Standard Bank Top Women Leaders - 16th Edition by Topco Media

Inside: 16 interviews with inspirational Top Women Leaders

Celebrating 16 years of Top Women Leaders

Inside: 16 interviews with inspirational Top Women Leaders

Join the conversation #bethechange

Celebrating 16 years of Top Women Leaders Join the conversation #bethechange

CONTENTS INTERVIEWS

70 106

UPFRONT

6 8

Nolwazi Nzama - Head of Operational Risk for Personal and Business Banking, Standard Bank SA

Shimoné Pretorius - Chief Compliance Officer Customer and High Net Worth Clients and Head of Compliance SA

Lesego Serolong - Standard Bank Top Woman of the year 2020

Leila Fourie Takes The Bull By The Horns – How Investing In Africa Is Getting Upgraded

Dr. Glenda Gray – Member Of The Ministerial Advisory Committee, Updates Us On Covid-19, A Vaccine And Developing Immunity

Felicity Hudson Talks Telemedicine – Discovery’s DrConnect Platform Enables Remote Interaction With Healthcare Professionals

Run Your Career Like A Business – Shirley Machaba, CEO at PwC, On Maintaining Good Work Ethics

Meeting Challenges Head On – T-systems’s Dineo Molefe On Work/Life Balance

Be The Best Informed Person In The Room – Alexandria Procter Explains The Story Behind The Digs Connect Startup

Sweeping Clean – Aisha Pandor on Businesswomen and Entrepreneurial Activity in SA

Contributors and credits Featured clients Editor’s letter Foreword: Funeka Montjane, Chief Executive Officer, Consumer & High Net Worth Clients at Standard Bank Group Ltd. Foreword: Sim Tshabalala, Chief Executive Officer at Standard Bank Group Ltd.

2 S TANDARD BANK TO P W O M EN LEADERS

106

Business Beyond Profit – Lianne du Toit addresses impactful leadership

114

Project Pink Flamingo – Dr. Liana Roodt On Being A Passionate Breast Surgeon In SA

126

Standard Bank Top Woman In Property 2020 – Yael Geffen Is Artfully Uniting Extraordinary Properties With Extraordinary Lives

129

Seeing South Africans Thrive – Rachel Kolisi Is Helping Women Live More Purposeful Lives

EDITORIAL

Lifetime Achievement Award – Honouring Justice Yvonne Mokgoro

Total Technovation – Celebrating Leading Women Innovators in The SA Tech Sphere.

Business Support Service Sector Overview Sponsored by AIMS International

Be Deliberate - Embrace a solutions-focused mindset - 12 Tips for Success

Conflict at Work - Strategies for overcoming differences in the workplace

Safety First - What is psychological safety and why is it important in the workplace?

Retrench-proof Your Life – You Can Come Out Of This Pandemic Stronger Than Before

Women In Sustainability – Drivers Of Climate Change Solutions

154

Top 12 Influential Young Women To Watch Out For In SA

RETRENCH-PROOF YOUR LIFE

116

Annual Round Up – Top 6 Wealthiest Women in SA

132

Top 5 SA Companies Implementing Gender Policies – Investing In The Necessary Tools And Processes For Accelerating Growth

140

Going Beyond Awareness – Top SA Companies Take Accountability During 16 Days of Activism

146

Designing Workplace Support – Helping Colleagues Fight Against Gender Based Violence

154

Celebrating Young Trailblazers – Top 12 Influential Young Women To Watch Out For In SA

164

Accelerating Education Systems – SA Women Take Charge

180

The New Normal – Times of Uncertainty and Crisis Have Proven To Ignite Great Innovation S TA N D A R D B A N K TO P WO MEN L EAD ER S 3

CO NT E N TS

16 TH EDITION TOP WOMEN LEADERS

COVER ICONS

196

ENSURING WELLNESS DURING COVID-19 AND THE AFTERMATH

236

INDEX

254

LIFESTYLE

196

Managing The Situation – E nsuring Wellness During COVID-19 And The Aftermath

199

Become An Effective Communicator – P roven Ways To Ensure You Are Heard

200

Project Management Toolkit

202

Money Matters – A Holistic View On Money Management For Female Entrepreneurs

EVENTS

241

Standard Bank Top Women Conference and Awards 2020

AT THE BACK

250 254

Top 100 Companies Index

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CO NT R I BUTO RS AND CREDI TS

CREDITS

CONTRIBUTORS A N G E L A BA R TE R Angela Barter is the Founder and Managing Director of The PR Agency. She is a public relations specialist and Sustainability Communication Strategist, and holds an MPhil in Environmental Management, from Stellenbosch University. She is a PRISA (Public Relations Institute of Southern Africa) Chartered Public Relations Practitioner (CPRP). And has been recognised as an outstanding businesswoman with a previous BWA Regional Businesswoman of the Year Achiever Award (Start-Up).

CEO R A L F FL E TC H E R AS S O C I AT E P U B L I S H E R T WA A M B O J U DY C H I L ES H E ju dy.c h i l e s h e @to p c o.c o. za B U S I N E S S D E V E LO P M E N T M A N AG E R S C H A R LTO N M O U TO N JA N E T M B O N D I YA K A R O DZ A JA N I N E J O N A S O D EL I A F ES T E R

TO P CO S T U D I O P R O D U C T I O N D I R E C TO R VA N FL E TC H E R va n.fl etc h e r@to p c o.c o. za G R O U P E D I TO R FI O N A WA K EL I N AS S I S TA N T E D I TO R CHARNDRÉ EMMA KIPPIE

C H A NTE LL E S M ITH Chantelle is currently a Senior Recruitment Specialist at Gravitas Recruitment Group (UK) Ltd. Prior to this, she was the Recruitment Specialist at HR Company Solutions, based in Benoni, South Africa. She completed a BComm Degree in Marketing and Business Management at Oxford Brookes University.

DESIGNERS C H R I S T I N E S I L J EU R NAS REEN EMERAN T R A F F I C M A N AG E R DA N I EL B O U W E R

I M AG E S i S TO C K UNSPL ASH

C H E RYL B E NA D I E Cheryl is a Gender-Based Violence (GBV) activist, and is the Founder of Whole Person Academy - launched to help both entrepreneurs and employees rediscover the joy of work and to thrive in the new world of work. She holds a BA Communications Degree from Unisa, as well as a Certificate in Advancement and Resource Mobilisation from Rhodes Business School.

HEAD OFFICE TO P M E D I A & C O M M U N I CAT I O N S (P t y ) Lt d T/A To p c o M e d i a 2 n d F l o o r, E l ka y H o u s e 18 6 L o o p S t re et, C a p e Tow n , 8 0 01 Te l : +27 8 6 0 0 0 9 5 9 0 | F a x : +21 4 2 3 7576 E m a i l : i n f o @ to p c o.c o. za We b s i t e: w w w.to p c o.c o. za

L AU R A P OTG I E TE R Laura is a Digital Marketing & Recruitment Specialist at HR Company Solutions. She is a highly skilled Human Resources Consultant, with experience in working with non-profit organisations and fundraising initiatives throughout South Africa.

may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic mechanical, photocopying, recording or otherwise, without the prior written consent of Top Media & Communications (Pty) Ltd T/A Topco Media. Reg. No. 2011/105655/07. While every care has been taken when compiling this publication, the publishers, editor and contributors accept no responsibility for any consequences arising from any errors or emissions. ISBN: 9780620500746 16001

6 S TANDARD BANK TO P W O M EN LEADERS

Esha Mansingh

Investor relations and communications executive

Phumzile Langeni Chairman and non-executive director

A Powerful Investment At Imperial, we believe that a successful and sustainable business is one in which all its people are able to thrive and advance. Accelerating gender diversity is a key strategic imperative and we have a strong focus on building a workforce that is representative of the demographics in the countries in which we operate. Maintaining a competitive advantage and relevance in our markets is achieved through these diverse teams, their experience, backgrounds and ensuring we are well positioned to meet the needs of our varied client base. We are committed to empowering, advancing and investing in our women and through this enabling us to deliver optimal value to our stakeholders. www.imperiallogistics.com

featured

CLIENTS

ACCA Global

186

Kellogg’s South africa

137

Afrocentric Health

Kopano Ke Lesedi

144

AIMS International South Africa

Kumusa Consulting

125

LexisNexis South Africa

230

Business Support Services Sector Sponsor

Apex Business Systems

224

Maredi Technologies

Aspire Solutions

184

Matthew Goniwe School of Leadership & Governance

160

Motheo Tvet College

162

MSHEQ

159

Nissi Human Capital Solutions

204

AstraZeneca BAT Black Royalty Minerals

44 188 98

De Beers

220

On the Ball College

227

Downtown Music Hub

218

Partners In Performance

206

Edward Snell & Co.

138

Pinnacle Human Capital Consulting

Ekurhuleni West Tvet College

174

Polmed

Elangeni TVET College

170

React 24

212

Enel Green Power

207

Richen Attorneys Inc.

234

FASSET

176

SA Tourism

Foundation for Professional Development

119

SERVEST

Gert Sibande TVET College

172

Standard Bank

1, 5, IBC

Stenda Trading

Gijima Group Limited Gubhani Exploration

214

T-Marc Holdings

Harmony Gold Mining Company

106

Take Note IT

Health Science Academy

198

Tata Consultancy Services

Heineken

100

Triplo4

Hermajesty Projects

216

Tshimologo Executive Group

Illovo Sugar South Africa

210

University of Mpumalanga

Imperial

Vaxowave

193

208 48 148 58

Implats Platinum Holdings

120

Volvo Trucks South Africa

228

Infinite Transportation

194

Zimasa Travel

249

Kazi Capital

130

ZonkeTech

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E D I TO R ’ S L E T T E R

EDITOR’S

Letter

The year 2021 has started off with cautious optimism – after

2020, most of us are of the view “the proof of the pudding…”. But the good news, is that vaccines have landed/are arriving, and now we need to ensure enough of us are inoculated

to ensure herd immunity. The President of the SA Medical

Research Council, and principal investigator for the South

African contribution to the Johnson & Johnson’s vaccine trial, Professor Glenda Gray, has warned that the ramifications of possible COVID-19 variants without global vaccination are “too terrifying to even think of”.

From what I have read, there needs to be a concerted

education campaign to counter the conspiracy theories from

the fake news peddlers - which are many and varied, although the one thing they have in common is that they are all bizarre, including the one that espouses the notion that the vaccines contain micro chips and are being used to control the world – and that COVID comes from 5G towers. Once we have

reached global herd immunity, hopefully no one takes a bite out of a pangolin – or was it a bat? – ever again.

Topco Media, like many other businesses pivoted completely towards digital during 2020 – and it gives me great pleasure to introduce our 16th digi mag edition of Standard Bank

Top Women Leaders. The cover reflects some of the iconic

individuals who have led the way in the gender empowerment journey, celebrating gender transformation in South Africa.

This bumper edition includes interviews with Top Women leaders such as Funeka Montjane (Standard Bank Group), Glenda

Gray (South African Medical Research Council), Leila Fourie

We also have articles on Top Women leaders in tech,

sustainability and education, as well as a lifestyle section that contains tips and advice which we hope you’ll find

useful. The piece on Top Young Women achievers shows why we have so much to look forward to - as does the

celebration of the Standard Bank Top Women Awards and Conference; both events were held digitally and reflect what is possible when there are no limitations.

This publication would not have been possible without

the incredible team I work with: production director - Van Fletcher, editor - Charndré Emma Kippie, designer -

Christine Siljeur, and traffic manager - Daniel Bouwer. We hope you enjoy the read. #Be safe

#Gratitude

(JSE), Shirley Machaba (PwC), Felicity Hudson (Discovery

Ltd), Rachel Kolisi (Rise Women) Aisha Pandor (SweepSouth), Lianne du Toit (YPO) and Magda Wierzycka (Sygnia Ltd).

S TA N D A R D B A N K TO P WO M EN L EAD ER S 11

SUPPORTING THE PEOPLE ON OUR CONTINENT Funeka Montjane Chief Executive Officer, Consumer & High Net Worth Clients at Standard Bank Group Ltd. Worldwide, over a million people have lost their lives to COVID-19. Families have lost loved ones, people

who were dear to them. In many cases, people have also lost individuals who were the hope of their

families, their breadwinners. This pandemic has had a devastating impact on the lives and on the livelihoods of our people. I too have experienced a devastating loss. I lost my mom to COVID-19. This loss that is

closest to my heart has left me in disbelief. What

is grounding me is the gratitude that I have for the time we did have with her.

“WE ALSO HAVE TO THINK BEYOND SURVIVAL. WE HAVE TO THINK ABOUT THRIVING.”

S UPPO R T I N G T HE PEO PL E O N O UR C O N T I N EN T - FUN EK A MO N TJANE

From a business perspective,

highest profit or even the lowest

We also must think beyond

at a significant portion of all its

providing the best support to

about thriving.

the African continent has lost

economic activities. Things were starting to get better in level one, but we are nowhere near where we need to be.

Our real challenge is - how do

we make sure that we survive as human beings and how do we

make sure that our businesses

ultimately also survive? We want

to be the bank, which, across the

continent, has the highest number

of customers who survive through this time with their businesses

intact and their livelihoods intact. One thing that I’m personally passionate about is that

Standard Bank is an employer which puts the safety of our people first. However, more

than anything, very close to my heart, is the ability to continue

to pay all salaries to secure the livelihoods of our people. Over the last nine months, we have continued to pay a hundred percent of all salaries.

As an organisation, we want to

create the highest value for our shareholders. Success is not

about the one who has got the

loss. Success, right now, means

F O R E WO R D

survival. We must think

the people of our continent.

We need to think about how

This is because if the people of

we start making pivots in our

our continent and the businesses

business models to ensure that

of our continent do not thrive,

our business is in fact future

we all don’t have a future. There

ready. We also need to think

are over 2 million people who

about how we prepare the next

have lost their jobs. There are

generation of women and our

many women out there who have

children that do not have access to

children to be ready to thrive.

the internet and therefore cannot

I am hoping that we can use

There are also many families

leadership. Perhaps we can pivot

attend online school classes.

this time we are in to redefine

who can’t afford groceries.

success and leadership away from wanting more and more

Therefore, it seems to me that

and make it more about giving.

one of the biggest courageous

Wouldn’t it be wonderful if we

conversations that we need to

could all go back to our original

have, is that we can’t only be

communities to truly understand

talking about ourselves. We

who they are and what is it that

must realise that we are part of a

broader community. Conversations

really matters to them?

are now more important than ever.

We must also start having a

need to have are centred around

success and leadership for the

Some of the conversations we

questions such as, how are we

young women and young men of

going to survive? How are we

going to help each other? How do we help our businesses survive?

How do we make sure that we can get out of this so that we can live, and continue to pay school fees

conversation which redefines

and buy groceries for our children?

this country and this continent,

so that ultimately humanity can continue to thrive and survive

through this time. I believe that

ultimately, leadership is giving by creating additional value that will grow our continent.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 13

UNLOCKING THE POTENTIAL OF OUR WOMEN Sim Tshabalala Chief Executive Officer at Standard Bank Group Ltd. I firmly believe that society cannot truly prosper if women

are not fully empowered and on the same footing as men. Working towards gender equality is, of course a moral

obligation. It’s absolutely the right thing to do – and it also

makes economic sense. By denying a group that accounts for more than half of Africa, and indeed half of the world’s population, their full rights and opportunities, we are

simply holding back growth and human development. We’ve made great progress over the past few decades -

better representation of girls and women in our education systems, governments and private companies, and a lot of female presence in senior decision making positions. However, there’s a risk that the COVID-19 pandemic will hinder our progress.

“WE CANNOT LET THE PANDEMIC HALT OR REVERSE THE PROGRESS THAT WE HAVE MADE IN TERMS OF GENDER EQUALITY”

UN L O C K I N G T HE PO T EN T I A L O F O UR W O MEN - S I M T S HA B AL AL A

F O R E WO R D

We’ve all seen distressing reports of girls

Further, the UN Women, HeForShe

We are providing the women in the

women are likely to bear the brunt of the

target of at least 20% female chief

and access to affordable technology,

being forced to drop out of school. And

economic downturn. We also know that

while access to funding is central to the

survival of many small businesses, amidst the pandemic, women entrepreneurs

face significantly greater obstacles than

men when it comes to accessing financial

initiative inspired us to set a

executives within the company by

made in terms of gender equality. The Standard Bank remains committed to playing its part and to building on the

Banking, which aim to align the

the involvement of men.

movement. These include critical

reverse the progress that we have

by the UN Principles for Responsible

equality would only be achieved with

alarming rate in 2020 with the national

We cannot let the pandemic halt or

and finance projects. We are guided

important understanding that gender

We have launched a range of

lock downs and curfews.

so as to increase access to markets

2021. HeForShe is rooted in the very

services. We also saw that instances of gender based violence increased at an

programme with entrepreneurial skills

strategies of the banking industry with society’s aspirations as expressed by the Sustainable Development Goals

initiatives to support the HeForShe

and other international frameworks.

conversation sessions, debates

We are focused on doing business the

equity, sessions to engage men in

and sustainable growth.

about various aspects of gender

right way and on supporting inclusive

conversations about gender, and the ongoing focus on leadership

Standard Bank’s purpose is to drive

development for women.

Africa’s growth - this is only possible

if women are truly empowered. While

gains that we’ve made in recent years.

We recently launched the African

We are continuously making sure that we

empower woman asset-managers who

are working to improve the representation

of women in senior positions in our group. Indeed, at the end of 2019, women held 37% of board positions and 40.3% of

senior management positions. Yet we

are fully aware that this is not sufficient. It’s just not enough.

We are working to meet, and

hopefully, exceed our targets in the years ahead. We aim to have women holding 40% of the group

executive positions by 2023.

Woman Impact Fund, which aims to

are willing to invest in female owned businesses across the continent. The fund aims to raise a total of $100-million.

Another exciting initiative focuses

specifically on the agricultural sector in Malawi, Nigeria, South Africa, and Uganda in partnership with

UN Women. We are addressing

gender gaps in the sector while also

COVID-19 poses risks to the progress towards gender equality, it has also

given us all an opportunity to reflect on the kind of future that we want.

As we work through the crisis, we

need to be empathetic leaders who

search for innovative solutions to the

challenges we face. These are qualities

that many women possess, which is yet another reason why we need to ensure that women are better represented in decision making in society.

improving the industry’s resilience

If Africa manages to fully unlock the

aims to reach a target of over 50,000

economy will defy even the most

to climate change. The programme women in three years.

potential of its women, the continent’s optimistic growth forecasts.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 15

“AFRICA IS OUR HOME AND

we drive her growth”

N o l w az i Nz am a Head of Operational Risk, Standard Bank SA By Fiona Wakelin

16 S TANDARD BANK TO P W O M EN LEADERS

As the Head of Operational Risk,

Nolwazi Nzama supports CE Funeka Montjane in managing the risk

associated with the personal and

business banking business. We spoke

to her about housing the nation, career angels and wealth creation.

N O LWA Z I NZ AM A

WHAT IS YOUR PORTFOLIO AT STANDARD BANK AND HOW DO YOU MANAGE OPERATIONAL RISK? Essentially banking is a business where risk is taken in return for reward. Our primary job is to enable businesses

to identify risks, understand them and

then deliberate whether they are within their appetite of risk pursuant to the

rewards they are pursuing. We ensure the sustainability of the business by balancing the interests of the bank

and our customers ensuring that the

interests of all parties are being met. We endeavour to be the conscience to the business. We are a regulated function, but we thrive to provide a

service whereby even if we weren’t

regulated, businesses would still want to have us around because they see the value in the engagements we

provide. The beauty of us is our job is

to enable conscious risk taking for the

bank, which inherently means we do the same for customers - because without

our customers there is no bank. So we manage the friction between ensuring

great customer experience and the risk

associated with delivering it. We ensure products delivered to customers meet

not only regulatory standards, but that the interests of our customers have

been met. Our performance is measured not only on the bank’s losses, but on

“imposter syndrome” – which I have never

to challenge myself to make sure

has been the opportunity the Bank gave

This means moving away from a victim

felt at the Bank. My greatest highlight

me to be the head of Affordable Housing Business Unit and Head of Credit at

Affordable Housing. Affordable Housing strategy around lending and collaboration with government concerning the delivery of housing solutions and funding to the majority of South Africans. We played

through their subsidy policy – FLISP – and helping government deliver houses to the masses of hard working South Africans who wanted to own their own homes

in as a middle manager and have been

able to work my way through the ranks. A

lot of women struggle with a degree of the

lives – however small. When I look at

South Africa today, I look at what I can do to dilute the racial polarisation in

the country and contribute to a general black and white – to the have nots. I

sometimes have feelings of guilt and

am constantly looking for opportunities in both my personal and work life to

my biggest milestone, you could say, is

Most of the people who have contributed

the nation! We say in Standard Bank

and white – I call them my career

that Standard Bank allowed me to house that Africa is our home and we drive her

growth and for me that role made me fall

in love with Standard Bank. I choose to be in banking because I know what it does

and I’d like to make a big difference to the lives of people.

to my career have been men – black

angels. And I will measure the success

of my career on the number of women to whom I was a career angel.

WHAT TRENDS HAVE YOU NOTICED OVER THE LAST 5 YEARS IN TERMS OF APPETITE FOR CREDIT

IN YOUR CURRENT LIFE JOURNEY,

APPLICATIONS IN SOUTH AFRICA?

WHAT PARTS OF YOUR EXPERIENCES

There has been greater access to credit

ARE UNIQUE TO YOU AND GIVE YOU A VALUABLE PERSPECTIVE WHEN IT COMES TO BEING A FEMALE LEADER AND IMPARTING YOUR KNOWLEDGE

how do we find more ways to lend to more businesses? We need to make bigger inroads. That is the biggest

to a head in this pandemic where so

back and realise the real problem in

many businesses are taking strain.

race but the gap between the haves and have nots. As a black African female I have to admit that I am a “have”. I

may have come from a history of being disadvantaged, but once I was able

to acknowledge that I am now a have,

for financially active people in SA – but

challenge which has been brought

TO THE NEXT GENERATION?

South Africa is not necessarily one of

place for me to work and develop. I came

in turn means I have the agency to

remedy that by making a difference.

and the dignity that comes with that. So

WHAT HAVE BEEN SOME OF THE

Standard Bank generally has been a great

mind-set to an empowered one – which

sense of responsibility of the haves –

a big role in helping government think

It is quite ironic when you take a step

CAREER AT STANDARD BANK?

others become similarly advantaged.

make a difference in other people’s

essentially is the BU that deals with the

customer losses – two sides to one coin!

MAJOR HIGHLIGHTS IN YOUR

I N T E RV I E W

what comes with that is a responsibility

When you lend you go through a form of statistical analysis based on the

probability of repayment. We, therefore, continue to struggle with lending to

small businesses in particular. That is

the problem statement we are going to

have to solve if we are going to get this economy back on track.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 17

I NT E RV IEW

N O LWA Z I N Z AMA

DO YOU THINK WE ARE DOING ENOUGH IN TERMS OF FINANCIAL LITERACY EDUCATION AT SCHOOL LEVEL? We obviously aren’t! My father always told me “From your first salary save R100” – and I now understand why. He also said “Don’t get addicted to

the smell of a new car – it is such a

bad idea.” I wish we could find ways

we could teach the majority of South

Africans to understand the difference between a value adding asset and a

the 7th August. We made delicious

the financial trajectory of the family.

a wonderful fireside chat. Gender-based

money into households where there

drinks which we shared virtually and had violence – GBV - felt so much worse this August – so we were discussing how to help colleagues who may be suffering at home, as well as how to help those

among us who are grieving from the loss of loved ones. Different but meaningful.

Plus, during COVID I have channelled were retrenchments.

THE TOP WOMEN 2020 “BRAVE CONVERSATION” NARRATIVE IS AIMED AT SHOWCASING A CULTURE RESET WITHIN THE WOMEN EMPOWERMENT SPACE, WHERE

WHAT HAVE BEEN SOME OF THE

STANDARD BANK IS CHALLENGING

KEY CSI INITIATIVES THAT YOU ARE

THE STATUS QUO AND HOW THE

INVOLVED IN?

ROLE OF WOMEN IN SOCIETY IS

value eroding one. We need to find ways

I have an awesome team – team Jenga

VIEWED – AS A LEADER AND A

literacy, but to live it. We need to get

and this year we funded a few initiatives:

to not only teach our youth financial

better at wealth creation in South Africa. People are working hard, but they are

just surviving. Wealth creation is not an over night thing – it is the result of self discipline, the ability to deny yourself

instant gratification and being consistent in adhering to the big decisions you

make. Financial literacy and wellness is

(a Swahili term which means to build) an old age home; a church; an animal

shelter – supporting the vulnerable. On

We are currently looking to identify a

the burden of feeling they are failing

By and large women struggle with

university student whom we want to

someone when juggling home and work.

sponsor from next year.

that resonate with me but am currently

HOW DID YOU CELEBRATE WOMEN’S MONTH? It was so different this year. I celebrated it with my team; the gentlemen in the

team arranged a lovely celebration on

ARE SOME OF THE CHANGES THAT STILL NEED TO HAPPEN?

difference. You need to have a healthy you have enough and you’re okay.

FOR WOMEN MEAN FOR YOU? WHAT

this year we did that in our own gardens.

On my side, from a citizenry point of

relationship with money and know when

WHAT DOES RESETTING THE CULTURE

Spring Day, we usually plant trees so

similar to physical and personal wellness in that being disciplined makes all the

STANDARD BANK TOP WOMEN,

view, I contribute to various initiatives sponsoring funds to towards a few

families where the children are studying

in tertiary, but their primary breadwinner is a security guard earning minimum wage. I sponsor items such as data

and some groceries for their children

as if you can scale the number of bread

winners within a family, you can change

How do we enable women to manifest their dreams without the feeling that it

is at the expense of… This means that in corporate and the civil service we

need to create environments that allow for the flexibility for women to make

trade offs that they are comfortable with. COVID-19 has proven that this can be

done. We need to focus on delivery and not on how the delivery is executed. HOW WOULD YOU LIKE TO BE REMEMBERED? I was raised with the view that you are

blessed to bless others – so I would like

“ F inancial literacy and wellness is similar to physical and personal wellness in that being disciplined makes all the difference. You need to have a healthy relationship with money and know when you have enough and you’re okay.”

18 S TANDARD BANK TO P W O M EN LEADERS

to be remembered as someone who is a

blessing, no matter how small, to others. I believe we all come into this world with a purpose and I would like to think I was able to nudge some people to fulfil that purpose and be whatever they came here to be.

S HI MO N E PR E TORI U S

“TH E R E IS N O O NE M O R E Y O U- ER T H A N

THE SECRET TO HAPPINESS WITH STANDARD BANK’S

I N T E RV I E W

yo u ”

When Shimoné joined

Standard Bank SA 14 years

ago she was completely new

to banking and, having come

from a regulatory environment, this was a major adjustment. At the time she was thrown

into the deep end by having to assist with the implementation of the National Credit Act

across Standard Bank SA

(SBSA) - a huge learning curve and an amazing experience.

We asked her about some of her major highlights with the

Bank over nearly one-and-ahalf decades.

“Each one of my role changes

has been a highlight. With each change I received more and

S h i m o n é P re t o riu s

more exposure. Being fortunate enough to form part of Isabel Lawrence’s Exco team and at the same time joining

Funeka Montjane’s Exco

was like having the best of

both worlds. Being led by two

Chief Compliance Officer Consumer and High Net Worth Clients and Head of Compliance SA, Shimoné Pretorius speaks about the limitless possibilities for women – and keeping your chin up so that your crown stays on. By Fiona Wakelin

dynamic female leaders, who are respected throughout the

entire organisation, is a growth opportunity that you cannot

find anywhere else. I have the privilege of getting involved in

the client centricity journey and assisting the teams in making

a real difference to the lives of our clients.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 19

I was part of the VUKA experience

On a more personal level it has been a

and like every other person, balancing

for me personally. It taught me

Bank at a time when Compliance was a

effort. It has however taught me to have

and it was an absolute eye opener compassion. It taught me to look at the person as a human being

and not just someone I work with. I also had the privilege of attending the immersion in Ghana - that experience was priceless and

changed my outlook on life forever.

It was the one single experience that had the biggest impact on my life.

It really showed me what it means to be happy and content and that

old cliché of “happiness isn’t getting what you want, it is being content and satisfied with what you have” became real for me.

WHAT DO YOU SEE AS THE GREATEST CHALLENGES AND BENEFITS OF YOUR ROLE? We are still in a male dominated

environment and it will take time to get to a position where equal work

and equal reward becomes a reality. As women we will for a long time

continue to feel that we must work

harder than our male counterparts to get the same recognition. This is not an SBSA challenge, it is a country wide challenge. Having said that,

SBSA has made big changes from

a gender equality perspective. Men are encouraged to partake in the

“HeforShe” campaign, and they do,

because they have the best role model in Sim Tshabalala. Sim doesn’t only talk the talk, he also walks the walk

and you can see from his actions that

challenging journey. I walked into the

small element of something we did. It has grown to become a focus area across

the entire Group. My initial challenges

were to win the trust of the Business, to build relationships and convince them that Compliance is not a handbrake,

but rather an enabler and we want to

work and life becomes a continuous

more compassion and empathy with

other people and in particular women. We are the backbone of society and it

is important that we see each other as

human beings before we see the person in their role as an employee.

walk the path with them. We want to be

As women we must support each other

about their income statements and our

than to criticise. I always try to look at

part of their business and we also care clients. After 14 years I can honestly

say that we have accomplished this. We form an integral part of the day to day

operations of the Business. They respect our views and they know we understand their products, challenges and clients. I also had some major challenges in my personal life and the support from my

leader and my team got me through it and ensured that I remained focused.

and aim to uplift each other, rather

individuals knowing that I don’t know their personal situation. I don’t know

what happens at home and how they are stretched in their family life. I do

attempt to bring the personal and human element into my team and invite the

women to share their heartbreak and

happy moments, if not in an open team, then in a one-on-one with me.

IN YOUR VIEW, HOW CAN WE The benefits to this role are endless. I get to interact with the most amazing

people. I get to be part of the end result

INCREASE THE NUMBER OF YOUNG WOMEN TAKING STEM (SCIENCE TECHNOLOGY ENGINEERING AND

of actions and products that impact the

MATH) SUBJECTS AT TERTIARY LEVEL?

input adds value and that my knowledge

industries where these subjects are

lives of our clients. I get to see how my

Women who have already cracked

is appreciated. Standard Bank has

critical to their roles, should get close

created an environment for me to grow and enjoy what I do on a daily basis.

IN YOUR CURRENT LIFE JOURNEY, WHAT PARTS OF YOUR EXPERIENCES ARE UNIQUE TO YOU AND GIVE YOU A VALUABLE PERSPECTIVE WHEN IT COMES BEING A FEMALE LEADER AND IMPARTING YOUR KNOWLEDGE

he is dedicated to this campaign. It is

TO THE NEXT GENERATION?

big organisation putting his heart and

but I am a single mom with two lovely

refreshing to see a leader of such a

I wouldn’t brand it as completely unique,

soul into this.

daughters. This in itself is challenging

20 S TANDARD BANK TO P W O M EN LEADERS

to young girls at school level and

mentor them. The stigma around these subjects being male dominated must be removed. It is also important that we teach our girls from a young age

that there is nothing they cannot do. Men can become top chefs, women can become top engineers and

scientists. There is no limit to what

women can do. Your gender does not

determine your abilities or your future. This message must be made clear to girls from a very young age.

S HI MO N E PR E TORI U S

I N T E RV I E W

“ T here is no limit to what women can do. Your gender does not deter mine your abilities or your future.” THE TOP WOMEN 2020 “BRAVE

WHAT EXCITING PLANS DO

CONVERSATION” NARRATIVE

YOU HAVE FOR THE FUTURE?

IS AIMED AT SHOWCASING

I’m looking forward to seeing how

my 2 daughters grow up, find their

A CULTURE RESET WITHIN

purpose in life and flourish. I enjoy

THE WOMEN EMPOWERMENT

travelling and would like to travel

SPACE, WHERE STANDARD

more with my mother.

BANK IS CHALLENGING THE STATUS QUO AND HOW THE

From a career perspective I am

ROLE OF WOMEN IN SOCIETY

excited about the new venture that

IS VIEWED – AS A LEADER

Sim has created with the introduction

AND A STANDARD BANK

of the new architecture. I think we are

TOP WOMEN, WHAT DOES

going to enjoy the new challenges

RESETTING THE CULTURE FOR

and we are going to be given an

WOMEN MEAN FOR YOU? HOW DID YOU CELEBRATE

WHAT ARE SOME OF THE CHANGES

WOMEN’S MONTH?

THAT STILL NEED TO HAPPEN?

By looking after myself. I also joined

Standard Bank has demonstrated that

But it was important to me to focus on

not only in the workplace but also in

a few of the webinars the bank set up. me in this month and to make sure I

am in a position to care for others. It is so easy to let yourself go. But it is

treated as such. I believe a workplace

comes with the position is huge. It has a negative impact on your health and you need to be aware of this. Long hours

OUT THERE STRUGGLING TO

created by Sim you can see that.

quickly realise that the stress factor that

SURVIVE? • YOU’VE GOT THIS.

sprint. Woman are unique and should be should cater for that uniqueness without side-lining our male colleagues.

Women want to grow, not only in their

day and it is important that we are given

focusing on that will assist greatly. We

the correct tools to deal with those. HOW WOULD YOU LIKE TO BE REMEMBERED?

As someone who assisted other women

to reach their full potential and be the best they could be. As a caring person who

looked beyond the exterior and focused on the inner happiness of people.

• Never give up. Keep your chin up so that your crown stays on.

• Always show up. No matter how bad

things are, get up, put your lipstick on, and show up.

and stressful situations are the issues

we are confronted with as women every

DO YOU HAVE A MESSAGE FOR YOUNG WOMEN ENTREPRENEURS

society. If you look at the new Board

Obviously, it is a journey and not a

the female leaders in the bank you will

in people’s lives.

they care about women and uplift them

so dangerous. If you speak to some of

opportunity to really make a difference

• Be yourself. As Dr Zeus said, “nobody

careers, but also as people - and

are individuals before we are mothers,

is more you-er than you”.

• One of the most inspirational quotes I

wives, leaders, employees. If you uplift

have ever seen is “Here’s to women,

environment, it will show in their

may we raise them”.

women in their society and personal

careers. The impact on a household of

having meetings which last until 7pm at

night is different when you are a woman compared to your male counter parts in that same meeting.

may we know them, may we be them, • For me personally the most

important thing you can do is to

look after yourself. You cannot look after anyone else if you are not ok.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 21

RA IS ING H O PE , BREA K I NG GR OU ND

Standard Bank Top Woman of the Year 2020, Lesego Serolong Holzapfel is a

2019 Tutu Fellow. She was listed as one of Mail & Guardian’s 200 South Africans

and received the Trail Blazer Presidential Award. She is CEO and founder of

Bokamoso Impact Investments. Lesego

completed a Master of Science (MSc) in Social Policy and Development at The

London School of Economics and Political

Science (LSE). Together with her husband Neil, she founded Raise the Children in 2008. Lesego, being a South African orphan herself, has always had a deep desire to give back to the community that raised her and to mentor and empower the many that share her story. Lesego is passionate about agriculture and

African leadership as part of core

entrepreneurial drivers.

22 S TANDARD BANK TO P W O M EN LEADERS

Lesego Serolong Founder and CEO – Bokamoso Impact Investments By Fiona Wakelin

L ES EG O S ER O LONG

out of the box and to further develop the

IN 2017 YOU WON THE

WHAT HAVE BEEN SOME OF

STANDARD BANK TOP WOMAN IN

YOUR MAJOR STRIDES AS A

AGRICULTURE AWARD. HOW HAS

BUSINESSWOMAN – AND HOW HAS

THIS IMPACTED ON THE WORK

SIMPLYBLU AFFECTED YOUR JOURNEY?

YOU DO?

Simply Blu helped us quickly setup

It has given me a broader platform to share my story and entrepreneurial

journey with ordinary South Africans and young entrepreneurs. The

recognition has certainly challenged

me to think deeply and meaningfully

about ways we could use business as a catalyst for sustainable social and

economic impact. i.e. how we care for

those who work for us and help support our vision.

It has also challenged me to hone my skills set and be more open minded,

focusing on what I do well and learning to delegate - something we sometimes struggle with as entrepreneurs. I have learned to be more adaptable, as

things can change pretty quickly across all industries globally - COVID-19 is

a perfect example. Business requires authenticity, resilience, grit and commitment to a vision.

It’s often easy to share the positive side of

entrepreneurship/business,

when in fact, we don’t often

hear about the hardships we go through to get to where

we are today. Being in the

spotlight has afforded me an opportunity to share

more about Bokamoso’s successes, being more vulnerable

about our setbacks and failures at the same time.

I N T E RV I E W

honey brand by creating new distribution channels & identifying more beekeeping

farmers to develop, in order to boost our volumes of locally produced, traceable

our initial e-commerce presence for

honey and provide much needed

our honey brand, Bee Loved Honey, a

social impact brand under the Bokamoso umbrella; which identifies, trains and

revenue opportunities to our beekeeping farmers to ride out the Covid crisis.

supplies rural beekeeping farmers with

IS IMPACT INVESTMENT THE

buys back harvested honey through

AGRICULTURAL SECTOR?

honey to end consumers – Bee Loved

the future. In order to fully unlock this

source for the rural beekeepers, while also

invested in rural farmers, manufactures

beehives (manufactured in-house), then

WAY FORWARD FOR AFRICA’S

offtake agreements, and distributes the

I see Africa as the bread basket of

Honey provides a new sustainable income

potential, we need to find capital to be

repopulating dwindling bee populations,

and food entrepreneurs at the bottom

which are critical for food security.

of the pyramid.

• SimplyBlu is hosting our

HOW DO WE EMPOWER RURAL WOMEN TO ENSURE AFRICA BECOMES

e-commerce platform.

THE BREADBASKET OF THE WORLD?

• The establishment of a food

We will empower women through capital

manufacturing and packaging

investment, access to information/

company. The thought that adding

opportunities, mentorship and skills

value to your product through

packaging and processing could earn you extra money, really excites me.

development to empower them to thrive in their farming enterprises. Often rural women are overlooked and rarely are

afforded development opportunities due

Partnership with the Mine Workers

to communication barriers and access.

Development Agency, UNISA and

Rural women need to be prioritised as

support from Standard Bank through

the Standard Bank Africa Derek Cooper Scholarship programme.

they play an important role in creating

job opportunities in far flung areas and contributing to the economy.

HOW HAS COVID-19 IMPACTED BOKAMOSO IMPACT INVESTMENTS?

YOU ARE THE CO-FOUNDER AND

As a result of companies closing and

CHAIRWOMAN OF RAISE THE CHILDREN

people working from home, our sales

INTERNATIONAL. PLEASE DESCRIBE THE

drastically came down. However, our

WORK DONE BY THE NPO.

did far better than we had imagined, as

International, an NPO which identifies

local honey brand, Bee Loved Honey,

I co-founded Raise the Children

consumers started seeking out more

orphans from impoverished and rural

healthy, immune boosting foods such as honey; The pandemic forced us to think

communities of the North West Province

and mobilises resources for these children

S TA N D A R D B A N K TO P WO M EN L EAD ER S 23

I NT E RV IEW

LE SE GO SE R OL ONG

to gain access to higher education that

HOW IMPORTANT IS SERVANT-

leads to employment and public service

LEADERSHIP IN THE WORLD TODAY?

Raise the Children identifies high

advancing the world. Active citizenship

with a high return on social investment.

I believe we each have a role to play in

potential orphans from the rural parts of

and servant-leadership are an integral

South Africa and sends them to private, secondary boarding school. It currently supports over 40 of these “diamonds in the dust” with 14 of our graduates

currently enrolled in tertiary institutions. We have a 100% tertiary exemption

rate for our matrics for the last 2 years. Our scholarship programme offers not only quality education, but integrated

personal and career development through mentorship, and exposure to unique

people and places. Raise the Children unleashes these servant-leaders to

transform the trajectory of their lives, their families, and their communities. Here are a few examples:

Thato is a young man from Manyeledi village where our agri-incubator was

started -he’s a recent Honours graduate in Applied Mathematics and Information

Systems at Rhodes University South Africa and currently works for KPMG. Sharon, a University of Pretoria graduate with a

diploma in Social Work, works for a non-

profit organisation serving a disadvantaged township in Pretoria. And Kholiswa is a

part of building our societies and making the world a better place.

I’m inspired by the JF Kennedy quote “Ask not what your country can do for you – ask what you can do for your country.” Through the work I am doing in

agriculture, business and education, I am playing my part in positively

shaping the future of our country. DO YOU HAVE A MESSAGE FOR YOUNG WOMEN OUT THERE STRUGGLING TO SURVIVE AS ENTREPRENEURS, ESPECIALLY DURING THESE DIFFICULT TIMES? Entrepreneurship is not easy and often a lonely journey. Don’t be afraid of

failure. There is a lot of wisdom we can draw from our failures, which will often prepare us for our next steps. I know a lot of businesses are hurting right

now. However, take time to rest and surround yourself with mentors and positive people you can talk to.

student at the University of Mafikeng who

Be flexible and willing to explore new

achievement and final year political

will require you to recalibrate your

just won a Golden Key award for academic

opportunities, even in a crisis. This

science student at NWU- Mafikeng.

business model, throw away what is

There is plenty of talent hidden within

love, and is breathing life into you.

I wanted to create a scholarship that

the goal - you can do this!

rough, who will make an impact in their

Bokamoso is a social enterprise

effect. As an orphan myself, I could

impoverished rural populations of South

remote, rural areas of South Africa.

focuses on identifying diamonds in the

community and thereby create a ripple

relate to understanding their position of vulnerability. The best gift you can give to an orphan is that of education.

not working and reinvent. Do what you Have faith, stay strong and focus on

dedicated to connecting the

Africa to economic opportunities using

diverse agricultural and entrepreneurial platforms as change catalysts.

24 S TANDARD BANK TO P W O M EN LEADERS

Bokamoso seeks to contribute to the attainment of the following:

• Food security in rural South Africa

and SADC by increasing commercial food production.

• Increasing agricultural (arable) land productivity, enhancing sector competitiveness and business eco-system,

• Investment in sustainable value chains through access and opportunities locally and export markets, • Poverty alleviation and

economic development.

Bokamoso offers consulting services to clients in the Agriculture, Public Policy, Social facilitation and

Entrepreneurship areas. One of our exciting projects to work on is the Sernick Emerging Farmers Jobs

Fund. Bokamoso is a social facilitator for the project, aimed at increasing cattle productivity, and increasing

household incomes of participating

smallholder farmers in South Africa. Bokamoso Foods, a subsidiary of

Bokamoso Impact Investments, is a 100% black women owned food

and beverage company. The mission of Bokamoso Foods is to bring the

delights and health-benefits of highquality beverage products to the

world. The company offers a bespoke

blending service dedicated to creating

beverage blends that are unique to our establishment. In addition to its own

packaging specifications, Bokamoso also does contract packaging for

small and major clients. Bokamoso’s main business line is the in-house

manufacture, custom packaging and

distribution of quality beverage solutions to its customers within the catering, mining, and corporate industries.

Po s i t i o n i n g S o u t h A f r i c a a s a n ex c e p t i o n a l

TOURIST AND BUSINESS EVENTS DESTINATION

S o u t h A f r i c a n To u r i s m h a s m a d e g re a t s t r i d e s i n i n t ro d u c i n g a n d m a r ke t i n g S o u t h A f r i c a n o t o n l y to o u r ow n p e o p l e b u t a l s o, s i n c e t h e d a w n o f o u r d e m o c ra c y i n 1 9 9 4 , to t h e wo r l d .

THE FUTURE OF HR Trusted Network of Employers of Choice Impacting the Future of Work

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VIRTUAL 2-DAY SUMMIT NOVEMBER 2021 www.futureofhr.co.za

L EI L A F OU RI E

I N T E RV I E W

TAKING THE BULL BY THE HORNS - H OW INVESTING IN AFRICA IS GETTING UPGRADED Leila Fourie, Group CEO, JSE, is using her wide-ranging experience and

interactions in South East Asia and

the way that technology advancement is

moving in today’s rapidly-evolving world.

Australia to redefine what capital markets

KEY TAKEAWAYS TO LISTEN OUT

a reimagined investment community

1. Often our careers, achievements

and investing will look like in Africa –

FOR IN THIS PODCAST

accessed through cutting edge fin tech,

and failures are a culmination of

By tapping into the potential of AI, block

ourselves have to tell - our approach

platform that works for every South African,

lessons we’ve learned from those

untapped capital markets and SMMEs.

our upbringings and the stories we

chain and fin tech to deliver an investment

to life can be very rooted in the

the focus is shifting to not only increasing

who came before us.

the current number of great companies

For the last 25 years Leila’s business career has spanned working in consulting, investment banking, retail

2. Sometimes enquiry is more powerful

that are already listed on the JSE, but

than advocacy, and in the same

from elsewhere in Africa, the Middle East,

powerful than telling.

banking and capital markets. Her

diverse experience has been acquired

also to aggressively attract investors

sense, sometimes listening is more

Eastern Europe and South-East Asia.

3. As business women, we are privileged in a society with many underprivileged

In this Top Women podcast, Topco CEO,

women who have either not had

who has held the position of CEO of the

opportunity to build their careers.

Ralf Fletcher is in conversation with Leila JSE since October 2019. With a career

in some of South Africa’s leading

positions and directorships of global

that spans more than 25 years, Leila has

emerging markets have, is that we are

systems, consulting, investment banking

- we have a very real opportunity to

wealth of knowledge not only in the realm

5. Technology advancement really comes

and retail banking. Leila brings with her a

attract international investments.

of business, but also on an interpersonal level. She uses her experience, both

locally and globally, to implement new

director. Leila has also served as

board chairperson. Over the course of her career, Leila has gained

experience in turnarounds, set up of

divisions within a multi-national

advancements . In this podcast, Leila

organisation; launched new products;

discusses how our roots and experiences

established and closed down joint

are what shape us and how we, as

ventures; advocated on national

Africans, are in a very unique position at

policy matters; and maintained

this time, where there is much space for

in order to achieve optimal success and

executive director and managing

established new global and local

to stay up to date with new worldwide

way we need to approach leadership roles

Her board roles have included

two new Greenfields organisations;

strategies in all of her roles, making sure

us to do good. She also considers the

portfolios, local boards & US boards. that of non-executive director,

down to the culture that leaders create to enable it.

Johannesburg Stock Exchange. Leila has held senior executive

4. An advantage that Africa and

able to leap frog legacy technology

Accenture, Standard Bank and the Through the course of her career,

the opportunity for education or the

worked in the capital markets, payment

companies in these fields, including

existing revenue producing and CLICK HERE

support functions. Leila holds a Ph.D. in Economic and Financial Sciences.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 27

NRF A-rated scientist, CEO and President of the South African Medical Research

Council (SAMRC), Professor Glenda Gray is a qualified

paediatrician, co-founder of

the internationally recognised Perinatal HIV Research Unit in Soweto and is one of the experts on the Ministerial

Advisory Committee, co-chaired Professor Salim Abdool Karim,

currently advising government on how to combat COVID-19. The

committee includes professors

from a variety of health, infectious diseases, epidemiology and other specialities.

We caught up with Glenda

Gray and asked her for an

Glen d a Gr a y

Member of the Ministerial Advisory Committee, updates us on COVID-19, a vaccine and developing immunity

28 S TANDARD BANK TO P W O M EN LEADERS

update on COVID-19 in South Africa:

G L EN D A G RAY

THE NEWS REGARDING THE EPIDEMIC CHANGES BY THE HOUR. PLEASE GIVE US THE LATEST UPDATE ON THE EPIDEMIC – AND THE PROJECTIONS GOING FORWARD. WHEN DO YOU

lasts and what the predisposing risks are

WHAT ARE YOU READING?

re-infection looks like. We are still trying

But to quieten my mind I am reading

for re-infection, and what the course of

I read a lot of news, all the time.

to understand this epidemic, and the

a biography on Bob Dylan. I have also hauled out all my Salman Rushdie

natural history of COVID-19.

books, and have started re-reading

THINK IT WILL PEAK IN SA?

The Golden House.

As winter begins we can expect to see

HOW DO YOU RELAX?

both influenzae and COVID-19. We will

works, to relax. I am also re-reading one

an increase in hospital admissions for

I am listening to Bob Dylan, his early

experience the epidemic in winter, and

of his biographies. He takes me back

hopefully towards spring, the epidemic will start to ease up.

to my childhood and my life as a young adult, and his lyrics are inspirational. I

like my treadmill in the garage, and that sorts my head out, and calms me.

WHAT IS YOUR VIEW ON THE

The risk adjusted strategy is the most

sensible approach to both manage the epidemic in South Africa as well as open up the country for business.

IF YOU HAD AN EXTRA HOUR IN THE DAY HOW WOULD YOU SPEND IT? I am trying to learn to have down

time, walk in the garden with a cup

of tea, and now more recently, spend

INCREMENTAL APPROACH OF EASING THE LOCKDOWN?

I N T E RV I E W

Together with my daughters, we planted a vegetable patch, and I get great

delight in eating the chillies grown in my own soil!

10-15 minutes attacking that puzzle sitting on my dining room table. I

have put a chair on my balcony, and

last night, with the new moon, Orion’s Belt was out in all its glory.

I like to walk in my garden in the early morning with my tea and inspect the

IN YOUR OPINION, ONCE

flowers and trees. I am learning the

SOMEONE HAS HAD THE VIRUS AND RECOVERED, WILL THEY HAVE

value of gardening which is something I have neglected all my life. I am also

DEVELOPED IMMUNITY? People who have had the virus will

trying to do a puzzle on Van Gogh’s

develop immunity, however we are

hearing reports of re-infection, so we still need to establish how long the immunity

Starry Night, which is incredibly difficult,

but triggers paths in my brain that do me good..

CLICK HERE

S TA N D A R D B A N K TO P WO M EN L EAD ER S 29

PR O F I L E

A F R OCE N T R I C HEALTH

AfroCentric Investment Corporation Limited (AfroCentric) is a black-owned, investment holding company which is substantially invested in healthcare. AfroCentric was established in 2008 and is listed in the healthcare sector on the JSE.

“Clustered companies have been shown to enhance collaboration, increase productivity and encourage infrastructure sharing. Clustered businesses can learn more from one another through organic knowledge transfer,” explains Banderker.

AfroCentric is the most diversified health group in South Africa, and through its operating subsidiaries, the Group provides: health administration and health risk management solutions, manufacturing and distribution of pharmaceutical products, IT solutions, wellness and primary care offerings.

AfroCentric’s clustered approach is not only reflected in how operations are structured, but also in the nature of its brands, which can be used for a range of specific health-care needs.

As AfroCentric we are proud of the gender empowered representivity in our Group: • 70% of our employee workforce is female • 47% of our leadership team (GM level) is female • 2 out of 5 of our executive directors are women • 4 out of 9 of our non-executive directors are women • We have made investments of over R800 000 in bursaries for female students • Over R 21-million has been invested in training female employees • There are over 129 female candidates in our learnerships, apprenticeship and internship programmes

1. THE HEALTH ADMINISTRATION CLUSTER led by Dr Lungi Nyathi and Johan van Rooyen Led by Medscheme, this cluster continues to be the main revenue driver at AfroCentric — for now. Under this umbrella, the group looks after just over 3.8-million people, mainly in SA, but also in other Southern African countries.

