Standard Bank Top Women Leaders | 18th Edition

Nozicelo Ngcobo Director: Public Affairs, Communications & Sustainability (PACS) Coca-Cola Beverages South Africa

THOUGHT LEADERSHIP

TOP WOMEN ACROSS THE BOARD

BRINGING SCIENCE TO SOCIETY

Simone Cooper Head: Business & Commercial Banking, Standard Bank, South Africa

Dr Phumzile Mlambo-Ngcuka Chancellor of the University of Johannesburg

Meet nuclear physicist Senamile Masango

S TA N D A R D B A N K TO P WO M E N L EAD ER S

1

2

STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S

3

16

32 STANDARD BANK EXECUTIVES

16

14 UPFRONT

8 10 13 14 4

CONTRIBUTORS AND CREDITS

19 22 26

FEATURED CLIENTS

STANDARD BANK TO P W O M EN LEADERS

NOMONDE HLONGWA Inspiring change: Empowering women in the workplace ANNE ALIKER Embracing challenges: Lessons from a financial trailblazer THANDEKA GOBA Resolute and Resilient: Thandeka Goba’s path to success

COVER STORY

EDITOR’S LETTER FOREWORD Margaret Nienaber, Chief Operating Officer, Standard Bank Group

SIMONE COOPER Rising above the noise to empower women in leadership

32

NOZICELO NGCOBO Coca-Cola Beverages South Africa’s PACS Director is inspiring the next generation

19

64 72 THOUGHT LEADERSHIP

56 60 64 68 72 76 80 84

ITUMELENG MONALE Women: A powerful force for climate change DR JUDY DLAMINI UN Sustainable Development Goal 10 is not achievable without addressing horizontal inequality DR SHIRLEY ZINN The changing world of leadership SANDY CARTER Women in Africa are shaping Web3 GENEVIEVE MANNEL How technology has impacted women’s health FATIMA COLLINS The changing role of women in mining - South Africa and globally LEANNE EMERY HUNTER Empowering SA’s young women can transform our nation NATIONAL GBVF STRATEGY What are we doing to end the brutality?

60

56

AWARD WINNERS

104 106 108 110 112

HON. NALEDI PANDOR Standard Bank Top Women Lifetime Achiever ROSE KAMENE GICHUKI Standard Bank Top Women Internal Award Winner NOMAZIBULO TSHANGA Standard Bank Top Entrepreneur of the Year PRECIOUS NALA Standard Bank Top Women Young Achiever of the Year NESTLÉ Standard Bank Top Women Business of the Year S TA N D A R D B A N K TO P WO M E N L EAD ER S

5

136

TOP WOMEN ACROSS THE BOARD

134 136 138 140 142 144 146 148

DR PHUMZILE MLAMBO-NGCUKA Chancellor of the University of Johannesburg MAMONGAE MAHLARE “You don’t need to be raising capital to build a store” KIMBERLEY TAYLOR Founder of game-changing tech firm Loop

MARJORIE SAINT-LOT How Uber is empowering women in Africa

178 180 182 184 186 “

188 190

6

TIPS & ADVICE

BERTINA ENGELBRECHT A powerhouse at the forefront of gender empowerment

206

DR NTHABISENG MAUDE MTHETHWA “I’ve made my mark in the twenty three years as a civil servant”

208

TSHEGOFATSO SIBAMBATO Engineering a career

INTERVIEWS

176

134

DR CAROLINE PULE Paving the way for inspiring women in STEM

ALLISON AMARACHUKWU Somewhere between an entrepreneur and a doctor MADELEIN BARKHUIZEN What are the keys to high performance?

212 214 216 218

SENAMILE MASANGO Bringing science to society

222

KATIE MOHAMED CEO of BrandFusion and Founder of W-Suite

224

RACHELLE BEST It’s good to play it safe

226

ROSHANA BURNETT Marketing matters!”

TARRYN KNIGHT Changing gear in the automotive industry MARINA CONSTAS Bringing more women into the property industry Standard Bank Group

STANDARD BANK TO P W O M EN LEADERS

180

A SURVIVAL GUIDE FOR NEW LEADERS 5 strategies to help you navigate your first six months ENTREPRENEURSHIP 10 nuggets of advice for your business MEET DEANNE CHATTERTON Team building and talent retention RESILIENCE AND READINESS A coaching culture for a resilient business NAILING YOUR NEXT BROADCAST INTERVIEW Being nervous is normal EDUTECH What you need to know about scaling up your edtech startup THE SWEET SPOT Finding the balance between business and family WORK-LIFE Relax as hard as you work TAKING CARE OF YOURSELF Investing in your mental wellbeing

AT THE BACK

258 274

STANDARD BANK TOP WOMEN CONFERENCE & AWARDS Post-Event Report 2022 INDEX South Africa’s Top Gender Empowered Companies

S TA N D A R D B A N K TO P WO M E N L EAD ER S

7

C on t rib u to rs

8

STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S

9

Abella Group..........................................................................241

MMC Business Solutions.......................................................234

At Play Solutions ...................................................................229

Motlanalo Chartered Accountants & Auditors ........................254

Bizmod Consulting.................................................................155

Mpumalanga Department of Culture, Sport & Recreation .....101

BLH Mining ............................................................................247

MSC Cruises ........................................................................... 9

Blue Label Telecoms ...............................................................96 BTE Renewables ...................................................................231 CAMAF Medical Scheme ........................................................86 Cape Town International Convention Centre ..........................150 Chemical Industries Education & Training Authority ................48 Coca-Cola Beverages South Africa .........................................32 CynoTech...............................................................................126 ECA Consulting .....................................................................239 Elite Wealth Assets Insurance .................................................94 Flair Accounting .....................................................................253 Fluidrock ..................................................................................89 Freightmore ...........................................................................202 FSTC .....................................................................................242 FTTx and Energy Warehouse ...............................................248 Gauteng City College ............................................................172 Gold Fields ............................................................................164 Graham Beck ... ..........................................................................43

MUA Insurance Acceptances................................................... 11 Nautical Underwriting Managers ...........................................249 NERSA .................................................................................. 119 Nexia .....................................................................................123 Northam Platinum Holdings .....................................................90 NXT Marketing.......................................................................235 Omi Solutions ........................................................................245 Organon................................................................................. 114 Parliament Budget Office of the Republic of South Africa .....198 Petroleum Agency South Africa ...............................................98 Premier FMCG ........................................................................44 Quantum Leap Investments 656 ...........................................196 Rae & Associates ..................................................................166 RCS Group ............................................................................124 RPB Electro Technical Services ............................................232 SALGA...................................................................................192 SANBI ......................................................................................92

Harmony Gold .......................................................................170

Sefako Makgatho Health Sciences University .........................12

Health IQ Consulting .............................................................237

SHA Risk Specialists .............................................................228

HJV Attorneys ........................................................................233

Shomang Brokers ..................................................................255

ICAS Southern Africa.............................................................158

Soul City Institute...................................................................251

JEEHU ...................................................................................246

South African Civil Aviation Authority .....................................250

Johnbak Solutions .................................................................238

Sprinthive...............................................................................165

Jones Lang LaSelle South Africa.............................................52

Spur Corporation ................................................................... 116

JRS Solutions ........................................................................243

Sun International ...................................................................131

Kellogg South Africa ..............................................................199

SystemicLogic Group ............................................................201

KIA South Africa.....................................................................128

The Colleges of Medicine of South Africa..............................160

Kopano Bus Services ............................................................252

The Particle Group ................................................................120

KPH Quantity Surveyors........................................................163

Uber..................................... ......................................................7

Kula Partners .........................................................................127 Liquid Telecommunications ...................................................154 Lungile Mtiya Consulting .......................................................230 M & C Consulting Engineers .................................................236 Maersk South Africa ..............................................................167 Maisha Social Solutions ........................................................200

Umqhele Legal Consultants ..................................................194 University of Mpumalanga .....................................................168 VEA Road Maintenance & Civils ...........................................244 Wunderman Thompson .........................................................125 Xlink .......................................................................................130 Yanda Consulting ..................................................................156

Masego Consulting ................................................................162

Zeda ........................................................................................38

Masina Attorneys ...................................................................240

Ziyana Group .........................................................................152

MGI RAS ...............................................................................157

10 STANDARD BANK TO P W O M EN LEADERS 10 S TANDA RD BA NK TO P W O MEN LE A DERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S

11

12

STANDARD BANK TO P W O M EN LEADERS

EDI TOR’S L ET T ER

Editor’s Letter Le tter I am writing this as El Niño sets in, for what seems like the beginning of a long, hard, wet winter in Western Cape, South Africa – and the face masks that are present in every pocket of my coats are a reminder of the COVID nightmare which seems like a lifetime ago, but in reality was in full force just last year.

The severity of our winter and what happens globally, climatewise, is impacted by the warming temperatures of the central and eastern Pacific Ocean – currently (pun intended) they are off the charts. Everything is connected.

And whilst the planet experiences extreme weather events such as drought, famine, floods and wildfires brought about by climate change, in South Africa we have our own societal extremity in the brutality and tragedy of gender-based violence and femicide which continues to maim and destroy lives and families. In the first three months of 2023, 10 512 women were raped, 1 485 attempted murders of women were reported, 969 women were killed and over 15 000 women were assaulted* – and we simply don’t know how many remain unreported -hidden in a vault of trauma and despair. In his SONA address this year President Ramaphosa, when referencing the GBVF scourge, confirmed the economic empowerment of women as one of the many avenues required to systemically eradicate this pandemic, which, unlike COVID, continues unabated.

The genesis of the Standard Bank Top Women Leaders publication was to encourage and foreground gender empowerment by celebrating women-led business success, providing inspiration to the many female entrepreneurs out there seeking role models and advice. The 18th edition carries on this important tradition - and packed into these pages you will find a cornucopia of tenacity, resilience, courage, compassion and inspiring stories of how to rise above the noise from women across the board.

Our Foreword is penned by Standard Bank Group Chief Operating Officer, Margaret Nienaber, who puts it so well when she says: “Uplifting and including women in business at every level is key to leveraging Africa’s fast-growing population for sustainable development and the establishment of general prosperity”. Standard Bank Executives Simone Cooper, Nomonde Hlongwa, Anne Aliker and Thandeka Goba contribute in-depth articles on leadership, empowering women in the workplace, embracing challenges and resilience. *Police Minister Bheki Cele, 30 May 2023 - South African Police Service crime statistics

Nozicelo Ngcobo, Director: Public Affairs, Communications and Sustainability, Coca-Cola Beverages South Africa (CCBSA), graces the front cover and we celebrate her journey and that of CCBSA MD Velaphi Ratshefola in the lead story.

The Thought Leadership section includes important pieces on wide-ranging topics written by Itumeleng Monale, Chief Operating Officer of the JSE; Dr Judy Dlamini, Chairperson of the GBV Response Fund; Dr Shirley Zinn, CEO of Shirley Zinn Consulting; Fatima Collins, Chairperson of the Women in Mining initiative at Sibanye-Stillwater; Sandy Carter, COO and Head of Business Development at Unstoppable Domains; Genevieve Mannel, Chief Digital Officer, Cipla South Africa; and Leanne Emery Hunter, COO at YES. Celebrating success, we look at a selection of the Standard Bank Top Women Award winners – and to further showcase the exciting achievements of empowered women in different sectors please enjoy the Top Women Across the Board and subsequent Interviews sections. The Tips and Advice segment contains useful articles on topics such as a survival guide for new leaders, team building, coaching, worklife balance and mental wellbeing. And, finally, to complete the magazine, there is the all-important index of gender empowered companies.

This jam-packed edition would not have been possible without our fabulous A team: Director, Van Fletcher; Assistant Editors Koketso Mamabolo and Sinazo Mkoko; Designers, Tashwell Brown, Nasreen Emeran and Candace Lombard; and Traffic Manager, Daniël Bouwer.

We hope you enjoy the read as much as we did putting it together.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 13 STANDARD BANK TO P W O MEN LEADERS 1 3

M ar g are t N i e n abe r 14

STANDARD BANK TO P W O M EN LEADERS

FO R EW O R D

W

W E HOPE T HAT, WHEN YOU PICK UP T H I S PU BLICAT ION, YOU ARE WELL, AND AR E W E A R I NG T HE ‘RIGHT SHOES FOR T H E R I GH T O CC ASION, AND NOT T RYING T O FI T I NT O SOM EONE ELSE’S SH O ES’ .

e hope that, when you pick up this publication, you are well, and are wearing the ‘right shoes for the right occasion, and not trying to fit into someone else’s shoes’.

The reference above, from Nolitha Fakude, author of Boardroom Dancing, inspired us as we put together this edition.

I have always believed in the power of diversity, in every sense of the word. For us at Standard Bank it is not only about gender diversity, race diversity or cultural beliefs. It is also about diversity of thinking and embracing those at the table who bring their unique and authentic voice to the conversation.

Those who are brave enough to challenge, strong enough to have a minority view, and determined to change the world for the better, for generations to come. Those are the people who will help us get a richer perspective and get us to the best solution. For us as leaders, it is our responsibility to embrace the unique qualities of everyone at the table.

Standard Bank decided to partner with a progressive platform such as Topco Media because we understand the value of inclusivity and diversity in an organisation’s future in relation to sustainability.

Through our decade-long partnership with Topco, South Africa’s fastest-growing platform for women who lead, we aim to motivate new leaders and drive inclusion, equal opportunity, and women empowerment across the globe. We do this through the Standard Bank Top Women Awards, an initiative of Topco, which is helping drive Africa’s growth through empowering women leaders and entrepreneurs at every level.

As a Proudly African Financial Services Organisation, we believe that women’s businesses are vital to unlocking Africa’s economic future. Standard Bank’s purpose is to drive Africa’s growth, and the intention is to ensure that we are driving sustainable and inclusive growth. Promoting women’s rights and empowering them is key to supporting this purpose. We see gender equality as both a fundamental human right and a business imperative.

In 2018, we set ambitious targets for the representation of women in leadership positions and our latest reporting period evidenced commitment to these targets.

As we stand today, women comprise 57% of our total employee complement, with 44% of managers in revenue-generating functions. At a Group Board (SBG) level 28% of our board members are female, ably led by our first woman Chairman, Ms Nonkululeko Nyembezi.

While acknowledging the progress that we have made as an organisation, we also recognise that building empowered

businesses doesn’t stop at closing the gender gap. We know that true diversity is realised when people are empowered to lean in. This only happens when businesses create spaces that embrace a diversity of thought.

Events such as the Standard Bank Top Women Awards are an incredible way to honour and applaud the outstanding leadership in organisations that play a role in advancing women to the forefront of the economy. These are usually organisations with leaders who embrace other women at the table who bring their unique and authentic voice to the conversation - especially those not afraid to ask, “Are you sure? How about a different perspective?” Or plain, “No, that’s not a good idea ” - all from a place of love and a culture of trust.

Uplifting and including women in business at every level is key to leveraging Africa’s fast-growing population for sustainable development and the establishment of general prosperity. The Standard Bank Top Women Awards are critical to realising this vision. By celebrating what we want, we can achieve more - for our continent and ourselves.

Nora Roberts said “If you don’t go after what you want, you’ll never have it.

If you don’t ask, the answer is always no.

If you don’t step forward, you’re always in the same place”.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

15

Rising Above the Noise to empower women in leadership

Simone Cooper

16

STANDARD BANK TO P W O M EN LEADERS

“ L E T U S ‘RISE ABOVE T HE NOISE’ AN D SH AP E TH E W ORLD FOR OUR FUT URE DAUGH T ER S. ”

S

imone Cooper, a seasoned professional in the financial services sector, has carved a remarkable career path at Standard Bank by rising above the noise and breaking barriers along the way. With her strong leadership, resilience, and commitment to empowering women, Simone has not only achieved personal success but has also had a significant impact on the company’s success and the advancement of women in the workplace.

Simone’s introduction to the financial services sector was not by design but rather a fortuitous discovery. While studying Commerce at university, she was drawn to Standard Bank’s renowned graduate programme. This decision set the stage for a diverse and fulfilling career within the institution with roles spanning the consumer and business banking segments and risk management.

These experiences have exposed her to the complex problems faced by African businesses and the challenging environments they operate within.

Through fresh thinking and innovative solutions, Simone has honed her skills as a problem solver, critical thinker, and integrator, while developing resilience in the face of adversity.

“To rise above the noise and get to where I am today in my career, took resilience.

I understood early on that working for a financial institution is no easy feat, we

operate in a very challenging environment that could become overwhelming; however, with the right mindset and attitude, you learn to build resilience and keep going. No matter the challenge, you rise to the occasion to try and find a solution”.

RISING ABOVE THE NOISE For Simone, rising above the noise means overcoming negativity and transforming the seemingly impossible into reality. She has applied this mindset throughout her career, understanding that the financial services industry, with its strict regulatory environment and myriad of challenges, requires unwavering resilience. Simone believes that it is particularly important for women in leadership positions to rise above the noise because they are often underestimated due to gender biases.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

17

By refusing to let negativity and assumptions hold them back, women can unlock their true potential and contribute their incredible creativity and innovation to the world.

In Simone’s view, rising above the noise in the context of empowering women in the workplace involves dispelling biased beliefs about women’s capabilities as leaders. By providing support and creating opportunities for women, organisations can empower them to achieve outstanding results, thereby challenging the narrative and promoting equality. Simone has personally witnessed the benefits of having empowered women in her organisation.

The most successful organisations embrace diversity, and empowering women brings unique perspectives, fresh thinking, and innovative solutions to the table. With women in leadership roles, Standard Bank has built a competitive advantage, attracting and retaining significant market share.

“I think it’s most important for women in leadership to “rise above the noise” since women are often underestimated due to our inherent “softness and compassion” that is wrongfully assumed to be a weakness. It’s actually one of our greatest strengths, but if women let the negativity and those kinds of assumptions get to them, then they will never realise their true potential and what they are capable of.”

VULNERABILITY AND EMPATHY IN LEADERSHIP Vulnerability and empathy, according to Simone, play crucial roles in effective leadership. To create a successful team that is collectively focused on a common purpose, trust among team members is

18

To young women embarking on their careers, Simone advises them not to be afraid to carve their own paths and break the mould. Bravery and embracing unique perspectives are key to achieving great things in life.

essential. Simone fosters this trust by demonstrating vulnerability and empathy in her own leadership style. By being transparent, and seeking different perspectives, she cultivates an environment where every team member feels comfortable and valued. This approach allows for the effective leveraging of each team member’s strengths, leading to optimal performance and the achievement of Standard Bank’s purpose of driving Africa’s growth.

“Excellent leadership is all about getting the best out of people and enabling individuals to come together and work as a team, collectively focused and driven to achieve a common purpose. To me, vulnerability and empathy are traits that build the foundation of trust which results in effective teamwork. If individuals do not feel safe to be vulnerable and trust their colleagues, then they will not contribute wholeheartedly and work as a unit.”

ADVICE TO YOUNGER WOMEN Reflecting on her own journey, Simone would advise her younger self to be kinder and less self-critical. While competitiveness and striving for excellence are important, it is equally important to learn from others and recognise that not being the best at everything is acceptable.

STANDARD BANK TO P W O M EN LEADERS

For women aspiring to leadership roles in male-dominated industries, Simone encourages them to believe in themselves, invest in their own development, and not be swayed by prejudiced opinions. By focusing on their ambitions, drowning out negativity, and proving their capabilities, women can earn their place as leaders and gain the respect of their male counterparts. In doing so, they pave the way for future generations of women leaders.

“There are many women who have come before us and helped change the way women are viewed and treated over time. We have earned our seat at the table, and young women should never be afraid to break the mould, speak up and do things differently.”

Simone Cooper’s journey serves as a powerful testament to rising above the noise, embracing diversity, and empowering women in leadership.

Through her resilience, compassion, and determination, Simone has become a role model and catalyst for positive change within Standard Bank and the financial services industry.

“Women have so much to offer, and if we let the nay-sayers win then we do a huge disservice to the teams we lead, to our country and to our continent. Let us ‘rise above the noise’ and shape the world for our future daughters.”

Inspiring change

No m o n d e Hlongwa

S TA N D A R D B A N K TO P WO M E N L EAD ER S

19

“YO U ’V E G O T TO FOCUS ON T HE INNER GAM E, T H E INNE R MI N D , A N D THAT IS SOM ET HING YOU HAV E T O CONSTANT LY BUI L D . ”

N

omonde Hlongwa, Chief Compliance Officer at Standard Bank’s Business and Commercial Banking division, is a woman who has led an anomalous path to reach the top echelons of leadership in the finance industry. An admitted attorney by profession, she’s traversed roles from internal audit to regulatory specialist.

She shares her insights on overcoming toxic positivity, raising your inner game and being vulnerable. This distilled on her journey to becoming an exceptional woman leader.

“When you’re younger, sometimes you go through a moment of questioning, ‘Where do you see yourself’? Standard Bank has been the biggest opportunity for me. It has really allowed me to craft my own path.”

RISING ABOVE THE NOISE Nomonde’s early years instilled a strong sense of self-confidence, often inspired by the resilience of the women around her.

Self-belief is a core theme that resonates throughout her career journey. For her rising above the noise is fundamentally about overcoming the idea that you’re not enough.

20

“Sometimes you don’t always see yourself in the light that others may necessarily see you in. Overcoming and rising above that internal noise in your own mind is vital.

That is the first battle that one needs to win as a woman, for you to rise.”

She believes that it is crucial that young women, especially, internalise the fact that they belong in the corporate space. They must believe that they’re capable of rising if they apply themselves, and acknowledge that there will be noise.

“We often focus on technical skills and expertise and we think that alone is going to help us rise. You’ve also got to focus on the inner game, the inner mind, and that is something you have to constantly build. We live in an age where we are bombarded by a culture of positivity – that everything is fantastic and we should be grateful because it could have been more dire – and I find it has the opposite effect.

When you’re going through a hard time, lean into that moment of hardship and take it for what it is.”

It’s not only imperative that women in leadership rise above the noise but do so in a very visible and unapologetic way.

LESSONS FROM A WOMAN LEADER Nomonde candidly shares the challenges she has faced on her leadership journey.

These challenges include battling imposter syndrome, and confronting preconceived notions about her capabilities. However, she credits her strong network of women allies for providing the support and encouragement necessary to overcome these obstacles.

STANDARD BANK TO P W O M EN LEADERS

Their collective strength, resilience, and positivity inspire her to embrace self-belief, challenge internal barriers, and foster a culture of support and empowerment.

“I am also inspired by the women in my life who have helped me along the way, even if they are not in high-profile positions.

These women have taught me how to carry myself with integrity and grace, both in the corporate world and in life. I call them my unsung heroes because they are often overlooked, but they have had a profound impact on my life.”

She believes that empathy and vulnerability are critical to being a good leader.

“The concept of vulnerability is sometimes misunderstood, where people think it’s about full disclosure and laying yourself bare, which is not the case. People in senior positions often come across as titles. What empathy and vulnerability do is they remove the title and present you as a human being.

“When leaders embrace vulnerability and empathy, this sets the tone for a transformed and positive work culture.

Vulnerability and empathy allow leaders to show up as not only caring about output and productivity, but also caring about the needs and experiences of their employees. Where employees feel heard and their well-being cared for, I have witnessed first-hand how this creates an environment of trust, motivates and boosts morale in teams, and impacts positively on productivity.”

She finds that people connect with her a lot better, she’s more relatable and it improves her legitimacy within the team.

People want to work with her!

CREATING AN INCLUSIVE AND EQUITABLE WORKPLACE In today’s rapidly evolving world, empowering women in the workplace is not just a matter of equality, but a catalyst for progress and success. Companies that prioritise diversity and inclusion unlock the full potential of their workforce, fostering innovation, collaboration, and sustainable growth.

Nomonde emphasises the significance of clear policies and practices that foster diversity and inclusion. She highlights the need for fair hiring practices, equal opportunities for career advancement, and objective performance evaluations.

Holding leaders accountable for maintaining an equitable workplace is crucial to address any instances of discrimination. By actively breaking down systemic barriers and cultivating a culture that values diverse perspectives, companies can create an empowering and supportive environment for all employees.

“Having women in senior leadership positions is very aspirational for those who are young and up and coming, who are doubting themselves, and don’t think that one day they could fulfil these roles. It also has a positive impact on staff morale.”

WORK-LIFE BALANCE AND FLEXIBILITY Recognising the importance of worklife balance, Nomonde advocates for flexible work arrangements that support employees’ personal needs. She praises Standard Bank Group’s adoption of a flexible hybrid work model. This enables employees to manage their professional responsibilities while attending to personal obligations. By prioritising well-being and understanding the significance of family and personal life, organisations can attract and retain talented women.

THE POWER OF MENTORSHIP AND SPONSORSHIP Drawing from her own experience, Nomonde highlights the transformative impact of mentorship and sponsorship programmes on women’s professional development. She emphasises that these relationships provide valuable insights, guidance, and support from experienced professionals who have navigated similar challenges. Mentors offer clarity of thought, help set realistic goals, and share their own lived experiences.

Sponsors act as advocates, promoting the recognition and advancement of talented women. By fostering these relationships, women can overcome self-doubt, break through barriers, and unleash their full potential.

“I’ve had role models during various stages of my life and my career, and I find

that the people that I looked up to when I was much younger are very different to the people that I look up to now.”

She also stresses that it’s critical to acknowledge that you don’t have to have all the answers immediately, but there’s nothing to stop you from learning and knowing how to do it in the future.

THE ROLE OF MEN IN SHAPING AN INCLUSIVE FUTURE It is essential to understand that empowerment is not a one-sided issue. It involves both men and women creating an environment that supports and promotes equal opportunities and values diversity.

We are all born empowered, and part of this power may slowly erode over time due to various factors, but we can regain it by believing in ourselves and our abilities.

Nomonde emphasises the importance of collaboration between men and women in driving positive change. She calls on male leaders and colleagues to actively champion gender equality, reject exclusionary practices, and dismantle existing barriers.

By ensuring women’s representation in key discussions and decision-making processes, companies can foster an environment where diverse perspectives are valued and heard.

Nomonde Hlongwa’s insights and experiences provide a powerful testament to the importance of empowering women in the workplace. As we continue to strive for gender equality, her journey serves as an inspiration for women to embrace their potential, overcome challenges, and lead the way towards a brighter and more inclusive future.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

21

Embracing challenges – Lessons from a financial trailblazer

Anne Aliker

22

STANDARD BANK TO P W O M EN LEADERS

“VULNERABILIT Y ISN’T ALWAY S AB O UT WHAT HUR T S YOU. IT SHOULD ALSO B E ABOUT WHAT REALLY DRIVES Y O U. ”

F

inding Me, Viola Davis’s intrepid autobiography, sits comfortably on Anne Aliker’s nightstand, the latest read in the bibliophile’s treasure trove. It’s prophetic in a way - the book chronicles the obstacles Davis has overcome as a black woman to gain acceptance and acknowledgement, a journey that reflects Anne’s own career path, all this while being a mother to three young children who’ve now matured into their early twenties. In this heartfelt conversation, she reflects on her professional experience and her learnings from them.

With a career spanning over three decades, she’s witnessed the transformation of the workplace firsthand, and the growth of Standard Bank into the African powerhouse it is today.

“When I first started working, many professional environments were very male-oriented, whether you joined an audit firm, went into banking or the legal profession. So, working in a male-dominated environment wasn’t new to me.”

Her unconventional route to financial services, including being the CFO of a poultry farm, helped her understand clients’ challenges beyond the numbers.

Joining Standard Bank, Anne was drawn to the organisation’s vision and purpose of driving Africa’s growth.

Despite initially feeling like an outsider as one of only two women on the team, she realised that building strong relationships with her male counterparts was crucial.

Stanbic Uganda also marked the first time she worked for a well-established bank with universal brand recognition in a country.

“We were a big bank, and clients have high expectations when you’re the largest bank in a country, You have great access, which is wonderful, and that comes through in a confident stance taken by the team. And I think you can use that confidence in many ways.”

AWAKENING THE AFRICAN GIANT “The Group was changing. The strategy across Africa becoming a reality and taking shape. In Uganda we were starting to feel not just a shareholder’s interest from South Africa, but the real desire to work more closely. A real desire to pull African businesses closer into the Group so that we become more integrated. Secondment opportunities felt very real.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

23

Born in Kenya, she found the move to Nairobi invigorating. The investment banking team consisted almost entirely of women, with only one man among them. Their unique composition garnered attention and curiosity, securing invitations to every RFP and gaining a reputation for delivering on mandates.

“I found it interesting that the Group continued to integrate during that period.

It meant more policies and procedures to consider. However, I think that was an excellent thing, as it ensured consistency of both the products and the quality we delivered to the client.”

RISING ABOVE THE NOISE The importance of gender diversity continued to be evident as she progressed through the institution. Standard Bank has undergone significant changes, but gender disparity still exists.

WHY DOES THIS PERSIST? “My own view is that it comes from two places. One is simply muscle memory. We find it easier to understand people who, in some form or other, share our interests and approach. Two, the image of authority, seniority, success and assertiveness has been depicted as male… it has most definitely had a male ‘persona’.”

Rising above the noise requires those of us to acknowledge this. That the traditional image of seniority and leadership is still male. So as we rise, enter the room, whichever phrase you may wish to use, we should recognise that we may feel uncomfortable and that is okay. We should use that discomfort as a source of empowerment rather than allowing it to hold us back.

“Embracing the discomfort and recognising that being different brings a fresh perspective, a voice, and a lens to conversations. This ability to operate

24

and deliver whilst feeling slightly uncomfortable, and in the process including others, fosters diversity. It is important.”

LEADERSHIP AND EMPOWERING WOMEN Having a supportive female boss who provided valuable feedback and invested in her growth highlighted the significance of women empowering other women and building the foundation for effective mentoring.

She gave Anne this important advice many years ago: “People buy into and listen to other people. Anne, you tend to approach things from a technical perspective, you’ll find it easier to gain traction if those you are talking to have a sense of who you are. Find a way to share something about yourself… make it easier for people to engage with you.”

Anne mentions that being vulnerable means being authentic and open. The power of vulnerability when displayed by people we work with, be they leaders or team members, makes it easier for us to empathise with them. This facilitates stronger connections, making it easier for us to collaborate and truly listen to one another. Vulnerability is not a sign of weakness, instead, it is a strength to be embraced.

“Vulnerability isn’t always about what hurts you. It should also be about what really drives you.”

ADVICE FOR YOUNG WOMEN “Do the work. And I’m not saying that because women don’t do the work, but I say this to all young people, and importantly, be comfortable being uncomfortable. Crystallise, in your own mind, what capabilities and experiences are required for your current job and the next one. And then try and get the

STANDARD BANK TO P W O M EN LEADERS

experience. Asking to join project teams and getting that early experience is critical in picking up skills and will really make a difference in your progress. Upon reflection, I didn’t do this often enough.

“The glass ceiling is tricky, because sometimes it isn’t that clear. I say don’t confuse the grunt years with a lack of progress. And what do I mean by the grunt years? There’s a period in your life, particularly if you have a family and are raising kids and working very hard - it’s a lot, and you feel it. There is a great deal to get through, and sometimes it feels like a bit of a slog. Even while all of that is going on, you gain extensive and invaluable experience during this time, even though it may not seem like you’re progressing fast enough.

“To women who want to progress, I’d say your desire and your ambition are natural.

Secondly, be yourself, even though it may not always feel like the right thing to do. If you experience bias or discrimination, you must find a way to have that conversation.

Nevertheless, keep going.

Have people you can rely on, be they in the office or at home. Having that support network is vital – and it’s not only about who takes care of the kids, but also people you can turn to when you just need to stop. Lastly, find a group of young women you can give back to because you’ll find them energising. When you’re helping others, it puts into perspective what you’re facing and trying to achieve.

“Be ambitious. I’m expecting your generation to really shift things.”

Unleash the power of renewable energy for your franchise Join us in building a sustainable franchise empire that’s powered by innovation and fueled by the sun. Embrace a brighter, greener future for your franchise with Standard Bank’s cutting-edge renewable energy solutions.

By tapping into clean and sustainable energy sources, you’ll not only reduce your environmental footprint but also unlock cost savings and enhance your business reputation.

Ready to unlock renewable energy for your franchise?

Contact us at Franchising@standardbank.co.za and join us in building a sustainable franchise empire that’s powered by innovation.

We are more than just a financial institution, we’re Africa’s most admired financial services brand.

The Standard Bank of South Africa Limited (Reg. No. 1962/000738/06). Authorised financial services provider. Registered credit provider (NCR CP15). SBSA GMS-22428_06/23

S TA N D A R D B A N K TO P WO M E N L EAD ER S

25

Resolute and resilient: Thandeka Goba’s path to success

26

STANDARD BANK TO P W O M EN LEADERS

T HA N D EK A GO BA

“ D O N O T B E AFRAID T O ENT ER IN T HE DOOR S T H AT HAV E B E E N O P ENED FOR YOU, AND T O REMEM B ER TH AT YO U HAVE A RESPONSIBILIT Y T O ONE D AY B E TH E PE R S ON OPENING T HE DOORS FOR T H O SE WHO ARE ST ILL T O C O M E”

T

handeka Goba is a highly accomplished lawyer who has navigated her career journey with determination and resilience. She began her career in legal practice before transitioning into the corporate world, where she ultimately found her place at Standard Bank.

Throughout her career, Thandeka has demonstrated a strong belief in rising above the noise and breaking through the barriers that face women and marginalised groups; all this while raising two, young energetic boys.

RISING ABOVE THE NOISE For Thandeka, rising above the noise means understanding and challenging the societal and professional barriers that exist for black women. She recognises the importance of not being apologetic about one’s worth and demanding a seat at the corporate table. Thandeka is a firm believer in demonstrating that women are equally capable of achieving success and setting an example for others, especially the girl child. She emphasises the need for a clear sense of purpose, unwavering commitment, and resilience in the face of challenges.

“You need to have a very defined sense of purpose and pursue that with a relentless, committed passion, focusing on your goals, being resilient in the face of challenges, and having a never-giveup mentality or attitude. It helps to have an accountability partner who can guide you and who’s achieved success and can share their own experiences on how they overcame barriers.”

Thandeka has been inspired by senior leaders who stood their ground and made tough decisions without concern for popularity. She admires their selfconfidence, principled approach, and the ability to rise above the noise.

Their examples have shaped her own leadership style and taught her the importance of standing firm in the face of challenges.

VULNERABILITY AND EMPATHY Vulnerability and empathy are essential qualities that Thandeka believes play a crucial role in effective leadership. She understands that leaders who embrace vulnerability can foster trust, open communication, collaboration, and ultimately unlock their team’s potential. Thandeka has demonstrated these qualities in her own leadership style by being empathetic and understanding towards her team,

S TA N D A R D B A N K TO P WO M E N L EAD ER S

27

creating an environment of collaboration and shared goals.

“Being vulnerable and empathetic to the people around you and truly understanding where they are coming from engenders a greater sense of collaboration and leads to increased productivity – a feeling of we’re working towards a shared goal and achievement, as opposed to we’re just here to do a job.”

ADVICE TO YOUNG WOMEN When reflecting on her own journey, Thandeka advises her younger self to trust her instincts and commit to seizing opportunities.

She encourages young women to have a clear sense of purpose aligned with their goals and to cultivate a strong network of mentors and accountability partners who can provide guidance and support.

“The advice I would give to my younger self would be to trust yourself more and to commit, do not be afraid to enter in the doors that have been opened for you, and to remember that you have a responsibility to one day be the person opening the doors for those who are still to come. You need to be clear on what it is that you’re trying to achieve and make sure that whatever you do is aligned to that purpose.”

ON EMPOWERED WORKPLACES Thandeka is passionate about breaking down barriers that prevent

28

women from participating in the economy. As a Standard Banker, she emphasises the need to support and empower female-led businesses through practical business assistance, access to finance, mentorship, and creating an enabling environment.

In response to the COVID-19 pandemic, she acknowledges the importance of organisations adapting and supporting their employees.

Standard Bank has prioritised employee well-being by offering hybrid working options, flexible arrangements, and focusing on digitisation and future-ready skills.

Thandeka has personally witnessed the benefits of empowering women in organisations, including enhanced creativity, innovation, and effective leadership. She believes that organisations can further support women’s professional development by embracing diversity and inclusion, creating development plans, mentorship programmes, and internships that enable individuals to acquire new skills and excel in their careers.

“Mentorship and sponsorship are crucial to any career, whether you intend to be a specialist or a leader.

What you’re trying to achieve is to create a place of safety and support, as well as open an individual’s mind up to different ways of thinking about

STANDARD BANK TO P W O M EN LEADERS

situations as they arise. Formal and informal mentorship programmes allow a person to grow on their own terms.”

OVERCOMING CHALLENGES Thandeka understands the challenges of being a woman in a leadership position, including feelings of not belonging and the pressure to overcompensate.

However, she believes that a more diverse and empowered organisation can create a sense of comfort and unlock the talents of individuals who can relate to and resonate with the leadership.

Thandeka advocates for having tough conversations, measuring diversity and inclusion, and aligning recruitment and development processes with the goal of creating a more inclusive and equitable workplace.

“When I started my career, the leaders that I saw around me were all men and it’s been an amazing journey to watch how the composition of various forums have really shifted, both internally and with other stakeholders that we engage with. It’s very encouraging to know that the focus is on ensuring that diversity is achieved and that opportunities are created that are based on engagement.”

Standard Bank and GoodX empower healthcare practitioners to deliver exceptional care

Partners in Extraordinary Care In a world where phenomenal women lead the way, Standard Bank stands proudly beside you. We honour your achievements and empower you as a healthcare practitioner to deliver exceptional care. Our healthcare solutions are more than just plans; they are a testament to our dedication to your well-being, delivered through a holistic range of financial and operational solutions.

With Standard Bank and GoodX, experience the benefits of not being distracted by office admin and technical hurdles to focus on what matters most, your patients.

Email us at healthcare@standardbank.co.za today to take advantage of this benefit, or alternatively visit http://www.standardbank.co.za/healthcaresector for more information.

This unique offering will equip you to become the practice you have always dreamed of.

We are more than just a financial institution, we’re Africa’s most admired financial services brand.

T&C apply*

S TA N D A R D B A N K TO P WO M E N L EAD ER S

The Standard Bank of South Africa Limited (Reg. No. 1962/000738/06). Authorised financial services provider. Registered credit provider (NCR CP15).

29

Ts&Cs apply. Authorised financial services and registered credit provider (NCRCP15).

The Standard Bank of South Africa Limited (Reg. No. 1962/000738/06).

30

STANDARD BANK TO P W O M EN LEADERS

When it comes to business, who you surround yourself with can make all the difference. That’s why on top of providing you with all the tools you need to run your business, our MyMoBiz Account will also give you access to a team of expert Business Bankers who will help you turn that dream of yours into everything it can be.

Do what others say you can’t with the bank that believes you can.

Get started with MyMoBiz from only R5 per month*.

Start, manage and grow your business at standardbank.co.za/RiseAboveTheNoise

S TA N D A R D B A N K TO P WO M E N L EAD ER S

31

Inspiring the next generation of women professionals

N o z i c elo N gc o b o

32

STANDARD BANK TO P W O M EN LEADERS

“ A WO MA N I S A F ULL CIRCLE. WIT HIN HER IS T HE P O W ER TO C REAT E, NUR T URE AND T RAN SFO R M . ”

E

very day when I wake up, I am motivated to ensure that, in whatever I do, I always do the right thing,” says Nozicelo Ngcobo, the Public Affairs, Communication and Sustainability (PACS) Director at Coca-Cola Beverages South Africa (CCBSA). Her responsibility is to protect CCBSA’s social licence to operate. In this role she ensures that they’re doing business the right way, nurturing growth, building their corporate brand advocacy and creating shared value through their social initiatives.

THE JOURNEY TO CCBSA Before joining CCBSA as the Director for PACS in 2020, Nozicelo had spent more than 25 years in both the public and private sectors, managing corporate affairs and regulatory strategies in the alcohol, tobacco and beverages industries. After completing her undergraduate degree in strategic marketing, her career began in 1994 when she was recruited into Sasol’s Management Trainee Programme as one of the country’s top graduates from the class of 1993.

“This was critical in our country as it was the dawn of democracy,” Nozicelo tells Standard Bank Top Women Leaders. She went onto work for industry giants such as South African Breweries and Telkom SA, as well as multinationals like Philip Morris International (PMI), where she was responsible for “unlocking stakeholder value and creating shared value to mitigate regulatory and societal risk.”

“Embarking on a self-mastery journey has been a huge eye opener for me as a young female navigating the corporate space,” says Nozicelo.

She describes her leadership style as a hands-off approach, offering support where needed.

“I believe in setting a very clear strategic direction, providing the resources and then leaving the team to deliver on the results. I do remain close enough to support and remove any barriers the team may have, but far away enough for them to have autonomy to perform their duties.”

This speaks to how she’s able to manage people, and she acknowledges that this is one of the greatest challenges, highlighting a few keys to getting people management right: “Human beings are not robots, they are diverse, complex, interesting and unpredictable. Successfully managing all

the challenges that arise from humanity is one of the most important skills one needs as a leader. Authenticity, humility, the art of listening, having courage to make difficult but right choices, and a healthy dose of empathy — are just some of the skills needed to successfully navigate the challenges. I have learned so much from this side of leadership.”

She says that delivering on results and motivating her team, in order to fulfil their mandate, wouldn’t be possible without good relationships and partnerships. This extends to “customers, stakeholders, and the rest of the business.”

“Relationships and partnerships are the foundation of everything we do.”

GENDER EMPOWERMENT AT CCBSA NOZICELO’S 5 TIPS FOR ASPIRING WOMEN ENTREPRENEURS 1. Failure is a critical aspect of success.

2. You cannot please everyone, and that is ok. The only thing that is important is when the right people know the truth.

3. Healthy networks, partnerships and relationships are important.

4. Be kind to yourself.

5. Do the best you can until you know better. Then when you know better, do better.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

33

GENDER EMPOWERMENT AT CCBSA “I have a strong passion for youth and women empowerment hence I was attracted to CCBSA; gender empowerment is one of our sustainability pillars,” explains Nozicelo. She says that the organisation’s leadership is reflective of our broader society, which contributes to a culture of inclusion.

“This ultimately enables visionary, transformative practices and allows our colleagues to support the long-term sustainability of our company and business, as well as the broader society in which we operate,” she says.

An example of how the organisation is promoting diversity and inclusion is their women-led network, the Women@ CCBSA programme, which provides support to the organisation’s women leaders. The initiative offers coaching, mentoring and skills development programmes, ensuring fair representation and support within the organisation.

“Since its inception in 2018, Women@ CCBSA has created the space for women to engage, coach and mentor each other and ensure they reach their full potential.

CCBSA also extends this support outside the organisation through a bursary fund for final-year engineering students at the University of Pretoria, as well as an e-learning system for underperforming schools and those in remote areas.

“The network has grown and provided a platform for experienced and successful female leaders to mentor, coach and inspire the next generation of women professionals, something we are incredibly proud of and can see the benefits of flowing through our organisation,” says Nozicelo.

“By investing in women’s education and economic and empowerment, we have created shared value in hopes of a better shared future - enabling improved livelihoods for women, their families, and their communities, while inclusively expanding our business,” explains Nozicelo.

34

STANDARD BANK TO P W O M EN LEADERS

“A woman is a full circle. Within her is the power to create, nurture and transform.

Consequently, you must never apologise for being a powerful and authentic woman. The world needs such women.

Women are powerful not because they are not scared, but because they continue so strongly despite the fear. Life is not often easy for any of us but, so what? We must have courage, bravery, perseverance, and above all, confidence in ourselves. We must believe we are gifted for something, and that something must be attained,” she concludes.

CCBSA

IN TERVIEW

CCBSA

IN TERVIEW

WAL WAL KING KING TT HE HE JO JO URN URN EY EY TOG TOG ET ET HER HER COCA-COLA BEVERAGES COCA-COLA BEVERAGES SOUTH AFRICA’S SOUTH AFRICA’S MANAGING DIRECTOR, MANAGING DIRECTOR, VELAPHI RATSHEFOLA VELAPHI RATSHEFOLA

S TA N D A R D B A N K TO P WO M E N L EAD ER S

35

W

hen our company was formed in 2016, our transformation journey also started and it is the ethos that underpins how we do business,” says Velaphi Ratshefola, the Managing Director of Coca-Cola Beverages South Africa (CCBSA). Part of CCBSA’s transformation journey is the Women@CCBSA programme, a women-led network aimed at increasing representation and supporting leaders. On three occasions Velaphi has been the recipient of the Standard Bank Top Women Male Driving Gender Empowerment Award. We find out what winning the award has meant to him, how CCBSA are empowering women in their organisation to reach their full potential, and more.

A KEY ALLY For CCBSA, it’s about making a difference and not just making profits, says Velaphi. Whether it be making economic, social or environmental difference, CCBSA has taken to heart the need to make a contribution to a better, transformed society.

“It is critical, if we want to advance our country and our business, that we tap into the talent of all our people — irrespective of gender,” explains Velaphi. He sees the award as an inspiration to the people at CCBSA and corporate South Africa as a whole. “It is an affirmation of our commitment to

36

diversity and inclusion in our business, as well as our value chain.”

Velaphi recognises the important role which leaders play in shaping their organisation’s strategy and culture.

“I have been intentional in my vision to empower women within our own ranks, as well as our network of partners and suppliers, to shift the needle on gender empowerment. For me, it’s not just a buzzword, but it’s an important strategic objective that must find expression in how we run our business. We have to reflect on the demographics of SA.” Soon Velaphi will be handing over the reins to CCBSA’s next Managing Director, but that won’t stop him from continuing to play his part in driving gender empowerment and transformation.

“I am going to continue working hard to shine the light on gender equality and the inclusion of women in meaningful conversations. I will do that while also ensuring men understand their role in creating an enabling environment for women to thrive. This includes the eradication of gender-based iolence (GBV) and all its forms – verbal, physical, psychological and financial. As a nation, we need to do better, and I will play my part to give a voice to women through action.”

CHANGING THE TRAJECTORY Velaphi explains that having inclusion programmes across the organisation is how CCBSA goes about achieving the aim of creating inclusive growth opportunities for black people, women, youth and people with disabilities. “Because of our acute awareness and appreciation

STANDARD BANK TO P W O M EN LEADERS

of past disparities, how marginalised women in particular were and in some areas continue to be – we understand our role in ensuring women are not only integrated in our business but are given the tools to succeed,” says Velaphi. With this end in mind, CCBSA sets aside a significant amount of funding for skills development and capacity building initiatives.

“Our actions are informed by the belief that women are capable of running businesses, leading and developing teams and tangibly contributing to the long-term profitability of institutions.

Further, we have invested in the health and wellness of all our employees but are particularly passionate about women’s mental and emotional health and stability. Economic inclusion is a catalyst for an enhanced quality of life and broader societal development, more so for women.”

Women@CCBSA has continued to grow since it was started in 2018, providing a space for women to engage, receive coaching and mentoring, and inspire the next generation of women leaders.

“As a company, we have committed ourselves to the empowerment of women and we are proud of the strides we have made to create a conducive environment for women to thrive, realise their potential and achieve their dreams.

The empowerment of women has farreaching results,” continues Velaphi.

“We must leverage procurement, supplier and enterprise development to develop women and not just those in leadership positions. This is the only way we can help correct past imbalances and change the trajectory of our country for the better.”

S TA N D A R D B A N K TO P WO M E N L EAD ER S

37

Ramasela Ganda, Group CEO of Zeda

ZEDA

Connecting Humanity With a rich history dating back to 1967, Zeda Limited stands as an industry leader, recently making its way back to the JSE. “The JSE listing was a huge milestone and truly one for the books. It was an evolution of not only our company but the future ofmobility for the region,” says Group CEO, Ramasela Ganda. “We have come full circle in our return to the JSE, as Africa’s largest and only integrated mobility solutions provider.”

Here we hear from Ramasela, as well as Financial Director Thobeka Ntshiza, who tell us more about Zeda, the brands it operates and more.

38 SSTANDARD BANKTO TOPPWWOOMMEN ENLEADERS LEADERS TANDARD BANK

Z E DA

I N T E RV I E W

RAMASELA GANDA - GROUP CEO Please describe the products and services offered by Zeda Zeda Limited is the original name of the company which was established in 1967 as Zeda Car Rental and Tours. Zeda has a longterm licence agreement with Avis Budget Group (ABG) to operate the widely-recognised Avis and Budget global brands in southern Africa.

The company has over 230 000 fleet under management, operating in 11 countries in Sub-Saharan Africa.

Zeda encompasses the following business segments: •

•

Car Rental Business - The Car Rental Business segment trades under the name Avis Budget.

The customer segment base is diversified and consists of private sector, public sector, insurance business (replacement), inbound market, domestic leisure market and subscription. This business provides a range of products and services to a wide range of customers which include car rental, chauffeur services, luxury and van rental. It has 76 corporate branches in South Africa.

Leasing Business - The leasing business trades as Avis Fleet and provides a fully outsourced mobility. The full spectrum of outsourced mobility solutions offered by Avis Fleet includes, leasing, fleet management, maintenance and service plan solutions, fuel management, traffic fine management, accident management and vehicle telematics amongst others. The offering is across passenger, light delivery vehicles, and commercial vehicles up to extra heavy vehicles, for all categories of fleet users.

These vehicles are contracted to the customer for a period exceeding 12 months, with an average of 44 months. Customer segments include corporate, small businesses and government entities. This holistic

•

and modular offering allows customers to focus on their core operations, while Avis Fleet takes care of their mobility needs and ensures maximum up-time for their operations.

•

Car Sales Business - The car sales business, known as Avis Car Sales, sells cars that have reached their full life cycle from the Rental side (12 months) and Leasing side (average of 4 years and older). These vehicles are sold to retail customers and independent wholesalers. This is done through the 14 Avis Car Sales dealerships, wholesale outlets, the online channel or through independent auction site www. avisauction.co.za. Retail vehicles are advertised on the company’s online sales portal and other thirdparty websites. Wholesale stock is sold through the online auction trading platform or through bulk deal offerings direct to the market.

Avis Car Sales accepts trade-ins and buy-ins, allowing for market competitiveness and an alternative car stock source

After almost two decades Avis returned to the JSE with the listing of Zeda. Congratulations! What does this mean for your company?

The JSE listing was a huge milestone and truly one for the books. It was an evolution of not only our company but the future of mobility for the region.

We have come full circle in our return to the JSE, as Africa’s largest and only integrated mobility solutions provider.

The journey that preceded the listing day was one that involved hard work, long hours and making sure that we adhere to all the listing regulations as prescribed by the JSE, before a company is given the green light to list on the Main Board. As a listed company we benefit from having our own dedicated executive management team and board of directors, who oversee the company’s growth and expansion.

Our over 55 years of operating has seen us navigate various trends in the operating environment. As a standalone business, we are more agile in continuing to anticipate and respond to these trends, including the current positive changes that we are seeing in mobility and more specifically the

S TA N D A R D B A N K TO P WO M E N L EAD ER S

39

I NT E RV I EW

ZEDA

seeing in customer behaviour. Our Avis Budget product proposition is one that is well positioned to leverage these opportunities and drive greater adoption of the usership economy.

What was the business strategy which resulted in the JSE listing?

The former shareholder, Barloworld, unbundled Zeda to ensure that investors that are interested in the mobility industry can have direct ownership of Zeda shares. This resulted in the listing of Zeda as a separate entity on the Main Board of the JSE Limited (JSE).

As CEO of Zeda what have been some of your major milestones?

In addition to the successful JSE listing, my other major milestone is being able to bring Brand Ambassadors back into Zeda, who were laid off at the height of the COVID-19 pandemic. As you will recall, the rental and tourism businesses were some of the severely impacted sectors due to the hard lockdown and restrictions on movement by people.

Before the pandemic our business was predominantly an airport and tourismbased business, so you can imagine the losses we incurred during this period. We had the largest fleet that was parked and not generating income.

Every cost element you could think of, including parking facilities increased.

I was appointed to the position of CEO (Avis Budget Southern Africa) on 1st January 2020, to start on 1st May. At the time, COVID-19 was not even a discussion point in South Africa. Following the breakout of COVID-19 cases in SA and the subsequent implementation of the hard lockdown, my commencement date was moved forward, and I was required to come up with a business turnaround strategy within 5 days. This is how the subscription offering came about, which the market received very well, despite the restrictions that were imposed on movement at the time. We saw about 6 000 vehicles back on the 40

road in July and a year later, in 2021, we brought back staff that was laid off, in a turnaround for the car rental business. The experience tested our character and resilience but, I am glad that we came out victorious and greaterthan before!

What do you enjoy most about your role as CEO? To have been entrusted with the responsibility of leading an organisation that is full of agility and is the catalyst to connecting humanity through integrated mobility offerings. Leading a team of Brand Ambassadors who always show up when expected to and push the boundaries to achieve the best results. The organisation has gone through, and continues to go through, the transformation process and impacts the communities that we operate in, through job creation and enterprise supplier development.

How would you describe your leadership and problemsolving style?

Planning is very important, as well as ensuring that one considers potential risks and that they are managed proactively.

Agile and being able to adapt to any situation, no matter how challenging it may seem. Allowing a diverse expression of views from Brand Ambassadors, on different matters.

How has the growth of technology impacted your business model?

Technology forms an important part of our operations and business model. Zeda’s purpose is to connect humanity and to bring this vision to life, we rely on technology through the connected car/mobility platform that encompasses data & predictive analytics, cloud native platforms, technology integration platforms, ecosystem integration, robotic process automation and artificial intelligence.

Under the leasing business, we use tech solutions that enhance customer experience and save companies millions of rands. For example,

STANDARD BANK TO P W O M EN LEADERS

some of the value-added products

by Avis Fleet include Intelligent Fuel Management (IFM), which allows transactions to be monitored daily, by a designated operator. The IFM system utilises smart algorithms to calculate consumption, identify patterns/driver behaviour and highlight any discrepancies or irregularities as per customer requirements. Based on these discrepancies or irregularities the operator alerts the customer and launches investigations directly with the fuel station. The service includes daily alerts, weekly reports, and monthly enhanced reports, to reduce risk of theft and provide customers cost savings. In addition to IFM, Avis Fleet has a technologically advanced telematics system which can minimise fuel spending. This can be achieved through Engine Monitoring, Vehicle Maintenance, Route Optimisation as well as Driver Monitoring and Training.

How do you ensure that gender empowerment, diversity and inclusion are embedded in the company’s DNA? By staying committed to the transformation agenda and ensuring that women occupy positions of leadership within different areas of our business. At Zeda, we also ensure that through our talent acquisition, we attract diverse talent that will bring about a balanced gender mix.

The composition of the Board and the Executive Committee is 57% and 60% black female, respectively.

Do you have exciting plans for the coming year?

Embedding the usership economy through our subscription offerings. We recently launched Avis Car Where You are which offers a single long term (3 to 11 months) rental agreement for a vehicle that can be returned in one city (on departure) and substituted in another city (on arrival) continuously, within South Africa, for individuals and businesses. It is truly a first of its kind for the car rental industry!

We will also focus on growing heavy

Z E DA

I N T E RV I E W

risk abetting strategies and risk management processes that will guard the organisation from any financial risks. In addition, I play a critical role of ensuring that Zeda attains its growth prospects and is profitable.

How important is training and development in the company?

At Zeda we regard skills development as important as we believe that all Brand Ambassadors should grow in their careers. We have several training programmes that are available to all Brand Ambassadors throughout the year. In addition, we have also partnered with the Services Sector Education and Training Authority (Services SETA), to employ graduates into the organisation by offering them workplace experience. We have also recently partnered with the Youth Employment Services (YES) to give young people learning opportunities and workplace experience. We know that the unemployment rate amongst the youth is very high and therefore, believe that as a corporate company we can play a role in supporting government and civil society in tackling this challenge.

commercial in the leasing business and grow the business in our Greater Africa regions.

Please share a message of inspiration with our readers.

Challenges are there to teach us lessons and reveal the inner strength and potential we never knew we possessed. This is a powerful reminder that we can achieve anything, even though at face value it might seem unsurmountable.

What you need to do is take on the challenge head-on, block the noise and stay focused on the task at hand.

The results will show that we live in a world that is alive with possibilities.

THOBEKA NTSHIZA FINANCIAL DIRECTOR Please describe your role as Financial Director of Zeda?

My role as the Financial Director is to oversee all financial aspects of Zeda, which includes developing financial strategies that are aligned to the overall business strategy, setting financial targets, and overseeing the execution, financial reporting to Zeda stakeholders, timeously and accurately in compliance with accounting standards and regulations.

As the Financial Director, I am also responsible for putting in place

What have been your most memorable milestones as FD of Zeda?

It must be the successful carve out of the Zeda business out of Barloworld and subsequent listing of the Zeda on the Main Board of the JSE Limited (JSE). This was a tough period which required much agility, physical and mental strength as everything had to be accurate and in accordance with listing regulations by the JSE. When the time came for Zeda to be announced as a listed company, it was a proud moment and a culmination of the hard work by all Brand Ambassadors involved in the project.

How do you think we should be encouraging young women to join the financial sector as a career path?

How was I inspired to join the field, by seeing those from my community that

S TA N D A R D B A N K TO P WO M E N L EAD ER S

41

• • •

Frequency Rate (LTIFR) improved from 0.75 to 0.12 >5% growth in Avis Safe Drive R33-million ESD spend 20 graduates in our organisation in 2023, looking to expand this with our partnership with the YES programme

Governance: Adopted sound governance processes • •

were already leading in the profession, hearing their stories, successes, failures. Someone that makes you believe that indeed it is possible. I believe that if each of us touch that young person in high school, at the university, bringing that which may seem out of reach closer to them, we will inspire and encourage more people to dare charter a similar journey.

What are the 5 pieces of advice you would give to aspiring female entrepreneurs?

1. Ask for help, don’t do it alone.

Learn from mistakes of others, there is no glory in unnecessarily learning the hard way and repeating mistakes previously made.

2. Stay focused and committed to the course 3. Remember, it is a journey and therefore you will face obstacles along the way but do not deter – always focus on the end-goal

4.

5.

Believe in your dreams, articulate them, and stay true to them Empower yourself with knowledge, keep abreast of developments that impact your business and industry.

Stay well informed

What are your ESG practices and how do you ensure they are embedded in the policies of the company?

Zeda is underpinned by strong ESG principles as we are a responsible corporate citizen. We have been able to demonstrate positive ESG impact through the following achievements: Environmental: Reduced Environmental Impact •

Increased hybrid vehicles Fleet at 107 units

Social: Demonstrated positive social impact •

175 days of No Lost Time Injury

CONTACT DETAILS: Physical address: Zeda Limited, 2 Sysie Road, Croydon, 1691 Website: www.zeda.co.za

42

STANDARD BANK TO P W O M EN LEADERS

Code of conduct, ethics and whistleblowing adopted Combined assurance framework adopted

What are your expectations in terms of the gender and empowerment policies in terms of your supply chain?

Fair, balanced and transparency are key principles. Localised procurement in the regions we operate in is important as you directly positively impact the communities where we do business Zeda follows stringent processes of procuring new suppliers. Supplier credential vetting is thoroughly done to ensure that they meet all the required procurement standards. Following the stringent processes allows us to maintain our B-BBEE score and enables us to play our part to ensure that there’s transformation and active participation of previously disadvantaged individuals in the economy.

Do you have a message of inspiration for our community?

In my native language Zulu there is a saying, “Umuntu ngumuntu ngabantu”. This life philosophy based on compassion, dignity and respect for humanity has guided me in my life, understanding that fundamentally, as human beings, if each looked after that one person next to them, this country of ours will be a better place for all.

S TA ND P PWO MM EN ER S S 43 S TA NA DR AD R DB A BN AK N KTO TO WO ENL EAD L EAD ER 43

PRO F I L E

P R E M I E R F M CG

PREMIER FMCG “WHERE GROWING TOGETHER IS A REALITY” Their products and people make a difference in the everyday lives of consumers to fulfil their commitment to Growing Together.

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI) Premier has the following empowerment policies in place to protect employees' wellbeing and enhance the overall employee value proposition within the business: • • • • • •

Employment equity 4 months fully paid maternity leave/ parental leave Harassment in the workplace Sabbatical leave Flexible working Digital employee engagement platform

They also found success with the following CSI and empowerment strategies: • • (Left): Managing Executive HPC, Group Strategy & Marketing Siobhan O’Sullivan (Middle): CEO Kobus Gertenbach (Right): Managing Executive, Human Resources Anastasia Sodalay Founded in 1824 with a rich history spanning 200 years, Premier has enjoyed an exciting new journey over the past few years following Brait acquiring a majority shareholding and pursuing a strategy to broaden its footprint in the FMCG market. In March 2021, Kobus Gertenbach was appointed as CEO. The business has an annual turnover of R17.9-billion employing over 8 200 employees in various operations.

Premier operates 13 bakeries, 7 wheat mills, 3 maize mills, and manufacturing plants across the region producing a broad range of milling and bakery products, sugar confectionery products, feminine hygiene products, biscuits, animal feeds, pasta and mageu. These products are distributed to customers via 26 distribution depots situated in South Africa, eSwatini, Mozambique and Lesotho. Premier also has a Lil-lets sales office situated in the UK that exports into the Middle East, Ireland, USA and other EU markets.

44

STANDARD BANK TO P W O M EN LEADERS

• • • • •

Graduate and apprentice programmes Training and development programmes, including supervisory skills development Provision of sanitary products to female staff Snowflake Bake for Profit Various sanitary product donations including: Millions of Comfort, Hlokomela Banana sanitary products project in Lesotho Lil-lets Talk education initiative on social media Participation in the workgroup to have VAT removed from sanitary pads in South Africa

GENDER EMPOWERMENT: STATISTICAL OVERVIEW Percentage of female shareholders: 5% - 25% Percentage of female executive directors: 5% - 25% Percentage of female staff members: 5% - 25% COMPANY EXECUTIVES CEO - Kobus Gertenbach CFO - Fritz Grobbelaar Bakeries - Danie Simpson Milling & Confectionary - Gavin Cambpell Sales - Arnouw van der Schyff Human Resources - Anastasia Sodalay HPC, Group Strategy & Marketing - Siobhan O'Sullivan ESG - Julian Singonza

PR EMI ER F M CG

I N T E RV I E W

PREMIER FMCG’S TOP WOMEN Q&A WITH SIOBHAN O’SULLIVAN & ANASTASIA SODAL AY

PLEASE UNPACK YOUR ROLE AS MANAGING EXECUTIVE: HPC, GROUP STRATEGY AND MARKETING AT PREMIER I have a diverse role that includes an operational responsibility as ME for the HPC business that comprises HPC SA, including the manufacturing site in Durban, and Lil-lets UK - which is a

sales and marketing business for sanitary products; and functional responsibility for Marketing, Group Strategy and Communications/PR/events. I work closely with the Marketing Executives and Executive team in evaluating opportunities to expand our footprint through innovation and M&A.

and cultures – are invaluable in any organisation. The right leaders can unlock great value from these diverse teams. But ultimately, it is not a tick box in diversity, it is the leader's ability to unlock the potential of individuals in the team that makes the real difference in any organisation.

DO YOU HAVE A MESSAGE OF INSPIRATION FOR OUR READERS? Regardless of your gender, if you are a high performing individual who consistently adds value to the business, the team and the culture, you will be able to achieve your potential in the corporate environment.

