afrizan People Intelligence (Pty) Ltd

Sanitech (A Division of Waco Africa (Pty) Ltd)

ZEDA Limited

Servest Hygiene (Pty) Ltd

RAIL, ROAD & FREIGHT TRANSPORT

Callforce Direct (Pty) Ltd DAV Professional Placement Group

SECURITY & ALARM SERVICES

E-Merge IT Recruitment CC

Afri Guard (Pty) Ltd

Express Employment Professionals (Pty) Ltd

Bidvest Protea Coin (Pty) Ltd

Avemel Logistics Bidvest International Logistics Bigfoot Express Freight (Pty) Ltd

Isilumko Staffing (Pty) Ltd

Command Security Services SA (Pty) Ltd

Bombela Operating Company

Manpower SA (Pty) Ltd

Elvey Security Technologies Inc.

C. Steinweg Logistics (Pty) Ltd t/a CSL

Mindcor (Pty) Ltd

Excellerate Security Services

Cargo Carriers Limited

Quest Staffing Solutions (Pty) Ltd

Fidelity ADT Security Group (Pty) Ltd

Crossroads Distribution (Pty) Ltd

T and T Academy (Pty) Ltd

G4S Secure Solutions SA (Pty) Ltd

DHL International (Pty) Ltd

iMvula Quality Protection (Africa) (KZN) (Pty) Ltd

Golden Arrow Bus Services (Pty) Ltd

ENVIRONMENTAL CONTROL

National Security & Fire (Pty) Ltd

Interwaste Holdings Limited

Omega Risk Solutions (Pty) Ltd

The Waste Group (Pty) Ltd

Securitas SA (Pty) Ltd

Tyrec (Pty) Ltd

Sihlomile Security Services (Pty) Ltd

ENVIRONMENTAL CONSULTANT TRANSPORT

Wallace & Green Consulting

AIRLINES, AIRPORTS & AIR CHARTER

ENVIRONMENTAL SERVICES Wallace & Green (Pty) Limited

Air Traffic and Navigation Services Company Limited

SafetyMate Eastern Cape (Pty) Ltd inspectorate Gazelle testing/ Bureau Veritas Gazelle (Pty) Ltd HFS Hydraulics (Pty) Ltd

Kuehne-Nagel (Pty) Ltd Maphikwana Group Pty Ltd Megafreight Services (Pty) Ltd Netstar (Pty) Ltd Onelogix (Pty) Ltd Savino Del Bene SA (Pty) Ltd

Sekunjalo Engineering Solutions (Pty) Ltd SONKE Resources and Energy (Pty) Ltd Super Group Holding (Pty) Ltd

Flysafair (Pty) Ltd

Swiftair International Cc t/a Swift Worldwide Logistics

CAR HIRE

Bidvest Steiner (Pty) Ltd

Bidvest Car Rental a division of McCarthy (Pty) Ltd

Bubbly Agent (Pty) Ltd

CMH Car Hire (Pty) Ltd

Enigma Cleaning Services CC

Europcar Southern Africa

Morena Corporate Services (Pty) Ltd

Phakisaworld Fleet Solutions (Pty) Ltd

Rentokil Initial (Pty) Ltd

Tempest Car Hire (Pty) Ltd

Kopano Bus Service Cc

Airports Company South Africa (SOC) Limited

CONTRACT CLEANERS & HYGIENE SERVICES

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KGB Holdings

EDITION

Transnet SOC Limited Value Group Limited Xeon Holdings (Pty) Ltd

SHIPPING & PORTS AMSOL - African Marine Solutions Maersk South Africa (Pty) Ltd

POST, PARCEL & COURIER

Old Mutual Insure Limited

Sebenza Forwarding & Shipping (Pty) Ltd

Ram Transport South Africa (Pty) Ltd

OUTsurance Life Insurance Company Limited

Sturrock Grindrod Maritime (Pty) Ltd Toll Global Forwarding (SA) (Pty) Ltd Transnet National Ports (Pty) Ltd

NON-CYCLICAL SERVICES

DSV South Africa (Pty) Ltd

Santam Limited

Aramex South Africa (Pty) Ltd Bidfreight Intermodal

OTHER INSURANCE

Value Group Ltd.