The company is also humbled to have pledged to fund programmes on gender

based violence and prevention of femicide in South Africa, an initiative of the Honourable President of South Africa Mr. Cyril Ramaphosa. Integral to our commitment to the NSP Implementation, AfroCentric is further committed to making the world of work safe and free of violence and harassment.

At its core, the group comprises three distinct clusters:

2. THE PHARMACEUTICAL CLUSTER led by Gawie Erasmus This cluster is driven by Pharmacy Direct, a pharmaceutical retail logistics business that distributes chronic medication to private and public beneficiaries countrywide. It consists of wholesaling and manufacturing capabilities, under subsidiaries ScriptPharm, Curasana and Activo Health. Pharmacy Direct has

RESOURCES, REALISING SYNERGIES AfroCentric’s collaborative structure is reflected in its operations as well as its brands.

already dispensed more than 10-million prescriptions in 2020. The Covid -19 pandemic has led to a growing number of patients opting for home deliveries instead of visiting the stores to collect their drugs. The schemes love this business model as it ensures greater drug adherence, and thereby prevents hospitalisation. Activo Health, specialising in importing and marketing generic pharmaceutical products, trades in all sectors of the pharmaceutical industry and is a key contributor to AfroCentric’s overall strategy.

Group CEO, Ahmed Banderker, points out that structuring the group according to clusters is the most efficient way to elicit the synergies across subsidiaries and acquisitions.

3. CORPORATE SOLUTIONS CLUSTER led by Andrew Edwards The newest addition to AfroCentric’s cluster approach, corporate solutions, focuses on

A CLUSTER APPROACH: SHARING

30 S TANDARD BANK TO P W O M EN LEADERS

primary care, occupational health & safety, and wellness. Corporates have their own strategic objectives, and need a health-care partner that can cater for the interdependent business needs of the employer and its medical scheme. The new economic climate means that delivering financial value to employers and their employees is not simply a “nice - to -have” anymore. Leveraging capabilities throughout AfroCentric and across all its subsidiaries, new solutions can be provided that will increase employers’ savings and add direct financial value to employees. This is only possible because of AfroCentric’s integrated model. Business-minded solutions that have been developed include: • Client services that demonstrate value to the employer, employees and scheme members; • Managed care that delivers on agreed clinical and financial outcomes to the benefit of schemes and their members (these outcomes would also have a positive impact on the employer’s health investment); • Employee wellness solutions that boost productivity, reduce absenteeism, help improve employees’ physical welfare and revitalise their mental and financial wellbeing. A partnership with Sanlam to relieve financial stress Through its joint shareholding of AfroCentric Healthcare Assets with Sanlam, AfroCentric

delivers results-orientated financial wellness solutions to foster staff health and financial wellness behaviours. The financial wellness solutions offer staff access to credit coaching, with the aim of improving employee financial status. Financial Stats • Listing on the JSE in 2008 with a turnover of R1.2bn, AfroCentric has increased its turnover more than three times that to R4bn. • Recent results show an almost 22% rise in revenue, and growth of 19% in profit after tax for the financial year to end-June 2020. • AfroCentric declared a final dividend of 17c an ordinary share for the last financial year — despite a tough final quarter marked by the national Covid-19 lockdown.

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I N T E RV I E W

INTERVIEW WITH

MPUME MONYELA, HR DIRECTOR, AFROCENTRIC GROUP

CONGRATULATIONS ON YOUR NEW APPOINTMENT AS HR DIRECTOR FOR THE AFROCENTRIC GROUP. WHAT EXCITING

so where skills attraction and retention of talent is of major focus. On top of mind are: global mobility policies and practises, leadership competency enhancements, employee experience, incentive schemes, turnaround strategies, and culture build initiatives. All have impacted business in a significant way. The real success has been the adoption and implementation of these initiatives by business.

PLANS DO YOU HAVE FOR 2021? Thank you! It’s early days, more so given the pandemic we’re living in. I’m excited about 2021, though - another year of flexibility and evolution. I am even more excited to be part of the AfroCentric Group.

Another aspect that is very close to my heart is Human Capital personnel serving as ambassadors of the brand; walking and talking ‘the talk’. The impact, thereof, has been tangible and significant thus far.

In general, I sense that there is a greater need for adaptability and flexibility, in managing the circumstantial and rapidly changing business needs, be it through innovative technology, service expectation, creative solutions or employee experience. The excitement is about being timeous and relevant to situations.

MAJOR SETBACKS? It depends on what the setback is. I have no set rules, and I tend to deploy a ‘call it’ strategy that works in each circumstance. The synergy on all my dealings is based on two questions: ‘What is the setback?’ and ‘What does it mean for me, the people I care about and the environment?’ The answers to these questions always determine my course of action.

Zooming into business, AfroCentric as a diversified healthcare business, has grown significantly in the past 4 years, and it continues to transform healthcare and significantly contributes to the country’s sustainable health and welfare. In a variety of conversations with different stakeholders, the message is that 2021 will be the year of business integration and value chain optimisation. This, from a Human Capital perspective would mean a major focus on leadership expertise, as well as health intelligence competencies and capabilities, whilst the business is kept afloat. So, I envisage that my Team and I will continue to align our efforts to the business goals and objectives, whilst being cognisant of all the external factors that impact us. WHAT HAVE BEEN YOUR BIGGEST ACHIEVEMENTS IN THE HR SECTOR? The development of a variety of HR frameworks, particularly in the last 4 years, has been an achievement of note, more-

HOW DID YOU OVERCOME YOUR

HOW HAS TECHNOLOGY IMPACTED DEVELOPMENTS IN HR? Technology is changing HR in both positive and negative ways, and keeping up with these changes can feel overwhelming. We have seen how HR technology streamlines internal processes, providing employees with direct access to benefits, payroll, retirement and lately more apparent learning tools. The positive spin of this evolution is HR transformation moving from a traditionally intensive paper base to more strategically focused and business aligned functions. An increasing number of user-friendly technology systems on the market, like Manager Self Service (MSS), is providing business leaders with easily accessible realtime data, making the process of decisionmaking seamless. It also provides insight into

the people and culture arena, beyond just statistics, indicating trends and behaviour. On the adverse side there is always a question on whether as HR we are effectively managing the explosion of technology. It is therefore of utmost importance that as the HR community we surf and we introduce to business what is relevant, mitigating the management burden and influx of irrelevant information that does not talk to the improvement of efficiencies and effectiveness in organisations WHAT MESSAGE DO YOU HAVE FOR THE FEMALE ENTREPRENEURS OUT THERE STRUGGLING TO SURVIVE? Companies are starting to relook their strategies around what talent to buy and what to rent. The rental approach (outsourcing of certain skills/ services) within a value chain is predicted to be something of high demand in the future. Therefore, I encourage female entrepreneurs to brush up their unique and in-demand skills and get into the market. In our country, we already have a transformation strategy under Broadbased Black Economic Empowerment in our reach, as a vehicle that supports female access to the broader economy. These are well-covered under skills development, procurement and enterprise development. It is my view that, as women, we have not fully absorbed some opportunities within this framework. We need to initiate the support we require, show up, present ourselves and continuously support each other - particularly on business startups. Those who have crossed the bridge need to be cognisant of the role they can play in assisting millions of other women through coaching, mentorship, partnerships, and networks, in order to open economic doors.

Website: www.afrocentric.za.com

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INTERVIEW WITH

DR ANNA MOKGOKONG: INTERNATIONALLY ACCLAIMED SA ENTREPRENEUR HOW DID YOU OVERCOME YOUR MAJOR

Dr Anna Mokgokong is the Founding Chairperson of Community Investment Holdings and the Afrocentric Health Group Leaders in sustainable healthcare. Dr. Mokgokong also holds multiple noteworthy accolades, as well as additional executive portfolios and directorships at some of South Africa’s foremost organisations. A seasoned corporate, who currently serves on the board of four JSE listed companies, she has served as a Director of JSE companies. Since 1997, she has steered a business empire which spans healthcare, technology, logistics, mining and energy, infrastructure and property development. AS A QUALIFIED DOCTOR HOW WERE YOU ABLE TO FEED THE ENTREPRENEURIAL PASSION YOU HAVE HAD SINCE CHILDHOOD? I started my first formal business as a medical student, whilst studying. After qualifying as a medical doctor, I focused on the healthcare aspect of business, as a sector to invest in. Later in 1992, I moved into the corporate side of business and, post democracy, entered the mainstream economy sector with CIH as an investment holding company. Healthcare has remained a huge interest to me. I’m very passionate about it and my investments have been focused in that sector. The ethics of a ‘healthcare worker’ underpinned my values in my business life, and have guided it.

SETBACKS? First of all, it’s important to not lose hope, even though setbacks can be painful, unforgiving and frustrating. You have to learn to reflect on the way you conduct your business; interrogate your business model, be flexible to adjust and adapt, and consult experts - taking their advice and always being prepared to learn. I’ve been in business for almost forty years now, however, I’m still learning every day. WHAT DO YOU SEE AS THE DEFINING MOMENTS OF YOUR CAREER? Coming from a family of teachers, I’ve always been passionate about education, as a liberator and as an enabler. Hence, my involvement in academia, my chancellorship and also receiving an honorary doctorate in Commerce, was humbling and fulfilling. When I raised my hand in the Hippocratic Oath, and qualified as a doctor, that was a huge milestone for me. At that moment I knew I had to live to serve, more than be served. In the late 80s, establishing a community clinic was not only heart-warming, but fulfilling. I also have to mention that receiving accolades makes one feel good; it’s therapeutic, makes you reflect on your life, and it has been impactful for other people to recognise that the business exists and makes a difference. WHAT MESSAGE DO YOU HAVE FOR THE FEMALE ENTREPRENEURS OUT THERE STRUGGLING TO SURVIVE? • Believe in yourself, be passionate about what you do, and if you are not passionate, try to find your true passion because that is the engine that will drive your enthusiasm during hard times. Passion is the fuel you’ll need to enable you to get through

32 S TANDARD BANK TO P W O M EN LEADERS

challenging moments. Also, never allow people to trample on your spirit, your soul, nor your self-esteem. • Be humble about your achievements as narcissism doesn’t work, - it’s an irritation. Life is not centered around you only; it’s about inclusivity around your support system and those people also need to be acknowledged and recognised. • Do a lot of research, also, on the work you do, the sector and its future, to ensure that you do not invest energy in obsolete or dying technology. • Keep a network of peers who are in the same business; there’s a lot to share amongst each other without necessarily competing. • Inquire about causes available in your community, society, as well as in the country, and be purposeful towards this. • Develop a strong support base around you. • Live within your means and keep up the faith and hope! IF YOU HAD AN EXTRA HOUR IN THE DAY HOW WOULD YOU SPEND IT? I’d like to spend more time thinking, meditating, planning, and strategising rather than leaping and putting out fires. I would also like to be more spiritual, and spend more time on strengthening my spiritual being, because I’ve realised that is the pillar of one’s being. In life you can never say you have enough. And one keeps going and running, however, one needs to pause and lead a more fulfilling life. Also, I’d focus on mentorship. How I wish I would have time to mentor our young ladies who have so much potential.

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INTERVIEW WITH

DR LUNGI NYATHI: RE-ENGINEERING THE PROVISION OF HEALTH CARE Dr Lungi Nyathi is Managing Executive of Clinical Risk and Advisory for the AfroCentric Group. Qualified as a medical doctor, Lungi is a Managing Executive in Medscheme, specialising in Clinical Risk and Advisory. Lungi is responsible for developing and enhancing the health risk management strategy, new products and solutions, clinical and health risk thought leadership, and public health strategy. Lungi originally joined Medscheme in 2010, and successfully led the business unit responsible for Managed Care for the Government Employee Medical Scheme, as well as Aid for Aids business units, until 2015. PLEASE GIVE US AN OVERVIEW OF YOUR JOURNEY TO BECOMING MANAGING EXECUTIVE FOR THE AFROCENTRIC GROUP. It has been a fascinating journey. The first 5 years of my life was rooted in GEMS managed care, from various perspectives, and I ended up running the entire unit and service (from operations to strategy for this client). This gave me an in depth understanding of the business, and the role touched so many players in the health care industry. Then, I took some time to go into the healthcare consulting space, at a specialist actuarial firm, where I could engage with the industry and healthcare data from a different perspective. I was then approached to return to AfroCentric and Medscheme, as an Executive Director, looking after the overall managed care strategy. This role is all about doing extensive work to reduce the cost of healthcare, reengineering the way care is provided, improving the health outcomes of our client schemes, developing costing and new benefit design of scheme options, and overall industry stakeholder management.

WHAT CHANGES IN TRENDS HAVE YOU NOTICED IN YOUR SECTOR OVER THE LAST 5 YEARS? Healthcare, overall, has remained fragmented, with care episodes not being coordinated between one healthcare interaction to another as service providers work on their own to provide care to the person in front of them for their own practice. This adds more costs to the system, and we are doing extensive work to improve this. We are also seeing an increase in the use of technology (from digital tools to use of wearables) in the delivery of care, itself, and for improving health care outcomes - especially for those with chronic conditions. More and more people want personalised care. From using their own genetics, to identify their own risk factors - people want treatment options that are tailored to them. WHAT HAVE BEEN YOUR BIGGEST MILESTONES? Leaving clinical practice, and entering the private healthcare and corporate space, was a key transition in my career, and was absolutely the right one because I care more about affecting the healthcare system versus only the individual patient. Leaving Medscheme, after having been so rooted in the GEMS, business was good because it enabled me to be assertive, sharpen my skills and ask some questions about the direction I would like to take my career in. There have been a few transformational projects that I have been able to lead, which have involved a greater focus on using technology (such as automation) to change how we improve output and deliver health outcomes. These have included changing how we manage hospital events, how we

work with data to deliver reports to clients, chronic disease outcomes, and now plenty of work regarding COVID. HOW DID YOU OVERCOME YOUR MAJOR SETBACKS? One of the things I feel strongly about, is looking at things head on and honestly. I tend to try and be thorough about this; look at the things that are for me to own, get inputs from a variety of people about what the issues may be, and unpack the details of the matter if it is not people-related. Then, I try to go through or around the obstacle in order to move forward. It sounds so easy when one speaks about it, but it is often a raw and messy process that requires courage and hard work. WHAT MESSAGE DO YOU HAVE FOR THE FEMALE ENTREPRENEURS OUT THERE STRUGGLING TO SURVIVE? Look for partners to collaborate with who may have components that you need to enhance your work and help you overcome challenges. This will mean that you may have to let go of the vision you originally had, and that is okay. Even if it means taking on a temporary job for a short period, while you rework your business plan, your wellbeing and survival is key for the long-term success of your business. IF YOU HAD AN EXTRA HOUR IN THE DAY HOW WOULD YOU SPEND IT? There is always lots happening; finding time to reflect and review is never enough, and one has to fight for it. As a leader, this time is critical and may accelerate the organisation.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 33

Discovery is a shared value insurance company whose purpose and ambition are achieved through a pioneering business model that incentivises people to be healthier, and enhances and protects their lives. The shared value insurance model delivers better health and value for clients, superior actuarial dynamics for the insurer, and a healthier society. This unique approach has underpinned Discovery’s success globally, with substantial new business growth and an impressive increase in normalised operating profit and headline earnings.

international growth. We’ve celebrated 25 years of Discovery, changed the face of behaviour linked incentives in announcing Active Rewards with Apple Watch and creatively launched new exciting ambassador partnerships, taking over the streets of Sandton for a sprint with Wayde van Niekerk and surprising

Caster Semenya at our building with the Soweto Gospel Choir. Some of the most memorable moments are often in the day to day interactions though, seeing how we’re able to positively influence people’s lives, and in striving to convey our genuine intention to deliver shared value and exceptional service to clients.

The reputation of a person or business is priceless. Since joining Discovery 6 years ago in the strategic role as Head of Reputation Management, please share with us some of the exciting milestones and memorable challenges you have experienced. Discovery is a truly entrepreneurial environment, and because the business moves so quickly five years have flown by. When I first joined, I would hear the word ‘launch’ ripple through the marketing department, and it took me a while to comprehend its significance, but I soon came to understand that it represented an incredible driving force that is embedded into the company’s DNA, alongside the clear values and purpose. A commitment to innovate, to bring new products to market regularly every year. It’s this deep-rooted drive for continuous improvement which has shaped many exciting moments for us as a communication team. We’ve used London as a platform to make ambitious announcements – targeting an increase in activity levels amongst 100 million people over the next few years, and revealing the economic impact of exercise, to support Vitality’s

Telemedicine: Discovery’s DrConnect platform enables remote interaction with healthcare professionals

Fe licity Hu dson

HEAD OF REPUTATION MANAGEMENT, DISCOVERY

34 S TANDARD BANK TO P W O M EN LEADERS

FEL I C I T Y H U DSON

One of the most important tools in combatting the COVID-19 pandemic has been clear, transparent communication. As Head of Reputation Management for Discovery, please comment on this and give us some idea of how you see your role and the initiatives you have undertaken, particularly during this time. I’ve been grateful to be part of the Discovery family over the past month, for many reasons, but chief among them, the humility of our leadership and commitment to respond to this crisis with relevance and compassion. This of course contributes enormously to our ability to communicate quickly and authentically. With the news focus shifting daily, we have an important role to play in providing accurate and informative content. While our main focus is on inspiring positive action through our communications, we also constantly invest in correcting mistruths and misperceptions. I was thrilled to see the government introducing tangible measures to deal with the spread of fake news at such an important time. I hope we’ll see a rise in appreciation for credible news platforms through all of this, alongside the innovation and use of digital media. As a simple example of leveraging digital platforms to effectively share expertise, we created a frequent webinar for doctors. It is has worked brilliantly, connecting thousands of healthcare professionals on the front line to experts in the country and abroad who share insights and clinical updates as they evolve. Social isolation and lockdown are key to containing the spread of the virus. Discovery and Vodacom have partnered to provide #OnlineDoctorConsultations to all South Africans, leveraging network and technology

platforms of both entities. Please speak about this initiative. Telemedicine has been central to the fight against Covid-19 in many countries, and with the aim of minimising the risk of exposure for patients and doctors, the online doctor consultation platform gives anyone access to a doctor without needing to travel to a doctor’s rooms. It’s a simple but important intervention, as it reduces contact and potential exposure. Discovery has been investing for several years in its DrConnect platform to enable remote, convenient interaction with healthcare professionals, and this has been opened up to the whole country during the pandemic. And to make it free for anyone to use, Vodacom and Discovery have collectively contributed R20 million to pay the doctors for their time. It’s a unique contribution which we hope plays a tangible role in the country’s response to the virus. Now more than ever people the world over are looking for inspiration. Discovery has some amazing Vitality Ambassadors like Caster Semenya and Wayde van Niekerk. How important do you think this is and what role do you see them playing currently and post-COVID-19? Our ambassadors play a key role at a time like this, because people admire them, they are in a unique position to educate and spread positive messages. While sports audiences may have gone down, sports remains one of the few platforms able to reach a massive audience in a fragmented entertainment market. Athletes have more direct access to audiences than ever before, which they can use to build their personal brand — making them even more valuable for securing commercial revenue sources beyond their regular salaries. Brand ambassadors and influencers are likely to maintain their powerful ability to

I N T E RV I E W

connect with audiences, to inspire and uplift individuals, as we navigate the Covid-19 pandemic. Please give 3 tips for successful communication. Understand your audience (and know what they’re looking to hear), crystalise and simplify your message, and time it well. All three couldn’t be more relevant than during a global pandemic. How do you relax? I’m a keen equestrian, and religious about riding three to four times a week. It’s a complete escape. On weekends I’m either competing or going on a long outride through the dusty roads of SunValley in Kyalami, with the chance to enjoy a view that stretches across Johannesburg. What are you reading? I enjoy novels with historic relevance and I’ve just started If Not Now, When? by Primo Levi, based on the true story of Russian, Polish and Jewish partisans trapped behind enemy lines during the Second World War. If you had an extra hour in the day, how would you spend it? Exercising. One of the best things about working for an organisation that

is naturally geared to improve people’s health, is that it translates into an active healthy way of life, especially at work, with movement built into the design of the building and tasty healthy meals I could grab on the go. But pre-Covid I would still find it difficult to dedicate time for cardio and stretching – both crucial to one’s mental wellbeing, as Vitality has tried to show during this stay at home period. Without the commute, in this new world, it is easy to Google an online aerobics class or join the pilates classes my sister-in-law is now giving from London and I’m hoping to stick to the routine.

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CHANNEL AFRICA THE AFRICAN PERSPECTIVE

Channel Africa is South Africa’s international public broadcast radio station whose primary audience is the entire African continent. Our secondary audience is the rest of the world, where we harvest our news and information. As an International Public Broadcaster, our core values subscribe to the highest journalistic ethics which find expression in fairness, accuracy, and impartiality. Channel Africa is a platform through which Africa is engaged in debate with itself, and recognises South Africa as a role player in continental and international affairs.

Vision: “The African Perspective” Mission: “to promote the regeneration, revival, and rejuvenation of Africa, through the production and broadcast of dynamic, stimulating, and interesting programmes”. Contact Information: Tel: 011 714 2997 Fax: 011 714 2072 Email: info@channelafrica.co.za Web: www.channelafrica.co.za Twitter: channelafrica1 Instagram: channelafricaradio DSTV:802

P OLM E D

PROFILE

POLMED ABOUT POLMED Members who are registered on the DRM South African Police Service Medical Programme and who have registered Scheme (POLMED), is a closed medical chronic medication will receive a Care scheme registered under the Medical Plan that contains authorised medical Schemes Act (Act 131 of 1998). Only services such as consultations, blood EVITCEPSREP NACIRFA EHT employees of the South African Police tests and radiological tests related to the Service (SAPS), appointed under the management of their conditions. South African Police Service Act (Act 68 of 1995), and their dependents are eligible to Diseases managed by POLMED: lanoitanrbeetmembers ni s’aciofrfPOLMED. A htuoS si acirfA lennahC

LENNAHC ACIRFA

yramirp esohw noitats oidar tsacdaorb cilbup Asthma .tnenitnoThe c nBoard acirfofATrustees eritneiseentrusted ht si ecwith neidua Chronic obstructive pulmonary ensuring the optimal operation of the

disease (COPD)

Scheme ,dlrow eh t fo tstoethe r ebenefit ht si of ecthe nemembers. idua yradnoces ruO Hyperlipidaemia The Board of Trustees comprises seven sA .noitamrofni dna swen ruo tsevrah ew erehw Diabetes individuals that are elected and seven seulav erthat ocare ruappointed o ,retsaby cdthe aoNational rB cilbuP lanoitanretnIHigh na blood pressure dnfi hcihCommissioner. w scihte citsilanruoj tsehgih eht ot ebircsbu s failure Heart artery disease .ytilaitrapmi dna ,ycarucca ,ssenriaf ni noisserpxCoronary e The Principal Officer, supported by Cervical and lumbar spinal conditions acirfA hcihw hguorht mroftalp a si acirfA lennahC Scheme Management, is responsible for Dysrhythmia sesingocer dna ,flesti htiw etabed ni degagne si executing the directives of the Board and Mental health conditions: dna latne nitnoc niPOLMED reyalpoffers eloritsamembers sa acirfA htudepression, oS ensuring that bipolar mood disorder, .sriaffa laanno itanreservice. tni excellent post-traumatic stress disorder (PTSD) Vision:

“Healthy members for a safer South

”evitcepAfrica.” sreP nacirfA ehT“ :noisiV

,noitareneger eht etomorp ot“ :noissiM Mission: ,acirfA fo noitanevujer dna ,laviver “To enable quality healthcare for SAPS tsacdaormembers b dna and noitheir tcud orp eht h orht beneficiaries ing au costgnitsereteffective ni dnamanner.” ,gnitalumits ,cimanyd fo .”semmargorp Disease Risk Management Programme :noitamrPOLMED’s ofnI tcaDisease tnoC Risk Management (DRM) Programme aims to ensure that 7992 417 110 :leT members receive health information, 2702 417guidance 110 :xaand F management of their az.oc.aciconditions, rfalennawhile hc@atothe fnisame :liam E time encouraging compliance to treatment az.oc.aciprescribed rfalennabyhc .ww w :be W their medical practitioner.

1acirfalennahc :rettiwT oidaracirfalennahc :margatsnI 208:VTSD

and substance abuse

Impact of COVID-19 on Polmed While the majority of the population stayed at home during lockdown, our members were on the front-line of the battle against COVID-19, thereby increasing their risk of exposure to the virus. This unfortunately has had a huge impact on members and Polmed in general. In order to reduce the severity and impact of COVID-19 on its members, Polmed has had to embark on a massive screening and testing exercise. Those who tested positive were provided with the necessary healthcare which was fully paid for by

the Scheme, including GP consultations, prescribed medication and hospitalisation where required. The Scheme went further by providing isolation/quarantine facilities for Polmed members, in order to protect themselves and their loved ones against the virus. As a member-centric scheme, Polmed provided the above services to save lives. Unfortunately, this came at a significant cost for the Scheme. At the time of producing this guide, Polmed had already spent more than R527 million on COVID-19 related expenditure, for both members and their dependents. However, overall expenditure was shielded from adverse e ects as a result of elective procedures which were put on hold during lockdown. The elective procedures and nonemergency healthcare service which were put on hold, are being scheduled and the COVID-19 shield has been taken away as evidenced by the claims volumes that are coming through our systems.

CONTACT INFORMATION

Tel: 0860 765 633 or 0860 POLMED Email: polmed@medscheme.co.za Fax: 0860 104 114 POLMED Client Service Centre: Nedbank Plaza, C/o Stanza Bopape and Steve Biko Streets, Arcadia, 0083 Website: www.polmed.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 37

POLMED COMPANY INFORMATION

NEO KHAUOE

PRINCIPAL OFFICER

BUSINESS SECTOR: Medical Scheme YEAR FOUNDED: 2000 NUMBER OF EMPLOYEES: 38 BRANCHES: 15 MEMBERSHIPS: Principal Members: 174 213 Adult Adult Dependants: 96 736 Child Dependants: 227 193 Beneficiaries: 498 142 STRATEGIC PARTNERSHIPS: Health 1st. This is our EAP Partner and they provide extensive support to our staff (male and female in this case).

ABOUT POLMED South African Police Service Medical Scheme (POLMED), is a closed medical scheme registered under the Medical Schemes Act (Act 131 of 1998). Only employees of the South African Police Service (SAPS), appointed under the South African Police Service Act (Act 68 of 1995), and their dependents are eligible to be members of POLMED. The Board of Trustees is entrusted with ensuring the optimal operation of the Scheme to the benefit of the members. The Board of Trustees comprises seven individuals that are elected and seven that are appointed by the National Commissioner. The Principal Officer, supported by Scheme Management, is responsible for executing the directives of the Board and ensuring that POLMED offers its members an excellent service. VISION: “Healthy members for a safer South Africa.” MISSION: “To enable quality healthcare for SAPS members and their beneficiaries in a cost-effective manner.”

38 S TANDARD BANK TO P W O M EN LEADERS

Disease Risk Management Programme POLMED’s Disease Risk Management (DRM) Programme aims to ensure that members receive health information, guidance and management of their conditions, while at the same time encouraging compliance to treatment prescribed by their medical practitioner. Members who are registered on the DRM Programme and who have registered chronic medication will receive a Care Plan that contains authorised medical services such as consultations, blood tests and radiological tests related to the management of their conditions.

Diseases managed by POLMED: Asthma Chronic obstructive pulmonary disease (COPD) Hyperlipidaemia Diabetes High blood pressure Heart failure Coronary artery disease Cervical and lumbar spinal conditions Dysrhythmia Mental health conditions: depression, bipolar mood disorder, post-traumatic stress disorder (PTSD) and substance abuse

P OLM E D

PROFILE

Impact of COVID-19 on POLMED While the majority of the population stayed at home during lock down, our members were on the front-line of the battle against COVID-19, thereby increasing their risk of exposure to the virus. This unfortunately has had a huge impact on members and POLMED in general. In order to reduce the severity and impact of COVID-19 on its members, POLMED has had to embark on a massive screening and testing exercise. Those who tested positive were provided with the necessary healthcare which was fully paid for by the Scheme, including GP consultations, prescribed medication and hospitalisation where required. The Scheme went further by providing isolation/quarantine facilities for POLMED members, in order to protect themselves and their loved ones against the virus. As a member-centric scheme, POLMED provided the above services to save lives. Unfortunately, this came at a significant cost for the Scheme. At the time of producing this guide, POLMED had already spent more than R527-million on COVID-19 related expenditure, for both members and their dependents. However, overall expenditure was shielded from adverse effects as a result of elective procedures which were put on hold during lock down. The elective procedures and nonemergency healthcare service which were put on hold, are being scheduled and the COVID-19 shield has been taken away as evidenced by the claims volumes that are coming through our systems.

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT WHAT EMPOWERMENT POLICIES ARE CURRENTLY IN PLACE FOR YOUR EMPLOYEES? In terms of Employment Equity, the employment of women is an attention area, hence the majority of employees at POLMED are women. Exposure has been provided, in particular, to two senior female managers to act in an Executive role. There is a focus on the development of PDPs for senior women in the organisation to enable their readiness for future executive roles.

GENDER EMPOWERMENT: STATISTICAL OVERVIEW Percentage of female executive management: >50.1% female executive Percentage of female staff members (overall in company): >50.1% female staff

COO: Dr Jaco Makkink Acting CFO: Lydia Motsepe Acting CLO: Julia Motapola Human Resources: Caretaker Heidi Thompson CONTACT INFORMATION Physical address: Crestway Office Park, Block A 20 Hotel Street, Persequor Park Lynnwood, Pretoria, 0081 Postal address: PO Box 14812 Hatfield, Pretoria, 0028 Telephone: 012 818 7500 Fax: 012 349 1932 Email: polmed@medscheme.co.za Website: www.polmed.co.za Twitter: PolmeofficialZA @PolmedZA Facebook: Polmed ZA

S TA N D A R D B A N K TO P WO M EN L EAD ER S 39

P R O MOT I N G W E L L N E S S I N T H E S O U T H A F R I CA N P O L I C E S E RV I C E INTERV IEW W ITH NEO KHAUOE, PRINCIPAL OFFICER, P OL MED

these protocols and procedures, we’re actually now spending less than a billion in medicine costs. And have actually realised over R450-million in savings. AS PRINCIPAL OFFICER OF POLMED, WHAT HAVE BEEN SOME OF YOUR MAJOR SUCCESSES? When I joined Polmed we had four members of the pharmacy network. My thought was that if we offer our services nationally, and we restrict them to only four, what are we actually saying to customers? That is why we have opened things up, and we now have an Open Pharmacy Network. This means that our members can now go to any pharmacy in the country. I am proud to have advocated for the change in how we relate to pharmacies. We put requirements, protocols and guidelines in place, and we then sought a specialist service provider who will assist us in monitoring whether these pharmacies are actually adhering to the formulary we have. As a result of this, we have also been able to reduce the cost of medication - from a 36% markup to 20%. We used to pay over R1.2-billion just on medicine costs - both chronic and acute. With the implementation of

Another benefit is that we can now channel and monitor whether or not members are taking medicine via the ‘chronic’ and ‘acute’ pharmacy channels. We are able to see whether or not the member is improving, and a person who is on chronic medication has been admitted to hospital. This helps us go back and approach the doctors who issued medication to our members, so that we can manage them better, and understand why the patient is now in need of hospital care. We are also negotiating better with private hospitals and cutting costs - even throughout the pandemic - which has led to better patient management. Since I started at Polmed, we are also relating to stakeholders and members better. We’ve opened up constant communication with the National Commissioner because we receive 75% of our contribution from his office. He needed to understand what the scheme was doing. We also have regular meetings with SAPU - South African Police Union and POPCRU - and are dedicated to keeping directly in touch with the members on the ground.

40 S TANDARD BANK TO P W O M EN LEADERS

WITH MORE THAN 25 YEARS OF EXPERIENCE, WHAT CHANGES HAVE YOU SEEN IN THE HEALTHCARE SECTOR? In general, I have observed that the environment is becoming more ‘friendly’ to women. In the healthcare space. We now have female principal officers - something which wasn’t there before as many principal officers were white males. We are now seeing movement and recognition of women in internal positions, like myself. This is the second time that I have become a principal officer of a medical scheme. Previously, I was at Sizwe Medical Fund, now I’m at Polmed. So with this, I can see that the environment of the health sector is changing and becoming more accepting of the ‘feminine’ touch. We are also seeing doctors become more warm and engaging with funders as the demand for better medical support rises - the overall attitude has improved. This has made negotiations and collaboration an easier process. What I have also observed is improved consumer literacy; women patients are more educated on medical matters and are better informed when seeking healthcare services.

POLMED

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WHAT MEASURES HAVE YOU PUT IN PLACE TO ENSURE GOOD GOVERNANCE AND COMPLIANCE? This is one of the most important questions. Polmed has 7 trustees that are designated by the National Commission, and in most instances, they have designated more senior people to Polmed. Members are also involved in electing their own chair members. We are so fortunate at Polmed because most of our trustees have obtained qualifications, and when they come on board they receive training that is monitored on a quarterly basis - training that may be relevant to dozens of medical schemes. This skills development is extremely noteworthy. We also have an Audit and Risk Committee with three independent members in it, along with the chairperson. So, when we report to the ARC we have qualified people who know exactly what must be checked and what protocol must be followed. There is also a delegation of authority instruments, where all duties are separated so that there is clear segregation of duties, and rules and regulations are followed. We have assurance providers, external and internal auditors, who are part of the committee. Then there’s the risk steering committee who deals with evaluations and risks. The Board is evaluated by an independent, external body every second year. On an annual basis, the Board and chairperson conducts my performance appraisal, to check whether the strategic objectives I was given have been implemented accordingly. We also submit our financial reports for review, both quarterly and annually. HOW DID COVID IMPACT ON POLMED? The COVID-19 pandemic has actually impacted us tremendously - over R1-billion in losses. More than 44 000 of our members have been infected in total, and of this number, 24 600 are actually police officers. These workers have been

“These workers have been in the front line, making sure the public are adhering to Covid regulations...”

in the front line, making sure the public are adhering to Covid regulations, and therefore they were openly exposed to the virus in the field. We have spent over R500-million on the police, here at Polmed, and have unfortunately lost 400 members of the police force. It has been quite a difficult year. WHAT EXCITING PLANS DO YOU HAVE FOR 2021? Right now, our main focus is on getting

Most importantly, we are also continuing with the wellness and promotion of health to prevent other challenges that are brought about by COVID. We are encouraging members, and supporting them, to ensure and promote mental health as the pandemic has had a major toll on the police and other public workers. At the same time, we must support the SAPS leadership as much as we can, as they are our first port of call at all times.

involved in ensuring the success of the national roll out of COVID-19 vaccines, given the scale of the pandemic and its tragic impact on us. When it comes to the time for vaccinating our police force members, we want to be ready and avoid any hiccups. It is also important for us to monitor the costs of these upcoming procedures, especially after the impact of the pandemic on hospital protocols this past year. We are not out of the woods yet as there is a possibility of a third wave now that we’ve made it through the second wave of the virus. We need to monitor and prevent, where possible.

CONTACT INFORMATION

S TA N D A R D B A N K TO P WO M EN L EAD ER S 41

“ R UN Y OU R C A R EER LI KE

a b u siness! ” AS THE FIRST BLACK WOMAN TO BE APPOINTED CEO OF PWC SOUTHERN AFRICA, WHAT MESSAGE DO YOU HAVE FOR ASPIRING YOUNG WOMEN? Our destiny is in our hands; if we don’t

decide, someone will decide for us. Success has no address, no colour, no gender. The solution is within us. Keep pursuing your

dreams until you achieve them. Run your career like a business, have a strategy

articulating where you are, where you want

to be and how to get there. Surround yourself with mentors who will help you achieve your

strategy. You will fall along the way however when you fall, stand up, dust yourself and

keep walking. Keep telling yourself that “the sky is not the limit, the universe is the limit” YOU ARE A QUALIFIED CHARTERED ACCOUNTANT. WHAT WERE SOME OF THE CHALLENGES YOU OVERCAME TO BE WHERE YOU ARE TODAY? Like any other black female

professional, my road was not an easy one. I had the highs and

lows. Unconscious bias from both men and women has been a top

challenge. My recipe was to know what I want and remain focused,

S h i r l ey M a c h a b a CEO PWC SOUTHERN AFRICA

consistent, confident, principled, authentic, perfect what I do

and never give up in what I do,

including maintaining good work ethics. Emotional intelligence

has also been one of my strong

attributes. I always raised my

hand for new opportunities and put more effort to it for me to succeed.

S HI R L EY MACH AB A

WHAT HAVE BEEN SOME OF THE MOST MEMORABLE HIGHLIGHTS OF YOUR JOURNEY? I had a number of memorable highlights and the following are some of the most memorable ones during my journey: 2005 - Admitted as partner

2006 - Elected on the PwC SA board

as chairman in 2012 after serving

I N T E RV I E W

regarding living our purpose and values.

with set regulations. There must be a

and our values, and as executives we

regulations. Working remotely should

Our strategy is based on our purpose communicate consistent messages

regularly to our staff regarding our strategy

as well as our expectations. We developed performance management metric that

are aligned to our purpose, values and

heavy penalty for any contravention with be encouraged wherever and whenever practical and possible as it is helpful in dealing with traffic congestion.

IF YOU HAD AN EXTRA HOUR IN EVERY

strategy. All teams are held accountable to

DAY, HOW WOULD YOU SPEND IT?

as board member since 2006

these performance metrics.

I would spend an extra hour mentoring

industry leader

WHAT CHANGES HAVE YOU NOTICED

for them to be confident enough to take

PwC global board member

10 YEARS?

2014 - Appointed the first female

2015 - Elected the first black female representing emerging countries

Inclusion leader in 2018 and

engage with clients, how we deliver

our services and how we interact with

for PwC Southern Africa

been elevated to a higher level due to

THE ROLE OF LEADERSHIP HAS CHANGED OVER THE YEARS. HOW WOULD YOU DESCRIBE THE CURRENT

an opportunity. At the same time I will be building a strong pipeline of talent which

advancement has changed; how we

Africa exco member

2019 - Appointed the first female CEO

on leadership roles whenever there is

IN YOUR INDUSTRY OVER THE LAST A lot has changed. Technological

2018 - Appointed Africa Diversity and

and coaching young and aspiring leaders

is a challenge currently.

WHAT MESSAGE WOULD YOU LIKE TO

our colleagues. Risk management has

SEND TO ENTREPRENEURS OUT THERE STRUGGLING TO SURVIVE DURING

the attack in the profession. Quality is

COVID-19?

our professionals is more diverse in

is no manual on how to deal with it, or

the priority in all we do. The profile of

COVID-19 has hit all of us hard. There

terms of gender, race and age.

a one-size-fits-all solution. It’s about

learning new ways of doing business

REQUIREMENTS OF LEADERSHIP TODAY? Indeed the role of leadership has

WHAT STEPS DO YOU THINK NEED TO

usual, it is about the ‘new normal’. The

ECONOMY RECOVER FROM THE

of today’s leadership: Authentic and

The pandemic has had a negative impact

accountability, integrity, great listener,

business, civil society and government. I

inclusive, strategic thinker, visionary,

measure enacted to deal with the

courageous, passionate, service-driven,

bans, isolation, imposing health restrictions

adaptable and flexible.

the gradual return to work and opening up

evolved. It’s no longer business as

BE TAKEN TO HELP THE COUNTRY’S

following are the current characteristics

PANDEMIC?

selfless. Regular communication,

on everyone, be it big business, small

decisive, empathetic, firm, consistent,

do commend SA for the comprehensive

humility, purpose- driven, influence,

pandemic, including closing borders, travel

inspirational, confident, delegation skills,

for the well being of people, lockdown,

PwC is a purpose-led and values-driven

organisation. Our culture is embedded in our purpose and values. It is about the

“tone at the top” - ensuring that I involve my executives in strategic matters and receive the buy in from my executives

announced various stimulus packages. Entrepreneurs need to remain positive

application process, painful as it is, due to

All businesses within all sectors must be allowed to operate irrespective of size

to open up the economy. All businesses must conduct risk assessments and

regulations. Government needs to have the capacity to monitor compliance

collectively embrace. Government has

and patient, they need to go through the

certain sectors of the economy.

develop plans to comply with set

are challenging, there are however

opportunities that business needs to

HOW DO YOU INTEND ENSURING PWC CONTINUES TO LIVE ITS PURPOSE?

on a daily basis. While current times

the paperwork required. They need to start innovating and diversifying their business eg. manufacturing PPEs. There are lots of opportunities in this area; attending

webinars on leadership through times of crisis to keep empowering themselves and learning from others. This is the

opportune time to build resilience, to

become closer to clients by listening to

and supporting them during this crisis, to continue networking digitally, reading up

on businesses globally, taking up speaking opportunities virtually and writing articles relevant to the current situation.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 43

ASTRAZENECA

A CULTURE OF INCLUSION AND DIVERSITY PUSHING THE BOUNDARIES OF SCIENCE TO DELIVER LIFE-CHANGING MEDICINES AstraZeneca is one of the world’s most exciting bio-pharmaceutical companies. Operating in over 100 countries, we focus on the discovery, development and commercialisation of prescription medicines. We, however, are not your typical bio-pharmaceutical company - here pioneers, ‘ubuntu warriors’, future leaders, convention challengers and game changers, collaborate side by side to turn ideas into life-changing medicines and healthcare initiatives that improve patients’ lives and benefit society. AstraZeneca Pharmaceuticals is a company that anchors diversity in our values and embeds it in business to improve our ability to connect and respond in a changing world. Proof that this is not just sentiment, is that of the nearly 165 team members employed locally, an incredible 69% are women, of which 39% are in middle management or higher.

AstraZeneca has been working with healthcare stakeholders in Africa for over 27 years to ensure that more patients in Africa have access to high quality healthcare, such as prevention and screening programmes to support early intervention, treatment and disease management. We focus on innovative science and leadership in our four main therapy areas: areas: oncology; renal and metabolism; cardiovascular; and respiratory and immunology. COMMITMENT TO SUSTAINABLE HEALTHCARE AND TO OUR COMMUNITIES The AstraZeneca C-suite includes nine innovative female leaders (69%), led by Barbara Nel, Country President for South Africa, Sub Saharan and French Speaking Africa, who are positively impacting and shaping the healthcare industry. Their shared passion and drive has seen the introduction and expansion of a number of innovative Health Access

44 S TANDARD BANK TO P W O M EN LEADERS

Programmes over the past 12 months that span non-communicable diseases. Amongst these are: • Africa PUMUA Initiative (breathe) which aims to redefine asthma care in Africa for paediatric and asthma patients in the private and public sectors through partnership with governments, healthcare professionals and societies. • AstraZeneca’s non communicable disease (NCD) screening partnership, with the Ministry of Health in South Africa, supports the vision of task-shifting to ensure earlier access to screening and diagnosis of patients, with a focus on high blood pressure screening. • The introduction of the Kamba Ya Shanga Pharmacy initiative in South Africa, in partnership with the Independent Community Pharmacists Association (ICPA), offers a pharmacist-led disease management and referral programme. • The extension of AstraZeneca’s Phakamisa programme, providing access to care initiatives currently focused on improving breast and prostate cancer management, specifically addresses early detection of disease, promotion

A S T R A Z ENE CA

of primary prevention, and access to care in the public sector. • The Young Health Programme, a philanthropically funded disease prevention initiative focused on NCDs and young people aged 10 to 24 in vulnerable and under-resourced areas around the world, was expanded into additional geographies in partnership with UNICEF. “Our commitment to our patients and our responsibility to work closely with partners and stakeholders is integral to our work in Africa to create a sustainable impact and to seek answers to health challenges”, says Barbara Nel. SUCCESSFULLY OVERCOMING THE CHALLENGES OF 2020 2020 was undoubtedly one of the most challenging years globally, but this did not stop AstraZeneca from pushing the boundaries of science and innovation. We just had to do it differently. We’re constantly moving forward as a company – agile and purposeful in our work. Ongoing growth and development for our employees is key to our success. With our teams located in various geographical locations across Africa, safely in their homes, we embraced the challenges and adapted quickly to offer a comprehensive Lifelong Learning Programme. By applying diverse platforms and multidirectional learning, we shook up the traditional model, connecting individuals across geographical borders and teams, genders, levels and experience sets.

Our holistic and inclusive learning offering included: • Peer to peer mentoring • Lunch and Learn sessions • Development ‘stretch’ roles • Leadership roundtable for sharing best practices It also offered online access to multiple learning topics and resources, including topics on female leadership, and an Innovation Shark Tank that ignited creativity and a solution mindset. We were inspired to find new approaches, new possibilities in learning, providing the tools and opportunities to help people reach their full potential, and to make a valued contribution to the organisation and to health. We recognise that building a great place to work is vital to the success of AstraZeneca. We look to attract and retain people with the right skills who share our values. AstraZeneca has a culture shaped by its people - high performing, vibrant and collaborative individuals who provide ample opportunity to develop in an inclusive environment. KEY INITIATIVES ARE INSPIRED AND DRIVEN BY EMPLOYEE FEEDBACK AND ACTIVISM Our current environment has highlighted the critical role we need to play in delivering sustainable healthcare solutions. Our employee engagement survey results show that our employees also expect us to lead in working on climate change, health and community support.

A DV E RTO R I A L

Some of the key initiatives in our Africa markets are inspired and driven by employee feedback and activism, and our employees are working to embed sustainability, and give back to society in everything we do. We made great progress in 2020, participating in the AstraZeneca Forest programme, Stepping for Africa, Food parcel packing, Smiles and Wags gift box donations, and food parcel collections. All aimed at accelerating our contribution to supporting the communities in which we work and live. Barbara Nel says, “None of what we have achieved this year would have been possible without the tremendous efforts of all our teams, despite personal challenges faced. Being recognised as Top Women Leaders, is testament to each individual within our company working with absolute determination to make a difference, to each other and around the world.” Smita Ramouthar, HR Director African Cluster, adds: “We are delighted to count ourselves amongst this worthy group of South Africa’s Top Gender Empowered Companies and celebrate the unique diversity our women leaders bring to our company. We will continue to work hard at building our inclusive and diverse culture, because this is how we will make the most of our strengths.”

AstraZeneca - We follow the science. We put patients first. We play to win. We do the right thing. We are entrepreneurial.

Website: www.astrazeneca.com Linkedin: https://www.linkedin.com/company/astrazeneca/ Twitter: https://twitter.com/AstraZeneca Facebook: https://www.facebook.com/astrazenecacareers Instagram: https://www.instagram.com/astrazeneca/

S TA N D A R D B A N K TO P WO M EN L EAD ER S 45

I NT E RV IEW

DI N E O M OLEFE

MEETING CHALLENGES HEAD ON

ABOUT T-SYSTEMS Our journey into the South African ICT market starts just three years after the birth of our

democracy. In 1997, T-Systems International, a subsidiary of Deutsche Telekom invested in

South Africa bringing expertise, innovation and intellectual property of a global ICT provider. We are a company that transforms our clients and our country by delivering

innovative “ICT that Works”, in South Africa and for South Africa. We are entrusted to CLICK HERE

Ralf Fletcher, CEO, Topco Media,

heard. This was often apparent when

T-systems about overcoming

participate in T-Systems internship

speaks to Dineo Molefe, MD of

challenges, gender empowerment and leadership:

One of the most challenging things in life is to balance work and family and

having the determination to ‘make it’ in

a world where leaders are not born but

made. Dineo Molefe, MD at T-Systems South Africa can testify that it takes sheer determination and the will to

educate oneself without the privilege of financial support, whilst raising a child

at a young age, and managing to climb the ranks in the corporate world.

What left an indelible mark on Dineo, is how many young girls/women

currently face the same struggles that she battled over 20 years ago. She

Dineo engaged with graduates that programme.

But the spark for empowering women

was ignited a long time ago for Dineo. When working for Thebe Investment Corporation as Group Financial

Director, her dream to help uplift

women, young women in particular, took hold when she established

“Thebe Ya Mosadi”, the company’s

Women’s Empowerment Programme. 5 KEY TAKEAWAYS FROM THE FASCINATING PODCAST INCLUDE: 1. The importance of investing in your own education.

2. Who you are is shaped by where you come from.

3. Life is a challenge - we need

education and a successful career,

4. The importance of SMMEs and

but also cultural attitudes such as respect that is often interpreted

as a lack of confidence, shyness

and an inability to have your voice

applications and systems. INDUSTRIES

Our local clients include leading private

and public-sector organisations across the following sectors:

• Automotive and manufacturing • Insurance

• Healthcare • Mining • Retail

We understand the needs of local clients; they want the benefits of mobility, big data, apps,

cloud computing and collaboration, while also managing the risks introduced by these new

disruptive technologies and ways of working.

noticed that it is not only financial constraints that create barriers to

run our clients’ most critical ICT networks,

to face it head on.

how they can reduce reliance on imports for South Africa.

5. How we can level the gender playing field.

46 S TANDARD BANK TO P W O M EN LEADERS

With the expertise and research of our parent company, we can quickly get up to speed in offering these new innovations and global best practice capabilities.

Our strategy has evolved in line with

industry trends towards in-sourcing and the

commoditisation of certain ICT services. While retaining the best of our traditional approach to enterprise technology – which is about

accuracy, efficiency, stability, and scalability – we have also integrated a new approach,

which is all about agility, speed and innovation.

TATA C O N S ULTA N C Y S E RV I CE S

I N T E RV I E W

SIMPLY TRANSFORMATIVE SOLUTIONS WITH TCS IN T E RVIE W WIT H A D I L NO SHIR TANTRA, D IR E C TO R A ND CO U NT RY HEAD OF SOUTH AF R ICA, TATA CO NS U LTA NCY SERV ICES CONGRATULATIONS ON WINNING THE 2020 STANDARD BANK TOP WOMEN CORPORATE CITIZENSHIP AWARD. WHAT DOES WINNING THIS AWARD MEAN TO YOUR COMPANY? TCS has always been committed to community development in South Africa and advancement of women to the forefront of the economy. This award is a reflection of our dedication to society and to gender empowerment, which we believe is very important to a young democracy like ours in South Africa. Companies which are winning in the business world today are those which focus on social issues more than just having a strong balance sheet. TCS South Africa emphasises that very principle in all our actions and this award reflects that commitment. PLEASE OUTLINE THE HISTORY OF TATA CONSULTANCY SERVICES – AND THE CSI INITIATIVES WHICH RESULTED IN WINNING THE AWARD. Tata Consultancy Services (TCS) was set up in South Africa first in 1997 with a local partner and then as a direct subsidiary of Tata Consultancy Services in 2007. Post then, there has been tremendous growth which has resulted in an increased local and diverse workforce with a vibrant workplace culture that attracts the best talents. TCS leads several women-focused community development programmes in the areas of education, STEM, health, and entrepreneurship. The CSI initiatives include GoIT Girls programme which is aimed at the potential development of young girls as innovators, an Exolab connecting students to an international space station, a STREAM laboratory setup

in Boeing 737-200 aircraft, space tours, science festivals, and other multiple initiatives supporting school students and women in the workforce. WHAT SERVICES DO YOU OFFER? Tata Consultancy Services (TCS) is an IT services, consulting and business solutions organisation that has been partnering with many of the world’s largest businesses in their transformation journeys for over 50 years. TCS offers a consulting-led, cognitive powered, integrated portfolio of business, technology and engineering services and solutions. We partner with clients to simplify, strengthen, and transform their businesses. In South Africa, we offer our services in digital solutions and technologies for various industries such as banking, insurance, retail, consumer goods, travel, and hospitality. Our services are delivered through a unique Location Independent Agile TM delivery model, recognised as a benchmark of excellence in software development. WHAT EXCITING PLANS DO YOU HAVE FOR 2021? 2021 will be a year of further consolidation and transformation for TCS South Africa. Our goal is to be a local workforce provider ensuring opportunities to our employees to not only serve our customers in South Africa but also give them an option to work in different countries around the globe. This will give South Africans an opportunity to get global exposure and work on the latest technologies.