Diverse teams – race, gender, age

Having children has definitely made me a better leader – I am far more rounded, have greater empathy and EQ than before I had children and the value that I add to my executive team is far greater.

WHAT ARE YOUR CORE RESPONSIBILITIES AS MANAGING EXECUTIVE: HUMAN RESOURCES I would say my core responsibilities are to plan, lead, direct, develop, and coordinate the Human Resource function The Premier Way defines our strategy execution model and focuses on processes, structures and principles that guide and develop our culture of high-performance.

ANASTASIA SODALAY Managing Executive: Human Resources

PLEASE SHARE WITH US SOME OF YOUR “FIRSTS” IN YOUR CAREER. There have been many firsts in my career spanning the last 20 years.

What also makes it interesting is that my career began in Operations before moving into Human Resources.

Over the last few years, I believe the HR function has been required to transform quite quickly to respond to the some of the most significant changes being experienced globally.

The Covid pandemic, floods, riots, recurring loadshedding, water

outages, and a host of other matters have required organisations to adapt to the "new normal" in a time of unprecedented change. Workplaces now need to embrace the whole human. This has also resulted in HR need to quite quickly adopt new ways of working with Human Capital.

Due to this, I believe there have been many "firsts" adopted by the human resource function as organisations attempt to survive and thrive into the future. Whilst I can mention a few looking back in career, I am most excited about some of the work we currently doing within Premier, around Psychological Safety, Inclusion and belonging. I believe we are impacting employees in a positive humane way such that we impact our broader society at large which strongly aligns to our company purpose.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

45

I NT E RV I EW

P R E M I E R F M CG

PREMIER FMCG’S FEMALE MARKETING EXECUTIVES

SIBONGILE MOOKO Marketing Executive: Milling and Group Insights

AS MARKETING EXECUTIVE: MILLING AND GROUP INSIGHTS, PLEASE SHARE WITH US WHAT YOUR ROLE ENTAILS My role is two fold, a Milling Marketing role and a Group Insights role.

consumer needs and enhance consumers’ fulfilment to contribute to sustainable growth.

The Milling Marketing role entails leading, coaching and building the Milling Marketing team’s capabilities to deliver meaningful solutions, products and campaigns to improve our consumers’ lives and enable sustainable business growth.

Our category and brand strategies are underpinned by market, consumer, shopper and channel insights.

•

The Insights role entails delivering actionable insights across all categories and assisting cross functional teams to identify and quantify the growth opportunities, marketing teams to drive brand love, meet

category, my focus has been on consolidating our confectionery portfolio and supporting the execution of optimised operational centres of excellence across the business. With current and future need spaces defined, we’ve developed long-term innovation pipelines across our differentiated brand portfolio as well as a robust pipeline of unique and considered offerings in collaboration with strategic partner Woolworths to excite consumers and drive category growth.

WHAT HAVE BEEN SOME OF THE MOST EXCITING NEW PRODUCT DEVELOPMENTS YOU HAVE WORKED ON AS MARKETING EXECUTIVE: CONFECTIONERY & WOOLWORTHS? Aligned to Premier’s strategic intent to deliver scale and grow market share in the confectionery 46

IN THE LAST YEAR AT PREMIER, WHAT FOR YOU HAVE BEEN THE MOST EXCITING PROJECTS? Premier’s culture and values are rooted in our Purpose and bringing this to life through the brand work we do is both exciting and inspiring. Our much-loved Manhattan brand launched a limited edition ice-cream flavoured Be Kind gums. With each sweet engraved with kinds words, kids and parents are encouraged to share a little kindness making any sweet moment a meaningful one.

The brand’s purpose of inspiring

STANDARD BANK TO P W O M EN LEADERS

PLEASE SHARE 5 BUSINESS TIPS FOR ASPIRANT FEMALE ENTREPRENEURS

•

• • •

Provide clarity and alignment – ensure all team members understand the business goals and their roles and responsibilities to achieving the goals. Ensure proper onboarding Focus on the dial-changers for your business – decide on what needs to be automated (or managed through standard operating procedures) and outsourced to ensure effective use of time and resources Mentorship Understand your operating environment, target audience and competitive landscape Develop connection skills – make people around you feel heard, comfortable, and understood

kindness was brought to life through an integrated campaign including partnerships with primary schools, The Santa Shoebox Project and radio campaigns to encourage South Africans to share their stories to demonstrate how one small gesture of kindness can transform our communities into happier and kinder places.

Ilove the challenge of constantly developing new product ideas and seeing them come to life in market, but leveraging it to send a meaningful message in the context of the current world we live in, is even more fulfilling.

WHAT ARE YOU LOOKING FORWARD TO THIS YEAR? Bringing our strategies to life and leading and inspiring a dynamic, creative and incredible team of experts, all passionate and determined to take on and overcome any challenge and to embrace the fact that we get to have fun creating sweets that bring a little joy to consumers every day.

PR EMI ER F M CG

as a result, retailers are reacting through price and increased promotional activity.

In conjunction with this consumer's expectations have evolved. They are expecting more from brands within the intimate personal care category, with an increased focus on tackling period poverty, education and sustainability. In recent years Private Label has become a priority to retailers which is impacting branded products SOV/forward share in store.

KERYN BRIEN Marketing Executive: Global HPC & eCommerce

In my category, women are seeking to be more informed when making product choices. The lack of education and awareness in some sectors of the market, in this day and age, is astounding. Brands have a critical role to play in this regard.

YOU HAVE BEEN WITH PREMIER FOR 16 YEARS – PLEASE SHARE WITH US THE MOST SIGNIFICANT CHANGES YOU HAVE WITNESSED IN THE INDUSTRY Increases in the cost of living and consumer price inflation are driving consumers to look for more value and,

WHAT ARE THE KEY RESPONSIBILITIES OF YOUR CURRENT ROLE? Understanding the consumer, shopper, channel, category and general business environment to develop category and brand strategies for the Home and

PLEASE UNPACK YOUR ROLE – AND WHAT IT MEANT TO HAVE PRIVATE LABEL ADDED TO YOUR TITLE OF MARKETING EXECUTIVE: BAKERIES. My core role is to maximise value creation by increasing Premier’s share in the Baked Goods category through the development and implementation of category and brand strategies.

18 months ago, I took on the management of the Private Label portfolio over and above my core role. This opportunity has not only stretched me personally, but has also given me scope to take on a broader management role and to be part of a team focused on driving innovative growth within key retailers across all of Premier's product categories. of Premier’s product categories.

WITH 18 YEARS’ EXPERIENCE IN MARKETING, WHAT HAVE BEEN THE MOST EXCITING PROJECTS YOU HAVE WORKED ON FOR PREMIER? I have worked on many exciting projects since joining Premier, but it is without a doubt the ‘communitycentred’ initiatives that have been the most rewarding for me. of Premier’s product categories.

During COVID we recognised the need more than ever to ‘show-up and give-back’ to the communities that had been so loyal to our brands and products, it is after all because of these communities that our brands survived and thrived.

Initiatives such as: • Drop & Swap’ programme: consumers are rewarded for returning their empty bread bags

I N T E RV I E W

Personal care category at a global level.

Critical to driving success is leading a high performing and passionate team who understand their respective roles and responsibilities and work together to deliver on our business objectives.

The leadership, coaching, interpersonal and relationship management skills are by far the most challenging but if you get them right, the most rewarding. As female leaders in diverse teams, we play an important role in ensuring teams work together to succeed.

PLEASE SHARE A MESSAGE OF INSPIRATION FOR OUR READERSHIP. Personal development is a conscious choice to own your growth. It is often not the easy road to take, but if you are resilient, positive and take every opportunity presented to you, it can be truly life changing. As John Maxwell says, “Change is inevitable, growth is optional.” I am truly grateful to work for a business that has a growth culture and mindset and recognises talent.

•

in exchange for instant rewards (free bread or R50 grocery vouchers) ‘Créche’ programme: adoption of over 300 township creches nationally. Providing them with basic tools and much needed educational materials

WHAT GETS YOU UP IN THE MORNING – WHAT IS YOUR "WHY"?

The chance to make an impact! I am part of something that is bigger than myself, and I am privileged to be in a position where I can make a positive impact in this industry and in the lives of our consumers.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

47

I NT E RV I EW

CHI E TA

MEET CHIETA CHAIRPERSON, WEZI KHOZA

A LEADER WHO DOES NOT SETTLE FOR MAINTAINING THE STATUS QUO BUT ALWAYS FINDS AN OPPORTUNITY TO START The Chemical Industries Education & Training Authority (CHIETA) is a statutory body, established by the Skills Development Act. Our purpose as a Sector Education and Training Authority (SETA) is to facilitate skills development in the chemical industries sector and to ensure that skills needed are identified and addressed through several initiatives by the SETA and the sector.

CHIETA is one of 21 SETAs in the country and the Skills Development Act outlines the functions and duties of SETAs to ensure that they meet their mandate. These include the development and implementation of an annual sector skills plan that defines skills development priorities for the sector represented by the SETA; the promotion of a variety of learning programmes with sector employers and stakeholders to ensure the sector is capacitated with the right skills at the right time; liaising with sector employers and training institutions to register and implement learning programmes; performing quality assurance functions as delegated by the Quality Council for Trades and Occupations (QCTO); disbursing mandatory and discretionary grant funding provided by the skills development levies received from employers in the sector; and liaising with the National Skills Authority on skills development requirements in the country.

How would you define CHIETA’s purpose?

Our mandate is a large and somewhat complicated one, but what underpins everything we do is the facilitation of skills development, education and training through innovative solutions for sustainable livelihoods.

48

STANDARD BANK TO P W O M EN LEADERS

CH I E TA

Please describe how the Skills Development Levies (SDL), that are obtained from the chemical industry, are distributed to member companies.

In compliance with the Skills Development Act and SETA Grant Regulations, the SDL income is distributed to member companies in two forms:

1. Through Mandatory Grants where 20% of the levies paid by the employers during each financial year will be paid to the employers who submit a Workplace Skills Plan (WSP) and an Annual Training Report (ATR).

2. Member companies also benefit through Discretionary Grant funding. Member companies are supported when they partner with service providers in support of the implementation of their Sector Skills Plans (SSPs). Also, the allocation is done in a manner that prioritises the offering of skills development programmes to address sector needs through public education and training institutions.

How important are partnerships to CHIETA?

Very important! CHIETA cannot possibly operate in a vacuum. Achieving our mandate relies on collaboration, input and cooperation from a wide variety of sector stakeholders, including SETAs that share common interests with CHIETA. CHIETA places extensive emphasis on identifying and establishing partnerships that will contribute to skills development in the sector we serve.

In terms of women participating in the chemical industries sector, what trends have you noticed over the last five years?

•

Women remain underrepresented in the sector, averaging 35% of total employment

•

However, women account for a significant number of managers and senior managers across subsectors

•

From 2018, we have noted an increase from 24% to 31% female managers across subsectors

•

The fast moving consumer goods (FMCG) and pharmaceutical sectors are leading all other sectors with females in management and leadership positions

•

FMCG has 54% female managers and leaders, and pharmaceuticals 52%

•

The pharmaceutical and FMCG sectors employ the most women across the nine subsectors, at 54% of total employment

•

The glass subsector employs the least, with 10% total female employment (Trends Analysis Report 2022)

How has the growth in technology impacted chemical industries?

Growth in technology is fast becoming integrated into every aspect of our lives and the chemical industries sector is no exception. Throughout the chemical industries value chain, we are seeing a change, but even more important is that the nature and type of jobs are also changing. It is for this reason and, from a skills development perspective is that we should undertake research on how jobs in the chemical industries sector have changed and continue changing, ensuring that the projects and programmes we implement meet the changing needs of the sector.

Please unpack the work that CHIETA does with the Quality Council for Trades and Occupations (QCTO)

The CHIETA conducts the following activities as the designated Quality Partner (QP) in terms of the Service Level Agreement (SLA) with the QCTO: 1. Accreditation 1.1 The accreditation of all Occupational Qualification Sub-Framework (OQSF) qualifications within the CHIETA allocated jurisdiction 1.2 Maintain a list of all accredited and disaccredited sites – Skills Development Providers (SDPs) and Assessment Centres (ACs)

I N T E RV I E W

1.3 Receive accreditation applications from QCTO and conduct site visits for SDPs, ACs and Trade Test Centres (TTCs) 1.4 Identify sites to be disaccredited for non compliance and no learner uptake etc, and submit a deaccreditation report to QCTO 1.5 Compile a database of competent Subject Matter Experts (SMEs) from industry, Technical Vocational Education and Training (TVET) colleges and social partners for accreditation 1.6 Submit accreditation reports and learner reports to the QCTO 2. Assessment 2.1 Carry out the roles and responsibilities as the designated Assessment Quality Partner (AQP) by the QCTO 2.2 Plan, manage and conduct all required final assessment activities for the External Integrated Summative Assessment (EISA) for qualifications and part qualifications within the CHIETA jurisdiction 2.3 Ensure that all OQSF qualifications have an EISA 2.4 Conduct the monitoring of EISAs 2.5 Conduct external moderation (Quality Assurance of Learner Achievements – QALA) and submit results to the QCTO 2.6 Learner enrolments and registration for qualifications, part qualifications and skills programmes 2.7 Moderate Qualification Assessment Specification (QAS) addenda and exemplars according to QCTO standards 2.8 Ensure that there is Recognition of Prior Learning (RPL) mechanisms and processes in place for RPL candidates

S TA N D A R D B A N K TO P WO M E N L EAD ER S

49

I NT E RV I EW

CHI E TA

requirement in terms of the Skills Development Act of 1998. Its role is to oversee the design, implementation, assessment and certification of occupational qualifications and trades on the OQSF. This role is also fulfilled through the delegation of QPs and AQPs, etc.

2.9 Submit quarterly Quality Partner (QP) reports and Assessment Quality Partner (AQP) reports to the QCTO 3. Certification 3.1 Carry out the roles and responsibilities as the QCTO Quality Partner for Certification of all qualifications within the CHIETA allocated jurisdiction

The DQP, which at the CHIETA is represented by the Qualifications Design and Development Team, is a body that is delegated by the QCTO to manage the process of developing specific occupational qualifications, curriculum and assessment specifications and tools.

3.2 Issue learner certificates/ statement of results for legacy qualifications, skills programmes and unit standards 3.3 Maintain a learner management system for learner enrolments, learner assessment, learner achievements and learner certification status 3.4 Upload data to the National Learners` Records Database (NLRD) concerning learner data as required by South African Qualifications Authority (SAQA)

Key functions played by CHIETA as a Designated Quality Partner (DQP) include: •

3.5 Ensure that learner achievements are processed and certificates distributed to SDPs 3.6 Receive and distribute QCTO issued certificates for all OQSF qualifications that fall within the CHIETA allocated jurisdiction

•

4. Workplace approval 4.1 Implement workplace approval activities according to QCTO policies for all qualifications that fall within the CHIETA allocated jurisdiction 4.2 Maintain a list of all approved and disapproved workplace learning sites 4.3 Conduct site visits 4.4 Identify sites to be disapproved (non-complying, no learner uptake, etc.) and submit a report to QCTO 4.5 Quality assure workplace approval decisions and issue approval letter/certificate approval for all qualifications within the allocated subfield (for levy paying and exempted employers) 4.7 Submit approval reports to the QCTO, which is a quality council 50

•

Appointing Qualifications Development Facilitators (QDFs), now called Subject Matter Experts, trained by QCTO to facilitate the development or review of qualifications and/or skills programmes Coordinating the design and development, review of full, part qualifications and skills programmes with the guidance of the QCTO. This role is critical in a sense that, to advance skills development, we need structured programmes (PIVOTAL programmes) such as qualifications and skills programmes to bridge the demand and supply imperatives as per sector skills planning processes and reporting. The developed qualifications are registered by SAQA on recommendation by QCTO. The registered qualifications must be regularly reviewed to keep abreast of the latest development and remain relevant for the sector and national skills development needs.

Developing the Qualifications Assessment Framework (QAS Addendum) that guides the development of External Integrated Summative Assessment (EISA) Tools. EISA tools are required for final assessments so that competent learners could be certificated

STANDARD BANK TO P W O M EN LEADERS

•

Compiling and submitting learnerships to QCTO for registration

by Department of Higher Education and Training

•

Collaborating with QCTO on the evaluation of qualifications design and development processes

•

Submitting quarterly quality reports on the progress of qualification design and development in terms of work done or planned for qualifications, skills programmes, EISA tools, etc.

What have been some of your most memorable moments as Chairperson of CHIETA?

Setting the tone as an Accounting Authority with a clear vision and marveling at the speed and determination with which the company executives adopted the vision, applying their activities and projects around the vision.

Most importantly, chairing a Board that is a “stickler” for good corporate governance and ethical behaviors and the executive team that embraces IT governance, creating a culture of technology linked innovative solutions.

In your opinion, what can be done to ensure more young women join the chemicals sector?

We need to: •

Facilitate the closing of the gap in women representation (especially in STEM-related fields) within the Chemical Sector and forge ahead in correcting the disparaging picture through the provision of opportunities for young women in their development

•

Ensure robust efforts through career guidance, project sponsorships, bursaries, exposure to the world of STEM-related environments, targeted entrepreneurial, educational, growth and development opportunities and support for women in business initiatives, including material and financial support for women cooperatives

•

Collaborate with like-minded institutions on matters of common interest as we sharpen each other,

CH I E TA

guidance and opens up opportunities for growth and holds the hand of a mentee on the journey towards a well capacitated professional within a particular industry. The product of such a relationship is evidence of journeying along with a mentee as they develop in the fast-changing world of work. On the other end, coaching is an exciting partnership of equals where a coach uses thought provoking and creative means to elicit innate personal and professional potential from the coachee for inspiration in their development. An important part of life depends on how we develop our relationships with others. Perhaps, if we consider examples of these development processes, a better understanding of the world around us becomes manageable and creates a much-needed bench of well-rounded professionals. Holistic thinking fosters behaviours that bode well for success in a business environment.

using our collective knowledge repository as a resource for growth and development of women in the industry and potential future STEM candidates

How would you describe your leadership style?

My style is that of transformational leadership with the power to influence teams for innovative solutions.

A transformational leader is key to changing the balance between men and women. One who never says, “it’s not broken, why fix it”. A leader who does not settle for maintaining the status quo but always finds an opportunity to start a groundbreaking initiative that will benefit others long after they have left.

What do you find most fulfilling about being a mentor and business coach?

Lifting others as you rise is the most exciting and fulfilling journey in growing future leaders and mentoring is one such process where a mentor provides

As people mature in life, so should their knowledge of making the world go around.

These relationships fill a void that no other can fill. Mentoring and coaching are the most important and fulfilling relationships of all in life, leading to complete fulfilment and joy for partners as growing individuals as they contribute to a thriving economy.

Do you have exciting plans for the year ahead?

CHIETA, as an innovation trailblazer, is on a journey to launch SMART Skills Centres in all of South Africa’s nine provinces, especially in rural areas. The exciting news about this is that rural communities will have technology spaces within their reach. While the focus of skills development is on the youth, old people will have to be taken along in this fast-changing environment where, for

I N T E RV I E W

example, mainstream banking is moving from bricks-and-mortar structures to palmheld applications. I foresee Smart Skills Centres having special days where old people can have access to empowering sessions on the use of technology so that as the youth advances in Artificial Intelligence, old people are brought up to speed with the basics in managing their lives. Skills development should benefit communities for sustainable livelihoods.

Please share a message of inspiration for our readership.

The world of work is fast becoming a technology arena – what I call the “TechArena”. There is no way that one can enjoy a fulfilling work-life balance without getting onto the unstoppable bus of new knowledge brought on by the tech world. The truth is, we are all creatures of habit, who welcome routine that lands us into comfort zones but the world waits for no man as work-life changes exponentially. We also know that change is continuous, abrupt and seditious and if you are slow to catch up, you are on your way to extinction. While change is an emotional process that requires us to set out into unchartered waters, changing with the times is an imperative not only to test the waters, but to also test ourselves.

Change can be a wonderful gift and tenacity is therefore an outright blend of determination, persistence and courage.

Thinking on your feet becomes a way of life where change is concerned. It is therefore important to embrace change to understand, accept and connect for sustainable work life. Finally, with every change, choose correctly to define your destiny.

CONTACT DETAILS: Physical address: 72 New Road, Glen Austin AH (Grand Central), Midrand, 1685 CHIETA Head Office: 087 357 6608 / 011 628 7000 Email: info@chieta.org.za Website: www.chieta.org.za S TA N D A R D B A N K TO P WO M E N L EAD ER S

51

BUILDINGS BUILDINGS THAT THAT CARE CARE FOR FOR YOUR YOUR MIND MIND AND AND YOUR YOUR BODY BODY JLL combines expert insights and trends in real JLL combines expert andbe trends in real estate to predict howinsights spaces can improved estate predict how spaces be improved for theto better, allowing more can people to thrive. for the better, allowing more people to thrive.

www.jll.africa www.jll.africa

52

STANDARD BANK TO P W O M EN LEADERS

J O NE S L ANG L ASAL L E SO U TH A F RI CA

P RO F I L E

SEEING A BRIGHTER WAY FORWARD FOR OUR CLIENTS ABOUT JONES LANG LASALLE SOUTH AFRICA (JLL) We see a brighter way forward for our clients, our people, our planet, and our communities. By combining innovative technology with world-renowned expertise, we’re unveiling opportunities that create a brighter future for all.

At JLL, we take pride in doing things differently. We see the built environment as a powerful medium with which to change the world for the better.

By combining innovative technology and data intelligence with our worldrenowned expertise, we’re able to unveil untapped opportunities for success.

We help buy, build, occupy and invest in a variety of assets including industrial, commercial, retail, residential and hotel real estate. From tech startups to global firms, our clients’ span industries including banking, energy, healthcare, law, life sciences, manufacturing, and technology.

hires in Africa over the last year have been female and the current equity split is 59% female to 41% male.

We celebrate the two directors of the JLL Sub-Saharan African business who are well described as top achievers in their fields, Emma Luyt (Co-CEO JLL Sub- Saharan Africa, Regional Director Tétris Design and Build: UK, Netherlands, Morocco, South Africa, Spain, Portugal

in 2021.Appointed to the Global Board of Tétris Design and Build as Regional Director of the UK, Netherlands, Morocco, South Africa, Spain, Portugal and Brazil in 2022.

BUILDINGS THAT C YOUR MIND AND Y

and Brazil) and Renaida Naidoo (Director of Human Resources and Head of People Experience JLL MEA & Turkey).

RENAIDA NAIDOO’S ACHIEVEMENTS: Reshaped the JLL Sub-Saharan business to achieve genuine transformation throughout the corporate organigram.

She decreased the gap in gender pay discrepancies through Inclusion and Diversity practices. Renaida expanded her role as the Head of People Experience for the MEA region and Turkey in 2022.

She also introduced physical and mental wellness programs into the annual calendar of events and completed an International Masters Certification in Life and Transformation Coaching and NeuroLinguistic Programming 2021

JLL combines expert insights and t EMMA LUYT’S ACHIEVEMENTS: estate to predict how spaces can b As Managing Director of the JLL-owned Tétris Design and Build, Emma the better, allowing more peop forbuiltthe business from three people in 2014 to one of South Africa’s biggest interior architecture firms by 2023 with a full-time staff of 70 people and a turnover of $45 million in 2021.Appointed Co-CEO JLL Sub-Saharan Africa alongside Peter Harris

www.jll.africa

SOCIAL RESPONSIBILITY INITIATIVES AND GENDER POLICIES: For five consecutive years JLL, a Fortune 500 company, has been included in the Forbes Most Admired Companies.

The firm features in the Bloomberg Gender-Equality Index and has been listed in the Ethisphere World’s Most Ethical Companies for 15 years.

Globally recognised as an Employer of Choice leading in diversity and inclusivity policies, JLL is a Level 1 B-BBEE supplier and takes pride in its high level of female ownership and management. 51% of all

EMMA LUYT

RENAIDA NAIDOO

CONTACT INFORMATION www.jll.africa South Africa: +27 11 507 2200 | +27 11 442 6158

Kenya: +254 709 324324

S N P M E N ER S 53 S TA N D A R B A N TO WO ENLLEAD L EAD ER 53 STA TA ND DA AR RD DDB BA AN NK K KTO TO P PWO WO MM EN EAD ER S S 000

Thought

54

STANDARD BANK TO P W O M EN LEADERS

leadership

S TA N D A R D B A N K TO P WO M E N L EAD ER S

55

WO M EN - A POWER F UL F O R C E IN THE F I G HT AGA IN S T C LIM AT E C HA N G E Put women front of the queue for climate change mitigation and adaptation interventions in Africa

Chief Operating Officer at the Johannesburg Stock Exchange

By Itumeleng Monale

56

STANDARD BANK TO P W O M EN LEADERS

I T UMEL EN G MO N A L E

W

omen are natural-born leaders – leading (oftentimes quietly) in their households sometimes from from the frontlines of business.

However, as women are increasingly challenged to spearhead conversations around mitigation and adaptation solutions related to climate change – it is incumbent on continental, as well as global leaders to address the foundational barriers of access, inclusivity and equity that limit this reality.

Climate change, viewed through a gender-related lens, unveils the underlying story of the disproportionate consequences that negatively impact women in the developing world from climbing out of the existing structural thresholds of poverty.

In Africa, research has shown that women account for as much as 80% of the food production labour force, with more than 60% of women employed in the agricultural sector – meaning their livelihoods are dependent on climatesensitive environments.

This however has not adequately catalysed the mitigation of women being vulnerable and marginalised in climaterelated efforts – particularly women who work in poor and rural settings, where the very foundation of food security lies.

The importance of meaningful inclusivity and equality in African sustainabilitybased initiatives on climate resilience has indeed become all the more pronounced today. Not only must these initiatives ensure an inclusive approach, but they are burdened with

the need to simultaneously address the previous underlying societal imbalances that leave women most vulnerable.

Therefore, there is a need to reframe the challenge of merely including women in these pivotal conversations - to actually meaningfully investing in women-led initiatives that empower women and shift the needle on societal norms.

AFRICA’S CLIMATE CRISIS In February this year, Tropical Cyclone Freddy, wreaked havoc in countries such as Madagascar, Mozambique, and Malawi, as intense rainfall for over a month claimed the lives of hundreds of civilians and displaced thousands more.

According to the World Economic Forum, the protracted drought affecting the Horn of Africa has led to around 23 million people acutely food insecure in Ethiopia, Somalia and Kenya. Further to this, an estimated 3.3 million people have also been displaced as a result.

South Africa itself was beset with intense and disastrous flooding in KwaZulu-Natal last year. The floods have been cited as the most catastrophic natural disaster recorded yet in the province, in terms of lives lost, homes and infrastructure damaged or destroyed and the economic impact. This is according to a new study that was released in April this year by researchers from the University of Witwatersrand (Wits) and the University of Brighton, UK.

THOUGHT LEADERSHIP

These and more extreme weather events precipitated by climate change in Africa particularly, have further placed a burden on women as primary caregivers. The effects of climate change have also necessitated increased migration of families.

The Africa Migration Report by the UN’s International Organisation for Migration (IOM) revealed that the number of international female migrants in Africa increased by 69% between 1990 and 2020.

The impact of displacement and migration as a result of natural disasters – leaves women and girls even more vulnerable to sexual and gender-based violence, trafficking, forced marriages, child mortality and exploitation.

In South Africa alone, according to verifiable statistics, in 2021, around 7.6 million households in the country were female-headed.

And the picture is much the same for the rest of Africa. Findings from the World Bank indicate that nearly one in four households in Africa are led by women.

This means that the weight of not only providing financial means for their families, but also in the provision of care of children and the household, is squarely placed on the shoulders of women.

Despite the deeply rooted, systemic, and often patriarchally-linked challenges to gender-based investments – women are indeed leading from the front

S TA N D A R D B A N K TO P WO M E N L EAD ER S

57

Natural disasters such as the aforementioned, therefore strip many women of their means of income as job losses mount as a result of industries evolving and changing their dynamics.

This in turn widens disparity from a Gini coefficient – a measure of the statistical dispersion of income and wealth inequality within a nation – perspective.

THE BURDEN OF CARE According to a recent policy brief by the UN, women on average spend 4.1 hours per day on unpaid care and domestic work relative to their male counterparts who spend 1.7 hours a day. This includes more women taking on the role of caregiving of their elderly relatives or caring for sick family members.

Climate change has had an undeniable impact on the health of children in particular. Institutional insights gleaned from the Harvard T.H CHAN School of Public Health indicate that extreme weather conditions driven by the climate crisis are disproportionately increasing the risk of asthma in children. And as primary caregivers in households, the consequences of having children with special healthcare needs impact women adversely. It impacts their choices on selfdevelopment, as well as their choices and sacrifices in terms of job opportunities.

TURNING THE TIDE Despite the deeply rooted, systemic, and often patriarchally-linked challenges to gender-based investments – women are indeed leading from the front when it comes to sustainability advocacy.

This is because, we know that women have a first-hand visceral experience of the gender pay-gap, as well as gender-related societal ills. However, concerted and notable efforts are being driven to address these polarities.

58

As the Johannesburg Stock Exchange (JSE), these efforts are noted in varying gender-linked as well as sustainabilitylinked bonds that are being steered by women and/or for women.

At least 70 Sustainability Bonds are specifically designed to raise money for environmentally and socially responsible initiatives.

Further, as one of the Top 20 largest exchanges in the world by market capitalisation ranked by the World Federation of Exchanges, the JSE specifically has a Sustainability Segment that is ring-fenced for environmentally responsible or climate-related projects.

These range from pollution prevention to improving energy efficiency, developing sustainable agriculture and rolling out green transportation systems – among others.

Last year, Barloworld – an industrial processing, distribution and services company with two primary areas of focus: Industrial Equipment & Services and Consumer Industries – listed two Gender Bonds on the JSE. This empowering initiative is set to increase the participation of women in its leadership structures and supply chain – and is a commendable effort that can inspire more companies to do the same.

Additionally, the JSE Enterprise Acceleration Programme – which aims to support the growth of medium-sized companies sustainably – includes companies providing climate-related and social impact solutions varying from water purification to ensure sustainability of water supply, healthcare and education.

The JSE also sponsors the Gender Mainstreaming Awards , an increasingly important initiative that is accelerating equality across the continent. The awards were developed to encourage the private sector to achieve more meaningful representation of women in the mainstream, and to prove that gender equality is core to a successful business.

MITIGATION – WHAT NEXT? The question however remains – ‘how do we mitigate against the further degradation and disparities of not only our natural resources, but also bridge the chasm of women-led and womensympathetic climate action?’

It begins with creating and enabling more access to venture funding for women to enter entrepreneurial ventures such as carbon capture, reforestation and water purification – among others.

It also requires the inclusion of women and their voices in defining solutions in this space.

While it is a fact that Africa produces the smallest share of global greenhouse gas emissions (GHG) at just 3.8% as opposed to developed nations which contribute a significantly higher amount, Africa has to create its own solutions

STANDARD BANK TO P W O M EN LEADERS

I T UMEL EN G MO N A L E

THOUGHT LEADERSHIP

and preserve natural resources; and have the potential to be placed on carbon trading platforms around the world and generate carbon credits for companies in the global market.

Businesses must also find other innovative ways to enable women’s economic empowerment, financial literacy and access to mentorship.

While it is a fact that Africa produces the smallest share of global greenhouse gas emissions (GHG) at just 3.8% as opposed to developed nations which contribute a significantly higher amount, Africa has to create its own solutions to the climate crisis – which has been scientifically proven to be likely to impact the continent the hardest.

For example, South Africa’s energy crises has evoked a significant and impactful response from the private sector, which is seeing an acceleration of clean energy projects and investments.

The same is needed for climate action.

It includes giving women a seat at the table.

Other key initiatives that women can and are taking advantage of, are in the biodiversity space in which initiatives to mitigate climate change have taken root.

Great case studies from countries such as Indonesia have shown practically how rural communities can play a role in the carbon mitigation value chain, while benefiting economically and uplifting

many lives in the process. This means that the very marginalised women in the agricultural sector in particular, have an opportunity to play a pivotal role. These initiatives which are often likely to be in rural communities – mostly populated by women- are championing climate resilience from the ground.

An innovative, and still little-understood opportunity lies in these communitybased initiatives that maintain, restore

There has to be a bigger impetus and ability to accelerate turning the tide around on Africa’s dire and disproportionate impacts from climate change, towards directing resources more impactfully.

Companies need to think and strategise for the long-term, producing tangible progress with sustainability in focus – especially if they intend to benefit commercially from the youngest and fastest growing continental population on the planet.

This cannot and will not be done without the inclusion and equality of women in this arena.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

59

UN SUS TA I N A BLE DEVELO PMENT GOAL 1 0 IS NOT AC H IEVABLE WITH O U T A D D RESSING HO R I Z O N TA L INEQ UAL ITY Chairperson of the GBV Response Fund

By Dr Judy Dlamini

60

STANDARD BANK TO P W O M EN LEADERS

D R J UD Y D L A MI N I

H

orizontal inequality is defined as inequality among groups that corresponds to the distribution of opportunities and constraints within social groups with a common identity (e.g., inequalities related to gender, generation, location, religion, ethnicity). ¹ Inequality of opportunity leads to inequality of outcomes and the perpetuation of a stereotype that some social groups are inherently inferior.

“Our history has been a bitter one dominated by colonialism, racism, apartheid, sexism, and repressive labour policies. The result is that poverty and degradation exist side by side with modern cities and a developed mining, industrial and commercial infrastructure.

Our income distribution is racially distorted and ranks as one of the most unequal in the world – lavish wealth and abject poverty characterise our society…. the result is that in every sphere of our society – economic, social, political, moral, cultural, environmental – South Africans are confronted by serious problems. There is not a single sector of South African society, nor a person living in South Africa, untouched by the ravages of apartheid.” - Reconstruction and Development Programme (1994), paragraphs 1.2.1 and 1.2.4 The above statement is still relevant 29 years later. The psycho-social stressors, at individual level, that are heightened due to high levels of

THOUGHT LEADERSHIP

inequality lead to a systemic breakdown in the social structure, with multiple measures of social problems; including crime, gender based violence, health problems, mortality, and substance abuse (Wilkinson and Pickett, 2009). In addition, high levels of inequality mean that large segments of a society may be excluded from economic opportunities, thus limiting both those individual’s outcomes, as well as the aggregate performance of the economy. If those that receive the best opportunities are only a minority, that excludes people with the best talent who happen to be in the majority group which continues to be excluded from the mainstream economy.

The United Nations Sustainable Development Goal 10 calls for the increase of income of the bottom 40% of the population and the reduction of inequalities based on income, gender, age, disability, race, class, ethnicity, religion, and opportunity by adopting relevant policies and legislation. It also aims to improve financial markets and institutions regulation and oversight to ensure financial inclusion. Reducing inequality is a prerequisite for sustainable development and protection of democracy.

South Africa is the most unequal country in the world measured by the Gini coefficient of 0.63 and has the highest unemployment rate in the world at 35.3% for the fourth quarter of 2022 (StatsSA 2022, World Population Review

S TA N D A R D B A N K TO P WO M E N L EAD ER S

61

2022). Deeper analysis shows that population groups matter when it comes to determining who gets a job and what wages they receive. Race matters a lot, with black Africans being the most disadvantaged in finding employment, and earning substantially less when they are employed, relative to their white counterparts; gender matters too, with women being less likely to have a job and earning on average substantially less than men, finally, geography plays a big role too, whereby those living in rural areas are less likely to have formal sector employment and are more likely to earn lower wages when they do find employment (StatsSA 2017).

of opportunities to access financial services, through a process by which individuals and businesses can access appropriate, affordable, and timely financial products and services, matters. ² It includes banking, provision of debt, equity, and insurance products. The intended outcome is stronger and more sustainable economic growth and development.

South Africa has a dual economy with a financial sector that is sophisticated and well-established servicing the formal sector that operates in parallel to an underdeveloped and largely informal township or rural economy. The SMMEs are poorly served, especially micro and informal enterprises, and underdeveloped, when compared to peers. In the OECD countries formal

Legislation that seeks to redress the imbalances and discrimination, of the past and present, is not enough on its own.

The multidimensional challenge of inequality requires a multi-prong, multidisciplinary and systemic approach, applied consistently by leaders across sectors and communities, always using an intersectional lens. Diversity and inclusion at all levels, especially at leadership level is important for bringing diverse views and perspectives in organisations. Hierarchies of human value affect human dignity and go against the Universal Declaration of Human Rights, which is based on a principle that all human beings are equal and deserve equal respect and equal access to opportunities, with equitable support based on each social group’s need/s. One area that will have an impact is the economic emancipation of the majority which will build human dignity and economic growth for the country.

Financial inclusion for all, which is defined as the availability and equality

62

STANDARD BANK TO P W O M EN LEADERS

THE MULTIDIMENSIONAL CHALLENGE OF INEQUALITY REQUIRES A MULTI-PRONG, MULTIDISCIPLINARY AND SYSTEMIC APPROACH, APPLIED CONSISTENTLY BY LEADERS ACROSS SECTORS AND COMMUNITIES

D R J UD Y D L A MI N I

SMMEs account for 55 per cent of GDP and 60-70 percent of employments, against the emerging markets’ 40 per cent and 80 per cent (of new jobs) respectively.³ It is estimated that in South Africa, SMMEs only contribute 36 per cent to the GDP and 47 per cent towards employment (including owners of the SMMEs at 14 per cent).⁴ According to the Stats SA Labour Force Surveys, though there is no real growth in the SMME sector, the sector maintains employment levels far better than corporates. Enabling growth in the sector will go a long way in reducing inequality and unemployment and all associated ills that emanate from both.

Out of the three pillars of the Financial Inclusion Policy by South African National Treasury, pillar two focuses on extending access to financial services for SMMEs. Sustainable growth of SMMEs requires investment in the whole ecosystem from (Global Entrepreneurial Monitor, 2022): ● The school and postschool curriculum that teaches entrepreneurship from a young age, including practical exposure to starting a business. ● Availability of patient accessible capital to new start-ups, with ‘wrap-around’ support for the entrepreneur/s. ● Government policies that support and promote new start-ups, removal of bureaucracy that stifles growth, tax incentives and special supportive programmes to new start-ups.

Creation of affordable commercial and professional infrastructure. Ease of entry in the market, especially for those that were previously excluded from the mainstream economy in South Africa. ● Investment in research and

THOUGHT LEADERSHIP

Poverty eradication alone will not address inequality, however addressing inequality has the power to eradicate poverty and restore human dignity

development in the sector, including technology transfer from universities with shared Intellectual property between the academic institutions, academics, and industry. ● Societal and cultural norms that embrace entrepreneurship. ● More importantly collaboration across sectors, and within sectors, with effective monitoring and evaluation of all the interventions with accountability from leaders. ● Lastly an equitable environment that gives support according to need ensuring demographic representation across sectors.

Poverty eradication alone will not address inequality, however addressing inequality has the power to eradicate poverty and restore human dignity for the majority. There is no human dignity in poverty, there is no sustainable peace where there is horizontal inequality.

“Remove the secondary causes that have produced the great convulsions of the world and you will almost always find the principle of inequality at the bottom. Either the poor have attempted to plunder the rich, or the rich to enslave the poor. If, then, a society can ever be founded in which everyman (and woman) shall have something to keep and little to take from others, much will have been done for peace (and prosperity)” (de Tocqueville 1835, quote from 1954 edition: 266).

Notes: 1.

Mancon S. 2021 ‘What are we talking about

when we talk about inequality?’ accessed on 1 March 2023 from https://europa.eu/

capacity4dev/fighting-inequalities-throughdevelopment-cooperation-and-stronger-

partnerships/wiki/what-are-we-talking-about2.

when-we-talk-about-inequality.

Financial Inclusion Policy- National

Treasurer accessed on 12 February from

https://www.treasury.gov.za/comm_media/ press/2020/Financial%20Inclusion%20 Policy%20-%20An%20Inclusive%20 3.

4.

5.

Financial%20Sector%20For%20All

Global Findex Report, World Bank, 2017

Inclusion, Stability, Integrity and Protection:

Observations and lessons for the i-SIP methodology CGAP, 2014

Nathan S.K.H, Kim H. & Pinilla-Roncacia, M.

2022 ‘Horizontal Inequality’ Horizontal

Inequality Group, Accessed on 3 March

2023 from https://hd-ca.org/thematic_group/ horizontal-inequality References:

GEM (Global Entrepreneurship Monitor) (2022).

Global Entrepreneurship Monitor 2021/2022 Global

Report: Opportunity Amid Disruption. London: GEM. Accessed on 12 February 2023 from https://www. gemconsortium.org/file/open?fileId=50900

Reconstruction and Development Programme Fund Act 7 of 1994

Statistics South Africa (StatsSA) 2022, 4th Quarter Report

Statistics South Africa (StatsSA) 2017 Quarterly Labour Force Survey, 3rd Quarter Report World Population Review 2022

accessed on 1 March 2023 from

https://worldpopulationreview.com/.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

63

64

STANDARD BANK BAN K TO P W O M EN LEADERS

THE CHANGING

WORLD OF LEADERSHIP The benefits for companies of having women in leadership positions

CEO of Shirley Zinn Consulting Dr Shirley Zinn

T

he world has changed significantly and it is an understatement to say we live in incredibly challenging times given climate action, the pandemic, lack of governance and ethics, conflicts and widening inequalities at multiple levels. This has impacted each one of us as we are all part of a broader and interconnected ecosystem. We have suffered illness, mental wellness issues, stress, uncertainty, burnout, “always on” syndrome, loss, grief, GBVF, financial wellbeing challenges, retrenchment, and many have lost their businesses.

Indeed, in Africa, women and girls have largely borne the brunt of the pandemic,

as the virus has exacerbated alreadyexisting gender inequalities, laying bare serious fault lines in safety, physical and mental health, education, domestic responsibilities, and employment and entrepreneurial opportunities. Invisible lives, missing voices: Putting women and girls at the centre of post-COVID recovery and reconstruction.

The unfinished business of gender equality in a post-pandemic recovery remains a major priority on the world agenda. Many companies have penned commitments to embracing Diversity, Equity, Inclusion (DEI) in the workplace.

I would like to add Belonging to this list. This fast becoming a business concept is the key to making DEI

work more effectively. It implies a psychological need that all humans have, to feel connected, accepted, recognised, acknowledged and included.

Companies recognise the benefits of creating a sense of community and connectedness for employees, customers and stakeholders. The role of leadership is to foster this sense of belonging driven by values, culture, practices, policies that employees feel like they are serving a company with a higher purpose than themselves. This unleashes engagement and people feel more invested in their work.

Research over many years now shows that more diversity of skills, of thinking, of experiences, of insight and of

S TA N D A R D B A N K TO P WO M E N L EAD ER S

65

We need to make gender equity a business value not just a business priority

66

STANDARD BANK TO P W O M EN LEADERS

D R S HI R L EY Z I N N

THOUGHT LEADERSHIP

Corporations and governments must recognise the compounded contributions women can make if we are to sustain our companies, communities and society

knowledge, brought by combinations of demographics and gender, enables more inclusive and comprehensive decisionmaking and innovative outcomes. It’s in the collective, in the communication, in the collaboration of the combinations of men and female leaders where the magic really lies. This is a key leadership trend that we should actively pursue.

We need to make gender equity a business value not just a business priority. It has to be baked into every decision at every level. Values and beliefs drive a culture and behaviours where our mindset towards women in leadership positions permeates everything we do and what we are about, and does not stop at numbers and ticking boxes. Having said that though, the recruitment, retention and advancement rates of women must be more intentionally measured, monitored and reported on. We also have to share our stories as women in leadership to inspire others.

We also need to recognise that there are unconventional paths to CEO and other C-suite and board roles. Our succession plans need to be sustainable, and can help us to improve and strengthen our pipeline of diverse talent as it will assist us to develop and promote talent. There is not a lack of diverse talent. We have incredible talent. It’s about lack of equity in assessing, developing and promoting talent, and giving the necessary support like mentorship. We need to supercharge the development of emerging leaders and give them the exposure and opportunity to grow and succeed. The path to parity needs to be very clear for every organisation which is committed to gender equality and women in leadership, so that we might accelerate our efforts. We need to see visible shifts in behaviour, policies, processes, attitudes, and this must be backed up by data.

Often leadership roles present precooked, traditional inflexible moulds we need to squeeze into. If we are to build future-fit leaders we have to accept that inclusion is a necessity not a nice-to-have. If we are to be aligned to emerging leadership trends, which involves adapting to and building innovative technologies, predict patterns in the markets through AI, and be more agile in a fast-paced world, we have to embrace a more diverse and inclusive culture. There have been many debates about why gender diversity on boards and executive teams is so important.

We have considered the business case versus the moral imperative. I do believe current leadership trends are asking more of us. The King IV Codes gives very clear direction: “The board composition provides an appropriate mix of skills, experience, independence, race and gender diversity for it to effectively discharge its functions”.

In closing, research indicates there is an undeniable body of evidence in favour of women’s empowerment. This presents a powerful case for building more diverse corporate leadership.

Corporations and governments must recognise the compounded contributions women can make if we are to sustain our companies, communities and society.

Studies are showing that companies with more women in leadership roles tend to have higher financial performance over time, arguably due to diverse opinions and empathetic, humanising leadership.

Sustainability across environmental, social and governance elements of business is a key leadership trend that calls for transformational, ethical leadership that inspires, engages and motivates all employees and stakeholders.

Source: https://www.brookings.edu/blog/ africa-in-focus/2021/01/28/invisible-livesmissing-voices-putting-women-and-girlsat-the-center-of-post-covid-19-recoveryand-reconstruction/

S TA N D A R D B A N K TO P WO M E N L EAD ER S

67

WOMEN IN AFRICA A R E S H API NG WEB 3 How Web3 and the metaverse are empowering women in Africa

COO and Head of Business Development at Unstoppable Domains

By Sandy Carter

W

eb3 has proven to be a powerful agent for change in parts of the world that are historically underrepresented in the banking system. Africa, in particular, has proven to be in a powerful position to both adopt and evolve Web3 and the Metaverse. Women in sub-Saharan Africa stand to benefit the most from Web3, as only 37% have access to a bank account, compared to 48% of men. Unfortunately, this discrepancy has only been growing, highlighting the need for change.

68

STANDARD BANK TO P W O M EN LEADERS

S A N D Y C A R T ER

THOUGHT LEADERSHIP

S TA N D A R D B A N K TO P WO M E N L EAD ER S

69

Across the continent, financial growth has been decelerating, mainly due to the broader global economic slowdown and inflation. While these obstacles only exacerbate the challenges women face in the continent, they also make Africa poised for decentralised asset adoption.

Already, Africa as a whole has shown massive acceptance of crypto currency in recent years, with a significant 1 200% increase in these types of payments between 2020 and 2021. As of September 2021, African crypto holders had amassed $80-million worth of assets, more than their US counterparts. Nigeria alone is home to the world’s second-largest Bitcoin market, an impressive fact unto itself.

There’s also the fact that there’s no shortage of optimistic Web3 news coming out of Africa. Multiple partnerships and collaborations bring payment services and identity products to the continent.

These developments highlight that there is capital flowing into the African crypto industry, bolstering the region’s potential for growth.

THERE’S NO SHORTAGE OF OPTIMISTIC WEB3 NEWS COMING OUT OF AFRICA

70

STANDARD BANK TO P W O M EN LEADERS

BRINGING THE BENEFITS OF CRYPTO TO WOMEN IN AFRICA Crypto currency was created with the goal of disrupting an unfair global financial system and literally “banking the unbanked.” The whole ethos of this technology was to empower people everywhere to take control of their finances, careers, and lives. Web3 eliminates the need for permission to create a wallet or begin accepting payments, allowing for more freedom, such as the ability to open businesses.

This is especially important in sub-Saharan Africa, where women represent only 25% of entrepreneurs.

Web3 services and assets stand to boost that rate significantly.

S A N D Y C A R T ER

and South Africa. This money allows the recipients to spread education and mentoring programs specifically designed to bring women into Web3.

Ethereum scaling solution Polygon is also encouraging more developers to get stuck in – having organised an educational boot camp and hack-a-thon to put developers in Africa on the Web3 map.

There is massive potential for Africa to be a continent that dominates the Web3 industry in the coming decades, and women are perfectly positioned to be a major part of that In addition, Web3 technology extends far beyond the realm of currency and can offer women complete control of their digital identity. As outlined in a report by the Bill & Melinda Gates Foundation, one major obstacle preventing African women from accessing banking services is a lack of formal identification. Access to a digital ID on the blockchain would give them the tools to manage their own money and data personally, securing their profile and giving them complete agency to be a part of the global economy.

SPREADING EDUCATION AND ACCESS While there exist many tangible benefits and opportunities that Web3 can bring to African women, it won’t matter until more of them are brought into the space.

Less than 5% of all crypto currency companies were founded by a woman; of those, they all have at least one male co-founder. Changing this statistic is going to require access and education.

The good news is that smartphones are projected to have a 61% saturation in sub-Saharan Africa by 2025, meaning the basic tools are becoming more available to women than ever before.

This is a good start and means the door is open for women to get involved. The

THOUGHT LEADERSHIP

THE SHIFT IS ALREADY BEGINNING It gets better, as there are already multiple important, innovative programmes that are designed to lead the growth of the blockchain industry in Africa and specifically to empower women. This shows real traction among the community and a desire to see a more inclusive Web3 space in the coming years.

next step is spreading awareness of the technology and information on how to get started. Fortunately, there are programmes that can help here as well. For example, Unstoppable Women of Web3, an organisation dedicated to spreading education and enhancing diversity in Web3, recently announced a five-year commitment to provide Web3 and Metaverse education for six million women in Africa. This stands to be a powerful push to bring a new wave of women into the crypto space and help spread the benefits of decentralised technology to the people who need it the most.

There’s also the support that Binance has provided by contributing more than $2-million to help women in more than ten countries across the globe, including Kenya, Nigeria,

Clearly, there is massive potential for Africa to be a continent that dominates the Web3 industry in the coming decades, and women are perfectly positioned to be a major part of that. Fortunately, this space is tearing down personal and professional barriers and allowing more women than ever to participate and get meaningful benefits that give them more control of their money, credentials, and even careers. This is all made possible because Web3 opens up powerful new possibilities for anybody with a mobile phone, bringing opportunities to places and people that simply didn’t have any before.

Sources: We Forum | IMF | UN | Coindesk |

Coin Telegraph | PR Newswire | Further Africa | Gates Foundation | The Street | GSMA |

Unstoppable Women of Web3 | News Direct

| Finbold | Polygon | UABA | Satoshi Centre | Web 3 Ladies

S TA N D A R D B A N K TO P WO M E N L EAD ER S

71

Transforming women’s health and wellness Chief Digital Officer, Cipla South Africa

By Genevieve Mannel

I

n recent years, technology has made vast improvements in the healthcare sector, transforming the way we approach health and wellness. Women have specifically benefited from these advancements, as they have been able to use technology to empower themselves through education, tracking their health and gaining access to virtual healthcare.

72

STANDARD BANK TO P W O M EN LEADERS

G EN EV I EV E MA N N EL

THOUGHT LEADERSHIP

S TA N D A R D B A N K TO P WO M E N L EAD ER S

73

In this article, we will discuss how technology has impacted women’s health and empowerment and point out some examples of technology that have made this possible.

Health Education: One way technology has empowered women is through access to health education. Women can now easily access health information through their smartphones or computers, which has increased their knowledge and awareness about their health issues. For instance, according to WHO, cervical cancer screening can reduce the risk of cervical cancer by up to 90%, yet millions of women worldwide had never been screened.

However, mobile health technologies have provided cervical cancer screening material to these women where medial resources have been limited.

Women can now easily access mobile applications containing health tips, answers to health queries and advice on healthy lifestyles. Examples of this is the period-tracking apps, like Clue, which provides education about menstrual health to millions of women globally. The app provides personalized insights and reminders about a woman’s menstrual cycle, enabling them to track their symptoms and patterns easily.

By providing this valuable information, women can better understand their bodies and make informed decisions regarding their health.

Telemedicine and Virtual Healthcare: Telemedicine has revolutionized healthcare and has made it possible for women to receive medical services remotely. By using video calls, instant messaging, and other digital

74

STANDARD BANK TO P W O M EN LEADERS

WOMEN CAN NOW EASILY ACCESS MOBILE APPLICATIONS CONTAINING HEALTH TIPS, ANSWERS TO HEALTH QUERIES AND ADVICE ON HEALTHY LIFESTYLES

G EN EV I EV E MA N N EL

communication channels, women can now access virtual consultations with their doctors, whether it’s routine check-ups, counseling or urgent medical care no matter where they live. This has made a significant impact on women’s health, especially those living in remote areas or who are unable to visit a doctor in person. The virtual healthcare experience can also provide a more comfortable atmosphere for women seeking medical help. As a result, women are more likely to open up to their healthcare providers, share their concerns and work together to manage their health needs.

This has led to better patient-provider relationships, increased satisfaction with healthcare services, and ultimately better health outcomes for women.

Home diagnostic devices: With the advancements in technology, women can now monitor their health at home using diagnostic devices. For instance, wearable devices such as smartwatches can monitor heart rate, steps taken and even detect changes from the norm, alerting the user to seek medical attention if necessary. Women can also use blood pressure monitors, glucometers, and even ECG devices without leaving their homes. One of the most significant benefits of home diagnostic devices is they enable early detection of potential health problems. Women who can identify the early warning signs of conditions such as diabetes or cardiovascular diseases can get immediate medical assistance from their doctors. This can lead to better health outcomes and improved quality of life.

Empowering the voice of women: Social media platforms have become an essential tool for advocacy and women’s

THOUGHT LEADERSHIP

Women who can identify the early warning signs of conditions such as diabetes or cardiovascular diseases can get immediate medical assistance from their doctors rights. One of the most significant benefits of this is how women can share their stories through platforms such as twitter and raise awareness of issues that affect their health. An excellent example is the #MeToo movement, which spread like wildfire across social media platforms in 2017, bringing to light the prevalence of sexual harassment and violence against women. Through this campaign, the voices of thousands of women worldwide were heard for the first time, encouraging women to come forward and share their experiences. This movement, coupled with technological advancements, has encouraged women to demand their rights, empowering them to stand up for their health.

In conclusion, technology has proven to be a significant game-changer in women’s health, with its impact reaching far and wide. Women can now access information, telemedicine, home diagnostic devices, and virtual healthcare services that were once inaccessible. They can also use social media to empower their voices, share their stories and demand their rights.

Given these benefits, it is essential to leverage technology to empower women further and improve health equity. More innovative solutions must be created for the years to come, which will continue to benefit women worldwide.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

75

THE CH A N GIN G R O LE OF WO M E N IN MIN IN G - S O UT H A F RICA A N D G LO BAL LY Project Manager of the Women in Mining initiative at Sibanye-Stillwater

By Fatima Collins

76 SSTANDARD BANKTO TOPPWWOOMMEN ENLEADERS LEADERS TANDARD BANK

FAT I MA C O L L I N S

THOUGHT LEADERSHIP

I

n South Africa, women’s participation in the mining industry has increased significantly over the past few years. According to the Minerals Council South Africa, women now account for approximately 12% of the mining workforce in the country, compared to just 2% in 2008. This growth is attributed to a range of initiatives and programmes that have been implemented to promote gender equality and empower women in the industry.

Globally, the trend is similar. More and more women are now choosing careers in mining, and many are breaking through the glass ceiling to take up leadership positions in the industry. This is a significant shift from the past when women were mostly relegated to support roles and were not seen as having the necessary skills and expertise to lead.

S TA ND P PWO MM EN ER S S 77 S TA NA DR AD R DB A BN AK N KTO TO WO ENL EAD L EAD ER 77

In recent years, there has been a significant increase in the number of women working in the mining industry.

According to a report by PwC, women’s participation in the mining industry has increased from 11% in 2006 to 16% in 2018 globally. In South Africa, women’s participation in the mining industry has been steadily increasing, with more and more women taking up roles in the industry.

The mining industry has traditionally been male-dominated, with many barriers preventing women from entering the industry. These barriers include a lack of opportunities, gender stereotypes, and safety concerns.

However, with the growing recognition of the value of diversity in the workplace, many mining companies are actively working to attract and retain women in the industry.

To quote PwC again, “Profit margins are higher for mining companies with women on the board. Companies with female board representation also had higher return on sales, higher return on invested capital and higher return on equity”.

To this end the Minerals Council South Africa promulgated a White Paper on Women in Mining that promotes representation of women in the mining industry. A number of mining companies have implemented targeted programs for this purpose. “At Sibanye-Stillwater, we recognise the urgency of equitable representation, diversity and inclusion and have a dedicated project manager to support Women in Mining for the

organisation. Since the inception of this program we have seen a 3% increase in women representation across the organisation,” Fatima Collins, Project Manager of WiM, Sibanye-Stillwater.

The benefits of having women in leadership positions in the mining industry are numerous. With their alternate life experiences and perspectives, which can be invaluable in problem-solving and decision-making they also tend to be more collaborative and empathetic, which can lead to better outcomes and stronger relationships between stakeholders.

Furthermore, women in leadership positions can act as role models and mentors for other women in the industry.

By breaking through the glass ceiling and achieving success, they inspire and motivate other women to do the same.

This can lead to a virtuous cycle of empowerment and growth, with more and more women entering the industry and rising through the ranks.

Another benefit of having women in leadership positions is improved financial performance. Studies have shown that companies with more women in leadership positions tend to be more profitable and financially stable than those with fewer women. Women tend to be more risk-averse and make more informed decisions, which can lead to better financial outcomes. In the mining industry we have noted some significant benefits that include, improved safety, diverse perspectives, improved performance, better communication and increased employee engagement.

With the growing recognition of the value of diversity in the workplace, many mining companies are actively working to attract and retain women in the industry

78

STANDARD BANK TO P W O M EN LEADERS

FAT I MA C O L L I N S

Studies have shown that companies with more women in leadership positions tend to be more profitable and financially stable than those with fewer women.

“Particularly at Sibanye-Stillwater, we see that at senior leadership level it is clear that diversity brings debate, discussion, creativity and innovation to the table. This creation of a psychological safe space is a critical enabler here. Although, there exists very little tangible data to show the direct impact of diversity so soon, the overall culture of the organisation is slowing starting to change for the better,” Nicola Jackson, chairperson WiM. While there are numerous challenges for women in the mining industry, we believe that there is a need to improve the image of the industry to encourage women to enter. The perception of mining being a predominantly male-driven sector where only the alpha-male miner succeeds needs to be changed. We need more women leaders to emerge on all levels of the organisation to encourage others to walk the road and have their voices heard.

Similarly, we need to change the cultural perceptions of men that women are illequipped to work underground.

incorporate bursaries, learnerships and mentorships from Day One of a female employee’s career at the company.

As soon as someone is appointed, we compile an individual growth plan and assess how we can best support her to achieve her end goal. This approach demonstrates commitment by the company and its leadership to her development.

As the Chairperson of the Women in Mining initiative at Sibanye-Stillwater, it is my duty to analyse and interpret the

THOUGHT LEADERSHIP

current situation with impartiality and objectivity. It is worth a discussion on the changing role of women in mining in South Africa and globally, as well as the benefits of having women in leadership positions in the industry. In conclusion, the changing role of women in mining in South Africa and globally is a positive development that should be celebrated. The benefits of having women in leadership positions in the industry are numerous, including a different perspective, increased collaboration, empowerment of other women, and improved financial performance. I believe that promoting gender equality and empowering women in the mining industry is not only the right thing to do, but also makes good business sense.

At Sibanye-Stillwater we are focussing on the “mine of the future”, which talks to our 3-tiered strategy of being Diverse, Inclusive and Bionic and how technologies will be used to support people in their day-to-day jobs - this includes new innovations, emerging technologies, and remote working. We are confident that changing the perception of a traditional mining company will assist in conquering these outdated stigmas and assist in encouraging more women into the mining industry.

More structured approaches to recruitment and retention of women are also a key focus at Sibanye-Stillwater. We are focussing on long-term programmes which

S TA N D A R D B A N K TO P WO M E N L EAD ER S

79

E M P OW E R I N G S A’S YO UN G WOM E N CA N TRANSF O RM OU R N AT I O N COO at YES

By Leanne Emery Hunter,

80

STANDARD BANK TO P W O M EN LEADERS

YO UT H EMPO W ER MEN T

T

hey’re driving change.

They’re improving diversity, creativity and innovation in our workplaces. They’re breaking gender equality barriers, and forging new paths that are benefiting business, society and our entire economy. The young women of South Africa are ready to transform our nation – and all they need is the chance to prove it.

There’s no doubt that having more women in the workplace is good for business. An IBM study suggests that companies that prioritise the advancement of women grow their revenues by up to 61% more than their competitors, and 60% say they are more innovative. Firms with more women in senior positions are more profitable, more socially responsible, and provide safer, higher-quality customer experiences.

Women account for half of the world’s population and have serious purchasing power. In fact, research shows that women drive the majority of consumer spending through a combination of buying power and influence. This means that they have unmatched insights into product development, and the technologies and services that our markets need. Female input into the new technologies, products and services that are shaping our world is critical.

Problem is, we’re not getting enough women into the workforce right now.

World Bank data suggests that globally, women are far less likely to work, or even seek work, than men.

In sub-Saharan Africa, it’s estimated that 74.1% of men participate in the labour force, compared to 62.9% of women.

In South Africa, 47% of women are economically inactive. This means that almost half of our working age women are out of the labour force, compared to 35.6% of men.

Our challenge is that we need diversity, equity and inclusion in every sector, in every business and at every level.

But in Africa, only 35 out of 581 listed companies with revenues exceeding $100-million, or a market cap of over $150-million, have women CEOs. Millions of young South African women dream of being a CEO. But right now, they’ll settle for a job. Any job. So, what can we as leaders do to empower our vast potential of women, who are waiting to make a difference?

DESIGN INCLUSIVE WORKPLACES Many businesses are still set up to favour men, starting with job descriptions. It’s up to us to make a conscious effort to create workplaces that appeal to women, and to actively bring them into the workplace.

Thankfully, technology is making it a lot easier to include women in the workforce. The mining industry, for

THOUGHT LEADERSHIP

example, has made huge strides in getting women into jobs that were previously seen as the preserve of men.

At the Youth Employment Service (YES), where many of our private sector partners are focused on future-facing industries, we’re seeing similar levels of innovation. One of our recent graduates became the first female forklift driver in the company. Others are becoming drone pilots, coders and financial analysts. They’re showing other women that it can be done and blazing a trail for the next generation – and it all starts with a workplace that includes them.

Companies are paying more attention to how they can include and retain women, looking at elements such as pay equity, maternity/paternity leave policies and flexible working hours to accommodate working parents. Progressive nations with gender equality at the top of the agenda are focusing on gender egalitarian policies, such as equal maternity/paternity leave for families.

In South Africa, spatial inequality is still a major barrier for millions of young women in entering meaningful work.

Programmes that allow women to work and make an impact in their communities is essential to ensure a more inclusive South Africa. At YES, we have seen the success of our turnkey model, where

One of our recent graduates became the first female forklift driver in the company.

Others are becoming drone pilots, coders and financial analysts

S TA N D A R D B A N K TO P WO M E N L EAD ER S

81

T H O UG HT L EADERSHIP

YOUTH EMPOW ERMENT

youth are placed in jobs close to home that also have a positive impact in their communities – jobs such as HIV/ TB screeners, teachers’ assistants, IT enablers in schools and lay counsellors.