Elite Risk Acceptances (Pty) Ltd

Grindrod South Africa (Pty) Ltd

Icebolethu Group (Pty) Ltd

Turners Shipping (Pty) Ltd

MMI Holdings Limited

Rustgold Transport (Pty) Ltd

UTILITIES POWER & WATER ELECTRICITY SUPPLY & DISTRIBUTION ACTOM (Pty) Ltd Dupleix Liquid Meters (Pty) Ltd t/a DLM Eskom Holdings Limited M-tech Industrial NeXEnergy (Pty) Ltd

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Rennies Ships Agency (Pty) Ltd

DHL Global Forwarding SA (Pty) Ltd

LIFE ASSURANCE AVBOB Mutual Assurance Society

FINANCIAL BANKS

Discovery Life Ltd

BANKS

Liberty Holdings Limited

ABSA Bank Limited

Old Mutual Life Assurance Company South Africa Limited

African Bank Limited

Sanlam Limited

Firstrand Limited Nedbank Group Limited

INVESTMENT COMPANIES

Standard Bank Group Limited

African Equity Empowerment Investments Limited Allan Gray (Pty) Ltd

WATER SUPPLY & DISTRIBUTION

INSURANCE

Cognition Holdings Limited

Aquazania (Pty) Ltd

INSURANCE BROKERS

Coronation Fund Managers Limited

Blu Water Technologies (Pty Ltd)

Lion of Africa Insurance Company Limited

Growthpoint Properties Limited

De Watercare Solutions (Pty) Ltd T/A Watercare Solutions

Insurazo Risk Partners (Pty) Limited

Hosken Consolidated Investments Limited

FD Plumbing & Maintenance (Pty) Ltd

Indwe Risk Services (Pty) Ltd

Imbewu Capital Partners (Pty) Ltd

GCS Water And Environment (Pty) Ltd

INSURANCE NON-LIFE

Investec Limited

Johannesburg Water (Pty) Ltd

AON South Africa (Pty) Ltd

ISA Holdings Limited

KSB Company

Budget Insurance Brokers (Pty) Ltd

JSE Limited

Rand Water

Hollard Life Assurance Company Limited

The Water Corporation

Indequity Insurance Brokers (Pty) Ltd Mutual & Federal Insurance Company Limited

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Prescient Limited Trade Capital Finance (Pty) Ltd Vuwa Investments

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

HOLDING COMPANIES

CONSUMER FINANCE

Industrial Development Corporation of South Africa Limited (IDC)

Excellerate Real Estate (Pty) Ltd

ABSA Vehicle Management Solutions (Pty) Ltd

Mazi Asset Management (Pty) Ltd

Diners Club (SA) (Pty) Ltd

Royal Bafokeng Holdings (Pty) Ltd

Experian South Africa (Pty) Ltd

Texton Property Fund Limited

Masithuthuke Holdings (Pty) Ltd MMI Holdings Limited Siyanqoba Ngamandla Holdings (Pty) Ltd