DO YOU HAVE A MESSAGE FOR COMPANIES AND INDIVIDUALS OUT THERE WHO ARE STRUGGLING TO SURVIVE? South Africa has always driven economic growth in one of the most exciting continents in the world, but navigating the environment can be a burdensome endeavour if one does not understand the local economics and the social challenges critical to success. Businesses operating in South Africa will need to find opportunities which can employ a large local workforce as the government also encourages such businesses through various legislators and interventions. In addition, businesses that are involved in the skilling and re-skilling of their work force will find opportunities for growth. Companies that invest more in solving social and economic issues will always benefit in the long run.

CONTACT INFORMATION Website: www.tcs.com

S TA N D A R D B A N K TO P WO M EN L EAD ER S 47

ENTERPRISE SUPPLIER DEVELOPMENT Translate scorecard compliance into bottom-line results by working with TEG management consultants. We achieve measurable value for programme funders that goes beyond compliance and donations. Our 15 years in the game speaks to our success and exemplary track record in the field of Enterprise Supplier Development.

BENEFIT FROM OUR PROGRAMMES IN: Enterprise Supplier Development Development Fund Management Women in Leadership Youth Entrepreneur Programme

Our programmes are designed to marry the needs of the local economy and the community with that of the funder through sustainable growth of SMEs. Let’s get together for practical solutions that create lasting change and unearth new value.

Unearthing Value

www.teg.za.com

T S HI MO L O G O EX EC UT I V E G ROU P

A DV E RTO R I A L

UNEARTHING VALUE Business leaders of the future need more than funding; they need skills, know-how, grooming and confidence. That is what TEG provides.

When the company I worked for closed in 2010, I embraced the opportunity to follow my dream of launching my own business consultancy firm. I have a passion for business development and relished the chance to assist other enterprises to grow. Through this rewarding experience, I realised that everyone should have the opportunity to reach their dreams as I did. I now use my Level 1 – 100% Black Woman Owned company as a force multiplier to make that a reality through Enterprise and Supplier Development (ESD). What is Enterprise Supplier Development (ESD)? The national Broad-Based Black Economic Empowerment (B-BBEE) initiative provides a legislative framework for the development of historically disadvantaged companies. Helping people establish, expand or improve their businesses leads to long-term economic growth and job creation.

business development system that delivers tangible outcomes to grow markets that will elevate the community. Through partnerships with funders, we create and run customised business development programmes across a variety of sectors. There is so much undiscovered wealth in our land and if we hope to see this benefiting more people, we have to work together. Partnering with TEG means unearthing true value that lasts.

GREAT RESULTS SPEAK FOR THEMSELVES With 15 years’ experience in project management and business consultancy, my passion is to ensure that big business ventures make a positive impact in the communities where they operate.

TEG helps companies to meet their obligations while investing in the sustainable future of the South African people and economy.

DISCOVERING REAL GEMS We nurture enterprises to a higher level of maturity so that they are able to participate in the economy in a meaningful way. Our ESD 360™ methodology is a local, home-grown

We help our clients advance their B-BBEE scores by going beyond mere compliance. We particularly pride ourselves on cultural sensitivity, adaptability, and the ability to provide practical business solutions. Our programmes take the needs of each specific company into account to tailor a personalised development plan. In this way we

nurture a diversified and inclusive supply chain that benefits all involved. We ensure that funders can demonstrate their commitment to the spirit of B-BBEE by providing a genuine hand-up and not a hand-out to communities.

“ADVANCING B-BBEE SCORECARDS BEYOND COMPLIANCE” “This was one of the most authentic programmes I have ever been a part of in my over 17 years of experience in the field of development within our industry. A woman-owned, woman-led company, which is developing other women.” - Boitumelo Seboko – Corporate Social Responsibility Manager, Assmang Khumani Mine

CONTACT DETAILS: CEO and Founder Tshegetsang Sebeela 082 409 6409 Email: team@teg.za.com | Web: www.teg.za.com Office: #1 SIOC Building, Hendrick van Eck/Ian Flemming, Kathu, Northern Cape, 8446

S TA N D A R D B A N K TO P WO M EN L EAD ER S 49

TEG JOURNEYS Alleschia (Manufacturer) “I bought a beverage business but little did I know, it was failing. I feared that I had made a terrible mistake and it would haunt me every night. I started my business from washing clothes and felt that now I was in over my head. The programme came at the right time in my life. At first I thought that money would solve the problems in the business, but it was knowing how to sell that changed things. We were averaging R14,000 pm month and we

are now above R100,000 and the market is much bigger than we thought. Today, I can say I don’t regret buying this business.”

Matsidisho (Agri Logistics) “I always had a truck but it was just standing there, things have been hard. It has just been me alone holding on. Now I have regular customers that

are calling me to deliver their livestock to auctions and I can boast that I have a positive bank balance. Enough that I have my first employee, now I am a real boss ”

Kealeboga (Biodiesel Producer) “My dream for biodiesel was almost 6 years old. The minute I joined the programme there was excellence, I was welcomed well and got encouragement from the interview. I was pushed immediately from the interview to go and visit my idea again. We knocked on so many doors which did not happen. This was such a breakthrough. Today I have my own plant that converts used cooking oil into diesel. We were able to develop a market with the farmers in the community where I grew up.”

Delvin (Driving School) “I have mostly been training Code 8 and 10 drivers for nearly a decade. My

income was ok, nothing exciting, it was enough to pay my staff – but not every month. This programme got to me change my relationship with my business, it pushed me out of the car, onto the phone and into the light. We now are fully booked and I need to get more vehicles and instructors to keep up with the demand. I am now going to give advanced driver training and will be expanding into Code 14 training too.”

These journeys are from a custom made programme in 2020, it has been such a success that our client has called us back to do it all over again. If your organization is looking to run an enterprise supplier development initiative give us a call. www.teg.za.com

Kedumetse (Farming) “The journey wasn’t easy, I started with some chickens at home so I was confident in my experience. We were able to secure a lease for farm land and constructed a coup with a capacity of 1000 birds. But when the supplier made a mistake by delivery both batches of day old chicks at

once, things got hectic. It was winter, so there was a high rate of mortality. I began to doubt the plan, but we push through – all my birds are sold and

the next batch is on its way. We tested various exit points in the value chain starting from incubation all the way to slaughtered products and layers. We finally found our niche market and I am the only company selling day old chicks to farmers in this district, before our farmers had to travel to the next province for their chicks. I am the local chicks chick”

Lydia (Catering) “Before the programme I was very very shy and lacked confidence. My income depended on one government customer, sometimes they would call me and I would do an event then I would sit at home and wait for their next call. At first I wanted to use the funds to improve my restaurant at home, but TEG challenged me to get out of my comfort zone and change the business into a mobile kitchen. Now I am happy to say that I have new customers and I can move my service to wherever the opportunities are, I might still be a little shy but I am not afraid to sell.”

Thato (Beautician) “If it was not for the consulting process, I would have not had the idea to upgrade my facility and to add on two new high value services. My plan was simply to buy stock, but the guidance I

received on which direction to go was so important. I can see the result of the investment and my customers are impressed with the experience, with referrals coming from 2-hours’ drive just to see me. My turnover was on average less than R2000 a month, last month we reported R36,000 in sales. I am fully booked until the end of the year and had to employ two new ladies to help me. We are saving up to extend the building.”

Destiny (Auto Mechanic) “Our workshop was at my backyard at home ever since we started. The TEG team wanted me to move to a proper workshop but the only one available costed R23,300 per month and this was too much for me. Why should I move

and pay rent when it is free at home. I did not want to move, but they encouraged me to take the chance. Last year my

monthly average sales was around R80,000 and in last month we had the highest figure in our history over R170,000. Now I can pay my staff properly and afford the improvements needed to register with RMI to open up access to corporate clientele not just private customers.”

Beauty (Salon) “My salon was always operating from home. I wouldn’t be here if it wasn’t for these guys, they have been grooming

and building us. Making sure that we are doing things right by challenging our vision of what we can do. I now have a shop in a prime location at the mall, my sales are unbelievable and I had to employ 4 new ladies, I’m looking at opening up another branch and have my own branded products.”

Nosimpine (B&B) “My company was doing odd jobs on construction, but the opportunities were scarce. When the team visited, we decided that there was potential for a B&B, we now have 13

long term tenants from contractors who work on the mines and I need more space to cope. My revenue, it has changed a lot! I can look after my family properly and leave them with something.”

S TA N D A R D B A N K TO P WO M EN L EAD ER S 51

I NT E RV IEW

J UST I CE Y VONNE MOKGORO

STANDARD BANK TOP WOMAN LIFETIME ACHIEVER AWARD

JUSTICE YVONNE MOKGORO The Standard Bank Top Woman

Llifetime Achievement Award 2020

went to Justice Yvonne Mokgoro - a

judge of the Constitutional Court from its inception in 1994 until the end of her 15-year term in 2009.

Hon. Mokgoro was born in Galeshewe near Kimberley in the Northern Cape and matriculated at the local St

Boniface High School in 1970. She

studied part-time, obtaining a Bachelor of Jurisprudence (B.Juris) degree at

the then University of Bophuthatswana

(now North-West University) in 1982, a

Bachelor of Laws (LLB) two years later, and a Master of Laws (LLM) degree in

1987. She also studied at the University

‘A SOCIETY MUST SEEK TO ENSURE THAT THE BASIC NECESSITIES OF

of Pennsylvania in the United States of

LIFE ARE ACCESSIBLE TO ALL IF IT IS TO BE A SOCIETY IN WHICH

America (USA), where she obtained a

HUMAN DIGNITY, FREEDOM, AND EQUALITY ARE FOUNDATIONAL.’

second LLM degree in 1990.

Justice Mokgoro started her work

served as a Specialist Researcher

and international conferences, seminars

later as a retail salesperson before

Constitutional Analysis at the Human

were mainly on topics such as sociological

Department of Justice of the erstwhile

lectured part-time at the University of

the LLB degree she was appointed

Constitutional Court in October 1994.

in the then Mmabatho Magistrate’s Court.

Throughout her legal career she has

In December 2015 Justice Mokgoro

Law in the Department of Jurisprudence,

Constitutional Law, Human Rights

Bronze for “her excellent contribution

she rose through the ranks to become

Comparative Law, Criminal Law, Private

position until 1991.

universities in South Africa, the United

experience as a nursing assistant and

(Human Rights) for the Centre for

her appointment as a clerk in the

Sciences Research Council, and also

Bophuthatswana. After completing

Pretoria, until her appointment to the

maintenance officer and public prosecutor In 1984 she was appointed lecturer in

taught a number of courses, including,

University of Bophuthatswana, where

Law Jurisprudence, History of Law,

Associate Professor and served in that

Law and Customary Law at a number of

From 1992 to 1993 she served as

Associate Professor at the University of the Western Cape, and later

Kingdom, the USA and the Netherlands. She has written and presented papers,

and participated in a myriad of national

52 S TANDARD BANK TO P W O M EN LEADERS

in South Africa, and internationally. These jurisprudence, and particularly on human rights and customary law. She zooms in

on impact of law on society, generally, and on women and children, specifically.

received the Order of the Baobab in

in the field of law and administration

of justice in a democratic South Africa” and it is our honour to present her

with the Standard Bank Top Women

Lifetime Achiever Award in recognition of her tireless commitment to justice,

empowerment and upliftment. Honourable Mokgoro you are an inspiration to us all.

TA K E NOTE I T

I N T E RV I E W

TAKE NOTE IT INNOVATIVE SECURITY SOLUTION PROVIDER INTERVIEW WITH MAMELA LUTHULI, CHIEF EXECUTIVE OFFICER AT TAKE NOTE IT We are a cyber security and early warning technology company that was established in 2005. Our vision is to be an innovative security solution provider of choice that develops customised solutions. ACHIEVEMENTS: Standard Bank Top Woman in Leadership Award SOCIAL RESPONSIBILITY INITIATIVES: Cyber Security Academy which focuses on upskilling previously disadvantaged youth within the cyber security space.

WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? Current trends we are witnessing are data breaches and asset protection against theft. This is expected to continue to develop further overtime. Also, continued education is key to keep up with these trends. Hence, our academy focus and interest which helps both with certification and recruitment. WHAT TECHNOLOGICAL INNOVATIONS ARE YOU USING IN YOUR ORGANISATION TO KEEP IN LINE WITH THE FOURTH

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? Most of our staff members are women, especially young women who are supported through our academy to gain knowledge and certification in a predominantly male environment.We also have our ‘succession plan’ to empower women and recruit them for management positions HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? This helps the business to demonstrate the different perspective in a male-dominated environment, and it provides enhanced collaborations. It also helps to improve the level of engagement, as women make better conversationalists.

WHAT IS YOUR POSITION ON DOING BUSINESS IN AFRICA? This is part of our strategy for 2012/22 and we are currently sourcing partners and or distributors that we can work with in order to penetrate the rest of Africa.

INDUSTRIAL REVOLUTION (4IR)? We are starting a research and development department which will ensure that we keep up with new technology developments. Currently, we are busy with our own early warning technology solution that we expect to roll out by September 2021.

WHAT SKILLS DO YOU THINK LEADERS

HOW ARE YOU USING SOCIAL MEDIA

WHICH FEMALE LEADERS INSPIRE

TO CREATE MORE BUSINESS? We are currently implementing our digital marketing strategy whose primary focus is to optimise search engine and brand awareness. Our website has been revamped to meet this particular purpose and be more interactive.

YOU THE MOST, AND WHY? Michelle Obama is an inspiration to me because of her level of elegance and intelligence. Kamala Harris is another woman I am inspired by because she is truly a pioneer.

OF THE FUTURE ARE GOING TO NEED? Global awareness complemented with technology solutions and or opportunities are some of the solutions that are expected from future leaders. Personality skills such as creativity, problem solving, and relationship building will help achieve this

HOW ARE YOU INTEGRATING THE DRIVE FOR SUSTAINABILITY

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? All staff members are treated equally and with respect. Our values talk to this and we demonstrate our diversity through our staff recruitment, both culturally and in terms of gender.

INTO YOUR ORGANISATION? Sustainability is possible through growth. Hence, our marketing drive and customer needs identification practices. We are focused on penetrating the private sector and growing our customer base, whilst keeping our current customers happy.

CONTACT INFORMATION

Address: 354 Rivonia Boulevard, Rivonia, Sandton, Johannesburg, South Africa

Phone: +27 87 550 5184

Email: info@takenoteit.co.za

Website: www.takenoteit.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 53

Top Women in

On the heels of the Africa Tech Week Summit 2020, after engaging with the brightest business minds and tech innovators across Africa, we’re celebrating some of South Africa’s Top Leading Women Innovators in the Tech sphere.

By Charndré Emma Kippie

TOP TECH TIPS

AFRICA TECH WEEK VIRTUAL SUMMIT 2020

• We need to instate a wider

range of decision-makers in

organisations – this is the only

way portfolios can be diversified in the future.

• Women need to be more

assertive in the Tech space rather than shy away from challenges.

• Aspiring Tech entrepreneurs

Topco Media hosted the Africa Tech

Executive Talent, Brand and

Ceremony, in November 2020. The

acted as a beacon for illuminating

Week Virtual Summit and Awards much-anticipated event allowed

attendees the opportunity to interact with business leaders who are

actively shaping the future of Tech

and all its intersections. The event

brought together more than 300 key

should not feel intimidated by

decision makers, and provided a

practical experience is favoured

in the tech industry, as well as the

formal tertiary qualifications as

space to network with global peers

in this field especially.

opportunity to learn from thought

• Women who have achieved

success, and take up leadership positions in organisations, need to pay it forward, and assist other women in the Tech

space with getting a foot in the door.

leaders charting the path which is

accelerating Africa across the digital landscape.

Included in this year’s event, was an all-female round table panel

discussion, moderated by Zanele Morrison who is a distinguished

54 S TANDARD BANK TO P W O M EN LEADERS

Marketing Entrepreneur. The panel diversity and gender parity in the

African Tech space. The all-female

assembly of empowered Top Women in Tech got together this year to

celebrate women’s contribution to the field, specifically, and outline

strategies for getting more and more women into leadership positions in

Tech and IT. Four panellists headed

this discussion: Yandisa Sokhanyile, Chief Digital Officer of Konecta Pty Ltd., Alexandria Claire Procter, the

CEO & Co-Founder of DigsConnect, Caitlin F Dolkart, who is the Co-

Founder of Flare in Kenya, and Dr. Diana Wangari Gitau who is the

Principal & Founding Member of Lens Africa, based in Kenya.

T O P W O MEN I N T ECH 2 0 2 0

E D I TO R I A L

WOMEN IN TECH AWARD WINNER As the conversation powered on, these women provided valuable

FAST FACTS

insight into current trends in Tech

organisations, and offered suggestions and recommendations for diversifying

Hometown: Cape Town

clear during this important dialogue,

Hobbies: Spending time with my kids, Yoga, running, mountain biking,

Tech in Africa. What became quite

is that there is an increasing need for bringing women from marginalised communities forward in Tech, and that organisations and leaders

ANNA COLLARD

painting, drawing and reading

KNOWBE4 COMPANY

AWARDS

in the field need to get rid of the

Anna Collard is the female

these communities.Other important

tech company, KnowBe4 Africa,

the permeating notion of ‘The Boys

Awareness Training in South

• Featured in the Top 50 Women in

their strong, feminine qualities in the

of the world’s largest security

• Top 100 Women in Cyber 2020

support mechanisms for women, and

phishing platform, and was recently

term economic growth.

Africa Chapter 2020 President’s

• Women in Tech Innovations

language barrier in order to empower

dynamo behind the innovative

messages included the redressing of

offering top-notch Cyber Security

Club’, women needing to embrace

Africa. The company is the provider

workplace, the need for enhanced

awareness training and simulated

prejudice and bias dampening long-

presented with the ISACA South

What’s evident, based on the key

takeaways from this panel discussion,

is that women are no longer accepting ‘no’, forging a way beyond limiting structures and creating their own

space in Tech, and building a better future for aspiring future women technovators.

HONORARY GUESTS

Along with the 2-day virtual

conference, Topco Media took the

opportunity to accolade the cream of

the crop who are excelling within South Africa’s technological sector, awarding

a few phenomenal Top Leading Women in Tech with top honours in a number of celebratory categories.

Award. In November 2020, Anna

Throughout Africa 2020 Award for Southern and Central Africa Cybersecurity – Africa 2020 globally by Cyber Defence Magazine.

• ISACA South Africa prestigious President Award for 2020.

was the proud recipient of the

Women in Tech Award, during

LICENCES AND CERTIFICATIONS

commitment to technological

BSI: ISO 27001 Lead Auditor -

transformation in the field of Risk

EXIN: ITIL Foundation

Africa Tech Week 2020, for her innovation and actionable

and Security. The award comes as

no surprise, as Anna has 15 years’ experience in helping corporates across South Africa, Europe and

the US with maintaining the safety

Information Security Certification Faculty Training Institute:

Business Analyst Certification ISACA: Certified Information Systems Auditor (CISA)

of their assets. She is, furthermore,

BSI: ISO 27001 Lead Implementer -

professional, a top-tier business

PCI Security Standards Council:

a Certified Information Systems analyst, and an ISO 27001

Implementation & Lead Auditor consultant.

Information Security Certification

PCI DSS Qualified Security Auditor (QSA)

IAPP - International Association

of Privacy Professionals: CIPP/IT

S TA N D A R D B A N K TO P WO M EN L EAD ER S 55

INTERVIEW CONGRATULATIONS ON WINNING THE AFRICA TECH: WOMAN IN TECH AWARD! THIS IS AN AMAZING ACCOLADE. HOW HAS

every day. I also enjoy trying to

simplify complicated things, which

helps with content creation. Most of

all, I enjoy that some of the work we do may have a positive impact on

Africa’s tech and youth development.

THIS RECOGNITION EMPOWERED YOU SO FAR? Thank you! It is really a huge honour to

HOW DO YOU FEEL ABOUT DIVERSITY IN YOUR FIELD?

receive recognition such as this award. I

I’ve worked in all male and all female

young women to join the tech and security

ones were always the ones with a

this in part to build a role model profile.

positively influences decision making,

KNOWBE4 AFRICA IS THE PROVIDER

are used in conjunction, it can lead to

feel quite passionate about inspiring more

teams before and the best performing

industries, and I hope to be able to use

good mix of both. Diversity definitely

OF THE WORLD’S LARGEST SECURITY AWARENESS TRAINING AND SIMULATED PHISHING PLATFORM. WHY ARE YOU SO PASSIONATE ABOUT PHISHING AND SECURITY?

and when male and female energies

great results. Diversity is also not just limited to genders. Having different

backgrounds and ways of looking at the world helps in creative problem solving and innovation, so creating

SIDDIKA OSMAN Managing Director of Nkgwete IT Solutions

The human element is one of the

diverse teams is something we

Last year, Siddika Osman was the Africa

security, but unfortunately, also one that

beneficial to the business at large.

year, she was a finalist in the Africa Tech

engineering is the most dominant attack

WHAT ADVICE DO YOU HAVE FOR

categories. Siddika is a self-motivated

hacking attempts. By addressing the

WITHIN THE TECH AND CYBER

problem, the overall security maturity of an

To succeed in cybersecurity, one

the ICT sector, in companies such as

to never stop learning, we need to

Siddika’s seasoned expertise and acute

and focus on one thing at a time.

triumph of Nkgwete IT Solutions.

most important aspects of information

is often overlooked. Phishing and social

should consciously strive for, as it’s

Tech Woman of The Year winner. This

Awards Women in Tech and CEO Award black female entrepreneur, and is the

vector used in successful breaches or

WOMEN WHO ASPIRE TO WORK

social engineering and human hacking

SECURITY FIELD?

organisation can be massively improved.

needs to continuously learn. And

Transnet IT, T-Systems and arivia.kom,

Even back in 2011, when I founded

work on our ability to concentrate

business acumen are essential to the

Popcorn Training, I wanted to find a way to reach non-technical people and help them to understand how to navigate the security space and to protect

themselves from phishing and social

engineering attacks. It’s something I’ve been interested in for a long time now. WHAT INSPIRES YOUR AMAZING WORK ETHIC? I love learning, and in the security

space, you have to learn new things

This is something that, unfortunately, technology has made very difficult to do with all the distractions it

offers, and being a woman with kids, it’s even more difficult to

find that space. So one piece of

advice I would give young women

is to hone their concentration skills

through meditation, prioritise time for themselves, and to not be afraid to

unleash the power they have within.

56 S TANDARD BANK TO P W O M EN LEADERS

primary shareholder of Nkgwete. With more than 20 years experience within

ACCREDITATIONS • ITIL Service Manager • Bachelor of Arts in Communication Science • Financial Management • COBIT Certification • Gordon Institute of Business

studies Leadership Development

T O P W O MEN I N T ECH 2 0 2 0

E D I TO R I A L

TOP WO M EN IN TECH FINALISTS

YASHMITA BHANA

JENNIFER ANNE WARD

GERALDINE EVE KASAMBARA

Founder & CEO of Nihka

Founder & CEO of Neighbiz

Founder of 143 Communications

Technology Group

Yashmita Bhana was a finalist in this

year’s CEO Award category. Yashmita was the recipient of the 2016 Entrepreneur of the Year Award from BWASA, and

was also a finalist in the 2018 Standard

Bank Top Women Awards in the category of most gendered empowered SMME.

She obtained a Masters in Engineering from Wits and an MBA (GIBS). Today,

she has acquired more than 20 years of

experience in ICT and Engineering, and is

certified in multiple Project Methodologies. Her company, Nihka Technology Group, is a Black Women Owned (BWO) enterprise and a Level 1 BBBEE contributor, with a 135% Procurement Recognition Level.

Aside from her professional Tech career, Yashmita is passionate about education, acting as the Chairperson of the ABB

(Quant) Education Trust for Women in

Engineering, and also the Chairperson of the Dhiya Development Foundation ─ an organisation accelerating youth development in digital technologies.

Jennifer Ward was one of this year’s

Africa Tech Start–Up Award finalists. She is popularly regarded as somewhat of a

Kasambara, received a nomination in the

coveted Africa Tech CEO Award category,

serial entrepreneur, and was rewarded

this year. She is known for being a self-

by Ernst & Young for entrepreneurial

excellence, being a finalist Entrepreneur

of the Year. Her company, Neighbiz, was launched as a platform for getting the

informal sector online. Jennifer saw that unemployment was a huge concern in

motivated go-getter who knows what

she wants and is assertive. Geraldine’s

company, 143 Communications, has been recognised as a truly dynamic digital media agency, which aids brands in

growing their online presence and overall

South Africa, but insisted that it could

potentially be one of the biggest business

opportunities for the country to be exposed to global initiatives. Jenifer then went on to devise the Poppalloon Marketing Strategy, and further innovations, which are now

patent-pending in the USA. She previously obtained a Basic Electronics Certification from Damelin, and studied Law at the

public engagement, using quintessential social media tools and digital platforms.

Previously, she was a Marketing Executive at Daily News, and completed her

Master of Business Intelligence (MBI) at the Chinhoyi University of Technology.

Geraldine also obtained a BA Honours

Degree in English and Communication: Public Relations from Midlands State

University of Witwatersrand. Jennifer’s

University. As a strong, tech-savvy

previous company, Big Brother, was

named one of the Top 300 empowerment companies in the DTI’s annual roundup.

Recently, she has also added ‘published children’s author’ to her resume.

Social Media guru, Geraldine Eve

business woman, she is committed to leveraging leading information

communication technologies to enhance

and complement all her clients’ marketing, public relations and distribution needs.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 57

V V V V

mastering software engineering practices. axowave is a niche cloud-based technology This should provide the key benefits of increased company, specialising in software architecture, mastering software engineering practices. axowave is a niche cloud-based technology speed of delivery, improved reliability, scalability, technology transformations, and consulting This shouldsoftware provide the key benefits of increased company, specialising in software architecture, mastering engineering practices. axowave is a niche cloud-based technology and improvements in security and risk posture. services for large enterprises. speed of delivery, reliability, scalability, technology transformations, and consulting This should provideimproved the key benefits of increased company, specialising in software architecture, and improvements in securityreliability, and risk posture. services for large enterprises.and consulting speed of delivery, improved scalability, technology transformations, mastering engineering practices. is a niche technology A majority software black woman-owned B-BBEE Weaxowave believe in, and are cloud-based inspired by, the future of and improvements in security and risk posture. services for large enterprises. 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Z O N K ET EC H ( P TY ) LTD

I N T E RV I E W

ZON K E T E C H IN T E RVIE W WIT H SE SH NI D OORSAMY, D IR E C TO R O F ZO NKE T E CH Established in 2016 ZonkeTech (Pty) Ltd is a women-owned software development company based in La Lucia Ridge, Durban. ZonkeTech offers a unique combination of custom software solutions and digital services. Seeking to enhance the productivity of businesses by providing quality, cost effective digital solutions, our highly competent staff are constantly exploring new ways to develop novel solutions, therefore, encouraging a culture of continuous learning at ZonkeTech so that we can serve our clients in the best possible way. ACHIEVEMENTS: 2018 Nominee at the MTN Women in ICT – SME Recognition Award, 2020CSS Design Awards for Innovation, UX Design, UI Design and the Special Design Kudos Award, Clutch Top B2b Companies in Africa SOCIAL RESPONSIBILITY INITIATIVES: ZonkeTech is involved in several feeding schemes and digital learning initiatives at schools around the Durban North Coast. GENDER POLICIES: ZonkeTech fosters a culture of continuous learning, transparency and gender equality. Our policies mandate an ethos of awareness on understanding gender equality in the workplace by implementing a mentoring system that encourages morale, while educating our employees. HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Having a multiplicity of viewpoints within our organisation ignites creativity and innovation, and has helped us identify and seize new opportunities. ZonkeTech adopts an inclusive culture that enhances morale and opportunity. When you create more opportunity within an organisation the need to spend time and money on recruitment is reduced allowing us to concentrate on our core business while making a saving. Our clients come from all walks of life; gender

empowerment has diversified the way we interact with our clients. If your organisation reflects the client then you are more likely to communicate effectively with them. WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? The Covid-19 pandemic has got the world in turmoil, forcing many businesses to relook and streamline business operations. At this point software development has played a pivotal role in enhancing productivity within businesses. Staying up to date with the current and future trends ensures the longevity of a business. Within the software development sector, the use of artificial intelligence, “future proofing” applications, continuous integration and delivery, and rapid prototyping have proven fruitful within our sector. The goal is to develop effective fast loading applications that are easy to enhance in the ever-evolving tech industry. WHAT TECHNOLOGICAL INNOVATIONS ARE YOU USING IN YOUR ORGANISATION TO KEEP IN LINE WITH THE FOURTH INDUSTRIAL REVOLUTION (4IR)? When we started ZonkeTech we had this vision of radically changing the way the world works, things like automating businesses, building better communities, connecting people and most importantly playing my part eradicating the digital gender divide. Since then, we have not used technological innovations to keep in line with the 4IR, rather we have created the innovative business tools that build a better tomorrow. Sharing our amazing ideas with many developing and blue-chip companies, wowing our clients with our fast-loading websites, progressive web applications, business automation software and basically just helping businesses do the things they love more efficiently by going digital.

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? Passion and determination have always proven to be a winning factor when it comes to being a successful leader. However, communication is a skill set that is paramount when trying to get a message across. Having effective written and verbal communication skills will help you to build good working relationships. WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Grace Hopper was one of the most inspirational leaders in the tech industry. She developed the COBOL programming language, invented the first programming language compiler, and coined the term “De-Bugging” after her team removed a moth stuck in a computer relay. In the male dominant tech industry, we can take solace in knowing that there are women out there who braved the odds and succeeded. Inspiring leaders like Grace Hopper have given women in tech the confidence to achieve their goals and play their part in closing the gender divide within the tech industry.

CONTACT INFORMATION Phone: 031 566 2135

Email: info@zonketech.co.za

Website: https://zonketech.co.za/

S TA N D A R D B A N K TO P WO M EN L EAD ER S 59

MA R E DI T E C H N OL OG IES Cherish your vision and your dreams, as they are the children of your soul; the blueprints of your ultimate achievements” - Napoleon Hill

I successfully organised

Bloemfontein and Mpumalanga with a

Maredi Technologies’ first

combined workforce of 31 employees. Her

Vision Day (state of the

achievements and talents are a testament

company) event, which

to the great and often untapped potential

resulted in increasing

that resides in women.

the company’s morale. HOW HAS GENDER EMPOWERMENT HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT

NTOMBI MAZIBUKO

IN THE WORKPLACE? The inclusion of women is

Marketing Manager

key to our success. Maredi

Maredi Technologies

Technologies has therefore implemented steps to ensure that

Within a decade of its inception Maredi

Technologies is a dream that has become reality. Maredi Technologies showcases

the power of possibility and reveals what

is achievable when there is perseverance and an undying will to succeed.

Every day this company defies the odds; it creates watershed moments for itself

and it pioneers change. We are proud to

be celebrating our first decade. I believe

the key to our 10-year success lies in our investment in people. People are central to our business success. Our mission is to deliver quality and cost-effective

solutions to our clients in a manner that exceeds expectations and assures our clients of our personal attention and professionalism at all times.

STRENGTHENED YOUR ORGANISATION? We have benefited substantially from the contribution and value of women in our organisation. The integration of women has improved the skills offering, the quality of our ideas and decision-making. Women at Maredi Technologies provide different outlooks and, perspectives on solutions

we achieve gender equality in our

and approaches. This has augmented the

organisation. We have altered our hiring

scopes of our service offering and opened

practices and have gone as far as ensuring

up new opportunities for our business.

that our interview panel is gender diverse so that we can source a gender diverse

WHAT ARE YOUR ORGANISATION’S

work force. We are proud of our CEO

GENDER EQUALITY AND BEE RATINGS

training programme, that is training and

AND POLICIES?

developing 4 female recruits for the next

Maredi Technologies, strives to achieve

12 months.

being an “employer of choice”, to fulfil our Constitutional obligation and any

We cannot create an inclusive and

applicable legislation in support of the

dynamic business if we do not create

National Gender Policy Framework. We

room for women in our business. This

have adopted policies and practices

CEO training programme will train and

that deal with gender issues within our

introduce young women to all eight of

workplace and taken a firm stand against:

our departments. At Maredi Technologies

• Violence against women in our workplace

we have also made a concerted effort to

• Any barriers that promote

appoint women in leadership positions –

discrimination based on sex, religion,

for example Lelona Magwambe in logistics

age, race or creed, therefore affording

and project management is a product of

equal opportunities for all in our

our development and training initiative.

employment practices • Any work practice that restricts

WHAT HAVE BEEN SOME OF YOU MOST MEMORABLE ACHIEVEMENTS?

When she started she was fresh out of

the development of women in our

I redesigned and launched the current

‘varsity and because of our drive towards

workplace either in terms of training

company website and built a series of

creating an inclusive gender-diverse

compelling posters and videos, effectively

workplace we harnessed and invested

streamlining departmental work at all

in her talent and today she heads up

rights afforded to women as

levels of marketing and communications.

four regions namely; Gauteng, Limpopo,

entrenched in the Constitution.

60 S TANDARD BANK TO P W O M EN LEADERS

opportunities or career growth • Any practice that infringes on any

MA R ED I T EC HN O LOG I E S

I N T E RV I E W

WHAT ARE THE CURRENT AND

HOW ARE YOU USING SOCIAL

our desire is to do more business in Africa.

FUTURE TRENDS IN YOUR SECTOR?

MEDIA TO CREATE MORE BUSINESS?

As a start we registered a company in

A tech trend that is specifically of interest to

Social media has been a seamless and

Mozambique. This is an exciting first step

our company is the issue of cyber security

frictionless vehicle to interact, improve,

for us that we are hoping will allow us to

and cyber attacks. This an issue that does

respond and communicate with our

have a foot in the door as we explore the

not just affect giant IT security companies,

customers. We use social media to share

endless business opportunities that exist

but it affects all types of businesses. The

information about our company, to create

on the continent.

threats to the government from cyber

awareness about new products and to

criminals are even greater, leading to

meaningfully engage with our customer

WHAT SKILLS DO YOU THINK LEADERS

potential national security risks as dark actors

base. Social media has been extremely

OF THE FUTURE ARE GOING TO NEED?

look to steal secrets and intellectual property.

useful in helping us to develop better

• The ability to embrace change

insights into what our customers Cyber attacks pose a serious threat to

and diversity

need in real time.

• The ability to create room for

become vital for businesses to be more

HOW ARE YOU INTEGRATING THE

• The ability to embrace conflict

proactive in protecting themselves against

DRIVE FOR SUSTAINABILITY INTO

• The ability to see potential and

security and cyber threats. We therefore

YOUR ORGANISATION?

have invested in providing security

Sustainability is at the heart of what

solutions that can be easily integrated

we do, and it is a central component of

WHICH FEMALE LEADERS

within the business infrastructure and IT

our legacy project. In a nutshell I can

INSPIRE YOU THE MOST, AND WHY?

architecture of any organisation.

say our sustainability project is how

Sheryl Sandberg, the COO of Facebook,

the stability of many organisations - it has

people to innovate

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS 1. BELIEVE

IN YOURSELF AND TRUST THAT YOU HAVE EVERYTHING WITHIN YOU TO ACHIEVE SUCCESS 2. SIT AT THE TABLE AND UNAPOLOGETICALLY PURSUE LEADERSHIP POSITIONS IN YOUR WORKPLACE 3. NEVER BE AFRAID TO SPEAK UP, YOUR VOICE COUNTS 4. INVEST IN YOUR PERSONAL AND PROFESSIONAL GROWTH 5. YOU ARE NOT INVISIBLE YOU HAVE VALUE, YOU MATTER AND YOUR PRESENCE IS IMPORTANT.

talent beyond stereotypes

we future proof

and Mimi Omokri, Ubers’ head of

our business

business, are leaders that inspire me.

from failing.

Sheryl Sandberg wrote the book “Lean In”

We operate in

which transformed the way I see female

a space that

leadership in the tech-spaces. She inspired

is shaken by

me to be courageous in my pursuits,

technological

especially in a world that is dominated by

disruptions so

men, I have learnt the importance of being

our ability to

able to sit at the table unapologetically and

adapt and ride

to believe that what I bring is important and

the waves of

deserves to be heard.

change is critical to our continued

Omokri is another fearless leader that

WHAT TECHNOLOGICAL INNOVATIONS

survival. We therefore set ambitious

has shattered stereotypes about African

ARE YOU USING IN YOUR ORGANISATION

goals for our research and development

women occupying leadership roles in global

TO KEEP IN LINE WITH THE FOURTH

department to innovate and prioritise

companies. She inspired me not only to

INDUSTRIAL REVOLUTION (4IR)?

change through the introduction of new

lead change in my workplace but to aspire

Maredi Technologies has always been at the

and improved products.

towards leadership positions.

cutting edge of technological movements and innovations. We are in the business

Maredi Technologies invests in people

of building ICT infrastructures that enable

and we see them as the power behind our

connectivity which is an important aspect of

sustainability projects. Our partnership also

realising 4IR. Things like cloud computing,

provides us with the ability to leverage the

AI and machine learning, block chain,

strengths of our peers and to improve our

robotics and so forth require a reliable

value offering over the long term.

CONTACT INFORMATION

network capacity to make them function effectively. An ICT infrastructure needs to

WHAT IS YOUR POSITION ON DOING

be built to enable the necessary speeds for

BUSINESS IN AFRICA?

data sharing. So, for us 4IR is not something

Africa offers tremendous opportunities for

we keep in line with, it is something that is

growth. Our interest in the continent lies

deeply embedded in what we do.

in the business potential that exists as it is

Physical address: 04 Liebenberg Road Noordwyk, Midrand,1687 Telephone: +27 11 074 7181 Website: www.mareditechnologies.co.za Twitter: @Maredi_Tech Facebook: @MarediTech

S TA N D A R D B A N K TO P WO M EN L EAD ER S 61

G I JI M A

I N T E RV I E W

G I J I M A’ S T R A N S F O R M AT I O N S TO RY

A J OU RNEY O F IMPACT A N D SHAPI NG THE TECH AGENDA

TRANSFORMATION AT GIJIMA – AN INSPIRED LEGACY The year 2021 has been marked by the South African government as ‘the year of Charlotte Maxeke.’ - acknowledged as the first black South African woman to graduate with a university degree. A century and a half since the birth of Maxeke, South Africa’s is still advocating for transformation and equal representation of women and other previously marginalised groups, especially in the corporate sector. Gijima takes pride in taking up the mantle of this transformation agenda and ensuring that the legacy of Charlotte Maxeke lives on, not just as an anecdote but as a reality that continues to extend and inspire beyond the borders of South Africa.

Our B-BBEE status is

LEVEL 1

– with a procurement recognition level of 135%

Ratio of 6:11 Female Executives

100%

BLACK SHAREHOLDING that is locally funded, controlled and managed.

Black women ownership of 41.56% Black youth ownership of 61.37%

S TA N D A R D B A N K TO P WO M EN L EAD ER S 63

GIJIMA TRANSFORMATION OUTLINE Our transformation agenda aims to implement analytic practices and bespoke solutions that efficiently address the clients’ needs and prospects creating a better opportunity to compete in the changing economy. We are also committed to ensure that women are the key drivers of our transformation agenda. Gijima is at the forefront of driving transformation and empowerment in the Information and Communication Technology (ICT) sector by taking measured steps to embed transformation and sustain it across the business. Led by a diverse female-majority executive team (a ratio of 6:11), the culture of progressiveness, equal opportunity and growth welcomes a new wave in a typically male-dominated sector. Beyond the C-Suite, Gijima not only strives to transform the communities it works in, but are also deliberate and more focused in ensuring their solutions and programmes are linked to advancing woman in communities in which they operate. True to the adage that says when you empower a woman, you empower a nation, we believe by doing so, we will rally the best of our people and provide an effective working environment for the Gijima community. As a woman empowered and focused organisation, our transformation agenda focuses on the following: • Equal opportunity procedures and diversity in the workplace by ensuring a dynamic workforce representative of our environment.

• Creating a transformed environment that provides equal opportunities to all its employees, whilst giving special consideration to employees from designated groups.

“WHEN YOU EMPOWER A WOMAN, YOU EMPOWER A NATION.”

• Implementation of accelerated development programmes. • Ensuring sustainability and unity of purpose through identification, empowerment and support of initiatives that address issues that are of local, regional and national importance.

• Improving and capturing high potential black-owned small businesses into the value chain. • Leveraging stakeholder relationships to maximise contributions to economic access of vulnerable citizens GIJIMA INITIATIVES THAT SHIFT THE NEEDLE In an effort to pay the opportunity forward, Gijima runs initiatives that aim to grow the female leadership. “Knowing the difficulty it takes to secure leadership opportunities in ICT, we felt it was important to implement programs that encourage female engagement across the business. So often, opportunity comes from clear mentorship, sponsorship and early recognition, our belief is that this forum gives an opportunity for that to happen in an intentional space” said Roberta Gumede. Gijima Woman in IT: an internal forum that is dedicated at advancing women’s growth in ICT field through mentorship, internships and learnerships, amongst other activities. Gijima NXT Leaders: an internal forum that is targeted to nurturing youth leadership in the business, creating space for members to engage in strategic business activates with the intention to grow them into succession

64 S TANDARD BANK TO P W O M EN LEADERS

OUR TRANSFORMATION BEYOND SOUTH AFRICA We are audacious in our agenda. We are determined and seek to engender an ICT entity that is foresighted, proactive, responsive, results-driven, transparent,

accountable and appropriately resourced and equipped to deliver on its mandate; an organisation that meets the needs and expectations of its stakeholders. As we continue to grow our organisation into the giant African ICT provider, our transformation agenda will remain the core of our strategy. Gijima will forever embody the spirit of icons such as Charlotte Maxeke who advocated for the rights of the vulnerable and those not represented or inclusive in nature. Solutions that remain citizen-centric and support woman empowerment remain drivers in our mission to influence a new South Africa and African continent. We are Gijima: technology people.

CONTACT INFORMATION Physical Address: Midrand IBG (International Business Gateway) 1 Pioneer Avenue, South Wing, Midrand Postal Address: P O Box 10629, Centurion, 0046 Tel: (+27) 010 449 5000 Email: info@gijima.com Website: www.gijima.com

G I JI M A

As the captain of transformation at Gijima, Elisa is responsible for and drives Group Transformation through Broad-based Black Economic Empowerment (BBEEE) and Enterprise Supplier Development (ESD), Skills Development and Employment Equity . Her role assumes an agile transformation technique wherein Gijima gradually and continuously transforms to an organisation that can thrives in a flexible, collaborative, self-organising, fast-changing environment.

ELISA MAKWA Chief Transformation and ESD Officer Elisa Makwa, Chief Transformation & ESD Officer at Gijima, cuts a figure that is totally different from that of a qualified, multi-talented, and experienced legal eagle as well as transformation strategist.

Said Elisa, “Gender equality and the empowerment of women is central to the mandate of my unit at Gijima and inherent to the company’s development approach. We are a 42% black-female owned entity, our preferential procurement (on female owned entities) spans approximately 27% and our Executive Committee (EXCO) encompasses 50% women, highlighting our commitment to gender empowerment and equality.” As a seasoned Chief Transformation Officer, Elisa has observed that some companies have progressed very slowly and one of the

ten years, Barbara has risen from Human Resources Practitioner to Chief Human Resources Officer in 2020. She said, “This has been one of the greatest investments made by Gijima and a major milestone of my career in the field of Human Resources.” Her rise within the company illustrates how Gijima approaches leadership growth through transformation and empowerment.

BARBARA HLONGWANE Chief Executive for Human Resources With years of corporate experience under her belt, Barbara Hlongwane fits the description of homegrown talent. Having been with Gijima for more than

Barbara lives and breathes transformation and empowerment. This can be seen in the female-majority team that she leads at Gijima. Her strategy is directed at making sure that Gijima produces more women leaders across all ages. “I have been inspired by the prolific businesswoman, Wendy Luhabe as well as former Public Protector, Professor Thuli Madonsela. They exemplify that the female journey into leadership can be one fraught with challenges yet equal benefit in its ability to move communities to the next level” added Hlongwane.

I N T E RV I E W

most important reasons for this the slow progress is the lack of commitment at the senior level. This is further exacerbated by a shortage of funds and skills which are primary barriers to BBBEE. With this in mind, at the start of her tenure, she galvanised support from the top, resulting in Gijima’s transformation achievement today. Our BEE ratings and policies at Gijima endeavors to transform our economy to enable the meaningful participation of black people, including women, and rural communities (where we operate) in the mainstream of the economy. This is done in a manner that has a positive impact on employment, income redistribution and economic growth. With such passion for the work she does, what inspires Elisa? “Every woman who has discovered their unfolding purpose in life and keeps honing it as it evolves, motivate me. Women with fierce, robust, determined and unshakable attributes inspire me,” she concluded

Barbara’s role at Gijima involves a 360 degree look into the soul of the organisation as well as its ability to align with the latest talent trends. ““I am responsible for developing the organisation-wide best practices for human resources development and management, aligning them across multiple business functions in line with Gijima’s overall strategy through provision of skills and employees wellbeing. I also drive all aspects of Employment Equity and Workplace Skills to ensure alignment with national mandates and charters and is held accountable by labour legislation amongst others” With the changing landscape of HR due to the ‘new normal’, Barbara is passionate about developing an organisational culture that both supports the growth of individuals across multiple vertices while maintaining top drawer output to the organisation. In closing, she noted that her commitment is to “grow a strong female pipeline that in time to come debunks the myth that female leaders are few and far between.”

S TA N D A R D B A N K TO P WO M EN L EAD ER S 65

sharing news about a protégé’s success, her face lights up and her voice brings out her passion for changing the lives of our country’s youth.

ARANKA VERSTER Head of Department for the Human Capital Management

When Aranka Verster speaks about her role as the Managing Executive for the Human Capital Management & Training (HCM) division of Gijima, like a master

True to the company’s motto of being ‘The Technology People’, when you ask Aranka what her division is all about, she tells you that, “We bring the people element into the business. Our strategy is one ‘from cradle to grave’, where we develop and certify many young enthusiasts in various ICT programmes. From there on we facilitate placements across various industries providing young talent with the opportunity to grow within the sectors. A hidden gem in HCM is that we not only focus on the ICT skills and sector, but also provide a wide range of skills to the benefit of the greater economy too.”

Shubna is the Managing Director of Gijima Technology Solutions, one of three Gijima divisions. What she enjoys most about her role is the fact that she gets “to shape the 2030 vision of Gijima and have an impact on the country by changing the narrative of classic ICT services as well as the delivery model.”

SHUBNA HARILAL Managing Director

If a book was to be commissioned about the trials and triumphs of women in the ICT sector, Shubna Harilal would be the ideal person to take up the task.

Said Shubna, “We have embraced 4IR. To us it is not just a buzz word, we had to apply strategies to be ahead of our game. In as much as most customers and other organisation still believe in the classic ICT providers, we have made strides in adapting our services to 4IR. Our Healthcare solutions for example have enabled healthcare professionals to fufill their duties with ease, especially during this time.”

66 S TANDARD BANK TO P W O M EN LEADERS

The HCM Division of Gijima takes pride in the fact that it has enabled more women to gain skills and employment. “Since 2008, we have had a 60:40 spilt in our recruitment for our learnerships and internships and we have done exceptionally well,” she added. “We need to continue pushing the envelope and making sure that there is a paradigm shift with regards to breaking the stereotypical roles for men and women in business. This is something I have been championing my whole life.” For young entrepreneurs, Aranka’s advice is that they must skill themselves and back it up with delivery. She concluded, “Your customer must be your brand ambassador and provide testimonial to your service. After all, people buy from people they trust.”

With the world thrown into a tailspin by the unexpected COVID-19 pandemic, which resulted in economic shutdowns all over the world, companies were forced to find means of survival, especially when it comes to ICT operations and support. For Gijima’s Technology Service under the leadership of Shubna it was an opportune moment. She said, “COVID-19 catapulted Gijima into the next phase of its journey to embrace a new way of living and doing business, driven by technology innovation.” Shubna believes that she is doing what she loves and does not see it as a job. She says, “this means I seldomly feel stressed. The advice I would give to young entrepreneurs is- stay grounded, don’t give up and do what you do for the love of it”

G I JI M A

testimony to the company’s transformation of agenda. This includes investing in women, especially the youth, internally or externally.

ROBERTA J. GUMEDE Chief Marketing and Communications Officer Roberta Gumede is amongst a handful of young executives, not only in the ICT sector, but in blue-chip corporate environment in South Africa. Her position at Gijima, as Chief Marketing Officer, and a member of the company’s female-led EXCO and board, bears

WYNNE KOSSUTH Head of Legal, Governance, Risk and Company Secretarial As a member of the female contingent of Gijima’s Executive team, Wynne Kossuth is a highly experienced professional in the Legal, Risk and Governance space , who has earned her stripes in private as well as corporate practice.

Roberta rose through the ranks within Gijima’s parent company Guma Group where she held the role of Chief of Staff to Chairman, Robert Gumede. With her current role, she is poised to drive Gijima’s brand growth as it transforms into a South African multinational organisation tha is future centric, vibrant and drives innovation for the betterment of citizen experiences. This is bolstered by her experience of having explored business initiatives across Brazil, Russia, India, China, South Africa (BRICS) as well as Africa. Roberta sees her role as one that support the various Gijima Business Units in all their marketing activities from product development, to their go-to-market strategy. She drives effective and innovative brand strategic marketing, communications and public relations strategies. Collectively, this creates greater company and brand awareness,

Wynne holds the position of Head of Legal, Governance, Risk and Company Secretarial at Gijima . Her area of specialisation includes, transactional law, involving transactions conducted in the business environment spanning Mergers & Acquisitions (M&As)to regular contracting. An example is the acquisition of an entity by Gijima with a transaction that straddles both commerce, legal and the regulatory environment. Such transactions involve risk mitigation, planning and generally ensuring that the business being acquired overcomes all the hurdles, regulations and requirements in its way before it is successfully absorbed into its new domain. Even with vast experience, every aspect of her role cannot be taken lightly. To support her, Wynne leads a highly transformed legal team which work alongside her on all Gijima matters. She’s found that even tough she’s not in private practice, which is still a man’s world, her efforts towards transformation are better received in the corporate sector.

I N T E RV I E W

provides deep client insights and increases sales to ensure probability and sustainability. As the role of Marketing and Chief Marketing Officer (CMO) positions in business are redefined, Roberta is passionate about forging cutting edgeways in which communication, corporate culture, values and solutions dance together to ensure organisations remain relevant and impactful for generations. “In having a ‘seat at the table’ my role stretches far beyond my portfolio. In addition, it aims to bring a novel and youthful voice into business operations. I am always considering the future impact of business strategies ensuring the organisation continues to create net-positive impact past Vision 2030 for its stakeholders across the board”, she added.

“My goal is to continue to influence change in my sphere and open doors for my female peers by removing the expectation of years of experience and traditional conformity to a talent pool which in many ways offers more: in just a different manner. “

This is where young, black women from various backgrounds are given the opportunity to lead, grow and excel in spaces typically reserved for white males.” For this reason, Wynne notes three memorable successes. She says “The first is building an extremely strong and capable legal team. Secondly achieving an unimaginable success in all court applications launched for and against Gijima over the last few years and lastly signing the Transnet agreement.” Wynne, having too been a part of the Gijima leadership for over five years, bares testimony that male leaders and organisations that unapologetically advocate for woman’s advancement remain at the forefront of growth, especially in a rapidly changing society.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 67

“ WH EN Y OU ’ RE BU S CALI NG A C

ther e is no ti m guess y o u

Y O U H AV E TO B I N FO R M E D P ERS ON

Meet South African powerhouse, Alexandria Procter - CEO

and founder of DigsConnect.