MAKE THE FIRST STEP OUT OF MANAGEMENT EASIER Not only is it more difficult for young women to enter the job market, but according to a recent McKinsey study, women who are hired often fall at the first step to management. For every 100 men promoted from entry-level positions, only 87 women are promoted.

By not bringing equal numbers of men and women through the ranks, women can never catch up when it comes to managerial positions. And in a Wall Street Journal article, ‘The Pay Gap for Women Starts With a Responsibility Gap’, UC Berkeley Professor Laura Kray says female managers are often undermined by being given smaller roles from the start.

Empowering women doesn’t just happen in the workplace, though. It starts at home, where women’s unpaid work often subsidises the cost of care that sustains families and even economies. According to UN Women, women carry out at least two and a half times more unpaid household and care work than men. This means that, automatically, they have less time to engage in paid labour or work longer hours. To help reduce the burden on working women, I would encourage more households to split unpaid work more equitably between partners. Changing traditional views of household management frees women up to be more active in the workforce, should they choose to be, and allows everyone to thrive.

HELP BUILD THE PIPELINE As corporate leaders and entrepreneurs, we can play a real role in creating greater access to education and opportunities for South Africa’s young women. Even small businesses who sponsor just one or two 12-month work experiences through the YES programme are contributing to greater social prosperity and wellbeing. They’re giving young women the break they need to make a meaningful future. And ultimately, that’s good for all of us.

Sources: IBM | Academy of Management | Wiley | Informs Pubs Online | World Bank | Stats SA | The Definitive List | McKinsey | WSJ | UN Press | UN Women

Through the YES programme, we’ve seen the positive impact that enabling young women to enter the workforce has had on diversity, businesses and entire communities. Now we just need to build broader momentum and ensure these women are provided the opportunity to grow.

CHANGE THE TRADITIONAL ROLES IN OUR SOCIETY What we teach our young girls and women about who they are and how they can contribute starts early. When we encourage girls, their families and society to think differently about what they do, the effects are powerful. Research shows that when girls know they can become engineers and entrepreneurs, it leads to increased household income, better access to healthcare and education, and improved social mobility for their children.

82

EMPOWERING WOMEN DOESN’T JUST HAPPEN IN THE WORKPLACE, THOUGH. IT STARTS AT HOME, WHERE WOMEN’S UNPAID WORK OFTEN

STANDARD BANK TO P W O M EN LEADERS

SUBSIDISES THE COST OF CARE THAT SUSTAINS FAMILIES AND EVEN ECONOMIES

S TA N D A R D B A N K TO P WO M E N L EAD ER S

83

“As a society, ending violence against women and children cannot be

anything but our foremost priority,” - President Cyril Ramaphosa at

the second Presidential Summit on

Gender-Based Violence and Femicide in November 2022.

T

he Summit aimed to assess progress in the implementation of the Gender-based Violence and Femicide National Strategic Plan (GBVF-NSP), which was adopted as a comprehensive, effective and united response to the Gender-Based Violence (GBV) pandemic in South Africa.

The GBVF-NSP was produced by the Interim Steering Committee established in April 2019 to respond to the gender-based violence and femicide crisis following the historic 2018 Presidential Summit on this subject. The National Strategic Plan is a government and civil society’s multisectoral strategic framework to realise a South Africa free from gender-based violence and femicide.

President Ramaphosa said despite the efforts that have been made, violence against women and children continues unabated in South Africa.

WHAT ARE WE DOING TO END THE BRUTALITY?

By Jessie Taylor and Sinazo Mkoko 84

STANDARD BANK TO P W O M EN LEADERS

“Not a day goes by without a story in the newspapers, on television or online about a woman or child that has lost their life or been abused in the most horrendous manner,” - H.E. Ramaphosa.

He added that the stories of women and children who are victims of GBVF, tell a story about a society that is “deeply disturbing.”

“It is a story of a nation at war with itself.

These barbaric acts are a shameful indictment of the men of this country.

T HE N AT I O N A L S T R AT EGI C PL A N O N G BV F

It is not women who are responsible for ending such crimes; it is men. As a society, ending violence against women and children cannot be anything but our foremost priority. This is about the lives of our country’s women and children.

There can be no greater urgency” President Ramaphosa.

Touching on the progress they’ve made thus far, H.E. Ramaphosa said one of the successes of the country’s efforts to fight gender-based violence is the extent to which social partners have rallied around the National Strategic Plan.

“We are grateful to all those people from across society who have been involved throughout all stages of the formulation of the NSP and guided its implementation.

We are further grateful to all the Working Groups, co-chaired by government and civil society representatives, that have been working tirelessly to drive the implementation of the NSP.” In January last year, the President signed into law three key pieces of legislation that afford greater protection to survivors of gender-based violence and ensure that perpetrators are no longer able to use legislative loopholes to evade prosecution.

However, His Excellency added that there was a need to be critical about those areas of the National Strategic Plan in which there has been little or no progress.

“We need practical plans to correct shortcomings and weaknesses. We need to plan together, implement together and account together. We owe this to the women and children of South Africa.

We owe it to all who have been victims of this scourge, including families and loved ones. We owe it to the people of this country. The actions we take now will determine whether this crime forever remains a feature of our national life, or whether we can say we are the generation that ended it.” - President Ramaphosa.

To achieve this vision, South Africa will centre its efforts on bringing about specific changes around key pillars over the next 10 years, broken down into the five-year outcomes as listed below: 1. Accountability, Coordination and Leadership 2. Prevention and Rebuilding the Social Cohesion 3. Justice, Safety and Protection 4. Response, Care, Support and Healing 5. Economic Power 6. Research and Information Management “As we reclaim our society from the clutches of violence, homophobia, chauvinism and misogyny, this National Strategic Plan is both our shield and our armour. We will spare no effort until this country’s women and children are safe, can live, work and play in freedom, and their rights upheld.”

- H.E. Ramaphosa.

A SHARED RESPONSIBILITY Tackling gender-based violence requires a whole society approach, with government and private partnership at the centre. This has been put into effect through the Gender-Based Violence and Femicide Response Fund, a private sector-led effort to dedicate resources to fighting gender-based violence.

At the launch of the private-sector led, multisectoral fund Fund which will support the implementation of the National Strategic Plan, the business community pledged R128-million plus.

“We appreciate the resources that businesses and philanthropies who are committed to social transformation have been able to contribute. This commitment comes at a time of great economic

T H E G E N D E R AG E N DA

difficulty, which itself contributes to the hardship and vulnerability affecting women. It is an important contribution to improving the lives of women and girls in our society.

“The successful launch of the Fund is a significant demonstration of the depth of social compacting in our society and the vision of a better South Africa shared by social partners.”

PARTNERING FOR THE FUTURE The Fund comes as part of the Gender-Based Violence and Femicide Declaration, which followed the GBVF Summit held in 2018 which brought together government, civil society and other role players to find lasting interventions to end gender-based violence.

South Africa has been working toward ending violence and harassment in the workplace through the International Labour Organisation (ILO) Convention.

The country joined the Nations (UN’s) Generation Equality Forum, participating in advocacy around gender-based violence and women’s financial inclusion. The government also lobbied for genderresponsive trade policies to be developed as part of the African Continental Free Trade Area and adopted a policy of 40% preferential public procurement for women-owned enterprises.

At the launch of the Fund, President Ramaphosa said: “It has been a long and challenging road, but we have laid the cornerstone. This is just the beginning, and we are confident that the pledging process will continue into this year, as more of our partners in the private sector and international philanthropies come on board.”

Sources: Justice.gov.za| SA Gov| stateofthenation.gov.za| The Presidency|

S TA N D A R D B A N K TO P WO M E N L EAD ER S

85

Linky Olivier CEO/Principal Officer at CAMAF

86 SSTANDARD BANKTO TOPPWWOOMMEN ENLEADERS LEADERS TANDARD BANK

Image by Theana Breugem

C A MA F MED I C A L SCH E M E

I N T E RV I E W

Interview with CEO/Principal Officer, Linky Olivier Understanding the needs of their member base and giving their members a personalised service is what has placed the Chartered Accountants (SA) Medical Aid Fund (CAMAF) in a class of its own. Established over 70 years ago, CAMAF is a self-administered and restricted medical scheme that offers access to superior and tailor-made healthcare benefits to qualifying members, mainly in the accounting industry.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? Fortunately, our industry is home to some highly-skilled women. However, as with any industry, it is crucial to ensure gender equality in executive positions.

The CAMAF board has consistently supported the empowerment of women, making it easy for us to meet our gender equity targets. Relying on fate alone is not enough; one must establish specific objectives and recruit and monitor accordingly.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Gender empowerment, as with any diversity, has yielded various advantages as an inclusive organisation, such as diverse perspectives, heightened creativity, improved performance, talent attraction and retention, enhanced employee engagement and a positive brand image.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? Becoming B-BBEE compliant poses a significant challenge for medical schemes as the existing frameworks, including

the specialised ones, do not account for schemes’ unique nature. Medical schemes do not determine the demographic of their members or that of the healthcare providers that the members use.

Consequently, only a handful of schemes have endeavoured to attain compliance.

Despite these obstacles, we have been working with an external consultant for several years to achieve compliance by May 2023, and we hope to become the second medical scheme in South Africa to do so. Our efforts have paid off as we have almost doubled our score in the last year.

Our policies forbid discrimination of any form, including gender and race discrimination. We have an easy process for employees to follow should they experience any form of discrimination. I have an open-door policy that encourages the team to approach me with anything that they want to share. For those who are more reserved, there is an anonymous tip-off line and a mailbox which only one person has access to.

Recruitment processes are aligned to our employment equity targets set.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? The healthcare industry is facing a widespread shortage of skilled professionals, ranging from customer care agents to nurses and doctors.

Adding to this challenge, is the fact that healthcare-trained individuals are in high demand globally, leading to a drain on available resources in South Africa.

Furthermore, the medical scheme sector has not seen a significant increase in the number of covered lives for many years, discouraging new entrants to the field.

The uncertainty surrounding proposed

legislative changes has left the industry’s future somewhat unclear.

Notwithstanding these challenges, I remain optimistic that our industry still offers many opportunities in South Africa and the healthcare need is ever increasing. Careers in healthcare can provide immense job satisfaction.

WHAT TECHNOLOGICAL INNOVATIONS ARE YOU USING IN YOUR ORGANISATION TO KEEP IN LINE WITH THE FOURTH INDUSTRIAL REVOLUTION (4IR)?

At CAMAF, we place a high priority on staying at the forefront of not only digital platforms for engagement but also technological advances in healthcare treatments. Our team constantly evaluates the benefits of the latest technology related to new medicines, theatre procedures and other treatment modalities.

When it comes to communication, we believe in using our scarce human skills where judgement is required, rather than where the same set of rules can be consistently applied through automated systems. By freeing up our human capital from some mundane tasks, interactions with members become more meaningful and members feel cared for. We recognise that excessive reliance on technology can make members feel like mere numbers, so it’s crucial to maintain a balance between human touch and technological innovation.

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? Social media is an essential medium for us to communicate, increase visibility and educate existing members on benefits and changes. Although our main aim is not growth, it wouldn’t hurt to see an increase in membership. Our younger

S TA N D A R D B A N K TO P WO M E N L EAD ER S

87

I NT E RV I EW

CA M A F M E DIC AL SC HEME

than average age profile of members with time constraints makes it crucial to meet people where they prefer to communicate. We have a well-defined social media strategy that we follow closely to ensure that it meets its intended targets. Currently, CAMAF is present on LinkedIn, Instagram, Facebook and Twitter. Interestingly, contrary to all indications, we have found that Facebook retains the largest following, even though its normal audience is generally older than our membership.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? CAMAF operates in the service industry, and our operations rely heavily on our robust software system, resulting in a relatively small environmental impact.

Our interactions with healthcare and non-healthcare providers and members are mainly electronic, integrated through our system. Our organisation’s sustainability is of paramount importance to us as we strive to provide access to healthcare for our members and maintain a supportive work environment for our employees.

To achieve this, we adhere to stringent governance procedures, strong actuarial models to determine appropriate pricing, engage in fair negotiations with service providers, and maintain equitable

employment practices. We foster open communication with our employees, conduct culture surveys, and promote their growth and development through training and coaching. Our values of humility, integrity, drive, excellence, ownership, and trust are embraced by our team members, resulting in high levels of customer satisfaction and long-term sustainability of our medical scheme.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? In the future, a leader’s most essential attribute in my opinion will be humility.

Such humility will enable a leader to recognise his/her own limitations and strengths, thereby ensuring that the team is composed of individuals with the right skills. In my experience, an excellent leader is often a generalist rather than a specialist. While trustworthy specialists are needed, a balance of financial acumen, industry knowledge, influence and drive are critical for moving an organisation forward. It is essential to remain up to date with the latest industry trends, and a leader must be agile to respond to rapidly changing circumstances. The COVID-19 pandemic has taught us the importance of adaptability, which is necessary to ensure that an organisation remains relevant.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? My choice would be Thuli Madonsela, who impressed me with her commitment to doing what is right, carrying out her duties with dignity and highlighting many issues without resorting to aggressive or confrontational behaviour. Despite facing threats and challenges, she remained steadfast and resolute. I recall listening to her radio interview and being struck by her remarkable leadership qualities.

Thuli serves as a shining example of how to lead with authenticity, humility and integrity and her actions offer valuable lessons for all of us.

Our gender statistics as of 31 December 2022 are as follows: Level General Junior Management Middle Management Senior Management Total

% Female 72.13% 75.93% 83.33% 50% 74.83%

CONTACT INFORMATION: Address: Wedgefield Office Park, 17 Muswell Road South Bryanston, PO Box 2964, Randburg 2125 Telephone: 0860 100 545 or 011 707 8400 Email: custcare@camaf.co.za Website: www.camaf.co.za

88

STANDARD BANK TO P W O M EN LEADERS

% Male 27.87% 24.07% 16.67% 50% 25.17%

S TA ND P PWO MM EN ER S S 89 S TA NA DR AD R DB A BN AK N KTO TO WO ENL EAD L EAD ER 89

90

STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S

91

92

STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S

93

TARINA VLOK, MD ELITE WEALTH ASSETS INSURANCE B R E A K I N G GR O U N D A N D M A K I N G WAY F O R OT H E R WO M E N

TARINA VLOK

Managing Director , Elite Wealth Assets Insurance

PLEASE SHARE THE BACKGROUND STORY TO THE FORMATION OF ELITE RISK ACCEPTANCES During 2017, my friend Christelle Colman and I approached Old Mutual Insure regarding a start-up business specialising in the non-life insurance of affluent individuals. Both of us had extensive knowledge of the target market and the products required to suit the market.

Our business case was approved by the executive and with immense support from our shareholder and risk carrier (Old Mutual Insure), we were able to launch our business on 1 August 2018.

The tremendous support from existing Old Mutual Insure brokers and advisors, as well as new relationships, has allowed Elite to grow at an exponential rate, even throughout the lockdown periods.

We currently employ 56 people.

WHAT SERVICES AND PRODUCTS DOES ELITE PROVIDE? We give non-life (previously short-term) insurance to affluent individuals.

Our services include all the events

94

throughout the policy lifecycle, including policy administration, claims handling and conducting valuations of the properties we insure.

HOW DO YOU SEE YOUR ROLE AS MANAGING DIRECTOR OF THE COMPANY? HOW WOULD YOU DESCRIBE YOUR LEADERSHIP STYLE? My role as MD is to lead the team and enable them to execute at their best.

I am also accountable for devising and executing strategic initiatives, like growth, relationships, profitability, and marketing. As a leader, I believe in collaborative, transformational leadership which empowers and enables the leadership team and staff to grow to their best potential.

Transactional leadership is old-fashioned and not suitable to the modern work environment. As our workforce evolves to consist of millennials and digital natives, it is important for leaders to prioritise the wellness of staff, and not focus on profits only. Of course, profits are important, but there is a school of thought which says if you look after your staff, the profits will follow.

STANDARD BANK TO P W O M EN LEADERS

WHAT EXCITES YOU ABOUT WHAT YOU DO? I find it exciting to build and maintain relationships, establishing Elite as a thought-leader in our area of expertise, and to support and grow the team. Our most exciting project for 2023 is opening our own offices. In 2020, with the first lockdown, we were still a start-up which rented office space in Old Mutual. As proud owners of the Elite brand, this is our opportunity to get the staff back to the office and to proudly display our brand.

WHAT HAVE BEEN SOME OF YOUR MOST MEMORABLE MILESTONES AS MD OF ELITE RISK ACCEPTANCES? The first memorable milestone was my appointment, which was hoped for but not expected. I am very grateful for the support and trust from Old Mutual Insure.

2022 was a challenging year for all insurers. Another milestone for me was the fact that we weathered the storm, which was 2022. Through the shock of the KZN catastrophe and other weatherrelated catastrophes, the impact of very high inflation on our claims costs,

E L IT E WE ALT H ASSE T S INSU RA N CE

the impact of load shedding and increased crime and our resultant actions, our brokers and clients remained loyal and supportive.

The appointment of our COO was a huge highlight for me. Finding talent in our industry, in support of female empowerment can be challenging.

Her appointment has proven an excellent choice and certainly a milestone for 2022.

HOW DO YOU ENSURE THAT GENDER EMPOWERMENT POLICIES ARE EMBEDDED IN THE COMPANY’S MISSION? We believe in the power of diversity, which is embedded in our values. As a female-led team, with an all-female board, we believe that we personify gender empowerment.

We firmly believe in growing our own timber and have clear succession plans in place. We mentor and coach our staff and encourage learning and development to ensure we grow a sustainable team.

We believe that it’s diversity which drives sustainability and having various leadership styles, enriches the experience not only of staff, but of colleagues and business partners.

WHAT, IN YOUR OPINION, ARE THE MAJOR CHALLENGES AND OPPORTUNITIES FACING THE INSURANCE SECTOR IN SOUTH AFRICA? There are definite shifts in the risk landscape. I believe the top challenges will be the lack of sustained electricity provision, leading to increased claims and adversely affecting the economy, the socio-economic environment, resulting in possible social unrest and increase in

crime, change in weather patterns, leading to increased frequency and severity of storm-related damages, and the rising cost of living, leading to tough premium negotiations and increased cancellations.

These are challenges not unique to South Africa but are considered global risks.

Opportunities for insurers include embracing technology, including the application of AI, to ensure more efficient servicing of clients, attracting, developing, and retaining top talent, and ensuring sustainability for the industry through innovation in products, service, and pricing models.

HOW IMPORTANT IS ESG TO ELITE RISK ACCEPTANCE? As a non-life insurer, environmental matters are of utmost importance from a profitability perspective, as we can see the devastation caused by changes in weather patterns.

As part of the Old Mutual Group, we adopt and embrace all their Environmental and Governance principles and align to the King IV framework.

I N T E RV I E W

our business partners again.

This is something that really excites me and I’m looking forward to more meaningful engagements with our broker partners.

DO YOU HAVE A MESSAGE OF INSPIRATION FOR OUR READERS? I am a firm believer in female empowerment and am passionate about doing what we can to close the gender gap. COVID-19 lockdowns had a huge impact on the progression of closing this gap. We must look out for each other. Mentor, coach, develop your reports. Have a strategic relationship with staff. Be brave enough to hire people who are better than you.

Put employees and reports ahead of yourself. They say it’s difficult to turn a team into a high-performance team if you focus only on yourself. Unlock their potential and enjoy the immense satisfaction of seeing them soar.

Let’s continue to break ground and make way for other women.

WHAT ARE SOME OF THE THINGS YOU ARE MOST LOOKING FORWARD TO IN 2023?

We are very excited to have our own offices for the very first time. We are very proud of our brand and look forward to the team working together again, and to host our brokers in our own, beautiful office.

I’m also looking forward to our Wealth conference, which is an annual digital event where we get speakers from around the world, to talk about matters concerning the affluent. One of our focus areas for 2023, after three years of limited interaction, is to engage face to face with

CONTACT INFORMATION Physical address: Old Mutual Building, Jan Smuts Drive, 1st Floor Mutual Park, Pinelands, 7450 Telephone: +27 86 011 1022 Website: eliterisk.co.za Email: reception@eliterisk.co.za

S 95 STA TAN ND DA AR RD DB BA AN NK K TO TOP P WO WOM ME EN N LLEAD EADER ERS S 000

I NT E RV I EW

BLUE L A BE L TEL EC OMS

Antoinette Roberts, Group Executive: Human Capital and Transformation at Blue Label Telecoms

“Today, I am thankful for the journey I have been on and my purpose is to help other women and young women that are starting out their career to understand that they belong and they have opportunities and they can put up their hand to grab opportunities that come their way,” says Antoinette.

Antoinette’s personal mission is to help other women and young women starting their careers to understand that they belong and are worthy of all opportunities available to them. Blue Label Telecoms is actively working to empower women by creating opportunities for female leaders to become mentors to aspiring women within the business.

The company also encourages leaders to sponsor young women with potential, exposing them to various projects and opportunities to expand their skills and knowledge.

CHANGING THE LANDSCAPE The drive to create inclusive environments and empower women is at the heart of Antoinette Roberts’ work as Group Executive for Human Capital and Transformation at Blue Label Telecoms.

As part of her role, Antoinette supports the organisation’s subsidiaries in building for the future and fostering engagement across the business. Additionally, she sits on the boards of various non-profit organisations partnering with Blue Label Telecoms, where she drives the organisation’s commitment to giving back to the communities in which they operate. Her contribution to these communities extends to her work with Blue Label Telecoms’ Trust Blu Foundation.

96

STANDARD BANK TO P W O M EN LEADERS

Changing the landscape and creating inclusive environments start with leadership. Antoinette believes that leaders today should champion a different type of leadership style, one that is more authentic and empathetic. She cites research showing that leaders who were more attentive during the pandemic kept employees engaged, emphasising the importance of empathy in the workplace. “If we talk about empathy, I believe that during the pandemic women rewrote the emotional rules in the workplace and showed the might of vulnerability. It has offered an opportunity for a new style of management: more open, more vulnerable, more aligned with reality.”

Antoinette’s passion for socio-economic development and education has led her to build capability programmes that use learning to drive change. Her willingness to understand people has contributed significantly to her success in the human capital industry, earning her a nomination for the 2022 CHRO Awards.

For Antoinette, true leaders don’t need a title to lead.

“True leaders show up to make a real impact on the humans they touch. Women around the world do that every day, regardless of their job title or position.” This passion for having a positive impact on the workplace and communities is also shared by Phumudzo Luvhengo, the Organisational Effectiveness Executive in Blue Label Telecoms’ Human Capital Division.

BL UE L A BEL T EL E COM S

I N T E RV I E W

A PLACE FOR ALL “As women in corporate South Africa, it is our responsibility to advocate for our sisters and speak out against biases that make climbing the corporate ladder difficult for women, as well as to create awareness among our male counterparts about their subconscious biases,” says Phumudzo Luvhengo, Blue Label Telecoms’ Human Capital: Organisational Effectiveness Executive.

Phumudzo has worked in the human capital space for more than 15 years and is driven by her passion for developing a culture that allows employees to flourish. She holds a BCom Honours’ degree in Industrial and Organisational Psychology, along with a BTech in Business Administration, and is a qualified life and career coach.

She has been involved in the organisation’s Yes Youth programme, which provides unemployed youth with practical experience. She was also an integral part of making Blue Label Telecoms’ Women Mentorship programme a reality. The programme pairs women within the organisation with other women in senior leadership positions, who provide guidance on how to deal with the stumbling blocks in their careers.

“Creating an environment that is inclusive for everyone is not only a ‘woman’s job’ - but it also requires everyone within the organisation to challenge their perceptions regarding women in the work environment, including checking how they engage and collaborate with female colleagues when working on projects,” explains Phumudzo.

She identifies five ways her role at Blue Label Telecoms allows her to have an impact on women within the organisation: 1. Selecting development programmes which address the challenges that women leaders are faced with 2. Using the organisation’s recruitment strategy to ensure that young women are given

3.

4.

5.

the opportunity to join a male-dominated industry Creating mentorship and coaching platforms to help women deal with workplace politics Promoting awareness around the important link between diversity and inclusion Being herself

“I think it is important that as women leaders we embrace who are as females, and how that impacts the organisation, as that will help break the barriers for other women within the organisation. We do not have to be ‘one of the boys’ for our contribution to be recognised, our femininity is our uniqueness.”

S TA N D A R D B A N K TO P WO M E N L EAD ER S

97

A DV E R TO R IAL

P E T R O LE UM AGENC Y SOUTH AFRICA

MEET DR PHINDILE MASANGANE, THE FEMALE CEO REVOLUTIONISING THE UPSTREAM OIL & GAS SECTOR IN SOUTH AFRICA DR PHINDILE MASANGANE CEO Petroleum Agency SA The energy sector shouldn’t ever be take for granted as it is the centre of the economy and plays a crucial role in developing countries and keeping the lights on. Almost every industry in this country depends on the energy sector. Oil and gas form part of this sector.

Petroleum Agency SA (PASA) aims to promote, facilitateand regulate exploration and sustainable development of oil and gas contributing to energy security in South Africa. The agency envisions a diverse upstream industry contributing to energy security through sustainable growth in the exploration and development of oil and gas.

stated that Dr Masangane brought a wealth of knowledge and experience in the energy sector. “The appointment of Dr Masangane marks a new chapter in Petroleum Agency SA’s history as the organisation embarks on a path to work towards securing stability, growth in the Oil & Gas Sector and to dominate the Energy Sector.” - The Board of Directors of Petroleum Agency SA.

At the forefront of the country's upstream oil and gas regulatory authority is Dr Phindile Masangane who is leading the team serving as the CEO. Appointed in May 2020, the Board of Directors of Petroleum Agency SA

Arguably one of the bestqualified women in the South African energy sector, Dr Phindile Masangane holds a PhD in Chemistry, an MBA from Wits Business School and a Bachelor of Science degree. Not only has she has participated in national energy policy development, including for biofuels, renewables and the gas programme, but she has overseen the development and commercialisation of all CEF Group renewables, alternative and new technology advancements through strategic partnerships with both the private and public sector entities.

Her track record and extensive experience in the development, deal structuring and financing of renewable energy projects speaks for itself as she has previously worked for SANEDI and EDI Holdings and KPMG, thus successfully leading the capital raising of $2-billion for the Zimbabwe power utility (ZESA/ ZPC)’s hydro and coal power plants expansion programmes while she was a partner and director at KPMG.

98

STANDARD BANK TO P W O M EN LEADERS

PET R O L EUM A G EN C Y S O UT H AF RI CA

While South Africa is facing a major energy crisis, Dr Masangane is revolutionising the upstream oil and gas sector emphasising the importance and the crucial role that could be played by the use of gas as a transport fuel, thus building a bridge to the new clean energy for the future.

Responding to the 2022 Energy Report, in an opinion piece to Business Day and other news outlets, Dr Masangane reiterated that the country’s road to net zero emissions will be via gas. She stated that the world’s developed economies industrialised on the back of oil and gas production and use.

“As the global economy recovers from the devastating effects of Covid-19, demand for oil and gas has gone up significantly. If there was ever a need for proof that oil and gas still drive the global economy, recent statistics demonstrate the trend.

“Now, just as Africa is on the cusp of being a significant gas producer and is making plans to use such gas for power

generation, industrialisation and economic growth, the negative effects of greenhouse gas emissions on the environment has become undeniable,” said Dr Masangane.

She added that while the International Energy Agency (IEA) proposes that to achieve this goal the world’s energy sector must reach net zero emissions by 2050, in its pathway it “acknowledges that there is no single pathway to this goal, as countries across the globe face different socioeconomic challenges and have contributed disproportionately to greenhouse gas emissions to date.”

“SA’s economy has been predominantly powered by coal, which is also a significant contributor to the country’s economy in terms of GDP as well as employment. Of all primary energy resources coal is the most carbon intensive, and SA therefore has a relatively high carbon intensive economy, contributing about 1% of annual global greenhouse gas emissions.

The use of coal produces fine particulate matter that affects people’s respiratory systems.

A DV E R TO R IA L

“In addition to coal, SA imports oil, gas and petroleum products for its energy needs as the upstream petroleum industry is still at a nascent stage. The two recent world class gas discoveries in the Outeniqua basin off the south coast of the country are the biggest petroleum discoveries made in SA.” - Dr Masangane.

At a recent dialogue held by the Department of Mineral Resources and Energy (DMRE), Department of Forestry, Fisheries and the Environment (DFFE), and the PASA to address how South Africa’s climate change commitments translate to its energy policies, Dr Masangane said the government is concerned about the economic position of its people.

She stated: “We all know that the unemployment rate in our country is very high and we all know that our people continue to live in poverty and they also want their standard of living improved. On the basis of that, we all know that energy is the key enabler of that, so how can then we have a secure energy supply to fulfil these humans rights of our people.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

99

“The starting point of our government is the security of energy supply to ensure that the standard of our people is improved and within that context, the government is fully aware that we cannot degrade our environment and that’s why we have this legislation that ensures that the impact is considered and put mitigation plans in place to minimise the impact that it will have on the environment and that’s why government is still calling for sustainable development of our oil and gail industry to improve the lives of our people.”

Dr Masangane said PASA is looking at other jurisdictions to see how they achieve net zero in the upstream oil and gas sector with this being an aspiration for Norway and Côte d’Ivoire, having just recently issued a licence to gas and oil companies to ensure that any fugitive emissions are minimised from those operations. “That is why I strongly believe that you can achieve net zero with fossil fuels in that energy mix because technology has advanced and it is possible to capture the carbon emission and we’ve seen it in reality, in other regions.” - Dr Masangane.

She added that the African continent is left with these two resources as it produces a lot of oil and gas.She said a majority of these resources have been extracted, used and exported to other regions and are used to power other countries. She said the report is challenging African leaders to implement policies that will change the tide and be intentional in the use of these resources.

The national Department of Energy states that the PASA, or the South African Agency for Promotion of Petroleum Exploration and Exploitation, has been successful in encouraging international exploration companies to evaluate the country’s oil and gas opportunities.

100 STANDARD BANK TO P W O M EN LEADERS

CONTACT INFORMATION

Physical address: Heron Place, First floor, Heron Close, Century City, Cape Town, South Africa Postal address: P.O Box 5111, Tygervalley 7536, South Africa Telephone: +27 21 938 3500 Fax: +27 21 938 3520

S N LLEAD STA TAN ND DA AR RD DB BA AN NK K TO TOP P WO WOM ME EN EADER ERS S 101 101

Award

102 STANDARD BANK TO P W O M EN LEADERS

Winners

S TA N D A R D B A N K TO P WO M E N L EAD ER S 103

There’s an image by photographer Anna Zieminski from the official opening of

Parliament, in 2004, which features the late

Frene Ginwala, the Speaker of South Africa’s first democratically-elected parliament.

Walking on the red carpet with Ginwala is

South Africa’s current Minister of International Relations and Cooperation, Honourable Naledi Pandor.

What makes the picture particularly

compelling is that Anna Zieminski captured two women who have set spectacular examples as public servants, not only

for other women leaders but all leaders

regardless of their race or gender. Frene Ginwala’s passing is another sign that

we’re at the end of an era which could

be described as the infant years of our

democracy. Seeing that image is a reminder that we should be grateful that we still have leaders such as Hon. Naledi Pandor.

Hono u r able N a ledi Pandor

Standard Bank Top Woman in Public Sector Lifetime Achiever 2022

By Koketso Mamabolo

104 STANDARD BANK TO P W O M EN LEADERS

HO N . N A L ED I PA N D O R

LIFETIME ACHIEVER Hon. Pandor was honoured for her excellence at the Standard Bank Top Women Awards 2022 with a Lifetime Achievement Award. The Minister was unable to attend due to commitments overseas, but addressed the awards ceremony guest with a recorded acceptance speech.

“I am joining an inspiring alumni of women leaders who have previously received this award, such as former First Lady, Graça Machel, and veteran of the struggle against apartheid, Mme [Sophia Williams] de Bruyn - this company is in itself deeply humbling,” said the Minister.

She’s also in the company of a host of other winners of the award, who have set an incredible standard, including former Deputy President Phumzile MlamboNgcuka, former Constitutional Court Justice Yvonne Mokgoro, business leader Irene Charnley, and entertainment icons Yvonne Chaka Chaka and the late Mary Twala.

In her acceptance speech, the Minister acknowledged the successes the country has seen in gender empowerment towards which Frene Ginwala made a telling contribution - specifically highlighting the legal frameworks which have made it possible.

“Our country has made significant progress in advancing and achieving gender transformation, supported by our constitution and the empowering provisions of its bill of rights. We have adopted policies that have supported increased legal protection, improved and expanded access to education, and access to basic services such as housing, electricity and healthcare. One of the most significant has been an

increase in women’s representation and increased gender equality in many public and private institutions.”

The Minister noted how the state itself has led the way. After the first democratic elections in 1994, only 11% of President Nelson Mandela’s cabinet were women.

Fast forward to the last elections in 2019 and the figure has jumped to 50%.

Parliament is following suit, with 46% representation at the time of Top Women Awards ceremony.

“We have managed as government to activate public and private sector supply value chains to make sure that at [a] minimum 40% of preferential procurement in South Africa is secured from women-owned businesses,” said the Minister, speaking to an audience consisting of leaders from both sectors.

“Women as the bedrock of society must be supported in their business ventures so that they can run businesses that earn them and their families decent livelihoods. Women in our country are making tremendous progress as entrepreneurs.”

DID YOU KNOW? Hon. Pandor is the granddaughter of South African academic Z.K. Matthews, whose students at the University of Fort Hare included former President Nelson Mandela, Oliver Tambo and Prince Mangosuthu Buthelezi.

THE VALUE OF LEARNING “Education has always been a passion for me. But I never, ever expected that one day I would have the chance to serve as South Africa’s Minister of

AWA R D W I N N E R S

Higher Education and Training and even of education in a free, democratic South Africa,” said the Minister, speaking about how a quality education can help promote gender empowerment.

Her understanding of the impact education can have was nurtured by her parents, Joe and Fikile Matthews, in the years that they spent with her in exile.

“This included stints in the United Kingdom; going to school while it was very cold in Botswana; attending school when it was very hot in Lesotho, attending in very difficult conditions; and in Zambia, enjoying being in a free country. My mother always insisted that education was the most important legacy they could give us, and my father fully supported her in that view,” she said in the speech.

“I will never forget my mother walking me right up to the gates of school in London every morning, often in the cold and rain, to ensure that I attended classes fully. I forget the embarrassment, but I remember the commitment. I am forever grateful for the values of learning and commitment my mother imparted on us.”

Those values led her to completing multiple degrees, including a PhD in Education “bravely, as an over 60-year old.”

“I hope that [the award] will play some role in inspiring young women to reach for their dreams and realise that no goal is beyond their ability. I hope it will inspire older women as well,” she concluded. And may she continue to be an inspiration to all.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 105

Rose Kamen e Gich u ki

Rose Kamene Gichuki, Standard Bank Sector Lead, Women Banking, Kenya won the Standard Bank internal Award celebrating women who #RiseAboveTheNoise

106 STANDARD BANK TO P W O M EN LEADERS

R O S E K A MEN E GI C HUKI

•

Rose’s journey in women

banking started in 2007, when

•

she had the privilege of being part of a tier one bank, in

conjunction with UN Women,

•

that chose to focus on women.

The seed to serve women was

planted because of the testimony,

•

passion, and joy she witnessed at that event. After joining Stanbic

Kenya in July 2016 as a manager

•

within the public sector, Rose had the privilege of working

closely with NGOs, schools, and churches which rekindled and

expanded her relationship with

women, their faith, and families.

When Stanbic started the search for a Lead in Women Banking, she was ripe for the post, and

it showed. On a personal level it was the interpersonal skills, social currency, teamwork,

energy, and passion that weaved a great path to the present.

R

ose is passionate about demystifying the world of finance to women in a language that each can understand and watching the resultant enthusiasm that they display when they succeed based on her sessions with them.

She enjoys looking at their expectant faces and curating a creative narrative that each of them can understand, internalise, and act upon – and loves listening to their experiences, learning and resolving issues together.

We spoke with Rose and asked her what she sees as her key responsibilities as Sector Lead; she listed the following: • Service to women of Kenya - ensuring that DADA resonates with the target market and the internal teams

•

Seeking partnerships that support our agenda for women Keeping close to the uptake trends of Women in Country – Informing and educating the bank and our DADAs Supporting the performance challenges within the programme and ensuring they are resolved by the relevant teams Organising promotional events for DADA with the bank, or with strategic partners Working closely with Stanbic Foundation in capacity building/ training agenda and wellness programmes for the women Gender Diversity Champion - Face of DADA – Ambassador (Chief DADA)

IN THE LISTING ABOVE, ROSE MENTIONS THE DADA PROJECT A NUMBER OF TIMES - WHAT IS IT – AND WHAT DOES BEING CHIEF DADA MEAN TO HER? DADA is a compelling Women’s Banking solution that addresses women holistically and accelerates their personal and business growth.

Being Chief DADA is a humbling and honourable experience because every woman has a story to share. It is a beautiful calling and privilege to serve women at such a time as this.

WHAT DID WINNING THE STANDARD BANK TOP WOMAN INTERNAL #RISEABOVETHENOISE AWARD – MEAN TO HER IN HER PERSONAL AND PROFESSIONAL LIFE? Prayer has helped a lot, plus I have developed ‘no nonsense’ but fun squads in all key areas of my life (at home, office, and church) that hold me to account and keep me grounded.

Winning the award was humbling and inspiring, considering that the nomination was by colleagues. It was also an eye-opener as to how passion, “bringing me” to the table, teamwork and social capital can impact on so many and place you at the top of your wildest dream.

AWA R D W I N N E R S

I inspire other women to #RiseAboveTheNoise by walking with them - through group or individual sessions, prayer and sharing best practices, mistakes and experiences gathered over time; and I identify with them and their past present and future situations.

ROSES’ 5 KEY PIECES OF ADVICE FOR ASPIRANT WOMEN ENTREPRENEURS 1. To believe in the business that they have started, loving it and oneself 2. Seek education and information 3. Observe best practices (“Whatever is has already been and what will be has been before” Bible quote) 4. Being cognisant that emotional intelligence and social currency will impact their business in modern times 5. Have the right financial partner – confront your metrics/follow your shilling ROSE SHARED HER EXCITING PLANS FOR THE COMING YEAR AND A MESSAGE OF INSPIRATION FOR OUR READERS: My plan is to enhance the gender agenda by collaborating internally and externally to push the agenda and highlight its benefits to all.

We don’t see with our eyes, we see with our minds. Our eyes are just one of the tools our mind uses to see. So, if our mind is blind, it doesn’t matter what our eyes can see. But if our mind can see it doesn’t matter if our eyes are blind. So, if your mind is blind to the possibility then your eyes will be blind to the opportunity.

“What the eye doesn’t see, and the mind doesn’t know, doesn’t exist.”

– D. H. Lawrence Deploy what you have better combine time, knowledge and skill.

Start where you are at - God has your back!

S TA N D A R D B A N K TO P WO M E N L EAD ER S 107

N o m a z ibul o Ts h a nga Standard Bank Top Women Entrepreneur of the Year 2022

108 STANDARD BANK TO P W O M EN LEADERS

AWA R D W I NNE RS

“Transforming into greatness is not about finding yourself, but more about creating and

recreating yourself and knowing

that failure should be our teacher and not our undertaker.”

So said Nomazibulo Tshanga, the Founder and Managing

Director of Ziyana Business

Consulting Training, who took home the Standard Bank Top

Woman Entrepreneur of the Year Award 2022.

Nomazibulo is a multi- faceted speaker and a thought

leader in strategy, leadership development, people

management strategy and entrepreneurship. She’s a

Co-Founder and Chief Executive Officer at Ziyana Business Consulting and Training.

Her strengths are in assisting

organisations to build a value based working environment.

She’s also passionate about

helping potential leaders clarify and crystallise their goals and aid them in finding solutions

towards achieving those goals.

She helps people bring their visions to life.

“I believe in equality for all

walks of life and helping your fellow neighbours. In a world

where greed and lust are over ruling, shedding light on the

darkness makes for a brighter future - Nomazibulo.

T

he Standard Bank Top Woman Entrepreneur of the Year award celebrates female entrepreneurs who have made incredible strides in their fields. Recipients are those who inspire other entrepreneurs through their excellence and set the standard for future entrepreneurs.

Ziyana Business Consulting - a provider of people management solutions - was also awarded the Standard Bank Top WomenOwned Business SMME 2022, testament to the majority female-owned organisation’s commitment to gender empowerment.

“I’ve learned that consistency is what transforms average into excellence. I have laboured and will continue to be of service,” Nomazibulo shared in an Instagram post.

She added that everyone’s highest endeavour should be to develop independent human beings who are able to impart purpose and direction to their lives.

“The need for imagination (vision), a sense of truth (authenticity) and a feeling of responsibility (commitment). These three forces are the very essence of education,” she said.

Nomazibulo has always been passionate about gender transformation, accelerating the growth of women in leadership, mentorship and youth development. She is also the co-founder of ShePowers SA, a non-profit organisation which works with strategic partners to advocate women empowerment in Africa by ensuring the participation of women in the economic structures of society.

“It is up to us to ensure that women empowerment becomes a lived reality.

We dare not be happy with the status quo which excludes many women from the social and economic mainstream. By working together we can ensure a societal shift so that women can take their rightful place and contribute to the country’s socio-economic growth and development.

E D I TO R I A L

Through the inclusion of more women in the economy we can also stop generational poverty and in the process stimulate economic growth. It is for this reason that we continuously strive in promoting women’s sense of self-worth, their ability to determine their own choices, and their right to influence social change for themselves and others,” - Nomazibulo.

Before founding Ziyana Business Consulting and Training, Nomazibulo held HR positions at Coca-Cola, Schaeffler South Africa, Bidvest Facilities Management, CSIR and her last position in corporate was that of a HR Director at Bidvest Steiner.

She holds a National Diploma and Baccalaureus Technologiae in Human Resources Management as well as a Post Graduate Diploma in Business Administration. She also holds an Executive Development Programme qualification from the Wits Business School.

Nomazibulo is professionally registered as a member of various professional bodies and is also a member of the Institute of Directors in Southern Africa.

GIVING BACK The Ziyana Foundation, formally established in 2022, is a non-profit organisation supported by Ziyana Business Consulting and Training. whose main objective is to ensure that economic stability and growth is inclusive for all communities, especially those that are disadvantaged (young, black and women).

The Ziyana Foundation aims to advance women through women empowerment, mentorship and bursary programmes.

Giving back to our communities is at the core of the foundation.

Ziyana Foundation is anchored by three pillars: • Empowering young women • Impacting communities • Transforming the lives of people

S TA N D A R D B A N K TO P WO M E N L EAD ER S 109

Flying above the radar

Pre cio us Na la

Standard Bank Top Women Young Achiever of the Year, Precious Nala

By Koketso Mamabolo

11 0 STANDARD BANK TO P W O M EN LEADERS

PR EC I O US N AL A

The Standard Bank Top Women Young Achiever of the Year

Award goes to a young woman

leader who is making a significant

contribution to the performance of

their company, bringing new ideas and inspiring their colleagues.

The Young Achiever of the Year

must show potential, an excellent understanding of business

practices, strategic thinking and a passion for what they do. In

2022, Precious Nala ─ Executive:

Marketing & Stakeholder Relations at the Afrika Tikkun Foundation ─ became the latest trailblazer to be recognised for her achievements.

P

recious joined Afrika Tikkun as the Marketing Manager for Afrika Tikkun Group in 2020, during a difficult time for many organisations around the world. She had the unenviable task of streamlining communication, while not being able to be in the office due to the COVID-19 pandemic. Despite the challenge of working from home, she was able to implement new processes and procedures, making an immediate impact on the organisation’s marketing division.

Because of her work, Afrika Tikkun has been able to track communications, making informed decisions based on analytics from the new system, while remaining POPI compliant. Precious went even further.

The gap between Afrika Tikkun’s marketing and fundraising divisions needed to be closed, and Precious drove the push towards greater collaboration. Her approach was two-fold: people and technology. The introduction of Salesforce, a CRM system, allowed Afrika Tikkun to make the fundraising process more efficient through centralisation and automation. The change ensured that the management of donations and other aspects were improved upon.

The new journey that Precious was taking Afrika Tikkun on did not go unnoticed. After only a year as the Marketing Manager, Precious was promoted to the role of Executive: Marketing & Stakeholder Relations.

“Precious is flexible, teachable and is very task/goal-orientated.

Her leadership within the social entrepreneurial sector has been refreshing and inspirational,” said Afrika Tikkun Foundation CEO, Alef Meulenberg.

Her new role has seen her taking on a task which has an impact on Afrika Tikkun’s operations across the five countries it works in: South Africa, the United Kingdom, Netherlands, the United States of America and Australia. The fundraising and marketing divisions have been merged into one, new division, which consists of marketing, admin and content teams, who work with fundraisers. The systems she put in place when she was still the Marketing Manager have allowed the work to be seamless and focused on collaboration.

AWA R D W I N N E R S

“Precious Nala is an honest dedicated leader who does what she promises. A workaholic of note and generous person.

She is a legitimate leader who is willing to receive hard feedback and give hard feedback. Her leadership has made a drastic difference, even in the operations department,” said Sipho Mamize, Chief Operations Officer at Afrika Tikkun.

As the Fundraising and Marketing (FRM) executive, Precious’ contribution has seen Afrika Tikkun’s revenue rise by over 200%. Her impact on the organisation is clear from what her CEO and COO have to say about her, and the glowing words don’t stop there. Financial Manager, Randy Jongolo, had this to say about Precious: “Precious Nala is an exemplary fearless leader who does not fly under the radar.

Her successes are a result of all the preparation and hard work that she puts into everything she does. She is quite bold and also ensures that her team is always beside her, as she believes in empowering others. She was born a leader!”

Corporate Team Lead, Tlaleng Nkopane, also had wonderful things to say about Precious: “Precious is very passionate, driven and experienced in leading the marketing and fundraising teams to deliver value to the organisation in a manner that is always commendable.

She inspires me with her ability to always lead from the front with true guidance and discipline.”

S TA N D A R D B A N K TO P WO M E N L EAD ER S

111

Nestlé: Standard Bank Top Women Business of the Year 2022 At the 2022 Standard Bank Top

Women Awards, Nestlé was awarded the Standard Bank Top Women

Empowered Business of the Year

award - a prestigious award that is

given to an organisation that has a

track record of championing gender

empowerment and transformation. The winner is an organisation which has

proven skills development successes and a strategy to advance women within the business.

The Chairperson and Managing

Director of Nestlé East & Southern

Africa Region, Nicole Roos, shares

what the company is doing differently to set it apart from its competitors.

B usi ness o f the Y ear

“Our goal is to ensure women feel supported, valued and respected.”

By Koketso Mamabolo

11 2 STANDARD BANK TO P W O M EN LEADERS

NESTLÉ WAS AWARDED THE STANDARD BANK TOP WOMEN BUSINESS OF THE YEAR 2022 AND STANDARD BANK TOP WOMEN BUSINESS IN YOUTH DEVELOPMENT 2022. WHAT DO THESE ACCOLADES MEAN TO THE COMPANY? Our purpose is to “unlock the power of food to enhance quality of life, for everyone today and for generations to come”. We do this by unlocking the power of food through good: Good living, good communities, good planet and good business. Doing good for us is about Creating Shared Value.

It is about using our resources to enable better nourishment and health, protect our natural resources, help build resilient communities and impact consumers’ lives with brands driven by purpose.

2022 was yet another year that allowed us to demonstrate how we can sustainably meet shareholder expectations while

BUS I N ES S O F T HE YEAR

helping to address global and local societal challenges. This is at the heart of Creating Shared Value, as we become a force for good that enhances the quality of life for everyone. As a business, we focused our energy and resources where we can make the greatest positive impact on people and the planet.

Nestlé is striving to co-create a resilient future for the planet and its people. This means supporting the development of food systems that aim to protect, renew and restore the environment, improving the livelihoods of farmers and enhancing the resilience and well-being of farming communities.

We know this is an ambitious journey that we cannot do alone and we thank each of our partners for recognising our potential!

WHAT IS NESTLÉ DOING DIFFERENTLY FROM ITS COMPETITORS? Nestlé is committed to promoting gender equality and empowering women in all aspects of our business operations.

One of the key ways that Nestlé differentiates itself from our competitors in the region is through our “Women’s Empowerment Module,” which is a part of our “Creating Shared Value” programme.

This module is designed to address the unique challenges faced by women in the workplace and supply chain and to provide them with the support and resources they need to succeed.

Through this module, we are providing training and development opportunities for women in our workforce, including leadership training and mentorship programmes. We are also working closely with our suppliers to ensure that they are promoting gender equality and providing safe and empowering working conditions for women in their own operations.

Additionally, we support women entrepreneurs and help them to grow their

businesses. We are providing financial support, training, and other resources to help these women succeed and become leaders in their communities.

Overall, Nestlé’s approach to women empowerment in the East and Southern Africa region is holistic and comprehensive, and we are committed to making a positive impact on the lives of women in the communities where we operate.

PLEASE TOUCH ON THE COMPANY’S COMMITMENT TO USING GLOBAL SCALE, RESOURCES AND EXPERTISE TO CONTRIBUTE TO A HEALTHIER FUTURE FOR PEOPLE AND THE PLANET. Nestlé has shown its commitment to contributing to a healthier future for people and the planet through various initiatives and actions, including: Nutrition, Health and Wellness: Nestlé is committed to providing consumers with healthier and tastier food and beverage options. We have set global nutrition and health targets for all of its products, which include reducing salt, sugar, and saturated fat while increasing the amount of essential nutrients like vitamins and minerals. For example, we have developed products tailored to local tastes and preferences, such as Maggi Mchuzi Mix, which is a seasoning mix that is popular in East Africa.

Sustainability: Nestlé is focused on minimising its environmental impact across its value chain. We have set ambitious sustainability targets to achieve zero net greenhouse gas emissions by 2050 and are actively working to reduce the use of water, energy, and waste. For example, in 2020, Nestlé launched a programme to plant 3 million trees in Kenya as part of our efforts to combat deforestation.

Responsible Sourcing: Nestlé is committed to responsible sourcing of its ingredients, including improving the livelihoods of

AWA R D W I N N E R S

farmers and promoting sustainable agriculture practices. We have established various initiatives and partnerships to support responsible sourcing, including the Nescafé 2030 Plan, which aims to improve the lives of coffee farmers and ensure the sustainability of coffee production.

Corporate Social Responsibility: We have established various initiatives and partnerships to support social and economic development to improve livelihoods through a water and sanitation project in Kenya, which aims to provide access to clean water and sanitation facilities to over 10 000 people.

Overall, we are committed to using global scale, resources, and expertise to contribute to a healthier future for people and the planet is demonstrated through its efforts in nutrition, health and wellness, sustainability, responsible sourcing, and corporate social responsibility.

PLEASE SHARE SOME OF THE COMPANY’S MILESTONES OVER THE LAST TWO YEARS. Empowering gender is a vital part of our approach, and more specifically, women. Our goal is to ensure women feel supported, valued and respected. We have been working to balance the gender makeup of our workforce, and are actively creating a gender-balanced leadership, by increasing the proportion of women in managerial positions, including in our most senior executive posts.

Outside our own operations, in the agricultural communities that cultivate and process our raw materials, we are also working to change the economic, social and cultural outlook for women through a host of different programmes that aim to teach the skills required to increase farms’ productivity, build better businesses and improve livelihoods.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

11 3

11 4 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S

11 5

LE A D I NG F OR T H E G R E ATER GO OD Spur Corporation’s purpose is to Lead for the Greater Good. The Group’s vision is to create sustainable value through consumer-led innovations, to build franchised restaurant brands that lead the experience. Spur Corporation is deeply passionate about family hospitality, and aims to be the leader in casual dining, fast casual and specialty dining in each category and market they trade in. The Group has a clear strategy to transform the business, aimed at building and growing brands that lead the experience, and becoming an employer of choice. The Group has grown from humble beginnings over 55 years ago to a leading R7.7-billion restaurant group with world-class brands and people.

“THE GROUP’S ENGAGEMENT WITH THE BROADER SOCIETY CONSISTS OF ITS ENGAGEMENT WITH A RANGE OF STAKEHOLDERS, Sidma Sisters

INCLUDING CUSTOMERS AND COMMUNITIES.”

LEADERSHIP The Group has created a diverse leadership team with a powerful combination of broader industry

experience and intimate company-

specific knowledge. The executive team has successfully transformed in the last

three years to 50% female and 50% black and the board has 50% black and 60% female members. All Spur Corporation

leaders are expected to set an example for teams through the following behaviours: •

Create a collaborative work

•

Grow our people through coaching

• •

environment

and mentoring

Champion innovation

Take action and make decisions with care

• • • •

Consistently work toward success Value diversity and inclusion Communicate with clarity Strive for excellence

The female contingent of the Executive team is led by Val Nichas the CEO, with Cristina Teixeira as the CFO. Colleen Carr drives the people agenda as Group Executive: People, Leadership and Culture. Vuyo Henda joined the Group a year ago, as the Chief Marketing Officer.

COMMITMENT TO TRANSFORMATION Transformation is a key pillar that underpins our purpose, as it addresses our intent to play our part in significantly shifting practices, behaviours, and processes to a different and evolved organisation with a consumerfocused approach.

11 6 STANDARD BANK TO P W O M EN LEADERS

COMMITMENT TO OUR PEOPLE A collaborative work environment is encouraged at Spur Corporation, where the people are resilient, seek solutions and confront challenges by consistently working towards success. In line with the culture of continuous learning and development, the company grows their people through coaching and mentoring.

Spur Corporation is committed to putting people first and they do this through their talent development academy, called the Rising Leaders Academy, in partnership with the University of Cape Town (UCT) Graduate School of Business. This is a key milestone in the Group’s purpose of Leading for the Greater Good and transitioning into an employer of choice.

The academy is focusing on formal career development and fast-tracking quality candidates.

S PUR C O R PO R ATI ON

A DV E R TO R IA L

L-R: Val Nichas, CEO; Cristina Teixeira, CFO; Colleen Carr, Group Executive: People, Leadership and Culture; Vuyo Henda, Chief Marketing Officer.

Spur Corporation also has the Inspire Leadership Programme which builds on our introductory ‘Change Leadership’ experience that challenges individuals and organisations to define their purpose, maintain integrity, encourage character, prevent burnout, and sustain vitality for their teams. ​​​​​​​ the new global economy, leaders from In all domains need competencies to work in a high-speed, cross-cultural, complex human and business environment.

They must also know how to engage and inspire the people they lead to go beyond their sense of duty to achieve business goals, to ensure that they are committed to the company. There are a series of competencies that demand a high level of awareness and the ability to function effectively that are not only desirable nowadays but essential for a great leader.

“The executive team has successfully transfor med in the last three years to 50% female and 50% black and the board has 50% black and 60% female members.”

An additional programme is the Ignite Programme, which was launched to enhance skills across the Group, to create a talent pipeline and to support career development. A key focus area is the development of emerging middle management candidates.

COMMITMENT TO THE PLANETZ Spur Corporation’s sustainability objectives focus on maintaining a low impact approach, minimising resource consumption, reducing reliance on products that may cause environmental degradation and actively driving and participating in projects that consider a just transition to a more sustainable environment.

The Group’s environmental sustainability committee (ESC) continues to embed the Group’s environmental objectives into the business. The operational team of the ESC and the eco team, work closely with the business’ operations and procurement teams to ensure the Group operates responsibly. Spur Corporation is committed to maintaining the conditions and welfare of employees and animals throughout our supply chain.

All ingredients and products used in the restaurants are sourced locally, as they play a role in growing the South African economy.

COMMITMENT TO OUR COMMUNITIES Spur Corporation, through its whollyowned subsidiary, Spur Group, has a Spur Foundation Trust for philanthropic programmes on a non-profit basis. The Group’s engagement with the broader society consists of its engagement with a range of stakeholders, including customers and communities. The Group has a foundation in place to manage its community programmes.

The Spur Foundation was restructured to focus on the Group’s socio-economic development projects, with Spur Steak Ranches taking over the group’s Full Tummy Fund as their chosen initiative and John Dory’s and Panarottis creating their own charitable initiatives John Dory’s Zero Waste Initiative and Panarottis for Family, with a RocoMamas and Hussar Grill initiative underway. The Foundation aims to uplift and improve the lives of South African families and children, in line with the Group’s values, behind the purpose of Leading for the Greater Good through various initiatives and projects it implements.

The Spur Foundation supports early childhood development with a focus on training of principals and teachers at under-resourced day care centres.

S TA N D A R D B A N K TO P WO M E N L EAD ER S

11 7

ADV E R TORIAL

SP UR CO RPORATION

is known to be one of the most effective means of eradicating poverty, which is why it is paramount, the Foundation focuses on projects that put the young child first. To achieve this, the Spur Foundation partnered with the Early Care Foundation.

The Early Care Foundation (previously known as ASHA Trust) develops and facilitates early childhood development training programmes for under-skilled practitioners and owners of home-based créches. Early Care Foundation (ECF) training equips beneficiaries with the necessary skills to provide a stimulating educational environment and meet the nutritional needs of the children in their care. ECF assists créches to develop their facilities to comply with standards prescribed by the Department of Social Development to help them register their ECD Centres and access social development subsidies.

Prior to COVID-19, the Spur Foundation was funding the training of 37 day care centres (a total of 74 principals and practitioners) from Alexandra, Gauteng; 10 day care centres (a total of 30 women) in Phokeng, North West (a total of 30 principals and practitioners); and 10 day care centres (a total of 20 principals and practitioners) in Khayelitsha, Western Cape - but the training was paused due to the pandemic. In 2022, training resumed and, in October, these incredible women graduated. Spur Corporation also launched its five-year partnership with the Imbumba Foundation under the Caring4Girls initiative. This partnership

is a first of its kind, to support Grade 8 learners from two schools, (one in Langa, Cape Town and one in Germiston, Gauteng), throughout their high school careers. Spur Sidima Sisters (‘Sidima’ means dignity) was initiated after initially looking into the availability of sanitary products for their head office staff, which then blossomed into an outreach project that supports young girls with sanitary products. The partnership with Imbumba Foundation, will launch the first official case study for the programme, following the same girls from Grade 8 until their matric year (2023 to 2027) with baseline and impact studies.

As the programme progresses, Spur Corporation hopes that there will be opportunities for the Sidima Sisters

CONTACT DETAILS: Telephone: +27 (11) 287 5300 / +27 (11) 287 5301 Youtube: @Spur_Corporation LinkedIn: Spur Group Website: Spur Corporation

11 8 STANDARD BANK TO P W O M EN LEADERS

to mentor shining stars within the

target beneficiary group and perhaps offer intern opportunities for them to become involved in the associated

business models within the group. Spur Corporation hopes to increase the

number of girls they support from 400

to 1 000 girls over the next five years.

“SPUR CORPORATION IS COMMITTED TO MAINTAINING THE CONDITIONS AND WELFARE OF EMPLOYEES AND ANIMALS THROUGHOUT OUR SUPPLY CHAIN.”

SSTA TANNDDAARRDD BBAANNKK TO TOPP WO WOM MEENN LLEAD EADER ERSS 11 11 9 9

The Particle Group was created in 2022 as a holding company that incorporates AMIS and CDN Resource Laboratories. The Group was created to focus on growth and increasing service offerings into the Testing, Inspection and Certification sector.

AMIS and CDN are long established brands in the mining industry, with a combined 60 years of quality service to the mining industry.

Top Woman Raksha Naidoo, Chief Executive Officer Achievements • •

Chairperson – Women in Mining South Africa WIM100 – Chosen as one of 100 global inspirational Women in Mining in November 2022

Social responsibility initiatives • •

Volunteer at Women in Mining South Africa – focus on all matters and initiatives related to women empowerment.

Founder and Director of The Girlfriends Group – focus on education and upliftment of the girl child in communities of need.

Gender policies •

We are an organisation that does not have gender specific policies, gender parity and empowerment is built into the DNA and culture of the business, and is practiced daily.

Five tips on surviving and thriving in business: • Hard work always pays off!

• Embrace the difficult times, they teach us the most.

• Stand up for yourself, fight on facts never emotions.

• Take a break when you need it.

• Be yourself, always!

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? I do this by instilling this as a part of our organization’s culture. I lead by example, always, and part of my leadership is to teach others how to overcome their fears, gain their confidence and occupy spaces where their voices are heard.

Gender driven development is driven by me, I personally take on that role of mentor, and

120 STANDARD BANK TO P W O M EN LEADERS

T HE PA R T I C L E GR O UP ( P TY ) LTD.

help women in the organisation work on their development plans to move to the next steps in their journeys. Not everyone wants to walk the path, but those that do, I walk alongside them the entire way.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? We have become more successful because of it. Women bring a different mindset into leadership and a different approach to forging relationships. And that is what I personally experienced when I stepped into my leadership role. The financial growth has been tangible, the brand growth exponential.

And as more members of the team have become empowered, the global growth of the business has delivered even higher returns to shareholders and has allowed us as an organisation to positively impact our society.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? We are proudly a BBBEE Level 2 organisation. Policies are in place for BBBEE requirements, but a policy only holds value if it is a real working document as opposed to a tick box exercise. We live the policies in all that we do, and this is something that I drive in my leadership teams to instill into the culture of our teams and through this, we develop the mindset of individuals to think without bias and discrimination.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? We operate in a niche part of the mining industry, providing key products to ensure accuracy and precision of data. New analytical technology has been introduced into laboratories, to improve analytical capabilities and reduce impacts to the environment.

Commodity trends continue to fluctuate based on the progression of the Just Transition and Green Energy processes, and we focus on building a strong comprehensive library of products that service these changes.

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? For a long while I shied away from convenient social media within the business, as it was challenging to represent our products. Now, I embrace

it for what it is, as I have learnt the power of what can be achieved. We make Tik Tok dances, which serves as a momentary stress relief in the office, and as an opportunity to showcase the greatest asset in the business, our people. Our business is driven by quality products, and quality services, which are all driven by relationships that we forge with all stakeholders in our industry. I believe that by showcasing our people as people, real human beings, who embrace laughter, fun and who show up everyday as themselves, we build a different relationship with the world that is more authentic and not a sales pitch. The humanness of our social media content has allowed customers to connect with us differently and it has appealed to the emotions of others, which has driven productivity within our teams and driven profitability of the business.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? Our organisations are committed to sustainability through various initiatives.

We use fully biodegradable packing materials for all products, we have zero waste to landfill pledges and policies in place, and are committed to doing our part in the Just Transition process.

Social responsibility projects are driven in our communities actively. Again, this has become ingrained into the organization’s culture, and is driven by the commitment of leadership teams.

I N T E RV I E W

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? Patience, passion and perseverance.

Leadership comes with many challenges, and true leadership comes with the slow and steady race. It’s easy to give up and walk away, but when we commit, work harder than ever, and push through no matter what, that’s when the true magic comes, and we can change lives.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? I am fortunate to be surrounded by many incredible women that I get to learn from every day. The ones that inspire me most are the real ones, the ones who aren’t afraid to talk about the difficult days, the ones who share their honest opinions, and the ones who don’t care that it’s a bad hair day. Women in our everyday life.

Magda Wierzycka is a business leader that I admire, for sharing her truths, standing up for herself, and holding her integrity higher than anything. Jacinda Arden stepping down as Prime Minister showed great courage but great self awareness. And I love JK Rowling for creating a world of magic and showing us the power of never giving up and following your dreams.