TransUnion Credit Bureau (Pty) Ltd

SSG Holdings (Pty) Ltd

INVESTMENT BANKS

INFORMATION TECHNOLOGY

Novare Holdings (Pty) Ltd

COMPUTER HARDWARE

REAL ESTATE

MORTGAGE FINANCE

REAL ESTATE HOLDINGS & DEVELOPMENT

Finbond Mutual Bank (Pty) Ltd

Dipula Income Fund Limited

ACCOUNTING & CONSULTING

Growthpoint Properties Limited

BDO South Africa

Investec Property Fund Redefine Properties Limited SA Corporate Real Estate Fund

Dell Computers (Pty) Ltd Mustek Limited Rectron (Pty) Ltd Tarsus Distributions

Ernst & Young Incorporated

INFORMATION TECHNOLOGY SERVICE AND CONSULTING

KPMG South Africa (Pty) Ltd

Foursight IT (Pty) ltd

Mazars (Pty) Ltd

ICT-Works (Pty) Ltd

Vukile Property Fund Limited

Moshoeshoe Property Fund and Investment

In2IT Technologies (Pty) Ltd

PROPERTY AGENCIES

Motlanalo Chartered Accountants and Auditors Incorporated

Bono Property Group (Pty) Ltd

Mphazima Accounting (Pty) Ltd

Broll Property Group (Pty) Ltd

Nexia SAB&T (Pty) Ltd

Lerato M Real Estate

Nexia SAB&T (Pty) td

Moremi Space Africa

Ngubane and Company Management Consultants (Pty) Ltd

Redefine Properties Limited

PWC South Africa

VMQ Property Services (Pty) Ltd

SNG Grant Thornton Inc

SPECIALITY & OTHER FINANCE

Konica Minolta South Africa (Pty) Limited MBVIT (Pty) Ltd Muncho (Pty) Ltd Qualitative Innovative Solutions (Pty)Ltd RedM Professional Services (Pty) Ltd Reverside Software Solutions Pty Ltd

Vantage Advisory (Pty) Ltd

27Four Investment Managers (Pty) Ltd Delta Property Fund Limited

OTHER FINANCIAL

Futuregrowth Asset Management (Pty) Ltd

INVESTMENT ENTITIES

Rex Trueform Group Ltd

Business Partners Limited

Itec Finance (Pty) Ltd

Emira Property Fund

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KEI Solutions (Pty) Ltd

EDITION

SOFTWARE & COMPUTER SERVICES COMPUTER SERVICES 3DR Holdings (Pty) Ltd Adapt IT Holdings Limited Advancenet (Pty) Ltd

INTERNET

Alviva Holdings Limited

Datatec Limited

Aptronics (Pty) Ltd

Fastnet Limited

Axiz (Pty) Ltd

Internet Solutions

AYO Technology Solutions Limited

MTN Business Solutions (Pty) Ltd

BMI Techknowledge Group (Pty) Ltd CA Southern Africa (Pty) Ltd CEOS Technologies CHM Vuwani Computer Solutions (Pty) Ltd Concilium Technologies (Pty) Ltd Datacentrix Holdings Limited eNetworks cc EOH Consulting (Pty) Ltd EOH Microsoft Services (Pty) Ltd

GOVERNMENT ORGANISATIONS AND DEPARTMENTS CONSTITUTIONAL BODIES Auditor-General South Africa (AGSA) Commission for Gender Equality (CGE)

SOFTWARE Blue Turtle Technologies (Pty) Ltd

Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities

Boxfusion (Pty) ltd

Electoral Commission (IEC) of South Africa

Consnet (Pty) Ltd

Financial and Fiscal Commission (FFC)

Elvey Security Technologies (a division of Hudaco Trading (Pty) Ltd)

Independent Communications Authority of South Africa (ICASA)

Konica Minolta South Africa

Municipal Demarcation Board (MDB)

Reverside Software Solutions (Pty) Ltd

Pan South African Language Board (PanSALB)

Symplexity (Pty) Ltd

Public Protector South Africa

First Technology (Pty) Ltd

Technology Corporate Management (Pty) Ltd

Public Service Commission (PSC)

Khusela Solutions (Pty) Ltd

Tswelopele Technologies

South African Human Rights Commission (SAHRC)

Mustek Limited Nambiti Technologies (Pty) Ltd NTT DATA, Inc. PBT Technology Services (Pty) Ltd Pink Elephant South Africa IT Management (Pty) Ltd

WIRELESS TELECOM SERVICES Altech Radio Distributors (Pty) Ltd MTN Group Limited

Rocketseed (South Africa) (Pty) Ltd Sintrex Integration Services (Pty) Ltd Sizwe Africa It Group (Pty) Ltd Tarsus Distribution (Pty) Ltd Vukani Technologies (Pty) Ltd