Developed during her Honours year at the University of Cape

Town, DigsConnect was born as a response to the 2018 student

accommodation crisis. The platform

is South Africa’s first digital solution to accommodation for students, aiming to connect landlords

with buyers. As the country’s

largest student accommodation

marketplace, DigsConnect is only

DigsConnect CEO

A le x an d r i a Pr o c te r on entrepreneurship and never giving up

getting started and through it,

Alexandria and her team are trying

to build a self-sustaining community in which people can connect with like-minded individuals in a safe

and secure environment. We sat down with Alexandria to discuss the highs and lows of female

entrepreneurship, what excites her and the principles for workplace success that she absolutely refuses to compromise on.

A L EX A N D R I A PR OCTE R

UILDING AND C OMPAN Y,

me t o s e c ond urse lf .

B E TH E BEST IN T H E RO O M . ”

I was originally matching up landlords

WHAT DO YOU THINK IS THE

and students manually, but I realised it would be much easier if I just knocked

having to go through me. Over a

you think about yourself. It all starts

could connect by themselves without

You have to radically change how

weekend I bought the domain and

with your mindset. I don’t know if this

was just me, but I feel like growing up

coded a simple website where you

could list accommodation and search

for accommodation. Thus, DigsConnect was born as an online marketplace

of Mensa. I’m currently training for

throughout South Africa. A couple

Stellenbosch Flying Club.

postgrad at university, registered the

I used to run an NGO called

growing, ever since.

which held computer literacy and

WHAT DID YOU FIRST HOPE TO

a certain extent, this is even more the case for women. When you’re

building and scaling a company, there

women in the Cape Flats. However,

Honestly, it was just about solving a

hyper-focused on this company and

immediate community.

Forum Global Shapers, and a member

had about 50 000 beds on the platform

my PPL (Private Pilot’s Licence) at

months later I dropped out of my

ACHIEVE WITH DIGSCONNECT?

since DigsConnect’s growth, I’ve been

problem that was facing me and my

entrepreneurship.

WHAT WAS THE IDEA BEHIND DIGSCONNECT? HOW DID IT

is no time to second guess yourself. You have to be the best informed person in the room, you have to

make the call and you have to back yourself. You have to stand up,

speak up, take the hits and question

company, and we’ve been going, and

entrepreneurship workshops for

figure, not question why they have

keep quiet, wait your turn, obey. To

huge demand and the platform just

exploded. Within a couple of months I

authority to some vague authority

principals. You’re taught to sit down,

stumbled upon something that was in

I am a part of the World Economic

you’re taught to doubt yourself, defer

that authority or the validity of their

to connect sellers (landlords) with

headed to the stratosphere. I had

Libraries for Entrepreneurship,

AN ENTREPRENEUR, PARTICULARLY A FEMALE ENTREPRENEUR?

I was suddenly strapped to a rocket

ABOUT YOUR BACKGROUND?

HARDEST THING ABOUT BEING

together a little website where people

buyers (students). Before I knew it,

PLEASE TELL US A LITTLE

I N T E RV I E W

how those with authority got that

authority and then you have to have

the audacity to change it, to propose and then build a better way of doing things, and then fight through the naysayers and resistance to that

change. You simply cannot doubt yourself for a second.

But something remarkable that we saw happening was secondary

WHAT THREE WORDS WOULD Y

services springing up around this

OU USE TO DESCRIBE YOURSELF?

- local salons that were serving

Passionate. Resourceful. Hilarious.

when I was elected onto the Student

bookstores, theatres, parks coming

WHAT EXCITES YOU MORE

SRC position, landlords would call

buzz that students bring to any

The knowledge that I’m having a

vacancies, beds to fill, and wanted

money back in the hands of local

the work I do every day is helping

to the students.

were spending it in their communities.

COME ABOUT? It started during my undergrad,

the students, cafes, coffee shops,

Representative Council. Due to my

to life with the natural energy and

THAN ANYTHING?

me and say they had spare rooms,

neighbourhood. It was putting the

real impact on people’s lives; that

to know how to advertise these rooms

entrepreneurs, where they in turn

tens of thousands of students, their parents and landlords.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 69

I NT E RV IEW

A LE X A N D R I A PROC TER

It’s an incredible feeling

knowing that you’re part of the

solution. Every time I hear from one of our users about how

their lives were changed by

DigsConnect, I remember why I do what I do. Martin Luther

King said “Anyone can be great, because anyone can serve”.

WHAT TIPS WOULD YOU GIVE TO ASPIRING ENTREPRENEURS WHO WANT TO MAKE IT IN SOUTH AFRICA? Do not ever give up. Keep trying, always. It’s impossible to fail unless you stop trying. Keep

at it, pivot a thousand times if

you must, make the necessary sacrifices, and prepare to be

exhausted. But also know you will have the most rewarding

and meaningful life. Also, our country needs you now more

than ever. Our country needs job-creators, entrepreneurs,

solution-makers, problem-solvers, thinkers, builders. This is how we can rebuild our economy, with

grassroots entrepreneurship. We cannot wait around for the public sector or anyone to come save

us, we have to save ourselves, and we do that by building.

70 S TANDARD BANK TO P W O M EN LEADERS

Aish a P andor SOUTH AFRICAN START-UP ENTREPRENEUR IS SWEEPING CLEAN

A I S HA PANDOR

to have a knack for working with a variety

SWEEP SOUTH LAUNCHED IN

HOW DOES SWEEP SOUTH WORK?

2014 AND HAS BECOME A SOUTH

WHAT IS A SWEEPSTAR AND HOW

AFRICAN SUCCESS STORY, ONE OF

MANY PEOPLE DO YOU EMPLOY?

COURAGE, BELIEF AND TENACITY,

SweepSouth doesn’t employ domestic

WINNING NUMEROUS ACCOLADES. YOU AND YOUR PARTNER PUT EVERYTHING INTO THE TECHSTARTUP. WHAT IS THE STORY BEHIND RISKING EVERYTHING? WAS THERE A LIGHT BULB MOMENT? When we came up with the idea for

SweepSouth, back in late 2013, we knew that we wanted to create a

business in the technology space that would have a broad positive impact

on South African society - something

that would make people’s lives better while enabling us to live up to our

potential. The idea for SweepSouth came about purely by chance. Our

nanny was due to go away on holiday, but finding a short-term locum turned out to be a long and protracted

process. It was then that we gained an understanding of how difficult

it is for many domestic workers in

South Africa to reliably connect to

potential employers. We saw this as

an opportunity to not only help domestic

of different people, such as investors,

workers, but rather operates as a booking platform service, where

Being able to empathise with people from

all walks of life is crucial to the success of is one of your key objectives.

themselves online and through the

app to advertise their services and

YOU WERE GOOD AT MATHS AT

availability. Once registered, domestic

SCHOOL AND COMPLETED A PHD.

workers become SweepStars, with

WHEN DID YOU KNOW YOU WERE AN

their own profile and ranking, based on

ENTREPRENEUR?

Employers can make repeated

school. While I had no trouble grappling

their clients’ or employers’ feedback.

I was actually quite average at maths at

bookings with the same SweepStar,

with numeracy, maths and science

depending on their availability, or else

certainly weren’t my favourite subjects.

choose someone new on an ad hoc

So, as you can imagine, it came as a

basis. Over the past six years we’ve

surprise to my family when I elected to

helped over 20,000 domestic workers

pursue a BSc in maths and science at

find work opportunities. Through the

university. It was only towards the end

COVID-19 crisis we’ve supported

of studying for my PhD that I realised

about 3,500 women who were active

I wanted to become an entrepreneur,

on the SweepSouth platform prior to

so I enrolled in a UCT postgraduate

the lockdown beginning. Typically, we

have some 5,000 SweepStars working through the platform each month.

business course with business and

biotechnology at the forefront of my

mind. However, the deeper I delved into

business the more I wanted to build and contribute to a business of my own. I

WHAT CHARACTERISTICS DO YOU

subsequently worked as a management

FEEL ENTREPRENEURS NEED IN ORDER TO SUCCEED?

and modernisation. Positioning

especially now during these continually

which desperately needed an overhaul

I’d say definitely grit and determination,

ourselves to be able to help even a

challenging economic times. It’s

risking it all for.

cofounders, employees and customers.

building your business, which of course

domestic workers can register

workers but also the industry at large,

fraction of these women was worth

I N T E RV I E W

also important to be innovative and

opportunistic while being focussed at the

same time. Most entrepreneurs also need

consultant for two years, which is when I realised that I didn’t want to be a

corporate employee or be employed by

someone else. So my desire to become an entrepreneur came quite late in my

tertiary education - it certainly wasn’t an ambition while I was growing up.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 71

WHAT WERE SOME OF YOUR

SMALL BUSINESS AND

HIGHEST HIGHS AND LOWEST LOWS

ENTREPRENEURSHIP IS SEEN AS A

OVER THE LAST 6 YEARS?

SAVING GRACE FOR THE SOUTH

The highest highs included starting

AFRICAN ECONOMY AND YET THE

SweepSouth and seeing the business

beginning to take off with interest from

both customers and SweepStars. It was an amazing feeling and wonderful to

LACK OF FUNDING AND SUPPORT

accelerated numerous tech-enabled

business opportunities, which will help

to shape the ‘new normal’ in the world of work and lifestyle. E-commerce also has an increasingly large role to play.

COULD RESULT IN OUR COUNTRY SCORING AN OWN GOAL. WHAT

HOW CAN TECHNOLOGY POSITIVELY

DO YOU FEEL COULD BE DONE TO

IMPACT ON THE NUMBER OF WOMEN

see the business building. Receiving our

FIX THIS?

STARTING THEIR OWN BUSINESSES?

first investment also came as wonderful validation for the business. It’s a

Lots of people start businesses in

South Africa has a relatively small

humbling feeling when someone is willing

South Africa and I think the time to be

innovative in the ways we support SME

mentors and role models presently, but

to back your business with their hard-

earned money and has faith in you to be able to execute. It was also incredible to see the ongoing growth of SweepSouth, registering the first 100 SweepStars,

then the first 1,000 and knowing that

you’re helping people to provide for their families through your product. Bringing together a team and having the buy-in

from skilled individuals, who want to be

part of the mission you’re on, was also a great feeling.

In terms of the lowest lows, a lot

of sacrifices had to be made to get

SweepSouth off the ground. Having to

sell possessions and your home in order to plough capital into a business can be

an extremely challenging and emotionally draining task. Similarly, fundraising and finding suitable investors is typically a

long and uncertain process. Negotiating and finding common ground takes a

growth is long overdue. While there

is a lot of funding available for small

businesses more often than not funds are not channelled correctly. A great

deal of bureaucracy and burdensome

administration is involved in applying for support programmes, which are often

hampered further by internal infighting, uncertainty and corruption. In order to

fix this, I think there needs to be some consolidation of the many different

particularly in terms of business and

entrepreneurial activity. Women have so

many responsibilities to juggle, especially at home, so technology is allowing more women to work virtually without needing to be physically present in order to roll out products and services. HOW HAS COVID-19 IMPACTED ON SWEEP SOUTH?

government department and minister

horrendously challenging. SweepSouth

The COVID-19 crisis has been

mandated to support small businesses

was unable to operate at all during the

must be far more prominent. In addition,

I believe it’s vital for entrepreneurship to

be taught in school along with the basics of how to start a business.

SWEEP SOUTH IS A TECH START UP – WHAT OPPORTUNITIES DO YOU

first stages of lockdown, which meant SweepStars were unable to work and earn an income. The situation has eased somewhat as the lockdown gradually relaxes and despite the

difficulties it has brought the team

closer together in a positive sense.

SEE FOR GROWTH IN YOUR BUSINESS SECTOR?

rigmarole. The other weighty low was

within business is certainly the way of

I think technology and its application

disappointing a customer for the first time.

the future. Most businesses will need

make sure to learn quickly from mistakes.

and access information more easily,

to small businesses. Furthermore, the

sides, although it is ultimately worth the

to a customer is always difficult, so we

technology is enabling women to connect

agencies out there which offer support

great deal of time and evaluation on both

Having to confront issues and apologise

number of women-run businesses,

to readily embrace this fact if they’re

to survive in the medium-to-long term.

The COVID-19 crisis has identified and

72 S TANDARD BANK TO P W O M EN LEADERS

We were able to successfully set up

the COVID-19 SweepStar fund with the help of our investors and some of our

customers, which has reinforced the fact that people care and want to play their part in supporting domestic workers

during this financially devastating time.

A I S HA PANDOR

I N T E RV I E W

“...technology is enabling women to connect and access information more easily, particularly in terms of business and entrepreneurial activity.”

On a business level, like many

companies, the COVID-19 crisis has

shifted the way we interact as a team and

work together in more cost-effective ways.

a business cleaning and sanitisation

HOW DO YOU RELAX?

offering that is gaining great traction.

I like to relax by playing with my kids,

WHAT MESSAGE DO YOU HAVE

indulge in some Netflix viewing, but

reading and doing yoga. I occasionally

FOR ASPIRING ENTREPRENEURS. We’ve also made good use of this time

It’s vital to channel your efforts into work

product development. So we’ve emerged

yourself with people who compliment you

to streamline our platform and work on after 10 weeks or so with exciting

updates to our SweepSouth Connect

platform (including AI enhancements for

better customer experience, and a much wider service offering) and much better versions of our core services (indoor

cleaning and outdoor help), as well as

that you’re passionate about and surround well in terms of skills and personality.

I also enjoy watching interviews and listening to podcasts by business leaders.

IF YOU HAD AN EXTRA HOUR IN EACH

An important part of being a successful

DAY, HOW WOULD YOU SPEND IT?

opportunities, in whatever form they may

it working, which probably wouldn’t be a

entrepreneur is to keep looking out for

If I had an extra hour I’d probably spend

take. Also, crucially, it’s important to build

good idea. Instead, I’d rather figure out

a business with an infinite mindset, rather than with a short-term outlook.

how to be more productive with the time I actually have.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 73

PROFILE

SE RVE ST

SERVEST - FORGING A PATH FOR EMPOWERMENT AND DIVERSITY Since its launch in 1997, Servest has been at the forefront of designing and implementing progressive strategies to create gender equality in the workplace.

Over the years, Servest has built a high performing business, driven by high performing teams that have embraced the culture of high performance.

This integrated facilities management company is one of the biggest blackowned facilities management companies in the country, employing 24 000 staff. The Group provides integrated facilities management solutions for the internal and external built, and marine environments. From interior design and space planning, environmental consideration, cost optimisation analysis, carbon impact reduction, cleaning and parking support to catering, hygiene, security, pest control, security, office plants and landscaping, Servest has established itself as a key player in the integrated facilities management space.

AWARDS

The company has a presence in eight countries in Africa across 11 110 sites. Of its 24 000 colleagues, 44.8% are women, 12 of whom are in leadership positions. As part of the strategy to improve empowerment and diversity within the

Group, Servest established the Lesipho Trust in 2014 with the objective of empowering women and colleagues from previously disadvantaged backgrounds. This step has yielded great results within the business, creating a conducive environment for growth for all colleagues.

2018 - the South African Landscapers Institution (SALI) Award 2019 - the Gold Award of Excellence for landscaping solutions 2019 - the Airports Company South Africa’s (ACSA) prestigious Feather Award for Servest Hygiene’s quality of services and solutions offering at the Cape Town International Airport. At the core of the Group’s strategy is to ensure alignment and integrate people, processes and places with technology to achieve triple bottom line and defined strategic goals for clients within the facilities management space. AVHAATHU RATHOGWA – GROUP SALES AND MARKETING DIRECTOR Avhaathu is the Group Sales and Marketing Director at Servest with 19 years of expertise in sales and marketing. She is a supreme leader who thrives

74 S TANDARD BANK TO P W O M EN LEADERS

on making waves in the fourth industrial revolution to make an impact on our economy. She led the SME/ Indirect Channel segment with a special focus to drive SME digital transformation, enterprise sales and retail strategy. Her goal is to impact and inspire young leaders.

TAKALANE KHASHANE - MD CLEANING AND CATERING Takalane has worked in different industries including Pharmaceuticals, Financial Services, and Telecommunications. She has 15 years of experience in different leadership positions, with her key areas of interest being finance, strategy, and people. Her last role was as the Executive Head, responsible for the Consumer Division at Vodacom KZN. Takalane joined Servest as Managing Director of Cleaning & Catering in February 2019. THAMI MOATSHE – GROUP CORPORATE FINANCE AND MERGERS AND ACQUISITIONS DIRECTOR Thami Moatshe is the Group Corporate Finance and Mergers and Acquisitions Director and one of the first female executives at Servest. She is a highly accomplished leader who participated in the Bain Executive Leadership Programme. She is a longstanding member of the Golden Key International Honour Society, the Institute of Directors (IoD) and the Association of Black Securities and Investment Professionals (ABSIP). She holds a Master’s degree in Management in Finance and Investment, as well as a Master’s in Business Administration and a certificate in Project Management.

CONTACT INFORMATION Physical address: Servest Building, Corner of Bridal Veil Road and Tugela Lane, Waterfall Logistics Precinct, Midrand, 2090 Telephone: 0860 22 55 84 Email: info@servest.co.za Website: www.servest.co.za

SE RV E ST

I N T E RV I E W

I N TE G RAT E D FA CILITIES SOLUTIONS?

TH I N K SERV E S T.

INTERVIEW WITH AVHAATHU RATHOGWA, GROUPS SALES AND MARKETING DIRECTOR OF SERVEST HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? Servest believes focused efforts on eradicating gender disparities will ensure economic growth in a more robust and sustainable manner, as both women and men alike are afforded the opportunity to participate fully within the organisation; gaining an important competitive edge. WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? To begin with, Covid-19 has impacted the FM sector and other sectors dependent on it - we anticipate that there will be a number of changes in the way in which people work and think about space planning. We have already seen unexpected innovations in the hygiene, sanitisation and cleaning space.

Cloud-based FM solutions will also increase, as a result of growing usage of mobile applications as

well as an increase in utilisation of virtual and shared workspaces. We expect Automation, Artificial Intelligence (AI) and robotics to continue to rise in 2021. We also anticipate an increase in safety and security innovations, and many investments channeled towards safety and security innovations such as facial recognition and biometrics. HOW ARE YOU INTEGRATING THE

The Internet of Things (IoT) - this will have a huge impact on the industry, as it has become the driver to enable buildings and facilities to become more automated and interlinked. For those who can leverage its full potential, it will play a significant part towards improved efficiencies and cost reduction. Drones are changing the way in which the world works, from healthcare to transport and logistics as well as FM. There have been interesting innovations around Heating, Ventilating and Air Conditioning (HVAC) systems, especially among forward thinking FM companies that understand the impact of HVAC in providing comfort in the workplace. Energy efficiency and predictive maintenance regimes and machine learning contribute significantly towards cost savings and environmental benefits.

DRIVE FOR SUSTAINABILITY INTO YOUR ORGANISATION? We have been working tirelessly to build strong and strategic relations with our clients and in partnership with them to identify areas to improve their triple bottom line, and we are seeing the results. Another key drive of sustainability has been our investment in our people, mainly investments in training and skills development and upskilling efforts. This has helped us in retaining colleagues and ensuring sustainability of the business, as there is consistency in our human capital and continued improvement in our performance. We have invested in a digital transformation division that has been driving technology and digital solutions to improve business efficiencies to meet the demands of our clients.

We’ve also been exploring other opportunities of growth across the African markets; with a presence in eight countries across Africa – we have maintained and grown our Africa footprint and continue to explore opportunities of growth across other markets to remain relevant and sustainable. WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? Future leaders need to become more resilient and agile so that when there is a need for change, it becomes a seamless exercise. Critical leadership capabilities in South Africa are contingent on the understanding that we have to build a sustainable future on the foundation of irresponsible historical business practices. To reverse the impact of these irresponsible practices, managers require relational intelligence (RI), as defined in academic studies as the sum of emotional intelligence and ethical intelligence.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 75

THE FUTURE OF WORK IS NOW RECRUITMENT & STAFF TAKE CENTRE STAGE By Charndré Emma Kippie With the global pandemic reaching a

This was the highest unemployment rate

and recruitment agencies are forced to

2008. The employment-to-population ratio

third wave, South African businesses

once again pivot, adjusting practices and

outlooks to meet pending changes, and a growing need for constant technological

innovation, required to keep the workforce going strong.

recorded since the start of the QLFS in also increased from 37,5% to 38,2%,

and the labour force participation rate

increased from 54,2% to 56,6% during this period, indicating that more people are participating in the labour market.

OVERVIEW

This meant that many were battling

Survey (QLFS), South Africa witnessed

lockdown period, putting major pressure

According to the Quarterly Labour Force an increase of 333 000 in the number of

employed persons near the end of 2020. However, data collected also indicated a rise in the number of unemployed

individuals, documenting that 701 000

individuals were without employment by

to find employment throughout the

on recruitment and staffing entities who experienced major shifts in acquiring

new skills and talent, retrenchment and

organisational strategies geared towards weathering the storm.

the fourth quarter of 2020.

Despite a reasonable plummet in

These changes significantly impacted all

employment prospects are steadily

major labour market rates. South Africa’s unemployment rate, thus, soared from

30,8% to 32,5% by the end of the year.

overall hiring activity throughout 2020, improving for professionals in sectors such as: the business management, ICT and logistics sectors.

76 S TANDARD BANK TO P W O M EN LEADERS

BUS I N ES S S UPPO R T S ERV I C ES

S E C TO R OV E RV I E W

REMOTE INTERVIEW PROCESSES As companies learn to embrace

remote working more and more, employers now rely on digital

recruitment practices, such as Zoom

IN TERVIEW

AIMS INTERNATIONAL SOUTH AFRICA and

Google Meet interviews, as

well as online skills tests. To sift

through the massive talent pool, recruiters are learning to adopt

new hiring technologies, such as AI and automation. This trend is set in an HR IT start-up called Skillosophia. Skillosophia is the brainchild of Catherine Librandi Depeursinge, a Psychologist and qualified Executive Coach who speaks five languages fluently and my mentor in all things related to leadership

to continue, bettering hiring ON quality, WHAT IS YOUR POSITION DOING BUSINESS AFRICA? requiring lessINtime, and enhancing

I believe in Africaprocedures. and her people. With talent acquisition

Africa’s upcoming young population this continent has to be the future, REASSESSING REQUIRED even if we do have challenges. Within SETS development and assessments. We are in SKILL AIMS International, I promote Africa 5 WAYS HIRINGphase AND the development of an online tool develop Africa as the EMEA Thisand year has taught uspart to of pivot, that will help HR Managers and Business region. I still hear myself in meetings EMPLOYMENT WILL compromise, and value the smaller Leaders measure, understand and enhance ten, fifteen years ago as the only African

CHANGE IN 2021 the human skill sets in their organisations.

steps taken forward. The same

HYBRIDSkillosophia, WORK MODEL 2.0 with 50% female

markets skills development. meantand Eastern Europe) repeating at

delegate, when AIMS was far more

canEurocentric be said for(and emerging emergingjobs markets

ownership, will put competency checking Going every conference when Europe forward, recruiters will befeatured Times are constantly changing, during recruitment, assessment and and if 2020 has taught us anything,

a lot “ the ‘A’ in in EMEA is for Africa!” more invested Soft Skills. These

of the workforce. Hybrid employment on this exciting project with likeminded

Today I am proud to say that I have methods, adaptability, reliable collaboration, partners in Egypt (with female andownership☺), capacity forMorocco team-working and and Nigeria.

performance management as well as remote working may be efficient, but leadership development at our fingertips. employees missathe human element It is such privilege to be able to work people who are experts in their fields and terms and hub-and-spoke workspaces also great friends!

will be a major trend this year, as

employers opt for smaller offices and

HOW ARE YOU USING SOCIAL MEDIA

permit employees to work remotely,

TO CREATE MORE BUSINESS? allowingWe forengage flexibility. with our audience by sharing knowledge and tips for candidates on

take the form of communication

Together with Karim, These my Partner in relationship-building. skills

andfor fellow Executive Board will Morocco be looked when evaluating

member, we are working at expanding our region in addition to developing

applicants.

an ‘Associate Partner’ model to PERFORMANCE ANALYTICS accommodate Executive Search

companies in countries where the TRENDS

exchange rate is tricky andthat membership career transition and job search. We post A critical business aspect has INNOVATIVE HR TECHNOLOGY infomercials and articles of interest for HR

and participation fees a huge barrier to

The adoption of cloud-based HR

changed considerably this last year is

experience while working remotely.

best practices training to better serve matters: a focus and on work completed

clients and business leaders on human technologies will be emphasized, in capital assessment, management and order torecruitment. provide a better employee ARE YOU INTEGRATING New HRHOW Analytics Programmes mayTHE

entry into the current AIMS Partnership performance Business model. Thismanagement. way we can onboard our entities are now measuring Associate Partners with our what international clients in the visions region who are keen to efficiently and accomplished

enter the African market or who need HR DRIVE FOR SUSTAINABILITY also assist in keeping employees INTO YOUR - it’s not about hours on the clock ORGANISATION?

motivated and productive. HR tech

and top level recruitment support.

MOST IN-DEMAND SKILLS BEING SCOUTED Software development

Middle/department management This behavioural style can be assessed, consulting and Representative/sales the right competencies developed,

through coaching and training. To be able to adapt your style is important; to be empathetic, yet decisive when need be and, most of all, engage your team to work for a common purpose is essential 5 DIVISIONS to buildTOP a sustainable business.

REQUIRING MORE RECRUITS

WHICH FEMALE LEADERS INSPIRE

YOU THE MOST, AND WHY? There are so many great women who are beacons of light. If I have to choose one, it would be Dr Maya Angelou, for Information Technology her bravery and perseverance and her

wonderful way with words. On a more contemporary note, Chimamanda Ngozi Adichie is myBusiness favourite author of all time & Management and I look up to her for being outspoken and writing about feminism in a simple and beautiful manner. Her talks and Finance writings about ‘a single story’ resonates

with me, as I believe no person, country or culture has a single story. People

think they know you because they know Sales one thing or one aspect about you – this is a very simplistic way of looking at the world and can even be dangerous. If Admin, Office & Support you want to judge South Africa in this manner – by a single story – which one would you choose? We are the rainbow nation and we all have a story to tell.

Brought to you by AIMS International

anymore. We will see performance

We put sustainability at the core of reviews continuous proves useful for virtual hiring, WHATand SKILLS DO YOU feedback THINK LEADERS everything we do. As part of my role as VP happening more frequently. Talent online learning and development, OF THE FUTURE ARE GOING TO NEED? Sustainability, I have written a sustainability The Leader-Coach management to trackingpolicy performance and smart with the view analytics tools will also be usedstyle for AIMS international is becoming essential, especially during to make this part of our code of conduct. I gather new data on employees. decision-making. have also started tracking gender stats in the international organisation. Building sustainability into our core business offerings:

times of crisis, such as this pandemic

coupled with the difficulty that employees are facing in an increasingly remote and CONTACT INFORMATION S TA N D A R D B A N K TO P WO M EN L EAD ER S 77 digital working space. Physical address: 8 Zion Street, Paarl, 7646 The new generation demands both an

Email: molo@aims-southafrica.com

A I MS I N T ER N AT I O N A L S O U TH AF RI CA PROFILE I MSI NITNER T ER N AT NLA SL O SO CA P RPO RO A IA MS N AT I OI O NA UTUHTHAFAF RIRI CA F IFL IEL E

AIMS INTERNATIONAL INTERNATIONAL AIMS SOUTH AFRICA AFRICA SOUTH FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS 1. CHOOSE TO BE AN OPTIMIST – THE VIEW IS A LOT BETTER FROM THIS 1. CHOOSE TO BE AN OPTIMIST – THE VIEW IS A LOT BETTER FROM THIS PERSPECTIVE. PERSPECTIVE. 2. LISTEN (ACTIVELY) TO THOSE UP AND DOWN THE SUPPLY CHAIN. 2. LISTEN (ACTIVELY) TO THOSE UP AND DOWN THE SUPPLY CHAIN. 3. DON’T BE SCARED TO CHANGE YOUR MIND IF THE FACTS STACK UP. 3. DON’T BE SCARED TO CHANGE YOUR MIND IF THE FACTS STACK UP. 4. RECOGNISE THE PERSON BEHIND THE ‘POSITION’. WE ARE HUMANS, NOT 4. RECOGNISE THE PERSON BEHIND THE ‘POSITION’. WE ARE HUMANS, NOT TILL OPERATORS OR CEO’S. EVERY PERSON HAS A STORY – SOME HAVE MANY. TILL OPERATORS OR CEOS. EVERY PERSON HAS A STORY – SOME HAVE MANY. 5. CELEBRATE YOUR VICTORIES. 5. CELEBRATE YOUR VICTORIES.

LEONIE PENTZ PENTZ LEONIE

MANAGING PARTNER MANAGING PARTNER Leonie has 20+ yearsyears experience as a as a Leoniehas has experience Leonie 20+20+ years experience as a recruitment professional in the Sub Sahara recruitmentprofessional professionalin in Sahara recruitment thethe SubSub Sahara African market, since January 2011, working African market, since January 2011, working African market, since January 2011, working as Managing Partner for AIMS South Africa. asManaging ManagingPartner Partner AIMS South Africa. as forfor AIMS South Africa. She was appointed to the AIMS International She was appointed to the AIMS International She was appointed to the AIMS International Executive Board 2016. ExecutiveBoard Boardinin in2016. 2016. Executive Leonie spent her early career as a specialist Leoniespent spenther her early career a specialist Leonie early career as aasspecialist FMCG recruiter, and later worked in the in the FMCG recruiter, and later worked FMCG recruiter, and later worked in the Industrial, Energy and Financial Industries. Industrial,Energy Energy Financial Industries. Industrial, andand Financial Industries. She met Rolf Heeb, Managing Partner AIMS She met Rolf Heeb, Managing Partner AIMS She met Rolf Heeb, Managing Partner AIMS Germany, (later AIMS President) in 2004 while Germany, (later AIMS President) in 2004 while Germany, (later AIMS President) in 2004 while working for a boutique search searchfirm firmininCape CapeTown. working for a boutique working for a boutique search firm in Cape Town. This led to a South African collaboration This led African collaboration and Town. Thistoleda toSouth a South African collaboration and in 2008 Leonie launched the AIMS in 2008 Leonie launched the AIMS Executive and in 2008 Leonie launched the AIMS Executive Search brand SouthSince Africa.January Since Search brand in brand SouthininAfrica. Executive Search South Africa. Since January 2011, she is the owner and Managing 2011, she is the and Managing Partner January 2011, she owner is the owner and Managing Partner forSouth AIMSAfrica. South Africa. Today she is a for AIMS Today she is a member Partner for AIMS South Africa. Today she is a member of the Global Consumer Practice and of the Global PracticePractice and leads member of the Consumer Global Consumer andthe leads the&Energy &Resources Natural Resources Practice Energy Natural Practice globally. leads the Energy & Natural Resources Practice globally. Leonie has extensive experience Leonie has extensive experience representing globally. Leonie has extensive experience representing PE firms and international PE firms and international investors representing PE firms and internationallooking to investors looking to appointand executive leaders appoint executive key professional investors looking to leaders appoint executive leaders and key professional staff for start-ups and staffkey forprofessional start-ups and existing operations and staff for start-ups and in the existing operations in the SSA markets. SSA markets. existing operations in the SSA markets. Leonie known totobebeanan enthusiastic leader Leonieisisisknown knownto enthusiastic leader Leonie be an enthusiastic leader and passionate agent for change. She is and passionate agent for change. She is and passionate agent for change. She is not afraid totochallenge the status quo quo and, and, notafraid afraidto challenge status not challenge the the status quo and, inspired by her two young daughters and son, inspiredby byher hertwo twoyoung youngdaughters daughtersand andson, son, inspired is optimistic about our future. She believes is optimistic about our future. She believes is optimistic about our future. She believes business can dodowell by by doing good. This businesscan cando well doing good. business well by doing good. This This determination and drive led her to be appointed determinationand anddrive drive led led her her to to be be appointed appointed determination as Vice President Sustainability for AIMS as Vice President Sustainability for as Vice President Sustainability for AIMS AIMS International 2019. Internationalinin in2019. 2019. International

Our organisation was founded in January Our organisation was founded in Januaryin Our organisation was founded 2011. We have 7 staff members, and 2 2011. We2011. haveWe 7 staff members, and 2 January have 7 staff members, branches, in Cape Town and Gauteng, branches, in Cape Town and Gauteng, and 2 branches, in Cape Town and respectively. respectively. Gauteng, respectively. OUR SERVICES INCLUDE: OUR SERVICES SERVICES INCLUDE: OUR Search services: Search services: Search • Executive search Executivesearch search • • Executive • Direct search Directsearch search • • Direct • Advertised search and selection Advertisedsearch searchand andselection selection • • Advertised • Multi-country search (in collaboration Multi-country search search (in • • Multi-country (in collaboration collaboration with other AIMS offices) withother otherAIMS AIMSoffices) offices) with

Talent managementservices: services: Talent Talent management management services: • On-boarding • • On-boarding On-boarding Assessments • ••Assessments Assessments • Executive coaching • • Executive Executivecoaching coaching • Leadership development programmes • • Leadership Leadershipdevelopment development programmes programmes Executive payroll services Executive payroll services Executive payroll services STRATEGIC PARTNERSHIPS: STRATEGIC PARTNERSHIPS: Intergest STRATEGIC PARTNERSHIPS: Intergest https://www.intergest.com/en/worldwide/ Intergest https://www.intergest.com/en/worldwide/ state/south-africa/ https://www.intergest.com/en/worldwide/ state/south-africa/ state/south-africa/ Alliot Global Alliance Alliot Alliot Global Alliance https://www.alliottglobal.com/ https://www.alliottglobal.com/ https://www.alliottglobal.com/ GENDER EMPOWERMENT AND GENDER GENDER EMPOWERMENT EMPOWERMENTAND AND CORPORATE SOCIAL INVESTMENT CORPORATE CORPORATE SOCIAL SOCIALINVESTMENT INVESTMENT (CSI) (150 WORDS) (CSI) (CSI) EMPOWERMENT POLICIES: EMPOWERMENT POLICIES: EMPOWERMENT EE policy targets: Minimum of 50% EE of 50% 50% EE policy policy targets: Minimum of black and 50% female staff black black and and 50% female staff BEE strategy targets: BBBEE level 2, BEE strategy strategy targets: B-BBEE BEE B-BBEE level level 2, 2, with 80% female and 50% Black African with 80% 80% female and 50% black with black African African ownership. ownership. ownership.

All staff have flexible working Allstaff staffhave haveflexible flexible working All working arrangements arrangements to look after family, to look after family, toarrangements look after family, including males. including males. including males.

EMPOWERMENT-RELATED CSI EMPOWERMENT-RELATED CSI EMPOWERMENT-RELATED CSI INITIATIVES/PROGRAMMES: INITIATIVES/PROGRAMMES: INITIATIVES/PROGRAMMES: As part of AIMS South Africa’s sustainability As part of AIMS South Africa’s As part AIMS South Africa’s drive, weof are excited to announce that sustainability drive, we are excited sustainability drive, we negotiations are excited with we have concluded to announce that we have concluded to announce that we have concluded Kankuna Pty Ltd., a majority black African negotiations with Kankuna Pty Ltd., which negotiations Kankunacompany. Pty Ltd., which female ownedwith consulting This will improve our South African operation willimprove improveour ourSouth SouthAfrican Africanoperation operationto will to BBBEE level 2 - with 80% female and to B-BBEE 2 - with female and B-BBEE levellevel 2 - with 80%80% female and 50% 50% Black African ownership. 50% African Black African ownership. Black ownership. Our target, set in 2019, was to transform Ourtarget, target,set setinin2019, 2019,was wasto to transform transform Our the business to at least 50% female staff, thebusiness businesstotoatatleast least 50% 50% female female staff, the 50% black staff and 50% Black ownership 50%black blackstaff staffand and50% 50%black black ownership ownership 50% model by 2022. With our current initiative modelby by2022. 2022. With With our our current initiative model with Kankuna Pty Ltd., we reach two of withKankuna Kankuna Pty Pty Ltd., we with wereach reachtwo twoof of those targets. As we grow to our target of thosetargets. targets.AsAswe wegrow growtotoour ourtarget targetofof those 10 staff, we will appoint more female black 10staff, staff,we wewill willappoint appointmore morefemale femaleblack black 10 staff in order to reach our 50% black staff staffininorder ordertotoreach reach our our 50% 50% black black staff staff complement and retain (or exceeding) our complementand and retain (or complement (or exceed)) exceed))our our 50% female staff goal. 50%female femalestaff staffgoal. goal. 50% GENDER EMPOWERMENT: GENDEREMPOWERMENT: EMPOWERMENT: GENDER STATISTICAL OVERVIEW STATISTICALOVERVIEW OVERVIEW STATISTICAL FEMALE PERCENTAGE FEMALE FEMALEPERCENTAGE PERCENTAGE >50.1% female shareholding 100% female >50.1% female 100% 100% female >50.1% femaleshareholding shareholding shareholding shareholding female shareholding Percentage of female executive Percentage ofoffemale executive Percentage female executive directors/senior management: directors/seniormanagement: management: directors/senior >50.1% female executive directors >50.1%female femaleexecutive executivedirectors directors >50.1% Percentage of female staff members Percentageofoffemale femalestaff staffmembers members Percentage (overall in company): (overall in in company): company): (overall >50.1% female staff >50.1%female femalestaff staff >50.1%

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A I M S I N T ERNATIONAL SOUTH AFRIC A

AIMS INTERNATIONAL SOUTH AFRICA Our managing partner, Leonie Pentz’s, involvement with the AIMS International organisation originated in 2005, when AIMS International first entered the African market. Under current leadership, since January 2011, AIMS International South Africa has been building a core team of seasoned recruitment and talent management professionals who truly understand the South African ethos, while benchmarking our international best practice and global knowledge through active participation in global practice teams and regular international conferences and training. In 2016, Leonie was elected to the AIMS International Executive Board and currently holds the international position of VP Sustainability. Arthur Nkuna joined Leonie as a partner in 2020. Arthur has a background in Corporate Financial Services and Talent Management, working with NGOs, and represents AIMS from Gauteng, while Leonie is based in Cape Town. Our 30+ years recruitment expertise spans across professional, senior and executive management roles in the following industries: Industrial, Consumer, Financial & Professional Services, Energy & Natural Resources, Life Sciences, Media and Technology and Automotive. Our team’s solid remote working experience over many years with developed expertise in remote recruitment and management processes ensures that we are future-fit and seamlessly move from on-site to remote services with excellent results. AIMS International South Africa specialises in finding and growing talent. Through our international partnerships, we are able to assist South African and international clients with a seamless cross-border executive recruitment service, drawing expertise from more than 270 Executive Search Consultants worldwide. We collaborate with our leadership experts on Talent Management in order to customise a programme best suited to your organisation. Our clients are local and global investors

who retain our services to find and develop core teams of talented executives to manage their investments and operations in the region. We work with business owners to find and grow key high potential talent locally and, through collaboration with our partner offices in 50 countries, internationally, when they need to hand-pick either expats or local talent to lead or start-up international operations. We delight in assisting investment shareholding companies in recruiting talented management teams to turn their incubation projects into rewarding and sustainable organisations. Because we understand that sustainability is not a single goal, but an enabling strategy to reach your business goals, we put sustainability at the core of everything we do. As human capital consultants, we know that we are in a privileged position to influence and contribute to global sustainability goals. We recruit and assess your leaders for a sustainability mindset - because people drive sustainability MAJOR MILESTONES AND SUCCESSFUL PROJECTS It goes without saying that suitable skills are of the utmost importance in all the roles we recruit for, however, awareness that women in the workplace should be treated equally and given a fair chance without unfounded bias, is a conversation that we need to have with our clients around the world.

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We started tracking our contribution to gender equity in the workplace during 2020 internationally as well as locally. In South Africa, 50% of all our executives Search placements were female during the last year. Internationally, 37.7% of all placements made were female. This is a very exciting statistic, as we are now able to set goals and start tracking these in a realistic manner. As most of our placements are senior managers and executives, this is a meaningful way to contribute to gender equity in the workplace, globally! EXCITING PLANS FOR THE FUTURE As part of AIMS South Africa’s sustainability drive, we are excited to announce that we are well in the process of concluding our South African operation to Broad-Based Black Economic Empowerment (B-BBEE) level 2, that is majority female owned and 50% black African ownership. This step will elevate AIMS South Africa into the unique position of being a black empowered executive search business with a solid track record of the last ten+ years, continuing under the same leadership that has become synonymous with quality and consistency, yet the added benefit of being a truly South African company. The diversity goals we set for our local operation to better reflect the markets we serve has finally been achieved and we will strive to grow and develop our internal values of inclusion and diversity during this new exciting chapter.

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AIMS INTERNATIONAL SOUTH AFRICA INTERVIEW WITH LEONIE PENT Z, MANAGING PARTNER OF AIMS INTERNATIONAL SOUTH AFRICA

We put sustainability at the core of our executive search and leadership development programmes. With fast changing consumer behaviour, in an increasingly connected and digitalised world that is in the midst of an energy revolution, and a new generation with new expectations, sustainability is essential to profitability. ACHIEVEMENTS: • Elected to AIMS International Board in 2016 and represented the EMEA region on the Executive Board until present. • Appointed as Vice President Sustainability AIMS International in 2019. • Appointed as Global Leader Energy and Natural Resources 2016. • Achieved Top 10 Business Providers in AIMS International in 2016 and again in 2020 out of all consultants globally. SOCIAL RESPONSIBILITY INITIATIVES: • Started an initiative to offer free voluntary coaching sessions to all AIMS staff by AIMS internal qualified coaches during pandemic. • Initiated and coordinated making remote videos to introduce coaches to the internal teams. • Started ‘Zoom cafes’ during lockdown where all staff could socialise and support each other during lockdown online, especially mothers who had to work from home while their children were not able to go to school. We encouraged people to introduce their

children and pets, share their favourite meals and holiday destinations. • Started ‘Die Geborgenheid’, a section on our international intranet to share inspirational and wellness topics. • Arranged (and hosts some) regular workshops on sustainability topics such as ‘understanding vegetarianism’, ‘sustainability as a mega competency’, ‘happiness is a doing thing’, etc. • Started ‘The Global Exchange’ a podcast channel where AIMS HR experts (and their clients) all over the world share and discuss methodologies and topics on employee wellness. Our first series, Leadership Via Remote Control will air soon.

support staff have the choice to work from home, which meant when the pandemic hit, we were ‘business as usual’ at the AIMS South African ‘office’! Skills are important, however behavioral competencies like emotional intelligence is more important in creating a happy and responsible workplace which in turn supports clients in a manner that is valuedriven while striving for excellence.

GENDER POLICIES: We strive for and promote diversity and inclusion in our local organisation, not only internally, but also when discussing HR projects with clients. I utilise my position as VP Sustainability to influence and create robust discussions about these topics with all our global partners.

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? I wrote the Sustainability Policy for AIMS International, currently discussing with internal stakeholders and finalisng in order to ‘vote into’ core AIMS policies. This policy embraces the UN SDGs and, in particular, SDG 5: namely Gender Equality. As part of this initiative, I am currently tracking female ownership and employment in AIMS Internationally as well as statistics on placing leaders in the different industries (Energy, Industrial, Consumer, Automotive, Financial Services, Life Sciences) worldwide.

AIMS SA: When starting my own company in 2009, one of my main drivers was flexibility and independence, as I have been a single parent raising three children since the girls were babies and realised that my two (at the time) tween daughters needed more hands-on parenting. I decided to take the plunge and leave the safety of my employer and started working from home as a search consultant. I therefore have always been supportive of working mothers and single females who are expected to juggle their careers with many other priorities. All my consultants and

HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? By consciously adapting our work environment to a flexible outcomes-based space that includes remote working opportunities, female consultants and support staff are able to grow their careers while raising children. One of my consultants has just had her third little girl since starting to work for me eight years ago! This brings stability and continuity to the business. This also extends to the men in our business. Arthur Nkuna, who is my partner working from Gauteng, works from home which allows him to care for his two-year old son while his wife,

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AI M S I NTE RNATIONAL SOUTH AFRICA

who is also a career woman, goes to the office most days. This is the kind of mindset that we promote; parenting is a partnership and equality in the workplace is not negotiable. WHAT YOUR ORGANISATION’S in ARE an HR IT start-up called Skillosophia. GENDER EQUALITY AND BEE RATINGS Skillosophia is the brainchild of Catherine ANDLibrandi POLICIES? Depeursinge, a Psychologist

into my office at Quest personnel in 1993, so that I could put candidate CVs on a ‘floppy’ instead of using reams of paper in the CV preparation process - Yes. We used to courier CVs every Friday to our clients, can youWHAT imagine that? POSITION ON DOING IS YOUR

BUSINESS IN AFRICA? A I computer does and not believe in Africa her have people.emotional With intelligence and therefore there are certain key and qualified Executive Coach who Africa’s upcoming young population LOCAL: services that have by humans speaks five languages fluently and my this continent hastotobebesupplied the future, We are B-BBEE level 4related (we are currently in - services which require EQ. In-line with this mentor in all things to leadership even if we do have challenges. Within final development stages of a and newassessments. partnership We thatarewill together with myI promote Swiss AIMS Partners in belief, AIMS International, Africa the us development change to level 2). phase of an online tool andand mydevelop son, who is aastech I am a Africa partmanager, of the EMEA that will helpowned HR Managers and Business • 100% female partner in an HR hear IT start-up Skillosophia. region. I still myselfcalled in meetings Leaders measure, understand and enhance ten, fifteen years ago as the only African • 66% female staff the human skill sets in their organisations. Skillosophia delegate, when AIMS was far of more • 50% African Management is the brainchild Catherine Eurocentric (and emerging markets • 50% African local staff Librandi Depeursinge, a psychologist and Skillosophia, with 50% female meant Eastern Europe) at qualified executive coachrepeating who speaks five ownership, will put competency checking every conference Europe featured INTERNATIONAL: languages fluently when and my mentor in all recruitment, assessment a lotrelated “ the ‘A’toinleadership EMEA is for Africa!” (mostduring recent data received based and on 2020 things development and performance management as well as year). Female ownership: 37% of all partner assessments. We are in the development leadership development at our fingertips. Today am on-line proud totool say that that Iwill havehelp HR businesses’ shares are female-owned. phase of I an It is such a privilege to be able to work reliable partners in Egypt (with Female staff: 67% of total staff employed managers and business leadersfemale measure, on this exciting project with likeminded ownership☺), Morocco the andhuman Nigeria.skill sets are female. understand and enhance people who are experts in their fields and Together with Karim, my Partner in in their organisations. also great friends! Morocco and fellow Executive Board Total executive search stats: 37.7% of all member, we are working at expanding placements made were female out of the HOW ARE YOU INTEGRATING THE our region in addition to developing HOW ARE YOU USING SOCIAL MEDIA 22 countries who participated in the survey DRIVE FOR SUSTAINABILITY INTO an ‘Associate Partner’ model to TO CREATE MORE BUSINESS? worldwide. YOUR ORGANISATION? accommodate Executive Search We engage with our audience by sharing We put sustainability at the core of everything companies in countries where the knowledge and tips for candidates on WHAT ARE THE CURRENT AND FUTURE we do. As part of my role as VP Sustainability, exchange rate is tricky and membership career transition and job search. We post TRENDS IN YOUR SECTOR? I have written a sustainability policy for AIMS and participation fees a huge barrier to infomercials and articles of interest for HR • Digitalisation: AI, Big Data, Applicant international with the view to make this part entry into the current AIMS Partnership clients and business leaders on human tracking systems, etc. of our code of conduct. I have also started model. This way we can onboard our capital assessment, management and • Globalisation accelerated by ‘the new tracking gender stats in the international Associate Partners with our international recruitment. normal’: creating remote work opportunities organisation. best practices and training to better serve and possibly equalising pay for equal work clients in the region who are keen to HOW ARE YOU INTEGRATING THE across borders. Building sustainability into our core enter the African market or who need HR DRIVE FOR SUSTAINABILITY INTO YOUR • Employer branding of traditional business and top offerings: level recruitment support. ORGANISATION? ‘employers of choice’ will come under • Talent Management We put sustainability at the core of threat and needs to adapt to new • Organisational Effectiveness WHAT SKILLS DO YOU THINK LEADERS everything we do. As part of my role as VP generations and demanding employees. • Executive Search OF THE FUTURE ARE GOING TO NEED? Sustainability, I have written a sustainability • Employee Branding The Leader-Coach management style policy for AIMS international with the view WHAT TECHNOLOGICAL INNOVATIONS is becoming essential, especially during to make this part of our code of conduct. I ARE YOU USING IN YOUR ORGANISATION WHAT IS YOUR POSITION ON DOING times of crisis, such as this pandemic have also started tracking gender stats in TO KEEP IN LINE WITH THE FOURTH BUSINESS AFRICA? coupled IN with the difficulty that employees the international organisation. INDUSTRIAL REVOLUTION (4IR)? I believe in Africa her people. With and Africa’s are facing in anand increasingly remote I believe that we absolutely should use upcoming young population this continent has digital working space. Building sustainability into our core computers and online tools to enhance our to be the future, even if we do have challenges. business offerings: businesses and our lives. However, we Within International, I promote Africa TheAIMS new generation demands both an and • Talent Management should be mindful not to replace the human develop Africaconsumer as part ofand the EMEA region. I still authentic employer brand Organisational Effectiveness factor• where it matters most. I have always hear myself in meetings years and business leaders ten, needfifteen to take note.ago been• an early adopter only African delegate, when AIMS was far Executive Searchwhen it comes to IT, as the Governance and shareholders demand and remember my first desktop PC more Eurocentric (and emerging leadership. markets meant responsible and sustainable • Employeehauling Branding

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Eastern Europe) repeating at every conference when Europe featured a lot; “the ‘A’ in EMEA is for Africa!” Today I am proud to say that I have reliable partners in Egyptstyle (with ownership), This behavioural canfemale be assessed, Morocco and Nigeria. Together with Karim, my and the right competencies developed, partner Morocco and and training. fellow executive throughincoaching To be Board member, we are at expanding able to adapt yourworking style is important; to our region in additionyettodecisive developing anneed ‘Associate be empathetic, when Partner’ modelof all, to engage accommodate Executive be and, most your team to Search in countries where the work forcompanies a common purpose is essential to build a rate sustainable exchange is trickybusiness. and membership and participation fees a huge barrier to entry into the current AIMS Partnership model. WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? WHAT DO YOU LEADERS There SKILLS are so many greatTHINK women who OF FUTURE ARE If GOING TOchoose NEED? areTHE beacons of light. I have to one, itLeader-Coach would be Dr Maya Angelou, forstyle is The management her braveryessential, and perseverance her times becoming especiallyand during wonderful way with words. On a more of crisis, such as this pandemic coupled with contemporary note, Chimamanda Ngozi in an the difficulty that employees are facing Adichie is my favourite author of all timespace. increasingly remote and digital working and I look up to her for being outspoken and writing feminism in a simple The new about generation demands both an and beautiful manner. Her talks and authentic consumer and employer brand writings about ‘aleaders single story’ and business needresonates to take note. with me, as I believe no person, country Governance and shareholders demand or culture has a single story. People responsible and sustainable leadership. think they know you because they know one thing or one aspect about you – this This behavioural style can be assessed, and the is a very simplistic way of looking at the right competencies developed, through coaching world and can even be dangerous. If and training. To be able to adapt your style is you want to judge South Africa in this important; to be empathetic, yet decisive when manner – by a single story – which one need be and, most of all, engage your team would you choose? We are the rainbow to work for a common purpose is essential to nation and we all have a story to tell. build a sustainable business.