WHAT IS YOUR POSITION ON DOING BUSINESS IN AFRICA? I am proudly South African, and proudly African, always. Doing business in Africa is challenging and requires us to learn more and understand more to best navigate ourselves, but no business is without challenge, no matter where in the world. I believe that as leadership, we have a greater responsibility than just providing profit to shareholders, we have a duty to society to create better communities and a better world for people, and that comes with us venturing into some of the more challenging regions to do that. We are African, we must start on our continent, we must give back, develop, and empower in our home, and work together to drive growth on our continent, no matter how hard it can be.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 121

122 STANDARD STANDARD BANK BANK TO TOPP W WO OM MEN EN LEADERS LEADERS

S N LLEAD STA TAN ND DA AR RD DB BA AN NK K TO TOP P WO WOM ME EN EADER ERS S 123 123

I NT E RV I EW

R CS

S A N DI R I C HA R D S O N RCS is a Gender Empowered Company with a wealth of female role models many CSI efforts which

support initiatives like the Amy Foundation and the Whitaker Peace and Development Initiative (WPDI), among others.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? Gender and diversity empowerment is a priority that is driven by the most senior levels of our organisation and that of our shareholder, BNP Paribas Personal Finance. We know and understand our employees, 76% of whom are female and we took decisive action to empower women in leadership roles.

We ensure that our employee policies and procedures consider this to foster a healthy and supportive company culture.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? By giving women opportunities to expand their personal and professional horizons, we have made considerable strides towards making RCS a safe space, and have created an environment that is receptive to differing opinions and perspectives. We have found our strength in our diversity, because diversity is in the fabric of our business. The diversity of our employees, together with an inclusive culture has given us a different lens to view not only the workplace but also our customers and society. This perspective has been invaluable as the driver behind our

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? At RCS, we are determined to become more sustainable in every sense of the word. This includes adopting greener policies and operations to reduce our carbon footprint. However, there is also a crucial social component to sustainability. Our goal is to promote and boost financial inclusion, and our products are geared towards giving more South Africans – including women, who are some of the most vulnerable and under-served individuals in society – access to finance. It’s also important to stand by our customers in times of distress, and we drive initiatives to provide better customer services and solutions when our customers need us most. Our sustainability goals aim to restore the planet and uplift people and are fundamental to achieving key business objectives as well as attracting and retaining the best talent.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Michelle Obama stands out for me. As a female leader, she challenged the status quo in a way that is authentic and humane. She represents strength, but also equanimity and respect. Michelle Obama has a very high level of emotional intelligence (EQ) and I believe this is a factor that all effective leaders have

124 STANDARD BANK TO P W O M EN LEADERS

in common. During her time as First Lady, she came into her own, addressing social issues that were tough to navigate with empathy. My female role models, whether famous or amongst my family, friends and colleagues – all have something in common… They are women who have demonstrated unwavering courage and kindness under very difficult circumstances.

WHAT SKILLS DO YOU THINK FEMALE LEADERS OF THE FUTURE ARE GOING TO NEED? It is a common misconception that ‘hard’ or technical skills should be prioritised over ‘softer skills,’ which have historically been deemed less important. However, the pandemic has demonstrated that traits like empathy, compassion and relatability are the rarest and most crucial skills. These are the skills that position leaders as powerful agents for positive change, and they are the skills that we need to focus on developing.

Website: www.rcs.co.za Facebook: @RCSGroup Instagram: @rcs_group Twitter: @RCSGroup_ LinkedIn: @RCSGroup

WUNDER MAN THOMPSON

ADVERTORIAL

WO M E N AT W U N D E R M AN T H O M P SO N A R E C HAMP ION ING T H E CHANGE T H AT BU S INE S S E S N E E D TO FACE …

Wunderman Thompson is part creative agency, part consultancy, and part technology firm. It’s a mix of capabilities that is essential for all businesses trying to navigate the intersection between creative, commerce, data and technology – creating a marketing landscape where clients and consumers seamlessly move between real-world bricks and mortar and digital channels. Our talent pool represents the vast range of skill sets required to help us partner with our clients to build the service and product experiences that lay the foundations for a future-fit and sustainable business.

Our roots lie in all the key ingredients - South Africa’s first ever specialist digital agency, the world’s oldest traditional advertising agency, one of our country’s first ever specialist social

So whether it’s marketing communications, advertising, social media, creating great content, crafting a data strategy, delivering events and activations, or building more friendly and intuitive digital apps and online platforms, with all the backend tech and platform integration that might be needed – we’ve got it covered. Many of the teams servicing our clients are led by women.

Thompson - balancing the need to retain the best of the more traditional ways of helping clients market to their audiences, with newer audience-appropriate, techenabled and data-informed marketing tactics and strategies. Fifty five percent of senior leadership roles at Wunderman Thompson are held by women, and 70 percent of promotions in the past year were awarded to women.

Wunderman Thompson’s gender empowerment initiatives span hiring and promotion policies, learning and development, preferential procurement, and also contributing to CSI initiatives that further opportunities for the industry’s future female talent. One such example is sponsoring GirlCode - a social enterprise that aims to get

In terms of investment value into Learning and Development programmes, 85% of investment has been directed towards the development of women, with nearly half of learnership opportunities being awarded to women in the last year.The words of the company’s Chief People Officer, Unati Moalusi, sum it up perfectly:

company. Our focus is on understanding our clients’ customers and their pain points, and helping brands deliver

through various training and outreach programmes. GirlCode has taught and reached more than 62 000 young South

a highly competitive industry, which has previously been very male dominated, it makes me proud to see the level

sustainable business at Wunderman

from here”.

media businesses, and a technology development, commerce and platform

on their promise to their customers and clients. That’s no small task in this age of more demanding and knowledgeable consumers.

more women into the tech industry and facilitates the advancement of their skills

African girls to date.

It’s women who are championing the challenges of becoming a future-fit

“At a personal level as a black female in

of growth taking place for women in leadership at Wunderman Thompson.

And we can only get better and better

CONTACT DETAILS: Astrid Ascar: Astrid.Ascar@wundermanthompson.com Laura Conti: Laura.Conti@wundermanthompson.com

S TA N D A R D B A N K TO P WO M E N L EAD ER S 125 S TA NDA RD B A NK TO P WO MEN LEADERS 000

PRO F I L E

CY N O T E CH

OUR TOP WOMEN Priya Barlow – Owner and Managing Director of CynoTech (Pty) Ltd Priya Barlow is not only a director but also a shareholder, and she has over nine years of expertise in business ownership. As a result, she now possesses the expertise and experience necessary to successfully manage a company. Priya's key responsibilities at CynoTech include business development and administration. She is responsible for ensuring that commercial goals are attained and that the company is run as effectively as possible. She has excellent communication and management abilities, in addition to the expertise with which she manages her responsibilities.

Priya has received her CFI certification in a variety of financial courses, and she is presently pursuing a bachelor's degree in business administration as well as a bachelor's degree in international management.

CynoTech is a data storage and cyber security solutions company based in South Africa that focuses on offering endto-end business solutions to enterprises and organisations in a variety of sectors.

SEVEN TIPS ON THRIVING IN BUSINESS • Don't be afraid of failure • Accept that failure is inevitable, learn from it, and move on • Play the long game!

• The quick fix isn’t always best • Self-educate and self-improve constantly • Resilience. Business is not always easy, build resilience and don’t give up easily • Know when to walk away. Don’t be afraid to cut your losses

126 STANDARD BANK TO P W O M EN LEADERS

P r iy a B a r l o w OWNER AND MANAGING DIRECTOR OF CYNO TECH (PTY) LTD Business sector – products and services: IT - Data Storage, Cyber Security and Backups Year founded: 2019 Number of employees: 3 Branches: 1 (Johannesburg) Strategic partnerships: IBM, VEEAM, Cisco, DELL EMC Annual turnover: R10-million Percentage of female shareholders: 100%

CONTACT INFORMATION COMPANY CEO: Priya Barlow Managing Director: Alastair Barlow Physical address: 128 Leslie Avenue, Fourways, Sandton, 2191 Postal address: 128 Leslie Avenue, Fourways, Sandton, 2191 Telephone: +27 10 312 6961 Email: info@cynotech.co.za Website: www.cynotech.co.za

K U LA PARTNE RS

ADV E R TO R IA L

KULA PARTNERS WELLNESS RISK MANAGEMENT SOLUTIONS Mbuyi was born in Mthatha, Eastern Cape. Her late father, Vusumzi Truman Kahla and mother, Victoria Liamiso Kahla played a pivotal role in influencing her career in the wellness space and entrepreneurial drive.

Early in her career, she worked for the South African National Defence Force (SANDF) as a military social worker where she also served in the United Nations (UN) peacekeeping mission in the Democratic Republic of Congo (DRC) as a chief social worker. She received an award for outstanding support and performance service from the United Nations.

MBUYI KAHLA-NTSHANGASE CEO of Kula Partners

Mbuyi Kahla-Ntshangase is the CEO of Kula Partners Wellness Risk Management Solutions which is a health and wellness risk management solutions provider offering customised, integrated wellness solutions aimed at promoting employee wellness and organisational health, thereby improving the . financial risk to its clients.

In 2008, Mbuyi joined the University of Fort Hare as a junior lecturer where she lectured and supervised first to fourth-year level social work students.

In addition to lecturing, Mbuyi also supervised fourth-year-level (Honours) research at Fort Hare University and was an academic supervisor for the fourth-year social work practical module at UNISA.

up the programme. She has served as an executive member of EAPASA (Employee Assistance Professionals Association South Africa) Ikhala Chapter as deputy chairperson.

Mbuyi has also qualified as a life coach & neuro-linguistic practitioner, fatigue management practitioner, HIV master trainer, and gender equity master trainer. She has also completed a course on comprehensive HIV/AIDS Care, Treatment and Management with the University of Pretoria.

She is passionate about managing wellness risk in the world of work, training and management consulting.

Passionate about the world of work, Kula Partners understand the compliance, wellness, financial- and implementation risks their clients

face. The company ensures that these risks are well-managed through integrated risk and wellness solutions for employers, retirement funds, unions and bargaining councils.

She has wide-ranging experience in the Employee Assistance Programme (EAP) industry and has worked for various well-known companies heading

CONTACT INFORMATION Address: Kaya house, 195 Jan Smuts Ave, Rosebank,

Email: info@kulapartners.co.za

Johannesburg, 2193

Website: kulapartners.co.za

Telephone: 010 109 1504

S TA N D A R DRD B ABNAKNK TOTO P P WO M EMEN N L EAD ER S 127 S TANDA WO LEADERS 000

K I A P RI OR I T I S ES TH E INCLUSIO N A N D EM P OW E RMENT O F WO M E N I N THE AU TO M OTIV E IND UST RY KIA SOUTH AFRICA KICKED OFF 2023 WITH A FOCUSED MISSION TO IMPROVE THE INCLUSION AND EMPOWERMENT OF WOMEN IN THE AUTOMOTIVE INDUSTRY. THIS ACTIVE DRIVE TOWARDS EVEN MORE DIVERSITY, EQUITY AND INCLUSION IS THE BRAND’S NEXT STEP TO ATTRACT MORE WOMEN TO THE MOTORING BUSINESS, AND IN KEEPING WITH KIA’S GOAL OF BECOMING A TOP GENDEREMPOWERED EMPLOYER.

“To truly be a brand that is in tune with the South African way of life, we not only need to understand how and why South Africans move but must also ensure our business is truly representative of our nation,” says Gary Scott, CEO of Kia South Africa. “Movement creates the space to find inspiration and fresh perspectives, which is critical to taking any step towards changing our world for the better. We’re committed to change, and specifically to change in South Africa, and our mission – to be loved by all South Africans – compels us to be better and do better, starting with our own business.”

Strategically, Kia sponsored the “Top gender-empowered organisation: Diversity, Equity and Inclusion Award” in the annual Standard Bank Top Women Awards in 2022 to position itself in the broader business community as a brand that takes gender-empowerment seriously. This approach is driven by Kia’s HR Executive, Latisha Naidu, who joined Kia’s executive management team last year and is focused on driving transformation and empowerment across all business functions and levels in 2023 and beyond.

“We actively want to drive change in the

industry, not just by changing perceptions about women in motoring, but also through creating multiple, tangible opportunities for women to join and grow in the industry,” added Latisha. “We are taking a multi-pronged approach to ensure that women empowerment not only remains a priority but is effected across all levels.”

LARGE-SCALE RECRUITMENT OF FEMALE SALES EXECUTIVES IN RETAIL As part of our journey to create a better world Kia is celebrating 25 years of operating in South Africa this year.

In those 25 years, the brand has grown from an unknown, Korean brand to a top 10 sales brand, with a 5% market share.

This growth has been driven by a slew of new model introductions over the years, multiple awards for automotive design, a six-year run as the highest-ranked brand for quality and, most recently, ranking highest for vehicle dependability. As part of a vertically integrated business model, nearly a third of Kia’s national dealership network falls under Kia Retail Operations, operated by Kia South Africa.

“Kia has made great strides towards

128 STANDARD BANK TO P W O M EN LEADERS

empowerment and transformation, and we’re proud that the staff complement, across our national operations, comprises 66% women, with 63% of our heads of departments also being women,” said Latisha.

“However, with such a large retail network in our business, it is also a prime opportunity for accelerated empowerment in the retail space.”

To this end, Kia has embarked on a nationwide project to recruit at least 65 women sales executives to join its fastgrowing, exciting business.

“We are looking for individuals who live our values of fun, simplicity, dependability, consistency and bravery,” she added. “Joining the brand as sales executives places women at the coalface of our operations, and brings excellent opportunities for training and career growth, including training towards becoming sales managers and, eventually, Dealer Principals.”

The minimum requirements for interested candidates are matric, a valid South African driver’s license and at least one year’s sales experience, irrespective of

K I A S O UT H A FRI CA

industry. “We’re opening this opportunity to women who may not have much experience in automotive sales,” she said. “Our approach to development is holistic, with up to 70% being on-thejob training, complemented by online and classroom training on the Kia brand, its product line-up, and effective selling techniques.”

However, the opportunity is also open to female sales executives, who have more experience in order to grow their skills and capacity across all levels.

“We’re especially excited at the prospect of empowering more women from the industry, helping them advance into sales management roles, whether it is in new vehicle or used vehicle sales,” said Latisha.

MORE OPPORTUNITIES FOR WOMEN IN LEADERSHIP Another part of Kia’s approach to diversity, equity and inclusion is a dedicated focus on learning and development, which will result in more women in the retail network moving up the management ranks. Kia’s Dealer Principal & Portfolio Manager programme - a specialised training curriculum designed to equip functional managers to transition into business managers, will also benefit from a larger female intake.

These opportunities for growth frequently result in Kia’s women management members climbing the corporate ladder into senior management positions, both within the retail network as well as the import and distribution head office.

A recent example is the promotion of Nafisa Kistan, formerly a regional

A DV E R TO R IA L

financial manager for Kia Retail Operations, to Kia South Africa’s executive management team, as Retail Operations Finance Executive.

with innovation-based thinking to find business solutions. The programme is designed to help leaders transition into strategic leadership roles.

Within the import and distribution head office, women in management positions also benefit from a number of leadership development opportunities, offered in partnership with Kia South Africa’s holding company, Motus.

These opportunities include the Women in Leadership programme, presented

by GIBS Business School, as well as the Motus Future Leaders executive development programme, presented

by Henley Business School Africa.

PARTNERSHIP WITH WOMEN IN

The Women in Leadership programme, targeted at middle and senior-level women managers, aims to create spaces for discussion and learning, between women who are already leaders in their current spheres of influence. Focused on leadership techniques, negotiation skills, coaching and EQ, the programme empowers these women with the realities of what it means to lead with significance and action in a volatile and uncertain world. Women are given the tools to break stereotypes, ask incisive questions and craft solutions for the benefit of the business ecosystem.

Similarly, the Motus Future Leaders executive development programme takes a blended approach, through theorybased classroom sessions, focused on the purpose, resilience and macroeconomic factors, affecting business and design thinking, amongst others, as well as a work-integrated project that marries the rigour of academic research

MOTORING SOUTH AFRICA NPC TO CONDUCT NATIONWIDE WORKSHOPS ON RESILIENCE, TENACITY AND THE COURAGE TO OVERCOME SALES REJECTION AND ADVERSITIES

Education and awareness campaigns are additional aspects of Kia’s approach to

diversity, equity and inclusion. To this end, Kia has partnered with Desh Bechan’s

Women in Motoring NPO, with which it

will be conducting awareness workshops

on rape and gender-based violence at Kia dealerships across South Africa.

A certified rape, abuse, trauma and

suicide counsellor, Desh is a motoring

journalist, the co-owner of Women-Torque and the Founder and Chairperson of

the annual Women in Motoring Awards South Africa.

Desh travels the country in her personal capacity to conduct these workshops, which aim to empower, motivate and

inspire women – and men – in the motor industry. While raising awareness of

rape and gender-based violence, the motivational workshops also have a

strong focus on resilience, tenacity and

the courage to overcome sales rejection and facing adversities, especially when dealing with clients, colleagues and

superiors. Women who are interested in joining the Kia family can apply online.

For any other opportunities at Kia South Africa, as well as Motus, visit the Motus e-recruit portal.

CONTACT DETAILS: Physical Address: 5 Herman Road, Meadowdale, Germiston , Gauteng, ZA Website: www.kia.co.za Tel: 010 823 5600

S TA N D A R D B A N K TO P WO M E N L EAD ER S 129

XLINK

TRUSTED PARTNER FOR SECURE AND INNOVATIVE PAYMENT SOLUTIONS IN AFRICA “Life is a series of choices, surrender to a lifetime of learning, choose to invest in becoming a grandmaster in your craft.”

- Thanusha Govender

THANUSHA GOVENDER CEO & Executive Director at XLink How has gender empowerment strengthened your organisation?

The XLink management committee has 56% female representation, which has been a meaningful change since I joined the company last year. Like many global companies, gender diversity has significantly boosted our corporate performance across all the company’s financial KPIs and our balanced scorecard and has become a corporate performance driver for our business.

What are your organisation’s gender equality and BEE ratings and policies?

At XLink, we firmly believe that our dedication to gender equality in the workplace is not only “just the right thing to do” but also essential to our organisation’s long-term success. We are a Level 1 BEE contributor which demonstrates our commitment to equality and economic participation of all ethnicities and genders in South Africa. Additionally, we have recognised the high rates of genderbased violence in South Africa and have introduced a Domestic Violence Policy that offers our employees access to counselling with an additional 10 days leave to safeguard themselves. Our maternity leave policy affords six-month maternity leave irrespective of employment duration, also providing a balance to work and personal choice and our flexible work hours policy furthermore enables all employees to integrate their work and lives in a more sustainable way.

What are the current and future trends in your sector?

The Africa payments industry is resilient, growing at double-digit growth. Consumer preferences and behavioural choices are driving “always on”, real-time convenience lifestyle solutions, whereby online and offline payment methods are blending, and payment methods are diversifying from “card present” and cash.

What technological innovations are you using in your organisation to keep in line with the Fourth Industrial Revolution (4IR)?

XLink uses Infrastructure-as-a-Service (IaaS) for both our internal network and the modernisation of our external network.

As part of the digital transformation journey, we are exploring AI solutions to deliver frictionless customer journeys.

Over and above, within our product and services, payments ecosystem, we provide IoT solutions as part of the end-to-end value proposition delivered to our clients.

How are you integrating the drive for sustainability into your organisation?

Our credo governs our daily decisionmaking and is our ‘north star’ to create shared value for all our stakeholders.

Our credo articulates our responsibilities to protect the livelihoods of our employees and create an inclusive, diverse, purposeled culture; our responsibility to society to uplift those around us as we grow and our responsibility to the environment, to reduce our impact, to name a few.

130 STANDARD BANK TO P W O M EN LEADERS

What is your position on doing business in Africa?

We currently have a presence across nine African countries. Over the medium-term, our growth strategy is to scale and expand our operations across Africa.

What skills do you think leaders of the future are going to need?

Since we are operating in a fast-paced, continuously evolving, uncertain business landscape that requires one to consume imperfect information and make decisive real time decisions - Strategic foresight, which is the ability to “see through the corner”, has become the new ticket to the game.

Which female leaders inspire you the most, and why?

Indra Nooyi, for two reasons: Her impact, by way of her stewardship in re-shaping the global consumer packaged goods (CPG) industry by being at the forefront of leading “Performance with Purpose”.

Her tireless dedication into the personal investment of herself, from childhood that has led to her becoming a highly competent leader, across multiple disciplines.

CONTACT INFORMATION

Physical address: 3 Sandown Valley Crescent, Sandown, Sandton, 2196 Telephone: 086 009 5465 Email: support@xlink.co.za Website: www.xlink.co.za

S UN I N T ER N AT I ONAL

Sun International has a proud legacy in the gaming, hospitality, and entertainment industries, with diverse assets, including worldclass five-star hotels, modern and well-located casinos, and some of the world's finest premier resorts.

Our destinations offer experiential luxury, enduring quality, and incredible adventure, supported by an authentic dedication to personal service. Creating lasting memories for our guests and customers is in our DNA. Our competitive advantage stems from our compelling and global competence in developing and operating casinos, hotels, and resorts.

Our approach has been to differentiate our properties in architecture, service, experience, location, and the mix ofentertainment and activities. We've created some of the world's most iconic destinations, from The Palace of The Lost City at Sun City and Time Square in Tshwane, to The Table Bay Hotel in Cape Town and Carnival City in Brakpan. Each unique property features creative architecture, blending design with the nuances of the local environment.

Sun International pioneered gaming in southern Africa, introducing casinos to this part of the world in the late 1970s. Sun City set

A DV E R TO R IA L

the standard for large-scale international events in South Africa – a tradition which continues today.

The Gary Player Country Club at Sun City is home to the Nedbank Golf Challenge, which has attracted the world's best golfers for four decades.

We place a strong emphasis on being a responsible corporate citizen through our contributions and commitment to the economy, communities, and the environment.

We are committed to developing all our employees, ensuring that equal opportunities and economic empowerment form the backbone of our human resource practices.

CONTACT DETAILS: Address: 6 Sandown Valley Crescent, Sandton, Gauteng, South Africa Telephone: +27 11 780 7000 Website: https://www.suninternational.com/

S TA N D A R D B A N K TO P WO M E N L EAD ER S 131

132 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 133

DR PHUMZILE MLAMBO-NGCUKA C H A N C ELLO R OF T HE UNIV E RS ITY OF JO H A NNESBURG

By Koketso Mamabolo

134 STANDARD BANK TO P W O M EN LEADERS

D R PHUMZ I L E ML A MBO -N GC UK A

D

r. Mlambo-Ngcuka has touched the lives of many wherever she has invested her time.

Whether it be political activism, governance or education, the former Under-Secretary-General and Executive Director of UN Women, who was appointed the Chancellor of the University of Johannesburg, has fought for equality from the township streets all the way to the gatherings of world leaders in New York.

Born just before twenty-thousand women from all over South Africa would gather in Pretoria to march against pass laws, Dr. Mlambo-Ngcuka’s commitment to serving others can be traced back to her parents, particularly her mother, who was a community health nurse.

Education is one the key areas where Dr. Mlambo-Ngcuka’s influence has been felt. In the early 80s she was a lecturer at Mpumalanga Teachers Training College, after completing a Bachelor’s degree in Social Science and Education from the University of Lesotho.

Some of the key issues that Dr. Mlambo-Ngcuka faced as the Executive Director of UN Women were the stumbling blocks to getting young women in school, which have been exacerbated by the closure of schools around the world in response to the pandemic: “The impact of lost education for children, especially girls, is likely to have permanent effects for many.

Our engagements with civil society, faith-based organisations and traditional leaders have been about community-driven efforts to stop losing a generation.”

That community-driven engagement extends beyond the role she played at the United Nations, including the work her foundation does. Dr. Mlambo-Ngcuka started the Umlambo Foundation in 2008 and it is still going strong.

“Umlambo Foundation leverages the goodwill of people and institutions to invest in leadership and management development of school principals to improve the quality of education in public schools; giving learners a chance to WIN against poverty,” reads the organisation’s mission statement.

The Umlambo Foundation assists in upskilling educators and gathering resources from a network of stakeholders and decision makers to improve the quality of education that children are receiving. This involves training for teachers, management courses for principals and initiating drives for school infrastructure, books and equipment. The Umlambo Foundation takes a broad approach to supporting schools, making a difference in the various aspects, from operations to the actual teaching and learning.

TO P WO MEN AC RO S S T H E B OA R D

Dr. Mlambo-Ngcuka is showing no signs of slowing down. Her knowledge, empathy and responsible leadership sets her apart from her peers and earned her the respect of people from all over the world, who recognise the positive impact the life she has lived in service of others.

In 2021, Dr Mlambo-Ngcuka received the Standard Bank Top Women Lifetime Achiever Award. The former Deputy President of South Africa was hailed for the decades she has sacrificed as a leader and activist.

THE POSITIONS HELD BY DR. MLAMBO-NGCUKA OVER THE YEARS • Under-Secretary-General and Executive Director of UN Women (2013 - 2021) • Deputy President of the Republic of South Africa (2005 - 2008) • Minister of Minerals and Energy (1999 - 2005) • Deputy Minister of Trade and Industry (1996 - 1999) • Member of Parliament (1994 - 1996)

Dr. Mlambo-Ngcuka campaigns for universal access to education, something which affects the majority of girls in Africa. In an op-ed about youth development, for the African Policy Review, Dr. Mlambo-Ngcuka writes: “... in sub-Saharan Africa almost two thirds of girls who are out-of-school are expected never to attend.”

QUALIFICATIONS SHE HAS RECEIVED • PhD in Education and Planning (Warwick University) • MPhil in Education and Planning (University of Cape Town) • Bachelor’s in Social Science and Education (University of Lesotho) • Gender Policy and Planning qualification (University of London) • Honorary doctorate (University of the Witwatersrand Technikon)

With her time at the UN over, and a new chapter at the University of Johannesburg about to begin,

Sources: Historic Schools | Relief Web | African Policy Review | Wits University

S TA N D A R D B A N K TO P WO M E N L EAD ER S 135

TO P WOM EN ACRO SS THE BOARD

RETAIL & E- C OMMERCE

D

id you know e-commerce makes up 4% of the retail sector in South Africa?

Did you know Takealot has over 7 700 SMMEs on their platform? Meet Takealot Group CEO, Mamongae Mahlare, who succeeded Founder and Chairperson, Kim Reed, in 2021.

The needs and demands of consumers have shifted and Mamongae is tasked with leading an organisation that is paving the way for the future of retail. In the latest Business Unusual Podcast, Ralf Fletcher, CEO of Topco Media is in conversation with Mamongae about the transformative impact of e-commerce, what it takes to solve complex problems and what we need to consider as e-commerce continues its growth.

Takealot Group CEO, Mamongae Mahlare

136 STANDARD BANK TO P W O M EN LEADERS

10 KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST: 1. For e-commerce to reach its potential, the regulatory framework needs to allow for innovation 2. The evolution of e-commerce in South Africa in the coming years will be different to the trajectory of the industry in developed economies 3. Competition is good. Amazon expanding into South Africa is an opportunity to transform the economy 4. E-commerce platforms open up access to markets 5. A business model like that of Takealot has the knock-on effect of helping other businesses grow 6. When venturing into a market its important to understand the context and the culture of the region 7. You cannot be the stumbling block to the growth of your organisation 8. Coming up with a solution to start with understanding what the problem is that needs to be solved 9. Take each possible solution and ask “‘what would need to be true for that to be the answer?”

10. We need to be intentional about creating opportunities for women

S TA N D A R D B A N K TO P WO M E N L EAD ER S 137

K

imberley Taylor is a young, tech-savvy female entrepreneur who is making waves through invaluable technology applications in the logistics space. She is the brains behind Loop – an adaptable, intuitive delivery management platform that empowers companies by enabling them to cleverly optimise and scale their delivery systems. She wrote an algorithm that has helped to solve some real-world problems in the logistics space. This platform has enabled South Africa’s largest nationwide grocery business to deliver within 60 minutes.

A total game changer for businesses, Loop connects delivery companies with all the players in their operation, from suppliers to customers. It allows dispatch managers to make delivery decisions based on efficiency and cost, guided by data from daily operations, which Loop cleverly scrutinises so that businesses can save time and money. It’s a completely customisable app that supports each operational tier from the top down.

KIM BE R L EY TAY LO R, FOU N D ER O F GAM E -CHANGING T EC H FIR M LO OP “Women possess innate qualities that make them incredible in the tech sector”

By Sinazo Mkoko

138 STANDARD BANK TO P W O M EN LEADERS

T EC H

FIRSTLY, PLEASE TELL US ABOUT YOUR CAREER PATH THAT LED TO YOU STARTING THE PLATFORM SOFTWARE CALLED LOOP. I didn’t have much of a career before starting Loop. I studied Chemical Engineering and worked for about 3 months as a Chemical Engineer and part-time on Loop. So basically, for the last five years out of University, my career has really just been Loop.

LOOP EMPOWERS COMPANIES

BY ENABLING THEM TO CLEVERLY OPTIMISE AND SCALE THEIR DELIVERY SYSTEMS. HOW DID THIS IDEA COME ABOUT? During my third year at Wits University, I had a question about a project which required me to write a Route Optimisation algorithm. Ever since then, I became interested in its application in the delivery and logistics space. This curiosity led to a further understanding of the problems in the logistics world which sparked the idea to build a piece of technology that would assist in solving these problems.

YOU’RE IN AN INDUSTRY THAT IS STILL MALE-DOMINATED WITH WOMEN REFLECTING A PRESENCE OF LESS THAN A QUARTER - 23%; PLEASE SHARE SOME OF THE CHALLENGES YOU’VE ENCOUNTERED AS A WOMAN IN TECH AND HOW YOU OVERCAME THEM. Some challenges may include not being taken seriously, listened to, or ignored, but these are not solely linked to the tech space – probably more business in general. Other challenges have been trying to connect and build business-type relationships with men (tech or any other industry). It is no fault of men but it is easier to connect man-to-man (or woman-towoman in many cases) and go for drinks, play golf etc. So, at times I have felt like I need to work a little harder to build rapport because there isn’t a natural relatedness.

TO P WO MEN AC RO S S T H E B OA R D

I’m not sure I have overcome it completely, it’s something I am always working through, with, and against… and I do it by watching and learning how others interact, putting myself in the uncomfortable situations where I need to connect and converse and slowly it becomes less scary, I reflect and get better at it the next time.

HOW WOULD YOU DESCRIBE YOUR LEADERSHIP STYLE? I relate most with servant leadership.

I believe in empowering, caring and growing the people on my team. I prefer to have my team’s buy-in and inspire them to achieve any particular goal or vision.

THE TECH SECTOR IS ONE SECTOR THAT IS ALWAYS SO ADVANCED IN INNOVATIONS, WHY IS IT LAGGING BEHIND WHEN IT COMES TO GENDER EQUITY? I’m not entirely sure, I think perhaps it’s not as well-spoken to young girls in high school or at university. I think women possess innate qualities that make them incredible in the tech sector. For one, I believe in building tech with empathy (a quality I see in many women in my team) is so important. You need to understand deeply the people who are going to use this piece of tech. When we build with empathy, I think products have better product-market fit and solve real problems day to day.

WHAT IS YOUR “WHY?” My purpose has always been about people – serving, impacting, and empowering the people around me. I love and care deeply for the people in our country and through our technology, employment, through different initiatives, I hope that we can continue to serve and empower people to be happier, fulfilled and live out their purpose.

WHAT DOES YOUR WORK ENTAIL AT LOOP? At the moment my days are mostly spent selling, innovating on the product and leading the team. My role evolves a lot as we are growing quickly – but I would say that encompasses most of what I do.

DO YOU HAVE AN INSPIRATIONAL MESSAGE FOR YOUNG ENTREPRENEURS AND FEMALE BUSINESS LEADERS OUT THERE? Something that has resonated most with me recently again is that courage creates confidence.

PLEASE TOUCH ON THE IMPORTANCE OF TECHNOLOGY IN OUR LIVES IN THIS DAY AND AGE I believe technology helps us make better decisions which means we utilise the resources we have better and more intelligently. This can be money, people, fuel etc. but, most importantly, the resource of time. And so ultimately, I believe technology can help in allowing us to spend more time on things that matter most, things that are fulfilling and make us happy.

DO YOU HAVE EXCITING PLANS FOR THE COMING YEAR? Always. At the moment we plan to continue to grow our team and product offering and have fun while doing it!

Sometimes we look at people and think – wow they are so confident, but many times that person actually has decided to have a moment of courage and do something hard and when you do that enough you will naturally build the confidence you seek. You don’t need to know, understand or be good at everything, you just need to decide to have small bursts of bravery in doing things that are uncomfortable.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 139

D R CAROLINE PULE Paving the way for aspiring women in STEM

By Sinazo Mkoko

140 STANDARD BANK TO P W O M EN LEADERS

S T EM

W

ith a passion for global health, medical research, and ensuring we have a disease-free nation, Dr Caroline Pule is a biomedical scientist who is paving the way for many aspiring women in the science, technology, engineering and mathematics (STEM) sector.

The young scientist is a force to be reckoned with and is currently affiliated with the Division of Global Surgery, in the Department of Surgery, Faculty of Health Sciences at the University of Cape Town.

She has demonstrated her love for science by not only being an advocate for women in STEM but also doing incredible research, travelling the world, sharing her work and also inspiring young women to follow careers in this field.

“Besides being a scientist, I’m also a philanthropist and I’m the chairperson of the Organization for Women in Science for the Developing World (OWSD) - SA Chapter - where we empower women to become leaders, be the best scientists and their voices in this field to be heard,” she said.

Caroline’s research focuses on tuberculosis (TB) surgery and her continuous drugresistant TB work. Coming from a TB biology background, with a PhD in molecular biology, she explores surgery as a treatment adjunct modality for drugresistant TB, in settings with a very high TB prevalence. The young scientist’s TB research findings may lead to the improvement of drug-resistant TB treatment and her maternal infections research findings may help provide mechanistic insights into the impact of infectious diseases (COVID-19, HIV and/or TB) in pregnancy and the associated adverse maternal and perinatal outcomes.

She is also involved in the stillbirths data collection and report strengthening project

in Africa, in collaboration with UNICEF; an essential study to aid in identifying and understanding the unmet knowledge gaps in improving stillbirth data systems.

Caroline was a finalist in the 2022 Standard Bank Top Women in STEM and the Top Women Young Achiever categories.

“My vision is driven by having a purpose, passion for what I do and always remembering that I’m my only competition and as a leader, not to boss people but to guide them, advise them and help them be the better version of themselves,” she said.

Touching on the challenges she’s encountered as a woman in her industry, she shares that, as a young black woman, she’s had to prove that she has what it takes to become a renowned independent scientist and a leader in her chosen career field. “I have to work twice as hard to be considered for many opportunities but, again, I turn to use such challenges as a motivation to press forward, work harder and excel in my chosen career field,” she said.

She adds that, besides conducting her own research, she also manages the Global Surgery Research cluster. “One of the challenges is being the best, exceptional leader as a young woman scientist in a highly male-dominated work environment of doctors, registrars, surgeons and professors. But I worked with a great supportive team and managed the latter challenge very well and got all the support I needed to excel in my work environment.”

With a zeal for living to the fullest, an authentic personality and a passion for helping others, Caroline believes that “life is a gift and too short to be taken for granted.”

In 2021, Caroline received an honorary Excellence in Public Health: Medicine and Research award from the Charlotte Mannya-Maxeke Institute (CMMI), for her research focusing on understanding the

TO P WO MEN AC RO S S T H E B OA R D

biology of drug-resistant TB. She was not only honoured for the importance and value she puts on education and research but also for her outreach engagements with communities around her including being a volunteer with the Mould Empower Serve charity organisation.

In efforts to help empower, rebuild and educate the underprivileged youth by providing them with a second chance to improve their literacy, comprehension skills and science education, she started her own organisation -The Caroline Pule Science and Literacy Foundation (CPSLF). The organisation focuses on less fortunate youth, their need for education and placing them in the right environments to develop.

Caroline also helped as a volunteer scientist for the CrowdFight COVID-19 initiative, a global organisation that enabled volunteer scientists from different countries to work together in fighting the COVID-19 pandemic.

“Being a medical scientist working with medical doctors is such an amazing journey that continuously reminds me that, yes, indeed a life lived for others is a life worthwhile. As much as medical science research is driven by curiosity to solve health problems it also echoes Hippocrates’ words that “wherever the art of medicine is loved, there is also a love of humanity” and we have the same passion, to save lives in any way possible,” Dr Caroline Pule.

Her publications include an article published in the international peer-reviewed Journal of Antimicrobial Chemotherapy, a 2015 TB Summit report paper published by EuroSciCon Honnao Publishing, as well as the co-author of 4 peer-reviewed articles and 2 theses and a dissertation (MSc and PhD) with Stellenbosch University.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 141

HOW UBER IS E MPOWERING WO M EN IN A FRICA

By Marjorie Saint-Lot, Head of Ghana and Cote d’Ivoire, Uber

F

or the past 10 years, Uber has been a leading force in transforming the way people move in many of the cities across Africa. While the platform’s key purpose remains to provide reliable, convenient and affordable mobility for all, in Sub-Saharan Africa it also has a strong focus on positively impacting the lives of women, both in terms of providing them with access to safe transport and empowering them economically.

In many parts of Africa, women have traditionally been excluded from the formal workforce and still have limited opportunities to earn an income. Uber is changing this paradigm by providing a platform for women to become flexible entrepreneurs and earn money on their terms. This is enabling many women in Ghana, Ivory Coast, Nigeria, Kenya, South Africa and across the continent, to gain financial independence and support themselves and their families.

The shift is a direct result of Uber’s ongoing commitment to women on the continent, demonstrated through an array of initiatives aimed specifically at empowering women in Africa. GigSister, an initiative of Women@Uber, is designed to connect, grow and empower a community of women drivers on the platform through an array of initiatives.

We believe our work is never done and we are in the process of developing other tailor-made solutions for women drivers in other markets.

142 STANDARD BANK TO P W O M EN LEADERS

I’m very privileged to have the opportunity to spearhead many of these women empowerment programmes. In addition to my role as Head of Uber’s operations in Ghana and Ivory Coast, I am also the sponsor of the Women Driver Programme in Europe, the Middle East and Africa (EMEA), and I co-chair Women@Uber in SSA. My involvement with organisations and initiatives like these has taught me many valuable lessons over the years, but arguably the most significant of these has been the importance and power of partnerships in enabling effective women empowerment across the continent.

Uber is applying this insight to expand its female empowerment reach and impact in Africa, and we proactively seek out like-minded partners to help transform our passion for building a better, opportunity-rich world for women into a reality. In the case of the #GigSister movement, for example, strong

T R A N S PO R T

partnerships with the likes of Google and L’Oreal, have allowed us to develop three impactful women empowerment pathways and we offer women drivers and many community members mental health support, motivation and selfpromotion advice, and self-defence training. The initiative started in Europe and has proven hugely successful in many countries as well as in the United Kingdom; and on the back of this success, we’re now scaling #GigSister across our operating regions in Africa.

which partners with Uber to make vehicle ownership accessible to drivers.

Moove recently committed to joining us in our commitment to women empowerment by helping to address the significant barrier to vehicle access for prospective women drivers in Ghana and Ivory Coast.

From a women-driver safety perspective, the launch of our ‘Women Preferred’ featured in South Africa has proven immensely

TO P WO MEN AC RO S S T H E B OA R D

successful. The service allows women and non-binary drivers to choose to only pick up women riders.

We are confident that, in the coming months and years, these ongoing concerted efforts will ensure that Uber continues to play an increasingly important role in challenging traditional gender norms and empowering women in Africa to earn incomes, gain independence and create the lives and futures they deserve.

Uber recognises that we need to bring in these types of specialist partners with the expertise to meet the unique needs and challenges of women in African communities, and women drivers within Uber. Through this type of collaboration, we are creating a strong women empowerment culture and a compelling proposition for women to become drivers so that they get to enjoy the same financial opportunities as their male counterparts.

Research shows that safety fears, access to vehicles, and financial restrictions are the main barriers.

However, we have seen, first-hand, how a committed approach to addressing all these issues, coupled with appropriate partners with the same heart for women in Africa can, and will, change the reality experienced by many women, and build an environment in which they have the confidence, capabilities, and opportunities to change their futures for the better.

To this end, some of the other valuable partners that we have been privileged to team up with include Zoie Health, which is offering medical support and emergency response services to women drivers in South Africa for free for the first year. Then there’s Moove Africa,

THIS IS ENABLING MANY WOMEN IN GHANA, IVORY COAST, NIGERIA, KENYA, SOUTH AFRICA AND ACROSS THE CONTINENT, TO GAIN FINANCIAL INDEPENDENCE AND SUPPORT THEMSELVES AND THEIR FAMILIES

S TA N D A R D B A N K TO P WO M E N L EAD ER S 143

A powerhouse at the forefront of gender empowerment

By Fiona Wakelin

T

he appointment of their first female CEO, Bertina Engelbrecht, positioned Clicks Group as a powerhouse at the forefront of gender empowerment in the Healthcare and Pharmaceutical industry, with a demonstration, at the highest level, of their commitment to the empowerment of women.

With extensive experience in leadership positions at various industry giants, Bertina brings management expertise together with a love for people. The focus on people is what has driven her work at Clicks Group and will inform how she goes about leading the company.

A qualified attorney with a master’s degree in commercial law and a background in human resources, Bertina is the first to concede that her career journey has not been that of a typical CEO. Prior to joining Clicks in 2006 as Group HR Director, she worked for Spoornet, South African Airways, Transnet Group, Sea Harvest and Shell SA, the latter as an executive director.

144 STANDARD BANK TO P W O M EN LEADERS

HEA LT H A N D PHA R MA C EUT I C A L

She was Group Corporate Affairs Director at Clicks before assuming the role of CEO earlier this year.

“From the outset, my job at Clicks has always been broader than the traditional HR remit,” Bertina explains. She attributes both of the Group’s previous CEOs for this, as they actively championed for the people agenda to be integrated into the business and for HR to have a seat at the decision making table. This philosophy facilitated her progression to the most senior leadership position.

Over the years, she has methodically set about shifting the employer brand by addressing the Group’s existing employer value proposition gap. Today, the Clicks Group is consistently rated as the top employer in the retail space.

Clicks continues to embrace its heritage as a proudly South African company. It was the most empowered retailer in 2015, integrating transformation into its overall business.

What Bertina is extremely proud of is Clicks’ employee share scheme. In 2018 the scheme vested fully, resulting in the first 50% pay-out of R1,3-billion to employees.

A final pay-out of R1,5-billion was made in February 2019. The Clicks Group boasts one of the most successful employee share schemes to date.

Transformation is an ongoing journey for Clicks Group rather than an end-destination.

“Clicks is heavily focused on preferential procurement – by supporting local

suppliers, black and female-owned enterprises and investigating how we can advocate for equity equivalence programmes that benefit local suppliers,” - Bertina.

She aims to maintain Clicks’ positioning as the leader in the health and wellness sector.

“We will be strengthening our engagement with all stakeholders to share much more of the work we do particularly insofar as our localisation strategy, empowerment and sustainability commitments are concerned,” she says.

Clicks sources more than 90% of its products locally, a strategy which she intends to continue driving forward.

The Group prides itself on supporting South Africa’s transformation goals, including, the government’s healthcare agenda and policy of making healthcare more affordable and accessible to all South Africans, the National Development Plan which includes the goal to reduce the current shortage of healthcare personnel which has been recognised as scarce and critical to South Africa’s development and “uplifting the communities in which they operate through the implementation of enterprise, supplier and socio-economic inventions and projects within the Group’s sector.”

The business has continued to make good progress in ensuring equity within the organisation through good governance, policies and practices and building a culture that enables a diverse and inclusive culture.

The majority of the organisation’s workforce are women with representation across all levels of the business.

“I’m a firm believer that corporations have a responsibility to deliver sound financial performance and to do so in a way that positively impacts all of our stakeholders.

TO P WO MEN AC RO S S T H E B OA R D

Research indicates that today’s generation of employees want to work for organisations that are ethical, with values that resonate with their own. Customers are likewise attracted to companies that conduct business ethically and sustainably,” - Bertina.

At the 2022 Standard Bank Top Women Awards, the Clicks Group Ltd was awarded the Standard Bank Top Gender-empowered Organisation in Health & Pharmaceuticals.

In the past year, the

Clicks Group Ltd has been involved in a number of initiatives supporting:

• 8twenty8® - an award-winning, women-led Non-Profit

Organisation that empowers

young women by developing

strategies for their educational and personal development.

• Kerr House, the Durban

Hospice for Women - Kerr

House provides a safe haven for abused and destitute

women, and women in crisis.

• The Safe House - empowering survivors and supporting

communities by providing

abused women and children with a safe place to heal, rebuild and reconnect.

• Public Health Enhancement

Fund – supporting bursaries to medical students (of which 72% are female) with

R2.8-million for the year.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 145

”I’ve made my mark in the twenty three years as a civil servant.”

By Sinazo Mkoko

146 STANDARD BANK TO P W O M EN LEADERS

PUBL I C S EC T O R

W

ith over 23 years experience as a civil servant, Deputy Director at the Department of Trade and Industry and Competition (DTIC), Dr Nthabiseng Maude Mthethwa is committed to serve and create more jobs for South Africans.

Since joining the organisation, she’s contributed to growth and improvement. She has built and led many teams, and encouraged them to empower themselves in the process by attending courses that the department offers, and sector focused courses in agro-processing and aquaculture.

She says she believes that she has what it takes to be a leading woman in the public sector. “I seriously consider myself that I’ve been sent to fulfil some destiny, to leave a mark, inspire, create and ensure that this world becomes a better place. I have made my mark in the twenty three years as a civil servant, upskilling and upscaling myself to better serve and passionately deliver during my tenure in office,” she said.

Former DTIC Minister, Dr Rob Davies, entrusted her with the management of board positions, a responsibility she’s had for six years, which is two full-terms in the Incentives Unit.

“Currently I serve in the Batho Pele Forum to make sure that the department complies especially in openness and transparency and access to information.

I [was] deployed to Asia in 2010 to the World Expo to represent South Africa for

three months. I have worked with the export councils to assist them with their mandate to represent the department in the past - as the advisor and just to make sure that the vision is aligned,” she says.

Touching on the challenges and rewards she’s seen in her position, Nthabiseng shared that she’s mostly not at home, as she handles international relations for the DTIC. Along with a cross-cultural understanding, this position touches lives in global markets and involves being accountable and adaptable.

“Through [the role] I have played [a role] in promoting business linkages and building relationships, both nationally and internationally.

[I’ve] also participated in many state visits, outward and inward, through the President’s office and the Department of International Relations and Cooperation and embassies. I have also served in the Wellness Committee and even won the award for being one of the most dedicated employees in our team. I was fortunate enough to have been chosen to go to Israel on a scholarship programme to further my studies in [the] management of HIV and AIDS.” In 2003, Nthabiseng led forty South Africa business women to the Global Summit of Women - in Marrakesh, Morocco - with the then Deputy Minister, Lindiwe Hendricks. She also facilitated and led a delegation of 15 emerging farmers to Minneapolis, in the US, to seek opportunities, joint

TO P WO MEN AC RO S S T H E B OA R D

venture partners and new technology in farming. Along with her other accolades, she has also been recognised by the Turkish Women’s Chamber for the Award of Excellence.

“I have been to more than 54 countries doing investment promotion and facilitation [and] diplomacy work.

As part of Team South Africa, we have brought several companies to invest in South Africa and have taken South African companies through the Department of Trade, Industry and Competition abroad to seek joint venture opportunities and seek more export opportunities. As a leader of our department, I have groomed many interns who are now in higher management positions. As a department, we prioritise gender empowerment and we are on track as most women are now in senior positions,” she said.

In 2022 Dr Nthabiseng Maude Mthethwa won the Standard Bank Top Women Leader in Public Sector award.

On the hopes she has for the department for the future, she says she hopes she imparts leadership skills, gains management experience, and empowers as many team members as possible by instilling ‘Batho Pele’ principles.

“Putting people first and leading by example is my priority as I sit in the Batho Pele Forum knowing that empowerment principles are applied at all times,” - Dr Nthabiseng Mthethwa.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 147

TO P WOM EN ACRO SS THE BOARD

ENGINEERING

ENG INEERIN G A CAREER

By Tshegofatso Sibambato

THE JOURNEY THAT LED TO ENGINEERING I completed my Bachelor of Science degree in Civil Engineering at the University of the Witwatersrand. I developed a love for science and mathematics and believed that engineering was a good fit. I was inspired to study engineering because I love seeing the fruits of my labour coming alive through the building of civil infrastructure.

Engineering elements are all around us, and I wanted to be a part of building our country through the implementation of infrastructure services. Service delivery remains a huge concern for most communities within South Africa, and this speaks to the vast opportunities for us as engineers to implement projects to provide these essential services.

There are many roles that one can fulfil as an engineer; you just need to find the one which best suits you

My current role is predominantly geared towards being a project leader and managing the planning, executing, monitoring, and controlling processes involved in the lifecycle of a typical project. I am also a Design Engineer, with my primary focus being on stormwater drainage design.

CHALLENGES FOR WOMEN IN ENGINEERING The main challenge that I have faced as a black female engineer is that you constantly need to prove yourself. You need to fight for what you know and believe you deserve and ensure that you have a solid support structure. The lens through which you are observed is usually more magnified than that used for males, and because of that you have a fear of failing. I have also identified bouts of imposter syndrome coming into play, feeling like I do not belong in the role that I am fulfilling, even though I have what it takes and do perform satisfactorily at the end of the day.

OVERCOMING CHALLENGES Always remember why you wanted to become an engineer and keep reminding yourself of that. Create networks of individuals who have your best interests at heart and who will help you to

148 STANDARD BANK TO P W O M EN LEADERS

succeed. Determine what your career aspirations are and find mentors who can help you to obtain the skills that you need along that journey and be careful who and what you choose to listen to.

TRANSFORMATION IN ENGINEERING Efforts are constantly being made for the engineering industry to transform.

Many women continue to excel in the industry and have paved the way for others to have better experiences than they did. Diversity brings strength, and because of that more women are needed in the industry so that the necessary corrective measures can be taken. There are many roles that one can fulfil as an engineer; you just need to find the one which best suits you. I have attained valuable mentors from Zutari who are helping to guide my technical and professional development.

My development has been holistically centred around becoming a highperforming professional. I have attended courses and workshops that have broadened both my engineering and management knowledge. In addition, I have gleaned a lot of nuggets of wisdom through impromptu office interactions with individuals who have a wealth of work and life lessons to share with everyone.

REASONS TO BELIEVE IN AFRICA

“THAT’S “THAT’SA A STUPID DUMB IDEA” IDEA”

That ‘dumb idea’ has helped a continent of young girls feel like they belong.

Khulile Vilakazi-Ofosu | Sibahle Doll Collection

S TA N D A R D B A N K TO P WO M E N L EAD ER S 149 Do what others say you can’t with the bank that believes you can.

Start, manage and grow your business at standardbank.co.za/RiseAboveTheNoise

150 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 151

I NT E RV I EW

Z I YA N A GR O UP

ZIYANA GROUP Solutions beyond the ordinary WHAT SERVICES DOES ZIYANA GROUP PROVIDE – AND WHAT ARE SOME OF YOUR FLAGSHIP PROJECTS? Ziyana Group is a bespoke professional services provider, offering future-focused business solutions to our clients in Africa. Our approach ensures that we place people at the forefront of our client’s strategy by tailoring solutions that leverage technology. At the core of our values is to build result focused teams to drive superior business performance. We also provide cuttingedge enterprise technology solutions that shape organisations to be data-centric, streamline business processes and enhance business intelligence through placement of IT and digital skills resources. Our core capabilities are: • • • • • •

Nomazibulo Tshanga, Founder and Managing Director of Ziyana Consulting, took home the Standard Bank Top Woman Entrepreneur of the Year Award in 2022. Here she shares what winning meant to her and takes us through Ziyana Group’s work.

CONGRATULATIONS ON WINNING THE STANDARD BANK TOP WOMAN ENTREPRENEUR OF THE YEAR AWARD IN 2022.

WHAT DID WINNING THIS AWARD MEAN TO YOU AND HOW HAS IT IMPACTED YOUR BUSINESS? Thank you, it was a beautiful moment that happened the night before I turned 40 years old, my last day in my 30’s. I remember my team loudly singing “Happy Birthday” at 12 o’clock midnight, during the award ceremony. Entering the awards was an intentional and strategic move for the business. We were in the process of unbundling our services for our new strategic direction and growth and placing those bundled services in a group/holdings company called Ziyana Group. Winning the awards meant gaining industry credibility, boosting company reputation and gaining access to markets. Our client base has since increased and we’ve also seen revenue growth from companies we weren’t doing business with before. Potential clients are recognising our brand and want to do business with us.

PLEASE SHARE WITH US WHAT LED TO THE FOUNDING OF ZIYANA GROUP? Ziyana was started as an attempt to solve people-problems through Employment Value Proposition. It has been my passion to assist organisations in uncovering the true value in people through People Management and Leadership Development. I founded the company with vast experience and knowledge in the HR field, having worked for large corporations, so this was a natural step. Founding the company also gave us an opportunity to participate in economic activities by means of creating employment in an attempt to alleviate youth unemployment burdens and also create value in our society.

152 STANDARD BANK TO P W O M EN LEADERS

Project Management Business Strategy Advisory People and Organisational Effectiveness Enterprise Technology and Business Process Leadership Capacity Building Future Skills Hub

We are currently working with a global fast-food chain to launch their first Leadership Academy which will see over 200 leaders participating in the programmes in the year 2023/ 2024. The academy will deliver accredited NQF aligned Leadership Development Programmes in support of its People Development strategy to attract, retain and develop talent. The leadership programme is meant to build leadership bench strength by promoting innovative and agile thinking amongst leaders. This will be the first in the sector and the academy will position our client for growth especially in the current challenging economic climate.

We’ve also introduced new capabilities within the Group, IT, Project Management, Enterprise Technology and Business Process. These capabilities will fall under Ziyana Technology which is a subsidiary company under the Group umbrella.

We are excited about the growth of the Group and we cannot wait to service clients, particularly in the financial and telecommunication sectors.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 153

INTRODUCING DDoS SECURE INTRODUCING DDoS SECURE INTRODUCING DDoS SECURE WHAT IS A DDoS ATTACK?

WHAT ISIS AA DDoS ATTACK? WHAT DDoS ATTACK? Cybercriminals boast many weapons in their arsenal, but one of the most damaging is

that of a Distributed Denial of Servicein attack (DDoS).

Cybercriminals boast many weapons Cybercriminals boast many weapons intheir theirarsenal, arsenal,but butone oneof ofthe themost mostdamaging damaging is is that of of a Distributed Denial ofof Service attack that a Distributed Denial Service attack(DDoS).

(DDoS).

A DDoS attack is when an attacker floods a server with internet traffic to prevent users from accessing connected online services and sites.

DDoS attack renders any functionality the server or website provides to customers A DDoS attack is when anAan attacker floods a server with internet traffic A DDoS attack is when attacker floods a server with internet traffictotoprevent preventusers usersfrom fromaccessing accessingconnected connected inoperable.

The effects of a DDoS attack can last for a matter of hours, but sometimes for days. online services and sites.

A DDoS attack renders any functionality the online services and sites.

A DDoS attack renders any functionality theserver serverororwebsite websiteprovides providesto tocustomers customers inoperable.

TheThe effects of a attack can last forfor a matter ofof hours, inoperable. effects ofDDoS a DDoS attack can last a matter hours,but butsometimes sometimesfor fordays. days.

DDoS attacks have been used on big and small businesses causing massive damage to earnings and reputation.

INTRODUCING DDoS SECURE WHAT IS A DDoS ATTACK?

DDoS attacks have been used onon big and small businesses causing DDoS attacks have been used big and small businesses causingmassive massivedamage damageto toearnings earningsand andreputation. reputation.

In the last year, cybercriminals launched over 9 million Distributed Denial of Service (DDoS) attacks, with Cybercriminals boast many weapons in their arsenal, but one of the most damaging is around 4.4year, million occurring inlaunched the second half of 2021.Distributed No businessDenial can afford to be(DDoS) without protection In the last cybercriminals over 9 million In the lastayear, cybercriminals launched over 9attack million Distributed Service (DDoS)attacks, attacks,with with that of Distributed Denial of Service (DDoS). DenialofofService against such attacks, Liquid’s DDoS Secure offers protection to critical network infrastructure and servers around 4.4 million occurring in the second half of 2021.

No business can afford to be without around 4.4 million occurring in the second half of 2021. No business can afford to be withoutprotection protection from imminent attacks. against such attacks, Liquid’s DDoS Secure protection toto critical infrastructure and against such attacks, Liquid’s DDoS Secure offers protection critical networkusers infrastructure andservers servers A DDoS attack is when an attacker floods aoffers server with internet traffic tonetwork prevent from accessing connected from imminent attacks. from attacks. onlineimminent services and sites. A DDoS attack renders any functionality the server or website provides to customers HOW DOES AThe DDoS ATTACK WORK? PROTECTION AGAINST DDoS inoperable. effects of a DDoS attack can last for a matter of hours, but sometimes for days.

ATTACKS SAFEGUARDS: PROTECTION PROTECTIONAGAINST AGAINSTDDoS DDoS DDoS attacks have been used on big and small businesses causing massive damage toSAFEGUARDS: earnings and reputation.

ATTACKS ATTACKS SAFEGUARDS:

HOW A DDoS ATTACK WORK? HOW DOES A DDoS ATTACK WORK? NO DOES PROTECTION NO PROTECTION NO PROTECTION

WITH PROTECTION

WITH PROTECTION WITH PROTECTION

COMPLIANCE:

Many potential partners who can improve a business’s

COMPLIANCE: COMPLIANCE: service offerings will(DDoS) not enter dealings with them with In the last year, cybercriminals launched With over 9 million Distributed Denial of orService attacks, protection, the attack moves from unless they deploy anti-DDoS measures.

Many new RFP & Many potential partners who canimprove improve business’s Many potential partners who can aabusiness’s source to a scrubbing centre. around 4.4 million occurring in the secondthehalf of 2021. No business can service afford to be without protection Tenders DDoS asnot part of dealings a dealings service.with Failure to service or offerings will enter withthem them orrequire offerings will not enter protection, attack moves from WithWith protection, the the attack moves from unless they deploy anti-DDoS measures.

Manynew new RFP&& implement this protection can hinder a business’s unless they deploy anti-DDoS measures.

Many RFP against such attacks, Liquid’s DDoS Secure protection infrastructure and servers the source a scrubbing centre. to critical network the offers source to ato scrubbing centre.

Kenya Tenders require DDoS part service.Failure Failureto to economic and operational growth.

Tenders require DDoS asas part ofofa aservice. from imminent attacks. implement this protection can hindera abusiness’s business’s implement this protection can hinder

With no protection, the attack moves from source to servers and to the end user network flooding it with dirty traffic.

With no protection, the attack moves With no protection, the attack moves from from to servers theuser end user sourcesource to servers and toand theto end network flooding withtraffic. dirty traffic. network flooding it withitdirty

Kenya Kenya South Africa

HOW DOES A DDoS ATTACK WORK? NO PROTECTION

Resulting in service disruptions, server disruptions and unresponsive websites.

With no protection, the attack moves from Resulting service disruptions, server source toin servers and to the end user Resulting in service server disruptions anddisruptions, unresponsive websites. network flooding it with dirty traffic. disruptions and unresponsive websites.

Europe (London & France)

South South Africa Africa

WITH PROTECTION

Europe Europe

(London France) The attack is&mitigated through one of (London & France) Liquid’s four scrubbing centres.

Attacks originate from an outside source.

Attacks originate from an Attacks originate from an outside source. outside source.

EXPLORE GREAT BENEFITS

The attack is mitigated through one of The attack is mitigated through one of Liquid’s four scrubbing centres.

Liquid’s four scrubbing centres.

With protection, the attack moves from the source to a scrubbing centre.

Resulting in smooth uninterupted service and optimal running websites.

Kenya

Resulting in smooth uninterupted Resulting in smooth service and optimaluninterupted running websites.

COVERS ALL INDUSTRIES: service and optimal running websites.

Deployment is fast and affective as Liquid supplies post-incident Financial services, e-commerce, South no equipment is required to be reports on all mitigations internet service public sector, Africa EASY TO DEPLOY: SERVICE REPORTING: COVERS ALLproviders, INDUSTRIES: deployed to provide protection. including auto-generated and online gaming and more.

EASY TO DEPLOY: REPORTING: COVERS ALLservices, INDUSTRIES: Deployment is fast and affective as SERVICE Liquid supplies post-incident Financial e-commerce, ad-hoc gathered information.

Deployment is fast and affectivetoasbe Liquid supplies post-incident Financial services, e-commerce, no equipment is required reports on all mitigations internet service providers, public sector, Europe no equipment to be reports on all mitigations internet service providers, public sector, deployedistorequired provide protection. including auto-generated and online gaming and more.

(London & France) deployed to provide protection. including auto-generated and online gaming and more. ad-hoc gathered information.

GUARD YOUR ONLINE OPERATIONS AGAINST DDOS ONLINE OPERATIONS PROTECTED: ATTACKS Liquid can safeguard the reputation andad-hoc incomegathered of your information.

The attack is mitigated through one of AnyGUARD business, government or ngo operating services business by protecting networks and systems while YOUR ONLINE OPERATIONS AGAINST DDOS ONLINE OPERATIONS PROTECTED: Liquid’s four scrubbing centres. through the internet need protection from DDoSDDOS attacks expanding the for growth and partnerships with GUARD YOUR ONLINE OPERATIONS AGAINST ONLINE OPERATIONS PROTECTED: ATTACKS Liquid canpotential safeguard the reputation and income of your to ensure seamless functionality loyal client base.

DDoSbusiness compliance.

ATTACKS Liquid can safeguard the reputation and income ofwhile your Any business, government or and ngo a operating services by protecting networks and systems through the internet need protection from DDoS attacks expanding the potential for and growth and partnerships with Any business, government or ngo operating services business by protecting networks systems whileAttacks Resulting in service disruptions, server originate from an disruptions and unresponsive websites. to ensure seamless functionality and a loyal client base.

DDoSthe compliance. the internet need protection from DDoS attacks expanding potential for growth and partnerships withoutside through source. to ensure seamless functionality and a loyal client base.

DDoS compliance.

GREAT BENEFITS SERVICE REPORTING: EASYEXPLORE TO DEPLOY: EXPLORE GREAT BENEFITS

Resulting in smooth uninterupted service and optimal running websites.

EXPLORE GREAT BENEFITS

Visit www.liquid.tech for more information.

Visit www.liquid.tech for more information.

Visit www.liquid.tech for more information.

EASY TO DEPLOY: Deployment is fast and affective as no equipment is required to be deployed to provide protection.

SERVICE REPORTING: Liquid supplies post-incident reports on all mitigations including auto-generated and ad-hoc gathered information.

ONLINE OPERATIONS PROTECTED: Liquid can safeguard the reputation and income of your business by protecting networks and systems while expanding the potential for growth and partnerships with DDoS compliance.

COVERS ALL INDUSTRIES: Financial services, e-commerce, internet service providers, public sector, online gaming and more.