.za Domain Name Authority (ZADNA) Academy of Science of South Africa (ASSAf) Accounting Standards Board (ASB)

Vodacom Group Limited

African Renaissance and International Cooperation Fund (ARF)

Cell C (Pty) Ltd

Agrément South Africa (ASA)

Pinnacle Micro (Pty) Ltd

Pitney Bowes Batsumi Enterprise (Pty) Ltd

PUBLIC ENTITIES

TELECOMMS SOLUTIONS

Agricultural Produce Agents Council (APAC)

Altron TMT SA Group (Pty) Ltd

Agricultural Research Council (ARC)

Boniswa Corporate Solutions (Pty) Ltd

Air Traffic and Navigation Services (ATNS)

Jurumani Solutions (Pty) Ltd

Airports Company South Africa (ACSA)

Liquid Intelligent Technologies (Pty) Limited

Alexkor SOC LTD

Vox Telecommunications (Pty) Ltd

Amatola Water Armaments Corporation of South Africa SOC Ltd (ARMSCOR) Blind SA Bloem Water

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Altron Bytes People Solution

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Boxing South Africa

Film and Publication Board (FPB)

Mnquma Municipality

Brand South Africa

Financial Intelligence Centre (FIC)

Mpumalanga Economic Growth Agency (MEGA)

Breede Valley Local Municipality

Financial Sector Conduct Authority (FSCA)

Municipal Infrastructure Support Agent (MISA)

Broadband Infraco

Frances Baard Municipality

National Advisory Council on Innovation (NACI)

Cape Winelands Municipality

George Municipality

Capricorn District Municipality

Government Employees Medical Scheme (GEMS)

National Agricultural Marketing Council (NAMC)

Castle Control Board

Government Employees Pension Fund (GEPF)

Central Energy Fund SOC Ltd (CEF)

Government Pensions Administration Agency (GPAA)

Centre for Public Service Innovation (CPSI)

National Archives and Records Service of South Africa (NARSSA) National Arts Council of South Africa (NAC) National Consumer Commission (NCC)

Government Printing Works (GPW)

National Consumer Tribunal (NCT)

Government Technical Advisory Centre (GTAC)

National Credit Regulator (NCR)

Health Professions Council of South Africa (HPCSA)

National Development Agency (NDA)

Housing Development Agency (HDA)

Companies and Intellectual Property Commission (CIPC)

National Economic Development and Labour Council (NEDLAC)

Human Sciences Research Council (HSRC)

National Electronic Media Institute of South Africa (NEMISA)

Companies Tribunal

Independent Development Trust (IDT)

National Empowerment Fund (NEF)

Compensation Fund (CF)

Independent Regulatory Board for Auditors (IRBA)

National Energy Regulator of South Africa (NERSA)

Competition Commission

Industrial Development Corporation (IDC)

National Film and Video Foundation (NFVF)

Competition Tribunal

Ingonyama Trust Board

National Gambling Board (NGB)

Construction Industry Development Board (CIDB)

Inkomati-Usuthu Catchment Management Agency (IUCMA)

National Health Laboratory Service (NHLS)

Council for Geoscience (CGS)

International Trade Administration Commission of South Africa (ITAC)

National Heritage Council South Africa (NHC)

Council for Medical Schemes (CMS)

InvestSA One Stop Shop

Council for Scientific and Industrial Research (CSIR)

National Home Builders Registration Council (NHBRC)

iSimangaliso Wetland Park

Council for the Built Environment (CBE)

Joe Gqabi Economic Development Agency

National House of Traditional Leaders (NHTL)

Council on Higher Education (CHE)

Judicial Inspectorate for Correctional Services (JICS)

Co-operative Banks Development Agency (CBDA) Commission for Conciliation, Mediation and Arbitration (CCMA) Community Schemes Ombud Service (CSOS)