CONTACT INFORMATION CONTACT INFORMATION Physical address: 8 Zion Street, Paarl, 7646 Physical address: 8 Zion Street, Paarl, 7646 Email: molo@aims-southafrica.com Email: molo@aims-southafrica.com Phone: +27 Phone: +27 21 21 0010070 0010070 Website: www.aims-southafrica.com Website: www.aims-southafrica.com Twitter: @AIMS_SA Twitter: @AIMS_SA Facebook: @AIMSInternationalZA Facebook: @AIMSInternationalZA

300 consultants supporting you developing your teams in 50 countries driving global sustainability

BECAUSE PEOPLE DRIVE SUSTAINABLITY

BE DELIBERATE EMBRACE A SOLUTIONS-FOCUSED MINDSET 12 Tips for Success

By Lynn Vermaak, Chief Imaginations Officer at Aha Training & Development When did you last think about ‘the way

everything you do – your relationships,

minimise the effects of being blindsided

you to greater success, performance or

your success in different areas of your

of the Fourth and Fifth Industrial

you think’? How has your thinking led

not? Are your thoughts mainly positive or negative? Do you get caught up

and absorbed in the problem, and then struggle to focus on the solutions?

Our world is made up of many problems. It’s inevitable. Every day as human beings we are faced with various

problems. It’s human nature to focus

your work, how you approach projects,

life. Do you have any limiting beliefs that keep you from achieving your goals? Limiting beliefs such as, “I will fail. I

don’t have what it takes. I don’t have the resources. I don’t know where to start

solving the problem.” So many people fall short of their true potential because their fear holds them back in some way.

on problems and fall into the trap of

We are living in exponential times. The

powerful things you can do for yourself

a constant. Quick adaptive responses

negativity. Therefore, one of the most is to train your mind to be a solution-

focused mind. Your mind-set impacts

nature of work is changing. Change is are needed. We need to anticipate

the future and develop strategies that

84 S TANDARD BANK TO P W O M EN LEADERS

by change, especially with the onset

Revolution. On top of this Covid19 has changed everything, and turned our

lives upside down – both our personal

and work lives. It can feel overwhelming at times, if not most of the time.

To manage this disruption and change, we need to shape the future; and

embrace a solutions focused mind-set. It is possibly one of the most effective tools we can pack into our career

development toolkit. For an organisation

it drives it forward in creating competitive advantage and innovative capability.

BE D EL I BER AT E - EMBR A C E A S O L UT I O N S -FO C US ED MI N D S ET - 12 T I PS FO R SU CCE SS

E D I TO R I A L

Next time you have a problem in your

‘problem-talk’, rather ‘solution-talk’.

“How might I …?” “In what ways

solutions by trying the following:

the weaknesses. Focus on what is

“What if ….?”

everyday personal and work life, find 1. PRESS THE PAUSE BUTTON When you are so engulfed in a

problem, you don’t think clearly and

finding a solution is nearly impossible in that state of mind. Clear your mind from the negative noise with silence

for at least 5 minutes. If possible, find a quiet place to pause and reflect for even 10 minutes more.

2. CHOOSE YOUR REACTION

The way you choose to engage with and think about problems, directly influences your ability to solve

them effectively. Don’t let emotion

get in the way of finding a solution. Regulate your emotions, from

irritability of the problem to rather

excitement; seeing the problem as a challenge to grow and improve.

3. YOUR ATTITUDE DETERMINES YOUR ALTITUDE

Choose and develop an attitude

which is more positive and not stuck. This helps you to tackle problems better and find more creative

solutions that will move your forward. 4. CHANGE YOUR PERSPECTIVE Change your perspective. Think

solutions, not problems. Changing

your perspective requires looking at the world with different eyes. Not to

look at problems as blocks, barriers or inconveniences, but rather as an

opportunity for growth or an opportunity to deliver a creative solution. See challenges as opportunities.

5. CHANGE YOUR LANGUAGE TO A SOLUTIONS-ORIENTATED LANGUAGE

Replace the word “problem” with the word “opportunity”. Thus, no

Focus on the strengths, and not working well.

6. LEVERAGE YOUR CREATIVITY We must employ creative

thinking to break away from the

boundaries of traditional thinking and problem-focussed thinking. Albert Einstein once said, “We are boxed in by the boundary

conditions of our thinking.” Can

creative thinking be learnt? Yes

– a resounding ‘yes’. Learning to think creatively should be a key

part of your career and personal development. It is a must-

have skill for the 4th Industrial

might we …?” “How to …?”

9. DON’T DWELL ON THE PAST. BUILD THE FUTURE

Know what you want, and what

your desired outcome or vision is.

Become action-orientated towards creating a preferred future.

10. UTILISE YOUR RESOURCES OPTIMALLY

Look at the resources available to you right now, what can you use? What can you do with what you

have? Most times the answer is right in front of you. 11. FLEXIBILITY

Revolution. It will give you the

Take action until you find the best

to reinvent yourself. It is time

you to be flexible when things don’t

thinking as part of your work

can go back to the drawing board to

edge in your career. It is time

solution fit for you. This will require

to practice deliberate creative

work out as planned, so that you

and life.

panel beat ideas to make workable

7. SILENCE YOUR INNER CRITIC When brainstorming ideas, to

come up with solutions, often our inner critic judges and evaluates them before we have even said

solutions.

12. COLLABORATE

Involve others. Generate ideas

together to find the way forward.

them out aloud. We look for all

Solution-seeking is a deliberate way of

work or why it will fail, or why it

- not problems. The choice remains

the reasons why the idea will not is impossible. Silence your inner critic and realise that anything is possible. Instead of saying,

thinking. We need to think ‘solutions’

yours. It takes practice, but believe me, it is worth it.

“It’s not possible, it’s stupid, or

it will not work, etc.”, rather say. “Anything is possible”. 8. ASK OPEN-ENDED,

EXPLORATORY QUESTIONS THAT INVITE SOLUTIONS

Look at what you take for granted about your problem. Challenge

your basic assumptions about the problem. Ask questions such as,

S TA N D A R D B A N K TO P WO M EN L EAD ER S 85

CONFLICT AT WORK

STRATEGIES FOR OVERCOMING DIFFERENCES IN THE WORKPLACE By Chantelle Smith, Recruitment Specialist Many of us are returning to the

teams and team members to reach

The first step to resolving

There are 5 possible types of conflict

conflict such as bullying, victimisation,

the actual nature of the conflict

workplace after 7 months of lockdown. which you may encounter – however, remedies do exist. Although some workplace ‘conflict’ is positive, for

example, the competition between

specific goals or targets, negative

and serious personality clashes, can be completely destructive, causing harm to people and relationships and the

undermining of teamwork in general.

86 S TANDARD BANK TO P W O M EN LEADERS

workplace conflict is to determine at hand and what the underlying

cause may be, and that will allow it to be addressed correctly.

CON FL I C T AT W O R K - S T R AT EG I ES FO R O V ER C O MI N G D I FFER EN C ES I N T HE W O R KP L ACE

1. TASK/ROLE-BASED

E D I TO R I A L

The idea of mutual respect and

everyone reacts and responds

when people are reliant on others

we don’t all work in the same way –

Some leaders are authoritarian,

the sales team leader might need

we need to learn to respect other

conflict and differences arise

understanding applies here in that

to get their jobs done, for example,

we’ll get to the same end result, but

the month-end sales reports from

peoples’ styles of working.

their team in order to submit

an overview to management.

Some team members are late

differently to those varying styles. using a sense of power or

intimidation over their staff, where some are naturally charismatic

and bold, and others may be just

3. PERSONALITY-BASED

natural leaders who gain buy-in from

conflicts are going to happen in

with their reports and that in turn

any organisation, and it is because

to deliver on a deadline. That

different. We are not always going

and the onus is now on individuals

along with them, and it is extremely

accountable and responsible for,

who we just do not ‘gel with’ or

working as a cohesive team. As a

empathy and understanding comes

what they are responsible for and

that we are not all the same and

others just by leading by example and encouraging idea sharing,

puts pressure on the team leader

of one simple thing – we are all

undoubtedly causes some conflict

to like everyone we meet or get

to ensure they know what they are

difficult working with someone

clearly, from the start, to ensure

enjoy being around. This is when

In this instance, the onus is on the

leader, make sure your team knows

into effect where we need to accept

what sort of leadership style they

how their role impacts a unit.

the person we work with may have

2. WORK-STYLE BASED

a very different personality outside of the office.

varying styles of getting their jobs

done. Some people prefer to work independently and others need to

be in a group/team, some may need to feel they are being supervised

constantly, while others steer clear

from being micromanaged and some are highly organized and others tend to plan their days as things happen.

micromanage, and others leave you

to get your job done without any strict rules or regulations about how you do it, as long as there are results.

leaders to identify, within themselves, have and how they interact with their staff of differing personalities. These leaders need to be able to adjust

their approaches and their styles to connect with their staff, regardless

differences come into play where people with the same roles have

collaboration and innovation. Some

of their leadership preferences. It

4. FAVOURITISM may also be a

source of huge differences in the workplace. Where there may be

friendship relationships between

managers and staff, there is bound

to be some tension when things get overlooked in tasks, or not meeting deadlines becomes acceptable for

some and not for others and where

others are overlooked or ignored for example. There has to be a clear

practice of everyone being treated

fairly and equally regardless of their connection to one another.

becomes about mutual respect for differences in general.

Differences in the workplace can be

resolved through active communication practices and the simple art of getting

to know one another at work. Leaders need to ensure they know their teams and what matters to them and give

them an environment formed around inclusion and a sense of belonging, while leading by example too. Get

to know your teams’ working styles

and teamwork will be better overall.

5. Then there is the big one,

Encourage your staff to get to one

LEADERSHIP-BASED. Every leader has a vastly different

leadership style from another, and

another and accept their differences, so that the working environment becomes a happier place to be.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 87

SAFETY FIRST!

WHAT IS PSYCHOLOGICAL SAFETY AND WHY IS IT IMPORTANT IN THE WORKPLACE? By Julia Kerr Henkel, Executive Coach and MD of Lumminos

You may have made it through

2020 as a successful team leader,

of proportion, overreacting or even

Often, when under pressure, we

withdrawing, resigning and giving up.

perceive a higher level of threat or

how do you know if your team is

On the contrary, when people feel safe,

off and we operate from our limbic

forge ahead into another trying

curious, willing to collaborate and find

despite all the challenges, but

feeling safe and engaged as we year? Psychological safety is a

key ingredient for high performing,

they are more likely to be open, calm, win-win solutions.

effective and happy teams.

FIRST THINGS FIRST

When people feel unsafe, they tend

create a sense of safety in yourself

to engage in less helpful, more basic behaviours, such as being negative, blaming others, needing to be right,

catastrophising by blowing things out

Your first priority as a leader, is to

- like the metaphor of securing your

own oxygen mask first before assisting

other passengers in the event of a loss of cabin pressure on an aeroplane.

88 S TANDARD BANK TO P W O M EN LEADERS

danger and our thinking brain switches brain, kicking in the fight, flight, freeze

reflex. When we feel safe, our thinking brains are switched on and we can be

resourceful, creative and analytical. This is why mindfulness - described as the ability to create perspective and calm

while managing emotional reactivity - is key, as it trains you to remain relaxed

and calm, yet still alert and attentive to

what is going on. For example, by using breathing techniques, or slowing down

SAFETY FIRST - W HAT I S PS YC HO L O GI C A L S A FET Y A N D W HY I S I T I MPO R TA N T I N T HE W O R KP L ACE ?

your movements and speech, you have the ability to shift your physiological

symptoms such as your heart rate and muscle tension, reducing hormones

such as adrenaline and cortisol, which

are released when you’re triggered and

anxious and influence the state of others. As a leader, you also have a

responsibility to create safety for others. Google conducted a 5-year study,

‘Project Aristotle’ on what qualities

need to be present for teams to be

highly productive and engaged. Of the top qualities and cultural attributes,

psychological safety - team members feeling safe to take risks and be

TAKE A PSYCHOLOGICAL SAFETY QUIZ Use these ten statements below to

measure the psychological safety in

your team or organisation. Consider

each one and rate your agreement on a scale of 1 (low) to 5 (high). If you “score” 50, congratulations! You’re

leading or on possibly the best team in the world right now. Chances are that there were some statements that you didn’t agree with so much, and these

that set successful teams apart.

WHAT AIDS PSYCHOLOGICAL SAFETY?

either as a leader or contributor.

1 2 3

The list includes a host of behaviours,

including appreciation, listening, staying curious, asking yourself and others

open-ended questions, being honest

and keeping the confidence of others.

6 7 8

are the areas that you can work on,

vulnerable in front of each other - was by far the most important of the dynamics

On this team, I understand what is expected of me.

We value outcomes more than outputs or inputs, and nobody needs to “look good”.

If I make a mistake on this team, it is never held against me.

E D I TO R I A L

All members of this team feel

able to bring up problems and tough issues.

Members of this team never

reject others for being different and nobody is left out.

It is safe for me to take a risk on this team.

It is easy for me to ask other

members of this team for help. Nobody on this team would

deliberately act in a way that undermines my efforts.

Working with members of this team, my unique skills and

talents are valued and utilised.

When you’re happy to do so, share

these results with your team and ask them to rate their agreement. You

When something goes wrong,

can do this anonymously via a tool

systemic cause and aim to get

and gather the scores in aggregate.

we work as a team to find the

like Surveymonkey or Google forms,

it right versus being right.

Or if it feels appropriate and brave, run the quiz live at your next team

check-in session using a virtual tool like www.mentimeter.com

Whatever the results, see this process as an opportunity to engage and

create psychological safety in your

team. The conversation that emerges will also help to develop trust and

reveal areas where you can focus your HR and people engagement plan for 2021.

For more information, visit www.lumminos.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 89

HOW TO RETRENCH-PROOF YOUR LIFE By Fiona Wakelin

COVID-19 has spurred a global culling of livelihoods, leaving millions of families facing dire economic realities. So, how do you “retrench-proof” your life so that you come out of this pandemic stronger than before?

ACCEPT THE NEW NORMAL:

prevent us from thinking clearly about

We didn’t ask for the COVID -19 crisis to

how to best deal with the situation at

But here we are. When we face a time

Scott Peck, who wrote The Road Less

manage is the fact that we didn’t have

is difficult, once we truly understand

is often a tendency to resist making

difficult.” Emotions are messengers.

made in order to survive this time,

frustration you’re feeling (be it through

upend all our plans and goals for 2020.

hand. According to psychologist, M

of crisis, what makes it most difficult to

Traveled, “once we truly know that life

control over it in the first place. There

and accept it, then life is no longer

necessary changes that need to be

Find ways to process the pain and

because we don’t like what’s happened.

a therapist, coach or family member)

Our feelings of being out of control

emotions are trying to tell you, you will

create an internal resistance that

90 S TANDARD BANK TO P W O M EN LEADERS

because if you ignore what your

not be able to take positive action.

HO W T O R ET R EN C H-PR O O F YO U R LI F E

BECOME GLOBALLY COMPETITIVE:

“If the COVID-19 pandemic has taught us anything, it is

The marketplace will only become increasingly competitive, so it’s in your best interest to make

yourself more marketable. It’s

E D I TO R I A L

that in times of crisis, life always returns to the fundamentals. The health of our family, the quality of our relationships and our appreciation of being able to meet our basic physical needs.”

probably time to make peace with the fact that relying on

a single source of income is

For example, you might want to

the voice inside your head that tells

explore new ways of working,

software programs can be adapted

work out as planned. It’s that inner

how you can build multiple

will be valuable in the IT industry.

strengthen financial security.

the perfect opportunity to pursue

Instead of aligning to a single

get the chance to when you were

life may look like juggling multiple

to re-skill. You will probably need

that pay you for tasks performed

work in your current industry.

no longer an option. As you

explore how your ability to work with

you will also need to consider

to learning new software tools that

streams of income in order to

Or you might decide that this is

younger. In this case, you will need

clients, across various industries,

to do this part-time as you continue

and projects completed. Be

mindful that this new way of

working will take some time to adjust to, so just be patient with yourself.

Examples of this developing sector

resolve that kicks in when you realise that the path to the goal you’re trying

to attain is more difficult than originally anticipated. It’s holding onto the hope

a professional field that you didn’t

job description, your new work

that even though you find yourself

facing obstacle after obstacle, better days are coming

The characteristic of resilience

is developed when you make the

decision that you will not quit - even

MASTER YOUR MONEY If you heeded sound financial advice pre COVID-19 and lived below your

income levels, eliminated or minimised debt and had a three to six-month

emergency fund, you’re in a better

of the workforce - those that are

for a specific project or task - are

If not, it is never too late to establish

freelance workers, gig workers and

to navigate through the current

market might mean that you need

money so that you live below your

a while. Do what you can to upskill,

you to be more resilient in facing the

so that you can stay competitive

ourselves in.

need to cross-skill if you want to

CULTIVATE RESILIENCE

relatable to a different industry.

know if you have it? Simply put, it’s

contractors or temporary workers,

healthy financial habits in order

crowd workers. The shifting job

challenges. Learning to master your

to take on contract or gig work for

means and stay debt-free will help

cross-skill and re-skill yourself

challenges of the new world we find

and remain in demand. You will

translate your current skills to be

What is resilience and how do you

when you face circumstances that are

difficult, disappointing, or discouraging. Encountering failure is inherent to

success. Resilient people see failure

as something they can learn from, not as a determiner of their worth.

position than most.

employed on a short-term basis

you to try again when something didn’t

If the COVID-19 pandemic has

taught us anything, it is that in times of crisis, life always returns to the

fundamentals. The health of our family, the quality of our relationships and our appreciation of being able to meet our basic physical needs.

The key to becoming retrenchment

proof is to maintain a strong internal locus of control. When you truly believe that you will be able to

overcome any situation you face in life, you’ve already won the war.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 91

THE PINNACLE OF SUCCESS PINNACLE HUMAN CAPITAL CONSULTING’S

TOP WOMAN

Sameera is the CEO and founding

She has over 10 years experience in

member of Pinnacle Human Capital

Human Capital Strategy across various

Consulting and the HR Executive for a

sectors including Wholesale & Retail,

group of companies within the Hospitality

Hospitality, Manufacturing and ICT.

Sector. She serves as Non Executive

Her expertise includes leadership

Director on several Boards.

development, mentoring and strengthsbased coaching, transformation

Sameera has a Bachelor’s Degree in

initiatives such as gender

Psychology, a Post-Graduate Diploma

empowerment, diversity, inclusion

in Business Administration, certifications

and belonging.

in Advanced Human Resources, Labour Law, Strategic Management, Training &

Sameera is a fierce advocate of those

Development and HR Analytics.

who have been disenfranchised as a result of unfair discrimination, creates

Sameera is a Gallup certified Strengths

a platform of empowerment for the

coach, and holds professional memberships

‘voiceless” and encourages people to

with SABPP, COMENSA and IoDSA.

find their “power”.

FIVE TIPS ON THRIVING IN BUSINESS FROM YOUR TOP WOMAN • Choose a path that is connected to your purpose.

SAMEERA AHMED

• There is courage in being your authentic self. • Stay curious and never stop learning. Continuous improvement is your competitive advantage. • Find that which terrifies you, and do it anyway! • Your circle matters, surround yourself with people that support your journey.

92 S TANDARD BANK TO P W O M EN LEADERS

PIN N AC L E H U M A N CA PITA L C O N S U LT ING

“ We recognise that businesses of varying sizes are at different points in their business life cycle and therefore require tailored solutions unique to their individual needs. We use cultural transformation to re-engineer our clients’ people agenda to improve organisational effectiveness and profitability. We are HR specialists, offering a range of advisory services including leadership development programmes, strengths-based coaching, gender empowerment programmes, culture and transformation initiatives such as diversity, inclusion and equity programmes and workshops. Business sector: Products and services Year founded: 2019

5. Recruitment policy that

P R OFI L E

highlighted the challenges that women

promotes a diverse workforce

in leadership face. We have since created a platform of support, together

6. Remuneration policy that

with industry leaders, to empower, build

ensures pay parity

confidence, develop critical skills and

“ We will be launching a Youth Skills

provide mentorship.”

Development initiative in 2021 to drive community upliftment, entrepreneurship, improve employability and address the imbalance of social and economic power, particularly within young females. The

GENDER EMPOWERMENT: STATISTICAL OVERVIEW Female Percentage:

programme intends to challenge the

Percentage of female shareholders:

status quo and develop a new narrative

> 50.1% female shareholding

that sees women as partners in rebuilding Percentage of female executive

a sustainable future for South Africa.

directors/senior management: “ We recently ran the very successful

> 50.1% female executive directors

Women in Business Leadership series that created awareness about workplace discrimination, salary disparity, and

Percentage of female staff members: > 50.1% female staff

Number of employees: 11 Branches: Headquartered in Durban, Kwazulu Natal, with satellite office in Johannesburg Memberships: SABPP, Comensa, IoDSA GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT 1. Flexible working hours, particularly for working parents 2. Breastfeeding pods and remote working policy for returning mothers 3. Talent programme including mentorship and coaching for accelerated career advancement of female employees 4. Zero tolerance towards harassment

CONTACT INFORMATION: Physical address: 30 Browns Drift Road, Umgeni Park, Kwazulu-Natal Postal address: Private Bag X115, Glenashley, 4002 Telephone: 079 052 2221 Email: info@pinnacle-hr.co.za Website: www.pinnacle-hr.co.za LinkedIn: https://www.linkedin.com/pinnacle-human-capital-consulting Facebook: https://www.facebook.com/PinnacleHCC

and GBV policies

S TA N D A R D B A N K TO P WO M EN L EAD ER S 93

Top Women in sustainability:

DRIVERS OF CLIMATE CHANGE SOLUTIONS By Angela Barter, Sustainability Communication Strategist, The PR Agency Scientific reports warn us that climate

DRIVING CHANGE

events and unique challenges that will

communities, reduce environmental

change could bring extreme weather

affect all life. And those who are most vulnerable, and likely to suffer most, are women in developing countries,

especially small-scale farming women. Fortunately, women can also be

powerful and effective agents of

change and promoters of adaptation

and mitigation, especially if they hold leadership positions.

According to Greenbiz, “Sustainability as a profession is coming into its

own, and women are at the forefront”. Businesswomen and women in roles of leadership within and beyond the

These women are helping to uplift

world to take action. They are the catalysts for change.”

damage, prevent further loss of

INSPIRING WOMEN IN

adopting and implementing environmental

Here in South Africa, women across

biodiversity, and create awareness by

and sustainable practices that reduce our negative impact for the greater good of the planet and the people.

“Better outcomes for women mean

a better future for our planet,” says

SUSTAINABILITY IN SA

diverse sectors are leading the

charge, championing sustainability

and driving change to transform our country to a greener, just and more sustainable economy.

World Green Building Council CEO

Meet four local women who continue to

devastating climate change, we

a positive impact and raising awareness;

Cristina Gamboa. “To prevent further need these passionate and dynamic

women to inspire women around the

sustainability field can be key drivers of change and play crucial roles in

connecting, collaborating, informing and supporting others to make a positive social environmental impact.”

There are thousands of inspiring women engaged in sustainability practices -

from ocean warriors, conservationists,

waste-preneurs, innovators to educators,

communicators, engineers, and corporate sustainability leaders - all playing their part to build sustainable businesses, cities and communities.

94 S TANDARD BANK TO P W O M EN LEADERS

inspire me with their passion for making for driving change; and for inspiring

others towards a better world around us.

T O P W O MEN I N S US TA I N A BI L I T Y : D R I V ER S O F C L I MAT E C HA N GE S O L U TI ONS

E D I TO R I A L

Image Credit: Verity Fitzgerald

AANIYA OMARDIEN Founder and Director of The Beach Co-Op Aaniya believes that her

connection to the ocean is in her

blood, and it is this connection to nature that inspired her to study

SALLY-ANNE KÄSNER Director of Circular-Vision

environmental science. After

graduating with an Honours degree, she worked in conservation at

Sally-Anne is a Director of Circular-

while also completing her Master’s

and design consultancy. She is

WWF South Africa for 10 years,

degree. Aaniya later consulted in the environmental sector and in 2015,

she started a voluntary group, with scientific advice from Professor

Peter Ryan, to collect marine debris every new moon at the rocky shore,

Surfers Corner, in Muizenberg, Cape Town. From these early informal gatherings, Aaniya founded The

Beach Co-op (TBC), a non-profit

company established in 2017. The goals for TBC are to empower

coastal communities as keepers of oceans and to keep South Africa’s beaches clean and healthy.

Vision, a circular economy strategy

passionate about making a positive

impact by identifying opportunities to shift circular economy principles into

implementation. Her focus is on driving economic, social and environmental

She was previously an Executive

prosperity through connecting across

Associate at JG Afrika (an engineering

the value chain; collaborating on

projects; creating new business models that respond to circular economy

a founding member of EcoStandard

(083-558-NPO – www.ecostandard.co.za),

principles, leading to a thriving and

a founding member and Director of

inclusive economy. A background in

waste minimisation and many years in the resource efficiency and cleaner production consulting environment, has provided a sound base from which to work.

and environmental consultancy),

the African Circular Economy Network (Non-profit Company Registration number: K2020115399 –

www.acen.africa), and a Non-Executive Director of Polyco (www.polyco.co.za).

S TA N D A R D B A N K TO P WO M EN L EAD ER S 95

E D I TOR IAL

T OP WOM E N IN SUSTAINAB IL ITY : DRIV ERS OF C L IMAT E C HA N GE S O L UT I O N S

VERE SHABA Founder and CEO of Greendesign

Vere, the founder and CEO of Greendesign, is a multi

-award-winning green building consultant and mechanical engineer, with more than a

decade of experience at multinational engineering consulting firms. Vere is passionate about high-performance

green buildings that do less harm to people and to the environment. She is a faculty member of the Green

Building Council of SA and has trained professionals and students in green

building energy efficiency performance. Vere is passionate about sustainable development goals and climate

diplomacy, and is a climate action

influencer on the continent, having been featured on the cover of Forbes and

having won the following international and national awards: SA’s Top 100

Women in Business (2013); Mail &

Guardian 200 Young South Africans (2017) and Forbes 30 Under 30 in Business (2018) amongst others.

She also sits on the Board of a small private business called Inyati Game

Lodge in the Sabi Sands Wildtuin, which is active in promoting conservation

activities and empowering communities. In addition to rural education and

contributing to the wildlife economy, Tanya is also passionate about human rights and sits on the Board of the

United Nations Global Compact local

network in South Africa and represents Investec on the United Nations Global

Investors for Sustainable Development working groups.

TAKING ACTION As women entrepreneurs

and business leaders, we can drive the change for

a greener, just and more

sustainable economy; and support women affected by climate change.

And it has never been

more important than now, building back better post-

TANYA DOS SANTOS: Global Head of Sustainability, Investec

Tanya is a dedicated mother and

ardent conservationist, as well as

the Global Head of Sustainability for

Investec Group and Head of Investec

Rhino Lifeline. She sits on the Board of the Swiss Wildlife of Africa Foundation

(SWAF) which helps to raise awareness and funds for endangered wildlife.

96 S TANDARD BANK TO P W O M EN LEADERS

pandemic. As Phumzile Mlambo-Ngcuka,

Executive Director at

UN Women reminds us: “Women are a powerful

force to rebuild societies more securely, from

providing food and shelter, to generating vital income and leading sustainable change.”

S T EN D A T R ADI NG

I N T E RV I E W

LEADING THE WAY IN THE MINING SECTOR IN T E RVIE W WIT H T SH I D I M ATJEKE-DLUNGWANE, C HIE F E X E CU T IVE O FFICE R , STENDA TRADING STENDA TRADING IS 100% BLACK AND

ARE WOMEN STARTING TO TAKE

FEMALE OWNED. WHAT SERVICES DO

THEIR RIGHTFUL PLACE IN THE

YOU OFFER? We offer a variety of integrated services, namely underground ventilation, underground roof support, conveyor belt installation, reclamation, maintenance, as well as contract mining.

MINING INDUSTRY? In my opinion, I would say not yet, or at least very slowly. We as women in the mining sector do not seem to know our power and what we bring to the table, we still wait for the validation before taking up space, which is tragic. It might have to do with the culture that is still changing gradually. Yes, the industry has opened up to women, but that is not enough to claim a ‘rightful place’. For example, we can claim a rightful place when having a woman general manager is the norm, rather than the exception.

WHAT HAVE BEEN SOME OF THE MAJOR HIGHLIGHTS OF YOUR JOURNEY? Being awarded Exxaro’s multi-million rand contracts was our biggest break. It has opened up many doors for us, and allowed us to start being serious players in the field.

WHAT TRENDS HAVE YOU NOTICED IN THE MINING SECTOR IN SOUTH AFRICA? The historical ‘big players’ have shifted - for example in the coal sector which is where the bulk of my business is, there are new big players in the game such as Exxaro and Seriti. There is also a move to embrace technology and acceptance that 4IR is not something that is coming, but is already here. Noticeably, also, more companies are looking into renewable energy and moving away from solely coal power.

However, this year particularly, with a global pandemic that has negatively impacted the livelihoods of so many in the world, it became imperative that we increase our reach and effort. We also believe and participate in initiatives that assist girl-children and upcoming businesses. We got where we are because someone took a chance on us, so it is our turn to reciprocate.

HOW IMPORTANT IS CSI TO

“YES, THE INDUSTRY HAS OPENED UP TO WOMEN, BUT THAT IS NOT ENOUGH TO CLAIM A ‘RIGHTFUL PLACE.”

STENDA TRADING? CSI is part of who we are. We believe in positively contributing to the communities in which we operate and leaving them better off than when we found them. We have engaged in CSI initiatives since inception.

CONTACT INFORMATION

Address: 212A Smokey Mountain Office Park, Benfleur X18, Emalahleni, 1034 Phone: 013 110 0765

Email: admin@stendatrading.com Website: www.stendatrading.com

S TA N D A R D B A N K TO P WO M EN L EAD ER S 97

Z AN DI L E MDA N DA

Q UEEN O F COA L INTERVIEW WITH ZANDILE MDANDA, CEO OF KOORNFONTEIN MINE, BLACK ROYALTY MINERALS

WHAT ARE THE MAJOR CHALLENGES YOU SEE FOR BLACK ROYALTY

CONGRATULATIONS ON YOUR APPOINTMENT AS CEO OF KOORNFONTEIN MINE. PLEASE PROVIDE AN OVERVIEW OF YOUR JOURNEY IN THE MINING INDUSTRY. Being intrigued by rock formations, I registered and obtained a Bsc(Hons) in Geology from the University of the Witwatersrand. Post studies, I was fortunate enough to have been trained in Geology by some of South Africa’s leading blue chip mining companies, starting as a trainee geologist, and then becoming the head of a geology department. My experience in blue chip companies led me to my next role as General Manager of Mining Technical Services for a state-owned company. Driven by the ideology of black excellence and the constant need for growth and self-development, I saw the need to further my studies, and acquired an MBA. I am currently studying an MPhil International Business.

MINERALS IN 2021? There is no doubt that COVID-19 has negatively impacted the industry, influencing both domestic and international markets. As economies realise their worst nightmares, Black Royalty Minerals has not been spared, particularly with regards to the significant reduction in the demand for electricity in the domestic market, as well as the price volatility of the export markets. Another noteworthy impact of COVID-19, is on the morale of staff, many of whom are grieving the loss of their loved ones. I do however remain optimistic that as BRM, we will navigate through these challenges. WHAT HAVE BEEN YOUR MOST MEMORABLE MILESTONES? My most memorable milestone would definitely have to be the recent acquisition of Koornfontein Mine. This was one of the most sophisticated transactions that I have been involved in, with its own controversies. In the history of South Africa, specifically, the mining industry, to successfully acquire an asset from business rescue is but a giant move.

98 S TANDARD BANK TO P W O M EN LEADERS

BL A C K R O YA LT Y MINE RALS

I N T E RV I E W

“ Those who hold leadership positions in mining companies must acknowledge the importance of diversity in the workplace and have empowerment of women as part of business performance measures, linked to KPIs.”

IN YOUR VIEW, HOW CAN WE IN

WHO ARE YOUR FAVOURITE

SOUTH AFRICA INCREASE THE

AUTHORS, AND WHAT ARE YOU

NUMBER OF WOMEN IN LEADERSHIP

READING AT THE MOMENT? My favourite authors are Malcom Gladwell and Toni Morrison. My preferred genre is non-fiction, and I particularly enjoy autobiographies by leaders whom I admire. I am currently reading Grit: the power of Passion and Perseverance by Angela Duckworth.

ROLES IN THE MINING SECTOR? Women empowerment should start at an early age. Girl children should be afforded equal opportunities and encouraged to venture into roles which have been traditionally perceived as for men only. Those who hold leadership positions in mining companies must acknowledge the importance of diversity in the workplace and have empowerment of women as part of business performance measures, linked to KPIs. Women must equally celebrate their feminine touch and that what they bring to the boardroom is pivotal to the growth of any organisation - they must never sell themselves short, but rather embrace their femininity. WHAT EXCITING PLANS DO YOU

IF YOU HAD AN EXTRA HOUR IN THE DAY HOW WOULD YOU SPEND IT? I would use the extra hour for meditation, where I would do absolutely nothing but recharge my soul. I think we generally neglect to make the time to nourish our souls and minds as much as we should. If we learnt to do this, we would be more mindful of different aspects of our lives, which in my view, will result in a balanced life.

HAVE FOR KOORNFONTEIN MINE IN THE NEAR FUTURE? We have plans to operationalise the mine. We also want to finalise negotiations to conclude Coal Supply Agreements for the domestic market, so that we can contribute to the economy of our surrounding communities and the country at large. Also, in order to maximise the value of the asset, we will equally focus on the export market. HOW DO YOU RELAX? Some of my favourite pastimes are reading and listening to music. I have a versatile taste in music and pretty much navigate through different genres depending on my mood.

CONTACT INFORMATION Physical address: 01 Fort Street, Illovo Johannesburg, 2196 Telephone: +27 11 023 9380 Email: info@blackroyalty.co.za Website: https://blackroyalty.co.za/

S TA N D A R D B A N K TO P WO M EN L EAD ER S 99

OUR JOURNEY TO INCLUSION INTERVIEW WITH YVONNE MOSADI, HR DIRECTOR, HEINEKEN SOUTH AFRICA starts with inclusion in mind, as we believe that inclusion is a mindset issue. Without preparing your work environment to be inclusive and embrace diversity there is no point in trying. We drive inclusion and

HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? By bringing inclusion and diversity to life at every step of the employee experience and at every touch point that matters. This would be from the point of drafting our policies, talent attraction, deliberate development programme, remuneration model and enabling culture experience to advance talent, in order to grow into senior leadership roles. Our approach to diversity

diversity from the top down as a strategic priority because we recognise the power of the diverse workforce for our success today and for our future growth. At HEINEKEN, inclusion and diversity is not relegated to simply being a people function, because all our leaders are empowered to understand and lead diversity initiatives within their daily people practices. Although we embrace diversity in totality, we have made a strategic decision to shift gender diversity across our business globally and with that, we have set strict targets to increase the numbers of female leaders within our business, particularly at middle and senior level.

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Females bring a wealth of diverse experience, and the research has shown that women are able to perform at the same level as their male counterparts and in some cases, even better. Empowered women are not just for show and the appearance of being for female empowerment and diversity, but in actual fact helps us shift our bottom-line goalposts by achieving higher levels of performance. We are deliberate in investing in programmes that develop and empower women to prepare them to move up the ranks at HEINEKEN. We recognise our people as a whole and we do not expect them to fit in, but rather we are conscious of our differences and embrace each other. After all, diversity is beautiful and boosts our business performance. We live in a diverse world, and it will be naïve to believe that we can ignore talking about inclusion and diversity. Everyone joining our company should come with an expectation to be included in decision making, design thinking and within all facets of their rewarding career with us.

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Mindset Intent is what we continue to foster in order to embrace the beauty and power of diversity, enabling us to appreciate the progression that comes with inclusive workforce. After all, our diverse talent is one of the tools we have at our disposal which we can leverage to win greater market share. DIVERSITY STATS To date, we are proud that our Opco is led at the top by 50% black female executives, and the fact that all of them are local talent is quite an achievement for a multinational business like ours. Overall, our workforce is constituted of 35% women in beer, and our leadership team has 37% female representation. WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? • The ability to remain flexible and adaptable in terms of their mindset and their narratives through opening themselves up to new realities. • The ability to embrace change and to take up their positions as leaders who put their people (employees) first. • The ability to develop an inclusive mindset and embrace diversity. • It has been proven repeatedly that high staff turnover is often the result of employees leaving because of the leadership of the business and not because they are unhappy with the organisation. Leaders need to be capable of creating an empowering and welcoming employee experience for their management team and need to be able to create a work culture that embraces this across all levels of the business. • The ability to develop a growth mindset so that they remain open to learning new things and ways of doing things. WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? There are many phenomenal women who have inspired me in some capacity over the years. Amongst all of them, Oprah Winfrey stands out and makes it to the top of my list, for the simple reason that we

share a common passion for education. Furthermore, I am also inspired by how she thrived in her career despite experiencing a tough childhood and difficult upbringing, and has gone on to become a powerful woman and one of the most influential female personalities in the world. I really resonate with this, because of my own personal life journey. MY FAVOURITE QUOTE “ To whom much is given, much is expected.” As leaders, we are entrusted with a lot of responsibility regarding the people that we serve and in terms of the need to create an environment of psychological safety within our workplace. Inclusion is a true vehicle to demonstrate authentic leadership, which promotes equal opportunity to make the world a better place and deliver a greater variety of business and customer insights from a broader range of people. YOU HAVE DESCRIBED HEINEKEN AS “YOUR FIRST LOVE”. PLEASE TELL US ABOUT YOUR JOURNEY WITH THE COMPANY. I first joined HEINEKEN, on 1 January 2016, when the giant beer producer first established their operation in South Africa as a fully operating company. I was part of the first team that was brought together to start up the organisation. It was exciting to see the operation going live successfully on 1 April 2016. The journey has been exciting and full of endless opportunities and exciting challenges. My personal career growth has been accelerating yearon-year. To date, I have been promoted three times within the company. In my first role with the company, I was appointed as Head HRBP Supply Chain, and later promoted to Head HRBP Support & Opco Employee relations lead. With a break in service of just over a year, I re-joined the company to take up an HR Director role. The journey has been incredibly rewarding, and a true example of a company that is committed to developing talent. I pledge to continue to uphold this legacy and use my role to accelerate the growth and development of young and upcoming talent within the business.

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What I have enjoyed most about my role as a leader at HEINEKEN, throughout the years, is that I have always been given the platform to lead, make decisions and be innovative. This illustrates that the people’s agenda has a great influence when it comes to putting the company strategy into action. Since the inception of my journey with HEINEKEN, I have really enjoyed seeing talents growing within the business and taking up leadership roles. Year-onyear increase of women representation in the organisation is fulfilling and shows that our efforts to diversify our organisation and our inclusion strategy is paying off. More women are taking up strategic roles in the organisation, and that for me confirms that if you are serious about inclusion, it can be done. WHAT DO YOU SEE AS YOUR KEY ROLES AS HR DIRECTOR? I am a strategic business partner leading the people agenda of the OpCo. People are at the centre of my role. Through our EverGreen transformation strategy, my role is to unleash the true talent capability whilst embracing diversity and inclusion. Culture and leadership are at the centre of driving our inclusion and diversity agenda by creating a platform for learning and enabling employee engagement and performance. I cannot emphasise more on employee safety and wellbeing as it is the core of everything we do. PLEASE OUTLINE THE COMPANY’S GENDER EMPOWERMENT POLICIES. Our gender empowerment policies are incorporated at every touch point of our employee experience. Our empowerment policies are experienced by staff in the recruitment process from a point of employment equity, remuneration principles, learning and development philosophy. We strive to be inclusive in all our practices to provide an equal opportunity platform. We are deliberate about furthering the women agenda in the organisation, considering the disadvantages that the women in our country suffered due to the imbalances of the past.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 101

We also strive to change the narrative about our industry, and make it friendly and attractive to women, by becoming an employer of choice for them. We do so by being deliberate about our clear targets set to achieve gender balances in our workforce demographics, not only in general, but also ensuring that females are well represented at senior management level. We believe that change is influenced from the top and that the more we empower women in leadership, it will replicate naturally to the bottom. Our women are empowered to own their seats with courage, and we regard them as strategic partners and great influencers in decision making. WHAT IS YOUR “WHY”? It is the right thing to do to foster inclusive culture in our organisation and provide psychological safety to enable growth and equal opportunity for everyone. Why? Because every individual matters and every talent has potential to grow and break the glass ceiling. Diversity has a positive impact on company productivity. Gender balance is important, women are capable to lead and contribute to the success of the organisations. They bring a diverse set of contributions which include their ability to lead naturally with empathy and humility. Women are effective contributors to society and the country’s economy. IF YOU HAD AN EXTRA HOUR IN THE DAY, HOW WOULD YOU SPEND IT? If I had an extra hour, I would spend it in coaching and mentoring emerging talent, particularly females. Behind every successful organisation, there is powerful and brave talent that is willing to go the extra mile and sacrifice its time and efforts for the success of the business. I believe that talent needs to be nurtured, valued and most of all, it needs to be heard and empowered to be innovative.

INTERVIEW WITH CELESTE DU PLESSIS , EBUSINESS MANAGER, HEINEKEN SOUTH AFRICA THESE ARE EXCITING TIMES TO BE HEADING UP EBUSINESS FOR HEINEKEN. PLEASE DESCRIBE HOW YOU ARE DRIVING CHANGE AND NEW WAYS OF WORKING IN THE COMPANY. Absolutely, this is the best time to seize the opportunities which lend themselves to ecommerce, to be part of this change journey is an absolute privilege. However, the change does not reside within the digital or technology aspects of what we do, but it is resident within the resilience and passion of our people. HEINEKEN possesses a great ability to adapt, adopt, change, and move. eCommerce happens all around us, every day. Our ability to embrace it, get our brands in the hands of our consumers through every single channel, including digital, speaks to who we are. This is a joyful moment which speaks to collaboration – each function coming together to create that moment. We as an eBusiness are only one aspect of that, which gives us a great sense of responsibility. Leading change by making these avenues accessible is a privilege and one my team and I carry out with a great sense of responsibility. We know this environment is well paced, requires an enormous amount of support, agility, and a special kind of connection to our customers and consumers as they are the window to our world.

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The ways of working are, therefore, a connected one as a people, as an eBusiness and as HEINEKEN. HOW IMPORTANT IS IT FOR US AS SOUTH AFRICANS TO BE “BRAVE ENOUGH TO SUCK AT SOMETHING NEW” – ESPECIALLY IN THESE UNPRECEDENTED TIMES? This is such an interesting question. I find myself failing at something new every day. The good days are when we failed a little less, mixed in with a couple of wins. During these unprecedented times, it’s perhaps not so much about bravery, rather the choice to embrace the challenge of failure and the unique learning culture it encapsulates – doing so can be very difficult. That sense of learning from failing, openness to share, the ability to shape a steep learning curve is tough. One thing is certain; and that is that this pandemic has certainly accelerated this ability within us all. We are simply forced to face those challenges head-on and are no longer afforded time to get our house in order, wait to weather the storm or plan for the bright horizons of tomorrow – it has become a habit, learning, and sharing as we go, collaborating, partnering, and opening rather than closing the doors. South Africa, like many other countries, accelerated within the ecommerce channel because of Covid-19; we

HE I NE KE N

were necessitated to adapt, encouraged to brave the unknown and open ourselves up to reach our customers and consumers in new ways. This a brave thing to do for a very hands-on, instore and mall cultured country with a variety of ecommerce challenges. Although we very quickly failed, learned, adapted, our ecommerce platforms changed the way many of us shop today, so much still needs to be done, not only in the HEINEKEN world, but in the ecommerce sphere to make it more accessible, safe and centred around the needs of every South African. We have not even scratched the surface, and ample opportunity resides in the connection of business, different segments of our market and connecting the unconnected. This will require more than bravery, but passion, a keen resilience when it comes to failure and the love for connection and sustainable business practice. WHAT HAVE BEEN SOME OF YOUR MOST MEMORABLE MILESTONES? I am very glad you give me this question in the plural form, as I have so many milestones which I am utterly grateful for. Key milestones and landmarks for me reside within great places and times of learning; many of these go together with times of learning through failure, building by having a vision, teamwork and a great sense of leadership, while tapping into a panel of mentors to guide the way, all while sharing learning moments with those who have a need to grow. I do not mark as much the actual activities, places, or things I achieved because none of it was ever done alone, instead I note the people who have been part of my great journey, so many of them work within this great

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organisation, selling our great brands in the outlets through our platforms using our insights. I am just a saleswoman at heart; therefore, my biggest milestone is and will always be satisfying our customers, while creating a great buying

and selling experience as much as I can – this is a journey and not a single feat. HOW DID COVID IMPACT THE COMPANY AND YOUR ROLE IN PARTICULAR? The industry was impacted significantly by the pandemic and the restriction which followed as a result. However, we are dedicated to responsible trading and supporting the creation of a safe trading environment for our customers and consumers, while remaining dedicated to consumer centric needs. As a result of this, my function has seen enormous acceleration, not only within our organisation but as a channel overall. The Covid-19 pandemic, therefore, plays a fundamental role in the continued acceleration and shifts within the ecommerce space. These dynamics will most probably be sustained after the intense impact of the pandemic, which speaks to the significance of the ecommerce function and role within any business. Its agility and ability to connect customer and consumers’ needs will depict the interaction and utilisation of platforms and services. In essence, it will depend on how quickly we can answer the call of the customer online, and do so in the most hassle-free way. The customer

need does not (in essence) change as much as the offering and access to the solution. The excitement of the ecommerce function from a dynamic innovation perspective has to go hand in hand with a calm, practical approach to quickly nailing customer centricity in a digital world. WHO ARE YOUR FAVOURITE AUTHORS – AND WHAT ARE YOU READING AT THE MOMENT? Outliers by Malcolm Gladwell is the current read. I also find that switching over to fiction every now and then, specifically to relax, makes for a great self-reward. I further dedicate time specifically to research reports and publications in order to ensure the global and local trends not only on digital and sales, but also on important issues like diversity and inclusion, women in leadership, our approach to talent within the future fit organisation, remain part of my scope. I am truly passionate about these topics, and believe that by being informed, I can engage better, empower, learn more not only as a leader, but also as a person.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 103

INTERVIEW WITH THANDIE LETSHABO, PACKAGING MANAGER, HEINEKEN SOUTH AFRICA and building a training legacy for HEINEKEN Supply Chain in South Africa out of it. I believe I was the best person for the job, because I knew exactly what would work

YOU DESCRIBE YOURSELF AS “PASSIONATE ABOUT PRODUCTION”PLEASE UNPACK THIS FOR US. I started my career in production as a management trainee, and I loved it from then on because I got to learn and understand the kind commitment you need to give to deliver the best results through people management. It is always fast paced, takes a lot of adrenaline, and needs consistent personal engagement and most of all, discipline. Working with people and through people always tops the list for me, it is the most difficult part of the job and where the rubber meets the road for results, it needs both systematic and analytic thinking, technical and soft skills as well as emotional intelligence. Getting the formula right and seeing results is the most fulfilling part for me. WHAT IS THE HEINEKEN SUPPLY CHAIN ACADEMY – AND WHAT ROLE DO YOU PLAY IN IT? The Supply Chain Academy was a slight change from the fast-paced production environment, but it allowed me to use my production management skills to build an academy, the first of its kind for HEINEKEN, that served the purpose to build the capabilities of the people in production, by finding the best and most efficient methods

best to upskill the supply chain workforce and add even more value to delivering results. After two years in the Academy, I am now back with my first love, thick in the middle of production as a Packaging Manager leading the great people I have worked with before. Through the Academy, I had a chance to build capability plans, and now I am using those investments to deliver the best results with my team. Although I am now back with my first love, production, the Academy is a legacy I will forever cherish. IN YOUR OPINION, ARE WE DOING ENOUGH TO ENSURE YOUNG, BLACK,

WOMEN-HEADED BUSINESSES ARE GIVEN OPPORTUNITIES TO JOIN THE SUPPLY CHAINS OF BIG BUSINESS? I believe it starts with acknowledging that we must do something, that is the first step. The awareness is beginning to build, but I believe there is a lot more that can still be done to empower women. We need more people that are willing and passionate about advocating for the value that women and women-headed businesses bring to supply chains. I am a firm believer that women hold a much more unique skill set when compared to men. I have always believed that businesses and industries as a whole should not be looking for women to be like men, but should be looking to harness and use the competitive advantage they can gain from women skill sets that have not traditionally always been in supply chains.

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HOW WOULD YOU DESCRIBE YOUR MAIN PURPOSE IN LIFE – WHAT GETS YOU UP IN THE MORNING? Two things, firstly, to make my dear mother very proud, and secondly, for as long as I can remember in my almost 12

years of experience, I have been in so many situations where I have been the only woman around the table. Because of this, I have had to prove myself every step of the way, sometimes even three times as much, as tough as it is sometimes, I know it is very necessary. I have pushed myself daily to do great so that tomorrow another woman in my space does not have to push as much as I have had to. I am not even halfway through my journey, but I am very aware of the example I am setting for many women around me, at work, at home and in society. I have realised that whether I do well or not is not just about me, but also about the next woman - this drives and fuels me daily. I have three nieces and want them to go for anything they want because they can, and I want them to be afforded that opportunity to do it. And this is the same for many other women. WHAT HAVE BEEN YOUR MOST MEMORABLE “AHA” MOMENTS? • Like I mentioned, I have been in many rooms where I was the only woman, this has made me realise what superior capabilities women have. Being me is the best I can give. • Giving up is seldom an option, sometimes you give up when you are at 99% completion. • Never to mistake humility, compassion, and kindness for weakness, in retrospect, they are all superpowers!

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INTERVIEW WITH NTANGI MUDAU, INCLUSION AND DIVERSITY AMBASSADOR, HEINEKEN SOUTH AFRICA AS AN EXPERIENCED HUMAN RESOURCES PROFESSIONAL, WHAT TRENDS HAVE YOU NOTICED IN TERMS OF EMPLOYMENT PATTERNS OVER THE LAST THREE YEARS? From an employment perspective, what

is important to acknowledge is the power shift from employer to ‘people’ - be it the customers or the employees that work or want to work for an organisation. We have seen the war for talent; employees now have much more flexibility in terms of the organisations they want to work for and the type of contracts they want in place. Our inclusion and diversity is largely driven by the customers in South Africa. If you want to win with your brands, you will need to understand your market. It is no longer a plug-and-play situation. PLEASE DESCRIBE THE ROLE AND RESPONSIBILITIES OF AN INCLUSION AND DIVERSITY AMBASSADOR. The role of an inclusion and diversity Ambassador is an integral part to the delivery of the global inclusion and diversity strategy. In the local operating company, OpCo, this role will advocate and communicate HEINEKEN’s inclusion and diversity approach. By working with the OpCo, Function Management

CONTACT INFORMATION Phone: 010 226 5000

Email: info.za@heineken.com

Website: http://www.heinekensouthafrica.co.za/

Team MT and HR Director HRD, they will initiate conversations into the key inclusion and diversity issues and challenges at the local level, support delivery of the Inclusive Leadership programme cascade, and work with the management team to develop, and deliver, a local action plan aligned to the global inclusion and diversity framework. HOW DOES HEINEKEN ENSURE INCLUSION AND DIVERSITY ARE BUILT INTO ITS CORPORATE CULTURE? The business has introduced what we refer to as the 9 Inclusive Practices for leaders and in HEINEKEN, it is important to remember that all of us are leaders irrespective of your pay grade. Therefore, we all need to role model these practices. WHAT HAVE BEEN THE MOST IMPORTANT LESSONS YOU HAVE LEARNED IN YOUR CAREER? Honour your profession and do not worship your position or role.