GUARD YOUR ONLINE OPERATIONS AGAINST DDOS ATTACKS Any business, government or ngo operating services through the internet need protection from DDoS attacks to ensure seamless functionality and a loyal client base.

Africa’s Digital Future Africa’s Digital Future www.liquid.tech Africa’s Digital Future www.liquid.tech 154 STANDARD TO STANDARD BANK TOPP W WO OM MEN EN LEADERS LEADERS www.liquid.tech VisitBANK www.liquid.tech for more information.

economic and operational growth.

REPUTATION: economic and operational growth.

An attack’s effects can last for hours, days and even weeks. If REPUTATION: REPUTATION: a business’s services are offline often and for long periods of PROTECTION AGAINST DDoS An attack’s effects can last hours, daysand and even weeks.IfIf time, it caneffects negatively impact its reputation and lose An attack’s can last forfor hours, days even weeks.

ATTACKS SAFEGUARDS:

a business’s services are offline often andfor forlong longperiods periodsofof acustomers. business’s services are offline often and time, it can negatively impact reputationand andlose lose time, it can negatively impact itsits reputation customers.

COMPLIANCE: EARNINGS: customers.

Many potential partners who can improve a business’s With services down, customers cannot transact, which EARNINGS: service offerings will not enter dealings with them EARNINGS: leads to aor loss of revenue.

Furthermore, losing customers With services down, customers cannot transact, which unless they deploycustomers anti-DDoS measures.

Many new RFP & because of prolonged service outages can makewhich losses With services down, cannot transact, leads to arequire loss of revenue.

Furthermore, losing customers Tenders DDoS as part of a service.

Failure to ever worse. leads to a loss of revenue.

Furthermore, losing customers because of prolonged service outages can make losses implement this protection hinder a business’s because of prolonged servicecan outages can make losses ever worse.and operational growth. economic LIQUID INTELLIGENT TECHNOLOGIES DDoS SECURE ever worse.

Liquid Intelligent Technologies’ DDoS Secure protects LIQUID INTELLIGENT TECHNOLOGIES DDoS SECURE REPUTATION: LIQUID INTELLIGENT TECHNOLOGIES DDoS SECURE targeted servers or networks from attack.

By using Liquid Intelligent Technologies’ DDoS Secure protects An attack’s effectsnetwork can last for hours, days even weeks. If specially designed equipment orand a cloud-based Liquid Intelligent Technologies’ DDoS Secure protects targeted servers or networks using a business’s services are offlinefrom oftenattack. and forBy long periods of protection service, targetedfrom victim can mitigate targeted servers or a networks attack.

By usingthe specially designed network or aand cloud-based time, it can negatively impactequipment its reputation lose incoming threat. network equipment or a cloud-based specially designed protection customers.service, a targeted victim can mitigate the protection service, a targeted victim can mitigate the incoming threat. incoming threat.

EARNINGS: With services down, customers cannot transact, which leads to a loss of revenue. Furthermore, losing customers because of prolonged service outages can make losses ever worse.

LIQUID INTELLIGENT TECHNOLOGIES DDoS SECURE Liquid Intelligent Technologies’ DDoS Secure protects targeted servers or networks from attack. By using specially designed network equipment or a cloud-based protection service, a targeted victim can mitigate the incoming threat.

WE PROVIDE CONSULTING SERVICES, TALENT AS A SERVICE, AND CREATIVE SERVICES. Bizmod is a 100% women-owned IT and management firm with a Level 2 BBBEE certification. Our CSI strategy is to develop women entrepreneurs, equipping them with skills and a sense of self-worth for personal and professional benefit. We also take pride in developing talented women and African professionals from across the continent.

Our Talent as a Service (TaaS) offering allows clients to get on-demand delivery of high-quality, highly skilled tech talent to fill specific gaps in their organisations.

Our talented people are trained and equipped to help organisations right away, and we act as your talent advisors to ensure the most effective solution for your organisational needs.

At Bizmod, we offer a comprehensive 360 Talent service to assist clients with Projects and Implementations at all stages, from Design to Deployment. Our talented team specialses in:

IT and Business: Managed Delivery service for the full lifecycle of a project both technically and business centred.

Data Management: Qualitative and Quantitative capabilities to assist with business specific intelligence required.

ICT: The relevant and latest industry leading technologies and security standards.

Creative Projects: All your creative needs from digital to print, informative to regulatory as well as research.

Providing managed delivery services and assisting with business-specific intelligence. We source the most appropriate talent for your needs, and our back-office support ensures effective reporting, account and delivery management.

Choose our Talent as a Service (TaaS) offering for a fit-for-purpose solution to your talent sourcing needs.

WWW.BIZMOD.CO.ZA

S NBETTER LLEAD 155 LEAVING YOU STA TAN ND DA AR RD DB BA AN NK K TO TOP P WO WOM ME EN EADER ERS S OFF! 155

I NT E RV I EW

YA N D A CON SULTING

Yandisa Hene founded YANDA Consulting, a growth consulting agency, after more than a decade of involvement in strategic innovation projects for leading businesses. “I founded YANDA Consulting with the ambition of doing purpose-driven work that will outlive me.”

Here she takes us through the purpose driven work of YANDA Consulting and shares their plans for 2023.

WHAT WAS THE JOURNEY WHICH LED TO YOU FOUNDING YANDA CONSULTING? Making an indelible impact has always been at the center of everything I do. Which is why I founded YANDA Consulting so that I could leverage the skills acquired in growing brands and profits to be a catalyst for SMME growth and success. I am proud of the incredible work the team has done in the entrepreneurship landscape, and I hope that we can continue to live out our mission to support the eradication of poverty one SMME at a time.

WHAT SERVICES DOES THE COMPANY OFFER? At YANDA we partner with corporations and government agencies to develop innovative growth interventions for

sustained corporate and small, medium and micro-enterprise growth. We do this through: 1. World class enterprise and supplier development programmes 2. Insight driven innovation strategies to drive short-, medium- and longterm business goals.

3. Mentorship and coaching – at YANDA we believe that personal and professional growth is key for business growth which is why we support SMMEs with 1:1 tailored coaching interventions

disseminate and receive feedback quicker and more efficiently enabling us to act in real-time. We have streamlined our workflow systems, shared storage and collaborative workspaces which has increased efficiency in processing a greater level of work.

WHAT HAVE BEEN YOUR MOST MEMORABLE PROJECTS AT YANDA CONSULTING? We have been blessed to have worked on so many memorable and impactful projects over the past couple of years, a few that come to mind are:

WHAT EXCITING PLANS DO YOU HAVE FOR 2023?

We are continuously working on innovative ways to partner for success with our clients and SMMEs. This year we will be launching a Marketing Implementation Training Programme designed to empower SMMEs with the tools to launch their programmes in a cost-effective and efficient way. We will be launching ground breaking innovations for our corporate clients and finally, in our endeavor to empower and connect SMMEs with potential clients we will be launching our SMME Profiling series and our “A Lesson in Session” YouTube series.

1.

2.

3.

4.

The coaching interventions we did for the Innovation Hub where one SMME, Circumfort, tripled their growth, enabling them to purchase a company vehicle and employ additional staff members We launched an SMME that was on the Sasol Incubation Program and moved into SPAR retailers in the Eastern Cape.

Consulting on the KFC Hack-APreneur Campaign and coaching the top 3 winners was memorable.

Leading the launch of award-winning innovations for Kellogg South Africa during the COVID-19 lockdown was impressive.

HOW HAS THE GROWTH IN TECHNOLOGY IMPACTED ON YOUR BUSINESS MODEL? It has improved our communication processes with clients, SMMEs and internally. We are also able to

156 STANDARD BANK TO P W O M EN LEADERS

Our aim is to expand beyond South Africa and technology has enabled us to reach and tap into new economic markets that would not be available to us as a business.

MGI RAS has a common purpose of providing world class professional services in South Africa and globally which we realise by providing sustainable solutions aimed at enhancing good corporate governance, sustainable financial management practices and effective people development in both the public and private sectors of the economy.

MGI RAS is a transformed professional services company and a LEVEL 1 rated empowering service provider according to the B-BBEE codes of good practice.

MGI RAS, which has been in business for ten years and has over 80 years of combined executive experience in the sector, has seen exceptional development in terms of revenue and clients in recent years. The business is made up of Chartered Accountants, ESG and IT professionals, and has 6 partners and over 70 staff.

The company’s full range of services include a growing leadership and learning acceleration academy (including leadership coaching) ; audit (external and internal); quality assurance consulting; advisory services: corporate finance; sustainability and ESG (advisory and

assurance); financial management; risk advisory; and outsourcing of accounting and audit skilled people.

An effective internal control system is required for a company to meet its strategic, operational, compliance, and reporting objectives. Our auditing knowledge benefits our advise and consultancy customers by assisting them in developing and maintaining a strong, effective internal control environment. Our guiding philosophy is to guarantee that skills are transferred to our client's team during the engagement(s) to ensure continuity when our assignments are completed.

We advise customers on how to achieve their targeted transformation goals in accordance with their organizations' strategic goals. We also give training to organizations in regions where we have provided consulting services.

Kingdom and the United States of America. Our teams have experience in auditing and consulting for various private companies, major Public Entities, Municipalities, Government Departments, SMMEs and Public Benefit Organisations. This blended experience and expertise form the basis for our diverse range of service offerings.

The firm is led by Patricia Stock, CEO and embraces women empowerment as it is 70% female led and the workforce is 60% female represented.

Our leadership team has a proven and traceable record in providing leadership in various institutions in both public sector and private sector environments.

The MGI RAS team possess the acumen of modern-day finance professionals, having successfully worked in different industries in South Africa, the United

S TA N D A R D B A N K TO P WO M E N L EAD ER S 157

ICAS SOUTHERN AFRICA THE LEADING PROVIDER OF EMPLOYEE WELLNESS PROGRAMMES

NAVLIKA RATANGEE ICAS Southern Africa Managing Director

ICAS was founded by Dr Michael Reddy in the UK in 1987 as a specialist provider of organisationally focused employee support solutions built on the provision of high-quality clinical care. Its founding vision was to help organisations “to protect and develop their investment in people.”

ICAS was acquired by Lyra Health in 2021 (in the US). The successful existing partnership between Lyra and ICAS provides companies with a single source for high-quality, comprehensive, evidence-based, culturally responsive mental health care. With ICAS, Lyra will serve 10 million members and their families across 155 countries.

In 2023, ICAS Southern Africa has a client base of over 1000 organisations across all sectors of the economy.

It provides services to over 2, 000, 000 employees and their immediate dependents employees across Africa.

It remains part of a large international organisation that continues to expand across the continent with an increasing range of services.

Our vision is to be Africa’s innovative leader of people-focused solutions, resulting in improved organisational productivity and profitability.

TOP WOMAN Navlika Ratangee ICAS Southern Africa Managing Director I’ve learned that people will forget what you said, people will forget what you did but people will never forget how you made them feel. – Maya Angelou

ACHIEVEMENTS Currently the Managing Director of ICAS Southern Africa. A GIBS MBA graduate and Clinical psychologist.

Selected by McKinsey & Company for their WomEnpower event, developing future female leadership for the global community. Completed an MBA in 2016 with distinction, awarded academic honours for being the top graduate for the MBA programme at GIBS. Under Navlika’s leadership, ICAS SA was recognised as a Top Gender Empowered Company in South Africa

158 STANDARD BANK TO P W O M EN LEADERS

and was a finalist at the coveted Standard Bank Top Women Awards: Top Women Business in the Health and Pharmaceutical sector and was awarded winner for Top Women Business for Diversity, Equity and Inclusion. processes, governance and systems.

SOCIAL RESPONSIBILITY INITIATIVES:

ICAS SA is proud to provide professional services to the following NGOs: • Nelson Mandela Children’s Fund • Gauteng Children’s Rights Committee • Reach for a Dream • Smart Start • Powa

GENDER POLICIES ICAS Southern Africa is a Lyra Health company and thus we are aligned to the global vision of diversity. We have a director in charge of Diversity, Equity, Inclusion and Belonging (DEIB), and we even have an internal channel dedicated to this where staff can access for up-todate information relating to DEIB, best practice guidelines and training. DEIB is at the heart of our organisation.

I C A S S O UT HER N AF RI CA

It is part of who we are not only in the strictest definition of the words but also creating a culture of diversity of thought (neurodiversity).

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS 1.

2.

3.

4.

5.

Firstly, love what you do!

Embrace change and don’t fall in the trap of believing you need to have all the answers.

Build strong relationships.

Create a culture of care.

Fail fast.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? The employee health and wellbeing sector is constantly evolving. As a result of the COVID-19 pandemic wellbeing in general has been taken more seriously with many organisations focusing on this strategically. These trends include not just what we are seeing in the workplace but in society as a whole.

WHAT IS YOUR POSITION ON DOING BUSINESS IN AFRICA? ICAS Southern Africa currently has a footprint in various countries across the

continent. As of 2023, we are operating within 20 countries. We are encouraged to see the number of opportunities that exist to expand across the continent, reaching new markets and accessing a growing consumer base.

WHAT TECHNOLOGICAL INNOVATIONS ARE YOU USING IN YOUR ORGANISATION TO KEEP IN LINE WITH THE FOURTH INDUSTRIAL REVOLUTION (4IR)?

As a precursor to positioning 4IR or even 5IR, it should be noted that we consider mental health and putting the ‘human’ back in the centre of everything we do (5IR focus) to be the main emphasis. As an organisation we have as a value technological innovation. This relates to a sustainability perspective, an innovation perspective and differentiating ourselves in the industry We aim to bring human centric solutions to our clients that much quicker, effectively and efficiently with real impact.

I N T E RV I E W

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? As we are a wellbeing company, part of our values includes employee wellbeing including environmental wellbeing.

Driving sustainability for us means that we employ methods and tools of creating an environment where we thrive as individuals and as society as a whole. This builds longevity and purpose for the organisation in the future world of work.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Global women leaders that are inspirational to me include Indira Nooyi and Sheryl Sandberg.On a local SA level, I am inspired by Busisiwe Mavuso, the current CEO of Business Leadership of South Africa (BLSA), which is an influential organisation that represents the interests of the country’s largest corporations.

With that context in mind some of the specific technological innovations, to name a few, include: • • • •

The move to cloud computing Business Process Automation Advanced Analytics IoT (Internet of Things)

CONTACT DETAILS: Physical Address: ICAS Johannesburg, 5th Floor Sandton Gate, 7 Minerva Avenue Telephone: + 27 (0) 11 380 6800 Email: info@icas.co.za Website: icas.co.za Twitter: @ICAS_SA_LIFE Facebook: ICAS Southern Africa LinkedIn: ICAS Southern Africa (Pty) Ltd S TA N D A R D B A N K TO P WO M E N L EAD ER S 159

I NT E RV I EW

T H E CO LLE GES OF MEDIC INE OF SOUTH AFRICA

THE COLLEGES OF MEDICINE OF SOUTH AFRICA INTERVIEW WITH CMSA IMMEDIATE PAST PRESIDENT, PROF FLAVIA SENKUBUGE at the table where their full humanity and potential was seen and celebrated.

It was about creating safe spaces for gender driven development. I continue Professor Flavia Senkubuge is a to mentor and support those women Specialist in Public Health Medicine with a PhD in Public Health and an MBA leaders because you cannot just from the Edinburgh Business School appoint women into positions and let in the UK. She is the Deputy Dean them be, you need to fully support them Stakeholders at the Faculty of Health and walk the entire journey with them.

Sciences at the University of Pretoria, South Africa. She is also the Immediate HOW HAS GENDER EMPOWERMENT Past President of the Colleges of STRENGTHENED YOUR Medicine South Africa (CMSA).

ORGANISATION? HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? There are many things that we did as a team but I will highlight just one. The first thing I did was to ensure structural change because it is no longer good enough as leaders to bring women into spaces where they must suffer in order to survive. It is no longer just about a seat at the table where one is constantly being minimised and invisibilised. It is about having, owning that seat at the table and thriving.

In my organisation, I was the first black woman president and I was not willing to spend my entire tenure being minimised, invisibilised, enduring and surviving. So as a leader my first point of call was to create an architecture conducive for transformation for everyone. It did take some hard decisions but once the architecture was created, we then got down to crafting policies that were gender driven and transformative. This ensured sustainability of our new order.

Only then did we invite women to sit

Our organisation has not only been strengthened by gender empowerment it has been fully transformed. If I had to pick two things they would be the following: 1. Our core values have dramatically changed to kindness and compassion. In the past these values were not even remotely possible but because of women being part of the leadership team, these values are now a cornerstone.

2. Because of the structural changes that have leveled the playing field, we now have more women leaders in the organisation and even many more willing to put their hand up to lead.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? Firstly, by ensuring that all our gains are enshrined into our policies, strategies and practice. Secondly, by having a strong oversight mechanism

160 STANDARD BANK TO P W O M EN LEADERS

through our structures such as the board and senate.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? Leaders of the future will be dealing with challenges that are ‘wicked’ and very complex. I would say the top 3 skills are as follows: 1. Innovative agility future leaders will need to be constantly reinventing and changing course. There will be no place for rigidity and one has to be at the cutting edge of development 2. Compassionate acumen leading with heart and love. My belief is that in order to be a great leader you have to create peaceful and loving environments where people can fully live out their dreams 3. Reflective quotient, I coined this one to mean that a leader has to recognise their full humanity while being cognisant of the past and that which is required of them in future.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? My mother, she leads with conviction, heart and soul. She is rooted in and driven by her knowledge that her occupance of this space is a celebration of the certitudes of the ancestors. She is not shaken. When strong winds come she allows herself a moment of pause.

T HE C O L L EG ES O F MED I C I N E O F S O UT H AF RI CA

I N T E RV I E W

INTERVIEW WITH YOLOKAZI THEMBAKAZI KANZI, ACADEMIC REGISTRAR, CMSA

“Many hands make light work” The CMSA 2020-2023 triennial democratic elections yielded a Senate that is 66% black and 55% female. In 2018, the CMSA elected its first Black Woman President. In 2020, I was appointed the first Black academic registrar, the first Black Woman Executive Director to serve on the Board of Directors at CMSA. I have been part of a reengineering process where communication for greater efficiency has been one of the core areas.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Gender empowerment has been strengthened by gender equality in the workplace which ensures staff retention and continuous development. In 2020 I was appointed as the first black female Academic Registrar. In my quest to transform the organisation, I have made strides in improving the management and leadership style in the organisation as well as communication, more especially in my portfolio.Communication in the organisation has improved following the continuous reengineering process that I embarked on. In 2018, the CMSA elected its first Black Woman President. In 2020, I was appointed the first Black Executive, and Academic Registrar.

WHAT TECHNOLOGICAL INNOVATIONS ARE YOU USING IN YOUR ORGANISATION TO KEEP IN LINE WITH THE FOURTH PLEASE DESCRIBE THE CORE INDUSTRIAL REVOLUTION (4IR)?

RESPONSIBILITIES AND MANDATE The CMSA is the national OF THE CMSA examining body for medical professions in The core responsibility and mandate of the South Africa. I have played an integral role in CMSA is examining medical and dental the reengineering of the examination modality professionals who want to become specialists. and initiated virtual appointments with CMSA We conduct quite complex examinations. candidates. CMSA has reengineered and An average of 105 examinations are advanced its examinations by digitising them. conducted each semester, twice a year.

Written examinations are conducted online Our vision is to provide our candidates with and performance examinations are conducted exceptional service. via Zoom video conference. Adequate hardware has been procured. CMSA uses HOW HAVE YOU IMPLEMENTED fibre connections in the main sites with a GENDER DRIVEN DEVELOPMENT microwave connection as a backup with IN THE WORKPLACE? a secure firewall, which protects us from The CMSA has several policies that are hacking or data breaches. The CMSA staff related to gender empowerment. Recently, operates on a hybrid model which allows two of the women managers in my business continuity. portfolio have advanced and completed their bachelor’s degree and an MBA WHAT IS YOUR POSITION degree respectively. I have supported ON DOING BUSINESS IN AFRICA? them throughout their journey as their line I was honored to participate in the recently manager by ensuring that we have staff who well-represented International Medical will apply their learning to organisational Education Leaders Forum – Africa (IMELF) success and business continuity. I uphold hosted by CMSA. Partaking in this conference the CMSA’s stand of being opposed to any has been eye-opening and increased my form of discrimination. Every voice is heard keenness in developing and maintaining irrespective of gender. I allow growth and professional relations with other women in promote emerging leaders and managers to leadership from Africa. I play a pivotal role in lead and manage to the best of their working toward offering more postgraduate abilities and beyond. diplomas that will be accessible globally.

The CMSA aims at strengthening engagement and collaboration with Medical Councils in Africa that would like to advance and certify a Diploma option. The CMSA has external examiners from our African sister colleges who play observer roles.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Professor Flavia Senkubuge, the Immediate Past President of the CMSA inspires me at so many different levels but most importantly in my career. In 2018, she was elected the first black female president at the CMSA. As young as she is, she has many accomplishments in her bag. Her humility and dedication to her transformation agenda are top notch. As the Immediate Past President of the CMSA, she has transformed the CMSA to be “the people’s college”. She has mentored several women leaders including me. Her global presence inspires me to aspire to further tap into the global space.

WHAT ARE YOUR 5 TIPS FOR SURVIVING AND THRIVING IN BUSINESS? Cultivate strategic partnerships Embrace change Passion Dedication Stay positive

S TA N D A R D B A N K TO P WO M E N L EAD ER S 161

I NT E RV I EW

M A SE GO CONSULTING

M A S E G O C O NS U LT I N G INTERVIEW WITH FOUNDER & MANAGING PAR TNER, TEBOGO MOATSHE WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? •

Masego Consulting is a 100% black female-owned management consulting firm founded in October 2017.

They consider themselves Human Capital Transformation specialists who help their clients transform in their way of work.

They’ve integrated seamlessly, and work collaboratively, with their client teams to co-create a customised solution for seemingly generic business challenges.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Gender empowerment has allowed us to unlock client opportunities that we didn’t feel strongly about but our company credentials and those of our senior management team spoke for themselves. It has also catalysed our access to clients with female executives in leadership as they can easily identify with our core delivery teams since we are pro-women.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? • • •

Level 1 B-BBEE 95% of management & executives are female In our core delivery team, which is predominantly contract driven, 80% of our contractors are female

•

•

•

Strategic Alliances: Firms are forming strategic alliances and partnerships to more effectively service clients and their needs. This is allowing firms to focus on their high-touch client engagement model Purpose-driven consulting: Clients are increasingly asking us to help them integrate purpose into their business strategies, as they recognise that having a clear sense of purpose can lead to improved employee engagement, customer loyalty and financial performance Digitisation: Migration from manual and basic tools of trade to conducting work and delivering value to clients using digital tools for visualisations, tracking, story-telling etc.

AI Automation: Use of tools to drive productivity and collaboration; e.g. the use of ChatGPT to better support the employee lifecycle (from recruiting, to onboarding, to training, to performance management and employee engagement)

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? A future leader should embody the necessary skills and characteristics required to successfully lead a workforce or team of the future, such as: • Tech-Savvy/Digital mindset • Coaching • Emotional Intelligence • Servant Leadership • Collaboration • Human and social consciousness • Agility • Empathy

162 STANDARD BANK TO P W O M EN LEADERS

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? I am inspired by many female leaders such as Michelle Obama and Oprah Winfrey, however, my biggest inspiration is my late grandmother. Not only was she a successful business woman her entire life, until she retired at 80 years old, she was a woman of stature, poise and strength who always encouraged me to go after what I wanted and to always stay true to myself. She constantly reminded me that no-one owes me anything in this world and that I need to wake up every day and work for my dreams.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS: • •

• •

•

Don’t ask for a seat at the table,create your own seat Forget about imposter syndrome, you are exactly where you are supposed to be… believe in yourself Trust the process Own your development and take on as many opportunities that come your way Always remember your ‘why’, especially when the going gets tough

KPH QUANTI T Y SU RV E YO R S KPH QUANTI T Y SU RV E YO R S

P RO F I L E P RO F I L E

KPH KPH QUANTITY QUANTITY SURVEYORS SURVEYORS

YOUR YOUR VISION, VISION, OUR OUR EXPERTISE EXPERTISE Her career is characterised by Her career is characterised by her demonstrated commitment to her demonstrated commitment to the profession, her passion for the profession, her passion for skills development as well as her skills development as well as her entrepreneurial spirit. Her competitive entrepreneurial spirit. Her competitive edge lies in the fact that she’s one edge lies in the fact that she’s one of a few registered professional of a few registered professional female quantity surveyors in the female quantity surveyors in the industry and has a reputation for industry and has a reputation for meticulousness and excellent meticulousness and excellent quality of work. In addition, KPHQS quality of work. In addition, KPHQS is one of a few female-owned Quantity is one of a few female-owned Quantity Surveying firms in the country.

Surveying firms in the country.

KABELO HLAHANE , KABELO HLAHANE , CEO and Founder CEO and Founder

KPH Quantity Surveyors (KPHQS) KPH Quantity Surveyors (KPHQS) is 100% black female-owned with is 100% black female-owned with operations countrywide. operations countrywide.

They’re independent professional They’re independent professional consultants in construction and property consultants in construction and property development, advising clients on development, advising clients on affordable and viable project strategies, affordable and viable project strategies, while maintaining high levels of estimation while maintaining high levels of estimation and management of costs. and management of costs.

Kabelo Hlahane, CEO and Founder Kabelo Hlahane, CEO and Founder of KPHQS, is an experienced, registered of KPHQS, is an experienced, registered Professional Quantity Surveyor with a B.Sc. Professional Quantity Surveyor with a B.Sc. (Honours) in Quantity Surveying and B.Sc. (Honours) in Quantity Surveying and B.Sc. in Property Development. In the past 10+ in Property Development. In the past 10+ years, she has gained extensive knowledge years, she has gained extensive knowledge and experience in cost estimation, cost control, and experience in cost estimation, cost control, value engineering and contract administration. value engineering and contract administration.

Kabelo is an innately hardworking, reliable, Kabelo is an innately hardworking, reliable, and goal-oriented individual. She is also and goal-oriented individual. She is also a principled and sincere leader with effective a principled and sincere leader with effective communication skills that create healthy communication skills that create healthy working environments, which result in working environments, which result in the successful delivery of projects. the successful delivery of projects.

FIVE TIPS ON THRIVING IN FIVE TIPS ON THRIVING IN BUSINESS BUSINESS 1. Persevere and find ways to 1. Persevere and find ways to develop yourself/business develop yourself/business 2. Review your business strategy 2. Review your business strategy regularly and be willing to adjust regularly and be willing to adjust 3. Set healthy boundaries 3. Set healthy boundaries 4. Know your worth - be bold enough 4. Know your worth - be bold enough to demand fair market rates to demand fair market rates 5. Decide what your brand is 5. Decide what your brand is synonymous with and don’t synonymous with and don’t compromise compromise

EMPOWERMENT-RELATED EMPOWERMENT-RELATED CSI INITIATIVES CSI INITIATIVES

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

STATISTICAL OVERVIEW STATISTICAL OVERVIEW Percentage of female shareholders: Percentage of female shareholders: >50.1% female shareholding >50.1% female shareholding Percentage of female executive Percentage of female executive directors/senior management: directors/senior management: >50.1% female executive directors >50.1% female executive directors

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

CONTACT INFORMATION CONTACT INFORMATION Physical address: Barbeque Downs, Midrand, Physical address: Barbeque Downs, Midrand, 1685, Gauteng, South Africa 1685, Gauteng, South Africa Telephone: +27 87 152 4000 Telephone: +27 87 152 4000 Email: info@kphqs.com Email: info@kphqs.com Website: www.kphqs.com Website: www.kphqs.com Instagram: kphqs Instagram: kphqs LinkedIn: KPH Quantity Surveyors LinkedIn: KPH Quantity Surveyors

S TA N D A R D B A N K TO P WO M E N L EAD ER S 163

S TA N D A R D B A N K TOP W OM EN L EADERS 000 S TA N D A R D B A N K TOP W OM EN L EADERS 000

I NT E RV I EW

GOLD F I E LD S

G O L D FIE L DS

I N T E RV I E W

G O L D F IE L D S M A K I N G GE N D E R E M P OW E R M E N T PA R T OF THEIR DNA

ROSH BARDIEN

Executive Vice President , Gold Fields

Founded in 1887, Gold Fields is one of South Africa’s oldest companies.

It has since developed into one of the top gold miners in the world, with nine mines and two projects in six countries on four continents. Its vision is to be the preferred gold mining company, delivering sustainable, superior value.

Its purpose is creating enduring value beyond mining.

Since joining Gold Fields, Rosh Bardien, Executive Vice President: People and Organisational Effectiveness, has advocated for a more diverse and inclusive organisation, promoting a change in the gender demographics of the business. This includes women in mining and women in leadership positions. Over the last few years, she has created greater awareness of the value that diversity and inclusion brings to the business and developed a new approach and transparency in dealing with harmful behaviours. Gold Fields has won numerous D&I awards and is recognised for its commitment towards gender equity and development of talent. Here Rosh shares how it has implemented gender driven development and how it has strengthened the organisation.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE?

WHAT IS YOUR POSITION ON DOING BUSINESS IN AFRICA?

Making it part of our DNA through the establishment of supportive leadership activities, specific gender equality targets and interventions that unlock the potential in our employees.

Celebrating diversity is done across our regions through many events which include Pride Day, International Women’s Day, Mental Health Week, plus many more. As part of one of Gold Fields’ three strategic pillars we have committed to 2030 targets for our six key sustainability priorities, including achieving 30% representation of women in the business from 22% at present. What people may not see are the conversations, empathy, trust and support that is needed to achieve our results.

Through increased transparency we can create trust. Leadership shapes culture and you can only influence others - you cannot control them. Trust is the core ingredient.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? At Gold Fields we have a philosophy of creating one, inclusive team where everyone has the right to be treated with dignity and care. The championing of women and other underrepresented groups has enhanced inclusion and created an environment where acceptance is the norm. Diversity does not have to be an outlier. Through acceptance, a sense of belonging can occur, where employees can bond together - regardless of their unique differences. We want uniqueness as it results in creativity and lateral thinking.

In a globalised and interconnected world, empowerment is the enabler of connection.

164 STANDARD BANK TO P W O M EN LEADERS

Emerging from the dawn of the Johannesburg gold rush in 1887, Gold Fields has its roots planted within South Africa. In the following 135 years, we have grown into a global company with operations across South Africa and Ghana. We seek to share the value we create through mining with our host governments and host communities across both countries. Through our sustainability activities, we can directly impact local communities, invest in education and healthcare infrastructure and provide support and funding for small-scale farmers. Such a connection to community and business is particularly critical in developing countries where one job in mining often supports multiple other jobs. Furthermore, we work closely with local and regional governments to develop infrastructure in districts in which we operate. Our recent proposed joint venture, with AngloGold Ashanti in Ghana to create the continent’s largest gold mine, centered around our Tankwa mine, further solidifies our commitment to business in Africa.

CONTACT INFORMATION Physical address: 150 Helen Road, Sandown, Sandton, 2196 Telephone: +27 11 562 9700 Website: www.goldfields.com LinkedIn: linkedin.com/company/goldfields Twitter: @GoldFields_LTD Facebook: Gold Fields Limited Instagram: @goldfields_ltd

S TA N D A R D B A N K TO P WO M E N L E A D ER S 000

S PR I NTH I V E

I N T E RV I E W

SI MP L I FYI N G AC C E S S TO FI N A N CI AL S E RV IC E S Founded in 2016 by established entrepreneur Trevor Jacobs and tech expert Dirk le Roux, SprintHive is a fast-growing South African-based fintech company that enables seamless and innovative end-to-end customer onboarding services that drive conversion rates, reduce risk and costs and prevent fraud.

Head of Partnerships, Tania du Toit, shares how the company reaches new highs every day.

HOW HAVE YOU IMPLEMENTED GENDER-DRIVEN DEVELOPMENT IN THE WORKPLACE? We are passionate about promoting inclusivity and diversity, and we firmly believe that gender-specific roles have no place in our company culture.

We are committed to empowering and supporting all women in our organisation and providing them with equal opportunities to thrive and succeed.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Our women employees collaborate closely with one another to bring diverse perspectives and enhanced creativity to their individual roles. They play a vital role in organising and executing strategies, as well as engaging with partners while adding a special warmth to the team.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? Currently, we have noticed a rise in the adoption of digital channels for customer onboarding, which perfectly aligns with our service offerings in identity and income verification. Our identity verification solution is particularly crucial, given the current and future trends in the prevalence of

the identity fraud market. This provides exceptional value to our partners, and we are thrilled to be able to offer this solution to them.

WHAT TECHNOLOGICAL INNOVATIONS ARE YOU USING IN YOUR ORGANISATION TO KEEP IN LINE WITH THE FOURTH INDUSTRIAL REVOLUTION (4IR)?

SprintHive enables seamless and innovative end-to-end customer onboarding services that drive conversion rates, reduce risk and costs and prevent fraud. Our services are automated, easy to implement, and have proven to reduce traditional manual processes that usually take up to 25 minutes - down to seconds.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? Being a SaaS business, hosted in the cloud with a hybrid, mostly remote working model - SprintHive as a company, has a minimal carbon emission with an energy-efficient office building

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? The women at SprintHive; Mercia Horne, whose deep empathy and caring nature touches everyone she encounters and she

makes everything she does seem seamless.

Dineo, who brings joy and happiness wherever she goes - coupled with her ability to translate concepts and scribbled ideas into reality. Marlenke Scholtz - her powerful voice resonates not only when she sings, but also in her power to command a room when she speaks or stands up for what she believes in, or for what she is passionate about. Finally, Yin Cronje whose gentle presence combined with her confidence to share her learnings with the team, she has the power to make everyone stop and think.

CONTACT DETAILS Physical address: Brickfield Canvas Building, 35 Brickfield Road, Woodstock, Cape Town Social Media: Linkedin: SprintHive Partnerships: Tania du Toit tania.dutoit@sprinthive.com +27 83 453 2253 Marketing: Dineo Kadzviti dineo.kadzviti@sprinthive.com +27 79 463 6154

S TA N D A R D B A N K TO P WO M E N L EAD ER S 165

I NT E RV I EW

R A E A N D A SSOCIATES

SPECIALISING IN COLLABORATIVE RELATIONSHIPS

LAUREN DU PLOOY COO, Accountant (BAP) SA Rae and Associates is an accounting firm which specialises in ownermanaged businesses and is passionate about partnering with clients every step of the way on their business journey. For the company, the most important thing is having a collaborative relationship with their clients.

We are a family business that my mom started 18 years ago. As a single mother she knew working in the corporate world she was not going to be able to earn the kind of money she needed to look after 2 children, so she took the very brave step of going out on her own. It started small by going out to see clients at their offices and assisting them with their bookkeeping and when I joined her 12 years ago we were able to change and grow the business to what it is today.

We specialise in Cloud Accounting and run a training facility so we can empower users to get the most out of their software and feel confident in being able to use all the features of their software. We also have a Payroll department, a software implementation department, and then the bookkeeping and accounting side.

Another project is with HIVSA, this organisation gave us the opportunity to work with HIV clinics in the underprivileged areas and equip them with bookkeeping and admin training, then cloud technology to help with accounting and payroll so that applying for grants was a lot easier as the information was accessible for USAID and the Local government grants.

What is your role at Rae and Associates – and what excites you about what you do?

My role in the business is a Jack of all trades – I know how that sounds but when you run a small dynamic team like ours, I need to make sure everything runs smoothly. I oversee the accounting team and take care of new business development which I love; meeting new clients and learning about their business is a great part of my passion.

One of the best parts of my role is I am a QuickBooks Online ambassador and have the privilege of working with other accounting professionals in the cloud space and helping them on their digital journey – We are very passionate about the change in technology, and we want to help other professionals see the benefit of what’s available and how tech can make their day-to-day life so manageable.

How has digitisation impacted your journey and that of your clients?

Tech has opened up a whole new world by extending our reach of which clients we can service, automation has also given us back time so we can now offer our clients a more hands-on approach.

We have been able to empower our team to learn new apps and increase their skills in the tech space and allows What are your flagship projects?

We have 2 projects that I am very proud us to grow and extend our service offerings of, the first is we partnered with the Johannesburg Girls Preparatory school How do you ensure gender based in Berea for a “ Keeping the empowerment is a cornerstone of girls in school” initiative. We managed the policies at Rae and Associates? to raise enough funds for 600 girls to receive reusable sanitary products that We run an internship program where we bring in female learners, mostly will last for 5 years so they won't single mothers and we work with have to miss any school.

166 STANDARD BANK TO P W O M EN LEADERS

them for 6 months so they can learn everything they need to in bookkeeping, we teach them the top software they need and we assist with placements once their training is done.

Accounting has historically been a male dominated industry and we are focused on upskilling female candidates and offering mentorship for as long as they need We are very focused on families and have an amazing support system for our team and their children.

Do you have a message for our readership?

My advice for female entrepreneurs is to be brave, you have to believe in yourself and your dream so you can be confident in yourself. Surround yourself with people that have the same vision as you so they will help you grow.

Network and put yourself out there as much as possible. You know your worth so don’t take no for an answer!

You have got this.

MA ER S K S O UT H AF RI CA

I N T E RV I E W

NOKUPHIWA KHUMALO

AREA HEAD OF DIRECT TRANSPORT SALES (SOUTH AFRICA & ISLANDS) MAERSK SOUTH AFRICA (PTY) LTD A.P. Moller - Maersk is an integrated logistics company working to connect and simplify its customers’ supply chains. As a global leader in shipping and logistics services, the company operates in more than 130 countries, employs over 110,000 people and serves over 100,000 customers worldwide. A.P. Moller Maersk also operates over 65 terminals across 36 countries. Maersk aims to reach net zero emissions by 2040 across the entire business with new technologies, vessels, and green fuels. Maersk is a value-driven company with a purpose to improve life for all by integrating the world

NOKUPHIWA KHUMALO Area Head of Direct Transport Sales (South Africa & Islands)

Maersk’s Top Woman

Nokuphiwa Khumalo Area Head of Direct Transport Sales (South Africa & Islands) “If you change nothing, nothing will change” Donna Barnes.

Achievements:

2018 – The strategies for success Program 2021 – Africa Leadership Development Programme 2022 – Part of conversations with African female talent 2023 – Guest speaker to the Centre of Learning Excellence – sponsored by Unilever 2023 – Leading with Maersk training

Social responsibility initiatives

Maersk is committed to being an active member of society, and we aim to ensure our donations and social investments have a sustainable benefit and serve to address key social, environmental and economic issues of the communities in which we operate. Our approach is to leverage our contribution by working in partnerships with customers, relevant NGOs, charitable organisations and those in need, not only through funding and product donations but also by drawing on our employees’ core business skills and experience. Maersk has identified five priority causes for donations and social investments that leverage our core business strengths and capabilities, as well as support our corporate sustainability priorities. We encourage all parts of our business to take a proactive and business-driven approach to donations and social investments.

Gender policies: • • • •

Maternity policy and return to work Recruitment and promotion strategy Employment equity plan Prevention and elimination of harassment and discrimination in the workplace policy

Five tips on surviving and thriving in business: • • • • •

Establish a professional network Strike a work life balance Be your authentic self Be curious Practice self-reflection

How have you implemented gender driven development in the workplace?

I strive to create equal opportunity across all genders and create an environment where I am approachable and, at the same time, can identify opportunities for growth in new joiners. I have a personal mindset of promoting the visibility of women and letting them excel in the workplace but, at the same time, giving room to have an excellent work-life balance. We know our industry is under-represented in leadership roles, and where I can influence to change this dynamic, I will do so. I like offering support as a mentor and coach to young professionals. Creating a safe space to work without discrimination and ensuring everyone receives relevant recognition, training and learning opportunities.

The world has changed significantly from a working environment, which was accelerated during the Covid-19 pandemic. I think there is a need for a less authoritarian style and more of a drive for a servant leadership style where leaders need to create an environment that focuses on people, their needs and wants whilst at the same time showing emotional intelligence that encourages resilience and agility and nurtures talent success as much as possible.

In a world driven by digitisation, leaders need to do their best to manage constant crises and still strike a balance to maintain a strong company culture that is diverse and inclusive.

Which female leaders inspire you the most, and why?

How has gender empowerment strengthened your organisation?

Shipping has traditionally been a male-dominated industry. To tackle this, our organisation has programmes specifically designed to prepare females for future leadership positions, to allow a free exchange of ideas, expand the professional network, inspire and be inspired. It creates a positive, inclusive culture and continues to drive talent across all walks of life. The program itself boosts productivity and performance, and gender empowerment establishes a sense of belonging that can ensure employees feel valued and supported.

The spin-off and recognition of these programs as well as various gender-based benefits, is what will drive our organisation and us to break the trend of this male-dominated industry. The focus on gender empowerment is a priority at Maersk, and this can now clearly be seen basis the representation at executive levels.

What is your position on doing business in Africa?

What skills do you think leaders of the future are going to need?

With 42% of the continent's population under 14, the African continent boasts a young demography. This number represents the talent pool needed to support global growth in the next decade and beyond.

Increasingly, quality education is becoming more affordable and far-reaching with the rapid penetration of technology and online learning in the last decade.

Businesses with targeted growth plans in Africa will have the necessary "brain power" to support and drive that growth. It’s no secret that the continent possesses key raw materials, foodstuff, manufacturing industries, and people desired by the rest of the world. Our role at Maersk is to create opportunities for the people and companies in Africa to have means to trade with and access the world by using our assets of vessels, terminals, aeroplanes, trucks, and rail, all facilitated by the skill of our workforce.

I am highly influenced by Lebogang Letsoala, the founder of AWISCA (African women in supply chain) - the only association in Southern Africa focusing on functional mentorship and coaching in supply chain to build skills and capacity in the sector. Amongst her extensive range of experiences and achievements, she is also the founder of Sincpoint, an organisation that focuses on sustainable supply chain consulting, advisory, logistics, capacity development and training solutions.

Her passion and tenacity to empower, upskill and create a platform for young females and women in the supply chain industry is what I admire most about her. Her willingness to share her over 20 years of industry knowledge and open her network to fellow females and future leaders is phenomenal and inspiring. She is an advocate for diversity and inclusion in the supply chain sector, a subject I am passionate about. I am encouraged to instill the same values in my leadership and work hard to develop seasoned leaders within my team.

CONTACT INFORMATION

Physical address: 4 Jetty St, Cape Town City Centre, Cape Town, 8001 Telephone: 021 408 6000 Website: www.maersk.com

S TA N D A R D B A N K TO P WO M E N L EAD ER S 167

INTERVIEW WITH PROF THOKO MAYEKISO, VICE-CHANCELLOR OF THE UNIVERSITY OF MPUMAL ANGA

CREATING OPPORTUNITIES

The University of Mpumalanga (UMP) is a comprehensive institution. In 2023, it is offering 65 qualifications from Higher Certificates to Doctoral Degrees.

The academic structure of the University is, at present, organised into three faculties, namely: the Faculty of Agriculture and Natural Sciences; the Faculty of Economics, Development and Business Sciences and; the Faculty of Education. These faculties are made of the following Schools: School of Agricultural Sciences; School of Biology and Environmental Sciences; School of Mathematical and Computing Sciences; School of Physical and Chemical Sciences; School of Development Studies; School of Social Sciences; School of Hospitality and Tourism Management and School of Early Childhood Education.

The majority of the programmes (33) are offered by the Faculty of Agriculture and Natural Sciences followed by the Faculty of Economics, Development and Business Sciences which offers 29 programmes. The Faculty of Education offers 3 programmes.

We spoke to Prof. Thoko Mayekiso, Vice-Chancellor of UMP about the phenomenal successes of the university and what makes it tick…

THE UNIVERSITY OF MPUMALANGA WAS LAUNCHED ON 31 OCTOBER 2013. YOU HAVE BEEN VICE-CHANCELLOR SINCE NOVEMBER 2014 – WHAT FOR YOU HAVE BEEN THE MOST MEMORABLE MILESTONES OVER THE LAST 9 YEARS? I can describe the past nine years of the pioneering journey, ‘’luhambo lwemhlahlandlela”, as having been absolutely amazing.

A few of the memorable milestones are as follows: •

•

•

• •

The appointment of Prof David Mabunda as the first Chair of Council in 2014 (having been the Chair of the Interim Council since 2013) The appointment of the Hon President Cyril Ramaphosa as the first Chancellor of the University in 2016 The appointment of Deputy Chief Justice Mandisa Maya as the second Chancellor of the University in 2021 Eight graduation ceremonies since 2016 Outstanding performance of

168 STANDARD BANK TO P W O M EN LEADERS

• •

the UMP ENACTUS Team in the national competitions UMP receiving the NRF Excelleration Award in 2021 The official launch of the Centre for Entrepreneurship Rapid Incubator in April 2023

HOW DO YOU ENSURE GENDER EMPOWERMENT IS EMBEDDED IN THE POLICIES AND PRAXIS OF UMP? The University has established a number of structures to drive, as well as monitor, gender empowerment at the University such as the Transformation Committee and the Gender Forum. In addition, one of our values - diversity and gender empowerment - is emphasised in living this value. Every opportunity is taken to sensitise colleagues on the importance of gender empowerment in all our activities involving both staff and students.

THE UPSWING IN NUMBERS OF STUDENTS IS PHENOMENAL INCREASING ENROLMENT FROM 169 IN 2014 TO 8366 IN 2023.

TO WHAT DO YOU ATTRIBUTE THIS SUCCESS? The increase in student numbers can be attributed to a number of factors such as the increase in the number and diversity of the academic programmes; the environment which is conducive to learning;

UN I V ER S I T Y O F MPUMAL ANG A

the programmes to enhance the holistic development of students; access for success; positive feedback from current students and availability of student funding mainly from the National Students Financial Aid Scheme (NSFAS).

PLEASE DESCRIBE HOW THE UNIVERSITY HAS RELENTLESSLY PURSUED ACADEMIC EXCELLENCE One of the values of the University is excellence. In line with this value, we foreground it in our academic project through creating an environment that is conducive to teaching and learning. We have put in place mechanisms to recognise and reward excellence in both staff and students.

We have annual Merit Awards for students who get an average of 75% and above, and Academic Excellence Awards for top performing students. First year students with an APS of 41 and above and first year students with an average of 78% are awarded the Vice-Chancellor Scholarship which covers full tuition, accommodation, learning materials, laptop, monthly stipend and personal and leadership development programme. The Vice-Chancellor Scholarship is renewed subject to excellent academic performance until the students complete their studies at UMP, which includes postgraduate studies for the majority. We have

the Teaching Excellence Awards, Research Excellence Awards and Engagement Excellence Awards for top performing academics.

The University has, over the period of nine years, been building iconic infrastructure and state-of-the art facilities in support of quality teaching, learning, research and innovation.

WHAT ARE SOME OF THE MOST IMPORTANT PARTNERSHIPS THAT HAVE ENABLED THE UNIVERSITY OF MPUMALANGA TO THRIVE AND GROW? The University of Mpumalanga has over the years established and maintained a number of local, national and international partnerships as both drivers and enablers to advance its vision, “To be an African University leading in creating opportunities for sustainable development through innovation”, and its mission, “ To offer high quality educational and training opportunities that foster the holistic development of students through teaching and learning, research and scholarship, in collaboration with strategic partners.

These partnerships are in line with the core missions of the institution i.e. teaching and learning, research and engagement. The University has

I N T E RV I E W

recently signed a partnership with SASOL involving a Mobile Science Laboratory which will be used by academic staff at the University to expose learners from schools without science laboratories to science experiments; and has also recently signed (in May 20230) a partnership with the University of Maryland Eastern Shore, Maryland, USA. International partnerships have been instrumental in advancing internationalisation for the UMP. A few of our staff and students have benefitted from the Study Abroad opportunities through our international partners. Three female students won the Best Pitch Award at the Asia Pacific University of Science and Technology in August 2022, as part of our partnership activities with nine universities in Asia on Entrepreneurship and Incubators.

PLEASE SHARE WITH US SOME OF THE EXCITING PLANS YOU HAVE FOR THE COMING YEARS Our plans for the future are to continue with the construction of iconic infrastructure to cater for the future needs of the University, introduce new fields of study starting with the Health Science and embed excellence in our institutional culture.

CONTACT DETAILS:

Physical address: Cnr R40 and D725, Roads, Mbombela, 1200 Telephone: 013 002 0001 Email: info@ump.ac.za Website: www.ump.ac.za Twitter: @Unimpumalanga Facebook: @UniMpumalanga S TA N D A R D B A N K TO P WO M E N L EAD ER S 169

GOING FOR NET ZERO

MELANIE NAIDOO-VERMAAK FROM HARMONY ON THE COMPANY’S DECARBONISATION STRATEGY “At Harmony, we are aware of the detrimental effects that could impact our countries, our communities and our operations and to be able to future-proof our business, sustainability is a key pillar of our business from strategy down to the stopes. The long term viability and sustainability is at the heart of our decision making process.”

GOING FOR NET ZERO

Harmony has, over the years, demonstrated its commitment to inclusivity and the empowerment of women in the workplace.

Our women empowerment initiatives have earned us a place in the international landscape. Harmony’s inclusion in the Bloomberg Gender-Equality Index for five conservative years is a testament to the company's support for gender equality through policy development, representation and transparency.

Harmony’s Senior Group Executive for Sustainable Development, Melanie Naidoo-Vermaak, has been spearheading the company’s climate change and decarbonisation strategy and has been instrumental in developing and executing the company’s Environmental, Social and Governance (ESG) strategy.

Her expertise in sustainable development has been built over 20 years, in the private mining and public sectors in South Africa, as well as international environmental management exposure, gained in the United Kingdom, Australia, Papua New Guinea, Fiji and continental Africa.

Climate change is one of the most pervasive threats to global economies and the planet that the world has ever experienced.

At Harmony, we are aware of the detrimental effects that could impact our host countries, communities and operations. To future-proof our business, sustainability remains a key pillar, from strategy down to the stopes.

Our strategic investments and trade-offs drive our ambitions for green development. Our integrated approach to ESG commitments ensures that we build resilience in our business, whilst delivering shared value for all our stakeholders.

our operations. Our environmental philosophy enables us to manage, mitigate or offset the environmental risks associated with our operations.

There are actions we can take to mitigate the effects of climate change and our organisation has a significant role to play. Our CEO, Peter Steenkamp, recently announced the company’s ambitious goal to be carbon neutral by 2045. In line with our purpose, we strive to ensure that our overall contribution is positive.

To this end, launching our multiphase renewable energy programme was the next step in driving further efficiencies.

We are aware of the long-term impacts of climate change: water security, unpredictable weather patterns and biodiversity. It is therefore imperative that we strive to mitigate these impacts by embedding ESG in everything we do.

Construction of our first phase of renewables is currently underway and should be fully operational by the end of June 2023. This will generate 30 MW of solar power for our Free State operations and generate approximately 70 GWh of energy annually, reducing carbon emissions by 62 000 tons per year, ultimately saving R340-million over a 15-year period. This will also allow us to provide clean solar power to local communities long after the mines have closed.

To co-exist with the natural environment, we must understand and fully appreciate the impacts of

Phase 2 will generate an additional 137 MW of renewable energy of which 100 MW self-generation

In doing so, we are guided by our commitment to the United Nations Sustainable Development Goals (UN SDGs).

170 STANDARD BANK TO P W O M EN LEADERS

HA R MO N Y G OLD

and 37 MW procured from an independent power producer (IPP) have been approved. Phase 2 will reduce our CO₂ emissions by 40%.

Phase 3 is currently in the planning phase and is expected to generate a further 57 MW of alternative and solar energy. We have also seen an increase in renewable energy projects among our industry peers, which is very encouraging.

The company has also been testing the wind turbine market and has promising prospects of up to 140 MW wind turbines feeding into our system by 2026.

Apart from greening our operations, we are also feeding green electrons into our offices via a solar field the size of a rugby pitch at our NUFCOR facility near the N12 in Gauteng and the conversion of some of our head office car parks into solarparking spaces.

Additionally, as part of our Green Strategy, we aim to protect water bodies, especially potable water for our mining communities in South Africa and Papua New Guinea.

Solar parking spaces at Harmony’s head office. Image by Harmony

The construction of several water treatment plants has ensured that the company and its communities have a consistent water supply.

Climate change is a critical issue that requires urgent action from individuals, organisations, and governments around the world.

By taking action to reduce our carbon footprint and implementing policies that promote sustainability, we can help ensure a healthy planet for ourselves and future generations.

Solar panels at Tshepong mine in the Free State. Image by Harmony

CONTACT DETAILS:

Physical address: Randfontein Office Park, Corner Main Reef Road & Ward Avenue, Randfontein, 1759, South Africa Telephone: +27 11 411 2000 Website: www.harmony.co.za

S TA N D A R D B A N K TO P WO M E N L EAD ER S 171

I NT E RV I EW

GAUT E N G CI TY COL L EGE

T

hireshni hails from a small community in Lotus Park Isipingo Durban. Her dad is a Principal and community leader and her mum a retired educator and she has 2 sisters. She completed her BCOM degree at UKZN and the Management Advancement Programme at WITS Business School. She is an HR Professional at the South African Board of People Practices as well as an assessor and moderator with MICT SETA and Services SETA. She is an exceptionally hard worker who strives for quality and consistency in all that she does. She is a relationship builder and seeks solutions for purpose.

As Chief Operating Officer of Gauteng City College she has diligently and consistently grown the brand to great heights together with the founder and owner Mr Roick Chikati since her 4 years of being with the organisation and has a staff complement of 327 with 13 campuses nationally.

172 STANDARD BANK TO P W O M EN LEADERS

Gauteng City College (GCC) is a registered Private FET College with the Department: of Higher Education and Training and has been in operation since 2012 and has multiple fully operational sites of delivery across South Africa.

The institution has established itself as a private education provider that produces excellent results through current, relevant and innovative teaching and learning models. COO and Director of GCC, Thireshni Naidoo, shares what it takes to run this institution.

How have you implemented gender-driven development in the workplace?

Strategic objectives became cultural and operational goals that were implemented, monitored and maintained by our employment equity committee. Along with regular non-pivotal training that focused on gender-mainstreaming, GBV, diversity and inclusion in the workplace. Where possible we actively seek partnerships and projects that are aimed at developing and growing women in underrepresented spaces.

How has gender empowerment strengthened your organisation?

It has increased levels of emotional intelligence and employment equity which has allowed us to work toward becoming a workplace of choice rather than just a workplace.

Women mentoring unemployed female youth has also led to greater workplace collaboration in terms of performance as well as a development of a youth-based talent pool and

What are your organisation’s gender equality and BEE ratings and policies?

Gauteng City College: Corporate Development is 51% black-women owned: we are a Level 2 business entity. Our employment equity shows 59% of our staff are female and that 89% of our staff force is comprised of black people.

What are the current and future trends in your sector?

The trends in our sector are aligned with the local government mandate which is to reduce poverty and unemployment through

GAUT EN G C I T Y C OLLE G E

increased SMME and SME growth and to implement interventions that promote gender equality actively, women’s empowerment while creating awareness of GBV challenges as highlighted by Covid-19 to achieve effective and sustainable development outcomes

What technological innovations are you using in yourorganisation to keep in line with the Fourth Industrial Revolution (4IR)?

We are looking to maximise both our service offering and marketing strategies to cover all relevant mediums. However we still have a long way to go inters of making real inroads into the 4IR – other that producing high-quality technologically trained candidates.

How are you using social media to create more business?

We have a dedicated social media marketing team that focuses on using social media to drive traffic to our websites and campuses.

They use a lot of videos to keep our audience engaged and growing.

We also use targeted influences on social media to help grow our brand awareness.

How are you integrating the drive for sustainability into your organisation?

Performance Management and Performance Reviews are critical not only to get the best out of our staff but to ensure that our goals and objectives are achieved as efficiently and as cost-effectively as possible. There isn’t a part of our organisation that isn’t performance reviewed to ensure optimisation.

What is your position on doing business in Africa?

We are committed to developing Centres of Excellence that produce high-quality work-ready candidates that are earmarked for placement within the corporate sector in each of the nine provinces (we are currently at 7). Once achieved, with our online and distance learning service offerings, crossing borders is the next natural pathway for us.

What skills do you think leaders of the future are going to need?

Humanisation skills, a service delivery focussed attitude, an aptitude for working collaboratively, flexibility and adaptability.

Which female leaders inspire you the most, and why?

Michelle Obama! As a truly modernday, revolutionary woman, who has championed a multitude of important causes throughout her life, she has encouraged better education for girls, equal rights, healthy living and more help for families living in poverty.

I N T E RV I E W

initiatives.GCC, post COVID-19 and in line with governments mandate is looking to introduce new ideas, methodologies and strategies into the Skills Development landscape with a view to making affordable, quality learning readily and easily available to those who need it the most: unemployed youth, employees without a formal qualification, informal and compliant SME and EME businesses with the express purpose of boosting and growing sustainable employment opportunities within said SME’s as part of a single, bridging project management governance initiative.

Our aim is to reduce poverty and unemployment amongst the South African youth by making them more marketable through skills development, aid young entrepreneurs in expanding their own businesses and growing existing informal cooperative and registered SME business fiscal value inorder to create new sustainable employment opportunities.

More about GCC

As a well-established accredited training service provider, GCC has successfully rolled-out and delivered multiple accredited training programmes such as Learnerships, Internships, Bursaries,leadership and management, Skills programmes and Work Readiness programmes to the corporate business sector across various business spectrums through either funded or sector funded skills development

CONTACT INFORMATION Physical address: Isle of Houghton Office Park, 36 Boundary Road, Houghton Wilds View 2, Houghton, 2196 Telephone: 084 298 0586/ 011 051 4841 Website: www.gcc-ed.com Facebook: Gauteng City College Twitter: @GP_CityCollege

S TA N D A R D B A N K TO P WO M E N L EAD ER S 173

Inter

174 STANDARD BANK TO P W O M EN LEADERS

views

S TA N D A R D B A N K TO P WO M E N L EAD ER S 175

By Koketso Mamabolo

I

n February of 2020, Dr. Allison Amarachukwu Karen made a discovery which marked the beginning of sub-Saharan Africa’s battle with the COVID-19 pandemic. The general practitioner diagnosed the first case of COVID-19 in Nigeria in an effort that was recognised by the Ogun State government in March of that year.

She graduated from the University of Port Harcourt in 2013 and has been practising for almost 7 years. “Besides being a medical doctor, I am also a fitness enthusiast and an entrepreneur,” says the young medical professional.

“Asides from AI Packers, which now offers mostly consulting services, I also offer virtual fitness training classes to people. Because I’m on the move a lot, it also serves as a way to hold myself accountable, while also creating an income.”

Her focus is on emergency medicine, but Allison finds time to make a contribution to an underappreciated aspect of healthcare: administration.

“Currently I am running an online master’s degree program called Masters in Business Administration Health Management.”

“I learned that patience, paying attention to details, delegating, and just being tenacious about your goals and beliefs will get you further than your wildest imagination.”

We find out more about how she’s balanced being an entrepreneur with practising medicine, the effects of the pandemic and her thoughts on vaccination mandates.

176 STANDARD BANK TO P W O M EN LEADERS

A L L I S O N A MA R A C HUK W U KARE N

PLEASE TELL US A BIT ABOUT YOUR BACKGROUND - HOW DID YOU GET TO THIS POINT? I started my career as a House Officer at the University of Port Harcourt Teaching Hospital in November 2013. Prior to joining International SOS in December 2019, I held a Medical Officer position at various clinics in Nigeria.

I hold several licences and certifications, including; HIV Basic Biology, Epidemiology and Prevention, M&E Frameworks for HIV/AIDS Programs, Designing HIV Prevention Programs for Key Populations and Mother to Child Transmission of HIV (MTCT) from USAID, John Hopkins BLOOMBERG School of Public Health, CPR/AED/First Aid/ BLS Instructor from the American Heart Association/Resuscitation Council of Southern Africa, as well as Advances Cardiovascular Life Support Experienced Provider (ACLS) and Basic Life Support for Healthcare Providers (BLS) by American Heart Association.

I am also an entrepreneur and I ran a logistics (moving and relocation) company, AI Packers, before I began to travel for work but, unfortunately, I had to stall the operations arm of the business because of the pandemic. From a fitness perspective, I have martial arts training in kickboxing and Muay Thai and have a love for running, CrossFit and weightlifting - all of which I

practice routinely and give virtual training sessions to clients.

I am a goal-oriented person. I focus on achieving a goal one step at a time.

HOW DO YOU BALANCE BEING AN ENTREPRENEUR WITH THE DEMANDS OF BEING A MEDICAL PROFESSIONAL? Lucky for me, my line of work offers me the opportunity to balance the two. As a site medical doctor, I work on a rotation basis, so, for 6 weeks I am working on site and then the following 6 weeks I get time off. During those weeks when I am home, I dedicate that time to my entrepreneurial ventures. However, this did not come easy in the beginning, I had to figure out the right formula to keep me going. So, scheduling management meetings keeps me on top of things and utilising simple client feedback forms has helped me gather useful insight of operations. Lastly, I have great support all round.

HOW HAS THE PANDEMIC AFFECTED YOU AS A BUSINESS PROFESSIONAL AND HOW HAVE YOU ADAPTED? DID BEING A DOCTOR ON THE FRONTLINES HELP? The effects of the pandemic brought business to a complete halt! So, I had to improvise: I came up with the idea of consulting for people who are looking to relocate.

However, on the medical hand, it was the complete opposite, we were overwhelmed with work. From an International SOS perspective, we were focused on monitoring and maintaining global and local data in real time in order to share trends, expectations and expert summaries to clients, assisting employers

I N T E RV I E W

in their rethink of support models for their workforce both physically and psychologically and later on assisting to put effective testing and vaccination programmes in place. The tenacity and patience I learnt from running a business helped me push through the chaos. And amidst all this, one thing I live by is I always ask for help whenever I need it and to take a break to rest when I need to recharge so I can also give the best version of myself for my job.

HOW LONG DO YOU THINK WE HAVE UNTIL A POST-COVID ERA? IS THERE ANYTHING WE CAN DO TO SPEED UP THE PROCESS? I think we will only start seeing some stability from COVID related disruptions from 2023. However, I fully believe that if we are to speed up the process while we consolidate resilience in the longer term, then organisations need to prioritise their duty of care. From providing their employees with adequate support – in terms of physical and mental health support – whether they are working on remote sites, in offices, at home or on business trips, to health and safety awareness strategies.

WHAT ARE YOUR THOUGHTS ON VACCINATION MANDATES IN WORKPLACES? Speaking as a doctor who has been deeply involved in the battle against COVID-19 I think being vaccinated is essential for us frontliners. However, from a civil state standpoint, I understand and recognise people’s right to choose and I implore people to get vaccinated as the vaccines have so far proven to be effective and would be more so, if everyone gets vaccinated.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 177

WHAT ARE THE KEYS TO HIGH PERFORMANCE? MEET MADELEIN BARKHUIZEN

By Koketso Mamabolo

I

Madelein Barkhuizen has held various executive positions for over two decades. Her experience covers marketing, sales and business development, with some time spent in financial services and healthcare.

This mix has allowed her to build up a wealth of corporate communication knowledge which she is applying at the largest self-administered medical schemes in the country.

She began working in grade 10 and has barely stopped since.