Cross-Border Road Transport Agency (C-BRTA)

Land and Agricultural Development Bank of South Africa (Land Bank)

National Housing Finance Corporation SOC Ltd (NHFC) National Institute for the Humanities and Social Sciences (NIHSS) National Library of South Africa (NLSA)

Denel

Legal Aid South Africa

National Lotteries Commission (NLC)

Development Bank of Southern Africa (DBSA)

Lepelle Northern Water

National Metrology Institute of South Africa (NMISA)

Driving Licence Card Account (DLCA)

Magalies Water

National Nuclear Regulator (NNR)

Education Labour Relations Council (ELRC)

Mandela Bay Theatre Complex

Engineering Council of South Africa (ECSA)

Media Development and Diversity Agency (MDDA)

National Radioactive Waste Disposal Institute (NRWDI)

Eskom Holdings SOC Ltd

Mhlathuze Water

National Research Foundation (NRF)

Ethekwini Municipality

Mine Health and Safety Council (MHSC)

National Skills Fund (NSF)

Export Credit Insurance Corporation of South Africa SOC Ltd (ECIC)

Mintek

National Student Financial Aid Scheme (NSFAS)

National Regulator for Compulsory Specifications (NRCS)

National Youth Development Agency (NYDA)

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South African Veterinary Council (SAVC)

South African Council for Educators (SACE)

South African Weather Service

South African Council for Natural Scientific Professions (SACNASP)

Special Investigating (SIU)

Office of the Tax Ombud (OTO)

South African Council for Social Service Professions (SACSSP)

State Diamond Trader

Office of the Valuer General

South African Council for the Architectural Profession (SACAP)

State Information Technology Agency (SITA)

Onderstepoort Biological Products (OBP)

South African Council for the Landscape Architectural Profession (SACLAP)

Takeover Regulation Panel (TRP)

South African Council for the Project and Construction Management Profession (SACPCMP)

Technology Innovation Agency (TIA)

Office of the Ombud for Financial Services Providers (FAIS Ombud) Office of the Pension Funds Adjudicator (OPFA)

Overberg Water Board Passenger Rail Agency of South Africa (PRASA) Performing Arts Centre of the Free State (PACOFS) Perishable Products Export Control Board (PPECB) Petroleum, Oil and Gas Corporation of South Africa (PetroSA) Ports Regulator of South Africa President's Fund Private Security Industry Regulatory Authority (PSIRA) Productivity SA Property Practitioners Regulatory Authority (PPRA) Public Investment Corporation SOC Ltd (PIC) Quality Council for Trades and Occupations (QCTO) Railway Safety Regulator (RSR) Rand Water Randburg Chamber of Commerce and Industry (RCCI) Road Accident Fund (RAF) Road Traffic Infringement Agency (RTIA) Road Traffic Management Corporation (RTMC) Sasria SOC Ltd SENTECH SOC Small Enterprise Development Agency (SEDA) Small Enterprise Finance Agency (SEFA) Social Housing Regulatory Authority (SHRA) South African Airways (SAA) South African Board for Sheriffs South African Broadcasting Corporation SOC Limited (SABC) South African Bureau of Standards (SABS)

South African 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 AFRICA’S TOP EMPOWERED COMPANIES

South African Civil Aviation Authority (SACAA)

Office of Health Standards Compliance (OHSC)

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)

South African National Parks (SANParks) South African National Space Agency (SANSA) South African Nuclear Energy Corporation (NECSA)

Department of Basic Education (DBE) Department of Communications and Digital Technologies (DCDT) Department of Cooperative Governance (DCoG) Department of Correctional Services (DCS)

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

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)

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Department of Human Settlements (DHS)

SIOC Community Development Trust

Public Servants Association of South Africa

Department of International Relations and Cooperation (DIRCO)

Small Enterprise Foundation

Seda Ethekwini

Department of Justice and Constitutional Development (DoJ&CD)

Telkom Foundation

Siyabonga Africa

Department of Military Veterans (DMV)