DO YOU HAVE A MESSAGE FOR THE PEOPLE OUT THERE STRUGGLING TO ENSURE THEIR BUSINESSES SURVIVE THE PANDEMIC? I believe Ubuntu will carry them through; it is not just about a take and give, but about how we can share, as we are dependent on one another, our communities, employees, etc. Look after your people and they will really look after your business. “People never forget how you made them feel, that is why it is important.”

D o not comp ar e

“ YO UR C H A P T ER O N E T O S O MEONE EL S E’ S C H A P T ER T WEN T Y.” As an entrepreneur, leader, and tech enthusiast, Lianne has founded multiple

start-ups throughout her career. Lianne’s expertise in business has led her to become the Business Network Director at YPO (formerly Young Presidents’

Organization) - a global leadership community of chief executives. In this exclusive interview Lianne speaks about leadership, start-ups, pivoting during COVID, bee hives, caring and lifelong learning. PLEASE DESCRIBE YOUR ROLE AT YPO I am a Network Director focussing on Leadership Development and Plastics (think circular economy) Networks. I work with

CEOs from around the world, helping them become better leaders and better people. I assist with strategy and

implementation of my network visions and feel incredibly

privileged to work for impactful CEOs who are focusing on business beyond profit. I go to work daily with purpose

and conviction and am surrounded by visionaries who are making the world a better place.

AS AN ENTREPRENEUR AND TECH ENTHUSIAST WHAT ARE SOME OF THE START-UPS YOU HAVE FOUNDED? I founded a Talent Agency called Talent

Fusion when I relocated from Johannesburg to Cape Town in 2010 that focused on

placements in the digital sector and later

MAKING THE WORLD A BETTER PLACE - BUSINESS BEYOND PROFIT WITH

Lianne du Toit Network Director at YPO By Fiona Wakelin

sold it in 2015. It was such a wonderful way to integrate into a new city and helped build my confidence in the

start-up space. Cape Town was

such a hub of activity with new ideas and many problems to solve. The community was so welcoming and I value

the interactions I had with activists, government, start-ups, corporate and students.

L I A N N E DU TOI T

I N T E RV I E W

One of my most passionate start-

go anywhere if you don’t know where

A personal milestone was being a

governments, creatives, corporates

where we want to go can be the

key to keeping us grounded and

ups is HackOn, working with

and communities who want to have

deep discussions around real issues. My latest partnership is with the US

you are going. Helping us identify difference between just living and

Consulate and Silicon Cape, hosting

and CT, finding solutions to real world

Lots of synchronistic opportunities

i.e.: Gender Based Violence.

Build Community Hackathons in JHB

centred. Even though I do not plan

being truly alive.

WHAT DO YOU SEE AS YOUR MAJOR MILESTONES?

step-parent. I think children are the

to have any children of my own I

do value the gift of little beings in our lives.

followed up by hard work. I had the

opportunity to study at Harvard, travel

WHAT HAVE BEEN SOME OF YOUR GREATEST CHALLENGES AND HOW DID YOU OVERCOME THEM?

to different destinations that helped

In 2020, I created The Future Map,

me explore and understand different

My most recent challenge has been how to manage COVID, personally

a guide to help you address your

cultures. I love working with anyone who

wants and desires, helping you find

has a passion and drive to change the

and professionally. Many of the events

flow through a curriculum blurring the

world. I think you can have milestones

boundaries of research, insights and

that are goals that society sets for you

inner wisdom, delivered in love with

and then there are milestones that

successful results. I created this to help

change the course of your life.

We are living in a complex world and

Moving to Cape Town was a milestone,

webs of complexity.

feeling that this was where I was

I am an angel investor and partner in

people along the way who have been

challenges that South African’s face

people focus on one challenge at a time. often get tangled in the thoughts and

Dazzle Angels. Their goal is to solve

the radical gender inequality in earlystage investment management and

deployment. They believe that 50% of

earlystage funding should be managed by women, and invested into women

I had no network, no support but this

supposed to be. I met so many wonderful instrumental to my success and afforded me to work on local and international

projects like becoming a certified LEGO® facilitator and working with companies like Google, Amazon, IBM and Intel.

My latest endeavour is called

funding for 11 start-ups in 2014. It felt

to create spaces for people to have conversations internally and with

each other around the discussions

and transitions of death. Everyone is going to die, yet it is so infrequently discussed. I believe a life lived well

is a death to be celebrated. You will

spaces was really a last resort. When COVID hit I had almost 10 events

the YPO A+ Accelerator due to be

hosted in Cape Town. We went from a 1 week in-person event to a 1-month

programme, ensuring we had enough time to work through the content in the new format. It was a great

growth experience to be surrounded by leaders who drew upon their own resources and fortitude to make the new format work whilst making the

best of the experience. The biggest

take away was to not try and make in-

One of my eye-opening milestones

death as a taboo subject and I hope

physical space, and creating virtual

vanish overnight, one of them being

owned or co-founded businesses.

CareConduit. In our society we treat

that I assist in facilitating require a

person fit into virtual, but make virtual

was traveling to the UK to raise

easier to raise funding for local African start-ups overseas than to raise the

its own experience. This subtle shift has really changed the way I think about creating experiences.

same amount in our own backyard.

I think in the times of COVID

profile of start-ups, connect them to

smallest challenges that eat away

This set me on a course to raise the

the greatest challenges are the

funding mechanisms and ultimately

start investing into founders. Very time

consuming, sometimes soul destroying but equally rewarding.

at us every day. The lack of putting ourselves first, not creating good boundaries with our work life balance and mind set.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 107

I am of the opinion that we should not

WHAT EXCITING PLANS DO

celebrate failure but we should use it

YOU HAVE FOR 2021?

we know better. Do not let failure

lockdown I retreated back with my

as a reflection tool to do better when

I cannot wait to travel again! During

define you but equally do not let it

extended family in Limpopo which has

stop you from where you want to go. AS A BOARD MEMBER OF GIRLS DO GOOD PLEASE GIVE SOME BACKGROUND TO THIS INITIATIVE Girls Do Good is a 2018 Kinokuniya

Best Book that tells the real stories of

eleven superheroes changing the world. With forewords by Nobel Peace Prize Winner Weymah Gbowee and beauty

mogul Huda Kattan, this book leverages

AR to bring inspiration to readers around the world. My role at Girls Do Good was liaising with the author and publisher during strategy building sessions, distribution efforts and resource

planning. It was a wonderful experience to work with the author Jos Dirkx, with her global vision and local execution.

been a wonderful experience. I am not

is a weekend away, a hike, spending time with friends or even something

as simple as watering our new found veggie patch.

sure when in my life I would have been

In beautiful Limpopo there are hills to

the people I love most.

swing in. Relaxing looks different each

afforded this special bonding time with

I am also looking forward to going back to normal and surfing! I miss

surfing and the ocean. My plans are

climb, dams to fish and hammocks to

day but ultimately it is finding daily calm in our own chaos.

simple. Help who I can, connect who

IF YOU HAD AN EXTRA HOUR IN THE DAY, HOW WOULD YOU CHOOSE TO SPEND IT?

on building things that matter.

If I had an extra hour a day, I could fill

I hope to finish my Harvard EdX course,

trying to get my beehives pollinated. I

keep pioneering a path of authenticity

make it commercially viable.

breaking stereotypes around what

I have a new found respect for nature

I can’t to those that could - and focus

continue to build out CareConduit and whilst building new narratives and

it with so many things of joy. I would be am working towards getting 20 hives to

success looks like for young girls.

and completing my Nature Enthusiasts

HOW DO YOU RELAX?

through my course material and then

course so you would find me working

I work hard on reminding myself about

playing field guide on hikes.

routine, from reminding myself to eat

Through YPO we have been

water. I feel most relaxed when I am

through Harvard EdX and I enrolled

self-care and try to bring it into my daily well, get enough sleep and drink enough at peace with my choices. So this year I have really tried to focus on making good choices for my mind, body and

spirit and surround myself with people who have the same values.

Right now I am obsessed with

headspace and positive Intelligence

that help remind me to centre. I really enjoy spending time with people Image: https://girlsdogood.co/

memorable experiences whether it

I care about and enjoy creating

108 STANDARD BANK TO P W O M EN LEADERS

afforded the opportunity to study in a communication course. I do

not think a month goes by where I

am not enrolled in something new. I have a fever for learning and

seem to be an eternal student and continually creating.

We have a new family puppy, forcing me to be more present and taking

up space in my heart and unplanned hours in my day.

L I A N N E DU TOI T

WHO ARE YOUR ROLE MODELS? Ruth Bader Ginsburg, who spent much of her

legal career as an advocate for gender equality and women’s rights. She stood for what she believed and was a real pioneer.

Jennifer Garner, actress, producer, and

entrepreneur, she is an activist for early childhood education and a board member of Save the

Children. She is the co-founder and chief brand officer of the organic baby food company Once Upon a Farm. I admire her good nature even through adverse times.

Jacinda Ardern, 40th Prime Minister of New

Zealand. She has made an impact around child poverty and social inequality. The way she has

handled COVID has shown exemplary leadership. Leonard Cohen, Canadian singer-songwriter, poet, and novelist. His work explored religion, politics, isolation, depression, sexuality, loss, death and romantic relationships. I loved that he was just

who he was and able to so beautifully articulate his feelings.

DO YOU HAVE A MESSAGE FOR THE ENTREPRENEURS OUT THERE STRUGGLING TO SURVIVE? Keep it simple, try to solve one problem at a time. You cannot be everything to everyone.

Do not compare your chapter one to someone else’s chapter twenty. Surround yourself with

people you trust. If you are the smartest person

in the room, you are in the wrong room. The line

between following your gut, data and ego can be

thin and in the end do the right thing even if it is the hardest. Ask for help, don’t quit, just rest. Do things

that bring you peace and set your soul on fire at the

I N T E RV I E W

MORE ABOUT

L i an n e

Lianne du Toit is the Network Director for YPO, a non-profit organisation with its head office in

Texas. YPO is the global leadership community of more than 28,000 chief executives in 142 countries who are driven by the belief that

the world needs better leaders. Each of its

members has achieved significant leadership

success at a young age. Combined, they lead businesses and organisations contributing USD9-trillion in annual revenue. YPO

members become better leaders and better

people through peer learning and exceptional

experiences in an inclusive community of open sharing and trust.

As an entrepreneur, leader, and tech

enthusiast, Lianne has founded multiple startups throughout her career. Lianne’s expertise in business has led her to become the

Business Network Director at YPO, a global leadership community of chief executives across the world.

A few examples of Lianne’s endeavours

include: founding HackOn, creating The Future Map, recently nominated for South Africa

Leadership Trailblazers award in 2020 and

winner of Inspiring 50 in 2018. Lianne’s diverse experiences and education from Harvard

Business School to providing support as a

board member at Girls Do Good has allowed

her to develop many skills. Lianne believes in the importance of working hard, dreaming big

and actively making an impact. “Be the change you want to see in generations to come.”

same time.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 109

HARMONY GOLD Boipelo was appointed Financial Director with effect from 3 March 2020, having joined the company as Chief Financial Officer in 2017. A chartered accountant (SA) by profession, she has extensive experience in group financial management and reporting within the mining industry. Her previous positions include that of Chief Financial Officer

BOIPELO LEKUBO

Financial Director – Harmony Gold

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS 1. A QUOTE THAT’S CLOSE TO MY HEART RESONATES: ‘YOU DO NOT RISE TO THE LEVEL OF YOUR GOALS, YOU FALL TO THE LEVEL OF YOUR SYSTEMS’ – JAMES CLEAR. 2. D ON’T GIVE UP WHEN THE GOING GETS TOUGH 3. K EEP YOUR EYES FIXATED ON YOUR DREAMS 4. D O NOT SACRIFICE WHO YOU ARE AND WHERE YOU COME FROM 5. S TOP APOLOGISING FOR BEING FEMALE!

110 STANDARD BANK TO P W O M EN LEADERS

of Atlatsa Resources Corporation and Financial Manager of Northam Platinum Limited. She served as an independent non-executive Director of Trans Hex Group Limited from 2013 until 2017 and is currently an independent nonexecutive Director of African Rainbow Capital Proprietary Limited, and of UBI General Partner Proprietary Limited.

I MPA L A P L ATI NU M

PROFILE

- OUR TOP WOMEN I was born and raised in Nelspruit, Mpumalanga. I matriculated in 1998 and furthered my studies at Vaal Technikon (Secunda campus), where I completed my diploma in Information Technology. My mining career started with Harmony at Winkelhaak Shaft Two and Shaft Five. Between March 2004 and October 2008, I was on the learner official programme and obtained my Blasting Certificate. Whilst working as a miner, I pursued my Mine Overseer Certificate of Competence, which I

completed in June 2012. I have been a Production Mine Overseer since then and the first black female to be appointed to this position at Harmony. I am responsible for managing the day-to-day operational activities within my division. I conduct hazard identification and risk assessment in addition to designing, implementing and constantly reviewing various production systems. My competitive edge is investing in, and believing in, my team. I create a conducive environment in which they can flourish.

THEMBI AMANDA SHONGWE

Production Mine Overseer at Harmony Moab Khotsong Operations

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS 1. B E PATIENT WITH YOURSELF ON YOUR JOURNEY. 2. U NDERSTAND THE PURPOSE AND SIGNIFICANCE OF WHY YOU DO WHAT YOU DO. 3. L OVE AND CARE ABOUT THE PEOPLE THAT YOU LEAD. 4. C ELEBRATE SUCCESSES WITH YOUR TEAM; ALWAYS FIND SOMETHING POSITIVE TO CELEBRATE. 5. B E HUMBLE, ALWAYS

S TA N D A R D B A N K TO P WO M EN L EAD ER S 111

ADV E RTO RIAL

H A R M ON Y GOL D

WOMEN IN MINING INITIATIV ES – HARMONY GOLD Harmony has become increasingly intentional in promoting the inclusion of women at all spheres of its business operations. The board has adopted a ‘Gender Diversity and Inclusion Strategy’ which aims to ensure that women empowerment and development takes place from the executive level right down to the general mining level.

Harmony’s efforts in supporting and driving gender equality have been internationally recognised with our continued inclusion in the 2020 Bloomberg Gender-Equality Index (GEI) - which tracks the financial performance of public companies committed to supporting gender equality through policy development, representation and transparency.

a vacuum and turn a blind eye to the challenges still preventing a greater inclusion of professional women in the mining sector.

This includes promoting a gender friendly organisational culture, helping women attain their full potential through L & D interventions, closing the pay gaps experienced by women, offering more bursaries and career progression initiatives to females in core and nonecore disciplines, running operational Women In Mining Forums, and offering regular leadership development and supervisory development programmes.

At Harmony, our women up to executive level are actively involved in the industry, often participating in the various gender diversity and gender mainstreaming initiatives driven by industry related bodies, such as the Mining Qualifications Authority, Mine Health and Safety Council, and the Minerals Council of South Africa, amongst

to validate their competencies and/or capabilities to their male counterparts.

Currently, the representation of women at a board level is sitting at 28% for the 2020 financial year, which has increased by 4% since 2019. At an executive management level, the target of 20% women representation was exceeded and is currently sitting at 25%, and 29% of women are represented at a senior management level. These figures are indicative of our commitment of continuous improvement towards achieving our gender diversity objectives. By the end of the 2020 financial year, 17% of our total workforce including contractors were women, which is unchanged from the 2019 financial year. The representation of women exceeded the Mining Charter targets at board, top and senior management levels. To continuously increase the women representation across all levels, a five year plan has been drafted, which focuses on targeted positions which are earmarked for female appointments at managerial level.

“ F or women wanting to enter the mining industry, it is important to know that there are opportunities available and one can build a solid career in the industry.”

others. Our executives are also involved in the WiMSA (Women in Mining South Africa) mentoring and coaching programmes. WiMSA creates an empowering network to inspire, support and develop the progression of women working in the South African mining industry. Our women are also regularly called upon to participate in Women in Mining annual conferences to share best practices, their own experiences, and form part of panel discussions on matters relating to gender diversity and women in mining. Our performance in reaching our gender objectives may have improved over the years, however we cannot operate in

112 STANDARD BANK TO P W O M EN LEADERS

Some of these challenges include the existing patriarchal and sexist culture that is still widely prevalent not only in the mining industry, but in society as a whole. Women find themselves constantly having

Another challenge facing women is the quota-driven mentality, where men view women as quota appointees to fill a ‘gender gap’, as opposed to seeing them as equals who were appointed on merit. It is also important to note that while gender-based violence is not a notable problem within Harmony itself, we do believe it to be our moral obligation to support the country’s fight to address this social injustice. It is against this backdrop, that we launched an employee awareness campaign on gender-based violence in June 2020. Anti-genderbased violence messaging was conveyed through printed posters, animated videos and verbal discussions, particularly in our induction programme. For women wanting to enter the mining industry, it is important to know that there are opportunities available and one can build a solid career in the industry. However, it is also important for women who are already in the industry to offer network support, mentoring and even coaching on a technical level to those entering the industry. We continue to recognise, invest in and put women at the forefront of our business. Today we stand hundreds strong - Tomorrow, thousands more!

For 70 years, Harmony Gold Mining Limited has been driven by the need to create and maintain a workforce that represents the diversity and inclusion of the SA population.

We continue to recognise, invest in and put women at the forefront of our business. Today we stand hundreds strong. Tomorrow, thousands more! For more information visit harmony.co.za

PLEASE TELL US A BIT ABOUT YOURSELF AND YOUR BACKGROUND. I am a 38 year old tree-hugging, book-obsessed, foodie, lover

of fine wine, lover of both being

barefoot and wearing sky-high heels,

a curious and compassionate child of Africa, and dedicated surgeon. Born

in Namibia, spent most of my childhood in Pretoria, fell in love with Cape Town

during my internship and currently have

the privilege of calling Stellenbosch home. PLEASE TELL US A BIT ABOUT WHAT YOU DO. I am a breast and endocrine surgeon wearing three career hats: one as a private surgeon running my own private surgical practice in Somerset

West, one as a senior

surgical consultant in the

Groote Schuur Breast and

Endocrine Surgical Unit and

one as founder and director of the non-profit Project Flamingo.

WHAT MADE YOU DECIDE TO SPECIALISE IN BREAST CARE AND SURGERY? The first step was to choose surgery

- a wonderful discipline that for me encompasses both the art and science of medicine. The later

choice to focus on breast and endocrine surgery came from the connection I felt with cancer

patients, in particular female cancer patients. I think I am in a unique position as a female surgeon to truly understand their fears, needs and health care journey. It is a privilege to be a woman caring for other women.

114 STANDARD BANK TO P W O M EN LEADERS

Dr Liana Roodt

FELLOW OF COLLEGE OF SURGEONS, DIRECTOR OF PROJECT PINK FLAMINGO, CURIOUS AND COMPASSIONATE

D R L I A N A ROODT

WHAT HAS BEEN THE HIGHLIGHT OF YOUR CAREER? It is impossible to single out a single ‘highlight’. Learning medicine and

practicing medicine have had so many

responsibility as women - to take care of ourselves so that we can take care

WHICH SOUTH AFRICAN WOMEN

Churchill, but ultimately your passion

INSPIRE YOU? WHY?

everyday “wins” for myself and my

Madonsela (what a rock star) to the

I can mention many names from Thuli

patients and not to get lost in academic

many female trailblazers in surgery ...

immensely grateful when I finally could call myself a Fellow of the College of

Surgeons of South Africa and obtained

my Master of Surgery degree cum laude. WHAT IS THE BIGGEST CHALLENGE YOU’VE FACED IN YOUR CAREER? The biggest challenge, still, is to

balance the demands of a surgical

career with some form of a personal

THE COMMUNITY? Just do it, don’t give up, try and try again! I

celebration. I try to focus on these

to say I was pretty darn proud and

WOMEN TRYING TO DO GOOD IN

of the world.

small victories and miracles that require

or so-called career highs. But I have

I N T E RV I E W

sound like a bad advertisement or Winston and resilience are what matters most.

Whatever you do, do it for the right reasons - when you face challenges or nay-sayers,

but the South African women that really deeply inspire me are the so-called

ordinary women - those that keep going despite economic hardship, despite

abuse, despite cultures that want to keep women small and silent. Those who

keep their families fed and safe; who

are the glue that that holds communities

together. Those ordinary women that are not ordinary at all. They keep me going.

it is only the ideas and projects that you

deeply believe in that will survive. Don’t be scared to ask for advise from those that

have gone before you. Most importantly,

have 100% buy-in from the community you want to serve. Serve is the operative word here - when you go in with the mindset

of “fixing” something or someone you are bound to meet resistance.

IF YOU COULD HAVE DINNER WITH ANYONE WOMAN IN HISTORY, WHO

WHAT IS YOUR WISH FOR THE

WOULD IT BE? WHY?

life; it requires constant assessment,

FUTURE WOMEN OF SOUTH AFRICA?

I would have a dinner party! I could not

best at all times, yet know when to stop;

safe and protected from men who have

attention and re-calibration to do your

That we will be safe and free - physically

to care authentically, yet have healthy

lost all respect for life and are acting

boundaries; to strive to learn and grow,

and excel in your career, but remember that life needs to be lived and enjoyed beyond the walls of the hospital.

like cruel animals. That we will be safe and free - emotionally, spiritually and

intellectually, so that we can show up and

offer our very best to this country and this world as empowered human beings.

WHAT DOES WOMEN’S MONTH MEAN TO YOU? It serves first and foremost as a

reminder of the sacred feminine - which needs to be celebrated,

protected, defended and empowered by both women and men. It honors those beautiful warriors on whose shoulders we stand - the fierce

women that knew their worth and that have stood up through-out

history for what is right and what is true. It reminds us that we have a

Ultimately, to be the best we can be, with all the passion we can muster. Not as a man or a woman but as a

person, a global citizen. To embrace

the masculine and feminine qualities in each of us – because logic and drive and resilience and empathy

and intuition – all of it – are needed to make this country better.

WHAT ADVICE WOULD YOU GIVE TO YOUNG SOUTH AFRICAN

possibly pick one; My mom (Danette),

sister (Andriette) and friend (Farzana)

should be there - for their love, wisdom,

unwavering support and the role models they are. Oprah Winfrey - because she

is Oprah! Glennon Doyle and Sue Monk Kidd - because they are true literary

artists with so much lived experience

as female warriors. Ilia Delio, Cynthia

Bourgeault and Saint Theresa of Avilabecause I am mesmerised by their

spiritual wisdom and human experience of the universal Divine. Jacinda Ardernbecause we need more leaders like her that so seemingly effortlessly balance

her male and female energies; she takes a firm stand, makes tough decisions

but always with compassion and grace. Alicia Keyes because she just radiates

“woman-who-knows-her-worth”. And we will need entertainment!

S TA N D A R D B A N K TO P WO M E N L EAD ER S 11 5

2020 Round Up: TOP 6 WEALTHIES South African women continue to break through long standing barriers across sectors. In this roundup, we’re taking a look at strong women pioneers contributing to the South African economy - paving the way for future generations of aspiring businesswomen.

1. WENDY APPELBAUM NET WORTH: R2.6-BILLION Liberty Investors; De Morgenzon Wine Estate Industry: Diversified

2. WENDY ACKERMAN NET WORTH: R1, 9-BILLION Pick N Pay Holdings Ltd. Industry: Retail

She ranks as one of the most

Wendy Ackerman is

women in Africa; Wendy

an Executive Director of

affluent and empowered

Appelbaum is a celebrated

South African business giant,

philanthropist, and Chairperson of

the DeMorgenzon Wine Estate - an agricultural business

based in Stellenbosch. Previously, Wendy also served as

the Deputy-Chairman of the Women’s Investment Portfolio Limited (Wiphold Limited), which is a renowned women’s investment holding company that is listed on JSE.

Overall, Wendy is popularly known for exhibiting a high level of selflessness, top-tier leadership abilities in

business and economic development, and displaying keen

interest in health and welfare sectors. Through The Wendy Appelbaum Foundation her company initiates, selects and

one of the founders and

Pick n Pay Stores. Along

with her husband Raymond

Ackerman, Wendy has been a

tremendous force in building up one of South Africa’s

leading FMCG retailers, which, to date, consists of over 450 stores, with the inclusion of 121 supermarkets and 14 hypermarkets. The company extends its food and

retail services across South Africa, southern Africa and

even Australia, and has employed an estimated 49,000 people over the years. Wendy is also a patron of the 1000 Women Trust; she was antecedent to the 1000

Women 1 Voice initiative, which was launched in 2004, resulting in the creation of the 1000 Women Trust.

drives programmes addressing, in the main, the health and

This Trust is geared towards making resources more

Wendy is also a director of Sphere Holdings (Pty) Ltd, which

capacity building. It also provides financial assistance

education interests and concerns of South African women. is a black empowerment company addressing financial

services in mining sectors. In 2015, she was awarded both the Forbes Woman Businesswoman of the Year, and the Forbes Africa Woman of the Year.

116 STANDARD BANK TO P W O M EN LEADERS

accessible to provide access to skills and leadership to women-led organisations that provide aid to

underprivileged communities. Wendy received an

Inyathelo Award for her family’s philanthropic efforts in 2007.

T O P 6 W EA LT HI ES T W O ME N I N SA

E D I TO R I A L

ST WOMEN IN SA By Charndré Emma Kippie

3. IRENE CHARNLEY

4. BRIDGETTE RADEBE

NET WORTH: R1, 5-BILLION

NET WORTH: R1-BILLION

Smile Telecoms

Mmakau Mining

Industry: Technology

Industry: Mining

Former trade unionist and

Recognised as the

started her career in the South African

mining entrepreneur,

businesswoman, Irene Charnley

business sector working as a negotiator for the South African National Union of

Mineworkers, spending 13 years as a coordinator for a variety of divisions within the union operations department. Later on in her

career, Irene was appointed as an executive director for the MTN Group – one of Africa’s largest telecommunications company.

Under her leadership several African and Middle Eastern countries (including Nigeria and Iran) were connected into the MTN network.

first black female

Bridgette Motsepe-

Radebe the Founder and

Executive Chairperson of Mmakau Mining Limited

– a company she started in the 1980s. Mmakau Mining Limited is a mining firm which inducts

explorations and assists in producing platinum, gold, and chrome.

She was also behind the launch of the National Empowerment

Bridgette is the sister of South African businessman

50% black African labourers. Eventually, The National Empowerment

Lady of South Africa. She has over 3 decades

Consortium, which is made up of 50% black business owners and

Consortium obtained 35% ownership of Johnnic Holdings, which now operates under the name Johnnic Communications. Earlier this year, Irene, who is the founder and Deputy Chairman of Smile Telecoms

─ the Pan-African telecommunications group which was established in 2007 ─ received a Forbes Woman Africa Pioneer Award for

her dedication to transforming the continent’s telecommunication

landscape. Still hard at work, Irene is the current President of the IWFSA, and spearheads the Ikageng Scheme – the broad-based black empowerment agreement based in South Africa.

Patrice Motsepe and Tshepo Motsepe – the First of experience in the mining industry and is

the President of South Africa’s largest mining

chamber – the South African Mining Development

Association. In 2008, she received the International

Businessperson of the Year Award presented by the Global Foundation for Democracy. This accolade recognises business people who have made a

significant impact in the world, transforming both political and environmental models.

S TA N D A R D B A N K TO P WO M E N L EAD ER S 11 7

E D I TOR IAL

T OP 6 WE A LT HIEST W OMEN IN SA

5. SHARON WAPNICK

6. ELIZABETH BRADLEY

NET WORTH: R433-MILLION

NET WORTH: R332-MILLION

Octodec Investments

Wesco Investments South Africa

Industry: Real Estate

Industry: Diversified

Elizabeth Bradley’s Daughter to the Founder

of Octodec Investments, Alec

Wapnick, Sharon was elected as the

Chairman of Octodec in 2011. Sharon completed her BA degree and LLB (cum laude) via the

University of the Witwatersrand, and fulfilled her articles of clerkship with Moss Morris, which is

where she was promoted as the Deputy Chairman of Moss Morris in 2003.

estimated net worth comes

as a result of multiple lucrative

investments that she has made in

major companies. With an impressive

resume, she holds many prominent professional

positions in the South African business sector, such

as Chairman of Wesco Investments South Africa and

Vice-Chairman of Toyota South Africa. Her father, Albert Wessels, was the man behind bringing Toyota to South Africa, back in 1961.

Over the years, Sharon has acquired invaluable

A shareholder at prominent blue chip companies

in JSE Listings Requirements, and commercial

and Hilton Hotel, Elizabeth Bradley is the epitome of

experience within the property sector, as well as and corporate matters. To date, Sharon has added

attorney and senior partner of Tugendhaft Wapnick

Banchetti & Partners to her resume, and is the NonExecutive Director of City Property Administration

Proprietary Limited. Another significant directorship to mention is Sharon’s involvement on the Board of Transaction Capital Limited.

such as Standard Bank, Rosebank Inn, AngloGold,

strategic investment and resilience, garnering profits

from companies which she saw potential in – despite

acknowledgement of all potential financial risks. In 2008, Wesco Investments, a holding company she controls,

sold off its 25% stake for R2.1-billion. Thus, she acquired R1-billion from the sale. Her wit and know-how has stood in her favour for many financial seasons, making her

one of the biggest female South African financial role models to date.

118 STANDARD BANK TO P W O M EN LEADERS

FO UN D AT I O N FO R PR O FES S I O N A L D EV EL O PM E NT

A DV E RTO R I A L

THE FOU ND ATI O N FO R P R O F ES S I ON A L DEV ELOPM E N T

E N S U R I N G T H E H E A LT H O F T H E C O N T I N E N T The Foundation for Professional Development (FPD) has its genesis in the South African Medical Association. Innovation and social impact have driven our work to be a positive force of change on the African continent for 23 years. FPD’s mission is to catalyse social change through developing people, strengthening systems and providing innovative solutions. We develop people primarily through custom educational products focused on professional development and building management capability. FPD’s innovative focus includes projects which pioneer new models to meet the Sustainable Development Goals. As a private higher educational institution developing people is our core, and as cost is a major barrier to quality education, FPD actively strives to reduce the financial burden on students through scholarship programmes. To date, FPD has provided scholarships to over 500 000 students. In 2019-2020 FPD provided sponsored training to participants to the value of R 70,552,046. Over 60% of these participants were women. As a young woman from a rural area who started off as an administrative assistant, and grew into a leadership position, the numbers cannot express the impact that access to education can have on the course of a woman’s life. We champion gender empowerment in all aspects of our work. We work with a

powerful executive team, where women are the majority, and seek to ensure that our staff have fair working conditions and access to development opportunities. 2020 was an unprecedented year. At FPD we clung to our mission and united to provide free access to CPD Accredited COVID-19 related courses to over 30 000 healthcare workers. With many of our own staff being frontline workers, we were acutely aware of the surge in genderbased violence (GBV) since the lockdown. We recognised that healthcare professionals are ideally placed to identify and provide support to survivors of GBV. With the support of key sponsors, we delivered courses to over 1000 healthcare workers on gender-based violence in the context of the COVID-19 Pandemic, designed to equip healthcare providers with the knowledge and skills to respond adequately to survivors of violence in any form. FPD is uniquely placed as a credible educational partner, with deep institutional knowledge in health, to develop educational offerings that will fast track the development agenda on the continent to empower women. We cherish our social entrepreneurial approach and the concept of doing well, while doing good resonates

STACEY-ANN PILLAY

ACADEMIC EXECUTIVE AT FPD with the personal value system of our staff. We intend to rapidly expand our educational offering, and the reach thereof, by embracing technologies that have a user-centric design. FPD will play a role in helping to solve the shortage of health workers, which has been highlighted globally, and we will use our experience in health systems strengthening to advocate for those in need and support Ministries of Health. Our innovations will centre around piloting new models to create equity in provision of healthcare and generating evidence to support epidemiological

advances. As a young woman leader, it is a pleasure to serve in an organisation where gender empowerment is a deliberate agenda woven into how we lead our organisation and the work we do.

CONTACT DETAILS: Physical Address: FPD Knowledge Park, 173 Mary Road, The Willows, Pretoria Postal Address: PO Box 75324, Lynnwood Ridge, Pretoria, 0040 Telephone: 087 821 1109 | Email: foundation@foundation.co.za Website: https://www.foundation.co.za/ Twitter: https://twitter.com/FPD_SA Facebook: https://www.facebook.com/FPDZA Instagram: https://www.instagram.com/fpdsouthafrica/ S TA N D A R D B A N K TO P WO M E N L EAD ER S 11 9

IMPLATS ENSURING GENDER DIVERSITY AND A CLEANER, GREENER WORLD Implats is a leading producer of platinum group metals (PGMs) structured around six mining operations and Impala Refining Services, which is a toll refining business. Our operations are located on the Bushveld Complex in South Africa, the Great Dyke in Zimbabwe – the two most significant PGM-bearing ore bodies in the world – and the Canadian Shield, an igneous domain for PGMs. We employ 50 744 people across our operations and market and sell our products in South Africa, Japan, China, India, the US and Europe. The metals we produce are the key to making many industrial, medical, and electronic items, and they contribute to a cleaner, greener world.

COMPANY INFORMATION YEAR FOUNDED: 1968 NUMBER OF EMPLOYEES: 50 000+ ANNUAL TURNOVER: FY2020 revenue R69.9-billion

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI) Our commitment to employee diversity is driven not only by strong compliance requirements, but also by the belief that a more inclusive and diverse organisation is ultimately more competitive. For Implats, gender diversity is a business imperative. Our commitment is reflected in our inclusion in the Bloomberg 2020 GenderEquality Index (GEI) which recognises companies committed to transparency in gender reporting and advancing women’s equality in the workplace. We have

also qualified as a 2020 “Top Gender Empowered Company” in Standard Bank’s Top Women Leaders Awards. EMPOWERMENT POLICIES CURRENTLY IN PLACE FOR YOUR EMPLOYEES Our diversity and employment equity (EE) strategy and action plans, at our South African operations, align with the Mining Charter III targets and with our plans and policies aimed at fostering our desired organisational culture. Our operational transformation steering committees play a key role in driving the strategic plans. All our operations are implementing five-year EE plans (2020 to 2024). EMPOWERMENT-RELATED CSI INITIATIVES/PROGRAMMES YOUR ORGANISATION IS CURRENTLY IMPLEMENTING A long-term strategic focus is to spearhead our local procurement and business development programmes, capacitating enterprises – including women-owned businesses – to become part of our supply chain and to transition to provide their services nationally. This is a critical driver of sustainable community development. We aim to increase procurement spend with youth and women-owned entities, by identifying existing capacity in host communities, creating ringfenced/set-aside opportunities, and driving a localisation agenda aimed at building manufacture and assembly capability in our host communities. WHAT ARE YOUR TOP EMPOWERMENT/CSI STRATEGIES THAT HAVE BEEN EFFECTIVE AND SUCCESSFUL? As part of our ongoing efforts to transform our supply chain, during FY2020, 18

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new operational term contracts were awarded to 51% or more HDP-owned and controlled companies. Eleven of the contracts were awarded to women-owned and controlled companies and range from the supply of timber products and early warning instrumentation devices for underground rock monitoring to the rehabilitation of old shafts.

GENDER EMPOWERMENT: STATISTICAL OVERVIEW Percentage of female executive directors/senior management: Implats board at 50% Subsidiary Impala board at 33% ExCo at 30% 5%-25% female executive directors Percentage of female staff members (overall in company): Senior Management at 19% Overall, 11%

CONTACT INFORMATION Physical address: 2 Fricker Road, Illovo, 2196, Postal address: Private Bag X18, Northlands, 2116 Telephone: +27 11 731 9000 Email: investor@implats.co.za Website: https://www.implats.co.za/

I MPA L A PL AT I N UM HO L D I N G S LI M I TE D

PROFILE

IMPLATS’ TOP WOMEN: DAWN EARP - INDEPENDENT NON-EXECUTIVE DIRECTOR “You may not control all the events that happen to you, but you can decide not to be reduced by them.” - Maya Angelou I qualified as a Chartered Accountant in 1987 after receiving a B.Com

5 TIPS ON HOW YOU AS A WOMAN SURVIVE AND THRIVE IN BUSINESS 1. My ability to teach, mentor and encourage my team, by giving support and helping to grow their careers, is vital. I had to think less about myself and more about how to make my team successful. After all, I was only as successful as part of my team. 2. There are many roles I have to juggle. I am a wife, mother, sister, aunt, friend, and co-worker. It’s important to focus. I have to cut through the chaos that sometimes exists to ensure that everyone knows what’s important. However, I had to teach myself to listen to other views (something I still struggle with and have to keep reminding myself to do). I had to maintain my focus on the organization’s objectives and provide stability when the pace of change moved rapidly from one priority to another. 3. As a woman I relied a lot on being intuitive. I had to read the unspoken word and have courageous discussions. 4. Emotional intelligence: It is critical in the work environment to perceive, understand, and manage the emotions of my team and myself. 5. “We not Me”. I was always conscious of using these words, but still taking full accountability. I had to earn respect and not demand it. After all, I had to build up my team’s trust, commitment and delivery in an ever-changing environment.

B.ACC degree from the University of Witwatersrand. After completing my articles with BDO Spencer Steward, I moved into the mining industry and have remained in this industry for many years, continuously upskilling my knowledge in the industry, having worked in senior and executive positions at companies such as Anglo American, Anglo Gold Ashanti, Implats, Rand Refinery and Moolmans. I currently serve as an independent non-executive Director on the Implats and Transit Freight Forward boards, the Audit Committee Chair for Implats, and am a member of Implats Strategy and Investment Committee. I am a member of the Audit Committee of a Sentinel Retirement Fund). ARE YOU INVOLVED IN ANY SOCIAL RESPONSIBILITY INITIATIVES? COULD YOU TELL US ABOUT THEM? • Chairman of Ekurhuleni Jewellery Beneficiation Project (EJP) (NPO): The focus of EJP, is to allow access for the previously disadvantaged community to jewellery based training, incubator programmes and develop small, medium and micro enterprises (SMME) for commercial success. • Honorary Treasurer for the South African-Guide Dogs Association for the Blind (GDSA) (NPO): The nature of the association is to enhance the mobility and independence of people who have visual, physical and developmental needs.

HOW HAS GENDER EMPOWERMENT STRENGTHENED

IMPLATS? Implats has meanigfully advanced gender empowerment over many years. Drawing an analogy with an apple. • The skin of the apple - visible and obvious discrimination e.g. women were not allowed to work underground. • The flesh of the apple – subtle discrimination not understood or seen by many e.g. women are asked inappropriate questions in interviews and are mentally battered. • Finally, the seeds – Implats has moved forward and the conversation at the Implats Board now focuses on ESG, including gender empowerment. Implats has its first women chair and 50% of the directors are women. WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? • Focused attention: Distraction can lead to lost productivity, constantly putting out fires. The only way to gain control is to focus on the task. • Actively agile: The need to be able to connect the dots that have yet to be connected, to create new ideas. They will need to be innovative, creative and add value by thinking outside of the box. • Being comfortable with chaos and uncertainty: Need to be prepared, equipped and comfortable with reinventing processes.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 121

IMPLATS’ TOP WOMEN: MPHO NKELI – INDEPENDENT NON-EXECUTIVE DIRECTOR

Quote or maxim that has inspired you:

“Don’t over plan – leave a little space in your plan for the magic to happen – because it does! ”

I hold a BSc: Environmental Science, an MAP, and an MBA. My career began in a soil testing lab and I then moved into PR and Communication and later in Marketing. This then led to a move into transformation and later Human Resources. I have served as the Group HRD for Alexander Forbes, the Chief HR Officer for the Vodacom Group and I am now a Director at SPI – in Executive Search and Head of the Board Practice. I am blessed to have had five different careers and a combination of all of them has resulted in my being well prepared for what may be my last career. Some successes include: • Contribution to the development of the “People” related element of the Financial Services Charter • Contribution to the content development of the B-BBEE Codes • Leading people transformation as Group HRD of Alexander Forbes – achievable because of a willing organisation.

5 TIPS ON HOW YOU AS A WOMAN SURVIVE AND THRIVE IN BUSINESS 1. “Rest’ in who you are 2. Be present in all you do 3. Do your best each time 4. Break the rules – they were made by people like you 5. Don’t take yourself too seriously

• Part of a leadership that led the change from “blue” to “red”, which had a great impact on the culture and ways of working. • I am absolutely inspired by the brilliant leadership talent I meet in my current job as an Executive Search Consultant and feel honoured to place them into roles that are ‘perfect’ for them ARE YOU INVOLVED IN ANY SOCIAL RESPONSIBILITY INITIATIVES? COULD YOU TELL US ABOUT THEM? I supported four orphans in Soweto (two child-headed families). They are now young adults and have completed school.

122 STANDARD BANK TO P W O M EN LEADERS

HOW HAS GENDER EMPOWERMENT STRENGTHENED IMPLATS? The greatest role of a board is to appoint the best suited leadership for the organisation. The top leadership gender make-up at Implats is well recognised in the sector and they value the insightful thinking these female leaders have brought to the business, which has contributed immensely to the admired business performance of the business. The females in Implats top leadership include Lee-Ann Samuel, Thabile Makgale, Meroonisha Kerber and Kirthanya Pillay, whose disciplines are human resources, mining, finance and corporate finance, respectively. The board and the CEO can attest to the improved performance of the functions led by these female leaders. WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? The future is now! We are living and managing during a global pandemic never experienced before by all of us. Leadership cracks are becoming evident, just as much as real leadership is exposed as we all navigate untested waters. One of the greatest leadership competencies is ‘managing ambiguity’ – leaders had more questions than answers in the past eight months, but great leaders are asking the right questions, are keeping their employees engaged, are authentic and are successful in navigating this new territory. Great leaders are comfortable with not knowing it all not having all the answers - because you can’t, and it’s ok. They should know where to look and who to ask for the answers. The future – we don’t know what the future holds, and we will have more questions than answers - as is the case today.

I MPA L A PL AT I N UM HO L D I N G S LI M I TE D

PROFILE

IMPLATS’ TOP WOMEN: NONHLANHLA MGADZA - CHIEF AUDIT EXECUTIVE Quote or maxim that has inspired you:

“ T he most powerful leadership tool you have is your own personal example”

5 TIPS ON HOW YOU AS A WOMAN SURVIVE AND THRIVE IN BUSINESS 1. Know your subject and perfect your skill to deliver the best you can 2. Be fair and ethical 3. Clearly understand your strengths and weaknesses 4. Define your end state, stay on course and stay focussed 5. Sharpen your pencil and be ready and willing to learn 6. Believe in yourself and stay true to your values.

I am responsible for providing internal audit services and forensic investigations for the Group. I report to the Group Chief Financial Officer for administrative purposes and the audit committee for functional reasons. To strengthen the independence of my function I report the outcomes of my audits and investigations to the CEO and the Chairman of the Board. Over the course of my career I served in line, middle and senior management positions and have overcome several challenges as a woman in an often male-dominated environment. Notable achievements include setting up a new Group internal audit and forensics division at Implats. Prior to Implats I managed one of the first external clients within a sizable internal audit function. It was established to create capacity for

auditors willing to challenge themselves to do more for less and to spread the culture of corporate governance both internally and externally. Further, I have successfully run four portfolios - including corporate, subsidiaries, IT audits and forensic investigations and conducted quarterly reporting to 15 audit subcommittees. Other proud accomplishments include being awarded the Internal Auditor of the Year in 2018 and achieving excellence for application of best practice in the private sector and in the internal audit fraternity in 2018, the attainment of the latter I attribute to my IGIA team, which I have led for the past 16 years.

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

I have diplomas in business studies and computer auditing as well as BCom and MBA degrees.

the internal and outsourced teams.

ARE YOU INVOLVED IN ANY SOCIAL RESPONSIBILITY INITIATIVES? COULD YOU TELL US ABOUT THEM. My social responsibility initiatives include:

reviews, and upskill themselves in

Internal auditors understand that the fourth industrial revolution is not an unmanned factory. We invest in the

upskilling of our team to ensure they

are equipped to become the auditors

of the future. We use a hybrid service package comprising an inhouse

internal audit function with some

of the specialist audits performed

through outsourced arrangements.

The advantage of outsourcing is the

exposure to international methodologies and emerging trends exchanged among

Automation, digitisation, and continuous auditing, allows our team capacity to

explore performance of more strategic preparation for the required technology driven audit tools.

• Adhoc donations to Sandton AOG Women’s Ministry to support projects such as “Hamba vangeli”

WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED?

• Monetary contribution to my local Methodist church to assist and support communities, especially during Covid

• Emotional intelligence will be key in an environment that will be operating on increased artificial intelligence.

• Donation of groceries for distribution to our needy communities, especially during the holiday season • I give tea and coffee to the security team in my street

• The capacity and willingness to think, find and formulate completely new strategies and find new solutions suitable for ever changing environments

• Donations to family members in need, including those unemployed or unemployable.

• Leaders will have to learn to thrive in what would be considered chaotic and uncertain business

S TA N D A R D B A N K TO P WO M EN L EAD ER S 123

PROFILE

I M PA L A P L AT I N UM HOL DINGS L IMITED

IMPLATS’ TOP WOMEN: NONKULULEKO MABUZA - MINE MANAGER, IMPALA RUSTENBURG (16 SHAFT)

Quote or maxim that has inspired you:

“I can do all things through Christ who strengthens me.” - Philippians 4:13

TOP TIP ON HOW YOU AS A WOMAN SURVIVE AND THRIVE IN BUSINESS I do not think a young woman would need to possess different attributes to a young man. I think any individual who wants to be successful in this industry must be determined and persevere. One needs to be open to learning. The best teacher is, indeed, practical experience, and there is a wealth of it in the people who are already in the industry.

I was the very first female Mine Manager appointed at Impala Rustenburg. I am a shining example of how, if women do their best, it will enhance their exposure and help break new ground. I matriculated from Westville Girls’ High in 2004 and by 2009 had completed a BSc in Mining Engineering at the University of the Witwatersrand with the help of an Impala bursary. I joined Impala Rustenburg full time in 2010 as a Mining Engineer in training and over the past 10 years I have been exposed to both conventional and mechanised mining as well as technical services. As Mine Manager I am in charge of the day-to-day running of the lower mine at 16 Shaft. One of my proudest achievements is being part of a team that delivered two-million fatality free shifts and, more recently, another two million at a capital shaft. The more I learnt about the mining industry the more it became apparent to me that there were ample opportunities for growth for women in both the mining and in the engineering space. ARE YOU INVOLVED IN ANY SOCIAL RESPONSIBILITY INITIATIVES? COULD YOU TELL US ABOUT THEM. I started a charity group with a group of friends called Rustenburg Miniacs. We worked with other charities who shared our passion for uplifting the less fortunate to raise funds for different groups in our community - and communities across the country. In my spare time, I tutor maths and science.

124 STANDARD BANK TO P W O M EN LEADERS

HOW HAS GENDER EMPOWERMENT STRENGTHENED IMPLATS: Gender empowerment has given Implats an edge over its competitors. Promoting diversity has enabled Implats to tap into a previously unexplored reserve. Diverse teams are strong because they see the world through different lenses, enabling different ideas to be explored in solving problems and coming up with innovative ways of doing things. Inclusivity fosters and encourages teamwork. If people feel included, they champion their own personal development and, by doing that, they add value to the space in which they operate and to their sphere of influence. Implats’ gender empowerment policies have made Implats the employer of choice for different groups of people in the marketplace. WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED The framework for leadership is fundamentally the same for all great leaders. Successful future leaders will be those who have an affinity for learning and exploring new avenues or ways of doing things. This will mean having to drop one’s ego now and then and admit you don’t know everything. Innovative leaders will outlast those who are not. Future leaders will have to encourage collaboration between different links in the value chain to maximise output. They will have interpersonal skills to be able to flourish.

K UMUS A C O N SU LTI NG

I N T E RV I E W

CREATING CULTURES THAT EMPOWER INTERVIEW WITH ZIMKHITHA CEZA, FOUNDER AND MANAGING DIRECTOR, KUMUSA CONSULTING WHAT SERVICES DO YOU OFFER? We are a 100% Black Female Owned Executive Search and Talent Acquisition Specialist, offering recruitment strategic partnerships to help organizations achieve their Employment Equity Strategy by promoting gender equality, diversity and inclusion in the workplace.

with women and black talent for leadership, strategic and critical roles. We have created, and continue to build, a strong database of women and black talent to address transformational change challenges, which in turn contributes to our client’s bottom-line.

HOW DO YOU CREATE CULTURES

WHAT HAVE BEEN SOME OF

THAT EMPOWER? In 1994 South Africa experienced its democratic transformation. The Employment Equity Act was passed in 1998 to effect meaningful change and to enhance equality in the South African workplace. As a result, broad-based black economic empowerment has become a rule of engagement for all institutions to really invest in transformation. It has become a requirement for businesses to re-evaluate their recruitment strategies and cultivate transformed cultures.

YOUR MAJOR HIGHLIGHTS? We have a strong database of female leaders and BEE talent, cutting across a wide range of industries to help organisations build a strong talent pipeline.

While we celebrate this great success, there is still a huge inequality gap and economic disparities in the country, especially when we address unemployment issues or underrepresentation of women and black people for leadership roles. In truth, organisations that embrace workplace diversity are more effective and more profitable, with the benefit of gaining preferential procurement. This is where we come in; we help create cultures that empower by partnering with organisations to attract and retain diverse (women and black economic empowerment) talent. We do this, not just to tick boxes, but to ensure that transformation is intentional and realistic. We have a clear mandate to partner with organisations by providing them

One of our major highlights has been our partnership with Servest Group which started in November 2018. Within a very short space of time, we have been able to, and continue to help the organisation, achieve its Employment Equity Strategy by way of appointing a diverse leadership team. We have been able to help them attract top executives by putting women and black talent in strategic leadership roles. YOU HAVE BEEN IN OPERATION FOR 5 YEARS. WHAT CHANGES HAVE YOU

WHAT EXCITING PLANS DO YOU HAVE FOR THE FUTURE? To be regarded as a thought leader and a catalyst for transformational change by creating more dialogue and education on the subject of women and black economic empowerment. We are also targeting the big corporates and global companies looking to recruit top diverse talent for leadership and executive roles. DO YOU HAVE A MESSAGE FOR FEMALE ENTREPRENEURS OUT THERE STRUGGLING TO SURVIVE? Being female is a superpower and the world is our oyster! We have an innate power to impact and influence. We need to come together and be intentional in collaborating with one another and ensuring no one is left behind - we all have a place in the marketplace.

SEEN IN TRANSFORMATION, DIVERSITY AND INCLUSION IN SOUTH AFRICA DURING THIS TIME? Though we still have a long way to go towards achieving a well-balanced transformation scorecard, we are well on our way. Within the past 5 years, more organisations have implemented change management strategies that address transformation, diversity and inclusion. They are placing a lot of value on developing diverse leaders. The rate of women-led and black-led organisations is also on the rise.