However, this never slowed down her learning as she’s gone to obtain four qualifications, three of which she studied towards while working. “My mother had to work extremely hard to raise us and, at times, had to juggle three jobs. She was my role model and had an important and profound impact on my life. She taught me to persevere, be resilient, work hard and appreciate the small things in life,” says the Executive Manager: Marketing and Sales for Bestmed Medical Scheme.

I believe that a healthy body and mind are two very important ingredients for a successful career. I try to follow a healthy lifestyle that includes exercise and healthy eating and make it a priority to build positive, constructive relationships with my peers and teams, with lots of laughter in between.

To achieve high performance, you must also remain involved, driven, relevant and committed. You cannot be complacent.

The marketplace and business world are competitive and ever-changing arenas. You

We find out from Madelein what the keys to high performance are, how to adapt to trends in corporate communication, and how to motivate your team.

WHAT ARE THE KEYS TO HIGH PERFORMANCE? I think it is probably different for every person. For me, high performance is a mindset. I am disciplined, resilient and self-motivated, and this pushes me to achieve more.

178 STANDARD BANK TO P W O M EN LEADERS

have to remain very involved with your brand and your team and make sure that you adapt your strategies and approaches, where necessary, and again refine and improve it. It should be a continuous process.

Importantly, I recognise that highperformance can rarely be achieved alone.

A leader is only as good as their team, and everybody should be aligned. I surround myself with talented individuals who share my work ethic and energy. I prefer to appoint team members with a positive attitude, zest for life, cognitive ability and a kind heart and do not mind teaching and coaching them to learn the ropes. It is also important to understand that you need to set the example of the performance that you want and expect, without fail. If you expect high performance, you have to ensure that you set an example of high performance.

I work with an incredible team of talented individuals, and I am very proud of them.

They are skilled, committed, positive and we share a high work ethic. We engage constructively and regularly.

I also enjoy working with the wider Bestmed team. We have a very special organisational culture. We believe that we are in the business of saving lives, and we take our responsibility very seriously. The team is also very committed to live our brand promise which is “Personally Yours” and we recently received external validation that members experience our service and products as “Personally Yours”, via the 2021 South African Customer

MA D EL EI N BA R KH U I Z E N

Satisfaction Index or SA-csi. Bestmed was rated number one among a number of large South African medical schemes.

As the brand custodian, you put your personal reputation on the line when you market and sell your brand. Thanks to my incredible team and our committed group of employees, I am exceptionally proud to market and sell our brand.

HAVE YOU NOTICED SHIFTS IN CORPORATE COMMUNICATION? HOW CAN BUSINESSES ADAPT TO CHANGING TIMES? Yes, I think that more and more businesses have realised that there is not one single recipe for communication.

You have to know your audience/s very well and select your content and communication channels accordingly. For example, social media works for many brands but there are brands that are not well suited to certain social media channels.

It is interesting to see how different brands engage with their audiences in new and innovative ways.

Consistency is important. Through their customer journey, members engage with the brand via different channels, and it is important that their experiences via the various touch points are consistent throughout. To achieve this, you need to make sure that your team is aligned at all times, with regard to the brand philosophy and brand management objectives.

It is also important to select the right person and team to manage corporate communication and Marketing functions. For me, personally, it is very important to truly believe in the brand that you represent. Your personal values should align with the values of the brand. This results in an authentic and honest approach to brand management, communication and business in general.

HOW DOES A BUSINESS TRANSLATE CORPORATE STRATEGY INTO ACTION? For me, everything we do should be strategic. In other words, every action should be a translation of the strategy.

Every engagement, piece of content or advertisement will have an impact on the brand and should be considered strategically. To achieve this, the various teams need to understand the organisation’s vision and reason for existence and the message must be reinforced continuously.

Every person in a team should also understand how their area of responsibility impacts on the achievement of the organisation’s objectives and ultimately its strategy.

A brand is not a logo – it is the people, service and the values that consumers come to expect from the organisation and whether it is consistent. At Bestmed, we call our employees our heartbeats and I truly believe that they are the heartbeat of our brand and the executors of the strategy.

WHAT ADVICE DO YOU HAVE FOR BUSINESS LEADERS WHO ARE LOOKING TO MOTIVATE THEIR TEAMS? You have to genuinely care about your people and they need to know that you care. I normally have 45-minute introductory meetings/get-to-know sessions with every new employee. It is quite an investment in terms of my time, but it is so absolutely worth it to know every team member by name and know a little more about them as a person. People are not numbers or “resources”. They are the brand.

You also need to keep your team updated about what is happening in the team and the larger organisation. When teams feel involved and engaged, they are motivated to contribute.

Other important aspects are the management of underperformance and celebrating achievements. Leadership is an extremely important responsibility, and it has a significant impact on a team. As leaders, we should continue to develop and try to become better at it.

WHY IS CHANGE SO DIFFICULT FOR MANY BUSINESSES AND HOW CAN THIS BE CHANGED? Change is difficult for us because we are

I N T E RV I E W

human and we prefer stability and the known. Considering that the culture of an organisation starts at the top and a change in culture is normally required for any other change to become embedded, leaders need to be totally committed to change and they should be aligned, otherwise it will not happen.

Leadership communication and actions are crucial to successful change. If leaders fall into a groupthink and/or conforming trap, change will be very difficult and new incumbents will quickly feel out of place and either conform or leave.

In my team, we work hard to maintain a culture of trust, honesty and constructive feedback and as a result, we have been able to implement positive changes.

HOW DOES ONE GO ABOUT BUILDING GOOD BUSINESS RELATIONSHIPS? I believe that all relationships are based on mutual respect and treating each other with dignity, whether it be personal or business relationships. This is step number one. Following from there, it is important to ensure that relationships are truly mutually beneficial. Both parties should find value in relationships.

WHAT ARE THE ELEMENTS THAT GO INTO OFFERING CUSTOMERS VALUE FOR MONEY? Value for money means that a person/consumer feels that they pay a fair price for what they get. As soon as there is a gap between what I pay and what I receive, the value for money diminishes. Oftentimes organisations make the mistake of focusing exclusively on price. Value for money includes the cost, of course, but also other aspects such as the level of service delivery and the convenience of using the product. It is important to understand customer needs and tweak products where necessary to ensure good value for money and also to continuously review the value compared to the market trends and competitor developments.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 179

By Koketso Mamabolo

S

enamile Masango is a celebrated nuclear physicist and the first African woman to form part of an African-led team conducting experiments at CERN, a world-renowned centre for scientific research where the Higgs-Boson was discovered. The 35-year old, who comes from a royal lineage, has been shining light for women and youth as she’s blazed a trail through the scientific community, notably attending university at the tender age of 16. Masango has been picking up accolade after accolade, recognised for the remarkable career she has already had at such a young age. We ask her a few questions about her background, and her views on youth and women in science.

180 STANDARD BANK TO P W O M EN LEADERS

S EN A MI L E MA SANG O

PLEASE TELL US A BIT ABOUT YOUR BACKGROUND - HOW DID YOU GET TO THIS POINT? I come from Nongoma, a deep rural area in KwaZulu-Natal. I grew up in a polygamous household. My father had three wives, with my mother being the youngest. My mother is a princess from the Zulu royal family, so I am a princess as well. My father was well-known in KwaNongoma for his contributions to our community and Nongoma as a whole.

He was a KwaNongoma chief inspector, a leader, a man of principle, and a good role model. He raised us well and is the one who planted the seed of education in us; he taught us Ubuntu and to be generous.

My father was a very strict man, so going to Varsity at the age of 16 felt like freedom to me because I wasn’t allowed to visit friends or have sleepovers at home. I was not very responsible, so I made mistakes, and as a result, I failed some of my modules and became pregnant. I would not advise parents to allow their children to attend varsity at such a young age, as I did; instead, they should consider a gap year programme.

WHAT DRIVES YOU? What motivates me is my desire to make a difference in the education, science, and energy sectors. South Africa does not perform well in science and mathematics, and we have even reduced our pass mark to 30%, which is unacceptable. Education in South Africa is now a luxury, and I advocate for better education for all. Another issue is that we lack resources such as laboratories, and since science is a practical subject, I want to raise funds and purchase mobile laboratories so that rural schools can have access to them. Climate change is a global issue, and South Africa is a

signatory to the Paris Agreement, a 2015 international treaty on climate change.

The major contributor to climate change is dirty energy sources such as coal, which emits CO₂; therefore, I would like to contribute by providing innovative solutions for mitigating and adapting to climate change.

WHAT DO YOU THINK NON-SCIENTISTS CAN LEARN FROM SCIENTISTS? Non-scientists can learn from scientists how to be analytical thinkers, to always question things, and to solve any problem that may arise.

WHAT DOES IT MEAN TO BE A ROLE MODEL? Being a role model is not an easy task; it requires you to recognize that people are constantly watching you and that your behaviour and actions matter, so you must live up to those expectations.

It also implies that you must be generous with your time, as you will be teaching, mentoring, and providing guidance.

Role models change things for the better by showing them that their dreams are attainable, and this is a huge responsibility that should not be underestimated.

WHAT ADVICE WOULD YOU GIVE TO YOUNG SCIENTISTS? Yes, science is challenging, and there are many stereotypes surrounding it, but don’t give up; instead, keep going and focusing on the big picture. When you arrive at your destination, please bring other young people with you.

DO YOU THINK SOUTH AFRICA IS CONTRIBUTING ENOUGH TO SCIENTIFIC RESEARCH, AND WHY? South Africa does not contribute enough to scientific research because, most

I N T E RV I E W

of the time, we rely on other countries to solve problems for us. South Africa needs to invest more in R&D so that we can build our own capacity to solve our own problems.

AS A YOUNG PERSON, HOW DO YOU GO ABOUT NAVIGATING SPACES WITH MORE SEASONED PROFESSIONALS? Young people must learn from experienced professionals; we must not regard them as a threat; instead, we must allow them to guide us.

HOW DO WE GET MORE YOUNG PEOPLE INVOLVED IN SCIENCE? We must bring science to society through science talks and public awareness campaigns. We must also encourage parents to take their children to places where they can see science in action, such as planetariums, observatories, aquariums, zoos, museums, and science expos.

WHAT IS YOUR MOST SIGNIFICANT MILESTONE AND WHY? Participating in an African led experiment at CERN. I even received a congratulation message from the then President and the Parliament of South Africa. Being a founder and Chair of Women in Science and Engineering in Africa. Representation is critical; through my journey, I’ve been able to touch people’s lives while also giving back to society by promoting women in science and engineering in Africa.

WHAT BOOKS WOULD YOU RECOMMEND TO OUR READERS? The Power of Character in Leadership

by Dr Myles Munroe

S TA N D A R D B A N K TO P WO M E N L EAD ER S 181

“It gives me incandescent joy knowing that I’m a change agent for a part of the story of the world.”

By Sinazo Mkoko

K

atie Mohamed is a dynamic and charismatic television broadcaster and businesswoman. She has wielded her influence as a media personality and businesswoman to advance conversations around gender equity, and the role of women in the global economy.

She is also the founder of W-Suite - a movement which aims to make room for women at the table by driving the acceleration of women leaders in positions of power and influence and to co-create a new culture of leadership that is inclusive and drives meaningful participation of women in the development of thriving communities, strong female economy and great nations.

She has mentored many women and has played a vital role in connecting influential South African women, creating a network of high-profile activists as well as engendering further conversation and action around gender parity - both locally and globally.

182 STANDARD BANK TO P W O M EN LEADERS

K AT I E MO H AM E D

PLEASE TELL US ABOUT THE CAREER PATH THAT LED TO YOU BECOMING THE CEO AND SHAREHOLDER OF BRANDFUSION. I come from a village in the province of KwaZulu-Natal, South Africa.

My dreams have always been bigger. Coming from an improvised neighbourhood, my goal was to leave to chase these dreams. I was born into a Muslim family with very strict religious parents.

I was named “Khadija” which means “born before her time”. I believe in my core that my papa had a visionary reason for naming me this. He wanted me to live beyond my obstacles and think ahead of my time. I studied Fashion Design and soon learnt I had zero patience for that, I just wanted to be as stylish as I could be.

So, my next passion was Marketing. I was fortunate that I received great opportunities (especially as a woman of colour) during the late 1990s. I eventually got into media and broadcasting for nearly two decades and that last decade has been the most fruitful and transformational for myself, when I embarked on the entrepreneurship journey.

It has been full of risk and reward. I am currently the founder and shareholder of a marketing and communication agency, called Brandfusion, an integrated business hub founded on the core principles of collaborative intelligence.

I N T E RV I E W

investment summit in 2018, I noticed the lack of representation of women in the room and felt that as an agent of change, I have to continue to play an instrumental role in transforming mentoring and impact, creating networks of collaboration, connectivity and communication. As the founder of W-Suite, a movement that aims to spark conversation, advocacy and action towards shifting the balance and to make more room for women at tables, by driving the acceleration of the gender agenda and co-create a culture, driving meaningful participation of women in the development of thriving communities, creating strong economies and great nations.

YOU’RE CONSTANTLY INVOLVED IN INITIATIVES (AND PRODUCTIONS) THAT EMPOWER YOUNG GIRLS AND WOMEN OUT THERE, WHY IS THIS IMPORTANT TO YOU? When women are living a safe and fulfilled life, they can reach their full potential contributing to an empowering society. Women alone have power, collectively we have an impact. I feel a great sensation of “helpers high”. When you provide tangible motivation, inspiration and assistance, it generates a feeling of gratitude and satisfaction. Research shows that we tend to act unselfishly when we watch others do the same. It is like going into a perfume store, you can’t leave there without getting some on you.

I have created a sense of belonging that does not feel isolated, keeping things in perspective that we are not meant to be in this world on our own. We have a purpose and the more you do for others, you actually do more for yourself. It gives me incandescent joy knowing that I am a change agent for a part of the story of the world. I view the world so differently through my causes, and the rewards far outweigh any acknowledgements here on earth. It is for the greater good, I find solace and comfort in knowing that it is an act of piety.

PLEASE SHARE SOME OF THE PROUDEST MILESTONES IN YOUR CAREER My first big break was starting my career in broadcasting. I knew then that the path within the media space will be the path of my roadmap towards achieving my goals. I have various noteworthy projects within the advertising space. Accomplishing my projects involved and seeing them to fruition has been a huge career milestone.

HOW DID THE IDEA OF THE W-SUITE MOVEMENT COME ABOUT AND WHAT MOTIVATED YOU TO START IT? What we want and what we need are not the same. Part of defining your story is being able to differentiate your wants from your needs. That way you are able to focus and direct your efforts appropriately. Mala Youssofzi says: “How can we all succeed if half of us are left behind.” This has really stood out for me, and when I was at an

I’ve been acknowledged by clients, board members and senior executives at the height of my career, and been invited to boardrooms and seats at tables, which most professionals strive for. I have been celebrating these milestones throughout my journey. I look fondly and reflect on the journey today and am proud of all that I have achieved.

I had created a brand name for myself and most recently embarked on the greatest milestone, publishing my memoir.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 183

By Koketso Mamabolo

PLEASE TELL US A BIT ABOUT YOUR BACKGROUND - HOW DID YOU GET TO THIS POINT? From a young age, I was very interested in technology. At the age of 12 I bought my first computer, using pocket money, and started exploring with simple programs to solve problems. I studied part-time to become a Chartered Accountant and joined one of the Big Four accounting firms, as an undergraduate in their technology risk team.

This sparked more interest into the wider technology field. When I finished my studies and qualified as CA(SA), I wanted to expand my horizons and completed a degree in Industrial and Organisational Psychology.

W

hen I encountered a problem in my personal and parenting life that I didn’t have an immediate answer to, I had to develop the solution myself, which I’m very proud to say is now called FYI play it safe,” says Rachelle Best. We asked the founder and CEO of FYI play it safe, Rachelle Best, about the inspiration behind her tech solution, how she’s survived the pandemic and the challenges of starting a business.

My journey led me to become a business consultant, solving complex problems for organisations. When I encountered a problem in my personal and parenting life that I didn’t have an immediate answer to, I had to develop the solution myself, which I’m very proud to say is now called FYI play it safe.

WHAT INSPIRED YOU TO START YOUR BUSINESS? To start with, I’m the mom of a teenage daughter. She’s 15 years old, which means that I understand the challenges of parenting in the digital world too well. She is mainly the reason I started developing FYI play it safe.

When I started thinking about giving her a mobile phone, I did extensive research on apps that could help protect her online but couldn’t find anything that was quite good enough. I also couldn’t find anything that would tell me what was really going on, and

184 STANDARD BANK TO P W O M EN LEADERS

that would warn me if she was exposed to any harmful situations. At the same time, I wanted her to feel that I respect her privacy and that I trust her. Hence, apps that would give me full access to her messages were out of the question.

I realised that other parents may struggle with the same questions, and lack of answers, and embarked on a research study. My hypothesis was correct in that 99% of parents who participated in the study were worried about the dangers associated with social media platforms and the open world of the internet, but none knew how to deal with it in a way that would provide them with the right level of comfort.

That’s how FYI play it safe was born. I wanted to develop an app that would protect our children online, alert parents when there is something to worry about, but at the same time respect our children’s privacy.

WHAT EXCITES YOU MOST ABOUT WORKING IN THE ICT SECTOR? Technology is highly dynamic and changes very quickly! What excites me the most is exactly this forever changing environment. We have not only taken this into account in our development of FYI play it safe, but have built our biggest strength around this.

We know that using technology is exciting and fast-paced, with information at our fingertips. But when our children use it, we become increasingly more aware of the risks.

R A C HELLE B E ST

To be in a position where we can give our children the opportunity to fully engage with technology and give parents the comfort that they will know when their children find themselves in potentially harmful situations online, is not only exciting, but also humbling.

HOW HAS THE COVID-19 PANDEMIC AFFECTED YOUR WORK AND HOW HAVE YOU ADAPTED? The COVID-19 pandemic resulted in an increased need to fast-track our solution to get it to market. With firstly the lockdown, and secondly schools moving to a more online environment, children spent more time on their smartphones and tablets.

Although we didn’t have to change our day-to-day working model, we put a lot more effort in to bring the solution to market.

WHAT ARE THE CHALLENGES YOU’VE FACED AS AN ENTREPRENEUR AND HOW HAVE YOU OVERCOME THEM? Firstly, starting a business from scratch is hard if you’re on your own. I quickly learned that, in order to succeed, you have to collaborate with like-minded individuals. I am very fortunate in that I have found a number of truly inspiring women who I work with in both formal a nd informal ways.

Secondly, finding adequate funding to grow the business once it is launched into the market is also still difficult. The costs for doing proper PR, marketing and setting up operations can be significant and if you don’t have adequate capital, this may be a showstopper. We are still in the process of finding the right partner, but I’m very fortunate to have had good mentors to guide me along the way.

WHAT TECH TRENDS HAVE YOU NOTICED IN THE WORLD AND ON THE CONTINENT - WHAT IS THE FUTURE OF TECHNOLOGY? The trend that is the most relevant for us is that smartphone and tablet usage

I N T E RV I E W

is rising significantly, especially in Africa. Furthermore, the average age when children start using mobile devices, and even get devices of their own, is dropping each year.

Unfortunately, with younger children using smart devices, not only have a lot of apps become a playground for online predators, but the rates of cyberbullying and children being exposed to inappropriate content at a young age have also increased drastically.

the way. Keep going and from the start find like-minded women to collaborate with. Making big things happen in tech goes quicker and much easier if you work with people with shared values and a shared purpose.

The one thing that is sure is that the future of technology will not see a slowdown. Not in the speed of physical technology or the number of apps being launched every day.

Hopefully, with this will come better regulation and much better protection built into apps to protect our children online.

WHAT BOOKS WOULD YOU RECOMMEND TO OUR READERS? When it comes to creativity, innovation and building the courage to start your own business, Big Magic by Elizabeth Gilbert did it for me. No, it’s not too girly, there is some really good stuff in there.

WHAT ARE THE THINGS THAT DRIVE YOU - WHO OR WHAT MOTIVATES YOU AND WHY? Doing work that has an impact on children’s lives is a very humbling experience. I’m driven by every discussion with a parent on how to protect their children better.

I am very fortunate in that I have found my purpose and passion in creating this app, which has the ability to help parents build a better relationship with their children, as well as to save children from potentially harmful situations.

WHAT ADVICE WOULD YOU GIVE TO YOUNG WOMEN LOOKING TO GET INTO THE TECH SPACE? Firstly, be brave. In the words of Brené Brown, even if someone else has done it before, it’s never been done by you.

Secondly, the tech space is not easy, there is a lot of competition and you will encounter hurdles along

Thirdly, when you’re an innovator, don’t be scared to talk about your idea.

If you’re going to make it happen, no-one else will steal it and talking about it stimulates more thoughts and ideas to help you build the solution.

In terms of understanding the impact of screen time and our children being online, I really want to recommend parents read: Breaking the Trance by George Lynn & Cynthia C Johnson Glow Kids by Nicholas Kardaras Amusing ourselves to death by Neil Postman Reading the last one, it’s scary to think how a book which was written almost 20 years ago is so very relevant today. Do yourself a favour!

WHAT ARE YOUR PLANS FOR THE FUTURE? Most importantly, to educate as many parents as we can, to ensure through FYI play it safe, we help them protect their children online.

We would also like to make FYI play it safe available on other platforms so we can protect more children on different pieces of technology. We are planning to expand to Apple, Windows-based laptops and Chromebooks at this stage.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 185

S

mall businesses have to understand what they wish to achieve before they even venture in this space,” says Roshana Burnett on new entrants into the e-commerce sector.

Having worked for various global brands, the marketing professional has amassed a wealth of expertise on digital marketing and e-commerce.

“Find out what the market opportunity is for your business,” advises the Senior Integrated Campaigns Manager at Builders.

Raised by a single mother on the Cape Flats, Roshana attended CPUT before moving to Johannesburg in 2004 where she began rising through the ranks. She started off her career in the B2B sector but has since moved over to consumer retail marketing.

“In my view, a good leader has the courage to have difficult conversations and remains fully aware of how internal and external factors affect the trajectory of the business.”

By Koketso Mamabolo

186 STANDARD BANK TO P W O M EN LEADERS

Here we get her views on the local e-commerce sector, what businesses should be aware of when entering into the space and how to approach content marketing.

R O S HA N A B U RNE T T

WHAT’S YOUR TAKE ON THE LOCAL E-COMMERCE SECTOR? We have a mix of pure players and omnichannel retailers. The last two years has seen an enormous influx of new entrants into the market due to COVID forcing digital adoption. The customer adoption has also increased due to the same reasons. This represents a lot of new opportunities; but also a lot of distractions and dilution in quality e-commerce offerings.

Social commerce has the chance to really drive certain retail segments; however this is very segment-specific. If I were to advise medium to large businesses venturing into e-commerce I have a few words to the wise.

• Start with the end in mind.

• Be prepared to invest heavily with the right platform partners who have good support and have a full stack off-the-shelf capability to enable your fully envisioned journey.

• Have a complete phased approach and match your resources and training to line this up.

• Do not underestimate last mile delivery and the complete customer experience journey.

WHAT ADVICE WOULD YOU GIVE TO A SMALL BUSINESS LOOKING TO GET INVOLVED IN THE E-COMMERCE SPACE? Small businesses have to understand what they wish to achieve before they even venture in this space. Why are you wanting to do this?

Find out what the market opportunity is for your business.Have a look at who is doing it well…and who is not. Replicate the good, avoid the scenarios that create bad.

Start small and deliver a superior, personalised experience. The personal touch is hard for big business to replicate.

There are no shortcuts, understand technology that you choose and how

far it can take you before you need a development platform partner.

Marketing matters! Talk to the market, pick your niche and go where they are.

WHAT IS INTEGRATED MARKETING AND HOW CAN MARKETING PROFESSIONALS USE IT TO GROW THEIR BUSINESS? Integrated marketing is the practice of using market communication channels and tactics (one-way and two-way) to deliver brand or campaign messaging to your target segments. These elements are required to be coherent, cohesive and connected.

WHAT PLATFORMS ARE YOU USING FOR YOUR MARKETING CAMPAIGNS? I strive to use channels that are relevant to our target segments and can optimally support the objectives we set for ourselves. We are an omnichannel market communicator and we use all channels available to us in a different mix based on our objectives. It should be noted that we are very invested in digital channels.

WHAT ARE THE MAJOR CHALLENGES YOU’VE FACED WITH INTEGRATED MARKETING AND HOW HAVE YOU OVERCOME THEM? In most businesses there are legacy initiatives that make very important stakeholders feel “safe” despite the fact that they don’t drive customer’s behaviour at all.

Gaining the trust and helping stakeholders to let go of those dated perceptions is tough; even when reams of data supports a different approach. This is not a challenge that ever goes away; my approach is to engage on shared objectives regularly and to share results of initiatives that have opened up the market in ways we need more of. I know the tide is turning because I have more people in the business coming to me with: “Show me how we can do this better.”

I N T E RV I E W

WHEN IT COMES TO CONTENT MARKETING, WHAT WORKS BETTER: FRESH CONTENT OR EVERGREEN CONTENT? This is very dependent and highly subjective. Educational content (how to use/how to choose/how to maintain/how to improve/how to do) usually has longevity and the investment pays off over a long period of time. Product specific content can be more limited in terms of wider relevance and would need to be updated when new models/versions become available. Edutainment is a great mix; but be weary of the objective…you want the message to last…not just the personality of the presenter!

HOW CAN A BUSINESS USE CONTENT MARKETING TO GROW THEIR BUSINESS? Create quality content that speaks to your audience’s needs and use digital marketing, community interest groups on social media and other content delivery networks to share your content widely. Ensure these link back to a place that shows more related content and links to an environment that has the ability to convert the content browser into a shopper. Make it super easy to see the next step you wish them to take every click along the way.

WHAT ARE THE MOST IMPORTANT THINGS TO KEEP IN MIND WHEN USING A CONTENT MARKETING APPROACH? There is no doubt that consumers respond well to content that helps them in any way. The moment a customer feels that you have created a piece of content that serves the customer’s needs/ answers his questions; you have created a connection beyond the fallibility of product and price. It shows you are in for the long game with your customers. This drives affinity and loyalty which makes for a more frequent shopper.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 187

By Sinazo Mkoko

T

arryn has worked in the automotive industry for almost 16 years across three brands, she now directs the product portfolio and marketing campaigns of the Audi brand in South Africa. By marrying her love of powerful brand purpose to her passion for effective communication she’s gained invaluable experience across the marketing field. Tarryn shares with us on how she navigated through the automotive industry for 16 years and counting.

1 88 STANDARD BANK TO P W O M EN LEADERS 188

TA R RYN KNI G H T

PLEASE TELL US ABOUT YOUR CAREER PATH THAT LED TO YOU BECOMING THE HEAD OF MARKETING, PR AND PRODUCT FOR AUDI SOUTH AFRICA? After completing a B.Com Honours in Communication Management, I spent a year working as a strategist at a small consultancy. When the opportunity to work in London for two years came up, my boss and mentor at the time suggested that I gain experience as a Brand Manager when I return to South Africa.

The two years in London were spent in communications and project management across companies like Ernst and Young, Deloitte, and the Specialist Schools and Academies Trust.

Upon returning home to Johannesburg there was only one brand I wanted to work for – a brand I had represented in my student days on their stand at Johannesburg International Motor Show: Volkswagen.

As fate would have it, there was a vacancy for Volkswagen Brand Manager when I returned and I was successful with my application. After five years in that position I was promoted to Marketing Research Manager for the Volkswagen Group of Brands. I was then appointed Marketing Communications Manager for Volkswagen Commercial Vehicles for five years, during which time I acquired the role of steering the Product portfolio in addition.

At the beginning of 2020 I was appointed Head of Marketing, Product and PR at

Audi South Africa. In May this year I celebrated 16 years with this company – it’s been a fantastic experience thus far.

PLEASE SHARE SOME OF THE CHALLENGES YOU’VE ENCOUNTERED AS A WOMAN IN THIS INDUSTRY AND HOW YOU OVERCAME THEM? There have been some interesting situations, for sure, but I choose not to remember or dwell on them. If I had, how much of my energy would’ve been lost to focusing on them instead of focusing on learning, growing and pushing the boundaries of my profession?

Whilst I appreciate that I’m often complimented for “making it in a male-dominated industry”, I feel that giving women this accolade is outdated and we should be more deliberate about where we place emphasis. My perspective is that I have an equal place here as any other person. My achievements and skills should not be viewed or appreciated through the lens of gender in the context of the industry I’ve chosen. Women are not out of place in the automotive industry.

Perhaps that’s how I overcome the challenges: by refusing to acknowledge them and choosing to live my desired future state of equal gender value in this industry today and every day.

WHAT ARE SOME OF YOUR PROUDEST MILESTONES IN YOUR CAREER? There have been some magical moments which I’ve been honoured to

I N T E RV I E W

facilitate. One was the “Farewell Citi Golf” campaign where we took the last Citi Golf that was produced in the VWSA Kariega Plant on a road trip around South Africa for fans to sign. It now sits in the AutoPavilion museum.

Another special project was launching an international off-road driving competition with SA rally legend Sarel van der Merwe called the Spirit of Amarok, and going on to produce an international marketing campaign for the Southern Hemisphere markets. These collaborations with my counterparts around the world created professional connections that I still cherish today.

Arguably the most exciting given where we are in automotive history was launching the future of mobility with Audi. In February this year we introduced Audi’s electric vehicle offering to South Africa. It’s incredible to think that the vehicle industry is on the cusp of dramatic change after 120 years of internal combustion engine technology and we get to be a part of that movement.

WHAT IS YOUR “WHY?” The most rewarding part of my days are when I can facilitate someone else’s growth, exploration and achievements. If I can help another develop their professional and/or personal journey faster than I could, then my journey has been worthwhile.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 189

190 STANDARD BANK TO P W O M EN LEADERS

MA R I N A CONSTAS

I N T E RV I E W

By Koketso Mamabolo

M

arina Constas is the founder of Women in Sectional Title (WiST), an organisation working towards supporting women in the property by connecting and sharing information. We find out more about the attorney’s work, what inspired her to form WiST and what she thinks can be done to bring more women into the property industry.

PLEASE TELL US A BIT ABOUT YOUR BACKGROUND - HOW DID YOU GET TO THIS POINT? Property Law was my favourite subject when I studied at Wits University, and this passion led me to specialise in the field for the past 20 years. I have trained an exceptional team of specialist lawyers and consultants at BBM Law who work with me in our Sectional Title Department. Our aim is to provide good quality, easy to understand advice to enable the lay person to satisfactorily resolve their sectional title or community schemes problem or dispute.

The changes in the Community Schemes legislative environment have had a huge impact on the industry, and I strive to be at the cutting edge of developments, to best serve my clients.

This has included sitting on the board of the Community Schemes Ombud Service (CSOS) and pursuing a mediation accreditation from The London School of Mediation.

I am proud to have co-authored Demystifying Sectional Title, the first consumer friendly South African book on sectional title property issues, and to have founded Women in Sectional Title (WiST), a platform for women in property to network, learn, share knowledge, collaborate with and inspire each other, while gaining

access to the resources they need to succeed in this field.

I present local and international workshops and seminars on sectional title matters. I am pleased to be a regular contributor to magazine and newspaper columns, and appear as a guest on radio and television shows.

I was honoured to be recognised by The Lyceum Club of Greek Women for Excellence in Law. WHY DO YOU BELIEVE IT IS IMPORTANT TO EMPOWER WOMEN IN THE SECTIONAL TITLE INDUSTRY? Women are reportedly the largest group of property buyers in South Africa today.

They are, however, underrepresented and largely unacknowledged and unheard in the property sphere. Women may be snapping up properties, but they are still being left out in the cold when it comes to holding leadership positions and having their voices heard in the property sector.

I am regularly consulted about conflicts in which women involved in different aspects of sectional title - from tenants and owners to trustees - are ignored and even bullied in what is still a largely male-dominated industry.

By creating awareness of sectional title and the opportunities therein, and making it more accessible and appealing to young women, Women in Sectional Title’s goal is to build a skilled, representative sectional title community that is enriched by diversity and in which everyone can thrive and advance.

WHAT CAN BE DONE TO GET MORE WOMEN IN THE PROPERTY INDUSTRY? It is imperative to encourage more women owners to participate in their Body Corporate and to nominate themselves and other women to become trustees. There is definitely power in numbers so the more women that participate and actively play a role within bodies corporate the better. I host a “Women in Sectional Title” webinar once a month in order to educate and empower women in the property industry. More initiatives such as Women in Sectional Title are a key component in ensuring that more women enter the property industry. Women also need to take initiative and encourage and educate other women around them. We are so powerful and can learn significantly from one another.

WHAT ADVICE WOULD YOU GIVE TO YOUNG WOMEN WHO WANT TO GET INVOLVED IN THE PROPERTY INDUSTRY? It is crucial to be knowledgeable about the industry and to keep up to date with the changes that constantly come into play. Participating in events such as the “Women in Sectional Title” webinars is a wonderful way to learn and ensure that they know about changes and how to deal with them within their own bodies corporate. Attend all meetings and do not be afraid to put your thoughts and opinions forward at these meetings. It is imperative to become an active participant within your own community and doing so at a younger age will certainly give you an advantage. Network, network, network and have the courage to ask the women you admire in the industry for advice.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 191

192 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 193

UMQ HEL E L EGAL CONS ULTA N T S MERGING LEGAL AND AI KNOWLEDGE TO ENSURE THE BEST OUTPUTS FOR OUR CLIENTS

With a mission to ensure clients’ legal wellness in all spheres of their business, Umqhele Legal Consultants aims to provide excellence in all its services and offer legal advice that is outcomesbased, ensuring that clients make better decisions and use innovative methods which have been weighed against all legal risks.

The company’s vision is to be the global leader in merging legal and AI knowledge to ensure the best outputs for our clients.

Giving clients peace of mind in ensuring that all their legal needs are met.

Managing Director, Londi Nkomo, shares what it takes to lead the organisation.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Gender empowerment within the business has strengthened the organisation as gender-inclusive decision-making has proven to be more viable and ideal for business growth. We have also noticed that with female headed roles, decision-making is not always based on profit but rather on strategic growth for the next years ahead.

Women have a higher sense of empathy and create moral and ethical values in the organisation. Nurturing is an nherent trait in females which is why the majority of our roles in servicing clients and the communities are spearheaded by

194 STANDARD BANK TO P W O M EN LEADERS

females as they are people-centered.

As an organisation we believe in the quote, “You empower a woman, you empower a nation” in its strategy for gender empowerment.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? Umqhele Legal Consultants is a 100% Black female-owned company with a Level 1 BBBEE rating score. Gender equality has been a major focus in our organisation as we recognise the benefits of gender diversity. We have implemented gender equality policies to reduce gender bias and create a more inclusive work environment for all employees.

UMQ HEL E L EGA L C O N S U LTANTS

We have created programmes to promote female leadership, including mentorship and sponsorship initiatives and have introduced flexible work arrangements to help support work-life balance for all employees.

We cover topics that are within our services that will be of interest to small businesses and business owners.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR?

As a leader, you need to be adaptable and be able to adapt to the changes around the business and line of work you are currently in. It’s also important to have good communication skills, which help in building and maintaining existing relationships with clients. Delegation is also an important skill; this allows for more work to be completed. Leaders of the future will require time management skills, consistency, the ability to delegate tasks and being adaptable within the environment they work in.

Umqhele Legal Consultants is looking into the introduction of AI in contract management services. We are also looking into developing tools in technological innovations to keep in line with 4IR and developing an AI tool that will be able to extract important contract information and highlight risks to our clients. Also, developing an AI tool that can be managed externally by our clients, will help in creating alerts if there are any changes and risks in contracts.

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? Social media engagement is important as it shows the online presence of the business presence and an overview of who and what we are. We reach out on social media by posting a brief synopsis of different topics. We normally have clients or prospectus clients reaching out on topics of interest that are covered.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED?

I N T E RV I E W

law industry.

She has achieved a high level of education and professional success.

She had a successful career in law, at law firms and as an assistant to the mayor of Chicago.

Throughout her time in the White House, she has been vocal about equal rights and opportunities for women and minority groups. Her work in this area inspired me to use her skills to fight for justice and change in society.

WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Michelle Obama – As a former first lady and graduate of Princeton University and Harvard Law, she served as my role model in her advocacy for education and poverty awareness. Her advocacy resonates well with me as a young black female in the

LONDI NKOMO

Managing Director , Umqhele Legal Consultants

ACHIEVEMENTS:

SOCIAL RESPONSIBILITY INITIATIVES:

Our Managing Director was nominated in the 50 under 50 Female Founders for the Middle East and Africa.

As a female-owned organisation, we have a strategic alliance with most female-owned enterprises even outside the borders of the Republic.

We have expanded our client base to international clients.

Umqhele Legal Consultants believes in giving back to the less fortunate, we’ve founded projects such: • Uniform Drive • Feed a Child • Hambanathi Drive The CSI projects are designed to bridge the gaps between the privileged and less privileged children in their early developmental and senior educational phases.

CONTACT: Central office number: 010-006-2379 info@ umqhelelegal.co.za www.umqhelelegal.co.za Instagram: Umqhele_Legal LinkedIn: Umqhele Legal Consultants Facebook: Umqhele Legal Consultants

S TA N D A R D B A N K TO P WO M E N L EAD ER S 195

QUANTUM LEAP INVESTMENTS 656 WORKING TOGETHER FOR A STRONGER TOMMOROW OUR TOP WOMEN

Born in Ficksburg in the Free State, and raised in Lesotho, Nelly Dasheka came back to South Africa to continue with her studies at the University of Free State with big dreams and an ambition to become a successful black woman. Before she became a force to be reckoned with in the construction industry – a reputation she achieved through her competitive edge and 20 years of experience, Mafani first earned her name in the media world where she worked in the Marketing Department for Lesedi FM, the SABC radio station based in the Free State from 1997 until 2006. Thereafter, she joined her company (Quantum Leap Investments) on a full-time basis.

MAFANI NELLY DASHEKA

CEO & Managing Director, Quantum Leap Investments 656 CEO & MANAGING DIRECTOR: Mafani Nelly Dasheka

COO & HR DIRECTOR: Kekeletso Kabi

MARKETING & COMMUNICATIONS MANAGER: Chido Nyamande ACCOUNTANTS: OM Accountants SALES MANAGER: Lebogang Pelesa FOUNDED: 2002 EMPLOYEES: 11 BRANCHES: 7 Regional Offices in SA TURNOVER: R28-million

196 STANDARD BANK TO P W O M EN LEADERS

Over the years, Nelly has received recognition and acknowledgment from women-driven programmes and organisations from both the Free State and Eastern Cape Provinces. Her most prominent awards include; Winner: Top Women Business in Resources, Construction & Infrastructure Development 2022 (Standard Bank Top Women Awards 2022); Winner: Business Resilience of the Year– Covid (CIDB ERWIC Awards 2022); Winner: Business Leadership Award 2018 (Black Management Forum, Eastern Cape), and Winner: Regional Business Achiever: Free State Entrepreneur 2008 (BWA National)

COMPANY INFORMATION

Quantum Leap Investments 656 (Pty) Ltd is 100% black woman-owned company and a holding company of the following companies: • QLI Construction • QLI Properties • QLI Project Management & Consulting • QLI Logistics

P RO F I L E

“BEFORE SHE BECAME A FORCE TO BE RECKONED WITH IN THE CONSTRUCTION INDUSTRY – A REPUTATION SHE ACHIEVED THROUGH HER COMPETITIVE EDGE AND 20 YEARS OF EXPERIENCE, NELLY FIRST EARNED HER NAME IN THE MEDIA WORLD...”

VISION:

To be the service provider of choice in the industry locally and internationally

MISSION STATEMENT:

To provide the best service to our clients, without compromising the final product and working within set time frames, while at the same time ensuring the transfer of skills is done in the communities we serve.

PRODUCTS & SERVICES

• • • • • •

New building construction Refurbishments of existing buildings Interior design Audit of properties Project Management & Consulting

MEMBERSHIPS: • • •

Black Management Forum (BMF) Business Women Association (BWA) EC Master Builders Association

STRATEGIC PARTNERSHIPS: • • • •

Ampersand (Pty) Ltd – Creative Designer & Photography Afri-Mining - Procurement & Pricing Nata Construction - Plant & Equipment

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI) EMPOWERMENT POLICIES CURRENTLY IN PLACE FOR QLI EMPLOYEES: •

•

Maternity Policy – Provision of 3 months full-pay during maternity to assist women employees in sustaining themselves during this period.

Employee Development Policy - To ensure that employees are supported, motivated and inspired through offering training in their respective fields, and allowing sabbaticals for personal growth and fulfilment.

EMPOWERMENT-RELATED CSI INITIATIVES/PROGRAMMES CURRENTLY BEING IMPLEMENTED: The Phakamani Bafazi Programme aims to provide mentorship and support to emerging small womenowned construction companies by giving them an opportunity to grow and learn through projects. QLI subcontracts a portion of its work to local women SMMEs and supports them with tools and resources to build their portfolios. The Phakamani Bafazi gender empowerment

programme has been effective and successful since its onset in 2020. Of the three independent women contractors appointed in one of our projects in Queenstown, two contractors have managed to complete their scope of work in time with satisfactory service delivery.

STATISTICAL OVERVIEW PERCENTAGE OF FEMALE SHAREHOLDERS:

>50.1%

PERCENTAGE OF FEMALE EXECUTIVE DIRECTORS: >50.1%

PERCENTAGE OF FEMALE STAFF MEMBERS (OVERALL IN COMPANY): 25.1%-50%

TIPS ON THRIVING IN BUSINESS 1.

2.

3.

4.

5.

Believe in yourself and master your mindset Define your vision and goals as clearly as possible Learn to ask for help as and when needed Do not stop until it’s done Create a work environment that makes you productive

CONTACT DETAILS:

Physical address: 14 Stewart Drive, Baysville, East London, 5241 Telephone: 043 783 9722 Email: info@quantumleapinv.co.za Website: www.quantumleapinv.co.za

S TA N D A R D B A N K TO P WO M E N L EAD ER S 197

A DV E R TO RIAL

PA R LI A M E N TARY B UDGET OFFICE

PARLIAMENTARY BUDGET OFFICE

P ROV ID IN G IN D E PE N D EN T A D VI C E T O PA R L I A ME N T The Parliamentary Budget Office (PBO) is a juristic entity of Parliament headed by a Director as its Accounting Officer. The PBO is established in terms of section 15 of the Money Bills Related Matters and Procedures Act no 09. of 2009 as amended.

The PBO is required by the Money Bills Act to provide independent, objective, and professional advice and analysis to Parliament on matters related to the budget and other money Bills. The PBO supports the implementation of the Money Bills Act by undertaking research and analysis for the Finance and Appropriations Committees located in both Houses of Parliament including ad-hoc support to other parliamentary committees.

To assist MPs with implementing the priority of the 6th Parliament the Parliamentary Budget Office is continuously supported and strengthened to provide independent economic and fiscal advice. The Office is mandated by the Money Bills Amendment Procedure and Related Matters Act, 2009 (Act no. 9 of 2009), as amended by Act 13 of 2018 to review and analyse the documentation tabled in Parliament by the Minister of Finance.

In terms of the Money Bills Act, the Parliamentary Budget Office is required to provide the relevant technical support to Parliament by undertaking research, analysis and advice for the Finance and Appropriations Committees of Parliament, specifically to: • Review and analyse the documentation tabled in Parliament Following the general elections in 2019, by the Executive (Minister of the 6th Parliament determined its main Finance) in terms of the Money Bills priority: to strengthen oversight over the Amendment Procedure and Related Executive so as to increase government’s Matters Act, 2009 (Act no. 9 of 2009) responsiveness and accountability.

• Provide advice and analysis on Implementing this priority requires the proposed amendments to the institution to, amongst others, to conduct fiscal framework, the Division of deeper scrutiny of executive action, and Revenue Bill, and money Bills to improve research and information and policy proposals with services provided to Members of budgetary implications Parliament (MPs).

198 STANDARD BANK TO P W O M EN LEADERS

•

• •

Monitor and synthesise matters and reports tabled and adopted in a House with budgetary implications, with particular emphasis on reports by other committees Keep abreast of policy debates and developments in key expenditure and revenue areas Monitor and report on potential unfunded mandates arising out of legislative, policy or budgetary proposals

The PBO has well qualified and experienced technical staff that help it to achieve its high level of support to the Finance and Appropriations Committees.

Contact Information:

Dr DJ Jantjies Director Parliamentary Budget Office Tel: 27 (21) 403 3252/ 2360 Fax: 0865505343 Cell: +2760 550 4440 Email: djantjies@parliament.gov.za Website: www.parliament.gov.za/parliamentarybudget-office

K EL L O GG S O UTH AF RI CA

P RO F I L E

KELLOGG SOUTH AFRICA

GENDER EMPOWERMENT IS BEST FOR BUSINESS Business sector: Food Manufacturing

one person at a time, as change agents, they inspire others to act creating a culture of acceptance and support. During this programme, male employees are supported to understand their privilege and power and understand how to use their voices against any workplace inequalities.

Year founded: 1906 in the US and 1st imported into South Africa in 1923 Number of employees: 358 PHILIP NIEMAN

General Manager, Kellogg South Africa

Philip Nieman is a high-energy, innovative, focused general management executive with a proven track record of creating profitable sustainable businesses in South Africa and the UK with a clear vision and well-defined short and long-term goals that benefit all stakeholders. Philip has held a variety of executive positions in major multinationals including SAB Miller, Tiger Brands, McCain Foods, Coca-Cola Company, and Coega Food Group. He leads Kellogg’s South Africa business. Philip believes that gender empowerment is more than just focusing on achieving gender parity but about enabling a level playing field for women by removing tangible and intangible barriers, making available opportunities for growth and encouraging women to take their rightful places, and helping Kellogg drive growth.

REASONS GENDER-EMPOWERED BUSINESSES SUCCEED Gender empowerment is not only the right thing to do but is the best way to succeed in business. It is an enabler in attracting a diverse talent pool leading to a diversity of thoughts and lived experiences that inform decision-making.

A gender-empowered workplace is imperative because creating a place at the table for women is proven to increase not only the company but broader economic growth. Cherie Blair said ‘When you empower a woman, you empower a family, a community, and indeed a nation.

This approach creates business environments that offer a positive work culture influenced by the way companies need to implement inclusive work policies ORGANISATION SYNOPSIS Kellogg is a leading multinational food company with a vision of a good and just world where people are not just fed but fulfilled and a purpose to create better days and a place at the table for everyone through their trusted food brands. The company has been nourishing South Africans with a range of food and snacks for 100 years.

Branches:1 corporate office and 1 manufacturing facility GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI) Empowerment/women-friendly policies for employees 1. 4-months Maternity Leave 2. 4-months Adoption Leave 3. 10-days paid Parental Leave 4. Flexible Working Time Options a. Locate For Your Day – allowing employees to work from home 1 day a week b. Work Life Balance Leave – allowing employees to attend to personal emergencies or rest c. Flexi hours – allowing employees to choose a start and finish time guided by operational requirement KELLOGG’S FOCUS ON EQUITY DIVERSITY & INCLUSION Kellogg is committed to creating a place at the table for everyone to create Better Days for 3 billion people around the world. The founder W.K. Kellogg believed that part of running a good business was doing good for society. This promise has guided our company for over a century. Equity Diversity & Inclusion has been part of Kellogg’s DNA since the beginning. The company’s workforce reflects its customer base, consumers, and communities allowing the company to fully understand and serve these audiences. The company has a Business Resource Group called Women of Kellogg (WOK) which aims to make Kellogg an organisation where all women learn, grow, lead, and succeed. Through education, conversation, and opportunity, WOK supports efforts to empower women and engage men to advocate for gender equity in the workplace in support of individual success, collective advancement, and business improvement.

KELLOGG CREATES BETTER DAYS FOR CHILDREN IN NEED In South Africa, food security and hunger remain a concern, with one in five children going to school hungry. As part of its efforts to help alleviate hunger and ensure that children get access to the nutrition needed, Kellogg, through the company’s Better Days Promise programme, is donating food to serve 30 535 school children’s breakfast every school day across South Africa in KwaZulu-Natal, Gauteng and Eastern Cape in partnership with the Department of Basic Education. According to a review of recent research from Kellogg conducted in multiple countries including South Africa, school feeding programmes confirm previously identified health, nutrition, and cognitive effects of these programmes.

The importance of these programmes in the broader community has also been explored, yielding positive early results - school attendance, friendships, and improved behaviour as children display fewer ‘bad behaviours’ and benefit from the positive role modelling of ‘good behaviours’.

Since launching the Better Days Promise programme in 2014, the company has donated 51 million meals.

GENDER EMPOWERMENT: STATISTICAL OVERVIEW Female percentage 44% female executive directors 55% female senior management 49% female staff members overall across the business

In recognising that allyship is a powerful force for good, in South Africa, the company launched Men as Allies, a programme modelled on the Lean In Allyship at Work programme. This empowers the company’s male employees to take meaningful action and build an inclusive workplace culture.

Research shows allies don’t just influence S TA N D A R D B A N K TO P WO M E N L EAD ER S 199

I NT E RV I EW

M A I SH A SO C IAL SOL UTIONS

MAISHA SOCIAL SOLUTIONS DESIGNING SOCIOECONOMIC DEVELOPMENT

GERALDA WILDSCHUTT Maisha Social Solutions, CEO

Founded in 2016, Maisha Social Solutions is an ESG consultancy firm which focuses on designing socio-economic development (SED) strategies for businesses, mainly in the mining and renewable energy sectors.

Founder and CEO, Geralda Wildschutt has over 25 years experience in ESG and social performance, corporate social responsibility and stakeholder engagement.

for the future the world needs.

We offer ESG services, assisting these industries to successfully deliver their environmental, social and governance requirements. Mining is critical to extract the minerals we need for the green economy and mining companies seek renewable energy sources to secure reliable energy to run a sustainable company. Mining will continue to drive renewable energy in Africa. Also, the world needs more mines to secure the minerals necessary to reach the net zero emissions target that most companies are setting to deliver on the Paris Agreement.

into other parts of Africa. We strongly believe companies cannot avoid thinking about working in Africa, for any product or service offering, since you’d be eliminating a large part of future employees and customers.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? Critical and futurist thinking, which is about actively seeking practices for thinking about the future. This includes scenario planning and systems thinking, rather than problem solving in a compartmentalised manner.

Understanding the interconnectedness HOW ARE YOU INTEGRATING THE of things, such that we cannot sustain DRIVE FOR SUSTAINABILITY INTO a business while destroying the planet YOUR ORGANISATION? HOW HAS GENDER and the people. However, we need Sustainability is our business. We assist financially strong enterprises to create EMPOWERMENT STRENGTHENED companies to achieve sustainability, YOUR ORGANISATION? employment and livelihoods. Business with a focus on the planet and people.

We have focused on recruiting women leaders require knowledge and skills The business case has been made that outside of - and in addition to - the to work in a range of employment options, which is a win-win. Women who companies cannot be sustainable, if industries they work in, if they are they solely drive a profit agenda, while are new mothers want the flexibility of going to anticipate future risks working the hours that suit them, which ignoring their negative impacts on the and opportunities. environment and on people. We advise may mean more hours during certain months, or taking time off. Women who and support companies to achieve their triple bottom-line goals. As a business are studying want the same flexibility Maisha integrates sustainability goals in while women who are moving towards our operations across the value chain. retirement seek opportunities to work less but remain in the world of work.

WHAT IS YOUR POSITION ON DOING We have a very flexible approach that BUSINESS IN AFRICA? accommodates the individual needs of the team, and benefits from a team who We are proud to work on the continent that drives the future. The continent are highly motivated. contains the critical minerals required, CONTACT DETAILS the youth to provide the employment WHAT ARE THE CURRENT AND Address: 10 Da Gama Street, Norscot, needed, and an abundance of natural FUTURE TRENDS IN YOUR SECTOR? 2191, Johannesburg, South Africa resources.

We currently work in Maisha is a consultancy business, Tell: +27 71 857 4147 / +27 11 787 370 810 South Africa, Zimbabwe, Botswana, working mostly in the mining and Namibia and the Democratic Republic renewable energy sectors. Both of Email: geralda@maishasocialsolutions.co.za these interdependent sectors are critical of Congo. We have plans to expand 200 STANDARD BANK TO P W O M EN LEADERS

S YS T EMI C L O G I C G ROU P

A DV E R TO R IA L

SYSTEMICLOGIC GROUP - NAVIGATING THE FUTURE A journey to disrupt the industry and achieve supremacy

a comprehensive suite of solutions, empowering clients to embrace innovation, leverage technological advancements, drive growth agendas, and overcome complex challenges.

With its mission to empower companies with actionable insights and value extraction from data, the SystemicLogic Group has transformed into a full-fledged development powerhouse. What began as a modest team of eight has now grown into a workforce of over 200 professionals, demonstrating the dedication and expertise of the unsung heroes working tirelessly to ensure client success.

The SystemicLogic Group embodies the mantra of "self-disruption, constantly pushing boundaries and striving for excellence, regardless of its current position."

In an era defined by rapid technological advancements and the need for innovative business solutions, the SystemicLogic Group emerges as a frontrunner in driving transformation for global and continental companies.

With a strategic focus on leveraging Africa's remarkable growth trajectory, the SystemicLogic Group positions itself as a trusted partner, empowering organisations to seize opportunities and navigate the complexities of the modern business landscape.

Under the guidance of visionary CEO, Audrey Mothupi, the SystemicLogic Group has evolved into a global, multi-industry firm that recognises the indispensable role of data and technology in tackling complex business challenges. Audrey, with her extensive knowledge in innovation, data, digital technology, management consulting and strategy, passionately champions the SystemicLogic business model. This model delivers tailored solutions to meet client needs in their respective operating environments. Audrey's leadership style means SystemicLogic always executes a strong plan in delivering measurable results to clients, while positioning the company for future growth.

Today, the Group is equipped with bleeding-edge technology and data capabilities to address diverse business needs. With the successful launch of "Innovation Café", an innovation management platform and the "Marketplace", an e-commerce platform, the Group has launched its latest innovative data product, "Rocket". This sophisticated task automation software platform streamlines workflows and automates manual tasks across multiple departments and business processes.

Playing a pivotal role in Africa's Small, Micro and Medium Enterprise (SMMEs) landscape, the SystemicLogic Group has built a state-of-the-art accelerator. This accelerator enables the harnessing of ideas and the development of robust business solutions. Partnering with numerous organisations and startups globally, the SystemicLogic Accelerator rapidly prototypes solutions and successfully develops commercially viable propositions for both individual startups and corporate venture capitalists.

Echoing the words of Audrey, “Disruption is a continuous process, and in the future, we see ourselves doing what we do best – disrupting.”

This means finding new and innovative ways to stay creative and improve speed of execution.

Driven by increased access to infrastructure and inclusive technology, Africa is experiencing rapid growth, with pockets of excellence across the continent.

SystemicLogic is thrilled to be at the centre of this growth, leveraging best-inclass data and technology practices to deliver emergent technology and business models for clients.

By synergising the power of data with an unwavering entrepreneurial spirit, SystemicLogic serves as a catalyst for unlocking new possibilities and enabling companies to thrive. With eight fully integrated businesses, the Group has S TA N D A R D B A N K TO P WO M E N L EAD ER S 201

FREIGHTMORE PTY (LTD) -LEADING THE WAY

ABOUT FREIGHTMORE Freightmore provides a complete, business-to-business, transport solution nationally, supported by a Freight Management System which allows customers complete visibility, with regards to the status of their cargo, while ensuring handling in accordance with strict directives Business sector: Road Transport Year founded: 1986 Number of employees: 431 Branches: Cape Town, Durban, Johannesburg, Port Elizabeth, East London, George, Ladysmith Memberships: Member of the Chartered Institute of Logistics and Transport: South Africa; BBBEE Level 2; National Bargaining Council; Food Grade Annual turnover: R 473 789 346

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI) Freightmore’s policies and strategies are aligned to focus on previously disadvantaged individuals within the industry.

Our industry supports mainly a large number of male-dominated skill sets.

We have now partnered up with various organisations including CTA to help and assist redress this. We have taken women from underprivileged backgrounds or previously disadvantaged areas and put them on professional driving learnerships because this was a skill set that was previously male preferred; but we are busy changing the landscapes of the way we do things in the freight industry by not only employing senior

202 STANDARD BANK TO P W O M EN LEADERS

females but also taking them through our levels of management, so that females become well represented within our organisation. This initiative that Freightmore is running with CTA ensures that women are represented at all levels, not only where it was traditionally said that women should play a role but we will put women in every level of our organisation.

GENDER EMPOWERMENT: STATISTICAL OVERVIEW Percentage of female shareholders: 5-25% Percentage of female executive directors/senior management: 25.1%-50% Percentage of female staff members (overall in company): 5%-25%

FR EI G HT M ORE

A DV E R TO R IA L

“We do things in the freight industry by not only employing senior females but also taking them through our levels of management.”

•

NAIEMA ABRAHAMS Group Managing Director

I grew up in a family of seven, influenced by teachers who risked their lives to teach kids, whom others had written off. I have a certificate in Electrical Engineering and a diploma in Human resources Management and am currently completing a LLB, with ambitions to do an MBA. As an avid runner I have been influenced and motivated by people like Elana Meyer and Zola Budd ACHIEVEMENTS: Work • In 2016 I created a learnership programme, which is still running, in Tembisa (Gauteng), to alleviate unemployment amongst youth • Being invited as a panelist for Standard Bank SMME Summit 2021 to discuss the effects of COVID in the industry

Becoming part of the Iron Women programme 2022/2023, hosted by CTA, empowering underprivileged women to enter an industry dominated by males.

Providing coaching, mentoring and on-site training which leads to employment

Sport • In 2019 and 2022 I completed the Comrades marathon and used my platform as a runner to create awareness for Endurocad.

I completed my Athletics South Africa level one track and field coaching course • I assisted Endurocad with fundraising to empower women through sports and approved an annual Freightmore bursary for underprivileged females • I provided funding to Elsies River Rugby Club, a local rugby club situated in the Cape Flats Personal In 2019 I became a mentor on the Marc Wainer Redefined Properties Mentorship Challenge. I assisted students from rural areas to travel to Cape Town to study at UCT and provided mentoring and assistance to these students during their stay in Cape Town. I was invited by my High School to be the keynote Speaker at the 2016 valedictory

FIVE TIPS ON THRIVING IN BUSINESS FROM YOUR TOP WOMAN 1. Communication • Honesty- communicate with integrity because your word is your honor • Reliability – be confident that when communicating, you always provide reliable information • 2 way – communicate as if you’re the receiver 2. Processes Ensure that there are clear, measured, communicated procedures communicated to the team and measured by management 3. Transparency Ensure that your entire team are always aware of what is happening in your business 4. People • Staff must have work life balance • People equal profits • Look after staff, staff will look after customers, and you will retain profits 5. Flexibility 2020 taught us that we operate in an unpredictable environment and need to be flexible enough to adjust and have the contingency to do so

CONTACT INFORMATION: CEO: Sharmlin Govender Managing Director: Naiema Abrahams Financial Director: Asgar Dalvie Operations Director: Martin van Rensburg Physical address: Rome Road, Brackengate, Brackenfell Postal address: PO Box 1509, Parow, 7499 Telephone: 021 983 3000 Email: info@freightmore.co.za Website: www.freightmore.co.za

S TA N D A R D B A N K TO P WO M E N L EAD ER S 203

Tips an

204 STANDARD BANK TO P W O M EN LEADERS

d Advice

S TA N D A R D B A N K TO P WO M E N L EAD ER S 205

A SURVIVAL GUIDE FOR NEW LEADERS Having the title of leader is only the beginning

By Selina Fisher, Founder of SelinaNewman Coaching 206 STANDARD BANK TO P W O M EN LEADERS

N EW L EA D ER S URV I VA L G U I DE

You’ve worked hard to get that

promotion to become a leader within

your team or company. But now what?

B

ecoming a leader can be exciting and challenging at the same time. Exciting because you are finally in the role you have worked so hard for and cannot wait to make a difference and lead a team. Challenging, on the other hand, because you are no longer flying solo and are focused on your outputs.

You are now responsible for managing people at various career stages and with different needs. On top of that, you are expected to hit the ground running and may not get the support you need from your organisation.

If this sounds like you, here are five strategies to help you navigate the first six months in your new leadership position.

1

DON’T STOP DOING THE INNER WORK. Having the title of leader isn’t the end of the road. It’s only the beginning. Personal development and inner work are essential to your success as a leader. It’s never too early to start. New managers need to know that what made them successful in the past may not make them successful in the future. Working with a coach or mentor helps you to develop selfawareness and self-trust.

When you trust and believe in yourself, it is easier to trust and believe in your team. More importantly, your team believes in you and can trust you. Leading from a place of awareness and trust helps you to take ownership of your role. It also allows you to communicate effectively with your team members and provide constructive feedback.

2

LEARN TO DELEGATE One of the biggest struggles for first-time people leaders is that they are focused on the doing. They think they have to do all the work themselves to prove their worth. As a technical specialist, you were expected to do all the work assigned to you. But as a leader, your role is to delegate in order to free up your time to support and lead your team. You can’t do this when you are bogged down with dayto-day tasks.

It may seem easier just to do the work because you know how to, and it will probably save you time. But when you do this, you are disempowering your team.

Get to know your team, their strengths, passions and development areas. It will serve you well when you have to delegate tasks and create development plans for them.

3

LEARN TO LISTEN Part of putting people first is creating a space where they feel heard. When a team member talks to you about a challenge they are experiencing, are you listening to answer quickly and get them back to work? Or, are you listening to understand and help them work through the challenge? Make time to listen to your team members. It will help you understand what they are struggling with and provide an opportunity to get to know them. Listen to learn and understand, not to respond.

4

ASK QUESTIONS The ability to communicate work requirements and give constructive feedback is critical for new leaders. One of the biggest challenges I have seen is that new leaders don’t ask questions when given projects or work assignments. And because they don’t ask questions, they can’t provide clear instructions to their teams to deliver the piece of work. Not asking questions for fear of what others

T I P S & A DV I C E

might think will have more significant implications for you later in your career.

As a new leader, always ask clarifying questions to those giving you directives to ensure you can provide clear instructions to your team.

5

WORK WITH A COACH OR MENTOR New leaders often think they have to do it alone and can’t or don’t ask for help, especially as they start their leadership journey. If you don’t want to reach out to your HR department or manager for support and guidance. You may want to look externally to invest in a coach or mentor. Imposter syndrome is real for many new and even seasoned leaders. A few clients have said their biggest fear is that someone will figure out they shouldn’t be in the role.

Working with a coach at the beginning of your leadership journey helps you transition into your leadership more easily.

By working with you to let go of the beliefs, fears, and patterns that no longer serve you and helping you become the leader you want to be. Remember to take time out once a week to reflect on your journey.

Reflect on and celebrate how far you’ve come, what’s working and what needs to change.

Review these strategies, evaluate what would be most beneficial for you at this stage of the journey and then take the necessary action to get support or to upskill in a particular area.

Selina Fisher is the founder of SelinaNewman Coaching, a coaching company that focuses on helping professionals navigate career change and transition. She is an ICF-accredited Career Coach based in Cape Town, South Africa.