The Unlimited Child

Sonke Gender Justice Network

Department of Mineral Resources and Energy (DMRE)

Tshepiso Mokoena Foundation (TMF)

South African Association of Veterinary Technologists

Department of Planning, Monitoring and Evaluation (DPME)

Vodacom Foundation

South African Institute for Entrepreneurship

Department of Police (SAPS)

Youth Bridge Trust

South African Institute of Black Property Practitioners - SAIBPP

Department of Public Enterprises (DPE)

Zenex Foundation

South African Institute of Race Relations

Department of Public Service and Administration (DPSA)

COMPANIES & ORGANISATIONS

Department of Public Works and Infrastructure (DPWI) Department of Science and Innovation (DSI)

Africa Bio

Department of Small Business Development (DSBD)

Business Against Crime South Africa

Department of Social Development (DSD)

Business Unity South Africa (Busa) Cape Chamber of Commerce and Industry

Department of Sport, Arts and Culture (DSAC) Department of Tourism (DT)

Centre For Early Childhood Development Npc

Department of Trade, Industry and Competition (the dtic)

Cotlands

Department of Traditional Affairs (DTA)

Durban KwaZulu-Natal Convention Bureau

Department of Transport (DOT)

Federated Hospitality Association of South Africa

Department of Water and Sanitation (DWS)

Independent Examination Board

Department of Women, Youth and Persons with Disabilities (DWYPD)

Independent Municipal & Allied Trade Union - Imatu Mimi Women

NON-GOVERNMENT ORGANISATIONS

National Arts Council of South Africa

FOUNDATIONS

National Gambling Board

Dell Development Fund

National Home Builders Registration Council

Financial Sector Transformation Council

National Small Business Chamber

Good Work Foundation

Nelson Mandela Bay Science and Technology Center

Naspers Labs

Nelson Mandela Institute for Education and Rural Development

National Film and Video Foundation

Ntataise ECD Network

National Research Foundation

Ombudsman for Banking Services

Road Accident Fund

Potatoes SA

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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

Letaba TVET College

Henley Business School

Lovedale TVET College

IMM Graduate School of Marketing

Majuba TVET College

Milpark Business School (Pty) Ltd

Maluti TVET College

Regent Business School

Mnambithi TVET College

UNISA Graduate School of Business Leadership

Mopani South TVET College

University of South Africa Graduate School of Business Leadership (UNISA SBL)

Motheo TVET College

University of Stellenbosch Business School (USB)

Mthashana TVET College

Wits Business School

Nkangala TVET College

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)

Northern Cape Rural TVET College

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

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

GRADUATE SCHOOLS

Northern Cape Urban TVET College Northlink TVET College

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)

Orbit TVET College Port Elizabeth TVET College

Food and Beverage Manufacturing Industry Sector Education and Training Authority (FoodBev SETA)

Sedibeng TVET College Sekhukhune TVET College

Health and Welfare Sector Education and Training Authority (HWSETA)

South Cape TVET College South West Gauteng TVET College Taletso TVET College

Insurance Sector Education and Training Authority (Inseta) Local Government Sector Education and Training Authority (LGSETA)

Thekwini TVET College

Manufacturing, Engineering and Related Services Sector Education and Training Authority (merSETA)

Tshwane North TVET College Tshwane South TVET College

Media, Information and Communication Technologies Sector Education and Training Authority (MICT SETA)

Umfolozi TVET College Umgungundlovu TVET College

Mining Qualifications Authority (MQA)

Vhembe TVET College

Public Service Sector Education and Training Authority (PSETA)

Vuselela TVET College

Safety and Security Sector Education and Training Authority (SASSETA)

Waterberg TVET College West Coast TVET College

Services Sector Education and Training Authority (SSETA)

Western College for TVET

King Hintsa TVET College

Transport Education Training Authority (TETA)

King Sabata Dalindyebo TVET College

SETAS

Lephalale TVET College

Agricultural Sector Education and Training Authority (AgriSETA)

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Wholesale and Retail Sector Education and Training Authority (W&RSETA)

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31 JULY - 1 AUGUST SANDTON CONVENTION CENTRE

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C O N F E R E N C E

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t 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.