CONTACT INFORMATION

Address: 150 Rivonia Road Office Park, The Business Exchange Office, Morningside, Sandton, 2128

Phone: 010 035 4788 / 079 833 6495

Email: zimmie@kumusaconsulting.com Website: www.kumusaconsulting.com

S TA N D A R D B A N K TO P WO M EN L EAD ER S 125

“ N EVER GI VE UP, DON’ T B E A FR A I D O F FAI LU RE A N D B E Y O UR S ELF –

u nap ol og etic a lly .” CONGRATULATIONS ON WINNING THE TOP WOMAN IN PROPERTY AWARD 2020 AT THE STANDARD BANK TOP WOMEN AWARDS CEREMONY. WHAT DOES WINNING THIS AWARD MEAN TO YOU? I am so thrilled to not only have won this category but also to have been nominated for Businesswoman of

the Year. The real estate industry is

one of the sectors where women are still under-represented and female leadership in senior management

positions is lacking. Considering that

CELEBRATING TOP WOMEN:

Ya e l Ge f fe n Standard Bank Top Woman in Property 2020 - artfully uniting extraordinary properties with extraordinary lives

the majority of the agent population is female, I believe that recognition

in prestigious awards such as these will serve to stimulate aspirant

women to take the leap and strive for leadership positions.

On a personal note, it is my hope that the broader public profile

garnered by being nominated as

a finalist in two categories of such a prestigious award will allow me to further spread messages of

By Fiona Wakelin

empowerment and hope among South African women.

YA EL G E F F E N

coaching certification with the

Feminine Power Global Community. I would like to be seen as “The

Queen of Authenticity” and have

they were shocked, they obliged.

are currently promoting ourselves

a peer, I definitely did not want to be

careers. Authentic confidence is what

I advocate. It makes you likeable and more approachable and people want to do business with people that they

like. The keynote talk I give empowers

The best way to celebrate women in

asked them to include me and, although

I realised then and there that although

is hurting our business, sales and

IN LEADERSHIP?

thought to pass it to me. One day I

a keynote talk called ‘Making it without Faking it’. The way we

HOW DO YOU CELEBRATE WOMEN

I N T E RV I E W

you with tools to access authentic confidence.

I did want to be accepted by them as

one of the guys - because I’m not. I’m very much a woman; a feminine one

with a unique skillset that contributes significantly to any table. I also

struggled with self- doubt and I feel far more confident than I used to because I don’t put on a façade, what you see

is what you get. I am not shy and I love asking questions.

leadership is to support them and to

WHAT HAVE BEEN SOME OF YOUR

encourage other women to strive for

MOST MEMORABLE MOMENTS AS

WITH AN INTERNATIONAL

top positions and to fulfil their dreams.

CEO OF LEW GEFFEN SOTHEBY’S

PORTFOLIO WHAT TRENDS HAVE

Too many women still see other

INTERNATIONAL REALTY?

YOU NOTICED IN THE PROPERTY

women in business as the enemy,

A 3rd generation family business

MARKET THIS YEAR?

as fierce competition to be knocked

certainly has its pitfalls but it’s also a

down. Additionally, we have been

wonderful journey working alongside

taught a “lack” mentality since we were

your family and creating a legacy.

little; that there is only space for a few.

And whilst the pandemic has been

It’s such a self-limiting outdated belief,

enormously disruptive and challenging,

there is space for all of us because

leading in the time of COVID has really

we have so many different attributes.

been a stand-out experience; I feel

It’s only by standing together,

closer to my franchise business owners

breaking our inner glass ceilings and

and agents than I ever have before.

will recognise their true potential and

WHAT HAVE BEEN THE MAJOR

a lasting effect on future real estate

and design trends, and we are already

WHAT ARE YOUR MAIN FOCUS AREAS? I advocate strongly against GBV and child abuse. My approach is a little

different with regard to GBV because

I feel we need to include men more in this conversation not alienate them. I am busy completing my professional

design trends.

Larger living spaces - The past few

years have been about compact, low wise gardens but, after months of

confinement, many people are now

OBSTACLES IN YOUR CAREER AND HOW DID YOU OVERCOME THEM?

AS AN ACTIVIST AND SPEAKER

seeing the shift in buyer priorities and

maintenance homes with small, water-

supporting one another that women their considerable power.

The coronavirus pandemic will have

beginning to realise the importance

of having a substantial living space, a

dedicated home office, ample outdoor

Age-old stereotypes and prejudices

against which we have to battle daily,

space and amenities.

I experienced my lightbulb moment

In-house amenities - we are already

years ago and was the only female in

amenities within the home that offer

worked. The guys would toss a football

such as movie theatres, gyms and

especially in male-dominated sectors. when I lived in New York several

noticing an increased desire to create

management at the company at which I

authentic experiences of activities

around at every meeting but they never

restaurants/bars.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 127

I NT E RV IEW

YA E L GE F F E N

IF YOU HAD ONE EXTRA HOUR IN THE DAY, HOW WOULD YOU SPEND IT? Mountain biking with my family and then baking something wicked like chocolate brownies!

WHAT MESSAGE DO YOU HAVE

“YO U CA NNOT P O UR FROM an em pt y c u p ”

FOR THE ENTREPRENEURS OUT THERE STRUGGLING TO SURVIVE? Never give up, don’t be afraid of failure and be yourself –

unapologetically. Keep your eye on

your vision and don’t allow yourself Decentralisation – as recently as

last year, it was expected that by 2050, around 70% of the world’s

population would be living in cities, but it’s a forecast that’s probably

going to need revision as we are

already seeing a move away from urban living, with more and more

people seeking suburban and even rural lifestyles.

HOW DO YOU RELAX? Family is the cornerstone of

everything. Quality time with my

son and fiancé is what relaxes me

most and whenever possible we do things like take walks in the park

with our dog; it’s one of our great de-stressors. I started mountain

biking almost a year ago and I love it, it’s such a great outdoor family sport. I thrive in nature and have always lived close to a park, no

matter where I have lived in the

world. If I am experiencing major burn out, a Netflix series binge

while eating a peppermint crisp

chocolate and wine gums seems to be the perfect antidote.

to be distracted by external factors over which you have no control. Continually network and build

meaningful relationships wherever possible. Make it your business

to know who your competitors are and how you can better the same

offer or add more value. Always be transparent, authentic and ethical

so that nothing can ever come back to bite you – and you will more

easily gain the trust and support of those with whom you work. Be the person that people

want to root for to succeed, not the person they want to bring down.

In South Africa, Lew Geffen

Sotheby’s International Realty

is a national company with the market leader and flagship

Lew Geffen Estates established in 1982 by Lew Geffen, infusing

local knowledge, know-how and

credibility – the perfect partnership for today’s sophisticated property market.

128 STANDARD BANK TO P W O M EN LEADERS

R achel

A HEART FOR TH

R A C HEL KOLI SI

Born in Mafikeng and raised in

I N T E RV I E W

DO YOU HAVE ANY ADVICE FOR

Grahamstown, Rachel Kolisi is

MAINTAINING A HEALTHY HOME/

“passionate about empowering and

WORK LIFE BALANCE - ESPECIALLY

encouraging women to be strong in who

IN THESE TIMES?

her husband, Siya, Rachel co-founded

come first - you can’t pour from an empty

and where they are now”. Along with

Taking care of yourself always needs to

the Kolisi Foundation, which aims to

cup. Lockdown is requiring a lot from all of us and it’s vital to make sure you’re taken

change the narrative of inequality in

care of. Another thing is to always try and

South Africa by providing assistance and

opportunities to people in vulnerable and disadvantaged communities. Rachel is

also the co-owner of Rise, a movement

dedicated to helping women live more purposeful lives through health and

fitness. Aside from the philanthropy work she does, Rachel strives for

balance and good in all facets of her life - home, work and community. She has a deep desire to see all

South Africans thrive and live out

their dreams and ambitions. Through

her humanitarian efforts, she has

headed up a number of community

projects which have brought about transformation for many

different communities.

We sat down with Rachel to discuss

make sure your space is organised and

how we can meaningfully uplift South

of who is doing what around the house.

love to have dinner with.

HOW DO YOU THINK WOMEN CAN

PLEASE DESCRIBE THE PURPOSE

I think one thing that COVID-19 has shone

you’ve got some sort of structure in terms

the initiatives so close to her heart, African women and who she would

UPLIFT EACH OTHER? a light on is that it’s taught us all to take

OF BOTH THE RISE WOMEN

a step back and check in with people to

ORGANISATION AND THE KOLISI

see how they’re coping. We get so caught

FOUNDATION. Our vision at Rise is to unite women

up in our own issues and it’s important to

The organisation was birthed out of a

a long way and it’s sustainable.

help women live more purposeful lives

DO YOU HAVE TIME TO READ? WHO

believe women live their best lives when

I don’t actually have much time to read,

Kolisi Foundation, after the World Cup,

we were on one of our foundation trips,

legacy – and through the work we’ve

I just wanted to understand the local

what we’d like to tackle going forward.

with. It was very informative. More

AS A WORKING MOTHER, HOW

Bevere, and it was fantastic read.

communicate with those we love - it goes

in South Africa in a common cause.

place of desperation - we wanted to through health and fitness. We truly

ARE YOUR FAVOURITE AUTHORS?

they’re at their healthiest. Regarding the

but I recently borrowed a book while

we knew we wanted to leave behind a

which I loved. It’s called Gang Town and

done so far we’ve been able to establish

communities of the people I was working recently, I read Lioness Arising by Lisa

HAVE YOU MANAGED TO SURVIVE

Kol i s i

HE NATION

LOCKDOWN?

WHAT WOULD YOU DO WITH

Navigating being a working mother and

AN EXTRA HOUR IN THE DAY?

it’s been a bit of a juggling game. I make

an extra hour!

fun time is really fun. I wake up an hour

IF YOU COULD HAVE DINNER

and that my days are well planned out.

- WHO WOULD THEY BE?

possible is always a good thing.

Winfrey, Sandra Bullock and Ayesha Curry.

lockdown has meant a lot of pressure and sure we separate work and play and that

Probably sleep. I would gladly take

earlier to ensure I have a bit of “me time”

WITH 5 PEOPLE PAST AND PRESENT

As much structure and organisation as

Joan of Arc, Nelson Mandela, Oprah

S TA N D A R D B A N K TO P WO M EN L EAD ER S 129

D E A L M A K IN G F O R I M PAC T I N AF R ICA INTERVIEW WITH KEDIBONE IMATHIU CO-FOUNDER AND DIRECTOR OF KAZI CAPITAL specifically, investments. I also want to drive a change of the old narrative in financial services about the lack of women founders. Kedibone Imathiu serves on the board of Kazi Capital’s portfolio company, the Sekta Group, as well as on independent boards of financial services firms such as AIG South Africa, Federated Employees Mutual Association (FEM), and Old Mutual Investment Services Nominees. Born in the Eastern Cape’s town of Mthatha in South Africa, Kedibone is also Co-Founder and Director of Kazi Capital, a private equity investment business. Kazi Capital is considered one of the top genderempowered companies in South Africa. As she transitions from South Africa to take on a broader role on the continent, while based in Nairobi, Kenya, we interview Kedibone to glean some gems of wisdom from her journey. THE WORLD OF FINANCE AND INVESTMENTS IS PREDOMINANTLY MALE-LED. HOW DID YOU FIND YOURSELF IN THIS SPACE? For me, the co-creation of Kazi Capital as well as my appointment to various boards and board committees came from an inherent desire to pursue an entrepreneurial career in finance and

When I was growing up in the Eastern Cape I was inspired by Nonkululeko Gobodo, the first black female Chartered Accountant (CA) who sparked my initial motivation to become a Chartered Accountant, a classic story of the power of role-models. WHAT UNIQUE QUALITY DO YOU THINK WOMEN BRING TO THE FINANCIAL AND CAPITAL INDUSTRY? Traditionally in society, women are generally more inclined towards building and maintaining cohesive families and communities, in which all members have a unique role to play for them to be effective and harmonious. I think the representation of women in the financial services and investment industry brings that necessary balance and natural inclination to steer capital and other resources into investments that positively impact broader stakeholders and the greater community in which businesses operate.

WHAT WOULD YOU CONSIDER TO BE YOUR GREATEST ACHIEVEMENT TO DATE? Being a mother to two amazing humans – I count it a success simply

130 STANDARD BANK TO P W O M EN LEADERS

because the whole experience brings such growth and joy. Then professionally, it would be the establishment of Kazi Capital. This has been a case of believing not only in myself, but also in the dreams of the entrepreneurs we’ve partnered with, enough to take bold steps that are yielding good returns as well as making an impact on the lives of many. My work at Kazi has also enabled me to deliberately apply my talent and skills to change the economic landscape for more diversity and inclusion of women in the economy and to create muchneeded jobs. Kazi Capital is invested in the Sekta Group, an industrial services platform which employs up to 1,500 employees. The investment has allowed Kazi Capital to enter a sector providing critical industrial services for South Africa’s economy seldom led by women. WHAT WOULD YOUR ‘WORD OF ADVICE’ BE TO ASPIRING WOMEN LEADERS IN THIS INDUSTRY IN A POST-COVID-19 WORLD? The world is changing at an accelerated pace, so much greater levels of agility are required in the capital investment industry. This means being able to change and adapt as your sectors of interest evolve, collaborating to explore and create joint positive outcomes,

K A Z I C AP I TAL

and having a proactive and disciplined approach in executing your strategy through decisive action. Don’t be afraid to chart your own path, or of the unexpected changes in direction that your path may take. WHAT ARE SOME UNIQUE CHALLENGES WOMEN FACE IN THE SECTOR AND HOW HAVE YOU OVERCOME THESE? The sector is still very male-dominated. This goes for both the investors and networks for access to deal flow. The way we as Kazi Capital overcame this, was by partnering across a variety of bank funders, and strategic equity investors, and always making sure that there is a clear alignment of broader strategic outcomes beyond just the IRRs in the investments we make. We could not have done this without the ability to build and maintain relationships. We also learned our lessons along the way on choosing the right partnerships. Finally, the team was also part of the inaugural participants in the South African Venture Capital Association’s (SAVCAs) Fund Manager Development Programme aimed at accelerating transformation in the South African private equity industry.

investments and who have the capability and desire to add value to investee companies from a strategic vantage point. So going into investments, we champion transformation - aiming to assist management teams to transform the business not only from a black female equity ownership perspective, but holistically across all the elements of management control, employment equity, skills development, procurement, and supplier and enterprise development.

“DON’T BE AFRAID TO CHART YOUR OWN PATH...”

I also chair the Social and Ethics Committee of Sekta Group whose mandate is driven by the UN Sustainable Development Goals. Here, alongside aligned company executive leadership, I am able to influence what policies are in place towards the achievement of environmental, social, and governance practices the business aspires to for its sustainability.

HOW HAVE YOU HELPED TO INTEGRATE

NOW THAT YOU ARE EXPANDING OUT

THE DRIVE FOR SUSTAINABILITY INTO

OF SOUTH AFRICA, WHAT IS YOUR

THE COMPANIES YOU HAVE INVESTED

POSITION ON DOING BUSINESS IN

IN OR ON WHOSE BOARDS YOU

AFRICA? Each African country - and region has unique risks to consider when determining worthwhile opportunities on the continent. A number of South African businesses looking for Rest of Africa (RoA) growth have failed to make some important linkage such as the fundamentals in some regions being strongly linked to commodity cycles. Despite that, I am cautiously bullish on the long-term growth prospects in Africa stemming from a growing urban population and a need for import replacement that has proved to be even more urgent as a result of the COVID-19 pandemic.

SERVE? I participate in critical board subcommittees, such as the Remuneration and Nominations Committee (Remco), where many of the critical decisions that can bridge the wage gap and gender pay gap are debated and recommended. I currently chair the Remco of FEM and serve as a member of Remco at AIG South Africa. At Kazi Capital, we pride ourselves on being part of the new generation of Broad-Based Black Economic Empowerment (B-BBEE) investors who embody a hands-on approach to

I N T E RV I E W

WE UNDERSTAND THAT YOU ARE A FIERCE MOUNTAIN CLIMBER. HOW HAS THIS HOBBY INFLUENCED YOUR LEADERSHIP STYLE? One of the ways in which mountain climbing has influenced my leadership style is in knowing when my style needs to adapt to the changing environment around me and the changing needs of the organisation. To draw a parallel, you need to know when collaborative leadership must quickly change to a more authoritarian leadership style, especially when severe weather patterns present a risk to your team on a mountain trek!

CONTACT INFORMATION Physical address: Unit 24, 2nd Floor, 1 Melrose Boulevard, Melrose Arch, Johannesburg, 2196 Website: https://www.kazicapital.co.za/

S TA N D A R D B A N K TO P WO M EN L EAD ER S 131

TOP 5 COMPANIES ACING

GENDER POLICY IMPLEMENTATION By: Charndré Kippie According to The World Economic

The National Development Plan (NDP),

action in the fight for gender equality

for 2020, South Africa’s women

that is most distressed by inequality,

SA has considerably more women

Forum’s (WEF) Gender Gap Index

occupy 38% of senior level positions in business organisations – that is

managerial and CEO roles. Of all the enterprises recorded on the JSE,

3.31% of CEOs listed are female. The

most important question, at this point, is: How do we get this right for a better future?

WHERE WE’RE AT

The journey towards achieving gender equality in the workplace has been

more than challenging over the past

decade for most companies, globally and nationally, to say the least; the injustices women are presented with in the

workforce, and poor representativeness in workplace environments, can be

traced back to ‘old-fashioned’ norms and ideological cultural practices. In 2020, women still remain under-represented

within many sectors, and most patently

so at leadership levels in organisations. “Despite the broad acknowledgement that gender and diversity concerns should be addressed, there is a lack of clarity as to

pinpoints women as the demographic

poverty and unemployment. The NDP Executive Summary (2030) presents detailed accounts of future equality objectives which the government is

actively working on obtaining for the

graduates than men, and our statistics show that South African women

(within corporate settings) have great aspirations for success.

nation. The following aspirational

Transformation has, unfortunately, always

• Increase employment from 13 million

Africa especially. Previously, the counter

• Ensure that skilled, technical,

stages of its democracy. Today, more

milestones have been outlined: in 2010 to 24 million.

been a slow process for corporate South was that South Africa is still in the early

professional and managerial posts

than a quarter century since its inception,

gender and disability makeup.

remains, for the most part, slow. Some

better reflect the country’s racial, • Reduce inequality – The Gini

coefficient should fall from 0.69 to 0.6.

• Broaden ownership of assets to

historically disadvantaged groups.

• Realise a developmental, capable

and ethical state that treats citizens with dignity.

• Broaden social cohesion and unity while redressing the inequities of the past.

• Play a leading role in continental

development, economic integration and human rights.

what steps should be taken to effect lasting

While all these aspirations are noble,

Manager: People and Organisation Division

stages, and towards transformative

change.” ─ Anelisa Keke, PwC Senior

across our nation. As it stands,

we need to move beyond the planning

132 STANDARD BANK TO P W O M EN LEADERS

the pace of reformation in corporate SA companies tend to approach diversity

grudgingly, seeing it as an inconvenience that needs to be maintained in order to appease regulatory requirements.

“Achieving gender parity throughout the workplace is one of the most crucial

challenges that business leaders face

today. The quality of women’s talent and leadership is very important to business – the skills and experience that they

bring, including those gained outside of the workplace, have proved to be

essential in strategic decision-making and ethical, sustainable enterprise.”

─ Anastacia Tshesane, diversity and

inclusion leader for PwC Southern Africa.

T O P 5 C O MPA N I ES A C I N G GEN D ER PO L I C Y I MPL EMEN TATI ON

The upskill and development of employees

WHAT WE NEED TO MOVE TOWARDS

has been a key focus for Moolmans. Their

The best way to attempt to remedy the slow pace of change in companies,

training facilities currently provide certified

is to track existing trends and strategy outcomes of leading enterprises who

training in the essential engineering

are seeing some success in terms of gender policy implementation. From this

trades. At the end of 2019, 11% of the

insight, we may recognise what elements are lacking in organisations, what

apprentices for their training programme

needs to be adjusted, and how to accelerate the reparation of the gender gap.

AVENG-MOOLMANS MINING

were female, of which 94% were historically disadvantaged South Africans (HDSA).

The gender scale for their learnership and

counter strategies to the COVID-19

Business group Forbes recently published

pandemic factored in substantially, when

work for in the world. Along with four

at any given company.

Moolmans Mining (Moolmans being the

“Aveng’s high position may come as

of Aveng) made it onto this list, coming in

uphill to survive South Africa’s crumbling

based on a Statista survey, which polled

with its own operational issues which

anonymous, full-time and part-time

construction group in the country, to just

it was acknowledged that employers’

operational loss.” ─ Business Tech SA

a ranking of the 750 best companies to

other South African companies, Aveng-

E D I TO R I A L

determining how employees felt, working

apprenticeship programme currently sits at 6% women and 94% men ─ shockingly

slanted, but still a step in the right direction for the previously exclusively-male

mining sector. Via their apprenticeship

South African contract-mining subsidiary

a surprise, as the company has faced

at 604th place. This ranking is allocated

construction sector, while also dealing

and interviewed more than 160,000

have seen it fall from being the biggest

workers, from 58 countries. This year,

recently managing to pull back from an

learning programme, employees received their National Certificate: Business

Administration Services NQF 4, of which

51% of the learners are female. This serves to equip more and more women in SA with the necessary skills and qualifications to

advance to leadership positions in mining. A big factor in Aveng-Moolman’s Forbes ranking, was the implementation of its

Aveng was one of the

establishments recognised for its

speedy response to safeguarding the wellbeing of their employees during this time especially. As of

their Sustainability report (2019), Aveng has:

gender equality plan. Representation of women in senior leadership positions

has improved since 2019. Their gender equality plan aims to bridge the gender gap, focusing on core areas, such

as leadership accountability, gender

composition, gender pay equity, flexible

•

Achieved level 2 BBBEE

practices, and a gender inclusive culture.

•

Increased Black

• Focusing on recruitment processes

In 2020, their key milestone areas were:

contributor status

representation in their

corresponding with employment equity

previous 40,3% to 41,21%

representation targets in Moolmans

middle management from a •

Spent R3,4 billion with

transformation committees

• Increasing and retaining black and

owned suppliers)

female employees in senior and

McConnell Dowell

Constructors Ltd. embedded a diversity and inclusion

• Continuing to advance gender

representation through workplace

Black-owned suppliers

(20% with Black women•

policies to achieve black and female

policy across its operations

technical roles

• The appointment of women and local/ nationals into key senior roles across McConnell Dowell

S TA N D A R D B A N K TO P WO M EN L EAD ER S 133

NESTLÉ This year, Nestlé was acknowledged by the Bloomberg Gender Equality Index (GEI) for its transparency in gender reporting and enhancing women’s

equality. This highlights Nestlé’s efforts in empowering women across its

value chain, and continuously creating opportunities for equal opportunities and access for all its employees. Nestlé’s diversity and inclusion

programmes, globally, continue to be

a leading strategy across the majority of the GEI reference index’s five core gender equality pillars:

• female leadership and talent pipeline • equal pay and gender pay parity • inclusive culture • sexual harassment policies • pro-women brand Nestlé’s new Global Parental Support

Policy facilitates the company’s strategy for fostering a more inclusive workplace environment. In 2019, Nestlé presented

“We launched a new Global Parental

parity, and positioning new targets to

roles are no longer solely defined along

Balance Acceleration Plan prioritises the

Support Policy, recognising that parental gender lines. The policy extends parental leave for primary caregivers from 14

weeks previously to 18 weeks fully paid, establishing a minimum of four weeks

for secondary caregivers.” ─ Béatrice Guillaume-Grabisch, Executive Vice

President Nestlé S.A & Global Head of

Group Human Resources and Business Services.

an action plan to grow the number of

Nestlé has prioritised gender balance in

globally by 2022.

building momentum in its fight for gender

women in senior executive positions

all its HR practices globally, and is now

accelerate transformation. The Gender following actions:

• Training management leaders to build an inclusive work environment

• Encouraging employees to utilise

Nestlé’s paid parental leave program and flexible work policies

• Preparing high-potential women for

senior executive positions via mentors and sponsorships

• Recruiting and campaigning for more women in senior executive positions

• Holding senior leaders accountable to deliver gender-balanced results, with clear targets

• Equal pay in working towards mending the existing gender pay gap

• Recording and publicising progress in the Nestlé’s annual Creating Shared Value report

“The Nestlé Gender Balance

Acceleration Plan strengthens our

existing commitment to enhance gender balance in our workforce. We are

confident that everyone, men and women, will play a key role in advancing gender equality and creating a better place to

work.” ─ Béatrice Guillaume-Grabisch, Executive Vice President Nestlé S.A &

Global Head of Group Human Resources and Business Services.

134 STANDARD BANK TO P W O M EN LEADERS

T O P 5 C O MPA N I ES A C I N G GEN D ER PO L I C Y I MPL EMEN TATI ON

JOHNSON & JOHNSON

“Gender Fair® is a public benefit

Although they’re busy with developing

corporation that reports on how

doses of a proposed new Johnson &

as leaders, employees, customers,

produced in a Port Elizabeth factory this

the UN’s Women’s Empowerment

a COVID-19 vaccine (300 million

companies serve and treat women

Johnson COVID-19 vaccine could be

and citizens, using metrics based on

year), Johnson & Johnson has been

Principles.” ─ Genderfair.com

130 years, and keeps making significant

Johnson & Johnson is the only

empowering women across the globe for

E D I TO R I A L

strides in addressing gender parity.

pharmaceutical company to receive

Today, Johnson & Johnson is certified

Index for family-friendly policies, as

to Innovate Global Health. As a leading

and paternity leave periods, pushing

space, Johnson & Johnson was listed as a

inclusive practices with employees,

due to promoting gender equality in terms

They’ve also spent millions on

philanthropy and advertising. With this

a women’s mentoring program which

select group of enterprises accelerating

with top-tier women front-runners

a perfect score in the Gender Fair

Gender Fair for Empowering Women

they advocate for extended maternity

company in the employee gender policy

management leaders to utilise

company that meets Gender Fair standards

such as unconscious bias training.

of female leadership, employee policies,

various business suppliers, starting

accolade, Johnson & Johnson joins a

connects women-owned businesses

equality, namely Microsoft and P&G.

and procurement.

T-SYSTEMS SOUTH AFRICA

“We believe in inclusive

The T-Systems executive committee

winner, T-Systems SA, has shown

betterment of our country and its

the past ten years, having undergone

investing in young women. The GMAs is

of a culture that recognises and

exists to motivate and publicly celebrate

the benefit of the individual and the

their meaningful representation of

affirmation that we are continuing

Gender Mainstreaming Award (GMA)

transformation, not only for the

exemplary behaviour when it comes to

people, but also for the creation

a programme of Business Engage which

celebrates individual diversity to

businesses (listed and non-listed) for

company. These accolades are an

women in the workforce.

to make a positive impact with our

has dramatically transformed over expressive gender constructive

changes since then. T-Systems’ board has experienced related

positive changes, now comprising of 67% female representation.

Winning the Executive Committee in Multinational award, and taking

Nation Building

second place in the Women on

Strategy, which

Boards category, is indicative of

outlines our

T-System’s devotion to maintaining

commitment

these improvements. T-Systems

to embracing

also invests heavily in the skills

the magic of

development of rural residence

‘all people’,

via its Hazyview Digital Learning

regardless of

Centre (HDLC) in Mpumalanga –

gender, race,

an initiative which benefits women

age or disability.”

– Gert Schoonbee,

MD of T-Systems SA.

from poor backgrounds, and where women make up 86% of all HDLC non-paying students.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 135

E D I TOR IAL

T OP 5 COM PANIES ACING GENDER POL IC Y IMPL EM EN TAT I O N

Africa was listed as a ‘hot spot’,

So, what can we actually learn

suppliers of Beauty & Personal

target its efforts towards the

Take a look at this checklist:

Refreshment products, with sales in

representation across the board.

UNILEVER Unilever, one of the world’s leading

where Unilever could purposefully

Care, Home Care, and Foods &

enhancement of women’s

over 190 countries, just recently won the 2020 Catalyst Award for their

inclusive, safe, fair and purpose-led gender parity mission. The award

Unilever’s Award-winning initiative highlights:

• Tools and processes that drive

came as no surprise after the recent

gender equity in recruitment

Unlocking the Future’ global initiative.

Gender Appointment Ratio, which

appraisal of their ‘Changing the Game,

Changing the Game, Unlocking

the Future is a core component of

Unilever’s Sustainable Living Plan,

which is a proposal for developing the business and making a positive social

impact. The initiative lengthens across and boosts Unilever’s 2013 Catalyst Award-winning initiative, by setting

a goal to achieve gender steadiness across management levels by 2020, through developing a mindful and

sustainably inclusive culture. Senior

and advancement, including the is a measurement used to track senior leaders’ verifications in recruiting women.

• Customised work-life and

flexibility assistance, based on

the function and position held by

from these leading enterprises?

It is not enough to merely

abide by gender equity policies

and legislation. Companies need to heavily invest proper training and

skills absorption of women employees to further mend the gender gap.

There needs to be a higher level

of transparency in gender reporting amongst companies – all heads of

business must be held accountable for delivering gender-balanced results. Businesses should align

women employees - Unilever’s tea

themselves with the benchmark

case studies in this regard.

themselves on track with gender

plantations and factories are great • Mentoring, sponsorship, and

coaching programs for women -

offered both formally and informally. • Safety measures and need-based

leaders analysed workforce metrics

accommodations are used to

distinct functions and domains with the

working conditions, especially in

across the company, discovering the

ensure comfortable and inclusive

most room for growth.

hot spot areas.

criteria of Gender Fair®, keeping equality practices and trends.

There needs to be meaningful

representation of women in the workforce – long term rather

than periodically or via once-off awareness campaigns.

Businesses need to invest in the

necessary tools and processes for

tracking growth and trends within the organisation – measurements and

analytics can be used to identify pitfalls and better the quality and execution of gender equality strategies.

Interested in learning more about

empowerment and gender equality? Check out our Standard Bank Top Women Masterclass Series.

CLICK HERE

136 STANDARD BANK TO P W O M EN LEADERS

K EL L O GG’ S S O UT H A FRI CA

A DV E RTO R I A L

AT KEL LO GG’S S O UTH AFRI CA, ENABLI NG WOM EN IS K EY TO TH E CO MPA N Y ’S DI VERSI T Y AND I NCLUSI ON AG EN DA The global food giant Kellogg is a leading food company that helps to nourish families, so they can flourish and thrive. The company’s food offering is broad and includes a range of breakfast cereals, the potato stackable chips Pringles, a a versatile and satisfying instant noodles range. Kellogg’s commitment to diversity can be traced back to its founder, W.K. Kellogg, who was a pioneer in employing women in the workplace and reaching across cultural boundaries.

than 100 years later by making diversity and inclusion one of its priorities. This is woven into how the organisation does business - diversity

ABOUT KELLOGG’S SOUTH AFRICA

Kellogg’s is a world’s leading food company. At Kellogg’s, we are driven to enrich and delight the world through foods and brands that matter. Our brand portfolio includes – Kellogg’s® Corn Flakes, All-Bran®, Special K®, Rice Krispies®, Coco Pops®, Strawberry Pops®, Granola, Pringles® cereal bars and Kellogg’s Instant Noodles® to nourish families so they can flourish and thrive. Through the Better Days® programme, the company provides 3.5 million servings of cereal and milk to South African school children a year. To learn more about Kellogg’s, visit www.kelloggs.co.za or follow us on Twitter @KelloggsZA and on Facebook @KelloggsZA

and inclusion is a competitive advantage, better enabling it to attract and retain talent and meet the needs of its diverse consumer base.

is driven through multiple Employee Resource Groups and in South Africa, Women of Kellogg (WOK). This is the company’s first truly global Employee Resource Group with chapters in every region the company operates in. WOK empowers women to use their unique abilities, insights and talents. The platform engages men at Kellogg to advocate for gender equality in the workplace in support of individual collective advancement and business improvement. The company enables an environment that mentor programmes and networking opportunities locally, in the company’s AMEA (Africa Middle East and Asia) region

a daunting time as this means women need to consider what work-life balance would mean to them and how they would adjust back to the work environment. As an organisation, we needed to make available life solutions to enable them to navigate the parental process External Relations and Lead of Women of Kellogg’s at Kellogg’s South Africa. THE KEY HIGHLIGHTS OF THE PARENTAL TOOLKIT ARE: • Lactating private rooms are available for moms to express breast milk should they

At Kellogg, the Diversity and Inclusion agenda

supports women through

Kellogg’s we know that a decision to start or

easier” says Zandile Mposelwa, Head of

The company continues his legacy more Zandile Mposelwa

Toolkit that the company launched. “At expand one’s family is an exciting but could be

range of convenient wholesome snack bars and

Head of External Relations

One example of these solutions is the Parental

choose to continue feeding their babies breast milk. “In a society where, working moms sometimes feel that going back to work means they have to stop breastfeeding, this policy gives Kellogg’s employees the confidence to make choosing to breastfeed an easy decision” continues Mposelwa. • Keep-in-touch policy allows employees on maternity leave to optionally opt to be informed and attend business conferences, training or be informed of job openings in line with their career plans. • The introduction of paid adoption parental leave for both female and male employees. • Employees have an option for flexible working hours or location for those working in the company’s production facility. • On return from maternity leave, the new

and globally, addressing

mom is referred to the company’s Employee

unconscious bias and enabling

Wellness Programme for support in

work-life solutions in some of

adjusting to their latest developments at

the women’s critical life stages.

home and at work. S TA N D A R D B A N K TO P WO M EN L EAD ER S 137

“Balancing out the stereotypical masculine and feminine leadership qualities is needed in the modern world”

EDWARD SNELL & COMPANY ARE LEANING FORWARD IN DRIVING GENDER DIVERSITY More than 170 years on, Edward Snell & Co., South Africa’s largest independent spirits business, continues to produce and market world-class brands that are firm favourites amongst South African consumers. Newly appointed Managing Director, Karin Krause Wessels, talks about her new role, her plans for the company, and the importance of women in leadership.

rause Wessels’ 20-year career path has been highly cross-functional in nature, including roles spanning marketing, sales, key account management, business strategy, consumer insights, and capability building. She has also worked across markets in Africa, Europe and the Middle East, predominantly within the FMCG sector. She started her tenure at Edward Snell & Co. as Head of Marketing in 2017. She focused her attention on the company’s much-loved and award-winning brands, including a local brand portfolio and four key international principal portfolios, namely those of William Grant & Sons, Rémy-Cointreau, Proximo Spirits, and Stroh. In May 2021, Krause Wessels was appointed Managing Director of Edward Snell & Co.. On asking what becoming the Managing Director means to her, Krause Wessels responded, “I have always believed that people are at their best when they are in service of something greater than themselves. I, therefore, feel an immense sense of gratitude to be in the position I’m in, as this role allows me a bigger platform to be of greater service.”

From its early beginnings in 1848, Edward Snell & Co. has continued to build capabilities in spirits distillation, manufacturing, distribution, sales and marketing. The company services a broad customer base in South Africa, as well as in other parts of predominantly Africa and the Middle East. In line with the company’s values, Krause Wessels’ strategic focus for the company is driving it towards an even more purpose-filled future. “At Edward Snell, we see ourselves as part of a larger, interdependent ecosystem. As our business and our brands do well, the interests of all our stakeholders and the communities in which we operate should positively feel that impact too. Therefore, by continually growing our business’ profit and purpose, and creating shared value for our stakeholders and communities, we are able to drive a flywheel of positive change in the world. All too often businesses have a culture of winning at all costs, yet the human component of how they get there is neglected. We believe in unlocking individual greatness and championing transformation for good. The road to transformation will not always be easy, but at Edward Snell, we will continue to pursue

greatness for good over the next 170 years,” said Krause Wessels. When it comes to being a woman in a top leadership position, Krause Wessels believes that balancing out the stereotypical masculine and feminine leadership qualities is needed in the modern world. “It’s vitally important to embrace the diversity and inclusiveness we see in the population and bring that into businesses. For too long, the ideal image of a leader has been more masculine in style. People who are accustomed to the masculine style may see women leaders, who tend to be more inclusive and drive co-operation, as too soft or weak and believe that the more aggressive masculine style is better suited for senior leadership. In reality, nothing could be further from the truth. For sustainable transformation, we need to balance out the male caricature that leadership has become, to that of a more balanced, social and representative ideal.” Her advice to aspiring women leaders is to not wait for doors to magically open for you, or simply walk through the doors that do, but to rather intentionally build new gateways of possibility for yourself and those around you.

BEYOND AWARENESS:

TOP SA COMPANIES TAKE ACCOUNTABILITY DURING 16 DAYS OF ACTIVISM By Charndré Emma Kippie What the stats show: The 16 Days of Activism Campaign,

geared towards rectifying violence against women and children, is an initiative of the United Nations, which takes place

annually from 25 November (International Day of No Violence against Women)

to 10 December (International Human

Rights Day). In light of the increase of

gender-based violence cases in South Africa, the government instated the

Emergency Response Action Plan on

Gender-Based Violence and Femicide,

in September 2019. These allocated 16 Days of Activism stand as the pivot of

our government’s extensive 365 Days of

Activism for No Violence Against Women

and Children Campaign. During this time, civil society, government officials and the private sector are committed to holding a sequence of critical community and

sector conversations, and eye-opening

movements, geared towards fostering a

collaborative effort in dealing with GBVF.

140 STANDARD BANK TO P W O M EN LEADERS

• During 2019/2020, 53 293 sexual offences were reported:

an average of 146 per day, and amount that has increased

from the 52 420 recorded during the 2018/2019 period. Most of these were cases of rape. (SAPS Crime Stats).

• During the 2019/2020 period, an estimate of 2 695 women

were brutally murdered in the country. This reveals that every three hours one South African woman is killed.

• At the commencement of level 3 lockdown, 21 women

and children were brutally slain within a two-week period.

Hence, the South African president cited “…two devastating epidemics: Covid-19 and GBV”.

• South Africa ranks at 4th place when it comes to the highest global female interpersonal violence death (rated amongst 183 countries listed by the WHO). • Femicide is five times higher in South Africa than the global average.

• South Africa has a rate of intimate femicide-suicide

that greatly exceeds reported rates elsewhere and clearly reflects the high rate of intimate femicide (the killing of a woman by her intimate partner).

B EYOND AWA R EN ES S : T O P S A C O MPA N I ES TA K E A C C O UN TA BI L I T Y D UR I N G 16 D AYS O F A C TI V I SM

E D I TO R I A L

In an effort to play an impactful role in addressing GBVF in the country, during the 16 Days

of Activism Campaign, many

companies have come to the battle lines to action change

and societal transformation, in

hopes of shaping a safer future for the women and children of our nation.

ANGLO AMERICAN

that have been dramatically altered due to the Covid-19 pandemic.

Mining industry leader, Anglo American, has committed to initiating robust steps

“It became clear in the early stages of

(GBV), presenting extensive measures

diverted public services, lockdown

its mines and larger mining communities

were increasing incidents of domestic

Dignity Programme – launched last year

‘shadow pandemic’ alongside the health

towards remedying gender-based violence

the pandemic that economic distress,

for tackling GBV and harassment within

measures and many other factors

across South Africa. Their Living with

violence. We worked to fight the

– stands as a pledge of their allegiance

and economic impacts of Covid-19.”

in the country that are geared towards

Engagement at Anglo American.

and the prevention of bullying and

Anglo’s intermediations this year include

surrounding mining locations.

educating people on how and where to

“We have extended our efforts to combat

collaboration with the University of

gate because we believe we can only

care to recognise and refer incidences

business by tackling the root causes in

partnering with the National Shelter

– Hermien Botes, Head of Sustainability

Nations Women) to assist 22 shelters,

– Hermien Botes, Head of Sustainability

to a series of integrated intermediations reducing harassment and GBV at work,

a mass communications campaign

violence against women and children in

receive help, and leveraging Anglo’s

GBV and harassment beyond the mine

Pretoria on community-oriented primary

sustain meaningful change inside the

of domestic violence. They also include

homes, schools and communities.”

Movement (and De Beers with United

Engagement at Anglo American.

within its mining communities, with

The Living with Dignity Programme has

protective equipment and financial aid

been combating GBV in communities

donation such as food parcels, personal for transportation.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 141

SIBANYE STILLWATER

code of ethics being a company

committed to supporting women,

This internationally competitive

where work is like a second

metals miner, Sibanye Stillwater, is

especially major issue within

full suite of PGMs. However, when

developed into a shocking national

and promoting women’s safety

upping the ante of their current

As stated by Warren Myers, the founder

conglomerate is committed to

raising awareness and society’s

security and medical response platform,

their doors and beyond. This year,

harassment in the workplace is.

a crucial role in actively counteracting

in the Bloomberg 2020 Gender-

policy governs procedures to be

(GBVF). In alignment to its promise

their efforts to improve gender

harassment. A dedicated sexual

year’s 16 Days of Activism, AURA

their major focuses for combating

Services deals with all reported

responders for the TEARS Foundation

sexual harassment policy. The

An anonymous tip-off hotline

access to crisis intervention, advocacy,

starts at home’, and that sexual

may also be made directly to HR

services for people who have been

of their inherent values and

to affected employees.

and globally diversified precious

home. Sexual harassment is an

known for producing gold and their

South Africa, where GBV has

it comes to empowering women

epidemic. Sibanye Stillwater is

and gender diversity, the mining

communication campaigns,

and CEO of South Africa’s leading

creating transformation both inside

understanding of what sexual

AURA, technology has the power to play

Sibanye Stillwater was included

The company’s sexual harassment

and reducing gender-based violence

Equality Index in recognition of

followed in dealing with sexual

off making a difference during this

equality and diversity. One of

misconduct unit of Protection

will guarantee the readiness of 1 000

GBV in the workplace, is their

incidents of sexual harassment.

to aid them in their attempt to provide

organisation believes that ‘it all

has been instated and reports

counselling, and prevention education

harassment is a gross violation

managers. Counselling is provided

AURA

impacted by domestic violence, sexual

assault and child sexual abuse. TEARS’ cost-free technology-based services

can be accessed by dialling *134*7355# on any mobile device. To date, their innovative tech has helped 88 217

victims of GBV per annum. “The AURA platform ensures anyone can access the technology that enables security companies to quickly reach victims

of domestic abuse. It offers a safety

net and peace of mind via on-demand emergency services where potential

victims of crime can get help from the

closest response vehicle in five minutes or less.” – Warren Myers, Founder and CEO of AURA

142 STANDARD BANK TO P W O M EN LEADERS

B EYOND AWA R EN ES S : T O P S A C O MPA N I ES TA K E A C C O UN TA BI L I T Y D UR I N G 16 D AYS O F A C TI V I SM

E D I TO R I A L

VODACOM Just a few weeks ago, the Vodacom

Foundation also announced the launch

of a free cutting-edge mobile app, which they designed to play a significant role in the fight against GBV. It goes by

the title ‘Bright Sky SA’, and its launch concurs with the 2020 United Nations 16 Days of Activism against GBV. The apps features include a short

questionnaire to aid users in identifying

different types of abuse and the types of support mechanisms that are available to them. Bright Sky SA gives the user

info on GBV, including various statistics and case studies. It offers support

and directory guides and resources

for anyone who may be in an abusive

relationship, or for those who are worried about someone close to them who may be susceptible to GBV. It is available in English, IsiZulu and SeSotho. The app utilises geolocation-specific data, but

ensures the complete privacy of its users. “Fighting GBV requires a coordinated approach and partnership between

government, civil society and business. This is how Vodacom comes into the picture, bringing technology into the

partnership to help society.” – Takalani

Netshitenzhe, External Affairs Director at Vodacom South Africa.

UNILEVER

Activism for 2020, Unilever’s

consumer market is being urged

In light of the 16 Days of Activism

to go out and purchase the

game when it comes to creating

which features a powerful purple

Campaign, Unilever is upping their

iconic red JOKO packaging,

awareness around GBV, and

#EndDomesticSilence message.

escalating stats. As of November

“GBV does not discriminate, and

completely readdress its digital and

South Africans to make themselves

Unilever brands to its collaboration

support of government efforts to

Abuse (POWA) organisation.

around penalties for perpetrators

power of all of these other brands,

Marshall, Unilever’s Marketing

finding actionable solutions to the 25, the company decided to

we believe the time is now for all

traditional advertising spend of 24

heard, adding their voices in

with People Opposing Women

transform the legislative landscape

By using the combined relayed

of domestic violence.” ─ Sue

Unilever pledged its commitment to

Manager for JOKO.

voice in support of the initiative.

*Visit joko-addyourvoice.uwina.com

The POWA-JOKO partnership ensures

to join the conversation.

#EndDomesticSilence and add its

to find out more or follow the hashtag

that R1 from every box of JOKO 100 tea bags sold is then donated to the

POWA organisation to help advocate

for women’s rights and produce more shelters and counselling services, and legal advice, for survivors of domestic violence.

This has translated to R5 million annually. During 16 Days of

S TA N D A R D B A N K TO P WO M EN L EAD ER S 143

KOPANO KE LE S E D I INTERV IEW WITH LINAH MOGAFE MOGALE, CEO OF KOPANO KE L ESEDI outstanding items we needed for school. I enjoyed working with my hands and always treated money, not as a goal, but a tool to help us along the way.My time spent with my parents and allowing myself to learn from both of them was the best gift I have ever given myself..

I grew up in the small village of GaMakanye, in Polokwane, Limpopo. As a young girl filled with big dreams, nurtured by love and who against all odds embraced change and never allowed her background to define what the future held for her, I always knew that I was a leader. Growing up, I always enjoyed working in our garden. I preferred to be the one doing the agricultural chores at home, so that my parents would be able to save up some money and use it to buy us some of the

During my high school days, I was fortunate enough to be taught by Mr Mohlapamaswi, who changed my life forever. I remember when one of our classmates was amongst the top 5 students who performed very well in all 7 subjects - he bought all our lunch to celebrate her achievement together. He encouraged teamwork and always preached unity in everything he did. After completing my diploma as a mechanical engineer, I decided to follow my passion as an entrepreneur. Someone once said:

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS 1. INVEST IN YOUR ENERGY BY LIFTING YOURSELF UP EVERY DAY 2. D ISCOVER NEW WAYS OF HOW YOU CAN PARTICIPATE IN THE ECONOMY AND NEW MARKETS 3. D EVELOP A STRONG SOUND TEAM CULTURE 4. R ELOOK AT LEVERAGING TECHNOLOGICAL SYSTEMS AND PROCESSES IN ORDER TO ENCOURAGE GROWTH IN

“The best way to find which business you should start is to first find something you enjoy doing and then find a way to make a living from it”, and this was the moment where Kopano Ke Lesedi was born. OUR SERVICES • Landscape construction • Indoor plants • Irrigation installation • Gardening maintenance and plumbing specialist ACHIEVEMENTS: Diploma Mechanical Engineer, Certificate Plumbing Technician, Certificate Landscape Designer and UJ University Entrepreneurship Certificate. SOCIAL RESPONSIBILITIES • Volunteering in local communities • Partnering with local suppliers • Training undergraduate through internship programmes GENDER POLICIES At Kopano Ke Lesedi we always strive to create a climate that is conducive to gender equality. Our family leave policy is 3 months paid leave for mothers after giving birth. We manage and track women’s performance progress (This helps us to support their needs and encourage their growth through mentorship and coaching programmes).

YOUR ORGANISATION 5. USE YOUR IDEA TO SERVE OTHERS AND KNOW YOUR NUMBERS

144 STANDARD BANK TO P W O M EN LEADERS

We have Conceptual Relation Agreements that should be signed by employees dating each other.

K O PA N O K E LE SE DI

I N T E RV I E W

“ IT’S POSSIBLE TO BUILD GREATER THINGS, THE ONLY LIMIT IS YOUR IMAGINATION AND THE ABILITY TO EXECUTE EFFICIENTLY”

HOW HAVE YOU IMPLEMENTED

WHAT ARE THE CURRENT AND

GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? Over 9 years of our existence, we have successfully implemented gender-driven developments in the workplace by allowing women to go through training and skills development programmes, in order for us to promote gender equality in our workspace.

FUTURE TRENDS IN YOUR SECTOR? Our current future trend is greener cities, developing greener spaces in high rises. We then have various other projects in the works, such as endangered soil/ regenerative gardening, indoor plants and waterwise gardens.

HOW HAS GENDER EMPOWERMENT

WHICH FEMALE LEADERS INSPIRE

STRENGTHENED YOUR ORGANISATION? In our tradition, we strongly believe that when you empower a woman you empower a nation, and through our mentorship and coaching programmes, we now have 20% of women in key management positions and 30% of women qualified as gardeners in grounds departments and as plumbing technicians.

YOU THE MOST, AND WHY? My female leader is my mother Nelly Mogale, who has always been my number one female leader, a friend, teacher, and my life coach. She told me to always show up and take every day as an opportunity to do better and be a conqueror. The word failure doesn’t exist in her vocabulary. She taught me how to wear my crown with pride and without fear. I have learned the principles of becoming a good leader, and empowering others, through her.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS? Our BEE rating is 50.1%

KL KOPANO KE LESEDI (PTY) LTD Our Solutions Your Environment

CONTACT INFORMATION

Address: 17 Eaton Avenue, Bryaston, 2191 Phone: +27 10 492 3818 Mobile: 061 404 7623

Email: info@kopano-kelesedi.co.za

Website: www.kopano-kelesedi.co.za S TA N D A R D B A N K TO P WO M EN L EAD ER S 145

DESIGNING WORKPLACE SUPPORT

FOR EMPLOYEES GRAPPLING WITH GENDER BASED VIOLENCE By Cheryl Benadie, GBV activist and founder of Whole Person Academy Domestic violence is a complex

issue as there are different levels of abuse. Many women are in abusive relationships where they feel fear

and anxiety but console themselves

with “at least he doesn’t hit me”. If a

partner exhibits signs of manipulation, anger and control, physical abuse is almost always inevitable.

The problem is exacerbated in

instances where there are children

involved, because the woman feels like

she needs to stay for their sake. Due to the tenuous nature of the relationship, financial instability is quite common and adds additional pressure.

Working from home increases

the danger for domestic violence victims. Being able to go into an

office meant that they could escape the abuse for a while and try to

maintain a certain level of freedom. Working from home during COVID means they are forced to contend

with irrational behaviour and have

no place to hide. There is no longer a safe space and the victim will be 146 STANDARD BANK TO P W O M EN LEADERS

DESIGNING W O R K PL A C E S UPPO R T FO R EMPL O YEES G R A PPL I N G W I T H GEN D ER BA S ED V I OLE NCE

stretched on all fronts to survive a chaotic environment.

Prone to highly volatile and paranoid

behaviour, the abuser will be reading emails, going through phones,

questioning why meetings are being held with certain people.

If you have never experienced a

dangerous, toxic relationship, think of

what it might be like to be held captive by kidnappers. You are plunged into a secret terror, not knowing which

moment might be your last. If you have children, your hypervigilance goes into overdrive. You decide to do whatever the kidnappers want, so that they will keep your children alive.

Imagine waking up to this reality, day

in and day out. This nightmare is what thousands of women and children are living every day. Both perpetrator and

victim intersect with the working world. If you already have support systems in place in your company, you need to prioritise communication around

WAYS THAT YOU CAN SUPPORT COLLEAGUES WHO MIGHT BE EXPERIENCING ABUSE IN THE HOME: 1. Clearly communicate what

assistance is available: Distribute information on how employees

can reach out for support, while if your company doesn’t have

colleagues that they think might be in

1. Don’t try to ‘fix’ the situation:

the necessary systems in place,

Victims of domestic abuse need

share information on regional and

professional help to regain their

national networks that embattled

confidence to be able to make

employees can reach out to.

healthier relationship choices.