Her mission is to empower and equip professionals and leaders with the mindset and tools to create a career that fulfils and rewards them.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 207

10 NUGGETS OF ADVICE FOR YOUR BUSINESS

By Seshnie Naidoo, Chief Financial Officer, Logicalis 208 STANDARD BANK TO P W O M EN LEADERS

PR A C T I C A L A D VI CE

1

WAYS TO SPEND YOUR LEFTOVER B-BBEE BUDGET Give an interest free loan to a small enterprise. These loans are usually for a period that stretches over a few years and it will not only contribute to your B-BBEE score every year, but it also helps a small business become more sustainable and provide it with some investment it needs to grow.

Unemployment is at an all-time high, and these small businesses can help create more jobs. The loans get repaid and can then be used to help other small businesses or start-ups, thus growing the reach of the assistance provided.

2

HOW TO CREATE TRUST IN YOUR BRAND Ensuring that we consistently deliver quality service with quality products. I have always believed that having qualified, passionate, and happy employees would enable a service organisation to deliver quality services. Partner with other trusted brands to ensure you are delivering quality products and services.

3

TIPS ON GENERATING MORE REVENUE Being in a service organisation, we offer a wide variety of services. A good way to generate more revenue is to start with the customers we currently have. Assess their needs, what services we are currently providing to them and how we can assist them even further.

slope. People are afraid of change as it brings along unknowns. For me, the three important steps to managing change are: Plan: Develop a clear and understandable plan for the change.

Include assessment of the current environment, the changes being considered, the reasons for these changes and a timeline.

Communicate: Communicate the plan to all parties involved. Allow questions and concerns to be raised. Provide opportunities to suggest alternatives.

Implement and assess: Implement the required changes. Continuously assess the implementation, keep the lines of communication open and be flexible to allow for improvements where needed.

Communication is very important when managing change in an organisation.

5

THE BIGGEST BUSINESS MISTAKES LEADERS MAKE AND HOW TO ADDRESS

Most leaders in a business have been in their industry for a significant amount of time, which has given them a world of

knowledge. Leaders in an organisation have done the detailed work. It becomes difficult for a leader to pull away from the detail and often we end up “just doing it” ourselves.

Not only is upselling a good way of generating more revenue, but it also enables you to ensure your customer service offering stays relevant and enables you to build your brand.

We know by doing it ourselves the work will get done the way we expect it to. This takes up a lot of time and shifts the focus from strategic aspects. As leaders we need to believe that we have hired the right people for the job and train our managers to be able to handle the detail while we focus on the strategy.

HOW TO MANAGE CHANGE WITHIN AN ORGANISATION Change is always constant, but hardly ever welcomed. Change in an organisation is always a slippery

We need to encourage growth and confidence by providing opportunities and the knowledge that should guidance be needed, we will be there to give it. It isn’t easy, but it is necessary.

4

T I P S & A DV I C E

BEING ABLE TO UNDERSTAND THAT PEOPLE ARE DIFFERENT AND UNIQUE, IS AN IMPORTANT START TO DEVELOPING EFFECTIVE PEOPLE SKILLS

6

HOW TO DEVELOP EFFECTIVE PEOPLE SKILLS It is important to take the time to understand your own personality. Be honest with yourself and understand your strengths and weaknesses. Once we understand our own limitations, it will be easier to learn how to relate to others.

I had to understand that people are individuals and need to be seen as such. What might work with one, might not work with another. Being able to

understand that people are different and unique, is an important start to developing effective people skills.

7

TIPS ON BEING SENSITIVE TO DIVERSITY AND INCLUSION Consciously try to treat everyone equally and fairly. At Logicalis D&I is a strategic objective for the group.

We recently did a micro-behaviours course, which was very insightful. Microbehaviours are subtle gestures, which can be interpreted in different ways.

These are often unconscious and can hinder our ability to objectively interact with people. I have now begun to stop myself and evaluate if I have made any preconceived assumptions about a person and how that has affected my ability to treat them fairly, then try to eliminate those assumptions and see the person for who they are.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 209

T I PS & ADV ICE

P R A CT I CAL ADV ICE

8

PROBLEM-SOLVING TECHNIQUES EVERY LEADER SHOULD KNOW I have always had a four-step approach to solving a problem: Step 1: Investigate and determine the root of the problem Many times, the issues we are seeing are just the symptoms of a larger problem. It is important to dive deep into the issue and understand if you are seeing a symptom or if you have come to the heart of the problem.

Step 2: Find solutions to the problem Discuss and document the different solutions that can be used to solve the problem. Use scenario planning to rank the solutions. Consider the effectiveness and longevity of the solutions when considering rank. You might find that the best solution isn’t always the quickest.

Step 3: Decide on the best solution Based on the scenario planning, decide on the best solution to the problem. I feel having a team to help with larger problems is always a plus.

CELEBRATE EVERY SMALL STEP THAT GETS YOU CLOSE TO THAT GOAL. LET YOUR TEAM KNOW HOW MUCH YOU APPRECIATE THEIR HARD WORK

Step 4: Implement and assess Implement the solution and ensure continuous assessment of its effectiveness. Be prepared to make changes where necessary or completely throw out the entire solution. Being flexible will ensure that should a solution not go as planned, it is easier to admit it and reassess.

9

HOW TO HANDLE CONFLICT IN THE WORKPLACE Communication is key to managing conflict. Should conflict arise, it is important to understand what the cause of the conflict is, who it involves and to try and remain calm and logical. In many instances when conflict arises, we face it emotionally which leads to misunderstandings.

I like to ensure that I am clear headed when having a conversation to try and resolve the conflict. Give myself an opportunity to calm down and be able to think more logically and less emotionally.

I would then address the issue directly with the other party, through clear and precise communication.

Always ensuring that the other party understands that I am only trying to find a way to move forward and not attack anyone or get defensive.

10

HOW TO MOTIVATE A DEMORALISED TEAM We often forget how significant small gestures can be. In my mind, motivating people starts with small gestures. Celebrate every small step that gets you close to that goal.

Let your team know how much you appreciate their hard work.

Ensure that the team has opportunities to learn and grow. Knowing someone sees potential in you is a great motivator. Openly praise achievements and constructively address shortcomings. I believe that we follow our leadership when it comes to being motivated.

Thus staying motivated yourself and focussing on solutions instead of problems, will set the foundation to having a motivated team.

210 STANDARD BANK TO P W O M EN LEADERS

Subscribe to Topco Media’s official Weekly newsletter as we keep you up-to-date with the latest business blogs and articles.

topco media

S TA N D A R D B A N K TO P WO M E N L EAD ER S

2 11

www.topco.co.za

TEAM BUILDING AND TALENT RETENTION Meet Deanne Chatterton

By Koketso Mamabolo Before joining Instinctif Partners Africa in 2014, Deanne had worked in both the UK and Hong Kong. Her career began

in Human Resources in South Africa, and she moved to the UK in 1998. The plan was to spend two years there, but she ended up staying for ten.

“...during which time I joined the Royal Bank of Scotland on the trading floor, stepping out of my comfort zone and

accelerating my learning of the financial markets. In 2007 I was approached to set up a media and communications

company in Hong Kong with oversight of delivering multiple projects in multiple countries across Australasia and the UK.” Here we find out from the Group COO of Instinctif Partners what drives her, how an organisation can go about changing their culture and more.

212 STANDARD BANK TO P W O M EN LEADERS

T EA M BUI L DI NG

BE WHAT DRIVES YOU? I love working as part of a team invested in creating insightful and exceptional solutions for clients. The world is changing at such a pace, and we need to constantly learn and adapt to stay abreast with the pace of change. The team’s diversity allows us to learn from shared experiences and challenge our thinking and approach.

Embracing curiosity is essential to ensure that we are moving forward in ways that make a difference to our employees, our clients, and the communities we serve. I am incredibly passionate about talent and leadership development and have had the privilege of mentoring and coaching some incredible talent over the years. A year after joining, we implemented a bursary and internship programme I am incredibly proud of and have onboarded several talented individuals from the programme into our business.

and what they want to see change. Without employees’ buy-in to the culture change, the change will not be successfully implemented or, worse, discarded. So, understanding key stakeholders’, including employees (present and future), is critical in implementing any well-considered culture change management programme.

WHY DO YOU BELIEVE IT IS ESSENTIAL TO SHARE YOUR KNOWLEDGE WITH OTHERS? I have always believed that sharing and learning from lived experience is richer and more relatable than what we extract from books. During my career, I have benefited from the experience of some incredible mentors who have taken the time to share their knowledge and experience with me in a way that has challenged and stretched me personally beyond what was required of me.

This has shaped my thinking, and I believe it is incumbent on all of us to be willing to share our knowledge, empower those around us to be the best they can be, and learn from our mistakes. If we listen closely, we will also be able to learn from the shared knowledge of talented individuals across our organisations.

WHAT DOES IT TAKE TO BUILD A GREAT TEAM? To build a great team starts with building a solid foundation of trust, respect and accountability. As a team, we need to clearly understand what success looks like, what is expected of us and our role in delivering that mandate. We need to know that we can depend on our team to play their part and count on them to support us during difficult times. We all have good and bad days. How we respond to them separates good teams from great teams. It is also critical to be accountable for our performance. I believe great teams must get to know each other as human beings – we are more than what we do at work and understanding helps bring the best out in each of us.

HOW DOES AN ORGANISATION GO ABOUT CHANGING ITS CULTURE? Changing an organisation’s culture is not an easy process because it is often embedded in how people behave in an organisation.

Firstly, to change a culture starts with getting input from individuals across the organisation about what works, what doesn’t

Secondly, for cultural change to occur, it needs to be implemented top-down and bottom-up, it needs to be measured, and successes celebrated. And it requires a change in the way the organisation communicates and behaves. Thirdly, it needs to review how well the culture change is being implemented over time and adjust the programme where necessary.

Meaningful culture change takes time, but if we don’t focus on it, talk about it or measure it, we will revert to the comfort of the status quo.

WHAT ARE THE ESSENTIAL TOOLS FOR COMMUNICATION, AND HOW CAN WE USE THEM BETTER? While there are many communication tools, it is essential to use the tool that best suits the audience and the message at that time.

The tool is simply the platform across which the message is relayed. I would propose that we focus much more on ensuring that the message being communicated is

T I P S & A DV I C E

clearly crafted and authentic to ensure that it can achieve its objective whether it is to educate, entertain, or engage the audience. As leaders and communicators, we are responsible for ensuring that we are communicating factually and responsibly.

We need to encourage our employees to be curious, informed and avoid taking information at face value.

WHAT ARE THE QUALITIES YOU BELIEVE MAKE FOR A GREAT BUSINESS LEADER? A great business leader is expected to be many things: Solution driven, compassionate, excellent communicator, listens profoundly and applies themselves in every situation; trusts their team to deliver, provides mentorship when required and knows when not to take themselves too seriously. A great business leader also recognises the weaker areas and builds a diverse team accordingly because diversity builds for better thinking and better solutions.

HOW DOES ONE ATTRACT TALENT, RETAIN THAT TALENT AND USE IT EFFECTIVELY? That is the most critical question any organisation can ask of itself.

Organisations need to raise their profile in meaningful ways to attract talent.

Talent is becoming more selective towards organisations they want to work for, whether it be increased focus on sustainability and purpose; a commitment towards training and education; transformation, diversity and inclusion; organisational culture; and reputation.

Internship and learnership programmes are essential to attracting talent to an organisation. However, that is only the start of the journey. Retaining talent requires a myriad of considerations that strengthen and deepen their identity with the organisation’s brand, values, and ambition.

These include coaching and mentoring, exposure to interesting and challenging work, recognition and a clear career path with critical and appropriate support to assist them in their achievements.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 213

A COACHING CULTURE FOR A RESILIENT BUSINESS

By Lyndy van den Barselaar, Managing Director, ManpowerGroup SA

214 STANDARD BANK TO P W O M EN LEADERS

R ES I L I EN T BUS I NE SS

Businesses today are in a

constant state of disruption.

But those that instil a culture

of coaching, create a resilient workforce that can adapt

nimbly and efficiently to the changing environment. In

addition, coaching increases

employee engagement which

brings additional benefits to the organisation. This is supported by research findings from the

Human Capital Institute (HCI) and the International Coach

Federation (ICF) which identified that organisations with strong

coaching cultures are more than twice as likely to be labelled as high-performing organisations.

Further findings state that these organisations report revenue

growth well above their industry peer group (51% compared

with only 38%) and significantly higher engagement (62% compared with 50%).

T

raditionally, organisations offered coaching as a benefit to leadership and management teams. However, by creating a plan to support individuals with situational learning as soon as it is needed, organisations can increase the likelihood of success by building organisational resilience, ensuring readiness, and strengthening accountability. As such, for workplace coaching to be effective and drive results for the business, it must be made available to all employees across the company and echo throughout the company in every employee interaction.

While companies with robust coaching cultures tend to have senior executives

who are personally invested in their coaching programmes, often leaders can feel overwhelmed trying to coach a diverse range of work styles and development needs. This means that often coaching gets pushed to the back burner. However, with various coaching options available, companies should not overlook this tool that has significant benefits for both the organisation and its employees. These include: HELP TEAMS BUILD RESILIENCE AND READINESS Being resilient does not mean eliminating stressful situations. Rather it helps people to learn how to adapt to challenges as quickly as possible. These agile teams enable more autonomous problem-solvers who are prepared to take responsibility for their decisions.

A strong coaching system offers a fresh perspective and helps members to understand their motivations, think differently about their roles and priorities and helps with big picture thinking, removing them from the rut of daily problems, leading to faster problem solving and better outcomes. This, in turn, leads to faster and smarter decision making even during the most disruptive of times.

PREPARING THE TALENT PIPELINE AND FUTURE LEADERS It is tempting to think of talent management as a luxury to be set aside during times of crisis when businesses are focused on bigger issues like profitability and security. However, with the recent global shift to remote work, the need for employee training and development has escalated as distance and lack of face-to-face interaction create challenges and also opportunities.

While leaders often tend to view employee conversations as “challenges” rather than as “opportunities”, however, if they improve their ability to connect, engage and navigate with colleagues at every level of the organisation,

T I P S & A DV I C E

and communicate with humility and vulnerability it will improve their credibility and build trust which is essential for leading an engaged team.

EVEN LEADERS NEED FEEDBACK The higher up the leadership chain, the less likely employees are to hear criticism about their performance, even if it’s constructive. Today, many CEOs do not feel like they can turn to their senior leadership teams for honest feedback.

However, according to Warren Buffet, one of the world’s most successful businessmen and philanthropists, feedback is a valuable gift that should be welcomed.

This is where coaching comes in. A strong coach will tell leaders what they need to hear, rather than what they want to hear and what they often do not get to hear from their peers and employees.

That honest feedback needs to be met with reflection and action.

COACH TO BUILD CONFIDENCE Basing leadership on problem-solving and communication skills alone, without strong self-confidence, is like building a house on a foundation of sand.

The exterior may look fine, but it will ultimately be shaky at best. Confident leaders can tackle issues more quickly to reduce disruption and they tend to increase inclusiveness and creativity.

When leaders exhibit and inspire confidence, they are easier to trust and that increases team commitment.

Coaching can provide valuable insights that help executives move beyond second-guessing and defensiveness to confident leadership.

For companies and leaders that are looking for ways to boost employee engagement and improve leadership skills, coaching helps individuals build the leadership skills necessary to tackle any challenge and move careers forward.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 215

NAILING YOUR NEXT BROADCAST INTERVIEW Being nervous is normal

By Candice Burgess-Look 216 STANDARD BANK TO P W O M EN LEADERS

I N T ERV I EW TI P S

Being asked to do a broadcast

interview, whether on TV or radio can feel like both a privilege and

a curse. On the one hand, you’re excited to share your company’s

message on air, and on the other, you are feeling sick with nerves.

While this is completely normal,

there are some simple interview

guidelines that one can follow to

mitigate anxiety and make a lasting

impression on their target audience.

B

esides the obvious and commonly stressed interview tip, which is to ‘slow down’ when you speak, the most advantageous thing you can have in your back pocket is a holistic understanding of your industry and the talking points related to it. Oftentimes in PR interviews, you are not interviewed solely on your product or service, but rather on the news story or supporting conversation related to your offering.

Being an expert in your field not only makes for a more interesting discussion but also aids in making you as the interviewee feel more confident in what you are saying while at the same time establishing you as a thought leader in the minds of the listener.

Give the listeners content that they will find interesting and thought-provoking

Here are my top 5 interview tips that will help you nail your next interview:

1

MAKE PEACE WITH THE NERVES They likely won’t go away. It was Michael Jordan who said, “Being nervous isn’t a bad thing, it just means something important is happening.” And if that doesn’t do it for you, turn it on its head and remember to not take yourself too seriously, it’s not life or death stuff.

2

LOVE WHAT YOU DO AND YOU’LL FINDY OUR FLOW You can’t fake this. If you don’t really care about your product or service or whatever you are trying to ‘sell’ on-air, it’s going to come through in your interview. Passion will trump fear every time. Sometimes the topic you are talking about might be a little removed from your core product, but if you tie it back to what you do and harness that passion, you’ll find your flow.

3

ADDRESS THE INTERVIEWER

BY NAME The key to feeling relaxed in an interview is to feel like you’re just having a conversation, and one way to get things started is to make the interviewer feel comfortable. Remember, they likely haven’t spoken to you before, and they don’t know if this interview is going to feel like drawing blood from a stone or if it’s going to run smoothly.

Make them feel at ease with you by simply addressing them by their name a few times. It immediately establishes unspoken respect and

T I P S & A DV I C E

creates a safe space for some good old-fashioned back and forth.

To quote another famous figure “A person’s name is to him or her the sweetest and most important sound in any language,” Dale Carnegie.

4

NEVER READ YOUR ANSWERS This is one of the worst things you can do on-air. The listener can pick it up right away. It comes across as being unprepared and tells the presenter that you are the wrong spokesperson for the interview. Know your product or service inside out and you won’t need to read anything.

5

ALWAYS THINK ABOUT THE LISTENER Don’t use the interview as a hard sales pitch.

That’s not fair to the listener or the presenter. Instead, tell a story with your answers. Give the listeners content that they will find interesting and thought-provoking.

Think along the lines of ‘Did you know that or a recent study suggests.’

Try to keep the listener engaged.

I promise you they don’t want to spend their time getting the technical run-down on your product or service. What they want is to be moved, inspired, informed, or entertained. Your product or service will receive organic exposure if you always keep the listener in mind when answering questions. Hard sales will prompt listeners to switch off, not only because they didn’t tune in to be sold to, but because it’s boring!

S TA N D A R D B A N K TO P WO M E N L EAD ER S 217

WHAT YOU NEED TO KNOW ABOUT SCALING UP YOUR EDTECH STARTUP

By Gabi Immelman, Founder of Mindjoy

218 STANDARD BANK TO P W O M EN LEADERS

ED T EC H S TA R TU P

Startups are not like the Field of Dreams, in that if you build it, people will come. It’s not

as simple as building a great

product, going to market and waiting for people to come -

especially in the consumer space.

F

ounder and owner of Healthy Living Consulting, Ronald AIn the consumer market, you build a product and test it with some users, who give you feedback that guides the changes you make - and then you iterate (repeat the process a few times). You work in a loop for a while until you think you might have a good product.

Then you realise that part of your product has to drive growth and there are many different ways to do that. This growth engine is very much still part of the startup phase - it is brutal and people don’t talk about how hard it is to get right.

Your product strategy has to be very aligned with your acquisition strategy, and you have to be focused on optimising to keep your customer acquisition cost (CAC) low. You have to find a growth channel that doesn’t drive up the cost of your product (unit economics). If you have poor unit economics, particularly in tough economic markets, no amount of fundraising is going to get you to have the fundamentals in place.

Mindjoy is still very much in the startup phase. Therefore, we are currently focused on what our growth engines are, how we acquire users, how much it costs to acquire them, and how to convert users into paying customers.

T I P S & A DV I C E

This growth engine is core to the business and it takes a lot of work. You also have to be aware that what people want changes over time, so you need to focus on staying relevant.

PEOPLE ARE EVERYTHING I believe the most powerful technology in any business or classroom are the minds in it. Great thinkers wield technology in a way that amplifies their thinking and solutions at scale, but ultimately it’s about people building and learning together.

I’m super bullish on learning from others.

There are a ton of great people out there writing, tweeting and sharing their startup learning journeys. I obsess over other startups that inspire me, what they do and try to understand why they do it.

One phenomenon that I’m interested in is small, high-performance teams that grow to serve a couple of million users. I love using this as a heuristic because you know this is possible. You can start asking yourself how they were able to scale to serve so many customers with a ‘two pizza team’, in other words 10 – 16 people.

Aiming to scale growth with a small team influences your structures, systems and the type of people you hire. You might then make this a principle for how you design your organisation.

Your product strategy has to be very aligned with your acquisition strategy, and you have to be focused on optimising to keep your customer acquisition cost (CAC) low

S TA N D A R D B A N K TO P WO M E N L EAD ER S 219

HOW YOU MAKE DECISIONS COUNTS At Mindjoy we prefer to embrace a diversity of voices, perspectives and life experiences, which leads to stronger, more inclusive teams and better outcomes. As individuals, we commit to raise tough topics and lean into different points of view with curiosity. We avoid judging people; instead, we are rigorous about thinking processes and ideas. We listen, learn and collaborate to gain a shared understanding.

When a decision is made, we commit to moving forward as a united team, always remembering that feedback is information, not judgement. We don’t always have to agree but we always treat each other with respect.

STARTUPS ARE A TEAM SPORT Mindjoy wants to give people the ability to flourish, so we try to hire for strengths that fit. We work with people’s strengths and weaknesses to configure and build better teams. Another founder loaned me the idea that you hire for strengths, not lack of weaknesses. We constantly try to

empower people to grow, push their limits and know they are capable of so much more than they think.

Surrounding yourself with people who challenge you but also support you is what startups are about. Startups are a team sport. While working on your weaknesses is important to cultivating a learning mindset, as a leader you also need to make sure that people focus on the problems that they were hired to solve. You have to address the risks, while allowing them to play to their strengths.

THINK CAREFULLY ABOUT HOW YOU’RE SCALING UP One of my core insights in building Mindjoy is that one thing making edtech companies expensive and hard to scale is that they need a lot of human input and support. There are many people involved in just getting one child through the learning system.

One way of addressing this is that we have adopted a flatter hierarchy with our

220 STANDARD BANK TO P W O M EN LEADERS

coaching team. As we grow, we think a lot about how we scale systems that embed our values and way of work. We think modelling accelerates your rate of learning, quite literally the idea of “show me don’t tell me”.

With coaches, we model what Mindjoy sessions should look like in our weekly coaches workshop, we ensure we maintain a high standard by giving regular peer feedback (which are opportunities to give and receive feedback) and we encourage ongoing learning with the team. Also, we celebrate even the small wins with memes on Slack channels or shoutouts in meetings.

SURROUNDING YOURSELF WITH PEOPLE WHO CHALLENGE YOU BUT ALSO SUPPORT YOU IS WHAT STARTUPS ARE ABOUT

ED T EC H S TA R TU P

We want to be an operationally light team while reducing stress on humans. That’s why we automate processes and think through our systems from the design phase, so we don’t slow down processes and make the product too expensive.

LEARNING IS A MINDSET At Mindjoy everyone is constantly learning - we think that having a growth mindset is a superpower. This means we believe in making mistakes and we aren’t afraid to fail. We support each other when we’re stuck and we encourage our peers to persevere through challenges. We ask for support and we learn from each other.

We don’t let past failures or successes stop us from taking future bold action and achieving our goals.

I’ve found it critical to have a learning or growth mindset. Skills are learnable and mindset matters in your ability to change your skills, strengths and weaknesses.

This is something we try to engender and foster with kids, through coaches and learning support.

Focusing on a niche, doubling down and going deep matters. I think people “pivot” too soon when a channel doesn’t work and the cost of product development is expensive. I started off with the aspiration to build a company that serves all young people, but trying to sell your product and build a business that targets “young people” is too broad.

You have to focus on your offering, focus on finding channels to distribute your offering, and test assumptions. To do that, you have to be specific with your positioning, your targeting and ultimately with who your customers are. This is a phase or process that you really can go deep into to get right.

Mindjoy is a consumer edtech company.

There are two kinds of consumer edtech companies: ones where the student adopts the product and ones where the

T I P S & A DV I C E

parent adopts the product. Traditionally, consumer edtech companies market to parents and many of these companies are very successful. By contrast, we exist for kids, which is challenging because kids are our users but not necessarily the economic buyer. We have to be extremely disciplined in remembering this, because it influences the choices we make and shapes how we think and build our product. The TLDR is that you should spend a lot of time on talking to customers, honing your positioning .

The other thing would be not to create one more app where content is your unique value proposition - content is no longer king. Counterintuitively, as learners we’re overwhelmed by cheap, abundant content.

More access does not translate to more engagement or more motivation to learn.

Instead, we’re working on solutions that drive behavioural change.

We don’t let past failures or successes stop us from taking future bold action and achieving our goals

We want to create a positive environment where we can talk about the things we struggle with, but also talk about the things we enjoy and excel at. We try to create ‘aha’ moments for children, as well as for our coaches and ourselves. I think the essence of being is having time to reflect, admit where we need help, and support each other and celebrate wins with our peers or community.

ADVICE FOR NEW EDTECH START-UPS “Edtech” is as broad a category as “start-ups”, so defining the space you wish to play is a useful place to start.

Think about what kind of sale you’re going to make (are you B2B, B2BC or B2C?).

There is no right or wrong answer here, just different paths to follow. The path you choose will inform and influence the product you build.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 221

FINDING THE BALANCE BETWEEN BUSINESS AND FAMILY

By Anneke Burns, Co-Founder and Publicist, Premier Media & Events 222 STANDARD BANK TO P W O M EN LEADERS

EN T R EPR EN EUR MO T H E RS

O

ne day, while holding my baby in my arms, the realisation dawned on me that if I didn’t take action, we would be destitute. We had all but run out of money and our income was dwindling.

That was the moment that pushed me to shake off my past failure and get moving. So I got up and hit the phone.

That day, I started calling every suitable prospect that I could think of. I pitched my PR services to get my first client and it worked.

to the marketplace and that allows me to serve my larger goals of caring for my family, building a legacy, and living out of my faith. These values drive me to nurture my role as a giver in family and business and I see my relationships as the bedrock of success in these areas.

We landed our first client and it grew, slowly and consistently from there.

Today we have four clients that work with us and we are now looking at ways to manage our business growth.

My husband, Richard Burns, and I run our PR, design, digital marketing, and events business from home so that we can care for our son while serving our clients, but it isn’t without its challenges.

GET SUPPORT I would not be able to meet the demands on my time, and deliver the value that I do if I didn’t have someone assisting me.

In my case, that consists of a nanny to assist me with duties around the house, as well as a freelance account executive, who helps deliver content for our clients.

Trying to do everything yourself will only frustrate you and cause you to burn out.

That means you’ll likely not be the mom or the client service professional that you’d like to be.

I count it as a blessing to be able to work from home, however, as the pandemic has taught many working parents, remote work isn’t always easier.

There’s no textbook that can teach you how to handle the

risk and responsibility of being a mother who is in business,

but shared experience does light the way.

Failure forced me, a new

mother, into action. Having lost everything in a failed business venture, I was faced with the prospect of being unable to

provide for my baby. This was all the motivation I needed to dust myself off and keep going.

T I P S & A DV I C E

We are grateful to work for ourselves and to work from home but it is hard to find that balance. Children need all of you, and business always needs more of you too, be it because of the growing scope of work, or your growing number of clients.

Having landed our fourth client in under a year, the growth is as encouraging as it is stressful. To manage, I’ve identified three key strategies that I use daily: prioritising family, getting support, and laser-like focus.

PRIORITISE FAMILY Everything I do must serve the office that I’ve been called by God to fill: wife and mother. My business brings value

There’s only so much that a hardworking entrepreneur can do in a day. To expand your reach, I recommend getting help.

Whether that means a nanny, a virtual assistant, permanent employees, or all three.

HAVE LASER-LIKE FOCUS There’s no shortage of things calling for our attention these days. We have entertainment, finances, friends, and family, that all want to be our main focus.

Unfortunately, there’s an opportunity cost attached to this, so giving your attention to one thing means denying it to another. I’ve simplified my list of things to focus on, including my faith, my family, and my business. That way I can avoid distractions like on-demand entertainment for example.

Starting a business and having a family is much the same. Each has its demands and requires a lot of attention, focus, and giving. It means digging deep and choosing to live a life of service to others, which is the greatest gift to your family, your clients, and yourself.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 223

RELAX AS HARD AS YOU WORK

By Mpume Ncube-Daka, Founder and CEO, Change Conversations

224 STANDARD BANK TO P W O M EN LEADERS

W O R K -L I FE BA L A NCE

Most working adults grapple with

achieving that elusive equilibrium between the various aspects of

their lives. In my day-to-day work

as a career strategist, the topic of work-life balance is always high on the wish lists of my career coaching clients.

I ask them what work-life balance looks like in their lives. Is it

enjoying the sunshine on a

beach while staring at a device?

Does it mean that Mondays to

Fridays are dedicated to work and life is for the weekend? Or does it

mean never having to work outside of work hours?

My clients are usually a little

surprised by my response, because in my view, the concept of work-life balance is unbalanced. The term implies an either-or scenario and

that life and work are two different

things. Work is very much part of life!

The other implication is that if you are achieving your life goals, you

are slacking at work or vice versa.

Everybody wants to be a devoted spouse and family member AND a high-performing leader or business owner.

Take a moment to centre yourself when you’re moving from work to your personal life and vice versa

J

eff Bezos of Amazon has a philosophy that makes sense to me. He says that if he is happy at home, he comes into the office with tremendous energy.

And if he is happy at work, he goes home with tremendous energy.

Every day is different in terms of our expectations, our desires and those of others. Work-life balance is not a point you can reach, it is much more flexible than that.

In my view, it’s all about alignment and prioritising what is important to you at a particular point in time. Sometimes, work feels like a hurricane and other times, the pressure subsides. There are times when your personal life trumps anything else in your world. Recognising that your reality is a rhythm made up of different seasons in your work and personal life is a step in the right direction.

That is not to say that I don’t advocate a healthy balance between your work and your personal life, I just don’t think you can plan whether there will be cycles of stress in each area. We all need to balance responsibilities with the many roles we assume in our lives.

PRACTICAL TIPS • Ditch the guilt! You feel guilty that you’re not home during the day, then guilty that you’re enjoying yourself when you’re not working.

Instead, be present wherever you find yourself, and tune in fully to the people who are with you.

• Ask for help. You cannot possibly do everything yourself, so when you need a hand, don’t see it as a weakness. Sometimes things simply don’t go according to plan and you are surrounded by people who would probably be very happy to step in if they knew how they could help.

•

•

•

•

•

T I P S & A DV I C E

You can give 100% at work and 100% in your personal life. Instead of visualising your reality in terms of two axes, imagine that you are at the centre of everything you do and care about. You live some of your life at work and some of it at home.

Acknowledge that it takes effort to be happy and satisfied – these things don’t just fall into place. Do the work to identify problem areas and explore how to reduce the stress you feel.

Prioritise. If you are seeing everything as urgent and important, you are fighting a losing battle.

Critically examine your to-do list – both at work and at home – to avoid focusing on something that shouldn’t be a priority at that moment.

Take a closer look at how you spend your time. We often spend time thinking about work when we aren’t there, which can lead to an unhealthy mental relationship with your work. Talk with your nearest and dearest about ideas to manage the occasions when work encroaches on your personal time.

Take a moment to centre yourself when you’re moving from work to your personal life and vice versa.

This will allow you to transition more easily. For instance, make a mental (or physical) note of the tasks you need to tackle at work before you leave, so that they don’t dominate your thoughts when you’re home or out with friends.

Work and personal fulfilment can and must coexist. Embrace the changes in focus when work is your priority, or your work needs to align with needs in your personal life. This fluidity is present whether you’d like it to be or not, so stop fighting it and participate in your own, unique version of a balanced life.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 225

INVESTING IN YOUR MENTAL WELLBEING

By Cathy Jackson

226 STANDARD BANK TO P W O M EN LEADERS

MEN TA L HEALTH

More and more employers are

realising that unless they adopt a new approach to corporate

wellness, they are literally sitting on the precipice of a mental health crisis.

F

ounder and owner of Healthy Living Consulting, Ronald Abvajee, says COVID-19 has literally been the firelighter that has lit the flame on mental health issues and highlighted the inadequacies of patchwork wellbeing solutions in the workplace. “We’ve seen the need for a more integrated holistic, proactive and texturally-relevant programme which resonates with the needs of employees.”

Lindiwe Miyambu, Group Executive for Human Capital at African Bank, who has partnered with HLC as a provider to ASI, agrees stressing the importance of linking the wellbeing drivers of your business with that of your people. “It can no longer be viewed as a beneficial add on. Employee wellness has to be placed front and centre of everything one does and literally integrated into the very fabric of the organisation.” Abvajee calls it embracing one’s imperfections which actually begins to perfect one. It is this paradox that transforms mental health to mental wealth. He says the reality is you cannot achieve your business driver success if your people drivers and wellbeing drivers are not married together. The concept is not necessarily new but COVID-19 has taken many of these underlying issues and made them bubble to the surface.

Mental health is a state of mind. We all have it - the question becomes what do you do with it? “When we flip the script

and take mental health and empower employees to change it to mental wealth, that is when we really start to see a difference,” he says. It’s about investing in something that is better for you. Abvajee uses Kintsugi as his life’s anthem. The practice of Kintsugi - repairing broken vessels by sealing the cracks with lacquer and carefully dusting them with gold powder is a remarkable art. The Japanese believe the golden cracks make the pieces even more precious and valuable.

“Using Kintsugi principles in the workplace means you do not neglect the journey you have walked with your wellbeing – it utilises this as a point of reference. It’s about taking the journey of the past, healing it, and piecing it together so you can acknowledge where you come from and the journey you have gone on.”

Miyambu says that struggling is a normal part of life but, using this principle, you make the individual the phenomenal base. “The fuel becomes the tools you get to be inspired and to act. And when you act, the fuel becomes your wellbeing - your ‘well’ being wealth to invest in.”

We have to try and rid ourselves of the stigma of depression and create more safe spaces in business. Kintsugi actually shows you that there cannot be light without the darkness. It is what you

We’ve seen the need for a more integrated holistic, proactive and texturally-relevant programme which resonates with the needs of employees

T I P S & A DV I C E

do to reframe that within yourself that matters. “When the workplace begins to embrace this as leaders, you make it authentically real and it resonates with staff so each and every day there are choices people can make.

They can then be given the tools and techniques, the golden underlying thread, to help them take what is relevant to them and rise up as they deal with the dips,” she says.

Moving forward a one-size-fits-all solution to wellness will never work as it just leaves too many people on the wayside. She says many companies are happy to invest in wellness but when it comes to the crunch they are just not doing enough. It goes back to incorporating wellbeing as a golden thread into every facet of the organisation. By now so many people are conditioned to living with stress they often don’t even see the danger signs and these days we are seeing so many people struggling who have also lost their work-life balance.

And that includes the leaders and managers in the organisation – the caregivers. Abvajee says compassion fatigue has become a very real syndrome with managers and leaders constantly having to fill up other people’s cups and not filling their own.

“They can become literally numb which moves them from being empathetic to sympathetic. This is why we now also have introduced a number of programmes for the caregivers as well,” he says.

Abvajee says if you can bring care and marry it to high performance, you are literally investing in the well being wealth of your organisation and avoiding the impending wellness crisis companies globally are about to experience.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 227

I NT E RV I EW

SH A R I SK SP ECIAL ISTS

SHA RISK SPECIALISTS

ENABLING PROGRESS. SECURING TOMORROW.

MANISHA CHIMAN Business Leader

SHA Risk Specialists, the largest niche casualty insurance provider in Africa, recently appointed its first female leader, Manisha Chiman.

“As a female leader in the insurance industry, my purpose is to motivate and empower other young professionals in the insurance field.

I seek to support them in developing a better understanding of market developments, strategic investments and industry developments,” says Chiman. Here she shares her story of motivation, resilience and empowerment that encourages other women to follow in her footsteps.

WHO IS MANISHA CHIMAN? I joined the insurance industry at a young age, which has given me the opportunity to learn from experienced professionals in this field. My passion for learning pushed me to gain as much knowledge as possible and, through this process, I have acquired invaluable insights into the complex nuances of the insurance industry, while building strong relationships with like-minded professionals.

With this experience, I now feel empowered to make changes that can benefit the industry going forward.

TELL US ABOUT YOUR JOURNEY IN THE INSURANCE INDUSTRY? Contrary to the norm of how people enter the insurance industry, which in most cases is by chance, my journey into the industry was more intentional.

I made the decision to study Insurance and Risk Management at Witwatersrand University, and subsequently obtained an honours degree in this field. Following my studies and qualification, I took up a position as a General Liability Underwriter in 2011.

This allowed me to gain rich insights and establish a solid foundation of underwriting principles, which has carried me well into my career.

AS SHA’S FIRST FEMALE BUSINESS LEADER, HOW WILL YOU PAY IT FORWARD TO OTHER ASPIRING YOUNG FEMALE LEADERS? Mentorship has played an important role in my professional development.

Throughout my career, I have had the privilege of being mentored by some incredible industry leaders in the liability field and across the business.

The exposure to my mentors has meant growth in understanding my fundamental liability field, harnessing my people skills, navigating corporate dynamics and learning to undertake crucial conversations. Having benefited immensely from my mentors, I have always been aware of the importance of mentorship and recognise the value in paying it forward. As my own way of giving back, I have taken an active role and interest in mentoring young aspirant women and sharing my own journey and experiences through various mentorship programmes. HOW

228 STANDARD BANK TO P W O M EN LEADERS

DOES YOUR APPOINTMENT ALIGN WITH SHA’S GROWTH HORIZONS FOR THE YEARS AHEAD? In a world of rapid change and growing complexity, it is more important than ever for companies to focus on sustainability and sound business strategies that allows them to stay on track and maintain a competitive advantage. Brokers, as key stakeholders in our businesses, play a critical role in the success of any business venture taken on. We must support each other with modern technology initiatives that solve specific challenges, while also encouraging growth through unique skill sets and leadership capacities. It is only through strategically combining multiple perspectives and enthusiasm that we can create a better tomorrow.

SHA Risks Specialists is a division of Santam | FSP 3416 Santam is an authorised financial services provider, a licensed non-life insurer and controlling company for its group companies.

A DV E R TO RIAL

AVI TA

AV I TA

A DV E R TO R IA L

AVITA SCREENING OVER 20000 APPLICANTS

IN A MONTH The very likable and lifelike Avita virtual interviewer then asked the candidates the chosen questions and recorded their responses through video interviews.

Avita not only eliminated admin for the team but for candidates who did not need to coordinate travel and who could complete the video interviews at their pace and at their convenience – any time day or not. This increased their comfort and allowed them to give their best interview.

A manufacturing company needed to screen thousands of applicants for its annual learnership and internship programmes.

With tight deadlines and high demand, in-person interviews were not an option even if the talent team screened throughout the night.

The company needed another way. The answer was Avita, powered by At Play Interactive Talent .

This on-demand video software automates the interview process and gives companies a virtual interviewer to do the interviews for them. The results were outstanding.

With Avita’s ability to scale and work 24 hours, the talent team could interview more candidates at pace.

They saved time by not interacting with unqualified candidates. Their first interaction was only with qualified complete video interviews with related documents.

The talent team could quickly get a sense of the candidate’s culture fit, communication and presentation skills.

If they felt a candidate was not a fit, they did not need to sit through the full interview.

Hiring managers were disbursed nationally across branches and were struggling to find time to screen, book, interview and evaluate candidates.

They were bogged down by admin and arranging the travel of candidates across their sites.

As they made their way through interviews, admin only increased with an influx of candidate calls for feedback and next steps.

SOLUTION:

Avita was quickly implemented. The system screened applicants based on eligibility factors such as location, age and qualification. Those who did not meet the criteria were immediately notified. The talent team then selected from hundreds of scientifically-proved questions for the qualifying candidates who were automatically sent on-demand interview links.

0 0 STANDARD BANK TO P W O M EN LEADERS

RESULTS:

Within four hours of launch, Avita automatically screened 1600+ applicants against eligibility criteria, sent over 300+ on-demand video interview links to qualifying candidates, and produced over 120+ completed interviews ready for review.

Across a timespan of a month, the solution automatically screened over 20 500 applicants, and disqualified 85% of candidates who did not meet the requirements, while collecting over 3000+ qualified video interviews for consideration. The talent team saved 2 796 hours, using this time to provide business value.

With Avita, the candidates shined with less pressure and in the comfort of their own homes and the talent team shined as the experts enabled to detect the best fit for the company.

The results from Avita in four hours

CHALLENGE:

The talent team was under extreme pressure to place candidates for its internship, apprenticeship and learnership programmes.

The team then rated the interviews and shared shortlisted video interviews with managers across branches to review in their own time and comment on for final recommendations.

300+ On-demand video interviews links sent

1600+ Applicants screened

120+ Completed interviews

The results from Avita in a month 20 500 Applicants screened

85% Candidates disqualified

3 000+ Qualified video interviews

2 796 Hours saved

CONTACT DETAILS Address: Dunkirk Office Park, Ballito Office 165 West Street, Sandton Office 416 Anderson Road, Menlo Park, Pretoria Office Email: hello@my-avita.com Website: www.my-avita.com Linkedin: Avita

S TA N D A R D B A N K TO P WO M E N L EAD ER S 229

A DV E R TO R IAL

LUN GI LE M T I YA C ONSULTING

LUNGILE MTIYA CONSULTING YOUR SPECIALISTS IN BUSINESS AND HUMAN CAPITAL SERVICES

Lungile Mtiya Consulting is a 100% female-owned and managed business with branches in a number of major cities throughout South Africa, and aims to provide a one-stop business and human capital consulting services to the wider business society in the country.

Lungile Mtiya Consulting is affiliated with the Federation of African Professional Staffing Organization (APSO) and is certified by Top Gender Empowered Company certified by Standard Bank.The business is a Level 1 B-BBEE contributor to the Codes of Good Practice.

OUR UNIQUENESS • • • •

230 STANDARD BANK TO P W O M EN LEADERS

We do not tell you what to do, we partner We do not operate in a pool system, every client is exclusive Services are rendered at the client’s choice of premises.

And lastly, our aim is to be Hope Merchants for all the clients we service

BT E R EN EWA B LE S

As reported in the most recent BTE Sustainability Report (2022), the company has successfully demonstrated its continued commitment to providing a sound working environment for its employees , creating a fair, diverse, safe, healthy, and rewarding working environment for all.

LERATO NONYANE

Human Resources Director, BTE Renewables

For the third year running, BTE Renewables has qualified as a Standard Bank Top Gender Empowered organisation, testament to the company’s dedication to organisational diversity and inclusion.

Diversity, equity, and inclusion fits into the company’s vision as it is important to its culture as an enabler of fostering creativity, fresh perspectives, and understanding across the organisation.

Speaking to Lerato Nonyane, HR Director, she explains their strategic approach, “Gender diversity and inclusion is closely linked to our vision of combatting gender inequality in our organisation and we do so by ensuring that we are accountable and flexible in our recruitment and retention strategies. Furthermore, we have quantifiable objectives and work closely with our leaders to ensure culture shaping initiatives, which are key drivers.”

This approach is key, considering that the renewable energy sector faces the challenge of retaining key talent due its competitive nature. Underlying this challenge is that some of BTE Renewables’ work takes place in remote areas across rural communities, which takes employees far from home.

“It’s about continuously trying to be innovative and intentionally creating a work culture that promotes individual development and growth by perpetuating a lifetime of learning that maximised long term positive investment in our people.”

“Diversity and inclusion continue to be a key focus area, and we’re proud to say that in the last reporting year, all of our metrics improved due to active recruitment and a focus on career path development for our promising female employees.

We already had strong representation of women in leadership positions throughout the organisation, but this approach led to an increase to 57% of female Head of Departments in 2022, with the same proportion in Senior Management positions. The overall representation

I N T E RV I E W

of women in the workforce also showed good improvement, and in South Africa, the proportion of women in the workforce rose to 55%.”

BTE Renewables’ South African workforce reflects the country’s ethnic composition, measured through implementation of the SA Employment Equity Plan, which aligns with the country’s Employment Equity Act (No. 55 of 1998). Progress is actively monitored and inclusively managed through quarterly Employment Equity and Skills Development Committee meetings, with representatives nominated by employees.

The company seeks to go over and above mandated requirements, striving to increase awareness and an inclusive culture to upcoming talent.

CONTACT INFORMATION Physical address: Building 1, Leslie Ave East, Design Quarter District, Fourways Telephone: 011 367 4600 Email: info@bterenewables.com Website: www.bterenewables.com

S TA N D A R D B A N K TO P WO M E N L EAD ER S 231

A DV E R TO RIAL

R P B E LE CT RO TEC HNICAL SERV ICES

RPB ELECTRO TECHNICAL SERVICES (PTY) LTD

A SOUTH AFRICAN COMPANY SPECIALISING IN ELECTRICAL ENGINEERING WITHIN AFRICA AND ABROAD “The company that boasts more than 26 years of experience”

SITE MANAGEMENT SERVICES • Tender evaluation • Specialised technical investigations and supervision Our mission is to provide unparalleled Training service to our clients, providing clean and • • Project management renewable energy sources within South • Consulting services Africa and abroad. We aim to improve • Operational site management the quality of infrastructure through and reporting the technological advancements • Inspections and audits of engineering.

• Performance optimisation • Stakeholder communication Our team thrives to render excellent • Accounting, administration service to ensure continued success and secretarial on all projects and objectives. Our • Health and safety compliance main scope lies in the services we • Electrical and machinery offer in operations and maintenance Act compliance and site management.

SHEQ POLICY At RPB, we are committed to ensuring, OPERATIONS & as far as it is reasonably practicable, MAINTENANCE SERVICES: a safe and healthy workplace for our • Power transmission employees and others that may be • Power distribution associated or affected by our activities • System control by eliminating or minimising the risk of • Substation design injury or harm to our employees and • Protection system design other affected parties. We are also • Network analysis committed to reducing the environmental • Power lines impact of our operations through • Electrification the application and management of • Reticulation nationally responsible and sustainable • Power factor correction design business practices while at the same and installation time producing the required services • Specialised cable installation, testing, which will exceed customer needs fault finding and repairs and expectations.

• Maintenance work on High Voltage and Medium Voltage equipment While maintaining high quality services • Authorised switching, isolation, to our clients and employees, we are and earthing committed to: • Identifying, analysing, and managing • Renewable energy design, workplace hazards and risks installation, and testing

232 STANDARD BANK TO P W O M EN LEADERS

• • • • • • •

Workplace hazards and risks Exercise and maintain nondiscrimination and equal rights in the workplace The prevention of injuries and illhealth to our employees and others The compliance to basic human rights and fair wage implementation Continual improvement of SHEQ Create a safe and healthy working environment Prevent pollution and maintain sustainable business operations

As management we lead the company in this commitment and encourage employees,contractors, and stakeholders to do the same; to create a culture of zero harm, zero deficiencies and zero damage.

CONTACT INFORMATION: Address: 131 The Paddock, Khyber Rock, Woodmead Tel: 082 534 2121 Email: adk@rpbservices.co.za

HJ V AT TORNE Y S

P RO F I L E

H J V AT TO R NE YS PRE VE NTATI VE L AW I S OU R C ORNERSTON E Founded in 2015, HJV Attorneys offers a Legal Audit Service, which entails a strategic analysis of your business or organisation to determine any legal issues that might be underlying and threatening.

The founder, Annick Hough-Bergh,

is an Admitted Attorney of the High Court of South Africa, a Qualified Mediator and Professional Director, and an acting Company Secretary with an expert portfolio of 14 years’ experience in Commercial and Labour Law and an impeccable success rate.

ANNICK HOUGH-BERGH CEO & Financial Director

Annick Hough-Bergh – CEO & Attorney/ Mediator/Professional Director Jade Swanepoel – Attorney

Annick is a firm believer in “prevention is better than cure”. Preventative law is therefore the cornerstone of her firm, HJV Attorneys. HJV Attorneys will put a stop to problems before they arise, and they will help you identify problems and recommend specific legal solutions before a lawsuit is filed or a compliance issue is raised.

affordable legal services which are customised according to the needs of each client, while vesting long-term relationships aimed at the well-being of each client. HJV Attorneys, therefore, offers tailor-made retainer solutions for each commercial and corporate client.

Our current client base extends from local to international and as wide as mining to innovation. HJV Attorneys also offers a Legal Audit Service, which entails a strategic analysis of your business or organisation to determine any legal issue that might be underlying and threatening.

However, should you be in the midst of a lawsuit or compliance issue, Annick and her team will be at your service.

When Annick founded HJV Attorneys her aim was always to provide

Our services include but are not limited to: ‧ Establishing business entities ‧ Compliance: Labour, contractual, Internet ‧ Intellectual property establishment and protection ‧ Civil Litigation: Labour legislation and dispute resolution in the CCMA and Labour Court ‧ Disciplinary hearings ‧ Contract procurement ‧ Policy & document retention and procurement.

CONTACT INFORMATION

SOCIAL MEDIA PLATFORMS

Telephone: 063 776 4385

Facebook: www.facebook.com/hjvattorneys

Website: www.hjvattorneys.co.za

Instagram: @hjv_attorneys

Address: 20 Park Avenue, Rooihuiskraal,

Linkedin: www.linkedin.com/company/hjv-

Centurion, Gauteng

attorneys/

Email: annick@hjvattrorneys.co.za

Twitter: @HJVAttorneys

S TA N D A R D B A N K TO P WO M E N L EAD ER S 233

A DV E R TO RIAL

M M C BUSI N E SS SOL UTIONS

MMC Business Solutions is a management consulting company established to provide clients with exceptional ICT-based business solutions and training services to improve their efficiency and effectiveness in achieving their strategic goals and objectives.

We provide professional and innovative business solutions tailored to meet the needs of all clients.

Over the years MMC has implemented successful training programmes comprising of learnerships, internship and short programmes for thousands of beneficiaries across the country.

A company with a BBBEE Level 1 with 100% Black female ownership, we are proud to continue changing lives through development and growth programmes.

MMC is accredited with various SETAs and the QCTO to provide the accredited programmes.

CAPACITY MMC is made up of a team of professionals and sector specialists with the passion and commitment to partner with organisations to implement interventions aimed at enabling socioeconomic transformation. It is in our DNA to: Engage Collaborate Innovate Develop

WHAT WE OFFER Research and labour market analysis

Construction Tourism and hospitality

•

Short Courses Project Management Management Development Leadership & Personal Mastery Office Administration Information Technology Health and Safety

• •

Conduct research and industry specific labour market analysis Guide the process to identify relevant interventions to respond to the needs of the labour market Conduct research to drive innovation guided by best practice and global benchmarks

Strategy and policy development • •

Stakeholder engagement, public participation and workshop facilitation services Develop strategies and policies to guide implementation

Project management and support • • •

Set up tailored project management structure/office Develop project implementation methodologies and tools Implement and monitor projects

OUR ACCREDITED PROGRAMMES INCLUDE: Full courses Business management skills Project management Management and leadership Information technology Local government

234 STANDARD BANK TO P W O M EN LEADERS

PRECIOUS NALA Founder, NXT Marketing

TOP WOMAN Precious Nala Founder, NXT Marketing ACHIEVEMENTS • Winning the Standard Bank Top Women Young Achiever’s Award 2022.

• Winning the CEO Award at Afrika Tikkun 2021.

• Working with the Fundraising team at Afrika Tikkun in raising over R200 000 000 during COVID-19.

• Holds a seat in the following boards as an Executive Director: Rhiza Enterprise and Rhiza Holdings.

• Social responsibility initiatives.

• Developed the Neighbour-to-Neighbour campaign during the height of COVID for Afrika Tikkun.

• Launching the Reviving Township Economies initiative for Township Fleva to provide grant funding for township businesses and providing grant relief to over 2000 township businesses.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS 1. Get involved in your local business community. Get to know other entrepreneurs and join networking group.

2. Document your business strategy and break it down into actionable sizes for execution.

3. Making decisions as business owner can be scary.

Go with your instincts and trust your call.

4. Be efficient with your time. Remember, time is money.

5. Stay positive and push through the tough times.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? Women are frequently overworked, overlooked, and underpaid in the workplace, which is why many of them change jobs in search of more stability. Offering equitable salary and outlining clear and fair promotion procedures during the hiring process, in my opinion, will contribute to a workplace culture that is inclusive.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? • Future marketing trends are quickly moving towards artificial intelligence. How does one adopt without compromising the quality of content.

• Videos with personified content are quickly gaining popularity and its critical to understand how to infuse this in one’s business.

• Aligning marketing and sales using technology platforms that promote positivity towards growing market share.

• Conversational marketing and customisation is crucial to work in an agile environment.

• Innovative social media tools and influencer marketing has become a buzz and business need to take advantage.

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? My advice is: 1. Be relevant!

2. Be clear and consistent in your communication.

3. Engage with existing and prospective connections.

4. If your business is not on social media, you are missing out on crucial benefits for your brand.

5. Not every social media platform is created equally.

6. Have a social media strategy that is best suited for your brand.

WHAT IS YOUR POSITION ON DOING BUSINESS IN AFRICA? I've had the chance to work in Botswana, Mauritius, Zimbabwe, Kenya, Nigeria, Uganda and South Africa. Even if the cultures of each country diversity, we Africans have shared values and are proud to be from this continent.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? 1. Emotional intelligence 2. Cohesive collaboration 3. Active agility 4. Culture shaping 5. Growth mindset WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Chimamanda Ngozi Adichie Chimamanda believes that femininity and feminism complement each other. Women should be allowed to have a broad range of what they can be, of who they can be, of how they can present themselves.

I love femininity

CONTACT INFORMATION Founder: Precious Nala Telephone: 076 989 0487 Email: hello@nxtmarketing.co.za Website: www.nxtmarketing.co.za S TA N D A R D B A N K TO P WO M E N L EAD ER S 235

P ROF I L E

M & C CON SULTING ENGINEERS (PTY) LTD

M & C C O N S ULT I N G EN G I N EER S ( P TY) LT D

P ROF ILE

M & C CONSULTING ENGINEERS (PTY) LTD MULTIDISCIPLINARY CIVIL ENGINEERS PROVIDING PROVEN ENGINEERING SOLUTIONS TOGETHER OUR TOP WOMAN M & C Consulting Engineers (Pty) Ltd is a KwaZulu-Natal based, 100% black women owned and managed multidisciplinary civil engineering consultancy firm. The consultancy was

SINENHLAHLA CHAMANE

CEO & Managing Director: M & C Consulting Engineers (Pty) Ltd

COMPANY STATS CEO & MANAGING DIRECTOR: Sinenhlahla Chamane COO: Sinenhlahla Chamane

MARKETING & COMMUNICATIONS DIRECTOR: Msawenkosi Sibisi HUMAN RESOURCES AND SALES DIRECTOR: Msawenkosi Sibisi BUSINESS SECTOR: Civil and Structural Engineering, Project Management

FOUNDED: 2011 BRANCHES: 2 EMPLOYEES: 9 ANNUAL TURNOVER: R9 717 924 MEMBERSHIPS: Consulting Engineers South Africa (CESA) The Engineering Council of South Africa (ECSA) The Institute of Municipal Engineering of Southern Africa (IMESA) The National Human Rights Commission (NHRC) Society For Asphalt Technology (SAT) STRATEGIC PARTNERSHIPS uHele Precision Geomatics INC Geo-Caluza Engineering Isibuko Se-Africa Development Planners Kosmovision Emvelo Quality and Environmental Consultant

established in 2011 by Sinenhlahla Chamane Pr. Tech Eng, who leads M & C Consulting Engineers (Pty) Ltd

diverse team of professional engineers, technologists, technicians and development consultants.

Sinenhlahla Chamane holds a Bachelor’s Degree in Technology: Civil Engineering, and is registered as a Professional Technologist Engineer with ECSA, as well as a builder with NHRBC. She is a member of SAICE,

IMESA and MSAT. Her industry experience spans over a decade, and her ability to forge strategic partnerships with other professional construction and engineering B-BBEE partners is a key to M & C Consulting Engineers ability to successfully deliver high-quality projects – within the programme and budget.

The company’s technical and administrative experience spans a broad spectrum of civil infrastructure development.

M & C Consulting Engineers (Pty) Ltd is an engineering firm that provide civil engineering services and project management in the following area: • •

•

Roads, rehabilitation of roads and storm water management Water (bulk, reticulation, nonrevenue water reduction and water pump-station) Sanitation (bulk sewer, reticulation sewer refurbishment and upgrade

•

•

• • • • •

wastewaterworks, sewer pump station and construction VIP toilets) Municipality support systems including MIG projects Civil and Structural Engineering works Construction of sports and recreation facilities including communal swimming pools, sports grounds etc.

Housing infrastructure planning,

design and construction monitoring Structural engineering and building works Parking and traffic studies Project management and contract administration Business planning and advisory services

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI) • • • •

•

Partnered with district municipality in providing food parcels in 2020 Employment of youth in work training programmes Prioritising employing local people Ensuring the quality, healthy and safe environment in the communities in which the business operates Assisting the community with facilities that the company possesses

CONTACT INFORMATION Telephone: 035 550 0231 Website: www.mcconsulting.co.za Facebook: mconsutingenginrrs Instagram: @mcconsultingengineers Twitter: @MC_Consulting_ LinkedIn: M and C Consulting Engineers

236 STANDARD BANK TO P W O M EN LEADERS S TA N D A R D B A N K TO P W O M E N L EADERS 0 0 0

S TA N D A R D B A N K TO P WO M E N L EAD ER S 237

P ROF I L E

J O H N BA K SOL UTIONS

J O H N BA K S O L U T I O N S

P RO F I L E

JOHNBAK SOLUTIONS T R U S T E D A DV I S O R I N T H E I C T S E C TO R TIPS ON THRIVING IN BUSINESS FROM REABETSWE •

•

•

REABETSWE SEMENYA Managing Director

To be successful and sustainable in business, you need to be passionate about your products and services You need to understand the environment your business will operate in Most importantly, you need to employ a good team that will understand and support your vision and work together to reach the set goal.

COMPANY STATS

ORGANISATION SYNOPSIS

MANAGING DIRECTOR: Reabetswe Semenya COO: Pieter Van Wyk MARKETING & COMMUNICATIONS DIRECTOR: Jane Rathebe

Johnbak Solutions is a global leader in providing business and technology consulting services that transform organisations through innovative ICT solutions.

FINANCIAL DIRECTOR: Susan Vayaya

SALES DIRECTOR: Busi Skhosana FOUNDED: 2003 TURNOVER: R 20 000 000 BRANCHES: 3 MEMBERSHIPS: ISO 9001 PARTNERSHIPS: We have strategic partnerships with leading OEM Brands in the IT Industry such as DELL, Cisco, HPE, Huawei and Microsoft

JOHNBAK SOLUTIONS’ TOP WOMAN Reabetswe holds a BCom Accounting degree from the University of Johannesburg.

Her journey in the IT industry started 10 years ago and she was elevated to top management positions. She is passionate about women empowerment and this can be seen from her organisation which employs nine women out of a total of 15 employees. She is also passionate about digital transformation solutions and the Fourth Industrial Revolution and the impact it has on the South African economy.

238 STANDARD BANK TO P W O M EN LEADERS

BUSINESS SECTOR – products and services Information, Communications and Technology (ICT) OUR SERVICES INCLUDE: -Hardware Supply -Digitalisation -Managed IT Services -Cloud Storage -System management

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT In October 2021, Johnbak Solutions launched an internship programme for IT university graduates to gain work experience. The programme currently employs four interns, three of them being female. The goal of the internship is to develop them into

qualified solutions architects and we offer training and physical tests to empower them towards that goal.

Our working environment is also quite flexible since most of the women employed in our organisation are under 40, which means that they are starting their own families and need a flexible work environment.

GENDER EMPOWERMENT: STATISTICAL OVERVIEW Female percentage Percentage of female shareholders: A >50.1% female shareholding – 100% owned by Ms Reabetswe Semenya Percentage of female executive directors/senior management: A >50.1% female executive directors – 100% Percentage of female staff members (overall in the company): A >50.1% female staff – 60% (9/15 are female)

CONTACT INFORMATION Physical address: 244 Jean Avenue

Unit 25 Norma Jean Square Centurion, 0157

Postal address: P O Box 1290, Houghton, 2091 Telephone: 012 664 1310 Email: Reabetswe@johnbak.co.za/ Sales@johnbak.co.za Website: www.johnbak.co.za Facebook: Johnbak Solutions

S TA N D A R D B A N K TO P W O M E N L E A D E R S 0 0 0

EC A C O N S ULTI NG

I N T E RV I E W

ECA CONSULTING Environmental Assessment Practitioners

IN YOUR OPINION, HAS THERE BEEN A NOTICEABLE UPTAKE IN ESG OVER THE LAST 5 YEARS IN SOUTH AFRICA? What we have seen in the last 5 years is certainly a larger awareness of the environment and the implications of sustainability in business and development. Managing your environmental footprint is not only great for the environment but it is immensely positive for the triple bottom line – people, planet, profit.

ECA Consulting finds itself at the forefront of environmental protection and sustainable development with the express goal of helping their clients comply with environmental regulations. Here Director, Leena Ackbar, takes us through the services they offer and plans for growth.

PLEASE OUTLINE THE PRODUCTS AND SERVICES OFFERED BY ECA CONSULTING ECA Consulting is a Professional Environmental service provider. We undertake Environmental Impact Assessments and other legislated environmental approval processes to ensure that development aligns with the principles of sustainability and complies with the environmental law in our country. Certain developments will exceed the legislated thresholds and will therefore require environmental approval to proceed. Once a project is approved, we also assist with monitoring the construction phase – We are very proud to be involved in development from concept to completion!

WHAT EXCITING PLANS DO YOU HAVE FOR 2023?

We have proudly grown in the environmental field to practise across all major provinces in South Africa whilst working with some of the country’s major role players. In 2023, we are looking forward to the roll out of more energy projects and plan on tapping into sustainability consulting. We have identified a gap that currently exists between tertiary education and workplace skills – this year we plan on creating more opportunities for mentoring aspiring environmental assessment practitioners by creating platforms for training and engagement with expertise in the field.

WHAT DO YOU ENJOY ABOUT YOUR ROLE AS DIRECTOR AT ECA? I have always considered myself an alpha female! Being Managing Director, alongside our Operations Director, Manogrie Chetty, affords me the opportunity to fulfil both passions of mine which are environmental sustainability and leadership. It is humbling and an honour that Top Women has acknowledged us for creating a leading environmental consultancy that uplifts women in this field.

WHAT ARE SOME OF YOUR FLAGSHIP PROJECTS? ECA Consulting is currently leading the environmental approvals process for a number of major infrastructure and energy projects throughout South Africa. It is noteworthy that we are involved in projects that have the potential to relieve the energy crisis we are currently facing whilst other projects allow for the sustainable expansion of our local and international trading platform in KZN.

CONTACT INFORMATION: Telephone: 074 244 7862 Email: info@ecaconsulting.co.za Website: www.ecaconsulting.co.za S TA N D A R D B A N K TO P WO M E N L EAD ER S 239

PRO F I L E

M A SI N A AT T ORNEYS INC

MASINA ATTORNEYS INC MORE WOMEN WILL BE PART OF THE LEGISLATIVE AND JUDICIARY ARM OF GOVERNMENT reasons. When executed meaningfully, it leads to an abundance of positive outcomes for both individuals and businesses.