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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

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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

MEET OUR TITANS OF

SPEAKERS

“EMPOWERMENT THROUGH BOLD TRANSFORMATION”

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

Jacky Molisane

Acting Director-General, Department of Employment and Labour

Kershini Govender

Executive Head: Transformation Nedbank

Ciko Thomas

Group Managing Executive: Personal & Private Banking, Nedbank

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Brought to you by

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.

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Bongiwe Kunene

SPEAKERS

“EMPOWERMENT THROUGH BOLD TRANSFORMATION”

Dr. Simamkele Dlakavu Research Fellow, Nelson Mandela University Centre for Women and Gender Studies & Executive Director, Dlakavu Impact Strategies

Asanda Luwaca Chairperson, National Skills Authority

Managing Director, Banking Association South Africa

Prof. Kwazi Majola Associate Professor, University of Limpopo

Ravi Naidoo CEO, Youth Employment Service (YES)

Tsholo Mogotsi Chief Partnerships Officer, Youth Employment Service (YES)

Thuli Maboe Africa: Corporate Citizenship Lead, Accenture

Tshegofatso Rakwena Youth Entrepreneur & Founder, Tshegosview

Aliou Maïga Regional Industry Director, Financial Institutions Group, Africa, IFC

Yolandi Venter Chairperson, Association of B-BBEE Professionals & CEO of the B4i Economic Empowerment Division, within The B4i Project

Stanley Grau Deputy Chairperson, Association of B-BBEE Professionals & Managing Director, MSCT BEE Services

Nkosinathi Ndlovu CEO, South African Disability Development Organisation

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Brought to you by

Meisie Nkau CEO, AFROSAI‑E CEO, AFROSAI‑E

Kaz Chetty Business Manager, Bradshaw Le Roux Consulting

Monde Ndlovu Managing Director, Black Management Forum (BMF)

Matoti Buthelezi Group Chief Executive, National Executive Economic Collective(NEXEC)

Mpho Phaloane Executive: Accreditation, South African National Accreditation System

Oletilwe Ramashala Head of Business Development & Strategic Partnerships, Sanlam

Candice Moodley

Eteboheng Llale Vice President Finance, Merchants

Vice President Finance, Merchants

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Corporate Services Executive, Corporate Services Executive, EWSETA EWSETA

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Livhu Mukhithi Director: Policy & Institutional Management, Department of Trade, Industry and Competition

Cllr Eunice Mgcina MMC: Development Planning, City of Johannesburg Metropolitan Municipality

Portia Mogale Managing Executive: Human Capital, Sanlam & Chairperson of Sanlam’s Women Network

Nazeem Hendricks Senior Finance Specialist, Jobs Fund, National Treasury

SPEAKERS

“EMPOWERMENT THROUGH “EMPOWERMENT THROUGH BOLD TRANSFORMATION” BOLD TRANSFORMATION”

South Africa

Margret Molefe Executive Deputy Chairperson, South Executive Deputy Chairperson, South African African BRICS Youth(SABYA) Association BRICS Youth Association

Chief Financial Officer, FASSET Chief Financial Officer, FASSET SETA SETA

Zakariya Alli

Alveena Pillay Executive: Strategic Partnerships, Executive: Strategic Partnerships, iME iME

Kabelo Ncholo Founder and CEO, Y-Brand Founder and CEO, Y-Brand

Cllr. Kenalemang Phukuntsi Executive Mayor, Tswelopele Local Executive Mayor, Tswelopele Local Municipality Municipality

Lerato Bodibe Founder of ROCVEST Founder andand CEO CEO of ROCVEST Systems

Executive Manager: Compliance, Executive Manager: Compliance, B-BBEE Commission B-BBEE Commission