2. Empower staff to support their

Suggesting that she ‘just leave’ is

colleagues: Team members who

work closely with each other will be more likely to notice behaviour of

colleagues that is out of the ordinary.

While working together at an office, it would be easier to notice if someone

appeared shaky, distracted, nervous, anxious, confused, depressed or

not going to be helpful. The most

dangerous time for victims of abuse is when they try to leave, so they

often feel trapped because they are too terrified of the consequences if they do try to make an escape. 2. Find ways to build their

tearful. Some signs of detachment to

confidence: Victims of abuse are

• Repeatedly cancelling meeting

confidence is being eroded as they

look out for in remote workers include: attendance at the last minute

endure intense trauma. They are

up every day, show up for work and

during online meetings

pretend that everything is normal.

• Quality of work has diminished

The best thing that colleagues can do

much as they used to

• Requiring frequent sick leave or unpaid leave days

being broken down every day. Their

using every ounce of energy to get

• Always leaving the screen off

don’t already have systems in place, this support your most vulnerable workers.

sensitised on how to communicate with

is monitoring all communication.

• Not engaging in meetings as

is the time to develop mechanisms that

Team members will need to be

trouble as chances are that their partner

maintaining confidentiality. Even

reminding employees about the help that they have access to. And if you

E D I TO R I A L

for peers they suspect are enduring an abusive relationship is to be

supportive, encouraging and uplifting. She needs to see herself as valuable outside of the distorted reality she is living every day. She will definitely

be more likely to confide in someone she feels won’t judge her.

The shadow of domestic violence is

often hard to see, which is why there

needs to be an intentional light of hope that victims can walk towards. They are definitely desperate for help.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 147

UNIVERSITY OF MPUMALANGA

PROF THOKO MAYEKISO VICE-CHANCELLOR OF THE

UNIVERSITY OF MPUMALANGA

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS Key to thriving in business, for Prof Thoko Mayekiso, are the following attributes: you need to be an effective communicator, a firm believer in collaboration and teamwork, a visionary who drives strategic goals of the organisation, and relentless when it comes to the execution of strategic objectives, be able to lead by example, embody the values of the organisation, have empathy for staff and students, and empower and embolden them to be innovative and creative.

148 STANDARD BANK TO P W O M EN LEADERS

Prof Thoko Mayekiso is the University of Mpumalanga’s first Vice-Chancellor with effect from 1 November 2014. She obtained a BA, BA Hons and MA in Psychology from the University of Fort Hare. She furthered her studies at the Free University Berlin, Germany, where she obtained her D Phil (cum laude) in Psychology. She also holds a Higher Education Diploma (Postgraduate) from the University of South Africa. She is a registered Clinical Psychologist with the Health Professions Council of South Africa, and is a C-rated scientist by the National Research Foundation.

Faculty of Arts and then as deputy vice-chancellor: Research and Engagement in 2009.

In her sterling academic career, Prof Mayekiso has held the positions of senior lecturer, associate professor, professor, head of department and vice-dean at the then University of Transkei. She practiced as an honorary clinical fellow at the Greenwood Institute of Child Health, University of Leicester, and simultaneously served as a clinical psychologist in the Department of Medical Psychology, Leicester General Hospital in the United Kingdom. She then joined the University of the Witwatersrand, Johannesburg in 2001, where she served as head of school, deputy dean and then acting executive dean in the Faculty of Humanities. She proceeded to Nelson Mandela University in 2007, as an executive dean in the

VISION: An African university leading in creating opportunities for sustainable development through innovation.

Her competitive edge inheres in her authentic leadership style – true to self and others. She is highly supportive and empowering to staff, yet able to hold them accountable. Her deep levels of empathy and caring were shining through as she navigated her staff and students through the tough days of the COVID-19 pandemic, as change and adaptation became the order of the day and resilience had to be engendered, fostered and nurtured.

MISSION: To offer high quality educational and training opportunities that foster the holistic development of students through teaching and learning, research and scholarship, and engagement in collaboration with strategic partners. YEAR FOUNDED: 2013 NUMBER OF EMPLOYEES: 529 BRANCHES: Main Campus is Mbombela and Siyabuswa is the second Campus which offers Education Programmes only. The distance between the two campuses is 282km

UN I V ER S I T Y O F MPUM AL ANG A

CHANCELLOR: Mr Cyril Ramaphosa VICE CHANCELLOR/PRINCIPAL: Professor Thoko Mayekiso DEPUTY VICE-CHANCELLOR: TEACHING AND LEARNING: Prof Shirley Mthethwa-Sommers REGISTRAR: Mr Sello Legodi EXECUTIVE DIRECTOR: FINANCE: Mr Kevin Pather DIRECTOR: STAKEHOLDER LIAISON AND COMMUNICATION: Mr Tlangelani Ubisi EXECUTIVE DIRECTOR: HUMAN RESOURCES: Dr Loshni Govender

GENDER EMPOWERMENT AND CORPORATE SOCIAL INVESTMENT (CSI) EMPOWERMENT POLICIES CURRENTLY IN PLACE UMP has recruitment policies and processes to promote gender equality and diversity in the workplace. Our Employment Equity Plan provides targeted outcomes for designated groups. As part of skills development, the University also participates in the Department of Higher Education and Training (DHET) New Generation of Academics Programme (nGAP) programme that is designed to develop the new generation of academics. The recruitment of these highly capable new academics is based on equity considerations.

are empowered with skills to lead this community development project. Therefore, participating students benefit. The majority of beneficiaries from the rural communities are women. TOP EMPOWERMENT/CSI STRATEGIES:

PROFILE

GENDER EMPOWERMENT: STATISTICAL OVERVIEW The University of Mpumalanga staff compliment is predominately female with 51.98% being women. Total number of staff: 529

•

Supporting UMP student \ societies to run engagement projects in communities

•

Promoting female students’ participation in engagement projects

•

Collaborating with social partners to support community development projects

•

Recognising employees for their achievement in engagement by awarding the Engagement and the Emerging Engagement Awards as part of the UMP Excellence Awards

Female staff: 275 (51.98%) Male staff: 254 (48.02%)

EMPOWERMENT-RELATED CSI INITIATIVES/PROGRAMMES: Hatching Hope is a chickens (layers) project where students, the majority of whom are females, are trained to educate beneficiaries from rural communities on the management of the layers. Students

S TA N D A R D B A N K TO P WO M EN L EAD ER S 149

LEADING IN CREATING OPPORTUNITIES FOR SUSTAINABLE DEVELOPMENT THROUGH INNOVATION INTERVIEW WITH PR OF THOKO MAYEKISO, VICE-CHANCELLOR OF THE UNIVERSITY OF MPUMAL ANGA

ACHIEVEMENTS: Since its establishment, the University of Mpumalanga has done incredibly well in terms of gender empowerment. At the helm, the University is being led by capable and accomplished women who have made a significant contribution at the University and higher education in general. UMP is one of the few South African Universities that has a female vice chancellor. In addition, the University has recently appointed Professor Shirley Mthethwa Sommers as Deputy Vice Chancellor: Teaching and Learning, Dr Loshni Govender as Executive Director Human Resources and Professor Hilda Israel as the Dean for the Faculty of Education. Research remains one of the key pillars of the University of Mpumalanga in our quest to create opportunities, we conduct research that is contextually relevant to resolve some of the local, and global, pressing challenges such as food security, environmental and socio-economic sustainability, biodiversity conservation, early childhood education and post-harvest management. The UMP Research and Innovation Division is spearheaded and managed

by Professor Phindile Lukhele-Olorunju as Director: Research Management. The division creates and supports an environment that fosters research quality and productivity, develops and sustains the research productivity of staff and students and ensures that UMP conducts research that contributes to local, regional, national and global sustainability. Among some of our interventions to support young and female academics is the New Generation of Academics Programme (nGAP). Dr Precious Shabalala has made history by becoming the first New Generation of Academics Programme (nGAP) scholar at UMP to complete a PhD in Tourism from the University of the Witwatersrand (Wits). Her thesis is titled: Perspectives on the Role of Cultural Heritage Tourism in Community Development in South Africa: A Study of Mapungubwe World Heritage Site in Limpopo Province. UMP SOCIAL RESPONSIBILITY INITIATIVE Nkomazi community-based agroprocessing project based on naturalised and indigenous crops: Background: South Africa requires the development of sustainable and relevant businesses

150 STANDARD BANK TO P W O M EN LEADERS

with expanded Value chains, that can create employment and increase income at corporate and household levels. Phepisa Natural Resources Institute (in Nkomazi Local Municipality) has previously developed two personal care products – ‘Gwenge’ extract (from the agave plant) and ‘Nganu’ oil (from marula). Although the products were produced at a commercial scale and are currently being sold by Phepisa, no efficacy studies were completed on these two ingredients, hence, no claims can be made on their uses when being traded. In addition, the limited supply of raw materials and the lack of an extraction facility to produce the ingredients severely inhibited Phepisa’s production potential. In 2018, the Department of Science and Innovation (DSI) funded the first phase of the project that was aimed at the following: • Improving the supply of raw materials. • Increasing the level of agricultural and engineering technology inputs. • Providing a processing facility for the SMME market sector, in close proximity to raw materials. PARTICIPATING INSTITUTIONS The University of Mpumalanga (UMP), Agricultural Research Council (ARC), Council for Scientific and Industrial

UN I V ER S I T Y O F MPUMA L ANG A

Research (CSIR), the University of Pretoria (UP), and Phepisa Natural Resources Institute (Phepisa). This project has fostered the socioeconomic status, research/ innovation prowess and skills sets of many rural women in Nkomazi local municipality. For example, Phepisa Trust Ltd. is an entrepreneurial initiative that comprises nine female employees and is managed by a young black woman. Using funds derived from this project, many

training workshops were organised during which the community members and Phepisa employees honed skills on various aspects of medicinal plant cultivation, plant propagation, irrigation and rainwater harvesting. GENDER EMPOWERMENT In December 2019, a training workshop on marula was organised for 68 female traditional healers, in collaboration with women cooperatives in Mangweni Traditional Council. Workshop themes included harvesting and storage of marula fruits, commercial products from the marula fruits, and management of small businesses. Another female participant of this project, who is an employee of UMP, has amassed considerable research and analytical skills while serving as a co-investigator of the socioeconomic impacts of the project on the beneficiary communities in Nkomazi Local Municipality. Also, the project catered for running costs of the research projects of two female honours students at UMP. The students’ research topics are ‘Distribution and abundance of marula trees (Sclerocarya birrea, sub species caffra) in Nkomazi Local Municipality: a quest for sustainability’ and ‘Pollination ecology of agave sisala in Nkomazi Local Municipality.

INFRASTRUCTURAL DEVELOPMENT Under the auspices of the Nkomazi agro-processing project, a marula processing facility is near completion. The main designs of the facility include basic equipment for the storage of plants, cleaning of raw materials, good ventilation, water and electricity supplies. An ablution section, that includes male and female toilets, showers and a changing room, has been completed. ENHANCEMENT OF CULTURAL HERITAGE

The Nkomazi agro-processing project is a bicultural programme in which indigenous knowledge from the community has been considered alongside EuroWestern cannons from university-based researchers/scientists. The participation of community-based resource persons in the project has enriched the sense of worth of the participating women and reinforced their positive identifications with their traditional lineage and cultural heritage. HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? UMP POLICY FRAMEWORK The UMP Policy Framework takes into consideration issues of gender parity and diversity in the workplace. To enhance these efforts, the university has developed a three-year Employment Equity Plan (UMP EE Plan 2020-2022). The EE Plan provides targeted outcomes by way of affirmative action imperatives for designated groups. Specific attention has been paid to the transformation efforts as it pertains to women. There have been significant appointments at the top management, senior management and professional levels. A sizable number of women are appointed at director and deputy director levels in professional and support functions, as well as heads of schools,associate professors and senior lecturers.

I N T E RV I E W

The appointment of these competent and capable women in the middle management levels, ensures a diverse and representative workplace as well as a healthy pipeline of women in leadership. TRAINING AND DEVELOPMENT UMP subscribes to the principle of lifelong learning and the continuous development of its staff. The development of women leaders at UMP is at the core of our Values of Excellence and Diversity. The university has put in place policies

and processes for the funding of staff members for short term training, as well as funding and support through study leave for employees to pursue higher qualifications. Women leaders at UMP have in the recent past participated in the HERS-SA Academy which is a weeklong interactive development opportunity for women. At UMP participation in this prestigious programme is through a competitive process where eligible women apply to attend the Academy and a rigorous selection process is undertaken by the relevant Management Committee members. Staff members are also encouraged and supported to pursue international programmes such as the Vocational Teacher Education Diploma at Haaga Helia University. A number of women employees participated in the Universities South Africa (USAf) Higher Education Leadership and Management programme for Heads of Schools and Academic Departments. Women in professional and support functions also attend relevant programmes that improve their competencies and enhance their capabilities for future roles within the university and the higher education sector. REMUNERATION UMP subscribes to the principle of equal pay for work of equal value.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 151

The Remuneration Policy provides guidelines on the structuring of equitable remuneration of employees through fair, transparent and consistent remuneration practices. The university monitors the achievement of this principle through annual National and Higher Education All Industries benchmarks (REMChannel ®) as well as the analysis of the Income Differential Statement in the annual Employment Equity Report submitted to the Department of Employment and Labour in line with Section 27 of the Employment Equity Act 55 of 1998, as amended. EMPLOYEE HEALTH AND WELL-BEING The UMP prides itself on championing employee health and well-being. The Mbombela Campus is a modern facility offering employees health and fitness classes, including Zumba and Yoga in state-of-the-art facilities. Breakfast and lunch is offered to employees at the campuses’ aesthetically pleasing dining facility, complete with a deck providing a picturesque view of the city. Work-life balance is considered a priority to employees’ overall health, wellness and productivity. The University of Mpumalanga offers generous leave provisions for its

employees to ensure they have adequate time to attend to rest and personal matters and remain productive. These include paid maternity leave provisions for pregnant women and new mothers as well as favourable family responsibility leave for employees. All employees are required to be members of a recognised medical aid scheme in order to provide for their overall health and wellness through access to health care. Members of the management team, champion health campaigns, thereby indicating commitment to overall wellness.

HOW HAS GENDER EMPOWERMENT

WHAT ARE THE CURRENT AND

STRENGTHENED YOUR

FUTURE TRENDS IN YOUR SECTOR? Undoubtedly the spread of COVID-19, and regulations imposed to manage the pandemic, have presented many new challenges in the higher education section sector. Under normal circumstances the university offers contact tuition. However, due to Covid-19 regulations the university offers tuition through blended learning, which is a combination of onl ine and in person teaching and learning. As the vice chancellor, I have led and continue to lead the university through the pandemic,

ORGANISATION? Our achievements, in terms of growth in enrolment numbers, include an increase in qualification offerings, research output and the impact of our engagement projects, bearing testimony to the fact that the empowerment of women has strengthened our standing as an institution of higher learning. The majority of our staff members are female and key portfolios such as teaching and learning, research and human resources are championed by women.

WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? UMP is committed to gender-related developmental initiatives. Critical policies have been approved with the objective of enhancing gender equality initiatives and to ensure gender representivity at the University of Mpumalanga. The responsibility for Employment Equity is assigned to the executive director human resources (ED HR) who reports directly to the vice chancellor. The ED HR also chairs the Employment Equity Forum which is a legislated consultative forum for employment equity in the workplace. The UMP Gender Forum, a representative structure responsible for gender mainstreaming within the university, is represented in the EE Forum. The following policies have been implemented with a view to advance women empowerment at the UMP: • Policy on Affirmative Action • Policy on Gender Equality • Policy on Succession Planning • Policy on Sexual Harassment • Policy on Study Benefit • Staff Training and Development Policy • Remuneration Policy

152 STANDARD BANK TO P W O M EN LEADERS

ensuring strategic and operational outcomes are all met, whilst ensuring the health and safety of students and employees.

The current and future trends, being witnessed in the sector, are an increase in demand for simplifying the digital skills for different societies that will respond to

UN I V ER S I T Y O F MPUMA L ANG A

the diverse trends presented by the Fourth Industrial Revolution (4IR), and the new normal presented by COVID-19 pandemic. These trends call for diverse Information and Communication Technology (ICT) solutions and skills sets, customised and localised ICT infrastructure that will present an integrated solution for individuals, societies, public, private organisations and communities. The growing trend of digital transformation suggests a need for security and cybersecurity awareness, which is critical for all ICT related transactions. WHAT TECHNOLOGICAL INNOVATIONS ARE YOU USING IN YOUR ORGANISATION TO KEEP IN LINE WITH THE FOURTH INDUSTRIAL REVOLUTION (4IR)? There is a need for institutions of higher learning to be responsive to socio-economic and technological

developments to ensure that our teaching and learning, research and ultimately

our graduates, remain relevant to the

I N T E RV I E W

HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS?

virtual training.

Social media has become an integral part of modern communication tools and as a university we have embraced social media as part of our communication and marketing strategy. While we used social media platforms such as Twitter, Facebook and LinkedIn to promote our brand and its offerings, we also use these platforms to listen to and engage with our stakeholders.

The virtual training has become more

WHAT SKILLS DO YOU THINK

approach, an approach where each

GOING TO NEED?

needs of society and the economy. To ensure responsiveness to the Fourth Industrial Revolution (4IR), we have

initiated an engagement project called the Cyber Security CoLab. The purpose of

the project is to impart digital and basic cybersecurity skills through a blended

approach that includes face-to-face and

effective by embracing the blockchain

LEADERS OF THE FUTURE ARE

trainer trains other trainers or people.

• Resilience

The level of which candidates and

tutors worked through WhatsApp and Google Classroom has presented

• Risk tolerance • Creativity and innovation • Critical thinking skills

future possibilities of transforming

• Complex problem solving ability

digital skills for societies.

• Courageous decision making skills • Ethical leadership and transparency • Emotional intelligence • Service orientation

CONTACT INFORMATION Physical address:

Mbombela Campus: Cnr R40 and D725 Roads, Mbombela 1200 Siyabuswa Campus: Bheki Mfundo Drive, Siyabuswa, South Africa Telephone: 013 002 0049/50 Email: info@ump.ac.za

Website: www.ump.ac.za

Twitter: @Unimpumalanga The VC with ENACTUS students during ENACTUS Achievement Celebration Ceremony.

Facebook: @UniMpumalanga

S TA N D A R D B A N K TO P WO M EN L EAD ER S 153

TOP 12

INFLUENTIAL YOUNG WOMEN

TO WATCH OUT FOR IN SA A celebration of inspiring young South African women and the transformation and innovation they’ve have enabled in their respective fields

By Charndré Emma Kippie

154 STANDARD BANK TO P W O M EN LEADERS

T O P 10 I N FL UEN T I A L YO UN G W OM E N

THE SERIAL ENTREPRENEUR:

DR. CHERISE DUNN

THE BIO-EXPLORER:

E D I TO R I A L

SAFETY FIRST:

YOLANDI SCHOEMAN

CHARNÉ KARAOLIS

Status: Chief Operations Officer

Status: Founder of Baopod and Baoberry

Status: Managing Director at MSHEQ Health

Printing for Development Initiative

Top Accolade: The Global Cleantech

in Health and Safety, SA

& Founder of the Africa Makes 3D Industry: Digital Healthcare

Top Accolade: Top 200 Young South Africans: Business and Entrepreneurship (2019)

She’s a pioneering woman in 3D

Printing Development, making additive manufacturing, and innovative

education for the Fourth Industrial

Revolution (4IR) accessible for the

average South African. Aged 33, Dr. Dunn was celebrated as one of the 50 most inspiring women in STEM

in South Africa for 2019 ─ awarded

by Inspiring Fifty SA (an initiative by the Kingdom of the Netherlands).

Industry: Ecological Engineering

and Safety Consultants & Founder of Women Industry: Occupational Safety and Health

Innovation Programme (GCIPSA) Award

Top Accolade: Top Woman Young Achiever -

Winner for 2016

Yolandi Schoeman is a 37-year old,

Standard Bank Top Women Awards (2020)

in the ecological engineering space, and

and Managing Director at MSHEQ Health &

internationally acclaimed transformation leader

This year, Charné Karaolis, who is the Founder

anchor of the Biohacker Show. She currently

Safety’, was chosen as a finalist for one of the

works as an External Lecturer and Examiner

Standard Bank Top Women Awards categories,

at Monash University, and is the founder of

namely the Top Woman Young Achiever

various biotechnology companies, such as

Baopod and Baoberry, which recently attained the bronze award in the 2019 Eco-Logic

Awards, for the Waste Management and

category. She won the award from amongst a

group of very worthy women, all of whom have played an integral role within their respective

companies, working to advance women in the

Recycling category, as well as the Catalyser

workplace. Born and raised in Welkom, Free

Award at the 2019 SEED Awards.

State, Charné is passionate about providing high quality workplace health and safety

Last year, she was also selected

As an award-winning company, Baoberry

TEDxCapeTownWomen event.

biotechnology services and products to

Today, she is an esteemed member of chief

private sector and to the public, locally and

South African Institute of Occupational Safety

to present a TED Talk during the

With a Doctorate in Cancer Biology, obtained at the University of Cape

Town, Dr. Dunn has been recognised by the U.S. Department of State as

a 4IR world leader ─ she is the only techpreneur representative from

SA ─ and was also picked for the

International Visitor Leadership for Women in Entrepreneurship. She

has, congruently, been involved in

the formation and endorsement of the Durban chapter of Future Females

─ an organisation geared towards

empowering female entrepreneurs.

services, especially for women.

provides ecological engineering and

NGO’s, governmental organisations, the

organisations within her field, such as the

globally. Today, Yolandi is a Mail and Guardian 200 Young South African 2015 Alumnus, and holds a Doctorate in Environmental

recognised over the past two years, is the

is currently completing her PhD in Economic

Women in Health and Safety Initiative, which

and Management Sciences at North-West

University. She has created multiple ecological,

engineering, and biotechnology innovations that testing environmental issues in a sustainable way and promotes clean living, such as

Awetbox, BaoSphere and Aqueouspheres.

Safety Management (IOSM). A project that is very close to her heart, and has been well-

Management, double Masters Degrees, and

concentrate on some of South Africa’s most

and Health (SAIOSH) and the Institute of

is a rising network of women, who support gender equality and encourage women to

thrive in our profession, hosting periodical

events with the aim of connecting women in

the occupational health and safety industry, as well as offering annual support through their online platform.

S TA N D A R D B A N K TO P WO M EN L EAD ER S 155

CREATIVE COUTURE:

GRAPHIC GURU:

ZAMABHELE NTSHANGASE Founder of Belle Couture

KARABO POPPY MOLETSANE

BANYANA ACE:

THEMBI KGATLANA

Status: South African Illustrator and Artist

Status: South African Football Player

Top Accolade: Emerging Designer

Top Accolade: Made the Forbes Africa 30

Top Accolade: Made the Forbes

Emerging local Fashion Fundi, Zamabhele

Born in Vereeniging, a mining town where

KwaZulu-Natal, before moving to Durban

Moletsane quickly decided to move to the city to

Industry: Fashion

Industry: Creative/Arts

Industry: Sport

- 2019 DFF Recognition Awards

Under 30 List: Creative Category (2019)

Ntshangase, grew up in Pietermaritzburg,

studying art is quite unheard of, Karabo Poppy

Central to pursue a career in the South

study visual communications at Pretoria’s Open

African fashion industry.

Window Institute.

She discovered her love for fashion when

The Johannesburg-based illustrator, then turned

Centre, in 2009. She completed her

founding her own organisation called Mother

of Fashion Design, and today designs

under her own name, Karabo Poppy. Her mission

and women, under her label titled Belle

in trying to redress and reimagine African

mixture of glamour and ethnic influences

design spheres. To date, Karabo is known for

target market.

Towers, which has become a local symbol of

She was crowned as one of the Rising

for designing the basketball courts in the Zoo

Women’s Player of the Year

2018, after participating in The Fashion

an initiative built in collaboration with Nike. This

has accumulated 17 goals in

of the highly-anticipated annual Durban

first South African artist to team up with Nike for

the South Africa national team,

momentous accolade, the textile lover was

inspired by her local roots rich culture.

was when she was still studying

Mentee Programme in 2018, which

Most recently, the quirky graphic designer had the

Western Cape (UWC). Generally

she was doing her internship at the Bat

her artistic hobby into a business in 2015,

studies at Lindiwe Khuzwayo Academy

Tongue-Creative House, which is now trading

the most vibrant collections for both men

is to work alongside other black creatives

Couture. Zamabhele’s unique style is a

representation in the media and contemporary

which define the lifestyle of her grandiose

being the artist behind the tagging of the Soweto

Africa 30 Under 30 List: Sport Category (2019)

Born and raised in Mohlakeng, a township west of Johannesburg,

Themb Kgatlana is known for her success within the South Africa’s Banyana Banyana Women’s

Football Club, and for playing

for the Beijing BG Phoenix FC,

in the Chinese Women’s Super League. She’s had world-

class experience, previously

playing for the Houston Dash in USA’s National Women’s

Soccer League (NWSL), which accelerated her growth in the international sports sector.

kasi (township) pride. Karabo is also celebrated

In 2018, she won the CAF

Stars at the DFF Recognition Awards in

Lake public park, in Johannesburg, which was

Award. And to date, Thembi

Development Programme, which forms part

partnership then led to Karabo becoming the

55 senior international caps for

Fashion Fair (DFF). Prior to achieving this

an Air Force 1 collection – one that is largely

since her debut in 2016, which

part of the Mr Price local pre-production propelled her career to new heights.

opportunity to work with internationally-renowned

Today, her garments are worn by

anticipated capsule collection, named ‘Running

continues to make waves in the industry.

has been well-received thus far.

celebrities across Africa as her brand

fashion designer, Rich Mnisi, on a highly-

Errands’. The combination of their artistic styles

156 STANDARD BANK TO P W O M EN LEADERS

under the University of the

celebrated as one of South

Africa’s most gifted footballers of

the century, her recent transfer to Eibar marks a massive step up in the career as a female footballer.

T O P 10 I N FL UEN T I A L YO UN G W OM E N

DIRECTOR’S CUT:

KEITUMETSI QHALI

VIRAL HITMAKER:

E D I TO R I A L

SOCIAL MEDIA MAVEN:

SHO MADJOZI

MIHLALI NDAMASE

Status: Director at Darling Film

Status: South African rapper

Industry: Film/Motion Picture

Industry: Music

Top Accolade: Made the Forbes Africa

Top Accolade: BET Award Winner for

Foundation

Keitumetse Qhali is a director and

Born Maya Christinah Xichavo

Top Accolade: One of 2019’s 100

30 Under 30 List (2020)

Status: Multi-Award Winning Content

Creator and Co- Founder of Siyasizana

Best New International Act (2019)

Industry: Lifestyle/Media

Wegerif, Sho Madjozi’s rise to

Most Influential Young South Africans -

a musician, has been an exciting

Mihlali Ndamase, South Africa’s most-

rapping in both Xitsonga and English,

Creator, has been making waves where

edition of South African Music Awards

Brand Strategist, certified Beauty Guru,

Best Female Album. She was also

Foundation, she is a jack of all trades,

such as Best Music Video for Huku and

and through her charitable initiatives.

Album for Limpopo Champions

empowering, inspiring young women

celebrated for her massive hit titled

and fondest ambitions no matter how

unprecedented recognition from

sensation and blogger, Mihlali has made

himself. Receiving well-over a million

such as being on the cover of Hello

quickly gained traction, with the likes

first-ever selfie-inspired cover on

Sheeran keen to have shared the

was awarded the Socialite of the Year at

be mentored under the BET and Blue

in 2019. Unsurprisingly, the female

Influencer of the Year Sparkle Award.

More recently, in 2019, her culture

Records, an American record label

face of the Johnsons & Johnsons Fresh

a SAFTA award for Best Factual and

be backed by the cream of the crop in

African Face of the prestigious Swedish

motion picture enthusiast from the

local and international acclaim as

Advance Media (1, 2 million followers)

unforeseen journey. Renowned for

followed and adored Digital Content

she’s earned two wins at the 25th

she invests her time and efforts. A

for Newcomer of the Year and for

and the Co-Founder of the Siyasizana

nominated for additional categories,

making a major impact in the media

for Best Kwaito, Gqom & AmaPiano

Mihlali’s content is both aesthetic and

League. Today, Sho Madjozi is widely

across the nation to pursue their dreams

John Cena, which has brought her

many times they’re told ‘no’. YouTube

the international wrestler and actor

her mark on a plethora of publications,

streams on Spotify, her music has

Joburg Magazine, and gracing the

of artists such as Beyoncé and Ed

Cosmopolitan Magazine SA. In 2019 she

Global Citizen Festival stage with her

the Feather Awards, as well as the Cosmo

Ice Pictures Mentorship Programme.

rap sensation was just signed to Epic

She was elected as the ambassador and

conscious documentary, Kick It, won

owned by Sony Music, meaning she’ll

Hydration range, and is the First South

Educational Programme.

her future endeavours.

brand, Daniel Wellington.

Eastern Cape, and was raised in the tradition of storytelling. Keitumetse graduated from AFDA with a BA in

Filmmaking majoring in 2011. She later completed a variety of short courses, such as editing at City Varsity, and

photography at the College of Digital Photography. Making her mark as a

recognised director, she has achieved

much experience in documentary, short film, music video and TV show genres.

In 2016, her short film, The Initiate, was

bought over by Showmax, and was later premiered at the Cascade Film Festival

in Portland, United States. She directed a music video for the artist Emmy

Gee, titled Rands and Nairas, which

won Best Video at the 2014 Nigerian Entertainment Awards. One of her

biggest achievements came, in 2017,

when she was selected as one of two

headlining female directors from South Africa to travel to Toronto Canada and

S TA N D A R D B A N K TO P WO M EN L EAD ER S 157

E D I TOR IAL

T OP 1 0 I N F LUENTIAL YOUNG W OMEN

HIGH COURT:

SCIENTIFIC FLAIR:

NOMLAYO MABHENA

KIARA NIRGHIN

DRIVING SOLUTIONS:

DINEO LIOMA

Status: Attorney, Notary and Conveyancer

Status: South African inventor, scientist,

As the Chief Operations Officer at

Industry: Legal/Property Law

Industry: Agricultural Science

believes it’s imperative to generate

Top Accolade: Youngest-ever

Top Accolade: Honours at the

of the High Court of South Africa

Black female attorney admitted as a conveyancer

Nomlayo Mabhena is known for

being the youngest-ever black female attorney admitted as a conveyancer. She was just 23 years old when she

successfully completed her qualification at the University of Pretoria. During her time in university, she was placed on

the Pretoria Law Faculty Dean’s Merit List for her excellence in studying the practices and policies of the South

African legal sphere. She completed

her articles at Cliffe Dekker Hofmeyr back in 2017.

Over the years, Nomlayo has gained valuable experience in the Dispute

Resolution, Employment as well as the Real Estate and Conveyancing practices. Nomlayo was appointed as an Associate as of 2019. Born

in Olievenhoutbosch, a township in

Centurion, south of Pretoria in Gauteng, Nomlayo has navigated a fruitful career, thus far, that is based on an acute

appreciation for justice and equality. Her personal mission is to use her career to play an active role in transforming notions surrounding black female practitioners in the industry.

and Stanford University Sophomore

Google Science Fair Kiara Nirghin, the young Stanford

University student part of the class

of 2022, is celebrated world-wide for having invented a unique polymer

that can sustain crops, keeping them hydrated during dry, drought spells.

Her innovative research has generated global recognition, including receiving

the Community Impact Award, and Top Honors at the Google Science Fair

in 2016. Kiara has been recognised

by both The Times and the Guardian

publications, on their coveted annual Top 30 most influential Teens lists.

She has previously been selected by

Forbes and TED to host in depth talks

regarding her impactful work in the field of Science.

She was also recently named one of

the United Nations Young Champions of the Earth, as well as receiving

an accolade for being one of the 50

most inspiring women in technology. Last year, Kiara published her first

book, titled Youth Revolution, a story aimed at promoting the value of

saving the environment, and inspiring young women to get involved in this environmental project.

158 STANDARD BANK TO P W O M EN LEADERS

CapeBio Technologies, Dineo Lioma impactful solutions that will alter

the status of health care in Africa,

benchmark products against the best in the market, and remember the

commercial element of science. At

present, Dineo is focusing on utilising Artificial Intelligence (AI), in the field of medicine, as a tool for preventing

the spread of viruses, such as TB and Covid-19, in the future.

Previously, she was chosen as one of Forbes Africa’s Top 20 Wealth

Creators, and recently made the Mail

& Guardian 200 Young South Africans

List. With a background in Metallurgical and Material Engineering from Wits University, backed by a Masters

Degree in Micro and Nanotechnology Enterprise, from The University of

Cambridge, its no surprise that she is also a fellow of the Allan Gray Orbis

Foundation, an organisation committed

to the development of future high-impact entrepreneurs.

In short, Dineo is an innovative scientist and astute businesswoman with the repertoire of a true change-maker!

MS HEQ HEA LT H A N D S A FET Y C O N S U LTANTS

I N T E RV I E W

T H E ONE S TO P SAFET Y M A NAG E ME N T SH O P IN T E RVIE W WIT H CH A RNE K ARAOLIS, F O U N D E R A ND M A NAG ING DIRECTOR, MS H E Q HE A LT H A ND S A FE T Y CONSULTANTS PLEASE GIVE AN OVERVIEW OF THE BACKGROUND TO MSHEQ AND THE SERVICES YOU PROVIDE. With over 15 years of experience, and counting, we offer you a one-stop safety management shop. We’re a driven, all-female, highly-skilled consultancy focussed on occupational health and safety, training and food safety - with specialised skills in the development, implementation and maintenance of management systems for mining, building and construction, civil engineering, roads and earthworks, as well as sub-contracting, offices, schools, general industry, retail, warehouses, hospitality, restaurants and agricultural industries. We know that business is all about people and that’s why we make sure that yours is in the safest possible hands. Our passion makes workplaces safer. MSHEQ is a B-BBEE Level 2 contributor and registered with the South African Institute of Occupational Safety and Health (SAIOSH). WHAT HAVE BEEN SOME OF YOUR MOST MEMORABLE MILESTONES? MSHEQ has been privileged enough to speak at the UK Health and Safety Expo. We just launched a brand-new Virtual Reality Training Service, and we won the Standard Bank Top Women Young Achievers awards as well. HOW DID YOU OVERCOME YOUR GREATEST CHALLENGES? I am surrounded by such an incredible team of women! Being an all-female team

working in a male dominated field, comes with its daily challenges. It took some hard work, patience and dedication to establish a real presence in our field of expertise, and we did it through teamwork, confidence and our highly qualified employees. This business is also built on strong values and good working relationships with both employees and clients. PLEASE DESCRIBE YOUR VIRTUAL REALITY TRAINING PROGRAMME. We’re taking the old and mundane out of health and safety measures, by bringing training into the future. Starting with specific modules for firefighting, First Aid and working at heights, you can put your abilities, and courage, to the test. VR will not only allow us to rate a participant’s ability to recall their training, but also enable us to detect their competency within a Health and Safety role. There’s nothing quite like discovering you have a fear of heights - on your first day of work as a crane operator. More training modules will follow soon with bespoke options catered to your specific operations, speeding up your inductions, making it more memorable and most importantly, effective. MSHEQ provides a new way for accredited safety training. Our VR Training is a full day course with the practical element in Virtual Reality and is completed in our VR Room at the MSHEQ offices based in Centurion

WHAT EXCITING PROSPECTS DO YOU HAVE IN THE PIPELINE FOR 2021? We are witnessing transformation across the construction industry. We are on the frontline of shaping the future of the industry and we are seeing, firsthand, the breaking down of barriers to truly inspire a new generation. Women empower women by changing company standards and through eliminating challenges for other women. There is much power in this, and we look forward to doing exactly this on an even larger scale in 2021.

CONTACT INFORMATION

Address: Protea Hotel Centurion, 5th Floor, c/o Gordon Hood & Hendrik Verwoerd Drive, Centurion, Gauteng, South Africa, 0046 Phone: +27 10 109 4838

Email: info@msheq.co.za Website: https://www.msheqsa.co.za/

S TA N D A R D B A N K TO P WO M EN L EAD ER S 159

M AT T H E W G O N I W E

SCHOOL OF LEADERSHIP AND GOVERNANCE Matthew Goniwe School of Leadership and Governance (MGSLG) is a section 21 Company (non-profit organisation and an agency of the Gauteng Department Of Education (GDE)). It was established to research, develop and deliver cutting edge capacity building programmes in, School Management & Leadership, School Governance and Teacher Development for schools in the Gauteng province.

The 1996 Education Management Development Task Team commissioned by the first Minister of Education, Professor Sibusiso Bhengu, recommended the setting up of national and provincial management institutes as a strategy to ensure that school leaders and governors were given access to programmes that could capacitate and support them in the execution of their duties. In 2002, a document titled ‘Establishing an Academy for Educational Leadership in Gauteng’ or what became known as ‘The Road Less Travelled’, put forward a cohesive argument for the establishment of a management and governance academy in Gauteng. Based on that concept, the Matthew Goniwe School of Leadership and Governance (MGSLG) was established in 2002 and officially launched in August 2003.

VISION In delivering on its mandate and purpose, MGSLG reviewed and set for itself the following vision: “To be the Leading Development Institute in the Education Sector” MISSION MGSLG provides quality development learning programmes in the education sector, measured against the best internationally, and using a blended approach, to enable quality teaching and learning. VALUES • Ubuntu • Professionalism • Accountability • Collaboration

• Efficiency • Integrity • Innovation

OUR PROGRAMMES These programmes, also referred to as capacity building programmes, are our core functions. • School Governance programme • Teacher Development programme • Information, Communication and Technology (ICT) • Leadership and Management programme • Early Childhood Development programme

160 STANDARD BANK TO P W O M EN LEADERS

MAT T HEW G O N I W E S C HO O L O F L EA D ER S HI P A N D GO V ER N A NCE

A DV E RTO R I A L

“Education is the most powerful weapon which you can use to change the world” - Nelson Mandela

He was sentenced to four years imprisonment in Umtata. His time in jail was profitably used, by studying for a B.A. degree, majoring in political science and education. A short while

HISTORICAL CONTEXT: WHY THE NAME MATTHEW GONIWE? Matthew Goniwe, one of the Craddock Four, was a teacher hailing from Cradock. He was born in Lingelihle Township in the Eastern Cape. He came from a large family of eight children of whom he was the youngest. Goniwe decided to become a teacher and registered at the University of Fort Hare. His majors were mathematics and science. It was whilst studying at Fort Hare that Goniwe became involved in student politics. Upon his graduation in 1967, he became a teacher at Sam Xhallie Junior Secondary School. Goniwe showed his commitment to education by establishing a school, Holomisa Secondary, in a church hall in the village of Mqanduli which lay about a half hour’s drive from Umtata. In 1975, Matthew Goniwe joined a political study group and was arrested in 1976, under The Suppression of Communism Act ,(Bahman, 2003).

after his release, Goniwe obtained a post as acting principal of a high school in Graaf-Reinet. He subsequently became principal of Sam Xhallie Junior Secondary School. He was known as a strict disciplinarian, being a stickler for punctuality. Together with a colleague, Fort Calata, he worked at restoring discipline in the school. Absenteeism too, became a thing of the past, within a short time, order had been created within the school (Bahman, 2003). A humanist at heart, Goniwe strove to improve the general living conditions of the surrounding community. Dismayed by the alcohol and dagga abuse that he saw going on all around him, he set about trying to put things right. Goniwe felt strongly that educators ought to

stand up for what was right. They could do this by striving to instil a set of values into the future generations by being a good example (Bahman, 2003). It is important to note that the name of the institution has been derived from a man who was the embodiment of high ideals, civic values and strength of character. Here was a teacher who held his profession in high esteem and who was passionate about his work, continuing to develop himself further. Matthew Goniwe’s high ideals shone through as he practised, taught and led in schools like Sam Xhalile High in Graaff Reinet. He was a leader in education - a teacher loved by learners, parents and the community. To keep alive the legacy of dedicated leadership, passionate teaching and community participation, the Academy for Educational Leadership in Gauteng was named “Matthew Goniwe School of Leadership and Governance”.

CONTACT DETAILS: Physical Address: 40 Hull Street, Johannesburg, Vrededorp Campus Phone: 011 830 0768 / 011 830 2201 Website: https://www.mgslg.co.za/

S TA N D A R D B A N K TO P WO M EN L EAD ER S 161

MOTHEO

TVE T COLLE GE I N T ERV I EW W I T H D I P I LOAN E P H U T S I S I Principal P RI N C I PA L : M OT H EO T V ET C OL L EG E

DIPILOANE PHUTSISI Principal

WHAT ARE THE

sustainability. Our engineering workshops,

CURRENT AND

salons, the college farm, and our

FUTURE TRENDS

restaurant have been commercialised for

IN YOUR SECTOR?

3rd stream income generation and also to

Currently, there is an urgent need to affirm women

Motheo TVET College

in leadership positions in the TVET college sector.

create jobs for youth. WHAT IS YOUR POSITION ON DOING BUSINESS IN AFRICA? Doing business in Africa will take the form

WHAT TECHNOLOGICAL INNOVATIONS

of partnerships with other colleges on the

HOW HAVE YOU IMPLEMENTED

ARE YOU USING IN YOUR ORGANISATION

continent.

GENDER DRIVEN DEVELOPMENT

TO KEEP IN LINE WITH THE FOURTH

IN THE WORKPLACE?

INDUSTRIAL REVOLUTION (4IR)?

WHAT SKILLS DO YOU THINK LEADERS

The college drives gender driven

Motheo TVET College has been identified

OF THE FUTURE ARE GOING TO NEED?

development as follows: three of the

as a CISCO Academy of Excellence

six campus managers are women; the

for 4IR by the Department of Higher

Employment Equity plan of the college

Education, Science and Technology. In

prioritises the appointment of women

addition, during 2019 the college held a

during recruitment; targeted enrolment for

lecturers’ academic conference based

engineering programmes is biased towards

on 4IR. We have also automated the

female students so as to advantage them

applications for admission as well as

for employment opportunities.

the registration process for students. In addition, the College is a HUAWEI,

HOW HAS GENDER EMPOWERMENT

ICT Academy. To enhance teaching and

STRENGTHENED YOUR ORGANISATION?

learning, the College uses Moodle and

Gender empowerment is a necessity

Student Hub as part of blended learning.

Technological skills, effective communication skills, change management skills, as well as good leadership skills. WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? Oprah Winfrey for her self-driven approach towards life. The second woman is Sirimavo Bandaranaika who was the first woman Prime Minister of Sri Lanka in Ceylo

for the very development of our organisation, it enhances both the

HOW ARE YOU USING SOCIAL MEDIA

quality and the quantity of human

TO CREATE MORE BUSINESS?

resources available for development.

Our social media platforms are active and highly efficient. Our students prefer

WHAT ARE YOUR ORGANISATION’S

Facebook for communication.

GENDER EQUALITY AND BEE RATINGS AND POLICIES?

HOW ARE YOU INTEGRATING THE

There is stability in women-headed

DRIVE FOR SUSTAINABILITY INTO YOUR

campuses and over and above that the

ORGANISATION?

entire college is under the leadership of

We have an approved commercialisation

a woman.

policy at the college to improve financial

162 STANDARD BANK TO P W O M EN LEADERS

MOTHEO TVET COLLEGE: INVITING THE INDUSTRY AND FUTURE PARTNERS TO STRIVE AND GEAR TOWARDS EASING UNEMPLOYMENT AND TO DELIVER ARTISANS OF QUALITY

MO T HEO T V ET COLLE G E

I N T E RV I E W

Motheo TVET college students

AC H I E V E M E N T S • PMR Diamond Award: The highest award focusing on customer service and satisfaction Free State TVET Training institutions 2015, 2016, 2017 and 2018 • Driver for Change Award: Vision 2030 for Mrs MDM Phutsisi, 2018 • Best TVET College in Disability Support, 2018 • Top 10 Academic Performance 2016 results by TVETCGC, 2017

International Men’s Day 2019

• Idahlynn Karrѐ International Exemplary Leadership award in USA for excellent leadership achievements to both the Principal Prof Phutsisi during 2016 and Former Deputy Principa Mr Madalane. • European Award for best practices in Belgium, 2018 • The Platinum Technology Award for quality and best tradename in Germany, 2018 • The Majestic Falcon Award for quality and excellence in Dubai, 2017. • Best Enterprise award in Spain, 2018. • Socrates, European quality Award in Education Sphere inSwitzerland, 2017. • ISO 9001:2015 Certified and Accredited • Quality Award. Brussels, Belgium • Achievement Award for Quality and Business Excellence in Rome, Italy

Zastron Satellite Campus

• Honorary Professorship of the Academic Union, Oxford in the UK, 2018

CONTACT INFORMATION Physical address: c/o St Georges and Aliwal streets

Fax: 051 406 9434

Private Bag X20509, Bloemfontein 9300

Email: marketing@motheotvet.co.za

Central Office: 051 406 9300

Website: www.motheotvet.co.za

S TA N D A R D B A N K TO P WO M EN L EAD ER S 163

ACCELERATING EDUCATION SYSTEMS:

WOMEN TAKE CHARGE

“The modern world we live in has been

constructed without us, as women…One of

the biggest issues that always bothered me as a young professional woman had been

A round up of influential women navigating the South African learning landscape

the lack of support structures in place for

By Charndré Emma Kippie

themselves occupying those lonely seats at

worked diligently in a remote area known

as Manoke in Burgersfort, at the border of

Limpopo and Mpumalanga. During this time,

she immediately realised the increasing value

intervene in the little space I occupy, it will take many years to wipe out the legacy of our past as it manifests in every aspect

of our lives — psychologically, politically, socially, economically, culturally, and spiritually”, she says.

Vice President of the South African

Prior to her association with the Thabo Mbeki

(SADSA). Taking on the responsibility of

member at the University of Johannesburg,

facilitating the Thabo Mbeki Leadership

Institute, Dr. Phaswana has transformed

the face of the establishment by mounting its accessibility to underprivileged youths, whose interaction with its resources is crucial for South Africa’s society and economy. Her contributions to this

educational organisation stands in line with her enduring pursuit of cognising and tackling structural inequalities.

Just last year, she received the 2020

NIHSS Best Edited Volume Book Award

(Non-fiction) – a marker of excellence in Literature and Academia.

─ Dr Edith Phaswana, Thabo Mbeki African Leadership Institute, UNISA.

inequalities, which she finds disheartening.

unless I embark on a deliberate effort to

Development Studies Association

difficult for certain things to be said or done.”

conquer existing socioeconomic and cultural for the betterment of others. “I realised that

Leadership Institute, UNISA, and the

even if they are outnumbered, must make it

Phaswana continuously speaks about

hurdles, and utilise her skillset and wisdom

acting head of the Thabo Mbeki African

of conversation’ change. Their presence,

of her work as an educator. She applied her skills here for a decade, endeavouring to

Dr Edith Phaswana is currently the

phenomenon. When young women find

the table, they must ensure that the ‘terms Very early on in her career, Dr. Phaswana

DR. EDITH PHASWANA

women in the workplace, and this is a global

African Leadership Institute, she was a faculty which is where she received an award for Distinguished Teaching Excellence in the

Humanities for the year 2014. Dr. Phaswana

was the recipient of the 2019 Mail & Guardian Top 100 Women Changing South Africa,

and is a co-founding member of the Africa

academia’s effect on perpetuating

She finds it concerning that society has learned about inclusion and exclusion

schemes from academic circles and even published papers that are pervasive and underpinned by historically-prejudice dogmas:

“When it is reflected in our societies, we

act as if we are surprised, but this is what academics live daily. We are all aware

of the disparities according to race and gender, which continue in many of our universities. In terms of the workload,

women pay a high price for unrewarded, unappreciated academic citizenship.” ─ Dr Edith Phaswana.

EDUCATION

Decolonial Research Network (ADERN). She

• PhD from London South

Title ‘Black Academic Voices: The South

• Master of Arts from the

in 2019. She has continuously provided

• BA Degree from the University

reviews, for the South African government

• TCE Teacher’s Diploma

is also the co-editor of the Award Winning African experience’, which was published research & advisory services, and policy at both national and provincial level.

164 STANDARD BANK TO P W O M EN LEADERS

Bank University, UK.

• University of Johannesburg of Pretoria

(Grade 10-12 Mathematics)

MAMOKGETHI PHAKENG In 2018, Rosina Mamokgethi Phakeng ─ mathematics educationalist ─

became the Vice-Chancellor of the

University of Cape Town (UCT). Prior

to this appointment, she was the Vice

Principal of Research and Innovation, at the University of South Africa, as

quality research on teaching and

learning mathematics in multilingual classrooms. (2011)

• CEO Magazine award for being the

most influential woman in education and training in South Africa (2013)

• Order of the Baobab (Silver)

conferred on her by the President of South Africa (2016)

well as the Acting Executive Dean of the College of Science, Engineering and Technology at UNISA. She is a highly regarded B2 NRF-rated

scientist with over 80 research papers and five edited volumes published. Over the years, Mamokgethi has

been welcomed to deliver well over 30 keynote talks and lectures at

international conferences, and was

also a visiting professor at a plethora of universities around the world, in

locations such as Australia, Botswana, Canada, USA and the UK.

She has multiple accolades added to

her belt for her research and community contributions:

• SA Woman of the Year (one of the

three finalists) for the Science and Technology Category (2003).

• Recognised as one of top three NRF Top Women in Research (2006)

• Golden Key Honours Society

Association of Mathematics Education of South Africa (AMESA) Honorary life membership (2009)

• Association of Mathematics Education of South Africa (AMESA) Honorary life membership (2009)

• NSTF award for being the most

outstanding Senior Black Female Researcher over the last 5 to 10

years in recognition of her innovative,

Mamokgethi Phakeng was the

founding chairperson of the Board of the South African Mathematics Foundation (SAMF) from 2004 to

2006, and served as the secretary and member of the executive committee of the International Group for the

Psychology of Mathematics Education (PME) during 2003-2007. Passionate

“So far I have developed what I

refer to as the deliberate, proactive and strategic use of the learners’

about empowering the youth, she is

home language in the teaching of

the founder of the Adopt-a-learner

mathematics. In this work I specifically

Foundation, a non-profit organisation

focus on algebra as an area of

that started in 2004 and provides

study that is used to communicate

financial and educational support

most of mathematics. Through my

to students from township and rural

collaborations I am now extending

areas to acquire higher education

this work to also focus on multilingual

qualifications.

mathematics classrooms of immigrant learners and also undergraduate students”, she comments.

As an academic and researcher, she has been focusing on developing

UCT PORTFOLIO

key pedagogies for multilingual

mathematics classrooms, since 2006. Her research focuses on

RESPONSIBILITIES

mathematics in multilingual contexts.

• Strategic leadership

Her journey in this area of study

• Public relations, communications

the low mathematics performance of

• Fundraising

started in 1998 with a concern about a majority of learners in multilingual classrooms, in South Africa, who

learn in a language that is not their home language. At the core of this

concern was a need to address the

uneven distribution of mathematical

• External relations • Council accountability • Institutional financial sustainability • Risk management • Transformation • Ceremonial functions

knowledge and success:

S TA N D A R D B A N K TO P WO M EN L EAD ER S 165

participation in South Africa’s economic reconstruction: maximising the growth potential of provinces, districts, and localities”, she says.

Her journey in academia has been

remarkable. In finding a research area that complements her passion, she has been able to make significant

contributions to society through her

DR. NTHABISENG MOLEKO

publications and in-depth lectures:

“Having completed a PhD, I have gained

A woman of many talents, Dr. Nthabiseng

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