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION?

Metse Reasoness Kekana Managing Director, Masina Attorneys INC Masina Attorneys INC is a wholly black female-owned and controlled firm that endeavours to uplift historically disadvantaged individuals by giving them preference whenever the opportunity for employment arises and by engaging them as primary service providers and consultants in all its operations. Managing Director, Metse Reasoness Kekana (Masina), shares what it takes to lead this business.

HOW HAVE YOU IMPLEMENTED GENDER-DRIVEN DEVELOPMENT IN THE WORKPLACE? As a leader myself, I strongly believe that it is within my power to uplift other women.

I provide ways to train and up-skill my female employees by discovering skills that can be converted into women power.

I take this responsibility seriously because when I empower women, I empower not just the individual, but also the generations to come.

I believe enlightening women’s capabilities in the workplace is an important attempt for companies to undertake for multiple

I have more women who now have successful organisations of their own through my training and mentorship. They are succeeding in their careers as they have been empowered. I ensure that highachieving women in my workplace are properly recognised and have equitable opportunities in the succession planning of the company and have advancement opportunities to set career goals.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? The current trend is that South Africa has a system to enact legislations that are in the interest of the people and communities.

Currently, every person has a right to approach the court of law and to acquire legal solutions and legal assistance even for free.

Participation of women in the legal field is increasing, there is an increased number of attorneys, magistrates and judges.

Future trends are that more women will form part of the legislative and judiciary arm of government. Women were not allowed to own properties and currently and in the future the tables are turning.

240 STANDARD BANK TO P W O M EN LEADERS

WHAT SKILLS ARE FUTURE LEADERS GOING TO NEED? One thing that our computers and robots cannot do or master is emotional intelligence, thus giving humans the upper hand when it comes to harnessing those all-important interpersonal communication capabilities.

The future will need communicators who can empathise with their team and who will be able to make informed business decisions and react appropriately to any developments.

WHO ARE THE FEMALE LEADERS THAT INSPIRE YOU THE MOST? Basetsana Khumalo - a business leader who is known in the entertainment industry for empowering other women and Audrey Gwangwa - a Registrar at Deeds and a mentor for aspiring conveyancers. She empowers them by simplifying the exam materials which opens doors to more conveyancers.

CONTACT DETAILS Address: Cnr. Jeppe and von Welleigh Street, Marble Towers, 3rd Floor, Office 6, Johannesburg.

Tell: 011 331 0123 / 071 334 7809 Email: info1@masinaattorneys.co.za

A BEL L A MI N I N G A N D I N D US T R I ALS

I N T E RV I E W

ABELLA MINING AND INDUSTRIALS LEADING THE WAY IN FAULT DETECTION

KHOMOTSO THOKA-MOGARI Abella Mining and Industrials Founder

AS MANAGING DIRECTOR SINCE 2009 WHAT HAVE BEEN SOME OF THE MOST NOTICEABLE TRENDS YOU HAVE SEEN IN YOUR INDUSTRY OVER THE LAST 14 YEARS?

The emergence of automation, AI and machine learning to improve efficiency and protect the enviroment. Staff safety considerations are taking the industry by storm.

Abella Mining and Industrials began by trading commodities between the Democratic Republic of Congo and Zambia, where they gained exposure to artisanal mining and the world of commodities trading. The company then ventured into Fuel and Lubricants.

This is where Condition Monitoring was introduced, through Kluber Lubricantion, after a request from one of their clients the rest is history. Founder and Director, Khomotso Thoka-Mogari, has seen the noticeable growth in automation and AI solutions shaking up the industry over the last decade. Here she details what services Abella Mining and Industrials offers and shares their plans for the year.

PLEASE DESCRIBE THE SERVICES OFFERED BY ABELLA MINING AND INDUSTRIALS

We offer wireless IoT Sensors for rotating equipment, that deliver true predictive maintenance through vibration analysis. Our Predictive Maintenance solution not only collects data but uses sophisticated signal processing and machine learning algorithms to automatically trend the data collected.

Identifies anomalies, classifies the type of defect and predict the machine's remaining useful life. This helps maintenance professionals plan effectively for maintenance.

WHAT HAVE BEEN YOUR MEMORABLE MILESTONES AT ABELLA MINING AND INDUSTRIALS?

Our early days journey started with commodities trade between the DRC and Zambia. We entered the Condition Monitoring space because of Klueber Lubrication, who required this service for their clients - from us - as their channel partner. Since then it has been an uphill but fulfilling journey. Anglo American Platinum, Mogalakwena, has also built a good foundation by being the first company to offer us an opportunity for proof of concept on the Idlers Monitoring Technology. Since then we have been able to deploy in three more major mining houses. We are looking at expansion in the next two years.

WHAT EXCITING PLANS DO YOU HAVE FOR 2023?

Breaking into the male-dominated Condition Monitoring Field is my main goal. We plan to grow the conveyor idlers monitoring and IoT Vibration Sensors (Predictive Maintenance) solutions and see more companies benefit through higher uptime and improved equipment life cycle. We want to graduate from being in the periphery to being recognised as one of the main players with a seat at the main table. Collaborations will be key in getting us into areas where we would not necessarily get access due to existing biases and discrimination that still make women-owned companies less desirable to decision-makers.

The second part of the year will see us moving slowly into the continent.

Engagement with possible collaborators has begun, we hope to start making inroads in 2024. There is no doubt that our products and services are superior and will add tremendous value to the client. Our IoT Vibration analysis solution is the only wireless, 6-in-1 sensor that has the capability of electrical and mechanical fault detection.

HOW DO YOU ENSURE GENDER EMPOWERMENT IS EMBEDDED IN THE POLICIES AND PRACTICES OF THE COMPANY?

Jobs of the future are in tech, and this is where women need to upskill themselves and access opportunities. Although technology and innovation are opening doors for women involvement, discrimination and biases still exist heavily in the mining industry.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 241

FINANCIAL SECTOR TRANSFORMATION COUNCIL Transformation is not a future event. It is a present-day activity

The FSTC is a transformational body mandated to drive and measure transformation within the financial services sector premised on the B-BBEE Framework, more specifically the Financial Sector Code as an instrument towards redressing social and economic inequalities towards the growth of a sustainable economy.

Driving Transformation • •

Advocacy Training

•

Policy

Measuring Transformation • Reporting • Research • Awareness

The broader mandate of the FSTC is to support economic growth and inclusivity while overseeing and enforcing the implementation of the 2017 Amended FS Code which is the central instrument that is aimed at realising its transformational pursuits and defined through the respective elements: Ownership, Black Business Growth Fund (BBGF), and related Equity Equivalents (FS100).

Management Control (FS200) and Skills Development (FS300)

State of Transformation Annual Report Through the sector’s compliance of these provisions, transformation is measured within the framework of the development of the State of Transformation Annual Report which plays a critical role in providing the sector with a clear roadmap through building on existing initiatives towards sustainable black economic empowerment for the benefit of the broader public.

Preferential Procurement, Enterprise Development and Enterprise Supplier Development (FS400) Socio-Economic Development and Consumer Education (FS500) Empowerment Financing (FS600) Access to Financial Services (FS700) General principles (FS000) Schedule 1 - Retirement Fund Scorecard

FSTC Constituencies

Contact information Email: reporting@fstc.org.za Telephone: 011 838 6966

242 STANDARD STANDARD BANK BANK TO TOPP W WO OM MEN EN LEADERS LEADERS

Social media Twitter: @The_FSTC LinkedIn: @FSTC Facebook: @FSTC

J R S SOLU TI ONS

P RO F ILE

JRS SOLUTIONS ADVANCED INNOVATIVE TECHNOLOGY to keep JRS moving forward and at the forefront of its industry. She has been recognised for her outstanding achievements scooping awards like the Blue Heart Reward at Raizcorp and Best IT Solutions Company by DUT CSE. The Blue Heart Award recognises her relentless ability to rise again, demonstrates her determination to achieve excellence and her inexplicable strength of character as a trailblazer in the ICT Solutions Industry.

SESHME HOLLOWAY CEO & Managing Director

ABOUT THE ORGANISATION JRS Solutions is an ICT Security Solutions Service provider specialising in Port automation, Vehicle and Pedestrian access control.

BUSINESS SECTOR: ICT Security Solutions YEAR FOUNDED: 2008 NUMBER OF EMPLOYEES: 14 BRANCHES: Durban and Gqeberha MEMBERSHIPS: ISO 9001:2015 certified STRATEGIC PARTNERSHIPS: Camco Technologies/ Boomgate Systems ANNUAL TURNOVER: R13 080 503

OUR TOP WOMAN Seshme Holloway is a dynamic businesswoman who has a passion to empower others. She is resourceful and has persevered to grow the company by accessing funding and mentorship through various programmes, continually re-inventing herself to keep JRS Solutions moving forward. Since 2019 JRS has experienced phenomenal growth by experiencing a turnover increase of 94%.

She is resourceful and has successfully accessed funding and mentorship through various programmes. She believes in life-long learning and continues to re-invent herself

Seshme believes that as a woman in a male-dominated industry, one must have the courage to step into new territory and seize opportunities, whilst executing in the unique grace that only you as a woman know how to do.

FIVE TIPS ON THRIVING IN BUSINESS FROM SESHME HOLLOWAY • Set targets for your business and ensure effective measurement of those targets.

• Invest in people as they are your greatest asset in business.

• Diversity is key in remaining in business as it generates multiple streams of income.

•

•

Seize every opportunity you get, no matter the size, there is always value in every endeavour.

Maximise your strengths, know your value proposition and continually improve on it.

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT Seshme takes a personal interest in investing in the women in the organisation by ensuring that they are continually growing by providing opportunities to attend training courses in order to skill them in the areas where there is a gap. JRS Solutions fully recognises that the women in the organisation are not just employees

but they are mothers and some, single mothers with children, therefore, we are flexible with working hours to accommodate our women who have children at creche and aftercare facilities. We also have a wellness programme in place to ensure that all our staff can afford to pay for basic private healthcare. This ensures their mental and physical well-being in the workplace.

JRS has been involved in various CSI Initiatives over the years namely, • Lungisani Indlela Learner Support • Feeding schemes at a Community Covenant Crisis Care Centre • Donation of winter blankets to various initiatives • Financial support of various youth mentorship programmes organised

by Destiny Fulfilled • Sponsorship of Gifts for Breast Cancer Awareness Drive held at the Inkosi Albert Luthuli Central Hospital • Partnership and financial support of various women empowerment conferences EMPOWERMENT POLICIES: Seshme Holloway is passionate about women and youth empowerment. JRS believes in investing in initiatives that open doors of opportunity for our youth and women ensuring that they reach their full potential.

CONTACT INFORMATION Physical address:100 Adelaide Tambo Drive, Durban North, 4051 Email: info@jrssolutions.co.za Telephone: 031 811 2738 Website: www.jrssolutions.co.za Twitter handle: @JRSSolutionsSA Facebook page: @JRSSolutionsSA

S TA N D A R D B A N K TO P WO M E N L EAD ER S 243

VE A R O A D MAINTENANC E AND C IV IL S (PTY) LTD.

VEA ROAD MAINTENANCE AND CIVILS (PTY) LTD. BUILDING A POSITIVE AND LONG-LASTING LEGACY CORPORATE SOCIAL INVESTMENT 1.

•

•

THOKO TSHABALALA-SHANDU MD of VEA Road Maintenance and Civils (Pty) Ltd.

VEA Road Maintenance and Civils (Pty) Ltd. is a 31% black woman-owned company with 51% black shareholding. We offer the full scope of road construction services including road rehabilitation and routine road maintenance on various South African roads.

All workmanship is conducted by competent highly skilled teams overseen by experienced contract managers.

OUR CLIENT BASE CONSISTS OF THE FOLLOWING: • The South African National Roads Agency.

• Gauteng Department of Road and Transport.

• KZN Department of Roads and Transport.

• City of Tshwane Department of Roads and Stormwater.

Over the last 5 years, we have successfully operated and completed road maintenance contracts in excess of R2-billion, and directly employed more than 2 000 people. We have empowered more than 600 SMMEs and EMEs on our contracts.

STATISTICAL OVERVIEW Percentage of female shareholders: 25.1%-50% Percentage of female executive directors: 5%-25% female executive directors Percentage of female staff members (overall in company): 5%-25%

• •

AFTERCARE Building an aftercare library/homework centre in Mmakaunyane, North West.

Donations towards the stipend of aftercare leaders (tutors, cooks, music/arts) in Mmakaunyane, North West.

Food for aftercare children.

2. EARLY CHILDHOOD

DEVELOPMENT • Training of teachers in Early Childhood Development Centers to improve education on children within their centres: Winterveld, Gauteng; Kwamhlanga, Mpumalanga; Wallmansthall, Gauteng; Ga-Motle, North West.

• Agriculture and farming support which provides nutritious food for children within the centres: Winterveld, Gauteng; Kwamhlanga, Mpumalanga; Wallmansthall, Gauteng; GaMotle, North West.

3. CHILD SPONSORSHIP • Funding has gone towards supporting vulnerable children and their families including food parcels, toiletries, school uniforms, and psychosocial support: Winterveld, Gauteng; Mmakaunyane, North West; Olverton, North West; Kwamhlanga, Mpumalanga Abbas, Abraham Kriel Bambanani, Nkanyezi Stimulation Centre, Blue-O Community & The Light House Shelter.

244 STANDARD BANK TO P W O M EN LEADERS

EMPOWERMENT OF WOMEN AND GENDER EQUALITY Our vision is to ensure equal enjoyment of all rights and freedom by every person and promote equality and gender empowerment in the workplace. It is our goal to include women as a designated group in respect of whom positive steps must be taken to ensure equitable representation in our workforce.

We will eradicate all barriers to equal participation.

The outcome of the envisaged workforce transformation will focus on the following: • • • • • • • • • •

The promotion of women leaders Governance in terms of the equity and transformation plans.

The allocations of funds for the transformation process.

Accountability mechanism for monitoring progress.

Translating the plan into practice.

Focus on employment policies.

Employ adequate resources.

The inclusion of unemployed women.

The inclusion of young,unemployed women.

Promote education and training for women.

CONTACT INFORMATION Telephone: +27871600318 Website: www.vearoad.co.za

S TA N D A R D B A N K TO P WO M E N L EAD ER S 245

PRO F I L E

J E E HU (P T Y ) LTD

J E E HU (PTY ) LTD

P RO F I L E

JEEHU MULTIDISCIPLINARY ENGINEERING & MINING SERVICES COMPANY COMPANY HISTORY Jeehu (Pty) Ltd is a multidisciplinary Engineering and Mining Services company. It was born out of concern that many black students were changing from their engineering career to other professions because they could not find places for internships to enable them to complete their diplomas - many decamped to other

DR IZENDU AGHACHI

Director and Head of Technical Services

ACHIEVEMENTS • • •

• •

Owner and director of Jeehu(pty) Ltd Owner and director of Minatlou Trading 474 CC Woman in Science Award, 2007 (Woman from Africa participating in male predominant field) DST and L’Oreal award Won the Vice Chancellor’s Ambassador award in 2008 Supervision of undergraduate and postgraduate student research projects

PROFESSIONAL MEMBERSHIP • •

Engineering Council of South Africa (ECSA) Pr Eng South African Institution of Mechanical Engineers (SAIMechE)

COMPANY VISION Our vision is to develop a viable and sustainable business that can provide continuous employment opportunities to South Africans and Africans.

disciplines because, after theoretical work, they stayed at home for many years without graduating as the practical module was still outstanding.

I vowed that if I had a company, I would help fill this gap.

SOCIAL RESPONSIBILITY INITIATIVES My social responsibility to youths that I employ is to transfer knowledge to them in the most practical way.

Coming from long years of academic background, I have made it my duty to employ youths with no previous experience. So, I intentionally made my company a stopover for practical knowledge transfer because it is said that a knowing person is a doing person.We employ engineers, technologists, technicians and artisans with no previous work experience.

These are mainly youths from previously disadvantaged backgrounds.

We have a policy that says: YOU DO NOT GO AS YOU CAME. Which means, if you came in as a general worker, after 12 months of working with Jeehu, you must have improved your competencies.

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? CONTACT INFORMATION Telephone: +27 12 371 3001 Cell: +27 83 365 1401; +27 82 787 7306

We drive sustainability by constantly improving on our delivery to our clients.

This is done by constantly doing

Email: info@jeehu.co.za | Website: www.jeehu.co.za

246 STANDARD BANK TO P W O M EN LEADERS

research on our field of expertise and implementing the latest best practise

GENDER POLICIES I am a strong believer that if you train and empower a girl child, your family will never suffer.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? The engineering and mining sectors are moving towards automation and the 4IR, smart mining, smart procurement, smart and easy invoice processing etc

WHAT IS YOUR POSITION ON DOING BUSINESS IN AFRICA? I feel that Africa is an untapped land for business especially in engineering and mining. Many African countries are discovering new minerals and ores and always import skills from overseas.

I think and strongly believe that South African businesses can leverage on these opportunities. I also believe that African countries are eager to do business with South African companies.

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS 1.

2.

3.

4.

5.

Look at your new business as a new-born baby, feed and nurture it in the same sequence you would a newborn.

Do not take from your business until it becomes a toddler, that is after 4 years of nurture, the business can get you water now - NOT a car or a house.

Be patient with yourself and the business Be patient with your co- nurturers (your staff) because you cannot wrap a parcel with one hand Finally reward yourself and conurturers when the opportunity presents

STAN D AR D BAN K TOP WOM EN L EAD ERS 0 0 0

BLH MINING

P RO F I L E

BLH MINING

DYNAMIC AND INNOVATIVE FIVE TIPS ON THRIVING IN BUSINESS FROM KEORAPETSE 1.

2.

3.

4.

5.

KEORAPETSE BOSIELO

Managing Director of BLH Mining

COMPANY STATS MANAGING DIRECTOR: Keorapetse Bosielo COO: Tshepo Bosielo MARKETING & COMMUNICATIONS DIRECTOR: Dorianne Fick FINANCIAL DIRECTOR: Modise Khoza HUMAN RESOURCES DIRECTOR: Mandeli Meyer BUSINESS SECTOR: Mining & Mining Construction YEAR FOUNDED: 2013 NUMBER OF EMPLOYEES: 105 ANNUAL TURNOVER: 12 million

ABOUT KEORAPETSE BOSIELO

Keorapetse initially started her career in marketing and communications, with a background in public relations.

She then gained invaluable experience working for a range of leading international organisations such as FIFA, Sun City Resort, and Liberty Group. She leads the strategy and vision for BLH GROUP, which consists of BLH Mining, Boleng Scaffolding (scaffolding service provider) and Kamano Energies (fuel storage solutions company).

She has been able to create employment for over 100 employees.

Always remain a scholar Have a startup mentality.

With a start up mentality, you remain resilient, persistent and courageous, as though you have only started looking for business Another person always knows something that you don’t know, humble yourself Be discerning when identifying and building your team. Ensure that you harness the skill or talent of key personnel Have fun while you’re doing it!

ABOUT THE ORGANISATION

A leading contract mining services company, BLH’s services vary from open cast mining to underground development and stopping. Their team is responsible for extracting valuable minerals from previously mined areas that were left with unprocessed ore.

Another service they offer involves the recovery of material and equipment that was used in the mining operation.

This process helps to improve the overall cost efficiency, breathing new life into old mining operations.

Both these services are important for reducing the environmental impact and the carbon footprint of mining, ensuring that mining activities are more sustainable. By reprocessing previously mined areas, they promote biodiversity by restoring ecosystems that have been disrupted by mining activities.

LabourNet attends to the following: • Ensures proper implementation of all initiatives within the relevant time-frame in an effort to obtain a compliant B-BBEE Level • Identifies any risks and the potential loss in points associated with these risks, • Identifies any opportunities to improve the score and the potential gain in points if these opportunities were to be realised • They also aim to empower women in the workforce through their skills development programme and aim to provide them with the support of maternity leave and a flexible working environment Empowerment-related CSI initiatives/ programmes: • Thabazimbi Children Orphanage • Kgale Lutheran Church

GENDER EMPOWERMENT: STATISTICAL OVERVIEW

Percentage of female shareholders: >50.1% Percentage of female executive directors/senior management: >50.1% Percentage of female staff members (overall in company): 5%-25%

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI)

BLH is proud of the empowerment policies in place for their employees.

They have engaged the services of LabourNet, a specialist consulting firm to assist with the B-BBEE planning, strategy and progress monitoring.

CONTACT INFORMATION

Physical address: 200 Joubert Street Rustenburg Website: www.blhmining.co.za

S TA N D A R D B A N K TO P WO M E N L EAD ER S 247

PRO F I L E

F T T X & E N E R GY WAREHOUSE

FTTx & ENERGY WAREHOUSE A leader in fibre optic & energy products GENDER EMPOWERMENT: STATISTICAL OVERVIEW Percentage of female shareholders: 5.1%-50% Percentage of female executive directors: 25.1%-50% Percentage of female staff members (overall in company): 5%-25% female staff

OUR COMMITMENT FTTx and Energy Warehouse is committed to delivering products and services of the highest calibre, to guarantee customer satisfaction. Our goal is to continuously improve the quality of our products, processes, services and staff, and to successfully manage a Quality Management System.

OUR FOOTPRINT

FTTx & Energy Warehouse is a specialist wholesaler and distributor of fibre optic communication technologies. Catering specifically to the telecommunication industry, our focus is on duct, fibre optic cable, equipment and connectivity solutions, a true one stop shop for FTTH project roll out. Our services also include warehousing options and material management solutions. Our commitment to quality is clear, and we hold ISO 9001 certification.

Year founded: 2014 Number of employees: 70

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI) Our Corporate Social Investment endeavours presently revolve around the steadfast support of educational initiatives encompassing a range of initiatives, including meal programmes, bursary support, and stateof-the-art technology labs meticulously curated to foster technological advancement within educational institutions.

248 STANDARD BANK TO P W O M EN LEADERS

FTTx and Energy Warehouse has branches in Gauteng, Cape Town, Durban and Port Elizabeth.

Each facility has a team of knowledgeable and dedicated service staff, as well as a fleet of delivery vehicles and forklifts to help get the job done.

NAUTICAL UNDERWRITING MANAGERS

I N T E RV I E W

NAUTICAL UNDERWRITING MANAGERS Providing service value-add

Celina Ceprnich

Lizette Prinsloo

Executive Director of Nautical Underwriting Managers

Nautical Underwriting Managers began its journey on 1 April 2011, starting from the ground up. During its 12 years of existence, Directors Lizette Prinsloo and Celina Ceprnich, together with the balance of the Nautical Directors and Team, have ensured that Nautical and its 14 strong workforce remains on course. The business delivers its service value-add to customers through broker/ intermediary partners.

Nautical offers the local market various marine Insurance services such as • Cargo imports/Exports insurance • Stock throughput insurance • Goods in transit insurance • Carriers liability insurance • Freight forwarders liability insurance • Watercraft insurance Nautical enjoys the ability to turn around enquiries to their partners virtually immediately without delays and handles their claims in the same manner.

We spoke to the Directors to find out more: What do you enjoy about your various roles as Directors at the company?

Nautical is a business that likes to punch above its weight. The director team has a suitable blend between dynamic youth and wise experience. This mix allows the business to deliver an exceptional

Executive Director of Nautical Underwriting Managers

service, while underwriting responsibly and settling claims timeously. There is no silo approach in Nautical, everyone knows and continually needs to be aware of what is happening in other areas. Each director has a specific role to play within the business but also plays a big role in group discussions where cross selling and leveraging off the technical insights of others is endorsed.

Lots of learning and laughter makes up a normal Nautical day What have been your most memorable successes at Nautical Underwriting Managers?

Lizette Prinsloo – Well definitely the 10th anniversary of Nautical Underwriting and to see how it has grown into a wellknown Marine UMA. Looking back it was a very bumpy ride early on, but a most rewarding journey in the latter years. We have grown from a small fish in a huge pond to a much bigger fish in a not so big pond. We are noticed.

What are some of the greatest challenges you face in your industry – and how have you overcome them?

Natural disasters and especially the war between Russia and Ukraine. We are also faced with load shedding and the consequences thereof.

Our macro economic environments are some of the toughest experienced today compared to the years gone by.

What exciting plans do you have for 2023?

People are what make our business what it is and people are what allow Nautical to survive and thrive. We would like to concentrate on training this year. We have employed young upcoming people.

There is a lack of junior Marine people and we have taken it upon ourselves to train the next generation in Marine Insurance.

Celina Ceprnich – Our premium growth and marketshare. We are known for service, caring beyond the limitations.

That’s a big success for me, in a world which is so filled with AI, I value people, which makes me value our contribution.

The business is poised to become even stronger, and I look forward to seeing the business progress from strength to strength. Challenges are avenues for great solutions.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 249

MS POPPY KHOZA DIRECTOR OF CIVIL AVIATION AT THE SOUTH AFRICAN CIVIL AVIATION AUTHORITY

Can you tell us a bit about your upbringing, and why you pursued a career in the Aviation industry?

I was born in Sibongile (Dundee) in KwaZuluNatal. My introduction to this sector came about while I was studying for a career in Travel and Tourism at the Durban University of Technology.

My first job was with the South African Airways (SAA) as a customer service agent. I left at management level to join the South African Civil Aviation Authority (SACAA) in a senior management position.

Some of the milestones that the SACAA has reached include: • A series of client solutions including a revamped website with an eServices portal that enables operators to renew their annual approval certificates and make payments online • Ability to verify Aviation Training Schools and book examinations online.

• A single point of contact for voice and email communication.

• SACAA has recorded many milestones in the recent past, some which have made us to be recognised locally and internationally. Some of these accolades include: – Ms Khoza was recognised with an Inspirational Role Model accolade at the 2023 International Air Transport Association (IATA)’s Diversity and Inclusivity Awards.

– Best performing institution in transport for four consecutive years.

– Gender champion for our role in transformation with an organisation representation of 51% females.

– An Executive Leadership team that is transformed, boasting 50/50 female representation.

– Achieved consistent unqualified and nine clean audit outcomes in the past 10 years.

– Achieved 100% in the organisation’s Annual Performance Plan in the past ten years.

– Achieved a preliminary result of around 91% in the USOAP CMA audit from the International Civil Aviation Organization (ICAO) in April 2023, an improvement from the 87,39% recorded in the previous safety audit in 2017.

– South Africa still boasts a ZERO fatal accident rate in commercial scheduled airline operations for over 30 years.

www.caa.co.za @SACAA @OfficialSACAA OfficialSACAA

Keeping you safe in the sky

South African Civil Aviation Authority – SACAA

What attracted me to the SACAA was the possibility of travelling the world. Little did I know that civil aviation is, in fact, this complex and multi-faceted field. The global reach and impact of aviation activities exposed me to a brand-new world.

Honestly, the day the SACAA Board of Directors and Ministry of Transport approached me to temporarily head the SACAA, I was apprehensive at first, but because I always welcome a challenge, I did not shy away from this opportunity. As they say, the rest is history.

What childhood influences would you say instilled the values you have today? Also, your hobbies?

I am influenced by those who make a difference to their immediate communities and in their industries. One such person is my mother, who despite growing up in the small community of Dundee, gave her all to contribute to the fight against a system that was designed to oppress African Black people in the country. She was a wife, a mother of seven and an employee, but gave it all up to join the struggle (leading to her incarceration) to ensure that her community, her family and children would not experience the prejudices of that oppressive system. This is a woman who did not allow the stereotypes to define her. Because of the values she upheld, she instilled a sense of resilience in me and enabled me to be steadfast in advocating for change, especially in this male-dominated sector of which I am part. I am not afraid to make the loudest noise to ensure that women empowerment in the aviation sector is achieved in our lifetime.

It is my wish that every young girl, irrespective of their background, has an opportunity to pursue any career in aviation and has the freedom to choose without superficial, man-made boundaries.

One of my hobbies is cooking. Give me a pot and I create magic. My family can testify!

You are the first female president of the elective International Civil Aviation Organization (ICAO) Assembly – can you briefly share the trajectory that got you to this position?

I served as a Deputy Chair and Chair of the ICAO Aviation Security Panel over four terms collectively. That was exciting, and now it is a massive honour to be the first-ever woman to perform this role in the ICAO Assembly’s 78 years of existence. The status quo was challenged,

250 STANDARD BANK TO P W O M EN LEADERS

and I commend the member states who looked beyond gender issues when electing me as the first woman President of the Assembly.

If anything, it also speaks volumes about South Africa’s importance at global aviation platforms.

The respect that the country’s voice receives in the sector globally is something worth noting and celebrating.

You have received numerous accolades since you started working in the aviation business.

What is the underlying motivation behind your drive to lead a successful organisation?

Dedication and commitment are the cornerstones of my professional life. I do not take things for granted and, when I have a task before me, I am not afraid to give my all to have it accomplished.

We are continuously improving, to make it easier for our clients to transact with the SACAA by cutting down red tape and by reviewing the way we do business. Having embarked on an automation project more than four years ago, the organisation is migrating to a fully digital and automated service offering to our clients. I hope that these achievements also inspire women in the aviation sector, knowing that I also have a role to play in mentoring and coaching other women to challenge the status quo and to be fully empowered in our industry.

What have been some of your career highlights and challenges while working in a predominantly male industry?

While we have actively focused and continuously seek to address transformation within the industry through the outreach programmes and funding, transformation remains our biggest challenge, especially in relation to representation in the professional and business fields. The reality is that the aviation industry is still behind regarding transformation matters, particularly in South Africa.

This requires our collective efforts to ensure an inclusive industry that embraces gender equity and racial inclusivity. It is the right thing to do.

Our continent, like the rest of the world, is still lagging in the promotion of women and women leaders in the sector. I am inspired when I see the work done and the direction taken by my fellow women Chief Executives in the aviation space.

SACAA has over years been part of a structure established to demystify aviation to previously disadvantaged communities and learners, called the Joint Aviation Awareness Programme (JAAP).

The aim is to build interest and awareness of aviation and its associated industries among learners, graduates, and the public. Through this programme, the SACAA reaches more than 30 000 learners per annum across all provinces, with a specific focus on rural and farm schools.

What would you define as “meaningful change” at a high-brow level, but also in a way that is impactful in employees’ day-to-day lives?

From my personal experience, meaningful change encompasses a lot of things, including the Regulator meeting its mandate as set out in the Civil Aviation Act; employees who thrive in their chosen careers with meaningful career growth and work-life balance, safe airspaces with no loss of life as a result of aviation activities and an aviation industry that respects and takes care of the environment and ensures a sustainable aviation sector for future generations.

T HE S O UL C I T Y I N S T I T UT E FO R S O C I AL JU STI CE

P RO F I L E

THE SOUL CITY INSTITUTE FOR SOCIAL JUSTICE

COMMITTED TO SOCIAL JUSTICE FOR ALL human rights but have in the same breath put systems in place that prevent women from accessing those rights… patriarchy, sexism, rape and femicide are tools used to control women and disempower them and ultimately take away their freedom.”

TIPS ON THRIVING IN BUSINESS

PHINAH KODISANG

CEO, The Soul City Institute for Social Justice The Soul City Institute for Social Justice is an intersectional feminist organisation committed to social justice for all.

COMPANY STATS CEO: Phinah Kodisang Percentage of female executive directors/senior management: Target: >50.1% - Soul City: 80%

Leading a big organisation can be challenging but at the same time, it can be an opportunity for personal and professional growth. Leadership is not all about you, it requires you to focus on the entire team’s success, not just your own. Effective leadership is leadership that invests and believes in people and does not manage them as if they are machines or projects. It is also not afraid of change, because change means growth — personally and professionally.

GENDER EMPOWERMENT: STATISTICAL OVERVIEW Tell us where your organisation succeeded according to your empowerment policies: • • •

25 staff members went through Skills Development Scholarships/Bursaries: 4 female staff members for the period 2021 to 2022 ( through SETA Bursaries) Absorbed 2 female learners at the end of the learnership

Percentage of female staff members (overall in company): Target: >50.1% - Soul City: 86% FOUNDED: 1995 TURNOVER: R36.6 million BRANCHES: 9 Provinces MEMBERSHIPS: IODSA CURRENT PARTNERSHIPS: National Department of Health, Department of Basic Education, Ford Foundation, Gender Based Violence and Femicide Response Fund Phinah is a feminist, a gender activist who was named one of the 50 Mail and Guardian Powerful Women of 2021 as well as the Winner of the Quote that Woman Voice of year (2022) in the GBV category. She holds a Master’s Degree in Social Development from the University of Wales in the United Kingdom and is currently a PHD candidate with the University of South Africa (UNISA). Phinah was one of the 4 hosts of It’s a Feminist Thing, the first show of its kind commissioned by the Soul City Institute on South African television, as an “unapologetically feminist” talk show.

An alley of the LGBTIQ community and persons with disabilities, Phinah believes in inclusivity, and she advocates for women to create space for one another and for women to build solidarity. Phinah believes that “women live in a world that acknowledges that they have fundamental S TA N D A R D B A N K TO P WO M E N L EAD ER S 251

A DV E R TO R IAL

KOPA N O BUS SERV ICES

KOPANO BUS SERVICE: FROM HUMBLE BEGINNINGS TO GLOBAL SUCCESS WITH AN ECO CONSCIOUS VISION CON N ECTING C O M M UN I TI E S, N U RT U R I N G T H E E N V I R O N ME N T In the ever-evolving landscape of business, some stories stand out as true inspirations of perseverance, dedication, and environmental consciousness. One such remarkable tale is that of Kopano Bus Service, a company that started its journey with nothing but a humble vision and a determination to succeed. Today, it has grown into a local and international multiaward-winning transportation giant, thanks to the visionary leadership of its Executive Director, Olivia Maponya.

THE GENESIS OF SUCCESS Founded 22 years ago, Kopano Bus Service began its operations in Limpopo Province, South Africa with just a few buses. The company’s primary goal was to connect communities, bridging the gaps between rural and urban areas while providing a safe, reliable, and comfortable means of travel.

Under Olivia Maponya’s capable leadership, the company quickly gained popularity, earning trust and loyalty from passengers and employees alike.

THE VALUES THAT PROPEL THE JOURNEY Olivia Maponya’s values and principles have been the guiding light for Kopano Bus Service’s success. She firmly believes that success is a collective effort and fosters an open-door policy, encouraging everyone’s participation in the company’s growth. Honesty and fairness are at the core of the company’s

culture, ensuring transparency in operations and interactions.To further strengthen the foundation of the organisation, Olivia instilled five core values: Respect, Quality, Integrity, Reliability, and Safety.

These values shape every decision, every action taken by the company, and have been instrumental in nurturing a positive work environment and exceptional service delivery.

Under the chairmanship of Mr. John Modjela, the Board of Kopano Bus Service remains an unwavering source of support and guidance for its management and employees. His visionary leadership style fosters a culture of trust, collaboration, and innovation.

CELEBRATING GROWTH: EXPANDING THE FLEET Recently, Kopano Bus Service achieved yet another milestone, expanding its fleet with the addition of 14 brand-new buses. This expansion is a testament to the company’s commitment to meeting the growing demands of its ever-increasing customer base. With these new buses, the company aims to provide enhanced comfort and convenience to passengers while maintaining the highest standards of safety.

A GREEN MISSION: BATTLING GLOBAL PHENOMENA As Kopano Bus Service continues to expand and gain international recognition, Executive Director, Olivia Maponya, remains conscious of

252 STANDARD BANK TO P W O M EN LEADERS

the company’s environmental impact.

Global warming and climate change are pressing issues that demand immediate attention, and Olivia is acutely aware of the responsibility businesses bear in this context.

She believes that businesses must embrace innovative and creative solutions to combat this global phenomenon effectively. In line with this vision, the company has initiated research and development into greener technologies, such as exploring alternatives to fossil fuels, investing in fuel-efficient engines, and optimising routes to reduce carbon emissions.

A BRIGHT AND SUSTAINABLE FUTURE With Olivia Maponya at the helm, Kopano Bus Service stands as a shining example of how a transportation company can positively impact communities and the environment alike.

By connecting people, fostering a safe and reliable travel experience, and embracing a green mission, they are making strides towards building a brighter and sustainable future for generations to come. In conclusion, Kopano Bus Service’s story is not only one of business success but also of responsible leadership, showcasing that a flourishing enterprise can be built with respect for people and the planet.

As they continue their journey, let their story inspire others to dream big, work with integrity, and contribute to a greener and more connected world.

FL A I R A C COU NTI NG

healthy and doing well, or if it’s

HEATHER FLACK The Founder of Flair Accounting

The story of Flair Accounting begins with its founder, Heather Flack. Straight out

of school, Heather joined an accounting practice and began her articles. She

soon grasped the power of numbers

in business. However, she also quickly realised that the traditional accounting practice model is based on billing,

billing, and more billing, which makes

accounting practices inaccessible to and

often unaffordable for business owners. It takes a lot of hard work and time to delve deeply into how a company is run, if it’s

sickly and in bad shape; what

tax benefits they could enjoy, and

what pitfalls to avoid.

Being exceptionally passionate about

South Africa, she knew right there and then that she really wanted to help

business owners and empower them

with useful financial information and so she has spent 20 years breaking the

traditional accounting practice mould.

Flair Accounting embarked on her maiden voyage on 1 March 2003 – that means in March 2023 the business will be 20

years old. To be recognised by Standard Bank Top Women and ranked as one of South Africa’s Top Gender Empowered

A DV E R TO R IA L

Companies in the financial sector for

2022/2023 is a true acknowledgement

of the Flair Accounting vision and values.

Heather commented on the Top Women

recognition by saying, “What a wonderful way to realise that our deep desire to

change the world, one business at a time, has been recognised and applauded by

our greater stakeholders. This recognition speaks to who we are…something that I value deeply. Our core Flair ethos is

that we have always subscribed to the philosophy that is that life, and hence business, is about people. Not only

our clients but our team, suppliers and greater community with our spirit,

integrity and values that have steered us right for 20 years!”

CONTACT INFORMATION Physical address:171 Problem Mkhize Rd. Essenwood, Berea, 4001 Telephone: +27 31 207 1572 Email: info@flairaccounting.co.za Website: www.flairaccounting.co.za

S TA N D A R D B A N K TO P WO M E N L EAD ER S 253

M OT L A N A LO INC.

CULTURAL EXCELLENCE IN BUSINESS Female technical staff are allocated leadership roles such as Office Manager, to ensure that the firm maintains operational efficiencies, whilst developing young talent. All our Office Managers are black females.

MOTLANALO KOKO KHUMALO The Founder of Motlanalo Inc.

Supporting the development of professionals and auditors underpins Motlanalo Chartered Accountants & Auditors’ vision for transforming the auditing landscape. The Founder, Motlanalo Koko Khumalo CA (SA), has set her sights on creating an environment which nurtures accountants, auditors and future leaders.

The majority black women-owned business has been going from strength to strength since it was founded in 2017 while providing opportunities for young professionals to find their feet, which is helped by the values-based approach which emphasises the context the business is operating. Here Motlanalo Koko Khumalo CA (SA) shares some of her insights.

How have you implemented genderdriven development in the workplace?

We are a majority African womenowned business. We believe in creating opportunities for growth and development.

What are your organisation’s gender equality and BEE ratings and policies?

Motlanalo is a Level 1 B-BBEE contributor, with a staff complement of close to 100 (58% being black females and 72% youth).

We serve clients across industries from 4 geographical locations: Gauteng, Limpopo, Mpumalanga, and the Western Cape.

A well-balanced talent pool, from which future leaders are developed, ensures that gender equality receives the attention it deserves.

What are the current and future trends in your sector?

• • • • •

Data and analytical skills Digitalisation Remote and offshore working Flexible working arrangements War of talent in IT audit, cyber security skills, and transformation

What is your position on doing business in Africa?

We are proud to deliver services outside the borders of South Africa and strive to further diversify, bringing our qualitydriven services and diverse thinking skills to Africa and beyond. Doing business on the African continent will open doors, not only for our business but also for the young talented people of South Africa.

Enhancing our African footprint will result in access to new markets and tapping into the growth potential of the continent

254 STANDARD BANK TO P W O M EN LEADERS

through technically skilled young talent, and in doing so creating a differentiated proposition within an emerging professional services firm.

What skills do you think leaders of the future are going to need?

Technology and digital skills are a given for any future leader. Future leaders should have an understanding of the world of business in the following: • • •

•

Environment, sustainability and governance Employee wellness and mental health support Understanding of socio-economic politics, community builder, selfless leader and passionate about diversity and inclusion Above all - an ethics-based leader driving the development of talent (people), sustainability, and business results

CONTACT INFORMATION

Telephone: +27 10 448 7793 Email: info@motlanalo.co.za Website: www.motlanalo.co.za LinkedIn: Motlanalo Chartered Accountants & Auditors Inc.

ADV E R TORIAL

SH OM A N G B ROKERS

ADV E R TORIAL

SH OM A N G B ROKERS

S HO MA N G B ROKE RS

A DV E R TO R IA L

SHOMANG BROKERS SHOMANG BROKERS PROTECTING WHAT MATTERS MOST TO YOU OR YOUR BUSINESS PROTECTING WHAT MATTERS MOST TO YOUShomang OR YOUR BUSINESS Brokers is a proactive service Working with our clients to preserve what

Shomang Brokers is a member of Shomang Group of companies which operates in the financial insurance sector. ItofisShomang a 100% Shomangand Brokers is a member black woman-owned company established Group of companies which operates in the in 2011. Our is working clients financial and focus insurance sector.with It is our a 100% to preserve what matters most to them. black woman-owned company established We do this byfocus providing professional in 2011.

Our is working with ouradvisory clients service on how structure their transfer, to preserve whattomatters most torisk them. intermediary which includes advisory placing We do this byservices providing professional the business, administering the portfolio, service on how to structure their risk transfer, reporting, renewals and managing claims. intermediary services which includes placing the business, administering the portfolio, We are an renewals authorised Financial Services reporting, and managing claims.

Provider FSP 43118, registered with the Financial Conduct Authority and are We are anSector authorised Financial Services approvedFSP to give advice and intermediary Provider 43118, registered with the services financial products including shortFinancialon Sector Conduct Authority and are term insurance, insurance, employee approved to givelong-term advice and intermediary benefits products. services & onhealth financial products including shortterm insurance, long-term insurance, employee As a Financial Service Provider, we are a benefits & health products. member of the respected industry body, Financial Intermediary Association South As a Financial Service Provider, weof are a Africa (FIA), which is one of the recognised member of the respected industry body, industry Financialbodies.

Intermediary Association of South Africa (FIA), which is one of the recognised As part ofbodies. the group, we also have Shomang industry Re which is a reinsurance broker.

As part of the group, we also have Shomang Shomang Brokers, in partnership Re which is a reinsurance broker. with AON Re, has been appointed by SASRIA, Land Bank and EskomBrokers, to provide reinsurancewith services.

Shomang in partnership AON Re, The role involves structuring the suitable has been appointed

by SASRIA, Land Bank reinsurance cover that reinsurance suits the exposure of and Eskom to provide services. the and involves looking internally Theclient role involves structuring the suitablein South Africacover and also international markets. reinsurance thatto suits the exposure of the client and involves looking internally in OUR SERVICES South Africa and also to international markets.

Shomang Brokers focuses on providing insurance solutions on Personal Insurance, OUR SERVICES Business and Employee Benefits.

Shomang Insurance Brokers focuses on providing insurance solutions on Personal Insurance, Business Insurance and Employee Benefits.

provider that prides itself in keeping abreast matters most to them and business and ongoing through environmental scanning personal wealth is the core Shomangbasis Brokers is a proactive service Working with oursustainability clients to preserve what of the riskthat andprides insurance focus of most our service offering. provider itself landscape in keeping abreast matters to them and business and to ascertain: ongoing basis through environmental scanning personal wealth sustainability is the core We pride ourselves rendering superior of the risk and insurance landscape focus of our serviceinoffering.

• ascertain: New trends and changes in the market services to our clients, providing advice to with respect to risk appetite and on risk management, suitable We pride ourselves in sourcing renderingofsuperior softening/hardening of markets products,toplacing of insurance covers, • New trends and changes in the market services our clients, providing advicepolicy • Identification ofrisk newappetite marketsand for the administration, insurance costsofcontainment with respect to on risk management, sourcing suitable benefit of our clients of and target markets and claimsplacing handling.

Our processes arepolicy ISO softening/hardening markets products, of insurance covers, 9001 Quality Management accredited.

• Identification of new markets for the administration, insurance costs containment As a value in the risk markets advisory benefitadding of oursupplier clients and target and claims handling. Our processes are ISO and insurance value chain, we believe in OUR 9001 APPROACH Quality Management accredited. cultivating influencing insurance Shomang Brokers is an established As a value and adding supplier the in the risk advisory market in development of interest and in risk independent locally based insurance brokers and insurance value chain, we believe OUR APPROACH appetite forand extraneous risks sometimes and risk advisors work in partnership cultivating influencing thethat insurance Shomang Brokersthat is an established may be in difficult to insure. with our clients to preserve what matters market development of interest and risk independent locally based insurance brokers mostrisk to them.

Wethat collaborate with other appetite for extraneous risks that sometimes and advisors work in partnership Part of valuetosystem strategic relevant both local may beour difficult insure.is approaching every with our clients tostakeholders preserve what matters proposition with a long-term ‘triple win view’ and a view towith provide mostinternational to them. Wewith collaborate other to buying-in; win-win-win: appropriate risk and insurance solutions Part of our value system is approaching every strategic relevant stakeholders both localin a cost-effective way. proposition with a long-term ‘triple win view’ and international with a view to provide • buying-in; A win forwin-win-win: our client; and to appropriate risk and insurance solutions in a Our experienced team brings insight in various • A win for the insurer cost-effective way. aspects of insurance both in specialty and Will ensure our win in the long-term • A win for our client; and otherexperienced general classes. believe in in various • Our team We brings insight A win for the insurer continuous interrogation status quo aspects of insurance bothofinthe specialty and • Will ensure our win in the long-term when general it comesclasses. to risk and insurance other We believe in matters for our target markets. of the status quo continuous interrogation when it comes to risk and insurance matters We our thrive in engaging for target markets.our clients in a holistic way by understanding their operations, the risksthrive attendant to theirour business We in engaging clientsand in a their holistic objectives which informtheir our operations, approach tothe way by understanding CONTACT DETAILS: finding solutionstothat meetand their needs risks attendant theirwould business their Address: Unit G5, Greenstone Office Park, Greenstone Hill objectives which inform our approach to Suite 84 Private Bag X1001, Edenvale, 1610 We do not have one approach CONTACT DETAILS: finding solutions thatsize-fits-all would meet their needs and therefore our solutions invariably have Telephone: 011-452-4662 Address: Unit G5, Greenstone Office Park, Greenstone Hill a unique thatsize-fits-all fosters anapproach attitude Fax: 086-602-8188 Suite 84 Private Bag X1001, Edenvale, 1610 We do notelement have one of a thorough andsolutions rigorous engagement Email: Info@shomanggroup.co.za and therefore our invariably have Telephone: 011-452-4662 with our clients.

Website: www.shomangroup.co.za a unique element that fosters an attitude Fax: 086-602-8188 of a thorough and rigorous engagement Email: Info@shomanggroup.co.za with our clients.

Website: www.shomangroup.co.za S TA N D A R D B A N K TO P WO M E N L EAD ER S 255 0 0 STANDARD BANK TO P W O M EN LEADERS

0 0 STANDARD BANK TO P W O M EN LEADERS

DYNAMIC DUO FIVE AFRICAN POWER COUPLES: CHANGING LIVES AND SHAPING THE FUTURE

By Raine St.Claire

T

he SAfrican continent has gained recognition for its talented innovators, influential figures, and as a home to dynamic power couples who are achieving remarkable accomplishments in their respective fields. In this article, we introduce five dynamic African power couples who have not only achieved success in their careers but have also dedicated themselves to philanthropic endeavours, uplifting and empowering individuals and communities across Africa.

Halima Dangote and Suleiman Sani Bello Suleiman Bello and Halima Dangote are known as Nigeria’s most cherished power couple.

Halima (40) with an estimated net worth of N500-million, is the daughter of Nigerian billionaire Aliko Dangote, Africa’s wealthiest man. Despite their extravagant wedding in 2008, the couple and their two daughters intentionally maintain a private lifestyle. Halima started her career as an Analyst at KPMG. As the current Executive Director of Commercial Operations at Dangote Group and a board member of the Aliko Dangote Foundation, her commitment extends to fostering economic growth in Nigeria, advocating for women’s empowerment and increasing female representation on corporate boards in Nigeria and Africa. Suleiman, the son of multi-millionaire Sani Bello, holds the position of Executive Director at Equatel Telecoms.

With extensive experience in IT & Telecoms, Oil and Gas (Downstream and Upstream), Power and Energy, including hydro power generation, Aviation, logistics, and the Marine sector, he also serves as a Director on various boards. He is a respected member of the British Computer Society (BCS) in the UK and a member of the Nigerian Polo Association.

Tony and Awele Elumelu Tony Elumelu (60), a Nigerian billionaire, economist, and philanthropist, is widely recognised as a Nigerian and African banking and finance sector guru. He started his career in the late ‘80s as an ambitious copier salesman and made history as the youngest bank CEO in Nigeria at the age of 34. The Tony Elumelu Foundation (TEF), a prominent philanthropic initiative, reflects Tony’s belief in the significance of young entrepreneurs and their determination to uplift Africa from poverty. The TEF empowers entrepreneurs from all 54 African countries with a $100-million programme to create one million jobs in a decade. Despite

2 256 STANDARD BANK TO P W O M EN LEADERS

the challenge of receiving thousands of applications, so far 7 520 entrepreneurs, with 68% being female have been accepted.

Awele (59), is an accomplished, beautiful and sophisticated Nigerian business magnate and medical doctor who serves as the African Ambassador for Gavi. She champions African immunisation drives, quality healthcare in Nigeria and is the recipient of the distinguished Officer of the Order of the Federal Republic of Nigeria As the Founder and CEO of Avon Medical, she is a prominent advocate for universal healthcare in Africa, and serves on the Yale Institute for Global Health Advisory Board and is equally passionate about the work of the TEF. Known for her unwavering commitment to privacy, Tony openly attributes Awele as his greatest inspiration. In 2020, TIME recognised Tony as one of Africa’s leading investors and philanthropists, estimating his wealth at $1.98-billion. In August 2023, Tony earned N26-billion & Awele N4-billion from investments in Transcorp Group across Hospitality, Power, and Oil & Gas sectors.

EDITORIAL

Strive and Tsitsi Masiyiwa Strive (62) is a Zimbabwean billionaire businessman and philanthropist based in London. He is the founder and executive chairman of international technology groups Econet Global and Cassava Technologies.

Ranked 12th on Forbes’ 2023 list of African billionaires, and a net worth of $1.9-billion, Strive made history in 2022 as the first black billionaire on the Sunday Times Rich List. Strive entered the telecoms industry in the 90s, but the government’s attempt to prevent him from acquiring a licence to operate his cellular business led to a challenging five-year legal battle that nearly pushed him to bankruptcy. The landmark case that ruled in his favour ended the state monopoly in telecommunications, opening the door to private investment in the African telecom sector.

of $1.5-billion. He owns MeTL Group, a Tanzanian conglomerate with diversified interests across varied sectors. “Mo”, known for his exceptional style, extensive collection of designer suits and fetish for glasses, is considered an exceptionally humble gentleman. Mo has made an impact in the beverage industry with Mo Cola, a competitor to industry giants like Pepsi and Coca Cola. He plans to triple the current production of 1-billion bottles in the next 2 to 3 years by opening factories in other African nations. He also introduced Mo Bomba Energy Drink to compete with Red Bull. In 2016, Mo joined the Giving Pledge and the Mo Dewji Foundation focuses on providing education to underprivileged children in Tanzania, including university-level support.

Tsitsi serves as the Executive Chair and Co-Founder of Delta Philanthropies and the Masiyiwa Higherlife Foundation, which focuses on human capital development, thriving communities, and improving education and healthcare access, especially for girls and women. As signatories of the Giving Pledge initiative, the couple is wellknown for their philanthropic work, uplifting orphaned and underprivileged children across multiple African countries. They have pledged $100-million to establish a fund that improves the livelihoods of smallholder farmers in Zimbabwe. Over the past two decades, Strive has used his own fortune to create and support programmes that educate over 40 000 orphans in Africa and provide scholarships to more than 250 000 young Africans. As Chairman Emeritus of AGRA (Alliance for a Green Revolution in Africa), Strive has helped mobilise over US$15-billion in investments for agriculture throughout Africa.

With agriculture as the foundation of Mo’s business he is poised to become the world’s largest sisal producer. He has invested $50-million in planting extensive hectares of organic tea for export and is also expanding into Mozambique and Rwanda with ventures in macadamia production, maize milling, cashew processing and denim production, and of course, Mo beverages. Saira, who maintains a fiercely private lifestyle, serves as a board member of the Mo Dewji Foundation and Tumaini La Maisha, Tanzania’s only children’s cancer centre.

Mo regards Saira as the cornerstone of the much-needed balance in his family life, reminding him of what truly matters beyond wealth and money. Mo’s headlinemaking near-death kidnapping incident in 2018 shifted his perspective toward philanthropy and impact investing. He coowns the football club Simba SC and even as he reduces his work hours, his ambition is driven by his ceaseless passion for his endeavours.

Mohammed and Saira Dewji Mohammed (47) ranked 15th is Africa’s youngest billionaire and the sole billionaire from Tanzania with an impressive net worth

DY N A M I C D U O S

Dr. Patrice Tlhopane Motsepe and Dr. Precious Moloi-Motsepe Patrice (61), a prominent South African businessman with a net worth of $3.2-billion, ranking 9th on Forbes Africa’s list, was acknowledged as one of the “100 Greatest Living Business Minds” globally. He founded African Rainbow Minerals, a company with interests in various mineral sectors.

Holding various corporate boards positions, including Harmony Gold, a leading global gold mining company, he is widely recognised for his leadership and is considered one of South Africa’s top business leaders.

Precious (61) is a highly accomplished South African businesswoman, philanthropist, entrepreneur and one of Africa’s wealthiest women. In 2020, she began her ten-year tenure as Chancellor of the University of Cape Town. Precious founded African Fashion International in 2007 to promote Pan-African fashion designers and has consistently been honoured as Forbes 50 most influential women in Africa. She championed the Gender Responsive Budget Initiative in 2012, advocating for women’s inclusion in national plans and budgets.

In 2013, Patrice became the first African to sign the Giving Pledge, and the couple remains dedicated to lifelong philanthropic efforts through the Motsepe Foundation, aimed at alleviating poverty and improving living conditions for marginalised individuals.

Patrice, a self-made billionaire, made history by becoming the first black partner at the law firm Bowman Gilfillan in 1994.

Sources: legit.ng | Wikipedia | Forbes Africa | Independent Newspapers | Statista

S TA N D A R D B A N K TO P WO M E N L EAD ER S 257 3

258 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 259

260 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 261

262 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 263

264 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 265

266 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 267

268 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 269

270 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 271

272 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 273

TOP 100

COMPANIES

274 STANDARD BANK TO P W O M EN LEADERS

The central focus of Top Women in Business and Government is gender empowerment in the workplace. In order to determine the ranking of the top 100 gender empowered companies in South Africa, organisations are evaluated according to a set of criteria which can be broadly grouped into employment and control criteria on the one hand, and policy criteria on the other.

Within the former group, organisations are measured in terms of the extent to which women are represented within employment; as well as management and ownership. This includes whether the organisation has a female CEO, MD or chairperson; and the proportion of women within overall employment, and among executive directors, management and senior management. The proportion of female ownership is another criterion within this group.

The second set of criteria reflects organisations’ commitment to gender equality and empowerment, as is evidenced by the existing nature of company policies. The establishment of written policies that are specifically women-focused and designed to encourage the retention of women in the workplace; as well as corporate social investment (CSI) expenditures that hone in on the development of women, represent a critical set of criteria within the policy sphere.

This data is rigorously researched and analysed over a period of one year. Based on the above criteria, the following are the 100 most gender empowered companies in South Africa.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 275

276 STANDARD STANDARD BANK BANK TO TOPP W WO OM MEN EN LEADERS LEADERS

I NDEX

S N LLEAD STA TAN ND DA AR RD DB BA AN NK K TO TOP P WO WOM ME EN EADER ERS S 277 277

278 STANDARD STANDARD BANK BANK TO TOPP W WO OM MEN EN LEADERS LEADERS

I NDEX

S N LLEAD STA TAN ND DA AR RD DB BA AN NK K TO TOP P WO WOM ME EN EADER ERS S 279 279

280 STANDARD STANDARD BANK BANK TO TOPP W WO OM MEN EN LEADERS LEADERS

I NDEX

S N LLEAD STA TAN ND DA AR RD DB BA AN NK K TO TOP P WO WOM ME EN EADER ERS S 281 281

282 STANDARD STANDARD BANK BANK TO TOPP W WO OM MEN EN LEADERS LEADERS

I NDEX

S N LLEAD STA TAN ND DA AR RD DB BA AN NK K TO TOP P WO WOM ME EN EADER ERS S 283 283

284 STANDARD STANDARD BANK BANK TO TOPP W WO OM MEN EN LEADERS LEADERS

I NDEX

S N LLEAD STA TAN ND DA AR RD DB BA AN NK K TO TOP P WO WOM ME EN EADER ERS S 285 285

South African Library for the Blind

COMPANIES & ORGANISATIONS

University of Pretoria

South African Local Government

Africa Bio

University of South Africa (UNISA)

Association (SALGA)

Business Against Crime South Africa

University of Stellenbosch

South African Maritime Safety Authority (SAMSA)

Business Unity South Africa (Busa)

University of the Free State

South African Medical Research Council

Cape Chamber of Commerce and Industry

University of the Western Cape

South African National Biodiversity Institute (SANBI)

Centre For Early Childhood Development Npc

University of the Witwatersrand

South African National Energy Development

Cotlands

University of Venda

Institute (SANEDI)

Durban KwaZulu-Natal Convention Bureau

University of Zululand

South African Nuclear Energy Corporation (NECSA)

Federated Hospitality Association of South Africa

South African Special Risk Insurance Association

Independent Examination Board

(Sasria SOC Limited)

Independent Municipal & Allied Trade Union - Imatu

South African Weather Service (SAWS)

Mimi Women

State Information Technology Agency

National Arts Council of South Africa

(Pty) Ltd (SITA)

National Association of Child Care Workers

State Security Agency (SSA)

National Gambling Board

Statistics South Africa (Stats SA)

National Home Builders Registration Council

Technology & Human Resources for Industry

National Small Business Chamber

Programmes (THRIP)

Nelson Mandela Bay Science and

The Competition Commission

Technology Center

The Competition Tribunal

Nelson Mandela Institute for Education and

The Estate Agency Affairs Board

Rural Development

The New Partnership for Africa’s

Ntataise ECD Network

Development (NEPAD)

Ombudsman for Banking Services

The Road Traffic Management Corporation

Potatoes SA

The South African National Roads

Public Servants Association of South Africa

Agency (SANRAL)

Seda Ethekwini

The South African Nuclear Energy Corporation

Siyabonga Africa

SOC Limited (NECSA)

Sonke Gender Justice Network

Town Development Building and

South African Association of Veterinary Technologists

Construction Agency

South African Institute for Entrepreneurship South African Institute of Black Property Practitioners - SAIBPP

NON-GOVERNMENT ORGANISATIONS

South African Institute of Race Relations

FOUNDATIONS

World Wildlife Fund South Africa (WWF SA)

South African Property Owners Association Tshimologo Executive Group

Dell Development Fund Financial Sector Transformation Council

GRADUATE SCHOOLS Henley Business School IMM Graduate School of Marketing Milpark Business School (Pty) Ltd Regent Business School UNISA Graduate School of Business Leadership University of South Africa Graduate School of Business Leadership (UNISA SBL) University of Stellenbosch Business School (USB) Wits Business School

COLLEGES AAA School of Advertising Africa Skills Training College 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

UNIVERSITIES

Gert Sibande TVET College

Nelson Mandela Metropolitan University

Goldfields TVET College

North-West University

Gauteng City College

Rhodes University

Ikhala TVET College

Sefako Makgatho Health Sciences University

Ingwe TVET College

Sol Plaatje University

King Hintsa TVET College

University of Cape Town

King Sabata Dalindyebo TVET College

University of Fort Hare

The Unlimited Child

Lephalale TVET College

University of Johannesburg

Tshepiso Mokoena Foundation (TMF)

Letaba TVET College

University of KwaZulu-Natal

Lovedale TVET College

Vodacom Foundation

University of Limpopo

Majuba TVET College

Zenex Foundation

University of Mpumalanga

Maluti TVET College

Good Work Foundation Naspers Labs National Film and Video Foundation National Research Foundation Road Accident Fund Small Enterprise Foundation Telkom Foundation

286 STANDARD STANDARD BANK BANK TO TOPP W WO OM MEN EN LEADERS LEADERS

I NDEX

Mnambithi TVET College

West Coast TVET College

Education and Training Authority (FoodBev SETA)

Mopani South TVET College

Western College for TVET

Health and Welfare Sector Education and Training Authority (HWSETA)

Motheo TVET College Mthashana TVET College Nkangala TVET College Northern Cape Rural TVET College Northern Cape Urban TVET College Northlink TVET College Orbit TVET College Port Elizabeth TVET College Sedibeng TVET College

Insurance Sector Education and Training

SETAS

Authority (Inseta)

Agricultural Sector Education and Training

Local Government Sector Education and Training

Authority (AgriSETA)

Authority (LGSETA)

Banking Sector Education and Training

Manufacturing, Engineering and Related Services

Authority (BANKSETA) Chemical Industries Education and Training Authority (CHIETA)

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

Construction Education and Training

Sekhukhune TVET College

Authority (CETA)

Authority (MICT SETA)

South Cape TVET College

Culture, Arts, Tourism, Hospitality and Sport Sector

Mining Qualifications Authority (MQA)

South West Gauteng TVET College

Education and Training Authority (CATHSSETA)

Public Service Sector Education and Training

Taletso TVET College

Education, Training and Development Practices

Authority (PSETA)

Thekwini TVET College

Sector Education and Training Authority

Safety and Security Sector Education and Training

Tshwane North TVET College

(ETDP SETA)

Authority (SASSETA)

Tshwane South TVET College

Energy and Water Sector Education and Training

Services Sector Education and Training

The Colleges of Medicine South Africa

Authority (EWSETA)

Authority (SSETA)

Umfolozi TVET College

Fibre Processing and Manufacturing Sector

Transport Education Training Authority (TETA)

Umgungundlovu TVET College

Education and Training Authority (FP&M SETA)

Wholesale and Retail Sector Education and Training

Vhembe TVET College

Finance and Accounting Services Sector Education

Authority (W&RSETA)

Vuselela TVET College

and Training Authority (Fasset)

Waterberg TVET College

Food and Beverage Manufacturing Industry Sector

S N LLEAD STA TAN ND DA AR RD DB BA AN NK K TO TOP P WO WOM ME EN EADER ERS S 287 287

288 STANDARD BANK TO P W O M EN LEADERS

S TA N D A R D B A N K TO P WO M E N L EAD ER S 289

info@topco.co.za 186 Loop St, Cape Town City Centre Cape Town, 8001, 0860009590

290Topco STANDARD BANK TO P W O M EN LEADERS www Media topcomedia_ topco.co.za

@TopcoMedia

@Topco_Media

Topco Media