Katlego Magoro Chief Operations Officer, National Bargaining Council for the Private Security Sector (NBCPSS)

Lerato Seriba Head of Learning & Development and BBBEE, G4S Secure Solutions

Mbali Tshabalala BBBEE Transformation Manager, BBBEE Transformation Manager, Sanofi Sanofi

Lerisha Naidu Managing Partner, Baker McKenzie Managing Partner, Baker McKenzie South Africa

(SABYA)

Rachel Malatji

Systems

Mmatlou Sebogodi Chief Financial Officer, PSIRA

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Cllr Nomvuyo Mposelwa National Chairperson, SALGA Women’s Commission & Executive Mayor of Joe Gqabi District Municipality

Azola Mayekiso CEO, National Housing Finance Corporation (NHFC)

Kabelo Rankoane PPS Foundation Bursary Recipient

Prudence Selani Head of External Affairs, Sanofi South Africa

Erin-Jane Miller CEO & Executive Producer, Recode Media and Reigning Mrs SA Queen

Taelo Mojapelo CEO, bp Southern Africa

Kume Luvhani Co-Founder & Executive Director, Vaxowave

Sinikeziwe Tshobisa Youth Entrepreneur & Co-Founder, Kfox 2nd Couture Board Couture

Erosha Govender CEO, Diversifi and Director, Alternative Prosperity Holdings & AP Foundation

Tshegetsang Sebeela Chief Executive Officer, TEG

Lindiwe Buthelezi Senior Manager:Legal Services, IDC

Xanthea Limberg Senior Manager:Legal Services, IDC

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31 JULY 2025 | S ANDT ON CONVENTION CENTRE

The Judges •NEDBANK OLIVER TOP EMPOWERMENT AWARDS 2025•

KHENSANI NOBANDA

BERENICE LUE MARAIS

CARINA WESSELS

Group Executive, Group Marketing and Corporate Affairs: Nedbank

Deputy Chairperson: The BLM Company

Executive Governance, Legal, Compliance and Sustainability: Alexander Forbes

GUGULETHU “GUGU” NDEBELE

CHRISSY DUBE

DIONNE KERR

Programme Head: Governance Insights & Analytics, Good Governance Africa - Good Governance Africa

Founder and Chief Executive Officer: Siyakha Consulting

Executive Director: Oprah Winfrey Leadership Academy for Girls

JOY-MARIE LAWRENCE

ANDREW TSURO

PARMI NATESAN

Founding Director: Boardvisory

Managing Director: The eHub

Chief Executive Officer: Institute of Directors in South Africa (IoDSA)

Meet our esteemed judges, respected industry experts and thought leaders, responsible for evaluating and honoring your outstanding achievements in empowerment & transformation.

PRECIOUS GONDWE

ZINHLE THUPANA

SUMMER CLIFFORD KOTZÉ

Founding Partner and CEO: Precious & Partners

Group Executive: CEF

Content Creation Manager and Photographer: Jenna Clifford

ASHIKA KIRPAL

GAVIN FITZMAURICE

LESEGO CHARLIE

Director: Transformation and Naspers Labs - Naspers

Managing Partner: Webber Wentzel

Head of Communications: VISA

THANDI KUNENE

WEZI KHOZA

ZANDILE MPOSELWA

Head: Corporate Affairs and Engagement South Africa - L’Oréal

Past Board Chairperson of CHIETA and NonExecutive Director: Chemical Industries Education and Training Authority (CHIETA)

Corporate Affairs Director: Kellanova

MEET THE WINNERS

The Awards • W I N N E R S

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The Awards • W I N N E R S

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60 | Public Sector Leaders | September 2025

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C-SUITE DELEGATES | GOVERNMENT OFFICIALS

Hon. Inkosi Mzamo Buthelezi, Minister of Public Service & Administration

Public Sector Leaders | March 2026

CORPORATE SHOWCASE COUNTERS

S U M M I T

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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

March 2026 | Public Sector Leaders

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